Thursday, August 20, 2009

Three Qualities Necessary In Hiring Managers

Behavior and personality instruments need to go out the window when picking people at the top. When choosing quality managers, don't go by a metrics checklist - you can't measure instincts or unflappability from a checklist. Use your own good instincts to select your managers. Trust your hunches and your gut. Use your head - not a computer printout. Are you buying a car or hiring a manager? You wouldn't buy a car from a brochure so why would you hire a manager that way?

Since the position involves managing people, your manager had better be adept at the "people" part of the equation. So here is my list of personal qualities that I believe are critical for the successful selection of middle or upper managers:
  1. Knowledge of the difference between leadership and management. Simply achieving a position does not entitle you to be called a leader. Leadership is an on/off switch - either you have it or you don't. And you can't get it in a week by going to a course. Don't kid yourself - it's a life-long commitment to self-improvement. Management skills however, can be taught in a week. Management basics are constant. Style is different. Each manager is expected to put their own personality on their management style.
  2. Integrity and Values. Without them, the work environment will become toxic. Attrition will rise, morale will plummet and customers will scurry. With integrity and values, everyone is treated equally and the rules apply to everyone - that includes the manager. If you have integrity and values, you know your position does not entitle you to a free pass on the rules.
  3. Courtesy and respect. As a manager, you will only get the respect you earn - you are not entitled to it by your position. You serve your people in the same way you expect them to serve both you and your customers. You will get what you give when dealing with your people.
I have yet to find any instrument capable of measuring decency, respect, compassion, charity and fortitude. So I encourage you to trust your hunches more than a readout. Let's get people-skills involved in the selection of the people who will deal with your people.

You might also consider my Lunch Menu Test for potential managers. It is fun and yet, incredibly revealing. It is outlined in a previous Blog post here.

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Wednesday, August 19, 2009

The Three Most Important Things in Life

About a year and a half ago, I was asked what I believed to be the three most important things in life. I posted my response to my Blog at that time but some time has passed since then and I recently took another look at it to make sure I believed the same as I did back then.

This was the original question asked: "The 3 most important things in life....In Life we all encounter success, happiness, pleasure, despair, failure, suffering, frustration, the unlovingness of our own hearts and of those around us, and so on and at the end of it all we know some day we are going to die but we love struggling. The struggle of aspiration and achievements never comes to an end and throughout the journey we follow certain principles, morals and ethos. What, according to you, are the three most important things in life?"

In the original discussion that ensued, many responses from others included "happiness." If you have attended any of my keynote sessions, you already know I don't subscribe to happiness being the result of anything. So, here is the answer I wrote:

Although happiness seems to be prevalent in the other answers, I do not believe that happiness is the result of anything: it's a choice. No job, no spouse, no amount of money, no thing or person will ever deliver lasting happiness (momentary joy perhaps but not lasting happiness). Therefore, happiness is not on my list.

Here is my list of the three most important things in life:
  1. Mission/Purpose - something to wake up to every day and look forward to accomplishing. Some of us do it in our work. Others do it in off-hours away from work. Having a mission for your life gives your life meaning and purpose.
  2. Integrity/Values - knowing the difference between right and wrong and having something to stand for. As the saying goes, if you don't stand for something, you'll fall for anything.
  3. Appreciation/Thankfulness - from self and others. Being able to count one's blessings daily gives you a positive perspective. Feeling appreciated for your contributions makes one want to contribute even more. I call it gr-Attitude.
Three things. Three very important things. All leading to success.

What are your three?
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Tuesday, August 18, 2009

Satisfied - Is That Enough?

What are Athos, Porthos, and Aramis? No it's not the Olympic motto. I'll help you here, d'Artagnan became the fourth. Musketeers! (Not mousketeers - that was Saturday morning when you were a kid - jeepers read a book already). And now there seems to be a fifth trying desperately to become a musketeer. His name is Mediocrity.

Apparently being satisfied with mediocrity IS enough today. People seem to be satisfied with a "good enough" performance. And you, as a customer or client, when you accept someone else's "good enough," you give their sub-par performance your stamp of approval.

Satisfied people DON'T search for more. Ignorance really is bliss. People seem to be happy not knowing that they can do better. If someone were to tell them that more was expected of them, they then wouldn't be satisfied anymore. I mean, how can you be really satisfied when you're in an argument with a client over the quality of your work and your argument is, "it's good enough."

Client: "Your work sucks!"

You: "Oh yeah? Well, ... well, ... uh ... you suck. Na na na boo-boo!"

The sad truth is that many of you, some reading this right now, don't think you need to improve. You are still out looking for new customers, new opportunities, new promotions and new accolades in spite of your knowledge that there are others who are better than you are. Regardless of that fact, you still try to offer you your sub-standard self knowing full well someone else is better, more proficient and more knowledgeable than you. Apparently you've decided that your clients, customers, bosses and co-workers aren't worthy of more from you. You won't work on yourself and instead you sit in front of the TV at night and wonder why business or the state of your career isn't better.

"Oh, but wait Big Brother is coming on. I NEED to watch this episode just in case my customers ask me about it tomorrow."

You blame the economy for your poor performance (regardless of others who are still succeeding in spite of the economy). You blame the price, the design, the color, the delivery, the opportunities, the financing, your bosses and your competitors for your "good enough" performance.

"When the economy, the price, the color, etc., gets better, then I'll get better," you say. Nothing but a load of excuses. That's like waiting for all of the traffic lights to turn green before you leave for work in the morning.

"Good enough" has become epidemic in the workplace. You should never be satisfied. "Good enough" is an awful attitude to approach your work with. Hell, any moron can achieve "good enough." It's what's beyond "good enough" that makes you special and stand out.

I believe it was Bob Dylan who said, "Just when you thought you had nothing left to give, you find out you did."

So what have you got that you haven't shown yet?

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Monday, August 17, 2009

Bad Boss And The Attitude of Service

Maybe you find yourself just standing and staring right at your boss's office door wondering why the jerk-boss behind that door doesn't give you the praise you think you deserve. You know you have to go back to work but you find yourself struggling to come up with one good reason (other than being fired) to actually give a best-effort knowing full well you won't even get a grunt of acknowledgment for your efforts. (That's when the thoughts of lottery winnings pop into your head and you picture yourself standing on his desk, reaching down and grabbing him by that stupid yellow tie he always wears to work and saying, "You can take a long, hard" .... um ... heh heh ... sorry got a little off-track there.)

Have you ever wondered why a leader, manager or boss would not acknowledge or praise the work of his or her people? Truth is, anyone who doesn't praise his or her employees is not a leader. Stop calling him or her that. It's insulting to real leaders.

People who don't praise others are lacking in self-confidence. It takes confidence to praise someone's effort. And you don't have to be in management or in a supervisory position to offer a compliment on someone's hard work. People who choose to say nothing when it comes time to acknowledge a contribution don't wish to be outshone - that's why they say nothing. People who hold back praise do it for selfish reasons.

Problem is, if they are in management, it's worse. Managers need to get people to work for them. But people don't give a full effort and do NOT engage in their work when there is no acknowledgment or praise. This is where you need to develop an Attitude of Service. Service is not just about how you serve customers. Service is an Attitude. Customer Service is a department. Treating others how you would wish to be treated requires an Attitude of Service (one of the seven Attitudes discussed in detail in my forthcoming book, "Your Attitude Sucks - Fixing What's Wrong With Corporate America.")

Be in service to someone - offer a heartfelt compliment today and see how much better your day gets.

But if you want to make sure you're viewed as the worst boss ever then don't give people the credit they deserve. Your people will serve you only as well as you serve them.

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Sunday, August 16, 2009

New Manager - Help!

Question: I recently became the Supervisor of the Internal Audits department of my company and I am facing challenges in supervising - specifically People Management and Time Management. What do I have to do to make my department really successful?

Answer: I'm guessing that this was a sudden and surprise promotion. So, first thing right out of the gate is to apologize to your staff for your lack of People and Time Management skills. Let them know that you realize you have shortcomings and that you're not trying to hide them in order to look like you're in control (people who do try to hide it can't and end up viewed as inept by their people). Ask for their patience and suggestions to help in the short-term while you deal with the long-term strategy. They will look up to you for having the courage to be honest.

Then, get yourself into a good management course. You're feeling like you have no Time-Management skills because you're overwhelmed by having to manage people - something you're not familiar with. (Remember this though, the higher-ups wouldn't have promoted you if they didn't think you could do it.) Once you get a good handle on the managing people part, many of the Time Management issues will start to sort themselves out.

