Where Do We Go From Here

I let a milestone slip by quietly a month or so ago. It was the tenth anniversary of this blog (900 posts strong.) I know, not a big deal in the grand scheme of things. The world has gone absolutely crazy...pandemics have become politicized...and the United States is sadly divided to extremes.

Back to that milestone. I decided to step back from writing for a while. My last two posts about Black Lives Matter and Seeing Color seemed a fitting set of messages that represent how I feel. It didn't seem right to jump back into "the 3 best actions to take to be the leader of the year" type of posts.

Something felt different, and quite honestly I didn't want to say anything more, about any topic, at the time.

Now Things are Different

Historic change has since occurred. The impact on employers, regardless of your political leanings, will be dramatic at the very least. And, the need for leadership that does not include fake news, hoaxes, or outright lies is more important than ever.

Will we get that type of leadership from Washington? I highly doubt it. It's rarely been there before, and the last few years have shown that it has all but evaporated.

So, where do we go from here?

There are of course, several options to fill the massive leadership void. 

Families are a very important part of our communities, and hopefully create a safe place to share our fears, opinions, and outlook going forward.

Our faith also plays a massively important role, for those that have a faith perspective. For me, it brings a level of awareness, teaching, support, guidance, a
strong community, and bigger picture view that rises above the politicization of society.

A third group, and one I feel needs to play an ever more critical role is that of the employer. Providing information, sharing resources and creating opportunities for employees to have real dialogue, and ensure that open lines of communication are well utilized and understood by everyone is more important than ever before.

How About You

It's been ten years since I started my blogging journey. Candidly, if we ever needed leadership that held itself accountable, it is right now. Let's move forward with a fresh spirit of opportunity, excitement about the future, and support for one another. We're all going to need it, right?

I'd love to hear from you.

No excuses.

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Your Last 10%

A number of years ago I was with a great friend at his workplace where he was speaking with a member of his team about a difficult topic. He sensed she was trying to be diplomatic and was not being completely forthright as she answered his questions.

Then he said, "what is your last 10%?"

I'm sure I had a puzzled look on my face as I watched this exchange, as I had absolutely no idea what his question meant.

His team member paused...flashed a bit of a nervous smile...and gave a completely honest answer to his previous series of questions.

Once this impromptu meeting ended, I asked my friend about the last 10%, and why it shifted her answers to the core of the issue.

He explained that he has a rule with his team. They are required - like most teams - to be honest and thoughtful about their communication. But in case something gets too complicated, politically sensitive or just a bit awkward, they can ask for the other person to give their "last 10% of what they're thinking."

I love that.

A culture whereby even the most challenging of topics have a clear path to be discussed without fear of retribution because you are given the freedom to share that final bit of information on your mind.

How About You

What culture have you created in your workplace? The real one. Does it have clear paths for your team members to be completely honest? 

Maybe the last 10% help?

I'd love to hear from you.

No Excuses.

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Employee Voice as a Strategic Priority

We've all heard, and most of us (hopefully) have adopted employee voice strategies in our organizations, right? We've built formal systems that allow our 'most valuable assets' to participate in our success.

More Than Talk
Plenty of organizations wrestle with the concept of the war for talent, addressing culture change, empowering staff, and on and on. 

It is the precious few though, that put those words into action. 

Policy changes that formalize employee voice channels...leadership visibility on a massive, sustainable scale...and taking action based on employee feedback are hallmarks of the most successful organizations. 

Do you have these systems in place yet?

Head In the Sand
If you are not one of the organizations that has committed to a positive employee culture, be warned. Simply because you have a long list of justifications as to why certain things need to be done (which oddly enough lines up exactly with your way of thinking); that does not mean your team is blindly following along.

Do you believe all of your employees simply follow you regardless of their insights?

How About You
Right now is the perfect time to pause and consider how you can provide a new level of leadership for your organization. What communication channels can you establish to create the culture you desire? What are you afraid of hearing from your people? 

It's better to be proactive now, instead of facing a dramatic shift in morale later, right?

I'd love to hear from you.

No Excuses.

