tag:blogger.com,1999:blog-39962651463313004122024-03-13T15:01:47.167-04:00Humareso Blog - Talent, Leadership and BusinessWhere you'll find human resources and business development tips, thoughts and best practices!Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comBlogger125125tag:blogger.com,1999:blog-3996265146331300412.post-90360149403887822782017-06-30T11:14:00.001-04:002017-06-30T11:14:35.144-04:00NEW Blog Site - Update Your RSS or AutoNoticeThe new home for the Humareso Blog is http://humareso.com/blog/. Please update your auto feeds accordingly.<br />
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Thank you for your years of blog-reading support! It continues on a new platform!Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comtag:blogger.com,1999:blog-3996265146331300412.post-64364085406876798342016-11-07T06:42:00.000-05:002016-11-07T06:42:49.294-05:00Come Together<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif;">Cat videos. I can’t believe that the best we
can do with the power of the internet is fill it with cats in various poses and
outfits. I did, however, see a video
recently where <a href="https://www.youtube.com/watch?v=WQITX5wH7NI" target="_blank">a cat who was raised on a show horse farm</a> trotted along the property
as if she were in competition. This cat
would raise her knees high and keep her head forward. It was pretty remarkable to see how much she
was influenced by her environment.<o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">Consequently, it got me thinking about our ability to
assimilate. And while this has nothing
to do with show horse competition (my knees don’t raise as high as they once
did…darn long jump), it has everything to do with influence. The cat in that video did not have to be
instructed to mimic the horses in training.
She observed and assimilated her behavior to match. There is likely not a need that this cat is
filling with such training, other than a social media desire for a million
likes, but there is a lesson for us.<o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">Assimilation can be both a positive and a negative. Consider peer pressure. It is usually delivered in a negative
context. Parents want to keep their kids
from those that would lead them down a negative or wrong road. We want them to avoid those situations where
peer pressure takes over, leading to drinking, drugs, crime, etc. We want them to choose well. Perhaps having a friend group that wants to
pursue the same type of good choices is a sort of peer pressure
opportunity. When one of that group
wants to choose poorly, their friends motivate, tease and remind them of why
that choice is dumb. Peer pressure can
work both ways.<o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">In our work environments, isn’t this true as well? Staff assimilate to their surroundings. If there is a “don’t work too hard” mentality
that most staff follow, then a new addition to the team, however awesome the
work history had been, is likely to assimilate to the unspoken request of
co-workers. It’s observed. It is understood that this is just how things
are. <o:p></o:p></span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
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<span style="font-family: "georgia" , "times new roman" , serif;">Understand, too, that assimilation does not have to mean a forfeiting of individuality. The creative contribution, personal experiences and innovative outlets that each person brings should be shared and used. That can be the mark of what it means to assimilate in your organization - everyone has made a commitment to offer, invest and engage in the community for the good of the whole. The Rat Pack, for example, didn't minimize each individual's giftedness, but rather they found a way to affirm strengths and assimilate as one cohesive entertainment experience. The difficulty of the social environment in terms of race, religion and heritage did not thwart their ability to engage the public. In many ways, the Rat Pack caused their audiences to assimilate to a new reality, at least during their performances. The display of such an integration isn't going to be the same for each group of people, but the overall commitment to it should be similar.</span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">Our leadership can and should drive change in this area. It’s not a pipe dream or a
warm & fuzzy movement, but rather a business necessity. Turnover may very well be connected to a poor
environment that an individual cannot assimilate to. The assimilation may have much to do with an
inability to make a difference or a contribution of substance. Certainly someone can move one stack of
papers to another stack. The tasks may
be basically completed, for instance, but the drive for more is not explored and
encouraged. By and large, people will
rise to the expectation that’s laid out.
If we don’t lay out something bigger, then don’t be surprised that the
culture feels sluggish or entitled.<o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">Assimilation needs to start with a few. Gather a couple to yourself and pour into
them. If something is wrong with the
environment, a memo to all won’t cut it.
Think of it like a diet. Just
holding yourself accountable to what not to eat isn’t enough; it’s a matter of
understanding and holding yourself accountable to what you<i> should</i> eat. Offer the alternative and maintain that
offering. Behavior will change through
that consistency. It will become habit
and influence the environment.<o:p></o:p></span></div>
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<br /></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif;">An assimilation to healthy culture, process and contribution is a positive. Helping them see how they fit, how they contribute and how the team
functions cohesively through it are worthy goals. That's an assimilation. It’s something that you can start to do today
by rallying those few around these goals.
It’s a conquerable task. Be visual about it to your team. Let them join you in painting a picture of the end game. </span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;">Maybe even video best practices. Let those few help to start a momentum through various creative media outlets. I mean, we could always use more cat videos, right?</span><br />
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Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comtag:blogger.com,1999:blog-3996265146331300412.post-3509517048491971612016-10-19T09:51:00.000-04:002016-10-19T09:55:10.850-04:00Colour My World<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif;">Know your audience. I
can’t tell you how many times that advice has come out of my mouth. Very often, people get too comfortable too fast. Quick rapport development is an appealing
quality, to be sure, but not at the sacrifice of the demeanor of the formation.<o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">Lots of locker room talk consideration over the past couple
of weeks in light of the Donald Trump hot mic bus recordings being
released. He and Billy Bush quickly
established a “buddy” relationship. And
while, the majority of response has been to condemn the words along with sentiment
and systemic treatment of women, it would be unwise to consider it in such a
small context. Trump’s words have been
repeated in locker rooms since I was old enough to change for gym class right
up through board rooms since I was experienced enough to have an executive
role. <o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">Period movies and television shows from the 50’s and early
60’s show the dichotomy of family life and business life. The male character is a member of the 1<sup>st</sup>
Baptist or Presbyterian church in town with his wife and kids; they raise their
kids to be good Americans, respectful students and to be seen and not
heard. At work, that same male may
participate in an affair with his secretary, in shady business dealings to
undercut another within the company, and in drinks at 3PM to discuss work and
women with his boss. Very stereotypical,
I know, but much of the content and context in those period dramas.<o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">Our audience is no longer known by look alone. White boys chatting it up about a woman’s
anatomy and ability to score isn’t an inclusive strategy for corporate culture. You cannot make a decision just based upon
look as our workplace is no longer a homogeneous pool. And further, those who do look the same as
you aren’t necessarily coming from the same background as you. It’s a whole new world. And whether it’s Donald Trump on a bus or Bill
Clinton on a golf course, any commentary based upon those assumptions is more
than unwise; it’s deadly to our culture.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif;">In the small kingdoms we manage in our workplaces, we may
not be able to change the world, but we can influence one sphere. Of course, the liability around harassment is
evident. It’s not okay to allow language
that demeans and cheapens another, whether based on sex, race, religion, medical
history, orientation or age, to permeate a workplace. It’s illegal, if not federally, then likely
on a state level. You have a responsibility
to protect the company you represent.
Work for change to minimize such liability.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif;">And yet, as people we may have a deeper responsibility than
merely the law. What are we telling the
future about us? Our ability to engage
at this level is just what a role in management and in human resources should
be focused upon. Process improvement,
sales objectives and growth planning are necessary and the core duty for some
of you. Don’t disregard those
needs. Yet, those strategies and duties
can be offered in a better context. <o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">The drum beating for employee engagement is loud. To what are we asking them to engage? Our company?
OK. So, what is our company
like? Do you really want them to be
engaged in and to it? Think of it as you
might a romantic relationship. As things
progress, your love interest gets to see your quirks about washing dishes,
doing laundry, cleaning, grocery shopping, etc. This person, also, experiences you more fully,
warts and all. That relationship will
likely require you to change some things – maybe you need to make the bed, to
put your dishes in the dishwasher instead of the sink, to throw out your
porn. Whatever you need to do, you may
do to make the environment for your relationship bloom and grow more. <o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">Those same considerations at the workplace should occur (If
you have porn at the workplace…yikes.
Let’s talk offline). What is the
willingness of the executive team to sacrifice to allow the relationship of the
company and its employees to bloom and grow?
If it’s locker room talk that needs to be addressed, then let it
go. Don’t make excuses for it. Uncover biases and systemic limiters, and
then remove them. Inclusivity is a
popular term, and a respectable one, but to what are we including people? Once they see it, they may not want to be
included. What a sad possibility. But it’s correctable.<o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif;">It’s important to remember that this is not about
politics. That may have been the most
recent context we’re seeing, but it’s not the only environment where such a
lack of care about people is evident.
Our workplaces may be run by locker room talking, “real housewives”
attitude-mongering, bulldozing leaders. Confront it. Categorizing people or a person in an
unhealthy or demeaning manner is unacceptable.
Act upon it and work for change.</span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">My life is full of strong women, Christians, disabled
individuals, gay men, multi-cultural heritages and races. I like them each individually. And though I may look like you, please don’t
come to me to share in a negative view or a demeaning approach regarding any of
them or what they “represent.” It’s not
funny. </span></div>
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<o:p></o:p></div>
Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comtag:blogger.com,1999:blog-3996265146331300412.post-26508854946351912162016-10-05T08:36:00.000-04:002016-10-05T08:38:25.408-04:00More Than Words<span style="font-family: "georgia" , "times new roman" , serif;">Rating people is tough when you've got to put it on paper. It's one thing to talk about someone, especially when behind his/her back. So-and-so stinks at such-and-such a task. But if you're in charge of reviewing someone, those words matter as they translate onto a page. Ask yourself about context as much as content.</span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;">When Lucy and Ethel go to work in that classic chocolate-making production episode, their rating was pretty poor. They over-exaggerated their abilities, they could not keep up with the line, they ate product while working and they tried to cover up their errors. They were fired on their first day. </span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;">From a television rating perspective, this episode started <a href="http://www.ranker.com/list/best-i-love-lucy-episodes/reference?&var=4" target="_blank">Season 2</a> with a bang. It capitalized off of the ground-breaking work of the first season and set the tone for television sitcoms for decades to come, to this day. The ratings for their work was at the highest levels.</span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;">So how do you give thought around context in order to frame the content? A relevant evaluative process is more likely to give credibility to the results in the eyes of the employee, even when those results are less than excellent. </span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
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<span style="font-family: "georgia" , "times new roman" , serif;"><b>Tactical</b> - What is the hands on level of engagement into the organization's health? Look at how the employee puts his/her time and talents into the company. And, then be able to point to the result of such tactics. Is there an organizational influence? And while business bottom-line is the easiest metric to use, it limits our view. For example, a survey might reveal that most employees feel comfortable in the workplace. Find out why. It may be because the front desk receptionist greets everyone warmly and genuinely. It might be that he/she acknowledges others specifically for achievements, birthdays, tough times, etc. That person contributes to organizational health, despite the lack of a straight line to net profits. That person has a line. Look harder.</span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;"><b>Experiential</b> - How has the employee involved himself/herself in the company? What have they experienced, either voluntarily or involuntarily? Consider both causes. Just because someone volunteers to do something, doesn't mean it was good for anyone involved (and yes, you can fire someone from a volunteer role...). Maybe there are new processes initiated by an employee's willingness to try. As such, they've been added to a workflow or perhaps replaced a previous workflow. But just as important, maybe an employee rallied his/her department to participate in a walk for a particular disease-fighting organization. Those experiences should not be lost if they don't fit into a clean bucket for the company's review pattern. Go back to considering what those experiences have done for the organization.</span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;"><b>Emotional</b> - Odd, right? We have so many emotionally-stunted people working in our industries that it's important to think through this. Listen, hugs and kisses aren't what's really meant by emotional (although, I have been a good receiver of that type of love for years...don't stop!). Emotion is tied to communication, critical thinking and behavior. Do they not matter in a consideration of performance? There is a great deal of teasing regarding millennials and their lack of consistent approach. "There's a stop sign ahead, but if you don't feel that the stop sign applies to you, then do what you think you should do. Don't stop if you don't feel you should. It's okay." That perspective is not exclusive to one generation. I still talk to some 60 year-old business executives who haven't figured out emotional health and they struggle to connect well with staff. That's not good for business.</span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;"><b>Social</b> - How has community been fostered by this employee? So many companies talk about how they're a family. That invokes an employee's context about family. What if my family is a bunch of narcissistic, inconsiderate, selfish jerks? (This is just an example, it's not a reflection on anyone in my family so please, Mom, don't text me and send me angry-faced emojis). The consideration should be about fostering supportive, interpersonal relationships for the movement of the organization and for the building up of others. Look at how an employee engages with his/her teammates. Speak to dynamism, collaboration and group ingenuity. That takes risk for each employee willing to be engaged at that level and we should be mindful of that healthy impact.</span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;">Of course, I know, that you have a performance review form that has many more areas to consider. But maybe, those other areas should be considered in this expanded context. Haven't you heard, "But you don't know" from employees defending themselves from a manager's perspective? Sure you have. So, why is it that we don't know? Looking holistically as well as specifically takes time, I get it, but it's the best way to consider talent.</span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;">Quite frankly, we don't have an never-ending supply of ready-to-wear talent. This type of consideration will enhance how we can better setup our staff for success through skill development, knowledge management and attitude improvement while reducing our turnover. </span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;">If your manager sat with you to review your performance and began to share a limited view of your impact, you would want to say, "But you don't know." Think about your staff saying that to you and be ready to offer the fuller context in light of the above areas. Let them know that you do know.</span><br />
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<br />Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comtag:blogger.com,1999:blog-3996265146331300412.post-29423648214182757172016-09-23T13:13:00.001-04:002016-09-23T13:13:25.201-04:00Demons<div style="margin-bottom: .0001pt; margin: 0in;">
<span style="font-family: Georgia, Times New Roman, serif; font-size: 13.5pt;">The phrase "jump the shark" came into existence in 1977.