Right now, you're too busy trying to figure out what to do next that it seems like you need to organize better because you don't want to miss anything. After all, it's in your genes - you're in Audits. Stressing the details is what you do. Get that Resilience Attitude working for you. Get up and get at it. There's a challenge here in front of you but it's not insurmountable.

The truth is, your organizational skills will improve the moment you improve your management skills and build your confidence in managing your people. Relax, you can do this.

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Friday, August 14, 2009

What Do You Bring To The Table?

Video Blog: Every person brings something to the table in every job. What is yours? Are you real clear on what you have to offer? If not, perhaps you should follow the advice in this video - a simple idea.



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Thursday, August 13, 2009

The Annual Performance Review

Why do people have to wait until there's a performance evaluation to find out how they're doing? Why would any organization torture their own people like that? What's wrong with talking to your people informally and having conversations instead of remaining arm's length from the people who do the work? Oh that's right, the department manager recently went to a leadership course and now he's no longer a manager, he's a "leader." (You are required to make the quotations marks with your fingers when you read that word "leader." Go ahead. Try it.) Their graduation to "pretend-leader" (finger quotes again) is supposed to preclude managers from doing any of that icky, hands-on managerial stuff. They're apparently above that now.

"We're leaders, not managers," the old manager/new leader might say armed with their fresh, new (fingers) "pretend-leadership" attitude.

(Cue the harp music) "We don't have to manage anymore. All we have to do is lead our people and they will magically follow us to where we want them to go. If we lead, people follow. No really. We learned that in the course. We're leaders so people HAVE to follow us. I don't have time to give "my people" feedback. I've got people to lead. Let someone else work on that employee's performance. I'm too busy (fingers) leading."

The truth is too many employees stress over performance evaluations. When people are stressed they are not productive. When they are not productive they get poorer performance evaluations. So why not simply get rid of them - the performance evaluations not the people. Instead, open up your communications and have good two-way conversations on a regular basis. Any manager who doesn't want to do this would FAIL my performance evaluation. I don't care that he/she is a recent pretend-leadership course graduate. Get your head out of your .... er ... uh ... clouds, and get back to managing. Get over yourself. It's real people you're dealing with.

ATTITUDE ADJUSTMENT: Look, the way I see it, if you can talk to your neighbors over the fence, you can talk to your people over the cubicle wall. They'll do better work for you if they don't think that every little screw-up is going to be entered into a file to be unleashed at the next performance review. All people want to know is if they're doing it right, if their work quality is OK and that their efforts are being noticed and appreciated.

Talk to them. If they're not doing a good job, they'll get the idea right away. They'll probably just move on before you have to force them to. Seriously, if you want to accurately assess an individual's performance, then daily communication is a far better way to do it than to spring the annual "surprise" on them. In fact, most managers end up scrambling to put something together for an annual performance review anyway. It's not like they've been keeping notes. So, if you haven't been keeping notes then manage them - don't scare them.

Oh, and for the recent pretend-leadership course graduates, leadership is not something you get in exchange for money. If you're a manager, manage. Now get back to work. Your own annual performance review is coming up too.
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Wednesday, August 12, 2009

Attitude of Workplace Integrity

Question: What is the best approach if integrity in the workplace is compromised? I am preparing material to teach integrity in the workplace and one of the questions I have in my brown bag discussion is how one should respond if he/she thinks integrity is compromised. I would like to emphasize that integrity in the workplace can also be as simple as not honoring a contract or agreement with an employee with a justification that management has had a change of mind and direction; or it can be a case of reporting incomplete data to the boss so you make a good impression. What is your suggestion?

Answer: Someone with personal integrity wouldn't shortcut answers so reporting incomplete data wouldn't be an issue. Not honoring contracts or not honoring agreements, again, are all PERSONAL integrity issues.

There is NO corporate integrity since all decisions and all actions are carried out by people, ultimately it comes down to one person's decision to do the wrong thing consciously. If you work with someone like that and it goes against your integrity, then you are consciously allowing that other person's lack of integrity to be stronger than what you believe.

And you can't say that you don't have a choice. You always have a choice to do the right thing - unless your courage is less than your integrity.

ATTITUDE ADJUSTMENT: If you don't have the courage to speak up when you see something wrong, if you refuse to act or voice your concerns because you're afraid then you are allowing someone else's beliefs to dictate what you do. It means you don't have integrity of your own. Allowing unfulfilled agreements to go on means that you don't really stand for anything. That means you can't play the integrity card. Your actions would dictate your lack of it.

If you're afraid to voice your concerns on honesty, fairness, truth and respect then you really need to find a new line of work - something where "integrity" won't be an issue.

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Tuesday, August 11, 2009

The Attitude Of Avoiding Conflict

People keep talking about productive conflict and unproductive conflict in the workplace. When you really think about it, there is really only unproductive conflict. If it's conflict, then it's because an idea could not be discussed without escalating. Once the idea has escalated, things start to heat up. There is a real possibility that hurt feelings can come from conflict. That is unproductive. Once conflict occurs, you can't go back in time to erase it no matter how much effort is made to resolve the issue. There will always be a memory of the conflict. No matter how insignificant that memory may be it leaves a mark. That is unproductive.

And the memory of that conflict remains with both parties forever. They may be able to put their differences aside but the memory remains and may in fact, taint future discussions so as to avoid a repeat of the last discussion. That too, is unproductive.

Conflict happens when two closed minds run into each other. Both parties want to be right. And it's no surprise. People don't like to have their ideas shot down or trumped by a better idea. This is especially true of people with low self-esteem. It takes two very open minds, a good sense of self, decent confidence and a conscious willingness to work to the better end to be able to avoid conflict at all. People who have a good sense of self rarely get into arguments. People with good self-confidence are more willing to listen to ideas, especially good ideas even if that means letting go of their own ideas. This sounds like the Utopian workplace. And it probably is. But this really isn't your workplace is it?

Conflict exists in organizations because people either are unable to communicate effectively or feel they must protect themselves from people who want to take advantage of them regardless of whether those people actually exist. People who are comfortable in their own skin rarely need to be right so badly that it creates conflict. There is a difference between being right and being happy. You can't be both.

The problem is, people don't want to look like idiots. And so as to not look like an idiot, people will argue their position attempting to argue their opponent into submission. Funny thing, when this happens both sides look like idiots. If organizations would simply arm their people with soft-skills in not only communications, but emotional intelligence as well, they could probably eliminate 90% of workplace conflicts.

Having worked in both multinational corporations and a small restaurant, I can honestly say there was far more conflict in the restaurant. The people I worked with at the restaurant were less educated, less worldly and many had taken the job as a last resort. Consequently, most of the staff had fewer people skills. Which, in itself, is irony because these people dealt more with the public. There were public displays of conflict daily.

ATTITUDE ADJUSTMENT: Conflict usually happens when people are talking when they should be listening. This is a big problem in not just small mom and pop restaurants but in corporate America too. There are more people talking than there are listening. Twitter is a perfect example of this. Although tweets don't end in conflict, there are more people talking than there are listening. Everyone is looking for their 15 minutes of fame. Everyone wants to be noticed. It's a crowded market place with so many people shouting their messages. And because people are so busy shouting their own messages they are not listening to what other people are saying. This has the potential to create conflict. It is indicative of what is happening in the corporate workplace today. When people stop listening they stop being respectful of other opinions and ideas. Without respect, conflict is a certainty.
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Monday, August 10, 2009

Leadership And Fake Boobs

Leadership is an Attitude. Management is a position. Leadership is NOT exclusive to the workplace. A parent is as much a leader as a CEO - perhaps better.

Stop thinking that leadership is a mere list of traits that you simply check off. A leader has only ONE responsibility: to lead. How he or she leads really doesn't matter. If a leader leads poorly, the followers will choose to follow someone else. If the leader leads well, the followers continue to follow. That's why they're called followers - because they follow. And you're only a leader if people are following. You can't force them to follow you. Authentic leaders understand that. Artificial leaders (those who think that by reading a book or attending a course that they can now call themselves leaders) don't get that.

Artificial leaders are the "fake boobs" of the corporate world. Just like some women say that implants make them feel better about themselves, getting a certificate from a leadership course makes some people feel better about themselves too. But in both cases, there is a difference between authentic and artificial. They look real but you know they're not - you just don't say anything.

