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.

pic courtesy of flamingtext

Under Construction

How often do you examine your own leadership style? For me, it's not nearly enough. I try to involve the talented people around me in the decisions that need to be made; I reach out to experts outside my industry for help; and have even asked for very specific feedback from my team of direct reports. Once.

Tools, Tools and More Tools
Whether you use formal tools (coaching, training, 360, etc...); or focus on building relationships with your team and creating an environment where you can have relatively open and honest dialogue, it is up to those of us in leadership to take the first step. An important point here is not to get caught up in analyzing every option available for so long that you never actually get to the work that needs to be done. This is commonly referred to as analysis paralysis, and if affects leaders on just about every topic, particularly when critically evaluating their own style.

Get To Work

We regularly (read here => everyday) expect our employees to work hard, stay focused, improve over time, and make big contributions based on our guidance and leadership. But when do the leaders practice what they preach? Are we so all-knowing that we don't need to make sure we're evaluating our own performance and skills? Have we actually convinced ourselves that we've figured it all out and we just need a team of people to follow our lead?

Really? Good God I hope that is not the case for me.

How About You

How do keep working on your leadership style? Do you create an environment that is open to feedback; or, have you tested that path and heard exactly what you wanted to hear so there's no need to keep learning?

I'd love to hear from you.

No Excuses.



pic courtesy of artsysf

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.



pic courtesy of flamingtext

Replica

I love the idea of role models. People to look up to, admire, emulate. Many of us have them whether we realize it or not: family members, athletes, world leaders, those that stood up for humanity in the face of tyranny...my list could go on and on. It occurred to me that now that I've hit a certain point in my life both personally and professionally, I may be in the line of sight for someone as their role model.

That feels like a bigger responsibility than I expected.

I Didn't Sign Up For This

I've heard many "famous" people say they don't want to be a role model. They just want to live their life the way they want to, and not be bothered with the impact of their actions on others, particularly younger people paying close attention. 

The same may be true for those of us in leadership. Maybe we would prefer to simply focus on our task list and not worry about the impact of our words and actions in the workplace, particularly on those employees around us who are paying close attention.


But leadership doesn't work that way.

Leadership is a Privilege

One of the things my role models taught me is that I did not inherit my role. I was not born into a position of status in my organization that automatically bestows some sort of magical power. I have to remember that the people around me are expecting me to deliver for them, not the other way around. If I do my job it will be much easier for them to do theirs.

How About You
Who are the role models in your life? More importantly, what have you learned from them that now has others naming you as one of their role models?  I hope someday I end up on a list like that too.


I'd love to hear from you.


No Excuses.



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What Are You Going To Do?

I'm busy too...not enough hours in the day...big to-do list...blah, blah, blah.

Decide what you're going to do with your time.

I'd love to hear from you.

No Excuses.

Altar of Sacrifice

Human Resources pros are often put in an awkward position. When we're truly committed to making our organizations better, to supporting the people on the front-line more effectively, and are willing to make hard decisions to make work better, we can find ourselves in a tight spot. The issue has to do with making sure the right leaders are on board. I see a regular stream of writing about the search for talent, but much of that is focused on sourcing and managing staff level positions. I'm not talking about those hires...I'm talking about making sure the leadership team can actually create an environment where those staff people will feel good about working for your company.

That's not easy.

I Like HR Because I Can Help People
Really? If you want to focus all of your time on helping people you need to volunteer somewhere. HR is a key driver of business results, and making sure the employees (read here => the reason every organization is successful) are respected and supported with good leadership is essential. The challenge looms larger when HR becomes aware of a leader who simply can not handle their role any longer. It doesn't mean that leader is a bad person, but it does mean they are not doing what the organization (read here => the employees they are supposed to be leading) requires that they do.

Now for the Hard Part
What does the committed HR pro do when faced with this knowledge? Let's assume you've already taken the appropriate steps and provided both feedback and an opportunity to improve. Now what?

You move them out of your organization, that's what.

If your colleagues don't agree, push harder. We are asked to report on all sorts of impossible to control issues such as: turnover, employee morale, and engagement. It is actually embarrassing to some degree that other leaders still try to wash their hands of any responsibility for these issues and punt them over to HR, but it still happens. I get it. 

If we're held accountable for issues at the unit or department level, then we have a professional obligation to push for ineffective leaders to be moved out of the organization as quickly as possible. Don't our employees deserve good leadership?

How About You
Do you know which leaders in your organization have lost their ability to lead? Could you produce a list right now of two or three that you know shouldn't be interacting with your staff? Let me ask you this...what are you going to do about it?

I'd love to hear from you.

No Excuses.



pic courtesy of dickstaub

Relationships and Going Social

This is another post in the NoFearHR project between Mike Vandervort and myself.


Mike,

I think we've done a good job thus far in differentiating how the initial approach to social media can take place in different size organizations and departments. The work you've done at  your company is nothing short of phenomenal. I can only imagine having that much success with our initiatives.

The eight steps you outlined in your last post clearly lay out a macro-level view of the steps necessary to get the buy in at the top before a social media initiative kicks off. Today I'd like to go a little deeper and discuss the internal behind-the-scenes reality of even beginning to discuss the steps you laid out. How does the HR practitioner begin the conversation about the value of social media to an executive team that still uses the term twittering?

I believe one of the most important land mines that must be avoided is to not inadvertently insult the senior leaders simply because they are not current with these tools. Executives have achieved their level of success because they have pushed the envelope, taken risks, and tried new approaches to move their organizations forward.

However, social media is so new, many of them simply have not had time to educate themselves about the new opportunity this represents. You've identifed education as an important first step, so obviously charging ahead with that group and simply implying that they are so far behind could backfire very quickly.

What do you think Mike? I'm so focused on the power of relationships in the workplace, that I think this piece needs some discussion before we take implementation any further.



pic courtesy of greenhostit