For those of you unfamiliar with this phrase, it is used to explain when
something goes beyond the normative of the story line by adding unrealistic
events or plot lines and is usually accompanied by a decline in quality.
The phrase is based upon the "Happy Days" episode where
cool-guy water-skiing Fonzie jumps a shark while wearing his leather coat.
Seriously? So bad.<o:p></o:p></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div style="margin: 0in 0in 0.0001pt;">
<span style="font-family: Georgia, Times New Roman, serif; font-size: 13.5pt;">Lots of shows have been categorized
by their "jumping the shark" moments. Often, you’ll notice the decline
based upon set changes, character additions or subtractions, character job
changes, etc. A common approach is when an
unexpected birth or addition of a child occurs in an effort to add years to a
show. As a kid, a string of this thinking occurred: Oliver from "The
Brady Bunch", Sam from "Diff'rent Strokes", Andy from
"Family Ties", Chrissy from "Growing Pains"...need I go on? You would be hard-pressed to find a time when
this has worked well for a show. <o:p></o:p></span></div>
<div style="margin: 0in 0in 0.0001pt;">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div style="margin: 0in 0in 0.0001pt;">
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEghTVUaO6W6MKuWPIRbpXtoOeJYuH8mjOOdrO0VSsnCKu839qRX3ZRXW1iG17wZlm48WEYEDbCSxfyupyIsxlb2nL88uF3XEViTD9IJQF9EjTqf7UCdbKkz1ESjUGmQsuY1R28kFhOTLN8/s1600/combine_images.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><span style="font-family: Georgia, Times New Roman, serif;"><img border="0" height="221" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEghTVUaO6W6MKuWPIRbpXtoOeJYuH8mjOOdrO0VSsnCKu839qRX3ZRXW1iG17wZlm48WEYEDbCSxfyupyIsxlb2nL88uF3XEViTD9IJQF9EjTqf7UCdbKkz1ESjUGmQsuY1R28kFhOTLN8/s320/combine_images.jpg" width="320" /></span></a></div>
<span style="font-family: Georgia, Times New Roman, serif; font-size: 13.5pt;">Similarly, you would be hard-pressed to
find it working for companies. For example, when companies decide
that their products need to have a "smart" feature, is it just
so that it connects to our phones and therefore is relevant? Why do I
need to check my phone to see if the pan I've placed on the stove is hot
enough? Seriously, that's a thing. In an effort to seem relevant,
companies will sometimes gravitate blindly towards trends. This does not make a company viable. In fact, it might lead to the opposite (and
often does).<o:p></o:p></span></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<span style="font-family: Georgia, Times New Roman, serif; font-size: 13.5pt;">And within some of our companies, we’ve jumped the shark. The life support has been turned on for a
department within your organization. How
did we get to this place? HR, for example, often lives
in fear that their department will be cut in some way. And while it is not uncommon for HR to be one
of the departments to experience a RIF if the time comes, does it happen
because of a self-fulfilling prophecy?
If I think no one will ask me to the prom, I am likely walking around as
if no one will ask me to the prom. Those
sad people will end up home on prom night sulking and eating a half gallon of
ice cream while watching The Notebook on demand (this is what I’ve heard happens…I
did not experience this, I swear). HR
can suffer from such an esteem issue.<o:p></o:p></span></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<span style="font-family: Georgia, Times New Roman, serif; font-size: 13.5pt;">Perhaps our department is trying to add more to
what we do out of desperation for our leadership to see us as relevant. We don’t sit home and eat ice cream, but
rather, we explode into employee engagement – incentivizing, surveying,
programizing. We believe that this is
the level of visible relevance we need to show.
See, we’re busy and we matter.
Can we get a contract for another 12 episodes, please? Longevity does not mean impact. This is a hard reality. We believe, deep down, that if we last, we’re
relevant.<o:p></o:p></span></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<span style="font-family: Georgia, Times New Roman, serif;"><span style="font-size: 13.5pt;">That is not true. </span><o:p></o:p></span><br />
<span style="font-family: Georgia, Times New Roman, serif; font-size: 13.5pt;"><br /></span>
<span style="font-family: Georgia, Times New Roman, serif; font-size: 13.5pt;">Our relevance comes from true, measurable impact in our organizations. What is it we actually offer and fulfill? What is the business bottom line that we're impacting? What's been our effect on process, service or sales? And while the latest and greatest may not be the route to go, how do you know? Study the trends. Understand fit. Consider philosophy. Take action. </span><br />
<span style="font-family: Georgia, Times New Roman, serif; font-size: 13.5pt;"><br /></span>
<span style="font-family: Georgia, Times New Roman, serif; font-size: 13.5pt;">The challenge of knowing our people well - skills, aptitudes - is a vital offering that we can bring. Proactively look for ways to make that priority happen. From there, you can reference those results against the performance outcomes. Measuring process and results are a universal language that require no posturing. </span><br />
<span style="font-family: Georgia, Times New Roman, serif; font-size: 13.5pt;"><br /></span>
<span style="font-family: Georgia, Times New Roman, serif; font-size: 13.5pt;">Shake off the demons of feigned relevance. They don't define success, nor do they define you. Start attacking the work in front of you with passion and use the skills that have been dormant for a bit. Assess what's working, what's not, develop a plan, gather resources and act out of greatness.</span><br />
<span style="font-size: 13.5pt;"><br /></span>
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<span style="font-size: 13.5pt;"><br /></span></div>
Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comtag:blogger.com,1999:blog-3996265146331300412.post-68747961780120694192016-09-08T08:59:00.000-04:002016-09-08T09:00:20.986-04:00What Have You Done for Me Lately?<div class="MsoNormal">
<span style="font-family: "georgia" , serif;">Managers grumble
about the state of their employees from time to time (shocking, I know). And while there might be lots to complain
about, consider for a moment that the road you’re on is a two-way street. The grumbling is traveling up and down both
sides of the highway. What are your
employees saying about you? Some grumbling going on?<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , serif;">Well, of course,
if that’s happening, then those employees are idiots. Clearly.
I mean, you slave over work, you show up early, stay late, do jobs that
no one notices…you’re a good man/woman.
Don’t these ungrateful leeches see that?<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , serif;">And therein, is
the rub. Maybe they don’t see it
anymore, if ever. Maybe it’s what you
used to do, but you’ve become as complacent as you accuse your team of
being. It’s often subtle. You don’t wake up one morning and decide to
be less dedicated. Rather, you might
have allowed the tiredness of the path traveled to dictate your next
moves. And while it was only to be for a
day, it’s now three months or three years later and the effects are being felt
by your team. They are now responding to
what they’re experiencing.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , serif;">My long time love,
<a href="http://www.iammollyringwald.com/" target="_blank">Molly Ringwald</a>, in <u><a href="http://www.imdb.com/title/tt0091790/" target="_blank">Pretty in Pink</a></u> sits on her bed with Duckie (<a href="https://twitter.com/MrJonCryer?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor" target="_blank">Jon Cryer</a>). She shares with him her hope that she’s not
the only one who knows how incredible he is.
Duckie’s sad response is “Well, at this point in time, I’m afraid you
are, honey.” <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , serif;"><br /></span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhOcnroi9qNImlHflRbX04pkShuvWdnBeISqg39C0uk4eV6sVhEF4oLUMSuzwr20g1_endqPy9CJmDysBIM_FBo-xVWzDQ_xXPsRbO4GYjv7Za1RrCLrhTB_cHusR98aD3LuxydIFvzD2o/s1600/pretty-in-pink.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhOcnroi9qNImlHflRbX04pkShuvWdnBeISqg39C0uk4eV6sVhEF4oLUMSuzwr20g1_endqPy9CJmDysBIM_FBo-xVWzDQ_xXPsRbO4GYjv7Za1RrCLrhTB_cHusR98aD3LuxydIFvzD2o/s320/pretty-in-pink.jpg" width="320" /></a></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , serif;">It’s easy to blame
you, right? I mean, you’re the manager
and everything stops with you. Your boss
barges into your office and demands results and explanations. Your staff has been barging in demanding
resources and complaining about you, the team, the work, etc. You have it tough. But you know what? That comes with the territory. You’re a manager. Manage it.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , serif;">Strong words, but
necessary. <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , serif;">Advancement is
desired. The mainstream talent
management conversation is about succession planning and doing it quickly. 26-year old employees are looking to be CEO
next year, if you believe every article written about it, and you can’t let
that time get away from you to make it happen.
Removing the tongue from the cheek, an active, vibrant talent culture is
one of collaboration, constant improvement and competency assessment and utilization. Bringing less than our “A” game opens a door
for staff to look outside of the department, at the very least, if not outside
of the company. <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , serif;">And while, this
perspective is one for a three-day conference, a realistic first step is to sit
down and ask yourself what you’ve done for your team lately. Don’t allow rose-colored glasses of past
sacrifices and engagements to color what you’re doing (or not doing)
today. I know you were the hero for the
team in 2014, but it’s two years later.
That’s plenty of time to be forgotten, or at least, to be less impactful.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , serif;">Every day is a day
to crush it. That’s not a pithy
slogan. That’s a business
imperative. The list is long and
depressing of those companies that have closed or are a shell of what they used
to be due to poor management and leadership.
And for almost all of them, what occurred was not a one-day issue. The choices (or lack thereof) made did not
align with the business mandate and were not delivered in a context for staff
to understand. <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , serif;">Manage messaging
as much as process and output. Think
about what you’re doing and act upon it.
While thinking is very important, it isn’t always a visible example to
the team. You sitting at your desk may
not equate to an employee observing to self, “Oh, look at my awesome
manager. She is sitting at her desk
looking at her computer. I bet she’s
considering staff morale and process improvement. She’s so awesome. I’m lucky to have her.” Truth be told, it’s possible that’s what the
manager might be doing at that moment, but it’s hard to know it as an
observer. Balance obnoxious bragging
with informed considerate disclosure in conversation with your team. Fill them in and deliver on what you’ve been
contemplating.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , serif;">The success of the
past is just that. It’s in the
past. Today, deliver something
else. The responsiveness from your staff
will become what you desire it to be.