Leadership is not management nor is it power, nor control, nor affluence. Who gets chosen to lead is based on the attitudes, opinions and beliefs of followers who believe that the leader they are following is the best person to lead them to where they want to go.

There are no irrefutable laws to leadership. Everything is refutable. Everything is questionable. Anyone who says different is asking you to blindly follow - which means you are not leading.

There is no explaining why some people are chosen leaders and some are not. Osama Bin Laden is a leader, as was Hitler, Charles Manson, Mother Teresa, Gandhi and Buddha. Leaders are not defined by their ability to make the world a better place necessarily. Leaders are defined by having followers - good or bad. Period.

There are 350,000 books on Amazon on "leadership." That means there are 350,000 varying opinions on what leadership is. Not much wonder you can't define it. But you so desperately want to be seen as a leader because you've been convinced that "following" is for the weak. Well maybe you are weak, too weak to acknowledge your weakness. You don't become a leader by self-anointing. Leadership is not a diploma or certificate of course completion. Leadership not something you get in exchange for money. And there is no certification necessary to offer leadership courses.

Want to be a leader? Start saying "no" to the whole idea that leadership is something that you can buy. If you have to take courses, read books and convince others you're a leader, then you're probably not.

ATTITUDE ADJUSTMENT: What's my definition of leadership? I define it as the biggest time-waster in Corporate America today. It wastes more time and money, sucks more resources and makes more people pompous in their search to be on top than any other single item in the corporate world - and only because you've been led to believe that you have to be at the front - the winner.

The truth is, people recognize authentic leadership when they see it - they just can't explain it - in the same way one hundred people would be challenged to come to consensus in describing the same sunset.

Trying to convince people that by simply following a few rules makes you a leader is perhaps the biggest thing wrong with Corporate North America today. That is not authentic leadership. That's artificial leadership - a fake, a sham, a lie. Leadership is not something you achieve - it is an Attitude.
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The Attitude of Initiative

Corporate America is getting lazy. Well, let me qualify that statement. It may not necessarily be corporate America that is getting lazy (although some within corporate America are more than lazy), but some of the people entering corporate America these days sure are.

The New York Post is reporting today about a 27-year-old college student at Monroe College in New York who is now suing the college for $70,000, which is the cost of her tuition. Is she suing because she didn't get a quality education? No. She is suing the college because after spending $70,000 and achieving only a 2.7 GPA (which is a B-) she is ticked off that the college didn't find her a job to go with her new diploma.

Are you kidding me? It was just yesterday that I was reading a story in the news about the use of resumes and how new college graduates entering the workforce seem to have little comprehension for cover letters, researching the companies they are applying to and the art of deportment -- dressing up and shining shoes for interviews. Now today, I get to read a story about a B- graduate who wants to sue her college because they didn't find her a job. That makes me a little nuts.

Do we have to do everything? Yes, I realize I'm going to sound like an old fart here, but come on, there is a little thing called initiative. (This is the part where I sound like the old fart) In the old days we would graduate college or university and go out into the world armed with a CV and a diploma. We would scour newspapers, network with people who were working, do research on potential companies we would like to work for, write personalized cover letters, and then, if we were given the chance for an interview, we would dress up, look respectable, show some class and possess more than just a feigning interest in perhaps going to work.

Today the average student doesn't even have to leave the comforts of their own home and they can find a job. (Personally, I prefer the system that we have today.) As long as a student is connected to the Internet, they can find job openings, they can research companies, they can network with people who are working in those companies, they can prepare cover letters/e-mails, and they can upload their resumes all while in their pajamas. The only time that they need to dress up is if they are invited for an interview. But this is where a lot of them don't even bother dressing up. And I don't get it. Because a lot of these same students will spend hours preparing to go out to a club and just a few minutes to prepare for a job interview.

ATTITUDE ADJUSTMENT: Sorry, but I'm a big believer that if you don't care about how you look, you won't care about the quality of your work. How you do one thing is how you do everything. Someone who shows up for a job interview dressed like a bum wouldn't get past the reception desk in my company. They would be told why their interview was being canceled on the spot -- because they don't care enough to make a good impression. I would think that speaks volumes about the quality of their work.

I can't for the life of me figure out how a student can maintain great grades in high school, outstanding GPA in college or university, master their final exams, do everything right to position themselves well to be one of the top choices for a job and then show up dressed like a bum. But there is always a silver lining - a giggle amongst the frustration. It happens when a student shows up for an interview dressed like a bum and they're applying for a job in marketing. Do you see the humor in that?

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Sunday, August 09, 2009

Salesman Of The Year - So What

So you're salesman of the year. So what? What does it matter? Are you impressed when you see a sign reading "salesman of the year?" You see, I really don't think that a fancy title of your accomplishments really means much unless you're prepared to also divulge how you came to get that award.

What about real estate signs on front lawns that read, "Number 1 Realtor?" What is the criteria for being a number one realtor? That part of the equation has been left out.

If it's an award that you received because you made a lot of money then keep it to yourself. Your customers really don't care that you were a number one realtor or salesman of the year. All your customers care about is that you serve them well, meet their needs and make them more important than your fancy title. In fact, in our thirst to be top dog at something we will go to great lengths to prove that we are the best.

Years ago when I made my living in radio, we would scour the twice annual ratings looking for every opportunity to tout ourselves as number one in some category. Maybe one of the disc jockeys would be number one between 11 AM and noon with men 18 to 34 holding down blue-collar jobs. That demographic could be sold to a potential client who wanted to reach those very customers. But how do you go on the air and say that your number one between 11 AM and noon to 18 to 34-year-old men who hold down blue-collar jobs? What about the people who weren't 18 to 34-year-old men and the people who work holding down blue-collar jobs who just happened to be listening at the time? What about them?

You see, awards don't mean much. In fact, they're getting to mean less. When once upon a time you would celebrate the first, second or third place showing in a race, now celebrations are held for children who receive "participant" ribbons. Everyone gets a prize. Recognition is what people want at work. So employers are tasked to find creative ways to celebrate small achievements.

I don't want to be sold by the number one salesman. I don't want my house sold by the number one Realtor. I don't ask my doctor where he finished in his class. I'm just glad he finished. Besides money is a lousy way of keeping score.

And what if you are salesman of the year two years ago? What happened last year? Really, what have you done for me lately? If you're going to market yourself as the number one salesman this year are US prepared to market yourself as the number three salesman next year?

Announcing that you are number one is really self-serving -- egotistical almost. If it's not an award for service bestowed by your customers, then it really doesn't matter does it? The only thing that matters is that your customers are served well. If it's a rookie salesman who serves better than you, then I suggest allowing the rookie salesman to serve your customers. They will appreciate that he made the relationship about them and not about himself.

Let's keep our eye on the ball and the reason we're really here -- to serve to the best of our abilities.

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Friday, August 07, 2009

The Entitlement Of Integrity

People want to fit in so badly in the workplace that they will give up their personal integrity in order to do so. Hanging out with the popular people, being liked and being just like everyone else seems the thing to do. There is a problem with that though, if all the people that you work with are doing things of questionable character, do you continue to try to fit in? Problems can range from simple communication issues to integrity issues. Anyone who gives up their personal integrity in the workplace in order to fit in really doesn't seem to stand for anything. I mean, how could you? If you are prepared to give up your personal integrity in order to be liked and in order to fit in then you really don't have anything that you stand for do you?

Ultimately, every single decision in the workplace comes down to one person. One person makes the final decision every single time. Even in a committee setting, a group of individual decisions set the direction for the committee. Perhaps at the committee level, giving up one's values in order to fit in is at its worst.

What's wrong with corporate America is the whole idea that you have to fit in in order to get ahead. You're supposed to be a team player. And in order to fit in you must have the same attitudes, opinions and beliefs as everyone else. Well, if you have the same attitudes, opinions and beliefs as everyone else then you're simply following aren't you? You aren't advancing your own career. You are simply moving wherever the pack moves. That's not getting ahead, that's simply keeping up.

Take a look at any riot event and you will see the mob mentality at work. This is exactly how committees operate. I am not saying that committees are destructive. I am simply pointing out that committees are all-inclusive and will not move forward without all of their members. It's a mob mentality. One person starts and the others follow.

Imagine this same mentality when faced with integrity issues on the job. One person's integrity becomes compromised and the others follow. Now you have a group of people who don't stand for anything. They believe in nothing. They only believe in getting ahead. And what do they do to get ahead? They give up their integrity.