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Every Word Unheard

I'm one of the most competitive people I know. Sure, I come across here as calm and focused (ha!); but in reality I play to win. Period.

Now, how I go about wining can take on many forms and requires different strategies based on the circumstances I find myself in. One of the most important tools I use daily is listening effectively. 

Before you roll your eyes and dismiss me (see item #1 below), play along. 

Listen to Win
"Most people do not listen with the intent to understand, they listen with the intent to reply."
- Stephen Covey

If the only way I ever thought about my role as a leader was to win, then I would surely find myself with zero credibility and no job. Neither one of those options is very appealing, so I try to avoid falling into the trap of focusing on my words while my colleagues are speaking.

Yes, most leaders today are expected to be quick on their feet and be able to respond well under pressure. But it is literally impossible to do that if you haven't heard what the others in the room are saying. Focusing on you (read here --> myself) all the time is a recipe for failure.

Listen to Learn
"I remind myself every morning: nothing I say this day will teach me anything. So if I'm going to learn, I must do it by listening."
- Larry King

This perspective on leading can be a struggle for me. I've become accustomed to people looking to me for insight, guidance, and learning new approaches. But when do I learn if I'm not listening to them? We can learn from everyone regardless of their tenure with the organization or experience in the role.

Listen to Lead
"To learn through listening, practice it naively and actively. Naively means that you listen openly, ready to learn something, as opposed to listening defensively, ready to rebut. Listening actively means you acknowledge what you heard and act accordingly."
- Betsy Sanders

It really is a simple formula. When we listen for real...allow ourselves to process what we've heard...and then engage professionally with others we win. Remember that the team you work with is watching...every move...hearing every word...and assuming that our behavior is what is acceptable in our corporate cultures.

How About You
How do you listen? Is all about the win...or learning...or hopefully, to lead as a role model for your organization?

I'd love to hear from you.

No Excuses.

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Communication Breakdown

Leader A - "I have the notes right here...this is what we agreed to at the last meeting."

Leader B - "No it's not. We needed these pieces to be ready today."

Leader A - "Look, let me read through my notes. I have everything documented from last time."

Leader B - "That's not what I understood the plan to be. Let me read my notes...see, they're very different."

Organized Does Not Equal Accurate

The scenario above sounds silly, right? How in the world could two high performing professionals in the same meeting, taking the same notes, come away with such different expectations?

Impossible!

…except I’m Leader A… I did take great notes. I thought I had interpreted the details properly. But the messages could have been interpreted exactly the way Leader B understood them. We were both right…sort of…but because I didn’t ensure we both had the clarity necessary I ended up being wrong.

For the record, I really do not like being wrong.

Leading Means Learning Too

The obvious takeaway here is to make sure everyone is “clear” about what should happen next. That’s not my point. The real issue for me in this life lesson is to pace myself. 

I’ve discovered that I push myself hard in many areas. Trying to be the super-leader is difficult to sustain, and next to impossible to achieve long-term.

So the balance point has to be based on an open mind and a willingness to learn when I stumble.

Yes, I could have reconciled my notes better, but the root cause of me missing the deliverables in that meeting were more about my mindset than they were about the the task of checking everyone’s to do list.

How About You

What pace do you keep? Are you trying to constantly over achieve like me (not good 24/7!); or, have you found that sweet spot that allows for high tempo work that has a slower pace built in? If you have, you need to share your secret.

I’d love to hear from you.

No Excuses.

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Don't Spare Anyone

I've worked for organizations that had 40,0000 employees, and I've worked for some that had less than 100. They had different business models, types of employees, and were in very different industries. They had charismatic leaders, and others that struggled on such an epic scale that I helped a number of them to the door.

Despite all of the differences and complexities, every organization shared something very powerful in common.

Each of them struggled with internal communication.

How Is This Possible

We're living in a time when communicating with other people has never been easier. Recently I was carrying on simultaneous conversations with colleagues in the UK and Australia using twitter. Seriously, it was so simple. Gosh, I love twitter.

So if the list of communication tools out there is so abundant, easy to use, and in many cases free, how is it that the story hasn't changed over the years when I speak with employees? --> "we need to improve internal communication."