You’ll be setting a new tone or recovering a tone that once was. The highway of complaining is replaced by one
of vibrant complimenting. Talent will
know what can be done, who can do it and how it helps the whole.<o:p></o:p></span></div>
<br />
<div class="MsoNormal">
<span style="font-family: "georgia" , serif;">Get up, hit the
video below, shake your groove thing and think through a plan for
yourself. Today is that day. As Janet says, “Soap opera says you’ve got
one life to live.”<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , serif;"><br /></span></div>
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<div class="MsoNormal">
<span style="font-family: "georgia" , serif;"><br /></span></div>
Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comtag:blogger.com,1999:blog-3996265146331300412.post-10838215741879114122016-08-24T11:46:00.001-04:002016-08-24T11:46:39.877-04:00Don't Dream It's Over<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">When summer wraps up, there is something tangibly ending in
our lives. So much effort and energy are
spent prepping for this season. Not all
of us live in the eternal sunshine states of Florida, California and the like,
so summer is a big deal! As an east
coast resident, the three months of summer are gold. Lots of effort goes into how to best spend
those 3 months (really, it’s 2.5, but I’m rounding up!). Day trips, evening patio dinners, weekend
excursions, 7-day vacations, etc. are scheduled. We don’t want it to end.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">Danny and Sandy spent their summer swimming (Sandy almost
drowned!), holding hands, staying out late and making out (Sandy tells it
differently than Danny on this point).
Their weeks of summer were the best ever, but alas, summer ended and
school was upon them. Sandy had to go
back to her faraway home and Danny back to his T-Birds. <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjatvlWtYN6wGwIvi-BF0t06EoBj175gfVhxoPM5dCICAM4wAQodC4xrdG953MDOHsK_ucakA2887qoh6xU93lSkiPkYHJ6BPRHNBd4EVQofhCLBApLO_1IMw052QdiaQmkUtvxLlNlZX0/s1600/Danny+and+Sandy.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="194" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjatvlWtYN6wGwIvi-BF0t06EoBj175gfVhxoPM5dCICAM4wAQodC4xrdG953MDOHsK_ucakA2887qoh6xU93lSkiPkYHJ6BPRHNBd4EVQofhCLBApLO_1IMw052QdiaQmkUtvxLlNlZX0/s320/Danny+and+Sandy.jpg" width="320" /></a></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">In the business community, it’s easy to romanticize our off-site
meetings or team getaways. We build them
up like the summer days that Danny and Sandy had. We set that time as the
goal. And just as those crazy love bird
teens found out, the destination isn’t the goal. For our organizations, the destination can be
the annual sales celebration meeting in the Bahamas or the executive leadership
team getaway to the Cayman Islands. Those
are amazing destinations and they are certainly more appealing than a frozen
tundra (unless you prefer freezing your tookus off). <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">Listen, get me on that plane! But the trip doesn’t
last. For some of us, we know
better. We get that the location is
valuable, but it’s not the end. We,
instead, focus on what we’ll do once we’re there. We redo mission statements; we plan
incredible team building exercises; we bring in fabulous speakers to encourage
and motivate our teams. Those are great
things! So much planning goes into them
and the hope for a return is desired.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">And yet, therein may be the rub. When we get back to work, what happens? Is the pattern of normal living returned
to? When Danny went back to Rydell High
School, he donned his leather jacket, put the cigarette in his mouth and
entertained the ladies. The “time of his
life” that he experienced over the summer was a memory.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">Perhaps much of the effort should be put into what the
outcomes will be. Yes, make the time
memorable, but the post-trip time should be just as memorable. <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">This applies to on-site excursions, too. Those fantastic programs you put
together. The speakers you’ve brought
in. The launch event that marketing
spent weeks on. All of that is
valuable, but it's not the end. The leadership for the company, or at least for the division, should be involved in planning for post-trip. More than one person will need to hold people accountable to the application or implementation from the event. The team should be decided ahead of time upon the objectives as well as how to measure them. This is effort, yes, but it's effort that justifies the ROI of such programs. <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">Think about marriage.
So much time is spent planning for the wedding day. Dress, flowers, photographer, venue,
etc. It’s all so important. Months of planning are done. What if that were it? What if at the end of the reception or
honeymoon, the newly married couple says, “That was fun. We should plan another one of these
again. Take care and hope to see you
soon.” Each of them returns to his/her walk
of life prior to being married. As
observers, we would likely think that they’re crazy. They just got married…it’s more than a
wedding.</span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">That same logic holds true to the programs, events and
conferences we help organize. Think
long-term for your team. Don’t be
enthralled with the “wedding” alone.
Think of the “marriage.” The event won’t have to end; it will live on
in its application.</span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="separator" style="clear: both; text-align: center;">
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<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<o:p></o:p></div>
Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comtag:blogger.com,1999:blog-3996265146331300412.post-92165943520021002892016-08-09T09:16:00.000-04:002016-08-09T09:16:09.562-04:00Can't Stop the Feeling<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">Standing firm in an opinion is admirable. Standing firm in an opinion is
foolishness. Which is right? I’ve had managers defend their stance to me
in various contexts and situations. And
there are times I’ve agreed with them and there are times I’ve not. There are times I’ve had to ask them what
they were thinking (a question I have regretted asking upon occasion because
they’ve told me).<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">Whose perspective gets to win out and why? Is it just based
upon how we’re feeling? If so, that has to stop. </span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">Often, the
person with the most power gets to win.
The executive, the c-suite, the board of directors...one of them can
pull ahead in the winning viewpoint rather easily. The trick might just be to work with this
level in understanding the winning perspective as well as influencing it. <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">Remember that freshman year of Psych 101? One of the many classic truths taught was
that people want to be heard and validated.
Our need to belong and to contribute runs deep. When people, especially when they sit on the
decision-making team, don’t feel that they can do or be these things, they
leave, attack or, perhaps the worst, die inside. We can influence someone who is ready to
settle for one of these options. <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">Perhaps it might be a worthy exercise to provide some case
studies to the executive team, leaving out the resolution, in order to foster
discussion between them. Why wait until
there is a real situation to find out which opinion will win? And from here, understand and influence such
an opinion, where appropriate. <o:p></o:p></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">If someone has the opportunity to share his/her perspective
and to be heard in a safe environment, then the defenses are lowered. A time for conversation and for consideration
is easier to foster. It’s here that those
details which are illegal or morally questionable can be vetted thoroughly by
those decision-makers. It’s here that
previous experiences can be shared to offer clarity around a particular perspective. It’s here that the cause of the organization can
be upheld stronger so that the decisions made are broader in context.<o:p></o:p></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">The natural question that arises here is, “Who decides who
is right?” Well, that’s where the forum
matters so much. Our ability to foster
dialogue is crucial; however, if we cannot do this in an environment where the
sharing of thoughts can happen, it will not produce the desired results. Our impact is based upon the results that
come from such a time. With the end in
mind, it behooves us to ensure that the environment is healthy for
dialogue. Remember, just being able to
express a view and for it to be heard clearly is a large part of the
battle. <o:p></o:p></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">But, it must be understood, that there may be a divide
between positions. There will have to be
an ultimate decision made. Respect for
the next steps of those individuals on the opposing side should be
offered. If someone feels so strongly
about an opinion that he/she needs to leave the organization, then that’s
okay. You’ve established an environment
for that person to share the different view, as well as to be heard. Being heard is not the same as full
agreement. We help cultivate maturity
through situations like this.<o:p></o:p></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">This is not wishful thinking, by the way. I’ve sat in board meetings where perspectives
and opinions were being shared. People
were being heard, but these people were also the hearers of others’ expressed
opposite viewpoints. It’s not about
making everyone think the same. Group
think has lots of issues to contend with, too.
This is about readying your team to act when it needs to. This is about ensuring a path towards an
appropriate response in situations. This
is about allowing each other to find out where the edges have to be smoothed
out or where they need to be left sharp.<o:p></o:p></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">In Mommie Dearest, Faye Dunaway portrays Joan Crawford. It’s an ugly look into the movie star’s life
and her influence on her children. There
is one ancillary scene towards the end of Joan’s life where her husband, Al
Steele, has died and left her with his seat on the board for Pepsi Cola. She attends the first meeting afterwards only
to be patronized by the remaining all-male board and “kindly” offered to be
excused. It was the first time a woman
had been on the board. The men did not
know how to respond and had not worked through it ahead of time. They were made to feel ridiculous and she
offered a solid perspective on it that they could not dispute, but only to
welcome her onto the board.</span></div>
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<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">And while there are laws today which would prevent what Joan
Crawford went through, there are still plenty of perspectives out there. Someone has to listen to them, to understand
them, to challenge them, even if it’s just to be prepared with a response as to
why it’s the way it is. Oh, and “because
I said so” is not a thoughtful response or position. Just in case that’s what your plan was.</span></div>
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Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comtag:blogger.com,1999:blog-3996265146331300412.post-39130875323657079692016-07-22T10:23:00.001-04:002016-07-22T10:23:41.086-04:00Creep<span style="font-family: "georgia" , "times new roman" , serif;">The challenge of negativity isn’t new. We fight it everyday. When we are faced with it, what is our normal response? Walk away? Join in? Yikes.</span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;">Kit, the pitcher in <u>A League of Their Own</u>, is negative throughout most of the movie. Manufacturing sympathy for her is tough. She is a whiner. She brings down those around her. She is frustrated with the sister who seems to have everything. She is obnoxious to her teammates. She is negative about her life and wants to bring others down around her.</span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;">Think about how critical the pitcher is to the team. What does it do to the team to have someone like this at the mound? How many of these people work with or for us? And while you might want to fight this person, just as happens in one scene of the movie, work policy is likely to prohibit you from doing so. </span><br />
<br />
<span style="font-family: "georgia" , "times new roman" , serif;">Confrontation is appropriate. You do not need to allow this person to monopolize your time or to jeopardize the flow of the rest of the team due to such negativity. It is not okay.</span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;">Make the business case first. Log the hours given in support of this negative person, to try to move him/her beyond the perceived issues. Log the hours given in support of correction of the frustrated team communication. Log the hours given in conversation with other team members who struggle to work with that negative person. Those hours have a cost, with very little ROI. </span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;">Often the pattern for a manager is to have all of these conversations, but the functional team dynamic remains the same. The cycle of engagement is not impacted and the status quo returns a day after addressing the issue. Management does little usually to course-correct the department. The symptom gets address – frustration, lack of communication, hurt feelings – but the cause – the negativity of a person – is left because we don’t know what to do.</span><br />
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<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;">Sit with Mr./Ms. Negative and share the logged hours. Show him/her how much time has been spent because of him/her. Let the time be a factual example that the behavior has caused. You’re not saying the classic, “I spend so much time dealing with your stuff.” That’s too general and will likely cause the negative employee to be remorseful for a moment but with no lasting repercussion. When management is specific to the time, a line can be drawn in the sand to say enough.</span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;">A manager should further make the business case regarding lack of productivity. In all of the hours spent by the manager in dealing with the situations caused by the negativity, rest assured it’s about the same for the team members involved. They are not on task because of having to address the related issues of the negativity. And every member of the team is valuable. It should be very easy to show the negative employee that the team is not here to deal with these issues; it’s not part of their job description. The cost of lost productivity is real and can be shared as an amount based upon time, hourly rate, cost of goods, and other operational & production costs. </span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;">Giving the negative person truth and fact is the most respectful way to engage. It will allow the conversation to move away from feeling, which is the default position, and rest purely on fact. Management must engage on a level that moves the negative person out of his/her own perspective and into one that includes the company’s purpose. Often, the negative individual sees his/her role as unappreciated at the company. By sharing factual information, the negative person is offered a different (and more correct) view of how the company sees him/her. When confronted with such information, management can be deliberate about the path of engagement moving forward.</span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;">Management will need to follow through on this. If we’re serious that the waste of time is enough, then we must act upon that. No more resources of time, team members and operational productivity will be wasted on such negativity. Everything isn’t terrible, everything isn’t against you and everything isn’t about you. Clearly act on this.</span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;">And while management may feel that the negative person is too tough to handle, a better view is to think about the team members that aren’t receiving such attention despite the great work being done. The squeaky wheel getting the grease isn’t a long-term strategy for success. Affirm the right behaviors more than the wrong; look at the time you’re spending on the wrong and make corrections.</span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;">Keep in mind, too, that this negative person can follow the path that Kit did. She got traded. Don’t wait too long to trade your Kit.</span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
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<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comtag:blogger.com,1999:blog-3996265146331300412.post-18136983847597292262016-07-06T09:10:00.001-04:002016-07-06T09:10:31.882-04:00Can't Take My Eyes Off of You<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">Tenacious resolve. Boy,
it can be annoying. Once or twice a
week, I am on a train. When I hop a
train to New York City, I find a person or two with this tenacity around
seating. These people would sooner cut
you than have you sit next to them. They
put their briefcase or purse on the seat next to them. Fearful people walk by the open seat for fear
of reprisal from the presumed bold person who would dare hold the seat with
baggage. I have watched a passenger
stand by the seat, look down at the purse, look over at the owner seated next
to it (who never looks up, to the right or to the left), and then walk on. Where is the resolve? <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">For those who’ve traveled with me, you could attest to the
fact that I am of the type to board the train, pick up the baggage on the open
seat, hand it over to the owner and sit happily for the remainder of the
ride. Only once did I have the baggage
owner say something to me. I did not
look up, to the left or to the right. I
consoled myself with the thought of throwing momma from the train (probably the
only positive context I can offer from that movie). I exude resolve in that kind of circumstance.<o:p></o:p></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">This trait is not found in all people naturally. It is, however, something that can be
learned. Tenacity is grown from a response
to a core belief. In the previous
example, fairness is violated. If
fairness or justice or a sense of right and wrong matter to you, that can be
built upon to develop tenacity around defending such a position or offering
active engagement to its display. It’s a
manifestation of your belief system.<o:p></o:p></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">Think about your goals for this year. It’s halfway through the year. Do you still believe in them? Take some time to measure where you’ve gotten
with them and what’s needed to accomplish these goals. But also, assess the tenacity with which you’ve approached
the path towards those goals. Do you
fight for them? Is your resolve deep
around them?<o:p></o:p></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">Goals are important.