Even whistle-blower policies can be questioned. Are people blowing the whistle on their bosses because it goes against the integrity of the whistle-blower? Or, is it an opportunity for the whistle-blower to get their 15 minutes of fame or to place themselves in a position for promotion? If the second answer, then there is no integrity involved. Bringing someone else down in order to raise your own stature is as wrong as the original crime. As the saying goes, two wrongs don't make a right.

ATTITUDE ADJUSTMENT: There is a dearth of integrity on the job these days. People take shortcuts. People have been raised to believe that they are special and that they can be whatever they want to be. Many in the workforce today have had everything simply handed to them. They have not earned it. There is a greater sense of entitlement than there is a sense of integrity. This raises one profound question that must be answered. If everyone is entitled, who pays? That question alone should challenge your personal integrity.

Wednesday, August 05, 2009

No Hope For Resilience

Since leadership is not exclusive to the workplace, let's remember that the concept of leadership starts long before anyone ever finds themselves in the workplace. If more leaders at home (parents) would inspire their followers (children) with useful life-skills instead of arming them with whining and blame (from their own example), then it wouldn't be such an onerous task for leaders to try to fix them all at work later in life.

So, what's the most important life-skill that parents can teach their kids? They can teach their kids how to be resilient. But most don't simply because they don't know how themselves. In fact, most people think that having "hope" will be enough to get them through the tough times. Sorry - wrong answer. Hope is a victim-based strategy. Hoping that something will turn out better doesn't get you off of your lazy butt to do anything about it. In fact, when you get to "hope," you've pretty much exhausted any of your other options and simply given in to your circumstances. Hoping is the same as wishing. You can cross your fingers, go to your happy-place, wave a magic wand and find a four-leafed clover and you will have accomplished as much as "hope" offers.

"I hope the economy gets better soon. I hope it's sunny tomorrow. I hope I get that promotion. I hope she likes me." Sound familiar? Nothing gets done when you "hope." Hope is for the lazy. You can't change the economy. You can't do anything about the weather. You will get the promotion only if you deserve it. You can't make anyone like you. Hoping doesn't change that. But resilience allows you to move forward in spite of these things.

Attitude Adjustment: People need to be unflappable in the face of adversity, change and upheaval. That is the single-most important thing a parent can bless a child with - resilience. Teach your little people how to be unflappable and they won't need "hope." They will realize that "hope" is the last thing you lean on when you run out of other things to do.

And don't think that "hope" is just another word for positive attitude. Hope is not a synonym for positive attitude. They are not interchangeable nor even closely related. You want to inspire people to have "resilience" - the ability to bounce back. "Resilient" people are more goal oriented, more adaptable in situations requiring change and have higher levels of energy to achieve their goals. People who rely on "hope" are not necessarily resilient. People who "hope" don't necessarily "do." Resilient people bounce back despite what has happened to them.

So if you are going to learn one skill that will get you further ahead in your life than any other, learn resilience. Resilience is what happens right after you ask yourself, "OK, now what?" Once you learn resilience, you can teach it to others. If the whole world better-understood resilience and accountability, we could do away with injury lawyers and Jerry Springer would be off of the air.

Tuesday, August 04, 2009

Being Liked And Being Respected

How come you don't say what's on your mind? How come you hold it in? You want people to like you don't you? And you're afraid that if you deal with the stuff that's been bothering you, then you may not be liked anymore. Well get over it. You don't need to be liked anyway. Being liked is the chicken's way out. Given the choice, you should prefer to be respected far more than wanting to be liked. Being liked is the short-term approach whereas being respected is what everyone should be aiming for.

There has been much talk about how one generation seems to perhaps not hold the same amount of respect for others as another generation. It may be true but maybe not. What seems to be true is that everyone wants to be respected regardless of generational differences.

Respecting others means respecting yourself as well. Just rolling over, laying down and taking the beating it is not respectful at all. It is disrespectful to both you as well as to the other person because you are no longer offering them your very best. When you lay down and allow others to run over you, or at the very least, take advantage of you, you are not offering your best. In fact, you are offering your worst and that is terribly disrespectful.

When you hold your frustrations and irritations in, you try to convince yourself that it's not that bad. But you still end up holding a resentment towards the other person. There is no way for you to be respectful of someone else or work in a positive way with someone with whom you hold any trace of resentment.

So if the office dork (because that's what you call him - maybe worse) who leaves an empty coffee pot on a burner ticks you off because he doesn't start a new pot, then don't hold it in anymore. Take it to him and respectfully (not timidly) tell him that you expect him to offer more respect to the rest of the staff by replenishing the coffee. Maybe he just doesn't get it because he has a subservient spouse who looks after little things like this. Maybe he's forty-five years old and still lives with his mom. Either way, you need to teach him a lesson from the adult world - you know, the real adult world where you have your own place to live and you don't have someone cleaning up your mess for you.

Other employees talk about this guy don't they? How respectful is it letting other people grumble and whine about this guy behind his back? You're letting him hang himself out to dry. That's not respectful at all. Show a little class by telling him what you are all thinking. And if he doesn't like you anymore because you told him the truth, well that's OK. You didn't like him either and you harbored resentment. You are no further behind.

Deal with your squabbles and irritants before they fester into great big issues that can't be resolved. Respect yourself and others will respect you too. After all, you can't give respect if you don't have any for yourself. You can not give away that which you do not possess.
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Monday, August 03, 2009

The Attitude of Accountability

Being victimized and being hurt are one in the same. Whether hard-done-by on a large scale or small scale, hurt is a part of being victimized. Being hurt is to take it personally. To be disappointed though, not so much . Disappointment only occurs when you are focused on a particular outcome.

No one ever has power over another. Every person gives up their personal choice in every single instance of being overpowered. We have the power to say no. We have the power to say yes. If we feel that we don't have a choice then we are more afraid of the consequences (of disagreeing with another person) than we are of what happens by letting someone else choose for us. In this case, someone who lets others overpower them probably has low self-esteem or a poor self-image. They NEED to be liked and will give up their power in the hopes that others will like them. Either way, it's hell.

Accountability is to simply hold the belief that everything that happens to you, you had a part in creating (decisions, choices, participation). Anything else other than believing that you had a part in what happens to you is to be victimized. You create your future - good or bad. You create your reality - good or bad. You create your results - good or bad. If you believe anything other than that, you will blame someone or something else for your circumstances and results. When you blame, you are victimized.

Going after your goals is fine. But the attainment of the goal shouldn't shut out the people in your life. If it does, you're being selfish, not accountable. Being self-absorbed is not accountable. If you have a relationship with a spouse and you ignore that relationship and it goes south and you end up divorced because you were self-absorbed with your goals - you would need to be accountable for the break-up. You attracted it. You made it happen by ignoring your spouse. That was your doing.

If you're going for the gold without thought or consideration for others, you're not going to get gold. You're going to maybe get rich - BUT LONELY. If you make agreements to be a friend, be a spouse, be a parent, be a leader and you become me-me-me focused, then you're not being accountable to the agreements you made: to be a friend, a spouse, a parent and a leader. Honestly, if you're so self-absorbed on your goals, you have no balance and I can't imagine how much fun you would be to be around.

Accountability is the "ability to account" for your actions in getting your results.

The Attitude of Friendship

Why is it that you can be separated from some people for years and then reunited only to pick up where you left off? Why do others, after an absence of years, feel awkward creating a conversation with you?

The difference is in the connection initially made. Some people choose to live life on the surface (about ten miles wide and two inches deep). They care more about what you do than who you are. They care more about what value you offer to the conversation more than how you are perceived in it.

Then there are those with the attitude of friendship: those who don't care how you make your living and probably don't even ask. They are the same people who, if they didn't ask the first time, wouldn't think to ask the second time. For these people, they don't care what you do, they care about who you are.

The trick here is to follow Emerson's advice: "What you are sir, speaks so loudly that I can hardly hear what you say." The trick is to be who you are and not pretend to be something else.

If you or the people in your life consistently bring the conversation around to what you do for a living, then you may want to consider that your life isn't very deep.

If you can pick up with people right where you left off after years of time between you, then you are a person of substance: one whom others would be proud to call a friend.

ATTITUDE ADJUSTMENT: There is an attitude of friendship - to get a friend you must be one. Beyond that, everything else is acquaintances.

Some people believe that they can create friendships with business acquaintances. Perhaps some can. But if the only reason you're creating a friendship is so that you new friend will spend their money with you, then that's not friendship - that's manipulation and the friendship will die in the absence of a checkbook.

