Team Building Fail

One of the hidden failings of leaders comes disguised as a perfectly legitimate request of the human resources team:

"I'd like for HR to do some team building for my employees."

Now you may be wondering how this seemingly normal, and perhaps even complimentary request could be considered a failing on management's part. Well friends, more often than not this is an epic failure.

Dig Deeper

Before any team building session is conducted a series of questions need to be asked in order to ensure the needs of the group are identified, the challenges they're currently facing are clearly articulated and the desired outcome of the leader making the request is made clear.

What often comes to light during this process is that the behavior of one or two employees is the real problem. The group is not in need of team building at all, in fact a program that is promoted as a team building exercise may backfire on the leader because it won't be a secret to any of the employees as to what is really going on. 

Step Up

Credibility is the primary issue at play in this situation both for the struggling leader and now for Human Resources as well. Here's the problem...because the leader doesn't have the courage to do their job and hold the problem employees accountable for their behavior, the entire group has to  participate in a team building program they don't want or need.

"Everybody knows who the problem employees are, and everybody knows the leader looks weak as hell by not doing their job."

Maybe it is fear of confrontation, or maybe they just don't understand what is really going on, but in the end it is the leader whose credibility suffers; and, if HR agrees to provide the team building in that scenario their credibility will be compromised too.

Say no to team building, and provide real employee relations support to the leader because that is what they need from human resources.

How About You

Do you jump at the opportunity to provide team building thinking that the leaders in your organization believe you're the best? Before jumping on the 'HR-Ego-Express' you better ask some questions first. I'll bet you that the leader definitely needs your help, but not in the way they think they do.

I'd love to hear from you.

No Excuses.

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"Manti Armstrong, SPHR"

All in the name of performance.

The abuse of power, authority, influence, decision-making, manipulation and the law. Who goes to such extremes to chase an unattainable goal of being a top performer in their field? What kind of professional can end careers and tweak the interpretation of the law so things work out just the way they want them to? Who has this crazy ability in our organizations?

Oh...that's right...human resources does.

Power

One of the realities of my role is that I've never quite come to grips with the authority I have as a human resources leader. Employees call me "sir" (which I usually respond with "please call me Jay.")

Others who I don't recognize thank me for changes to our benefit plans that have helped their families.

Sometimes people just turn and watch as I walk past as if I was the good behavior police wandering through their department.

Fortunately the negative examples are the exceptions not the rule. I've worked hard to be as personable and real as I can be so our team members will feel comfortable asking me questions, challenging me on issues, or sometimes just talking hockey.

I work hard, just like you do...ultimately we do it all in the name of performance.

Getting Caught Up In Yourself

Let's face it, human resources roles are relatively high profile in many organizations. Sometimes that is a good thing (hopefully!); but candidly sometimes we are stuck with the "hatchet" moniker that can be difficult to distance ourselves from.

We are forced to strike a balance between having a lot of authority and influence, while simultaneously ensuring we do not abuse that power.

Balance can be tough, particularly if we justify our behavior all in the name of performance.

How About You

Typically the HR leadership team doesn't head down the path of performance enhancing drugs, fake girlfriends, malicious lawsuits, chasing fame, notoriety, money and the Heisman Trophy all while hurting friends, colleagues, teammates and the public at large along the way.

But hey...if it's done all in the name of performance...

I'd love to hear from you.

No Excuses.



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All the Lies...That You Tell

I've been thinking and writing about communication lately...why it's important, how it should be done, and how it overshadows many other organizational challenges that may initially be perceived as "the real problem." To that end, a big part of communication is accuracy.

That means I shouldn't be worrying about getting played, hearing a version of the story that the other person wants me to hear, or simply being fed the wrong information. (I call that last one lying.)

Intent v Self-Preservation
Before we get too far down the trail let me say that the overwhelming majority of people do not intentionally lie in the workplace. They come to work, put forth a lot of energy doing good work, and then head home after a busy day or night. However, the challenges are more pronounced during periods of rapid change. Old routines are disrupted, expectations are evolving, and the self-confidence that once fueled the work day is not quite so strong.

This leads to a focus on self-preservation, not on effective communication.

Break Through
So how does an organization break through the feeling of a chaotic work life and establish a new sense of stability? The answer is our old friend communication. When the pace transitions from a state of business-as-usual to a perceived state of chaos, it's time to pull the team together and talk.

Maybe it's the need to simply validate that it is a chaotic time, and you and the leadership team are going to have a bit of a bumpy ride for a while.

Perhaps it means that an update is necessary to ensure each person is current on the new initiatives that are underway.

Or maybe it's time to have a strategic planning session to help the leaders understand their roles and expectations going forward.

Whatever you feel is ultimately necessary, no one on the team will fault you for pausing momentarily to bring the team together and get everyone grounded again.

How About You
What steps are you taking to provide calm leadership during a stormy time? Regardless of how you feel about the changes going on, it's imperative that HR step up and help the organization's leaders settle down, so the real work can get done.

I'd love to hear from you.

No Excuses.



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Symphony of Destruction

The following rant is brought to you by...well...me.

Time for a moment of self-disclosure: I love all things iPhone, iPad and using e-tools to get my work done. Integrating multiple email accounts and calendars along with note-taking apps to eliminate the almighty pen and paper make me absolutely giddy.

Sad, I know.

Alarm Clocks In Meetings
Although I love my tech toys, you will never, ever, ever hear them in the workplace. Why? Because I'm at work! However, it seems that many (read here -> all of humanity) believes that setting an alarm for every little task, meeting and incoming and outgoing email is somehow respectful.

Really? Are you kidding me?

"If I bring my alarm clock to a meeting and have it go off 15 minutes before my next meeting would that be okay?"