For as much as they’ve been over-complicated in creation, the point of
them remains strong. Goals serve as a
beacon. They are to drive the daily
strain. They allow for mile-markers of
celebration on the path towards them.
They are the driving force of an organization. If you don’t know where you want to go, then
where are we going?<o:p></o:p></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">Being strong in our resolve towards these goals takes an
unapologetic position. Unapologetic is
not the same as mean. Be tenacious in
protecting those goals, even if there is an alteration that has to happen to
them. Updating goals based upon new
information is healthy. If the new
information is that you’re tired or it’s too hard, that is not healthy. Goals should be designed to stretch you. Easy to say, yes, but the point is to
work hard to get this challenging objective.
<o:p></o:p></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">If you want to increase sales by 50%, calls will have to be
made, networking will be expanded, pitching product and services will have to
increase 100%, etc. All of this takes
great effort. If you are not committed
to the goal, then tenacity around it won’t develop. Come back to goal creation. Where do you want to get to and why? Answer that clearly and create objectives to
get there.<o:p></o:p></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">For those who are privileged to lead a team, work with each
individual to develop strong resolve around the goals set. Help them to know how to get to where they’d
like to be. Avoid the common issue of
goals being set to paper, and then little else.
You have a great chance to enhance and develop skill sets for your
team. And then the celebration around
accomplishment is even sweeter when it’s a collaborative effort of support and
encouragement.</span></div>
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<span style="font-family: Georgia, "Times New Roman", serif;"><br /></span></div>
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<span style="font-family: Georgia, "Times New Roman", serif;">Fight more for the goals you’ve set.</span><span style="font-family: Georgia, "Times New Roman", serif;"> </span><span style="font-family: Georgia, "Times New Roman", serif;">Don’t cower.</span><span style="font-family: Georgia, "Times New Roman", serif;">
</span><span style="font-family: Georgia, "Times New Roman", serif;">Stand up and move towards accomplishment of those goals.</span><span style="font-family: Georgia, "Times New Roman", serif;"> Remain laser-focused. </span><span style="font-family: Georgia, "Times New Roman", serif;">If someone has put a piece of luggage in your
seat, move it.</span><span style="font-family: Georgia, "Times New Roman", serif;"> </span><span style="font-family: Georgia, "Times New Roman", serif;">You paid for your
ticket.</span><span style="font-family: Georgia, "Times New Roman", serif;"> </span><span style="font-family: Georgia, "Times New Roman", serif;">You were up early to get the
train.</span><span style="font-family: Georgia, "Times New Roman", serif;"> </span><span style="font-family: Georgia, "Times New Roman", serif;">You have a goal to get to the
destination ahead.</span><span style="font-family: Georgia, "Times New Roman", serif;"> </span><span style="font-family: Georgia, "Times New Roman", serif;">See?</span><span style="font-family: Georgia, "Times New Roman", serif;"> </span><span style="font-family: Georgia, "Times New Roman", serif;">Think about goal-pursuit in simpler ways; it
will help to foster tenacity.</span><span style="font-family: Georgia, "Times New Roman", serif;"> </span><span style="font-family: Georgia, "Times New Roman", serif;">And once
you have the resolve behind the goals, watch out world!</span></div>
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Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comtag:blogger.com,1999:blog-3996265146331300412.post-65025606467037016272016-06-16T08:45:00.000-04:002016-10-19T08:39:36.617-04:00Escapade<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif; font-size: medium;">Starting over sounds like fun. Remember when Billy Madison got to do all 12
years of school over again? He
challenged his father to let him redo each grade from 1<sup>st</sup> to 12<sup>th</sup>
for two weeks per grade. The goal was
for Billy to show that he can work hard on his own, and therefore, be qualified
to take over the family business. And as
a gibberish-speaking, Nintendo-playing, flaming bag of doggie poo lighting,
raging drunk, that was going to be quite a feat.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif; font-size: medium;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif; font-size: medium;">Now perhaps you work for such a company owner. Maybe, like Billy, your leader beat the odds
and somehow ended up in the leader seat, despite having to wear loafer or Velcro
shoes only due to an inability to tie a shoelace. Maybe you’re wishing for your own do-over, or
least the quickest escape. <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif; font-size: medium;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif; font-size: medium;">We both know that repairing the mistakes of others is an
uphill climb. It’s exhausting and it’s
deflating to the soul. Better would be
to have a prevention plan in place and work from proactivity. But this is for another blog….<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif; font-size: medium;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif; font-size: medium;">What stands out from this is a positional
consideration. It’s very true that being
at the ready with a dust pan and brush stinks, but consider using different
tools and a different context.<o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif; font-size: medium;">If you’ve been positioned as a janitor, despite being hired
for what you thought was a different role, act like you’re working in the position
you were hired for. Stop taking on only a
cleaning role, but more, stop letting others think that is your role. You can’t always quit your job and just start
over somewhere else. It’s not that
easy. Enact subtle changes now to
re-position yourself into the role you were hired for originally.<o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif; font-size: medium;">What if, instead of loathing the company owner described
above, you chose to be a partner? Put
yourself on his/her schedule for breakfast or lunch. Ask about his/her hopes for the company. Ask how he/she hopes to get that done. Ask how he/she sees the organization needing
to change or bend to make that happen. Put down the broom and pick up a pen (or
iPad). Have a couple of meals together to
unpack these questions and the ones they’ll lead to. Take notes.
You’ll see the small ways you can insert your expertise and ideas into
the conversation. You can begin to
change the view of your role in that leader’s eyes.<o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif; font-size: medium;">Come back to mission and vision. Plan, in your second to fourth meal time, to
bring up what you understand the mission to be.
How does your manager see it? Are
there connections to the expressed hopes for the organization? You’re now moving into an analytical posture
with your leadership. That’s an
attractive position because it opens the door wider for analysis of the
organization.<o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif; font-size: medium;">Look at the team around you, too. Where are strengths being used? Where are they lacking? And is the right person doing the right
thing? You already know that your role
has mutated unhealthily, so don’t be surprised that others are suffering in the
same way. Put down the dust pan and pick
up a conductor’s baton. Pull them out of
it and put them in places to showcase the hirable skills originally
displayed. And if there are tasks that
need to be done, get them done, but be smart about assigning them. Look to see where those tasks make the most
sense. Remember, you can then speak to
your manager about this thoughtfulness and restructuring in the context of the
conversations you’ve been having with him/her.<o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif; font-size: medium;">That alignment is a display of giftedness meant for your
role. Granted, clean-up is important,
especially when you first get to a company.
However, don’t stay in that posture.
Just because you can clean up doesn’t mean you should always do it. And if there is that much going on, something
is broken and you can fix it.<o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif; font-size: medium;">A stumble along this new path may occur. You might find that the last week has put you
back into clean-up mode only. It’s
okay. You’re re-training yourself as
well as others. A step back is not
uncommon. Just make a course correction.<o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif; font-size: medium;">You can start over right where you are. Make weeks into escapades rather than
preparation to escape! You don’t need to
go back to first grade to prove you have something valuable to offer. But, if you start seeing giant penguins
running around the office, the pressure has definitely gotten to you. Time to use some PTO.</span></div>
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Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comtag:blogger.com,1999:blog-3996265146331300412.post-78588839446938061102016-06-06T11:35:00.000-04:002016-06-06T11:35:19.612-04:00Are We Ourselves?<span style="font-family: "georgia" , "times new roman" , serif;">Assertive versus Aggressive. Confidence versus Conceit. As a leader, we might display one over the other. There was a guy I knew in high school who parlayed confidence into conceit on a regular basis. He annoyed the crap out of me, but I found myself swimming in his lane to fight back. I had become that rude jerk. I was merely trying to be an assertive alpha male (my skinny frame didn't make it so easy to do....stupid track team), but it didn't translate that way to others.</span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;">While an assertive person channels and promotes good communication, the slide into aggression parlays that into interruption and talking over people. It's a subtle slide. There are characteristics that start healthy enough but then become twisted and contorted by a shifting foundation.</span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;">Is there something more lurking just a little deeper? A lack of self-esteem may be at play. It's not to say you don't have any self-esteem, but rather it's development might be askew. Dr. Michael Miller, former editor in chief of the Harvard Mental Health Letter, says, “It’s more likely that self-esteem will come as a result of accurate self-understanding, appreciation of one’s genuine skills, and the satisfaction of helping others.” As managers, is this our stance?</span><br />
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<span style="font-family: "georgia" , "times new roman" , serif;">Observations for years show me how much management often find their identity in the work they do. This becomes the basis for self-worth and self-esteem. And this is a simple recipe for disaster. When we base our esteem upon shifting sand, such as a particular organization, the work being done or even the people we work with, the foundation is based upon change. People leave, we leave, the work changes and organizations are sold, merged, restructured or altered. If we live for the company, we will be disappointed.</span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;">Our audience, however, might be receiving management poorly based upon the dilemma of assertive/aggressive or confidence/conceit. Again, if it's a matter of self-esteem, your staff can easily identify the difference. When a manager is over-the-top or a micro-manager, the talk among employees will start rather quickly. It sets a tone for response that's based upon someone's individual needs (in this case, the manager) rather than the good of the whole. Staff begin to look for ways to avoid the wrath of a manager or even seeing the manager at all. These goals supersede the goals of the department in the work to be done.</span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;">Such a backwards setup. We short-circuit the efforts towards our department's goals by the way in which we struggle to handle ourselves and the workload, for instance. Help is an okay option. It's not a sign of weakness, despite the possibility that your employer may think so. And while I know your job is important to you (your finances, for example!), it cannot be that you should become less of the person you are or are meant to be. Simple to say, right? But what does it profit you to be aggressive, struggling with self-esteem or self-worth and not meet the goals you've set for work? Right the ship. Take the time necessary to unravel what's been going on.</span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;">Typically, managing the esteem of a manager is not on a job description, yet we see it happen. Don't be the manager putting employees in this situation. Get grounded outside of the work. Then, when work needs to be done, it is a matter of how to best do it, apart from it fulfilling some esteem needs. And while I am far from a self-help guru, I do know enough that there is truth that a person must discover for himself/herself that is separate from work, from a person or from status. Take the time to examine yourself and find out what's true about you.</span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;">In human resources, we can find ourselves giving so much to others, which is a part of our job, that we tax our own foundation. We must be sure to connect inwardly.</span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif;">Pushing the envelope is worth it. Don't fear being assertive. It does matter in driving the goals of your department. However, it is meant to be done with a specific goal in mind for the organization, not for your esteem. If work defines you, take a small step back and look at the bigger picture. Your role needs you to be as with it as possible. You are the one in the role for a reason. Get back to you.</span><br />
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<br />Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comtag:blogger.com,1999:blog-3996265146331300412.post-63569216346905404822016-05-18T10:06:00.000-04:002016-05-18T10:06:14.768-04:00Don't Worry, Be Happy<span style="font-family: "georgia" , "times new roman" , serif;">There are almost 92,000 books being sold on Amazon.com right now that contain the word "happy" in the title. This does not necessarily include all of the books that are actually about happiness. Nor the ones that are about satisfaction, contentment or peace. </span><br />
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<span style="font-family: "georgia" , "times new roman" , serif;">#WorkHuman was a conference recently held by <a class="g-profile" href="https://plus.google.com/117626203492310368836" target="_blank">+Globoforce</a> in Orlando. And while it was a conference founded upon recognition thoughts and strategies, there was a push towards happiness that I found refreshingly interesting.</span><br />