Friends are people who don't care what you do or what you're selling. Acquaintances are what you have in your life when your discussions are based on what they do and not who they are.

You can try to create friendships with acquaintances but make sure it's solid enough to survive the day when your new friend starts spending his money with someone else. A real friend will support the decision. A fairweather friend won't call anymore.

So ask yourself today in every chance meeting: friend or acquaintance? You may be surprised.

Wednesday, July 29, 2009

Ten Strategies To Never Get Promoted

Why would you want to sabotage your own career - to be relegated to the ranks of the "constantly overlooked" or to become the cause of poor office morale? Well, it's not like people set out to do it on purpose but that doesn't mean they don't still find creative and unconscious ways to ensure that they never get a promotion or, Heaven forbid, a management position.

There are hundreds of ways to never get a promotion but in the list below are ten of the top suggestions if you're really searching for creative ways to ensure that you live a life of quiet (or not so quiet) desperation. Laid out here are ten surefire ways to make sure you are overlooked for promotion, recognition, alienation on the job and to become the brunt of jokes by your co-workers.

I know you're waiting impatiently to find out how you too can professionally shoot yourself in the foot, so here we go.

1. Never offer a compliment - You want to make sure that you are never heard uttering a compliment to any of your co-workers or bosses because offering a compliment would simply show the bosses within earshot of just how much better your co-worker is at the job than you.

2. Never smile - When you smile, you give the impression that you are having fun and enjoying your work or, worse yet, that you are a happy person. You certainly don't want to offer any indication that you are anything but moody, self-absorbed, angry and despising your work.

3. Shoot down co-worker ideas at staff meetings - Look, if you let one staff member's idea gain ground, people might like the idea and thank your co-worker for making the suggestion. At which point you will be confronted in having to offer a compliment - see strategy #1 for clarification.

4. Always bring the conversation back to you - If a co-worker leans on you for advice, do not offer any but instead offer up a far more gut-wrenching story of how much more hard-done-by you actually are. Their problems will seem minor in comparison to yours.

5. Treat your co-workers as though they're idiots - you already know that you have a superior intellect so make sure that your co-workers know that you're so much brighter. Otherwise, they will never admit it to themselves and never get any smarter. Make sure you voice your opinion on the promotion of someone who is clearly dumber than you.

6. Laugh at co-workers who do self-improvement - point out their flaws and illustrate how the things they are improving about themselves really aren't worth the effort anyway. Make sure you point out more things that they really need to work on. Besides, learning really is only for losers.

7. Always be right - win every argument. You must ensure that no matter what the discussion, no matter how well-versed you are in the subject, no matter how many people may be against you, always win by arguing your co-workers into submission until they give up and walk away. Never back down. And if you're wrong, raise your voice and make stuff up to baffle your opponent.

8. Be petty - make sure that you argue about every little thing. Also, make sure whatever is being argued is meaningless and the effort spent to argue the point is a complete waste of everyone's time. You will have achieved success when your co-worker either screams, throws their hands in disgust or swears at you. Until you witness one of these three, do not let go of the petty argument.

9. Blackmail your co-workers - if your co-workers are not willing to see your point of view, offer to blackmail them by threatening to spread rumours about them. People love to be talked about and people love to talk about other co-workers. See, there really is a use for office-gossip.

10. Pretend you're an expert in things you know nothing about - Tell your co-workers how to do their jobs even if you've never done the work. I mean, how hard can it be anyway? This gets its best results when you are new to the organization, are meddling in other departments in which you have zero experience or you read a Blog post once from some nobody which has apparently made you a vicarious expert.

And there you have it - the top ten ways to commit corporate hari-kari. And it's easier than it looks. After all, who wouldn't want to be working under a recently promoted, know-it-all, morally superior, self-absorbed, intellectually-deluded jerk who is not in command of his or her Emotional Intelligence? And what boss wouldn't want to promote someone who treats others with contempt to a position of power?

Attitude Adjustment: Contempt for others is not a workplace attitude. It's a emotional problem that needs addressing by professionals before it creates toxicity and volatility in the workplace. Contempt reaches far beyond just the ranks of the workers - it touches customers, clients and eventually communities. Contempt can not be contained. Therefore, it needs to be dealt with severely.

If you want to create a decent workplace, hire decent people, promote decent people to supervisory positions and, most important of all, create an anger-management program in your workplace or get rid of the toxic elements altogether. And NO NOT offer a good reference for people like this. That's just moving the problem on to someone else.

Leadership is an Attitude. Management is a position of responsibility. If you have employees that need help or guidance, get it for them. Not just because it's the right thing to do, but because it sends a message to your people that certain behaviours are not tolerated. It also says that you have compassion and that you will look after your people if they are prepared to look after themselves.
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Monday, July 27, 2009

Resentment In The Workplace

Most people don't realize that resentment comes from being victimized. In fact, remorse, regret and resentment are all feelings of the victim. Before you can feel resentment, you have to have been victimized by a situation or circumstance. You must have given up your power to someone or something else before you can feel hard done by that someone or something else. My friend Bobby Ng taught me that years ago.

Accountability, on the other hand, is free of resentment, remorse and regret. Through accountability, you agree that somehow along the way, you attracted this situation or circumstance. And perhaps this situation can teach you something. That is, without a doubt, the most difficult personal notion for people to wrap their heads around. But once they do it, it's freeing.

Some say that resentment is more difficult to overcome than substance abuse. I think that is accurate. You can walk away from alcohol, cigarettes or drugs and once they are out of your system, you can begin your new life. However, resentment can stay with a person for a lifetime. Some people just never get over being hard done by. They use that feeling to garner attention - not necessarily positive attention. They are filled with concern about how they look to others more so than how they feel to themselves. Resentment comes from a poor self-image. Until a person's need to be happy outweighs their need to be right, nothing will ever change.

Is there resentment in the workplace? You bet there is. But organization after organization believe that they have no need for soft-skills training. They think it's too fluffy. So they allow many of their people to harbor feelings of resentment and represent the company in this way. People who harbor feelings of regret, remorse or resentment become the victims in the business world. They come back to the office claiming that their own prices are too high or the customer isn't buying or it's the economy. Victims have a pile of excuses for why they're not doing well. But still, there's no need for soft-skills training.

You need to change your attitude on soft-skills training.

ATTITUDE ADJUSTMENT: Any good leader will know that you build your organizations from the inside out. Build up your people on the inside, allow them to do the work within the organization, and build your organization stronger from the inside out. It takes more than just time management or communication skills training to improve an organization. The more you fix your people, the more you enable your people to fix the problems on their own. Business gets better when the people in the business get better.

Sunday, July 26, 2009

Can't Tell Good Without Bad

In order for you to claim to be "better" you have had to experience something worse. Without the comparison point, the exercise is futile.

But unfortunately, the vast majority of organizations who claim to have better service have never really put themselves in the customer's shoes. They have never really actually experienced their own service. The vast majority of companies have never really taken the time to individually assess the service model of their competitors. They think, in their mind, that they know the service model their competitors are using but they really don't. So they believe that a few minor tweaks and adjustments on their own service will allow them to claim "better service."

Recently, I had a face-to-face heated discussion with a hardware store manager. After being under-serviced by many of his staff I took my complaint directly to his office. He jumped out from behind his desk and began running all over the store as though he was my trained servant. This is not what I wanted. I simply wanted to be served well by the people who stand in the aisles of the hardware store and whose job it is to serve people.

When I arrived at the front checkout counter, I was asked by the cashier, "did you find everything you were looking for?"

I did not find everything I was looking for. I was looking for service. But by the time I get to the front counter, it's too late to address that issue.

I'm sure that in the manager's mind his own store service was adequate. But from my perspective, the service was mediocre. It was ordinary. It was average. Maybe even below-average.

Attitude Adjustment: If you, as a manager, have to jump out from behind your desk and run all over the store to serve the customer that your customer service people should have already served, then you have a service problem. And this doesn't just apply to retail locations. If the customers are asking for a manager or supervisor, then your customer service reps are not doing it right. If your clients are asking for a manager to intervene in sales, you're not doing it right.

You are creating a "bad service" experience for your customers. These are exactly the kinds of stories your customers take to your competitors. In fact, your competitors will probably build a customer service model based on that experience and claim that their service is "better." And they would be right.

Saturday, July 25, 2009

What Is Extraordinary Service?