How About You

Are you so excited about your new fangled gadget that you just love the little sounds it makes? Do you also get annoyed when people talk during meetings off to the side because that is disruptive and rude? Really? Time for a reality check folks.

I'd love to hear from you.

No Excuses.



photo credit

This Is Confidential, Right?

It's a classic challenge faced by human resources practitioners around the world and in every organization. An employee reaches out to express a concern, share an observation, or in more extreme situations report unethical or illegal behavior. But just before they are ready to share their story they ask the question....

"This is confidential, right?"

Culture
One of the key points in this situation is that you should feel good that this conversation is taking place at all. For those human resources professionals that are never faced with this perceived dilemma of confidentiality you should beware.

Is there a problem with the corporate culture that has the employees afraid to step forward? Has the HR team inadvertently given off the impression that coming to them will not make a difference?

"The fact that an upset employee is willing to risk how they are perceived by coming to HR is a major vote of confidence that should not be taken lightly."

HR's Responsibility

Now what? The initial answer is "it depends." A skilled human resources pro will be able to use questions to gain a full understanding of the dynamics in each unique situation. Once the fact pattern is clear, the confidentiality question can be addressed.

How About You
Ultimately the answer is no, it's not confidential. The information has been shared and now you have to do something with it. Your skills and experience will dictate your next steps, and should help drive the necessary changes. How do you answer the confidentiality question?

I'd love to hear from you.

No Excuses.



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"Mission" Divided by "Poor Communication" = No Results!

One of the advantages of working in a complex healthcare organization is that most of the time our mission is the glue that keeps us together. It's not that we all agree on every decision (God forbid!); but it does mean that when we run into problems the culprit is usually not that we aren't all working toward the same goal.

The culprit is ineffective communication.

The Mission Is Real
When my colleagues ask me about what it's like to work in such an intense environment the first thing I typically answer is that our mission to serve children is palpable.

Sadly in many organizations the mission statement is simply a collection of words inside a frame on the wall. In most healthcare organizations that is not the case. The mission is real and literally ->  drives decisions ranging from allocating resources to programs that lose money because it is the right thing to do; all the way to not implementing profitable programs that would run counter to the core values of the institution.

That my friends is living the mission.

Communication Is Essential
What clearly stands in the way of the results necessary is our old nemesis communication. It seems odd to me that despite living in a time when it has never been easier to communicate we continue to struggle.

How can this be?

I have embraced social tools to help me communicate more broadly than I ever anticipated that I could, including this blog for more than two years. But communicating on a massive scale is not the only type of effective communication you and I are expected to provide. Good leaders connect with their people, and while I feel very strongly about you...you are not a member of my team, and they deserve more than a blog post from me.

Your team members deserve more too.

Lots of Choices - Use Them
Intentional: Be purposeful about what you say, when you say it, and to whom you are saying it.

Multi-faceted: Do not rely on one form of communication and expect it to get your message out to everyone who needs to hear it. Take advantage of several channels to ensure you've done your very best to connect with your audience, whether that group is only a few dozen or a few thousand people.

Consistent: Stay focused on your message. So what if you're tired of saying the same thing repeatedly? Most of your audience will hear your message once, so the moment they are hearing you give that message may be the tenth for you. Get over it, it's about them not you (except for the part that you want results from them which is why you're going through this process in the first place!)
                                       
How About You
Are you wrestling with the odd challenge of having a committed and engaged team that just doesn't seem to be working effectively together? It's probably not your mission...it may be the communication. Take some time to objectively evaluate how you are messaging to and with them. Is it working?

I'd love to hear from you.

No Excuses.

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Shut Up, I'm Not Being Defensive

The role of the HR leader is an odd one. We're expected to be there for employees, and also understand the industries we're in so we can make effective decisions at an institutional level. We are sometimes expected to stay out of the way while the Operations folks take charge; that is until the Operations folks mess things up and we are expected to "get in there" and get everything back on track.

To be perfectly honest I don't think there is another role quite like that of the HR practitioner.

The Blame Game
One of the core competences of the HR team is to recruit viable candidates for the organization. It's an exciting part of the job, and with the crush of so many social channels available, it can be an incredibly creative part as well.

Except when recruitment isn't going so well...then we suck. Or at least we're sometimes made to feel that way, even when we know we're putting all our efforts into the search process. We often need a hiring manager who understands the dynamics of an odd labor market and can actually make a hiring decision. It's really nice when that happens.

So in that moment when you're receiving "feedback" (read here -> HR is being told how ineffective they've been and all you need to do is listen to the completely inexperienced non-HR leaders and all will be right with the world) how do you react?

Are you angry? Is frustration creeping in? Are you laughing when you hear the most ridiculous suggestions and you realize they are serious? Earlier in my career I did each one of these things.

That wasn't good.

It's Work, It's Not You
Nowadays I try to take a very different approach. Instead of falling into the trap of an emotional reaction (good or bad) I try to simply listen. Sometimes the hiring managers have valuable insights about the search process, and other times they come off as being very inexperienced because they are inexperienced.

Just because I have been in healthcare for a long time doesn't mean I can provide clinical care. The same holds true for the well intended but off-base hiring manager. They too have worked in healthcare for a long time, but they have not been responsible for the full cycle of sourcing, advertising, and recruiting candidates.

That's okay...they are supposed to be taking care of patients, not worrying about HR. That's my job!

How About You

How do engage your hiring managers? Is it a partnership where each person respects the other's professional experience and role in the organization? Or, are you constantly finding yourself ready to argue about the latest criticism combined with a ridiculous recruitment idea that "clearly no one in HR had ever considered before?"

I'd love to hear from you.

No Excuses.

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