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<span style="font-family: "georgia" , "times new roman" , serif;">From a scientific approach, the concept of happiness was explored by Shawn Achor. What benefit is there to happiness in the workplace? Of course, we would rather people be happy than sad at work. It's not likely that any of us looks to see a line of sad people outside of our door that we need to convert to happy ones. However, there is something to be said about our ability to promote a happier culture. <a class="g-profile" href="https://plus.google.com/117280911907790899762" target="_blank">+JetBlue</a> VP of People Michael Elliott shared how it's the job of HR, for example, to sell the success stories of the company. Preach the ways we shine. We have an opportunity to support the core values and encourage the mission of our organizations through a pursuit of happiness.</span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">Consider, however, the concept of joy. Happiness tends to be an emotional consideration, and while there are fuller perspectives, joy is more of a state of being. What can we do to foster this level of consideration? How can pursuing the right perspective of such a state of being impact workplace culture?</span></div>
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<li><span style="font-family: "georgia" , "times new roman" , serif;"><b>Where does the joy come from?</b> - Look for ways to push those around us to consider self-awareness. Not necessarily in the metaphysical sense, but think of it in light of the wellness and mindfulness initiatives available to us. Grounding people is a gift. Very often, we get ensnared by the busyness of our roles. We need to motivate ourselves to do our work because it's an expression of who we are. Look to align the joy being cultivated in you around the functional roles of existence. If it's out of line, you'll sense it clearly. Adjust this in a timely manner and, then, recalibrate.</span></li>
<li><span style="font-family: "georgia" , "times new roman" , serif;"><b>What can the joy do for others?</b> - In addition to the ways joy brings a stability to self, the joy one has can serve as a beacon to those looking to secure their own. Reflecting the active nature of joy will inspire others, but will be done as a genuine by-product. Manufacturing a trite or programmatic approach to this will be apparent to others observing, and the initiative will fail. The honesty that joy gives is infectious and truthful. There is something so attractive about someone who is naturally full of joy. If you have known someone like this, think about how he/she made you feel. Don't hide the joy at work; live it fully and others will observe it.</span></li>
<li><span style="font-family: "georgia" , "times new roman" , serif;"><b>What will work be like in light of joy?</b> - A <a href="http://fortune.com/2015/10/29/happy-productivity-work/" target="_blank">study in Britain</a> showed that providing happiness outlets, even in small doses, could increase productivity by as much as 12%. 12%?! Think about that. That could be tens of thousands to hundreds of millions for our companies. Amazing to think that encouraging happiness could lead to such results. And the feeling of happiness leads to an openness to joy, contentment and satisfaction. When workplaces cultivate this type of depth, talent does not look to leave as willingly, especially those who've worked in other environments. There will be a great appeal to remain connected and committed to who and what the company is.</span></li>
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<span style="font-family: "georgia" , "times new roman" , serif;">None of this is meant to cover up the difficulties that come along with living. Sickness, financial strain, divorce, death...all of this and more vie for our attention and steal our joy. We should not look to be smiling idiots or attempt to gloss over the pain that others might have. We're still people, People! </span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">The thoughts here are reflective of the measurable affect that happiness can bring to the workplace. While at this conference, <a class="g-profile" href="https://plus.google.com/102162377433663280831" target="_blank">+The Michael J. Fox Foundation for Parkinson's Research</a> founder was on-hand to share his perspective on life. To hear someone who could have become rather bitter and jaded at the unfairness of life, share that he loves his life, is humbling. The gripes about work - the amount to do, the managers that annoy and the lack of variety of coffee flavors - find a better context and become minimized in light of such a perspective. Michael J. Fox shared his heart and his joy. The lesson for all of us is to do the same.</span></div>
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Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comtag:blogger.com,1999:blog-3996265146331300412.post-46382102724891884172016-05-09T09:45:00.000-04:002016-05-09T20:17:08.472-04:00Love Yourself<span style="font-family: Georgia, Times New Roman, serif;">Almira Gulch. What a name. It's fraught with constipation and furrowed eye brows. And while it wasn't her idea to be named that, she found a way to fulfill the name's intent. Wait? You don't know who Almira Gulch is? Really? You might know her by her stage name - The Wicked Witch of the West. In <u>The Wizard of Oz</u>, Almira is the black and white version of her technicolor green self. And she delivers deliberate cruelty and fear across the spectrum of color. And while Dorothy ultimately destroys her (she liquidated her, according to the Wizard), there is a scene prior to the trip to Oz that is symbolic of HR.</span><br>
<span style="font-family: Georgia, Times New Roman, serif;"><br></span>
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<span style="font-family: Georgia, Times New Roman, serif;">Auntie Em, the perennial calling card for home, is face to face with Almira Gulch. Em has the perfect opportunity to tell Almira off. Ms. Gulch has come to take away Toto (not Toto!), and it's crushing to the young Dorothy. Em's maternal instinct kicks in and she's ready to take on this brash lizard of a woman. And what does she say? "<span style="background-color: white; color: #333333; line-height: 17.03px;">Almira Gulch, just because you own half the county doesn't mean that you have the power to run the rest of us. For twenty-three years, I've been dying to tell you what I thought of you! And now... well, being a Christian woman, I can't say it!" NO!</span></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">Why didn't she say it? We're all there with her. We want Em to haul off and deck her, honestly, and instead she leads us up to the finish line and then falls down just prior. So frustrating. We tend to do the same in HR. </span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">Think about terminations. There are some that bring great joy to our hearts, admit it. We're thrilled to see this slug of a human being exit our organization. This person has been the bane of our existence for too long. We've spent hours on this person and the situations created as a result. And while there was hopefully some good that came through it all (management training, refinement of the discipline process), it is still a huge sigh of relief that he/she is gone.</span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">Far be it from me to get my Philly on and ask you to just tell the person off on his/her way out (If you need that help, though, my mom is available for a reasonable cost...she's fantastic at it). However, there is a truth to be shared. In terminations, for example, it is helpful to the person for us to share what he/she can take from the experience in prep for the next role. Frankly, we preach that formal reviews should contain nothing that hasn't already been shared with the employee. So, sitting with the person on the way out to remind him/her of the progression shouldn't be new news. What it is though is an honest recap of truth.</span></div>
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<span style="font-family: Georgia, Times New Roman, serif;"><br></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">Haven't you hired someone and three months later think, "How did this person ever hold a job?" And yet, they've worked for ten years' previous. Likely, managers were just glad to see them go and didn't share much to help that person transition to the next role. </span></div>
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<span style="font-family: Georgia, Times New Roman, serif;"><br></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">And don't wait for a termination. Give honest perspective throughout. Are you afraid of being sued? Seriously? Anyone can sue any company for any reason. Why fear what can happen no matter what? I've watched companies get served lawsuits that are baseless and untrue, and yet still have to settle. I don't think I am bitter in this, but rather, I take it as constructive freedom.</span></div>
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<span style="font-family: Georgia, Times New Roman, serif;"><br></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">Please don't lose your basic HR communicative flow. Frame your words, be thoughtful and encourage dialogue. Ask perspective questions of the employee. Be knowledgeable of the situation and prepared to discuss. And tell the truth.</span></div>
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<span style="font-family: Georgia, Times New Roman, serif;"><br></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">I would love to tell off a million people, give or take a thousand, but that's not ultimately for their benefit. However, don't swing the pendulum too far the other way. Don't live in fear and therefore not share enough. Give people constructive feedback in an honest framework. And if you need the release, go outside, behind the building and lose your mind. And then come in, visit security, watch the video footage and crack yourself up. You'll be back in the right frame of mind afterwards.</span></div>
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Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comtag:blogger.com,1999:blog-3996265146331300412.post-88841344247673443892016-04-19T15:03:00.000-04:002016-04-19T15:03:42.787-04:00You Don't Own Me<span style="font-family: Georgia, Times New Roman, serif;">It's not likely to be news that words have power. They have power to alter behavior, influence change, lead a revolution and cause the deepest kinds of pain possible. As professionals, we might forget that people still are impacted by words. Perhaps we've taken to bending the truth in our conversations to either soften the blow or paint a better picture of things so that employees don't lose heart. While there are a couple of studies that try to prove the value of lying, there are more that point to honest transparency as the beneficial route. Whatever the reasons might be, our words matter. </span><br />
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span>
<span style="font-family: Georgia, Times New Roman, serif;">Have you seen the little girl telling her dad a lie about <a href="https://www.youtube.com/watch?v=qss9CndNkKk" target="_blank">what happened to Barbie</a> (and why?). You must! Amazing insight into our DNA. We're not taught how to lie; it's a natural phenomenon for us. We just do it in order to avoid trouble, deflect attention or save our skin. Truth is easily replaced by a lie. Consider the countless times people get pulled over. Think everyone tells the cop the truth? Or even playing the "I was speeding? I had no idea. Oh my gosh," when you know full well that you were flooring it. Some of us give Oscar-worthy performances!</span><br />
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<span style="font-family: Georgia, Times New Roman, serif;">Fear is a huge motivator of our words. What would it mean if an HR Manager said that he/she didn't know something that's HR related? It shouldn't be a shock, but fear might stand in the way of that HR Manager being honest. He/She might be afraid of looking weak or not-as-experienced as a supervisor would expect. And so, if we are backed into a corner with our fear, we might lie. We might say we know something. We might say we have done a certain task. We might offer perspective as if we've been there-done that. All of it is dishonest. And now those lies have to be built upon as time goes on. Those lies own you.</span><br />
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<span style="font-family: Georgia, Times New Roman, serif;">Organizational health functions best in honesty. When staff know that the words of the leaders are real, the response is genuine. In late 2008, when the economy in the US fell due to the housing crisis, company leaders sat with their employees to let them know what was going on. In some of those conversations, layoffs were presented as a viable option to save money. The response from many employees was to keep everyone and just reduce every employee's hours. They understood what was happening, why it was happening, and based upon the honest dialogue from leadership, volunteered a plan of action. While the stress of the economics was real and cannot be denied, there was health in the approach to all get into the same boat and hold on.</span><br />
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<span style="font-family: Georgia, Times New Roman, serif;">It is important to note that no one is alone in this. In some ways, we've helped create a culture of untruth. Our fantasies are affirmed more than our realities. We have allowed our leadership to be untrustworthy for a long while. Just looking at our political landscape reflects such a position. Our role as management, as leaders, is to break the cycle. I am not naive to think that this will mean open doors for everything with full disclosure. Quite frankly, there are details that are not for the world to know. This is not dishonest if it's shared just that way...."Here's what I can tell you and understand there are some parts that I cannot offer much detail due to (confidentiality, a matter of law, unsettled circumstances, etc.)"</span><br />
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<span style="font-family: Georgia, Times New Roman, serif;">We have one another to stand with in our doubt, in our lack of knowledge and in our fear. It's okay to not know something. That's the beauty of asking our community, of attending seminars and workshops, of developing friendships with managers from other companies. We can't know it all, and we have to be okay to say so. Honestly, I know for myself and some others who've shared with superiors where our difficulties were, we were not fired. </span><br />
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<span style="font-family: Georgia, Times New Roman, serif;">Perhaps, you find this whole topic puzzling or amateur. Fine, but the reality is that there is enough fear pushing a lack of truth in our workplaces. If it's not you, it may be someone working for you. Do our staff feel that they can say what they don't know without fear of reprisal? Are they apt to lie? How can we cultivate a different environment?</span><br />
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<span style="font-family: Georgia, Times New Roman, serif;">In HR, we see people lie often. It's sad, but true. We read resumes containing experiences that never occurred. We hear from employees in a disciplinary situation covering their butts. We hear executives tell us that everyone will keep their jobs as a result of a merger. It is all around us. We can push for a more honest culture by being an example first.</span><br />