What is extraordinary service? First of all, extraordinary is two words: extra and ordinary. Your company may claim to offer extraordinary service but in most experiences extraordinary service is simply ordinary service times two.

Tom Peters, management consultant, recently said that customer service is like hygiene for business: in the same way that you would expect to brush your teeth, you serve customers. It's just something that's come to be expected. He went on to say that the point of service is to not just be better than the worst, but to in fact be far better than anything that currently exists. But how do you measure "better?" In order for you to claim to be better you have had to experience something worse. Without the comparison point, the exercise is futile.

So, back to extraordinary service. Service everywhere is ordinary. All service is based on the same ordinary service model, some with sheer moments of brilliance and some with incredibly disappointing results. There is no extraordinary service. Why? Because there are no extraordinary service trainers. Everyone's service models are based on everyone else's service models with a few tweaks and adjustments. That is what makes extra-ordinary service twice as ordinary.

Seth Godin, author of the book The Purple Cow, uses the word "remarkable" when he speaks of service. His definition of the word remarkable is offering something so out of the ordinary, that people are willing to remark on it.

I mean, how simple it would it really be to stop saying, "thank you and have a nice day" when you know that clerk behind the counter really doesn't mean it when he or she says it anyway. They have been told by management that that's how they must speak to the customer. Instead, why not say, "thank you and enjoy your sandwich." Or, "thank you, I hope we see you again tomorrow."

Why is it so hard to make the service experience personal? I mean, all you have to do is to look in the bag of what you're handing the customer and remark on what they purchased. Yes you're right, that means no more going about the job mindlessly. You have to be present in order to offer this sort of service. You actually have to have your mind on your work and be engaged with the customer in order to offer this type of service.

There are websites, books, seminars, white papers, videos and webinars offering suggestions in helping employees engage better on the job. When really, all that needs to be done is to encourage employees to be present in their work. That means, giving them work that means something. And the employee has to mean something before the work can mean something. That means training employees in the art of soft-skills before they are trained in customer service skills. But that's a whole other discussion.

Attitude Adjustment: In training people in the art of customer service, the service model has got to be able to be understood by every single person -- from genius to moron. You can't break your staff training sessions into two groups: those who are intelligent and those who are idiots. Your customer service model has got to be able to be carried out by all employees regardless of their intelligence. So, the service model gets dumbed down to the lowest common denominator so that everyone is capable of grasping the basic concepts.

The reason customer service will never change is because the customer doesn't change. Customers will always need to buy things. Customers have accepted that this is how they buy things. Customers have accepted that service is ordinary. Customers are still willing to part with their money even though the service is merely ordinary. So, until the demand for service increases, the service itself will not increase. It will still be extraordinary. Sorry, I mean extra-ordinary (ordinary with a side-order of more ordinary).

That is, of course, unless you're willing to do something outrageous with your service.

Friday, July 24, 2009

Wednesday, July 22, 2009

Everything Needs To Be Broken

Here is the one Attitude that I believe is necessary in any top-performing senior team: assuming that everything within the organization is broken. Nothing within any organization should be "hands-off." No aspect of any organization should be taboo. If one thing is untouchable, then everything is untouchable.

No senior management position can be untouchable. No mid-level management position can be untouchable. No entry level position can be untouchable. Every aspect, every employee, every process, every interaction and every idea must be allowed to face the chopping block. If you don't run your business in this way, you are not maximizing your organization's power.

Attitude Adjustment: Everything is broken. And if some things are not broken, they should be allowed to be broken. The more senior executives approach the board room table with the belief that every aspect of the business can be improved, only then will true creative discussion occur.

Every aspect of the business needs to be up for discussion, and that includes the senior executives who run the place.

As Scott Adams, the creator of the Dilbert cartoon once said, "A brilliant idea and a dumb idea sound exactly the same to a mediocre mind." Anyone attempting to maintain the status-quo within an organization will find that their senior team is no longer top-performing, but instead, simply mediocre.

Now, how many things at work are you prepared to break today?
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Are You Going To Measure That Too?

It is unfortunate that the corporate consultants have convinced you that if it moves, it needs to be measured. The measurement metrics are getting out of hand. They have even been given a fancy name: competency frameworks.

While I agree that it is important to measure some things within an organization, there are others that don’t. Do cultural competencies need to be measured? Cultural competencies are the behaviours that reinforce the organization's values. In other words, people are measured to ensure that every action, word and deed is in alignment with the corporate values that the employee may or may not agree with. They may be good workers but may not agree with the direction of the organization. So why not just address it face-to-face instead of measuring it, pouring over the information, and then addressing it?

Then there are the leadership competencies and management competencies. Technically they are close to being one in the same. Since leadership has become just another fancy word for management (although I think they are vastly different but how do you measure an attitude?), it really is considered to be the same thing. But management consultants are supposedly different than leadership consultants. Therefore, they each have their own list of competencies. Is this duplication?

Look, competency frameworks are supposed to measure competency. But if a manager scores low in competency, why is he still a manager? If a leader scores low in competency, why is she still a leader? If the strategic competency scores low how are you still in business? If the cultural competency scores low, maybe it's the culture of having all of these damn metrics that are bothering people.

How deep the measurement goes is completely dependent upon the organization. A consultant might say, "You know, I’ve been pouring over the data and I really believe that if we change the Columbian blend of coffee to a Kona blend, we could realize a 2.7% increase in productivity within the first three minutes after coffee break."

Perhaps that might be useful information - perhaps not. When you start measuring, you open yourself to all sorts of outside influences you have no control over. That 2.7% increase in productivity may be erased by the extra three minutes in the bathroom because of the big bowl of Señor Juan's killer chili the night before. (Sorry, I know, bad visual.)

Shouldn't the health of an organization be first and foremost dependent on the satisfaction of its customers? Shouldn't you be more concerned about generating revenue streams than you are about what you do with the money when you get it? Granted, what you do with the money is important. But it doesn't make any difference what you do with it if you aren’t making any – because you’re spending it on measuring how much money you don’t have.

If you want to check the pulse of your organization and find out if it's healthy, check in with your customers. Let your customers measure how well your organization is doing. Let your customers tell you what can be done to improve. Let your customers tell you how to fix your service. Let your customers suggest the necessary changes. What you really should be measuring are the results of your customer service.

Really, are you so starved for a pat on the back that you are willing to celebrate a 2.7% increase in productivity within the first three minutes after coffee break because you changed the brand of coffee? Let's get on with what you’re here to do: serve your customers. Remember, it's about them, not about you. If you’re placing too much stock in metrics then you’re not having the conversations with the people who keep you working. Client conversations and relationships trump internal spreadsheets and data every time.

Tuesday, July 21, 2009

Why Teamwork Is Not For Everyone

Is teamwork a bad idea? It can be if the 20 - 60 - 20 rule applies in organizations, companies and teams. What the 20 - 60 - 20 rule applies to are the percentages comprising most workplaces. The top 20% of employees will be go-getters and high performers. The bottom 20% will be low performers and slow-getters. The remaining 60% in the middle will be the mediocre and average performers.

Scott Adams, creator of the Dilbert comic strip says, "To mediocre minds, a brilliant idea and a dumb idea sound exactly the same. Every team will vote out the best ideas and the worst."

Forcing a high performer to work with a low performer simply for the optics of teamwork may be counterproductive. For the sake of workplace harmony, well-meaning but ill-informed managers trot out the "we're going to work in teams" philosophy because he or she once read an article touting the benefits of teamwork. But that same manager did not bother to explore other options and opinions.

Forcing your high performers to sit as equals on a team with slow performers is the most expedient way to irritate a high performer. As well, the low performers become increasingly frustrated by how quickly the team is attempting to move forward even though the "slow-getter" isn't up to speed yet. That one person feels rushed on this team. Meanwhile, the collective average in the middle simply sits by and watches as both the high performers and low performers battle for power on the team.

Unfortunately, the most influential people on the team and the most powerful are not necessarily the high performers. Because teams are all-inclusive, a team will not move forward without all of its members. Therefore the person who holds the team hostage becomes the most powerful person in the team. That is usually the person who doesn't get it the most.

Before you go thinking that teamwork is the answer and spend large sums of money on team-building exercises, maybe you should consider whether your place of business needs teams at all. Perhaps more would get done by leaving your people alone to do what they already excel at. Forcing people to join teams simply for the sake of inclusion is a bad idea.
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Monday, July 20, 2009

To Boldly Go

The "leading" part of leadership is most important right now. Not false leadership (I am a manager therefore I am a leader) but the real fundamental philosophy behind the word "leader:" to do what no one else has done.