Tools Don't Matter

We have email, staff meetings, yammer, lync, skype, intranets, social media pages, one-on-one meetings, project teams, work groups, conference calls, and off--site retreats.

These approaches mean nothing.

It turns out that tools are not the reason that organizations struggle with internal communication. It has nothing to do with technology, too many meetings, or hectic travel schedules. Effective internal communication is actually based on one simple concept...

Leadership commitment.

The reality of the world of work is that leaders make the decisions, set expectations, and hold the team accountable. If internal communication is going to improve it will be driven by leadership's commitment to making it happen. But how?

1. Ask your team how they want to be communicated with and do what they say. Don't tell them it's not convenient, or the system 'can't do that' or that it will take too much time.

2. Hold them accountable to actively participate in the communication process. After all, internal communication is a shared responsibility.

              

Get Started...Now

Look up from your computer. Do you see the door? Walk through it and start talking to the employees in your organization and ask them what communication channels work best for them. Build your list and implement what you've heard. Remind them that you're doing it and that you fully expect them to do their part too.

How About You

It's about time we looked at internal communication as a leadership responsibility instead of a leadership excuse. Use multiple channels (your team will generate the list for you), and get moving. Don't spare anyone in this process, because every employee matters.

I'd love to hear from you.

No Excuses.

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Alignment Guarantees A Win

The world seems to be moving faster than ever. Changing environments continue to put enormous pressure on us to perform as both individuals and organizations. Sustaining high quality performance is not a given however simply because we have recruited a team of all-stars. In fact, a team of all-stars is only part of the story. 

In today's world of work, we need alignment if we are truly going to succeed.

Individual Leaders First
Consider what is expected of you in 2014. Is there an expectation that you as a member of the leadership team will be able to effectively manage the following issues:
-strategic plan implementation
-effective communication
-conflict (with peers and other team members)
-budgets
-professional goals
-serve as a brand ambassador
-and the list goes on...

How exactly are you going to effectively work through these challenges, sometimes all of them hitting on the same day?

Communication Drives Alignment
Saying that alignment is important and achieving alignment are two very different things. From my perspective the essential piece that often eludes even the most effective organizations is communication. I'm not talking about a "campaign" or a "series of messages that are on point." No, I'm talking about leadership being together, talking, challenging each other, respecting each person's point of view, and then finding consensus on what alignment really means.

Without the meaningful investment of time to really work together as a team, true alignment will never be realized. The leader who can bring the team together, allow for productive conflict, and still coalesce that energy into alignment is a rare find in today's world.

How About You
Do you contribute to the leadership culture in your organization to ensure alignment is a top priority? Or, is your silo so full of your "stuff" that you're hoping the others let you stay in your busy, albeit unfocused, world?

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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"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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Still Lots of Fear in Business - A #NoFearHR Update

Hi Mike,

I'm glad to hear that you're getting a more sophisticated perspective from the audiences you're speaking to about leveraging social tools for their businesses. That's great news. I, too have been busy speaking over the last couple of months about transformation, social media, and what I like to call "Good HR" practice. Unlike you however, I continue to meet many human resources professionals who are either stuck in an organization that does not support the adoption of social strategies, or downright doesn't even understand what they are.

Quite honestly Mike I'm a bit stunned. I was hoping we were making progress, but I think that because you and I have embraced these tools and understand how much of a difference they can make in our work we've assumed that others appreciate their value as well. I think we still have a long way to go.

There is a silver lining to my recent experiences however; that is the enthusiasm to learn more, to try social tools for networking, research, recruitment, and employee communication seems to be growing.

I believe there is an opportunity to help these struggling HR practitioners to find support outside their organizations, which in turn will position them as valuable members of their organizations down the road.

HR on the ouside helping HR on the inside...I like that Mike.

We need to kick our #NoFearHR mindset into gear. Let's do this.

#NoFearHR is a project to assist business professionals who want to know more about how to put social media tools to work in a meaningful way. Content is provided by Jay Kuhns and Michael VanDervort.  You can find links to the rest of the ongoing conversation here.