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<br />Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comtag:blogger.com,1999:blog-3996265146331300412.post-17604224956125786732016-03-30T11:12:00.000-04:002016-03-30T11:12:43.633-04:00Caught Up<span style="font-family: "georgia" , "times new roman" , serif;">You know when you walk into your place and you see your significant other in a compromising position with your roommate. And then you stop in your tracks with your jaw dropped until you see that one of them has gotten a bracelet caught in the sweater of the other. And then you understand the context of the situation. And it's not so bad. That hasn't happened to you? Well, you could just as easily find <u>Three's Company</u> on demand and watch any episode.</span><br />
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<span style="font-family: "georgia" , "times new roman" , serif;">The specifics of the situation may change but the overall issue remains the same. On <u>Three's Company</u>, the plotline was the same - some misunderstanding (usually of a sexual or relational nature), followed by a poor response, an awkward reveal of the truth, and then, reconciliation. The core issue was mistrust, but the situations that revealed it changed. </span><br />
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<span style="font-family: "georgia" , "times new roman" , serif;">In our organizations, we might find ourselves facing the same circumstances. There is a core issue at hand that seems to reveal itself in what appear to be unconnected situations. In actuality, they are absolutely connected. I recently was with some HR pros who were addressing an issue that had come up a few times previously. The situation was presented newly, but the core issue remained the same. And what we do in HR often does not push the envelope towards addressing the core issue. HR tends to seek peace as its goal. We'll just hurry up and find a quick solution to the situation, rather than the issue, and hope that it doesn't come up again or that the person who continues to pick at the issue leaves the organization. This is not managing the situation effectively.</span><br />
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<span style="font-family: "georgia" , "times new roman" , serif;">What we can do is take the posture of dialogue to reveal the core issue. Allow the conversation to move beyond the buzz of cliched approaches with which we get caught up - we need to manage this change better, we need to assess our strengths so we know if we've got the right people on the bus, we need to have an outing so that we can unify our team. Listen, those things can be great, but if the core issue is lack of trust, then none of those recommendations, along with a thousand others like it, won't work. It will serve as confirmation, in some cases, as to why the mistrust is there. Cliques, suspicion and faux-enthusiasm become obstacles heaped upon an already tough set of circumstances.</span><br />
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<span style="font-family: "georgia" , "times new roman" , serif;">Consider sitting in a room and simply asking, "Who wants to be here?" What if we start with that? What if we push the conversation around why people don't want to be there? In some cases, there's so much damage in the history book that someone might not be motivated to meet in the middle. If that's the case, then an organization can just keep pouring good resources towards resolution that will never come. If someone wants out, then sometimes that's the best answer. There is not going to be a pretty bow around it and that person may not speak well of you or the organization upon departure. Honestly, oh, well. </span><br />
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<span style="font-family: "georgia" , "times new roman" , serif;">Learn the lesson from that situation and understand that the core issue still needs to be addressed with those remaining. Call it out. Put it on the table. Have an honest dialogue about it and understand that all parties might not see the same circumstance through the same lens. Embrace it, as frustrating as it might be, and ask good questions as to how to handle the core issue. It's not about dying on the hill of circumstances, but rather fighting to get back to giving others the benefit of the doubt. As a team, we have to encourage that, but we have to do it from the core, not the surface.</span><br />
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<span style="font-family: "georgia" , "times new roman" , serif;">Some of us need to wake up and take stock of the issues in our organizations. Stop pretending they aren't there, that they'll go away or that it's someone else's problem. Our job is to address and provide the forum for dialogue, healing and growth moving forward. We lay out expectations on both sides for moving this forward. We don't accept everyone's stubbornness; we don't bow to fear. We don't allow one thing to be said in our meetings and then another to be said at the cubicles. We push for honesty, grace and truth. </span><br />
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<span style="font-family: "georgia" , "times new roman" , serif;">Listen, I recognize how hard this can be in some of our companies. I know that there is entrenched organizational un-health and the unwilling spirits of employees. But, I also know that there will only be repeat episodes of <u>Three's Company</u> as long as nothing is done to get to the core issue. And those episodes will play without a laugh track. </span><br />
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<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comtag:blogger.com,1999:blog-3996265146331300412.post-40111055557680009532016-03-17T15:24:00.000-04:002016-03-17T15:24:01.100-04:00Are You Gonna Go My Way?<span style="font-family: "georgia" , "times new roman" , serif;">Labeling is an easy skill for most of us. Our minds have been trained to categorize and label people, things and places. There are schemata filling the schema in our brains. In other words, files filling file cabinets in our minds with connections and definitions. It's why you might smell something, good or bad, and connect it to a memory, a place, a person or a time. We label.</span><br />
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<span style="font-family: "georgia" , "times new roman" , serif;">For those of you re-watching episodes on MeTV of "Happy Days" (or maybe watching them for the first time), you know that the coolest guy on the earth in the 1970's was Arthur Fonzarelli, aka Fonzie. Initially labeled a juvenile delinquent, Fonzie rose to show a deeper character and a true coolness. When an organization that worked with kids with who suffered serious abuse and were emotional stifled came to the attention of director Garry Marshall, he wanted Fonzie to alter the label of super-cool a bit. When Fonzie cried in one episode, and those kids watched it, the result was an open door for that agency to help those kids. They were ready to emote since Fonzie did.</span><br />
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<span style="font-family: "georgia" , "times new roman" , serif;">The labeling takes over rather quickly, however. We decide who is a jerk, who is nice, who is conceited, who is fake, who is a wimp. We connect people into categories and then treat the group in that category in the same manner. We respond singularly, for example, to someone who is mean. For some of us, we retreat from such a person. For others, we look to engage and rip apart that person. It's a sport - the art of the run and the art of the fight. We all travel the scale and, for some of us, we have to manage people on the same scale.</span><br />
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<span style="font-family: "georgia" , "times new roman" , serif;">Our involvement in the label movement is an everyday contribution. When we treat our employees in a responsive manner rather than at the level we want them to operate, we display our commitment to the label rather than the person. To be sure, there are jerks. Of course, those jerks might not be long for their employment. Yet, even if they are to be with you for a short time, let's engage them in a way that calls them to greatness rather than meets them in their jerkiness.</span><br />
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<span style="font-family: "georgia" , "times new roman" , serif;">As you think about how you're reacting, consider these thoughts:</span><br />
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<li><span style="font-family: "georgia" , "times new roman" , serif;"><b>Check your tone</b> - are you sharper with a particular person than others? Is your label of that person the reason for the difficulty in communication?</span></li>
<li><span style="font-family: "georgia" , "times new roman" , serif;"><b>Re-read emails before you send them</b> - when tone is hard to know, as it is in emails, it means that a bit more time should be spent re-reading prior to send. You may be giving shade, even unintentionally, by doors you've left open for interpretation of words (and, yes, I said "shade").</span></li>
<li><span style="font-family: "georgia" , "times new roman" , serif;"><b>Examine distribution of work</b> - are you sharing types of work as well as the amount of work equally, based upon skill sets alone? Or are you giving the crappy work only to the employee you've labeled negatively?</span></li>
<li><span style="font-family: "georgia" , "times new roman" , serif;"><b>Rotate opportunities to lead</b> - Allow staff to take turns leading various meetings, training sessions or projects. By rotating the team leader, you are sure that you're negative slant towards someone isn't getting in the way of job expectations and opportunities.</span></li>
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<span style="font-family: georgia, 'times new roman', serif;">If you're thinking, "I would never let So-And-So lead a meeting or be in charge of a specific type of work", that's fine. I would just ask back, "Well, then, why is he/she still working at the company?" If the basis work of work isn't being met that you've uniformly given, then the employment of that person should end. The work is the reason a person is hired. </span><br />
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<span style="font-family: "georgia" , "times new roman" , serif;">Bear in mind, too, that people might just sometimes surprise you. The jerk could let his/her guard down and show you how wonderful he/she is. The wimp might find his/her courage due to the way you're running the department. The fake might become the most authentic person on your team as he/she learns that skill sets and work product matter more than the facade portrayed. If Fonzie can cry, then any of these changes could happen. Heyyyyy...</span><br />
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<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span>Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comtag:blogger.com,1999:blog-3996265146331300412.post-3036322784682812122016-02-26T10:24:00.000-05:002016-02-26T10:24:47.275-05:00Piece By Piece<span style="font-family: "georgia" , "times new roman" , serif;">Recognition has become a discipline within HR. It is the art of providing or delivering attention to someone for a particular accomplishment. It could be about the achievement of a specific goal or to mark a milestone within the organization. It is valuable and provides proof that the company sees what its employees are doing and, sometimes, for the way in which those actions benefit the organization.</span><br />
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<span style="font-family: "georgia" , "times new roman" , serif;">Of course, if someone works on a project for six months and it turns out great, it's very nice to be recognized for having finished the work well. There is a benefit to those who see how the achievement of their work matters. Connectivity is very important and it allows the performer to see how action produces real results, per person, piece by piece. All of the cogs on the wheel are fantastically connected. It's a great picture and the recognition factor drives it home.</span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">Is that it? </span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">Long are the conversations regarding felt needs and reward. Do we merely offer a plaque, a gift card, a weekend away and check off the box of recognition? When dealing with real people with real baggage and real emotion living real lives, providing inauthentic trinkets may not pack the punch hoped for by the organization. And what can often happen is that companies become bitter towards recognition because they sense an ungrateful response by employees. What was meant to be a motivator becomes an open sore of tension pushing division.</span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">As practical as we ought to be in HR (don't get me started on the value of business acumen and metrics, people!), we cannot swing the pendulum so far that we forget the people we are trying to serve. Consider the concept of restorative recognition. This is the kind of recognition that knows where people are, what makes them tick, what their circumstances are and then rewards them in the context of a real situation. The deficiencies in their lives may not all be met, but we're providing appropriate levels of engaged recognition that we know will touch upon it.</span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">The Make a Wish Foundation is magical because for years it has provided terminally ill children with the opportunity to have their greatest wish granted. From going to a prom to meeting the President to being Batman for a day, the stories have touched the hearts of those precious children, of their parents and families and of the millions who watch the stories unfold. It affects the heart. </span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">An employee who is struggling to pay for a child's college education is a real need. We can know that. Handing that employee a gift card for Macy's as a reward for an achieved goal or milestone is not going to solve the need of paying for college. Nor is the point to give them $5000 as the reward in order to meet that need. Think. Be creative. What would it mean to that employee to be recognized for the work he/she did that met the criteria for reward by handing him/her proof of monies being deposited into his/her child's college campus account for textbook purchases or towards the meal plan? It's thoughtful. It's given in light of knowing your employees. It's an absolute way of endearing employees to the organization even more.</span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">Think I'm crazy? Get in line. The point is that we can know these things about our staff and make a choice to recognize in restorative ways. People carry around burdens and dreams. Practically, we can't grant wishes all day, nor do we have the budget to do so. Yet, we can use our imaginations and creativity to do something more than rummaging through a drawer in our office to find an Amazon gift card for a giveaway.</span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">How many of your staff didn't get to go on a honeymoon? How many haven't been able to take their spouse out due to a lack of affordable child care? How many dreamed to be a professional baseball player? How many trained as a dancer all throughout their childhood and have no opportunity to fit it into life now? Now, be creative. Work with a vendor partner to secure a weekend or an overnight to a bed and breakfast. Work with a local certified and approved child care service provider for one night of child care (and throw an Uber and dinner in). Get tickets to a baseball game and work with the event staff to throw some confetti on the employee to celebrate the Home Run Hitter he/she is at work. Provide a six-week dance class to the employee that can happen after work in an open space right in the building.</span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">These aren't all of the solutions. They may be none in your particular case, but the point is that restorative recognition goes a long way to show that our involvement is thoughtful and done as a result of knowing our people. As said earlier, connectivity is very important and it allows the performer to see how action produces real results, per person, piece by piece. By doing this in a tailored manner, we cut to the soul of our people as well as of ourselves. As a blubberer myself, I can tell you that when we're this thoughtful, people are moved and the tears flow. </span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">Get those creative juices flowing and know that people need more than a crystal pyramid with their name engraved. That isn't likely to hit them deeply, but tickets to a concert of the one performer they've never had the chance to see before will. Because you took the time to know them. Because the company is invested in its employees. Because we're building community.</span></div>