Leadership is about going where others are not, doing what others are not, thinking what others are not. Corporate America has become a hum-drum exercise in mediocrity: everybody doing pretty much what everybody else is doing. No one seems to be taking risks. No one (with a few exceptions) seems to be doing anything to stand out and be different. And yet everyone claims to be offering better service, a better product, a better price. But it’s really all just the same.

During this economic downturn, senior execs were so busy slashing budgets and expenses that they had no time to concentrate on how they could deliver better, innovate better, create better and be better. Why? Because they were cutting the very budgets that would have allowed that. They were cutting because everyone else was cutting.

If you're cutting, you're not creating. If you're cutting, you're not generating new ideas. If you're cutting, you're managing not leading. If you’re cutting because everyone else is cutting, then you’re following, not leading.

The leadership Attitude most required right now is to step out and be noticed and allow your people to step out and be noticed. It will fuel the barrage of ideas that follow. We, as an economy, need that Leadership Attitude right now. And we need to do it differently.

Sunday, July 19, 2009

Going Outside Of The Box

If you want a few parts of your organization to stay "in the box" because parts of the organization are working well, then you don't want any "outside of the box" ideas. You can't do both. You can't play two golf-courses at the same time and you can't be both in and out of the box at the same time. Not possible.

Maybe you're looking for a few new ideas for your organization. That's OK. But don't call it out-of-the-box thinking just because you've never done it before. Out-of-the-box (OOTB) is doing what NO ONE ELSE is doing. In order for you to be able to do that, you would have to give up everything you know about how your business runs right now.

The biggest barrier to OOTB is getting your people, who have been living inside the box, to even remotely comprehend what OOTB looks like. Any great idea that would revolutionize how you do things would be met with skepticism and resistance by people inside the box. They just won't get it.

If your people think it's a good idea, then it's probably just a SAFE idea. If it's a really brilliant and creative idea, your people will resist it because most people fear change and because they're inside the box. Your people will desperately try to fit the new idea around their old perceptions. It doesn't fit because you would have to ask your people to give up everything they know about how your business works in order for them to conceive a new way of doing business. And that's risky to them.

So again, are you looking for a few new ideas that can make the organization better or are you looking for a revolutionary new way of doing business? One is ideas and one is out-of-the-box.

Attitude Adjustment: The best way to think outside of the box is to never get in the box in the first place. Because once you're there, and you've hired your people to work inside the box and you've trained your customers to buy from you inside the box and your processes are designed to work inside the box, then you will have to change the world before you can change your organization.

Saturday, July 18, 2009

Greatness Is A Soft-Skill

You know, for being such a dominating force in the world of business, Corporate America really doesn’t have a clue about the stuff that REALLY makes business successful - you know, the people part of it?

If you think communication and presentation, management, human resources, sales and marketing, project and time management, customer service, administration, accounting and finance and purchasing are soft-skills, then you really don’t have any idea of why you are not the best in your market do you? Imagine telling the Human Resources director that they have no real technical expertise because HR is a soft-skill. Imagine telling the VP of Customer Service that her entire department is an unnecessary soft-skill. The same goes for accounting, finance and purchasing.

There are some training companies that would have you believe that sales, finance and management are soft-skills.

If it’s a skill you need to perform your job, it’s a technical or a performance skill. If it’s something that makes you a better person, it’s a soft-skill. It's that clear. There is no gray area here.

Let me illustrate: two job candidates sit in your office with exactly the same technical skill-set. Who do you choose? You choose the candidate with the better soft-skills (friendliness, confidence, optimism, etc.).

It’s exactly the same way your customers choose to do business with a particular sales person, or why some companies offer better service, or why some companies have better management. Given that the product is equal, the choice comes down to which personality you would prefer to work with. Your choice is based on a soft-skill.

If you want to improve the corporate culture of your organization, you can not do it without addressing attitudes and soft-skills.

The Attitudes and soft-skills of your organization are the difference between mediocrity and greatness. Oh, and by the way, greatness is a soft-skill.

Thursday, July 16, 2009

The Attitude Of Unfairness

There is a new Legislation being argued in the US Senate these days that would make it easier for unions to form. It’s called the Employee Free Choice Act and it is creating quite a bit of concern throughout Corporate America. And Corporate America should be concerned – but not by the threat of a union. Corporate America should be concerned with the perceptual attitude of its employees that they might even consider the notion of needing a union.

People join unions because they feel that management is treating them unfairly. Examples of patronage, promoting friends, firings without cause and poor management skills leave the employees with an Attitude of mistrust. So what are the options? The biggest option is to join or form a union. The Employee Free Choice Act being discussed in US Senate right now would make it very easy for your workplace to be unionized quickly. And all that is required is simply a feeling, a suspicion or attitude of not being treated well.

If feelings of unfairness are rampant in your organization then you are a prime target for unionization under the proposed US Legislation. But that's not to say that unionizing is bad. In fact, there are still some Neanderthal managers in the workforce today who do short-change their employees, who still belittle and intimidate their workers and who do treat them unfairly. And for those organizations, being kicked in the ass by a union is probably the right thing. If there are managers on your payroll who still operate this way, get rid of them before the legislation goes through.

There doesn’t even need to be anything wrong in your organization - no evidence is required. All there needs to be is a “feeling” of being taken advantage of – an Attitude of “Us versus Them.” There doesn’t need to be evidence of unfairness – just the perception of it. Do you see the difference?

It’s not the union that managers should be afraid of. It’s the belief that a union might be necessary at all – that’s what should scare managers. If your people “feel” that they are being mistreated or taken advantage of then your organization has a Sick-Attitude that you had better address right now. The longer you wait and hope it goes away, the more likely it is to affect employee productivity, corporate relations with customers and, in turn, profitability. When morale is low, so are profits. If profits are low, where are you going to find money for union wages?

If your people are even contemplating organizing, you have an Attitude problem you need to address right now. Your place needs an Attitude Adjustment. If you don’t address it, you will pay … one way or the other.
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Customer Service Is NOT Rocket Science

Question: How do you measure the success of a corporate culture shift from doing business by transactional model to customer service based?

Anyone who says that the success is measured by money is still using the "transactional" method, which means your Customer-service based approach has failed. Money is a lousy way of keeping score.

So how do you measure? Ask your customers. If they're happy and continuing to do business with you then it's working. Let's not make this whole approach to customer service so difficult that you have to re-write the book on changing a culture.

Whatever happened to people serving people? It is NOT more difficult than that so stop making it difficult. Here's how simple it really is. Be human. Wear a smile. Say thank you. Price fairly. Offer good quality. Make it easy. Keep your word. Be honest. Tell the truth. (Only 2 of these have anything to do with the product.)

If that's not your current model then you're doing it all wrong. And it would be my pleasure to help change your attitude on it.

Wednesday, July 15, 2009

Culture Shift

Organizational culture is an idea in the field of Organizational studies and management which describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization. (Wikipedia)

For a long time, I've been a huge proponent of culture being created in any organization from the bottom-up. Ultimately, culture is determined by the people doing the real work every day. I've never been big on the culture being defined by a bunch of guys in suits who don't mingle much with the people who actually do the work. Only executives defining the corporate culture is laughable. They can have input on targets but don't expect the employees to embrace the new culture if the employees themselves haven't had a say in how it goes.

Look, the truth is, it's the masses (the worker bees) that make the culture anyway not the small amount of top level execs, so tap the front-line for culture shifting ideas. There will be a better "buy-in" to any new culture-shifting program if it comes from the people that culture affects the most. In fact, with so many Gen Y's coming on-board, every organization had better re-think their culture and get input from the people who will make up a large portion of the workforce shortly.

I was working with a client recently who was having some difficulty in past with their "safety" culture. Their solution was to institute an "Accountability Committee" made up of front-line workers who were able to challenge anyone in the company - right on up to the CEO - to make sure they had followed through with their commitments to safety improvement. If anyone didn't, the Accountability Committee would encourage the laggards to get with it before the quarterly report card was filed. The Accountability Committee is like an internal police force that, when you think about it, should be following everyone around all day to make sure we all do what we say we're going to do. It would sure keep a lot of empty promises from being made.

An idea like this could work, with a little tweaking, to really make a difference in culture.

Oh, and one last thing, when you're trying to measure what culture your organization has now, find out what kind of a reputation your company has outside of the company walls. Do informal interviews with real people outside of the company, real customers, real suppliers and people who were turned down for jobs to get their take on what you do and how you do it. That should open your eyes quite a bit to what's happening behind the walls.