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Tyrants and Translators

Leadership is hard. In her recent post over at Fistful of Talent Suzanne Rumsey detailed how challenging it can be to fill the shoes of a leader, even with the help of a skilled leadership coach. Her piece raises some fundamental issues about whether or not studying leadership actually makes any difference in your leadership effectiveness.

Effectiveness. Good word.

A Rocky Road

I like to think that I am a reasonable leader. At least that's what my self-talk machine keeps pumping into my head. I've overcome some tough leaders over the years, and hopefully there isn't someone out there who feels the same way about me. Odds are however, that I've offended someone even though I never intended to. That's on me.

One of the biggest advantages of working for leaders that we do not aspire to emulate is that we learn. Oh boy do we learn! From the supervisor way back in my early years who threw someone out of a meeting (yes, I mean literally threw); to demanding that someone be fired immediately; to generally being so spineless they couldn't make a decision; I feel like I've seen (and learned) an awful lot about ineffective leadership.

Translator Please

But how does one take those negative experiences and turn them into positive behavior? Is it as easy as remembering "wow, I better not throw anyone out of a conference room!" I think it might be more than that. How about "using a checklist to make sure I'm doing the right things each day?" That's probably not enough either.

Here's what I do know...if you treat people poorly you're doing a lousy job. I guess if I start there and move forward I'm probably doing alright.

How About You
How do you remain effective? Do you believe every word of that self-talk voice? Do you grip your title nice and tight as an excuse to behave any way you'd like? Or, is it something else that makes a difference?

I'd love to hear from you.

No Excuses.



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First Strike is Deadly

Have you ever said something, and just as those words were leaving your mouth, you knew you’d made a mistake? It’s not easy to take words back. In fact, it’s impossible. Since this issue could be applied in just about every facet of life, let’s focus specifically on the workplace.

You can’t take words back.

Watchers and Listeners

One of the biggest challenges to leadership is not so obvious. We (read here => “I”) often get so caught up in saying just the right words at just the right times to make sure I look like I’ve got it all together that I forget about the real impact on those around me. The teams of employees in our organizations are watching what we do, how we react, and whether we’re calm under pressure…or not.

People we influence pay very close attention, just as you and I do when we observe our supervisors. Do you see what’s happening here? You and I are no different than all of the other employees who walk in the front door of the building each day. Did you think we were special? Really?

Think First (this part may be hard)

One of the techniques that has helped me innumerable times is the one second rule. Simply put, I try (usually unsuccessfully) to give myself one second to either affirm what I am about to say; or, to make that all important change to what is about to come out of my mouth.

You can’t take words back.

How About You

In today’s fast paced world of instant communication, how do you ensure that you’re saying what you want to say versus saying what first pops into your mind? I could sure use your help.

I’d love to hear from you .

No Excuses.

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The Thing That Should Not Be

Butterflies. Sweaty palms. Feeling lightheaded. No, you're not in love. You're about to have your annual performance review.

Same Old Complaint?
Much has been written about the lament both managers and employees feel about this process, and quite frankly I don't want to repeat that tired message. For me the issue is really about trust. Effective leadership is not based on one meeting a year that either includes a "surprise" about performance; or, simply ignores the obvious problems with the employee's impact on the organization. Both issues are leadership failures. Period.

But What About the Form?
We love forms in HR, right? (gag) Oh, and we love check boxes on those forms too. (gag) What we really love are regular (read here => NOT ANNUAL) opportunities to discuss performance with employees. It is within those meetings that the trusting relationship between manager and employee can begin to develop and grow. No forms required.

Going A Step Further

If we're really going to get serious about talent, both finding it and retaining it, it seems to me we need much deeper relationships within our organizations than what an annual check box party can accommodate. Asking about why employees stay, and what challenges make them consider leaving get to the heart of the matter. Just as in the other parts of our lives, when we do something over and over we become more confident. Imagine what it would be like if every leader met regularly with their team members?

No more butterflies, sweaty palms or feeling lightheaded.

How About You
What process do you use to build trust with your team? Do you put all your eggs in the Cro-Magnon Man era annual review; or, do you actually connect with your team throughout the year?

I'd love to hear from you.