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Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comtag:blogger.com,1999:blog-3996265146331300412.post-81201775074058540932016-02-12T15:05:00.000-05:002016-02-12T15:05:01.376-05:00Hungry Heart<span style="font-family: Georgia, Times New Roman, serif;">Wandering happens. People find that what once satisfied, no longer does. Marriages have broken up, families have been fractured, jobs have been left because of it, hobbies lay in corners of basements or garages all over this country because of it. We get bored and our eyes begin to look for the next biggest, baddest, best option.</span><br />
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span>
<span style="font-family: Georgia, Times New Roman, serif;">When <u>The First Wives' Club</u> started, the divorcees had all experienced a cheating spouse. A spouse who found "happiness" in the arms of another (younger) woman. The spark of attraction that originally came from the first wife was replaced with bland familiarity, boredom and predictability. Of course what follows is hilarity, a song and dance number and domestic earnings of over $100 million (and counting). In the movies, this is an "of course"; in our real lives, the song and dance is not usually found.</span><br />
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span>
<span style="font-family: Georgia, Times New Roman, serif;">The struggle to find connection pulls at the heart of any relationship, whether person to person or person to purpose. Brokenness and disconnect make other options seem more appealing. There is a longing for something so much more than what someone is living. And knowing this is a tendency for many of us, what do we do about it? If we serve in a position of influence, however small, what kind of difference can we make?</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiPkE_oQMsdqh540-J-rHeNRtIRYBZ31uhQZXZphF6nz8f31_i1DtOP4LxV_H3y-LOYiZy-NvTRdKs4kVwKQHYRZhLtGDZkiRDH2aifbrUhQtFegkMnzPOfnLtccd8RzxNSspwIb9zHZ_w/s1600/MV5BMTg2OTU1NzgyMl5BMl5BanBnXkFtZTcwNDAzODc2MQ%2540%2540._V1_CR0%252C30%252C250%252C141_AL_UX477_CR0%252C0%252C477%252C268_AL_.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="179" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiPkE_oQMsdqh540-J-rHeNRtIRYBZ31uhQZXZphF6nz8f31_i1DtOP4LxV_H3y-LOYiZy-NvTRdKs4kVwKQHYRZhLtGDZkiRDH2aifbrUhQtFegkMnzPOfnLtccd8RzxNSspwIb9zHZ_w/s320/MV5BMTg2OTU1NzgyMl5BMl5BanBnXkFtZTcwNDAzODc2MQ%2540%2540._V1_CR0%252C30%252C250%252C141_AL_UX477_CR0%252C0%252C477%252C268_AL_.jpg" width="320" /></a></div>
<span style="font-family: Georgia, Times New Roman, serif;">A job becomes stale and predictable, just as a relationship does, when there is no encouragement towards or opportunity for creativity. The imaginative spark has been studied for decades, particularly in its symbiotic nature with organizational change. Creativity pushes boundaries and considers what might be. Think about how your organization would benefit from such a posture. Wouldn't the organization change as a result? Perhaps it's the development of a new product or process. Perhaps the method of delivery is improved or completely made over. In some measurable way, the creative outlets for staff will drive organizational change.</span><br />
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span>
<span style="font-family: Georgia, Times New Roman, serif;">Think about the correlation to relationships. Wouldn't approaching a date with enthusiastic creativity likely make the date memorable? If it's just dinner, again, where is the imagination? So many of my friends do "date night" once a month with their spouses. It's often just dinner. Yawn. It's no wonder that the time that's meant for connection becomes time spent looking at your iPhone to see what time it is. Oh, when do we have to leave to get the kids? </span><br />
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span>
<span style="font-family: Georgia, Times New Roman, serif;">Stagnant relationships at work function in the same manner. How do your staff relate to what their doing? Do they own it? Do they have an opportunity to enlarge their roles? Bring your team together to see how this can happen. Collaboration, also, fights against the restlessness of the role. Working together and corporately setting goals for engagement and impact take the wandering eye off of what might be and focus it on what is and will be. High functioning teams are not buzzworthy for the latest SHRM Conference; they have merit because the stats back it up. Sales training, like Sandler, spend a full day on these merits and outcomes. Jacob Morgan wrote a killer article on collaboration in <a href="http://www.forbes.com/sites/jacobmorgan/2013/07/30/the-12-habits-of-highly-collaborative-organizations/#6c09b4575f12" target="_blank">Forbes</a> a few years ago where he points out the heightened functionality that collaboration gives to the individual contributor, even when there are team or corporate benefits as well. </span><br />
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span>
<span style="font-family: Georgia, Times New Roman, serif;">An individual who is creative and collaborative has too much going on to wander. He/She sees a place for contribution, impact and recognition. The temptress walking by (whether a job posting, a call surveying interest to jump ship, etc.) isn't as appealing. A deep connection to the work being done at the organization will keep people there. The retention rate moves up, knowledge management can actually happen and succession planning becomes succession actuality. The hunger for more is met with real opportunity from and with the same company.</span><br />
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<span style="font-family: Georgia, Times New Roman, serif;">As people who get to encourage our teams, it's important that we remember our relationships need vibrancy. Our connection to the work, to the mission, to purpose have to be encouraged and kept fresh. The lax that leads to a wandering heart will cost our companies money and time and resources. Our staff will not be firing on all cylinders. Stir the fire of creativity and spark collaboration. And you'll satisfy the hunger.</span><br />
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<span style="font-family: Georgia, Times New Roman, serif;"><br /></span>Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comtag:blogger.com,1999:blog-3996265146331300412.post-79230857370860087632016-01-12T07:59:00.000-05:002016-01-12T07:59:51.229-05:00Here Comes the Hammer<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">A smirky demeanor. An
eagerness to deliver bad news. A
willingness to be the bad guy. It’s the
callousness that might accompany the final step of employment for an
individual. Have you seen it? Are you guilty of being this person?<o:p></o:p></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">From a humanistic standpoint, there is satisfaction in watching a poor performer lose. It’s why movies like “Working
Girl” or “9 to 5” are shown on TCM. The
plot lines are classic and stir up in us a desire to see someone pay for taking
credit for the work of others. We want
to see that perpetrator fired. We want
to see the hard-working underdog get his/her retribution and overdue recognition. Our nature inclines toward a measure of justice,
fairness and goodness.<o:p></o:p></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">And yet, when a termination has to happen, even if for those
reasons, do we in human resources lose our composure and impartiality? Think about why Roz, the HR Manager, in "9 to 5" is believable. And though we’re not judges, we do
represent the larger picture for the organizational culture we seek to
encourage. If we’re cruel with someone’s
feelings or circumstances, then others who work in the organization might view our
approach as exemplary of how things are done at the company. What was just about a termination might now
open the door for sub-par treatment in other employment relationships.<o:p></o:p></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">Consider:<o:p></o:p></span></div>
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<ul>
<li><span style="font-family: Georgia, Times New Roman, serif;">Gossip – How many people really need to know about the termination? The temptation to share with at least one
other person is real. And while that may
not tempt you, it may be that the HR team has taken to inter-departmental
gossip about a particular person’s departure.
We call that “safe” since it’s among the HR staff. Is it?
What is our example to our junior staff members? If we complain that HR is not included in
some other components of the organization’s function and development, perhaps
it’s due to the known loose lips of the HR department, even amongst each
other. Gossip is only about making you
feel better about yourself, pure and simple.
Listen to what you’re saying about others as you share. Would you just die if those personal notes
were being shared about you to others?</span></li>
<li><span style="font-family: Georgia, Times New Roman, serif;">Just Cause – Of course, documentation is a necessary
component of any good termination process as it really starts as part of the overall
discipline process, but are you building a case out of a real problematic
situation or more because you don’t like the person? I have watched good employees be terminated
because someone did not like a personality, a habit, a laugh (I’m not kidding),
etc. Would it be any surprise that
people would be afraid to be around an HR department like this? Who could be secure? Look at why and how these terminations are occurring. Validity and consistency of approach are pillars for the HR team.</span></li>
<li><span style="font-family: Georgia, Times New Roman, serif;">Management Training – Every termination is an opportunity to
grow management. Allow each situation to
be a case study for discussion, explanation and potential change with
management. Is there something that should
have been or could be done better? Look
together at how this termination might spur others on towards excellence. How do we foster that? Develop a plan of growth with management for
those employees whose cages will be rattled.
Train a manager through this. Or
just settle for the basic thrill of dropping the hammer on someone’s
employment. It’s too easy to merely
laugh with management and then be done.
Use every opportunity to grow people.</span></li>
<li><span style="font-family: Georgia, Times New Roman, serif;">HR Support – Why did this employee fail? While, in certain circumstances, it will be
hard to find anything more that the organization could have done to support the
success of the employee, it won’t be the case all of the time. What broke?
Why? If it means job duty
changes, do it. If it’s about
qualifications rather than the duties, then update them. If a manager is struggling to deal with
someone different than him/her, then coach them. Whatever action has to happen, work out a
plan to do it. Too many HR departments
will sit back after a termination and throttle the manager or other employees
in the department. We know best,
right? As we sit in our unapproachable
offices sitting on our ergonomic throne, we dictate our truths about our people
and our company. Probably not the best
approach.</span></li>
</ul>
<span style="font-family: Georgia, 'Times New Roman', serif;">This employee being fired is a person. </span><span style="font-family: Georgia, Times New Roman, serif;">And as simple as this last thought may be, it is classically
the one forgotten the most. He/She has to
go home and tell loved ones. He/She has
to deal with what's next. And while it may be completely the fault of this person as to why the separation is occurring, and
we had to act to separate, this person should be treated respectfully in the
process. It may not make for a great
movie to end this way, but it makes for a great company when even the
separation displays the right kind of response and culture.</span><br />
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Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comtag:blogger.com,1999:blog-3996265146331300412.post-77536576267300313902015-12-22T15:55:00.001-05:002015-12-22T15:55:42.544-05:00The Most Wonderful Time of the Year<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">Is it really? I heard
a woman severely curse off a Walmart Customer Service representative, while the
woman’s 2 year-old child was in tow listening to every word. I have had quite a few people tell me this is
the worst time of year. I have seen more
than the usual amount of birds being flipped out of car windows on the
highway. And I have observed a toddler
lose their mind on the streets of NYC because his mother wouldn’t buy him the
toy he needed. Ah, the holidays.<o:p></o:p></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">And when I walk through the halls of companies, I see employees devoid of emotion going
through the task-management of the holiday season with no connection to one another
or to the joy of the season. I see
managers with scowls, associates with the faintest hint of a fake smile and HR
people stressed out of their minds due to W2’s, ACA 1095’s, compliance
reporting, labor law updates, minimum wage changes and the list goes on.<o:p></o:p></span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgBLt9o0573G2uXalXNu5IsHpZF7YUcdEAO6sk9djb3njC9ctr6YyW-B5skCOafF5BoFmxxxMJjH8u4WcpTc4om0KDCu7b0ryfhioAKeokPLvGa5YPIUT2f5QtI3-Qr0Da09AarsH-oGBM/s1600/AG-1720.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><span style="font-family: Georgia, Times New Roman, serif;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgBLt9o0573G2uXalXNu5IsHpZF7YUcdEAO6sk9djb3njC9ctr6YyW-B5skCOafF5BoFmxxxMJjH8u4WcpTc4om0KDCu7b0ryfhioAKeokPLvGa5YPIUT2f5QtI3-Qr0Da09AarsH-oGBM/s320/AG-1720.jpg" width="300" /></span></a><span style="font-family: Georgia, Times New Roman, serif;">Know what I say?