Why Leadership Courses Don't Work

Question: What is the difference between a natural leader and a trained leader and who would you want on your team?

Answer: I'm not sure why so many people think that somehow leadership is exclusive to business. It is not. A parent is as much a leader as a CEO - and in most instances, I would bet a better one. Leadership is not the result of attaining a title or taking a class or reading a book. That's simply a "management" course falsely re-branded. You don't train leaders. No one can be taught to become a real leader in a few-day course. They can be more effective, sure. Maybe more communicative, more accommodating, more decisive but that just a tiny sliver of what comprises a leader. To become a real leader would require a life-long commitment to continually improving and self-examining with nothing being off-limits.

There are no "irrefutable laws" to leadership either because leadership is not tangible. It's not something you can hold in your hand and it's not something that you become by blindly following someone else's 21 laws. Leaders know that everything can be questioned. Nothing is irrefutable including the leader themselves.

Sometimes managers have leadership abilities but it is NOT a prerequisite for the job. Leadership is an attitude. Management is a position. The office whiner can be a stronger leader than his supervisor if more people follow the whiner. Would you want that kind of strong natural leader on your team? Osama Bin Laden is a natural leader. Would you want him on your team? David Koresh possessed all natural leadership abilities. Would you have wanted him on your team?

Leadership isn't just positive. Sometimes leadership can be destructive (think about the first person to loot during a riot). That's leadership too.

Is it leaders you want on your team or good, honest, decent, hard-working, accountable people who are willing to take direction and get the job done more than they are about taking the credit? If your team of 12 was made up of 12 leaders, would anything get done? Each "leader" would expect to lead and expect that others would do what they say. They'd end up never coming to consensus about how to proceed. Think about that for a moment.

ATTITUDE ADJUSTMENT: We all need to stop throwing around the word "leader" like our organizations are full of them. Corporate America is so devoid of leadership that we've become self-anointing - take a course and be called a leader. People who have never led others can open up leadership courses and schools and call themselves experts and charge you money to teach you re-branded management courses. There's no certification to become a "leadership expert." So how can anyone claim to make you a leader? They can't. That's not leadership and it's an insult to real leaders to be lumped in with leadership imposters who claim they are leaders just because they finished a course.

Leadership is not exclusive to business and has really nothing to do with business. It's a fancy buzzword that we throw around when we really, for the most part, couldn't sum up leadership in a few sentences anyway.

That's why there are 350,000 books on Leadership on Amazon. There are that many varying opinions on it. That's why Leadership courses don't work. No one person has it completely right. If you're following only one person's interpretation of what Leadership is, you're missing the big picture and frankly, you're not much of a leader because you're following someone else's ideas. Leaders lead remember.

Tuesday, July 14, 2009

Do It "On-Purpose"

The key component in business success is the "why?" Why are you going to work each day? Why does it matter if you go? Why do you have passion? Why do you work hard? Why? Why? Why?

If anyone says it's for the money, they're doomed to follow the money and not the reason people give it to them - it will soon dry up.

If anyone says it's to survive, then that's what they'll do: survive - not succeed, just survive.

If someone says it's because this is my "purpose" then that's how they'll conduct themselves. There will be a purpose to every decision, relationship, hard work and focus. Timing won't matter because your purpose and your service will align. Some call that dumb luck. It's not dumb. And it's not luck. People who have dumb-luck usually have bad luck right behind it so it all balances out.

Have a reason to get out of bed every morning, have a reason to serve customers well, have a reason to treat everyone with respect, have a reason to create meaningful relationships, have a reason to be successful and you will find that you will receive all that is reason-able.

This is not some airy-fairy new-age crap at all. This is tried, tested and true. Have an attitude of "on-purpose" for everything you do and do it "on purpose" and you'll be surprised at how much you see positive changes in your business and career.

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Monday, July 13, 2009

The Sharpest Tool In The HR Shed

Have you seen the newest Microsoft commercials featuring a four and a half year-old girl who can’t read what’s on-screen but knows how to operate the PC anyway? This is a prime example of the workforce of the future – Generation Z. You will need to at least be as sharp as these people to lead them. In ten years, 100 of the Fortune 500 companies will be using technology that hasn’t even been invented yet. Are you prepared to attract or even recognize that kind of talent?

The VP - HR in the organization of the future will need to be the sharpest executive in the organization. Not just a merely competent person but the most dynamic, most creative, cutting-edged person in the organization. The new Director of HR needs to be the person who can spot trends before they become trends, be willing to toss everything they know about HR and not be bound by tradition or limited thinking. They will possess leadership abilities which far surpass those of the CEO. People will hang on every word of the VP-HR. They will become a superstar to the HR world.

The HR department of the future will transform from an “inbound” philosophy where benefits are prepared, future hires resumes are filed away neatly and ads are prepared for newspapers and sites like Monster. (OK some HR departments aren't like this but most are). The new HR department of the future will have an “outbound” focus rivalling marketing and sales. The department itself will operate like a political campaign war-room and be abuzz with activity from early morning to late at night. The members of the HR team of the future will operate like sports scouts who go out and find the top talent. The HR scouts will go out across the nation, search out top talent, do their research and return to the war-room with their findings. Large numbers of team-members will sit around the table poring through mountains of paper, stats, YouTube videos, blogs, Facebook and Twitter sites, LinkedIn and a whole lot more. They will openly discuss the precise placement of each candidate within the organization. No longer will a position be advertised and be filled by just some warm body.

Human Resources will be headed by the brightest, sharpest, most creative minds in the organization in order to attract the brightest, sharpest and most creative minds in the world.

It won’t matter in the future how bright the CEO is. The people under that CEO are going to be a lot brighter anyway, faster, more connected and able to find out anything about anything in mere seconds. If the organization is full of really talented leaders, do you really need a really sharp CEO anyway? The faces of organizations are going to change drastically from the “top-down” model we suffer through now to the “collaborative philosophy” of the future.

Now, this is the part where it gets a little ugly and I am going to take a lot of flack for this one but it needs to be said. If you are currently heading up your organizations' HR department and you know that you are not the brightest, sharpest, most creative executive in the organization, then you, in the near future, will need to voluntarily step aside and make room for the brightest minds to take your position - if you really care about the future of your company, its future ideas, its future performance and its future survival. Otherwise, you will be standing in the way of organizational progress.

If you, as the current director of HR don't already possess the brightest, sharpest and most creative mind in your organization, then how in the world would you be able to recognize that kind of talent? From a resume? The resume is dead - especially with Generation Z getting ready to be hired in a few years. They will have no experience, no background and best of all, no fear about trying anything new. And they will be good at whatever they try to do because they will have viewed hundreds of thousands of videos posted on YouTube and be able to master whatever they watch in one viewing.

In the future, the young, energetic, bright-minds will run the HR departments because they will know where their peers can be found. They will speak the same language, they will interact the same way and they will be able to spot talent amongst their own better than any Director of HR who is five years away from retirement.

If you think technological changes come fast, wait until you see what happens with the organization of the future. Any organization that desperately clings to the current top-down model of today will be overtaken quickly by organizations that operate collaboratively.

How do you best engage and spur an entire workforce? Make them part of every decision. Collaboration. It’s coming. Are you prepared?

Sunday, July 12, 2009

Drivers of Employee Engagement

Question: Top research firms such as Towers-Perrin, Blessing-White, Gallup and others have been able to characterize collectively more than 20 drivers that drive employee engagement. What kinds of initiatives of Employee Engagement do you think can make a difference in times of economic recession?

Answer: Simple answer to your question, regardless of what's happening with the economy is this: anyone can be immediately engaged and it will sustain if they have a reason to get out of bed in the morning and to feel like whatever they are doing makes a difference.

That's it. If any person in any position can feel like their work and their contribution will mean something they will engage themselves. That's the difference between a career and just a job.

Sorry, I don't buy into the whole list of 20 drivers as it concerns engagement. Give people some meaning in their lives, show them how they make a difference, remind them of it now and then and they will do it because it's important. People want to feel valued. Important work is valuable work.

Make people feel as though they don't matter and they won't matter.

It's so simple. So, let's not make this discussion any harder than it needs to be. Oh, right, I forgot, some people like to turn something fairly simple into a complex science to prove that they've got more answers than the rest of us. That's not engagement - that's egotism. Big difference.
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