No Excuses.



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Socially Unacceptable

Social media is a powerful tool. It is changing how we communicate with each other; it is changing how business gets done; and it is changing how repressed nations become free. In the final analysis social media is a force that can not, and should not be stopped.  However, with so much freedom and access comes a great degree of responsibility.

"Personal" Business
Blending social tools in our ever connecting world is common practice. I personally connect with friends and colleagues alike on multiple platforms. It has become a productive and useful way to do much more than keep in touch. It allows for a level of networking, dialogue and problem-solving that was once only reserved for conferences or an occasional phone call.

"The challenge is when the casual nature of online connections appear too friendly or are perceived to cross a professional line."

The real issue is whether or not those interactions should occur at all. Sometimes going social is just "too social."

"Business" Business

In business, and in my slice of the operation in Human Resources, social media is completely integrated into our daily practice. From our facebook page to our soon-to-be-launched talent community initiative, to our coordinated work with our Marketing team, social is a core component in my world of work.

Beyond HR though, the need for social media guidelines or (groan) a policy, allows both the organization to protect itself while still providing the necessary guidance for the employees to use the tools appropriately. Guidance is good...no one wants to stumble unnecessarily.

How About You
Have you struggled to avoid crossing the proverbial line as you've leveraged the power of social media in your life? You don't have to answer out loud, I just want to make sure I'm not the only one sitting around with his tail between his legs.

I'd love to hear from you.

No Excuses.



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Engagement Doesn't Mean I Love You

I like to think (read here => convince myself) that I’m contributing to my organization somehow; and that the employees feel more connected to the company as their years of service grow. One of the ways many companies try to quantify this issue (after all, shouldn't everything in life be reduced to a number? Uh....no!)...is to use an employee engagement survey. We try in vain to identify how the employees feel, take a snapshot of those feelings, and then quickly move on. Or at least that's how it's been done using most survey tools.

Need to Go Deeper
Getting beyond the snapshot mentality is paramount to really understanding employee engagement and being able to make work better. As leaders, this is our primary responsibility => make work better. So the next generation of survey tools must be able to grab the snapshot and turn it into something more than just a kick-0ff to "better communication" at the department or unit level. 

"It's almost unfair that we survey employees for a moment in time and then expect our front line leaders to turn that into a fully engaged and satisfied workforce."

We're All Individuals

So how should an organization go about truly understanding their workforce, and then making changes based on that workforce? Well, it starts with moving away from the tired and ineffective strategy of putting employees in categories.

Each employee is unique, is motivated by different issues, and is struggling with their own special set of circumstances in their personal life. To think that so many different people can walk through the front door of a company and suddenly morph into one cohesive group that thinks alike, speaks alike, is motivated by the same set of drivers, and should be held accountable in the same way sounds absurd. Yet that's exactly what happens all too often.

How About You
Employee engagement is not about loving, or even liking everyone on the payroll. It is about understanding each member of your (and my) team, so we can provide them with the resources, support, and opportunities to be successful...to make work better. How do you handle engagement? Please don't tell me you get down on one knee.


I'd love to hear from you.


No Excuses.



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Yes! It's Employee Survey Time!

Not everyone gets pumped up about employee surveys.  But I do.  Many people think they are a waste of time, that no one will be honest, and that action will never be taken.  But I don't feel that way.  Employee surveys are terrific for one thing...pushing communication.  Survey results start conversations, they don't end them.

Get Started
I've been involved with the employee survey process for years (and years and years).  The best results I've ever experienced have nothing to do with the survey questions.  They come from the commitment of the leaders in the organization to continue the conversation with their employees that the survey helps to start.  It is through the ongoing dialogue that real progress is made; not in reading a report that says everything is fine, now let's move on to something else.  That doesn't even make sense does it? 

Organizations today are busier than ever, with more pressure than ever, and often times with limited resources to get the work done.  So how can a report that only reflects a snapshot in time serve as a meaningful indicator of how the organization's employees feel?  Simple answer => it can't.

What Are You Afraid Of?

There isn't anything to fear with an employee survey, unless you don't plan on following up.  Not sharing results, placing blame on employees, or simply ignoring that the survey was conducted are recipes for disaster.  Don't be afraid.  Take advantage of the opportunity to honestly engage your employees in conversation about the workplace.  It won't kill you, and the results will be something I like to call...progress!  

How About You
Are you rolling your eyes at this point; or, are you willing to actually sit down with your team and talk about the front line real world issues that need to be addressed.  Just imagine how much more respect they'll have for you if you'll simply do that?

I'd love to hear from you.

No Excuses.


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Why Don't You Understand?

Here's a familiar scenario:


Manager:  I've reviewed my expectations several times but I'm not getting the results I need.  I don't know what's wrong, but the team is not following through.  I go over the issues, but no one speaks up during staff meetings when I ask if anyone has any questions.  These people just don't understand.


Out of Touch
Years ago a Manager actually posed that scenario to me directly...during an organization-wide managers meeting.  Talk about having to think quickly on your feet!  I had to try to offer a suggestion while not embarrassing her.  That was not fun.  Sadly, too many Managers have convinced themselves that they are effective communicators, when in fact they don't have that skill developed to the degree necessary to lead others.  It's not that they can't become effective communicators, it's just that they aren't willing to accept the fact they they aren't effective right now.


Humility is Hard
The advantage I had in the scenario above is that the Manager was willing to ask the question. That left the door open for me to follow up with her once her peers were not all listening so I could dig deeper into her communication style. For those Managers that have absolutely convinced themselves that they are communicating well and don't need any feedback, the road ahead is often difficult. Sometimes those that believe in their approach so completely are tenured leaders which makes the whole feedback/learning option nearly impossible. 

Mirrors are Helpful

One of the more painful lessons I've learned over the years is to take a look in the mirror if things aren't going well.  Most of the time the person looking back at me is the reason I'm having trouble.  This approach is also helpful for those Managers that are struggling to get their message across.  Although it's difficult to accept that what we believed would work is now failing, all is not lost.  Part of being an effective leader is to keep trying when roadblocks appear...even when we are the roadblock.

How About You

Have you ever struggled with getting your message out?  Have others ever struggled executing on your plan?  Maybe it's time to reconsider your approach.  I know it's worked for me...over and over again.

I'd love to hear from you.

No Excuses.

pic courtesy of redbubble

Corporate Mergers and the Knowledge Gap

Recently my organization merged with a much larger one located 1,000 miles away.  Although both are well established not-for-profit companies, our cultures and histories are quite unique.  This was not a hostile take-over, nor was it a situation that would result in one side "winning" and the other "losing."  Fortunately, both organizations had significant opportunities to improve their work by coming together.

What to Share
One of the challenges organizations face during such a monumental change is how much information to share.  As with any merger, there are times of great progress and times of struggle.  Deciding what is truly important to share versus reporting on every little nuance of the process can be daunting.  Our team decided to over-communicate instead of holding back and only releasing polished press releases.  We felt that getting timely information out to our staff was most important.

Being "In the Know"
One of the primary focus areas for my team was to communicate early and often with our employees.  We chose several different paths to accomplish this:

- Keep the leadership team informed on at least a monthly basis (Board level to employees)
- Conduct quarterly Town Hall meetings for all staff on days, nights and weekends, led by Senior Management, to provide updates and answer questions
- Post all questions and new information on the company intranet
- Round regularly to answer questions on a more informal basis
- Work extremely closely with our new corporate partner to ensure consistency of all messaging

Lessons Learned

The primary takeaway from this experience was to never underestimate the knowledge gap between leadership and front line staff.  Leaders, particularly those deeply involved in the process are well aware of the issues.  Rank and file employees are far removed, despite herculean efforts to make information available.  So although updates and information were not only shared regularly, but were put in print and published; concerns about the future persisted ("Will I still have a job after the transition?").  By the way, yes, they all kept their jobs.

How About You
In retrospect we felt our communication plan worked very effectively.  But that doesn't mean it was perfect.  What communication strategies have you used during times of massive change?  Did they work?  What would you do differently next time?

I'd love to hear from you.

No Excuses.


pic courtesy of SDSUJMS