Enjoy the time. Embrace the
thrill of the season. Go to a department
store or mall and watch the little kids excitedly get on Santa’s lap. Find those who have not yet been jaded by
life and have learned to hate this time.
Change the vantage point you’re working from.</span><br />
<span style="font-family: Georgia, 'Times New Roman', serif;"><br /></span>
<span style="font-family: Georgia, 'Times New Roman', serif;">True followers of behavioral modification will tell you that
change happens now.</span><span style="font-family: Georgia, 'Times New Roman', serif;"> </span><span style="font-family: Georgia, 'Times New Roman', serif;">Just make the
change, that’s the easy part.</span><span style="font-family: Georgia, 'Times New Roman', serif;"> </span><span style="font-family: Georgia, 'Times New Roman', serif;">Stop with
the frown and get on with the smile.</span><span style="font-family: Georgia, 'Times New Roman', serif;"> </span><span style="font-family: Georgia, 'Times New Roman', serif;">And
yet, the trick in behavioral modification is sustainability.</span><span style="font-family: Georgia, 'Times New Roman', serif;"> </span><span style="font-family: Georgia, 'Times New Roman', serif;">What can be done to keep behavior
changed?</span><span style="font-family: Georgia, 'Times New Roman', serif;"> </span><span style="font-family: Georgia, 'Times New Roman', serif;">How does the decision I’ve made
today last longer than just today?</span><br />
<br />
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<span style="font-family: Georgia, Times New Roman, serif;">For all people, it comes down to the same decision being
made every day. Today may be the first
day, but there are more days to consider and decide on. I know for me that today has enough troubles
of its own, so I don’t need to travel too far down the road of what might be in
days to come. Focus on today first. What am I doing and why?<o:p></o:p></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">For those with real pain that seems to pierce the veil
during the holiday season, I hear you.
Take courage because there are many in the same boat. Find each other and decide to be a reason for
joy for him/her. Look for ways to serve
others and watch how much the burden lifts from you. It’s not idealistic; it’s psychological. <o:p></o:p></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">My friend <a class="g-profile" href="https://plus.google.com/109204587154963604740" target="_blank">+Steve Browne</a> often speaks of being positive in
HR. One of the best ways to do it is to
foster deliberate and simple steps to think differently. We don’t have to have our Master’s degrees or
300 letters after our names to be able to affect change in thought and
dynamic. We have to inspire others to
make healthy decisions for themselves and, in turn, for the organization. Our culture is impacted greatly by such an attitude
in staff.</span></div>
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<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">When I watch “Elf” each season, I am always struck by the
forced conformity placed upon Buddy by his father and the world around
him. His overly enthusiastic self is
asked to be buttoned down into a suit and tie.
He rebels, puts back on the elf suit and reconnects with Santa. The rebellion is based upon a decision. He decides to return to the positivity of
what he knows. We, too, have the choice
to return to the positivity of what we know.
You're always going to have a new law to adhere to; we always do so don't stress. Get the elf suit on and enjoy this time of
year!</span></div>
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Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comtag:blogger.com,1999:blog-3996265146331300412.post-51269474174363742992015-11-25T12:55:00.001-05:002015-12-10T07:59:27.312-05:00Hello<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif;">People management as a career carries with it many necessary
skill sets. A bit of counseling, a dash
of conflict management, a hint of patience and a strong dose of listening
skills blend together to ensure that the staff you serve know they are heard
and valued. The management of people is
not a natural ebb and flow for most; it’s a dance mastered through practice,
research and observation. Curious, I don’t
see much of it taught on the university level.
Management courses on business development, organizational development
and finance (and their off-shoots) fill the curriculum for collegiate study.<o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">I recall taking an interpersonal skills course in college,
and there were seven of us on day one.
By day two one had dropped as the size of the class was already too
uncomfortable for him. So, the six of us
plowed through various psychology and communicative styles in order to
appreciate other approaches and develop our own more deeply. It was thoroughly challenging and incredibly vulnerable.<o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">So much of what was emphasized was basic response-oriented
training. When someone walks into a room,
acknowledge that person - say hello, ask them to have a seat, ask if you can help them. Body language,
verbal cues and facial expression are a functional part of managing people. Further, and more likely for many these days, the tonality
and inflection of the voice on the phone, and the sentence construct on a text
or email, set the stage for an appropriate conversation with an employee. <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif;">As our work in the human resources field continues to move
in a metric-oriented discipline, which has great merit, it is vital that we not
lose our people management skill set. And
if you’ve never had a people management skill set, then it is time to work on
it. <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif;">When people come to you, there has already been a story
playing for them. Pain or anger may have
taken root, depending on the situation. Broken
relationships cut deep – whether breakups, divorces or death. Our job is to get to the heart of it. We’re not counselors, understood, but if an
employee is walking into your office, then bet your bottom dollar that whatever
the issue is will distract that person from work. It is now a work consideration. <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif;">Basic coping mechanisms may be extended to the person, and
sometimes that happens naturally just by having someone on whom to unload. The skill sets of the employee could be
clouded, but our act of listening and providing visual cues of such attention
might move those clouds. The ability to
jump back into the swing of “normal” functioning may be as simple as that. Yet, when the door is consistently closed and the email
goes unanswered, an employee dives deeper into his/her issue, making it more
difficult to un-cloud.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif;">Everyone has a story.
There is no one free from baggage.
Everyone wants more time.
Everyone has regrets (or would like a do-over on some things). Everyone has lost their way for a bit. Remember this as a people manager. Those we manage do look to us. What do they see? Of course, depending on the
situation, there are likely to be more steps after listening, but the first step sets
the right tone.</span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif;">Answer the phone, respond to the email, open your door. Engage with your people. It doesn’t need to be seen as an employee
engagement objective. It should be seen
as being a person. A person who can support
another person. And sometimes we’ll have
quite a heavy burden to share in with this employee. We can manage the road together.</span></div>
<div class="MsoNormal">
<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></div>
<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></div>
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<o:p></o:p></div>
Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comtag:blogger.com,1999:blog-3996265146331300412.post-10786854841258394412015-11-04T08:05:00.002-05:002015-11-04T08:05:47.244-05:00I Fought the Law<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">Try to watch “Law and Order” as if you’ve never seen an
episode before. Pretend like those two Bum-Bumps
are the first time you’ve heard them. It’s
fascinating to watch the entire hour and see how the two detectives process the
investigation which typically leads to the court case. I used to watch the original “Law and Order”
religiously. Yes, I know that there are
SVU, CI, SUV and hybrid versions, but I was a fan of the original. The course of action taken by the detectives is
methodical, a bit stale and thorough, but it works.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgiCyvuiPPB-pJItb1blboK92s6o-0KuMvKAQayT7PYZD62-MHimKh-arfC1LEIKHiYWRpuOAMRhPe5R2LHLshW_qO-7OWehQFC0wyQw8vk4N2WyUBMSSLsJzWCrfBw02VGNErPLQKctwQ/s1600/Chris-Noth-et-Jerry-Orbach.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgiCyvuiPPB-pJItb1blboK92s6o-0KuMvKAQayT7PYZD62-MHimKh-arfC1LEIKHiYWRpuOAMRhPe5R2LHLshW_qO-7OWehQFC0wyQw8vk4N2WyUBMSSLsJzWCrfBw02VGNErPLQKctwQ/s320/Chris-Noth-et-Jerry-Orbach.jpg" width="256" /></a></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">For the employee who comes to the HR department with a
complaint, inquiry or charge, there is an expectation for answers and
investigation. HR loves the answers, but
perhaps to a fault. Our ability to
provide solution to the complaint may not really handle the issue at hand. The employee can feel his/her issue has been
minimized as he/she leaves your office (or cubicle area or working table or Segway
mobile office). Are we satisfied with
just an “answer” or do we need to spend time trying to understand where this
issue comes from?<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">Honestly, there are times that a simple answer is all that
is needed. Let’s not make a mountain out
of molehill. If someone comes to
complain about not being off for Arbor Day, that may be a very quick
conversation. Something like, “I’m sorry
that you’d like the company to be closed for Arbor Day, but if you have PTO
available to you, perhaps you could plan on using some in order to spend time
planting trees to honor the day.” Smile
sincerely and usher them out. Close the
door and reflect on why you’ve chosen the career you have. After a few minutes, you’ll be back at it!<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">But what about the ones that take a bit more? If an employee asks about hours not paid on a
paycheck, then perhaps a quick look at the time system, finding where the data
was corrupt or not transferred into payroll will prevent the occurrence in the
future. Perhaps there is a bit of
management training needed. Perhaps the
employee needs a reminder on the time clock.
Perhaps it’s a one-time Gremlin in the system. All it would take is a little bit of research
mixed with a little bit of conversation and/or training.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">And then, there are the ultimate investigations, such as harassment,
discrimination or theft. A process for
this investigation should be in place.
What will it take for the company to handle the claims presented? Is there a path to follow? No? <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">There are components of good investigation that are
universal. Try to work within a flow of
process in those components in order to gather the information needed. An investigation is serious and it does
require professionalism in approach. If
you are the HR person who would lead or conduct the investigation, have you
established yourself in the company as someone capable of such work? If you’ve been relegated or allowed yourself
to be relegated to the party-planning HR person or the gossip-laden HR person,
then it’s not likely that you’ll gather all of the data necessary in your
investigation.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">Staff may not be able to draw a line between the “Buddy HR”
person and the “Detective HR” person you’re trying to be. That is a tall order. As such, determine whether outside help might
be needed. Does your process allow for
this possibility? Between the HR role
played, the characters in the investigation and the subject matter involved, an
outside expert might be the most beneficial for the organization. Be okay with letting someone in. It’s not about dirty laundry but about
ascertaining the truth and finding solution, however difficult that may be.</span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">Be clear, too, in the fact that you will need to speak with
others. When an employee starts his/her
complaint to you with “Please don’t say anything, but…”, you can be sure that
you’re likely going to need to say something to someone else. A true investigation will need facts and
accounts from all parties named and involved.
Keeping this between us is not possible, let alone the matter of law
that may be in play. Disclosure may be
required. Consult your counsel if you
have questions in any of these areas.
Likely an attorney will tell you that you cannot promise to keep what’s
shared only between you two.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">There are great resources available to you to help with
investigation. Take the time to research
and develop a plan prior to needing a plan.
You will be able to approach plan development with less stress and with
more clarity of thought. Talk to your
senior team, your counsel, your HR colleagues in other companies, your SHRM
group…anyone who has been through developing a process. Learn from their victories and hiccups.</span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">And while it may not be the wisest to wear a badge around the
office as if you’re the cop on duty, you should establish yourself as being an
integral part of the investigative process at your company. Just pin the badge on the inside of your suit
coat or sweater. You can know it’s
there. Bum-Bump.</span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
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<o:p></o:p></div>
Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comtag:blogger.com,1999:blog-3996265146331300412.post-40895954807238949442015-10-08T08:21:00.000-04:002015-10-08T08:23:38.564-04:00The Boss<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">Managing people is a skill. Yes, there are attributes that
come easier for some which allow them to manage easier, but the use and
refinement of those attributes is what makes it right. The guilt some feel about not being a good
manager is often a result of comparison to one of these “naturals.”<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">Are you a natural? Do
you find yourself easily speaking with your team? Do you find that there is an ability to
connect with people that just flows from you?
That’s wonderful! But, it doesn’t mean that you’re managing people. It could mean that you are a great friend, a
great listener, or a great motivator, but it doesn’t mean management is
natural. Being the boss is meant to be categorized by effectiveness, best use of talent and profitability, to start, not merely being the "fun" manager.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">Think about a boss you’ve had that you liked. Perhaps the
reason you liked him/her is because of the great manner with which your
department was led. You liked that
he/she took the reigns, presented as a resource for the team and kept everyone
focused on the mission. You like
that. You crave good direction. You desire knowledgeable people to take
seriously their role. Perhaps.<o:p></o:p></span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjQnCdN6RWhBn7TpqdrfXlz8axsSRbQk4Vy8qqh5BZws95z-wvUWN-W-SntVZllBG0d1FP-UR1IiPyD4KwCpmzmy0RWeTrRG-gQoBiFAW7XAFbg4qttn3dcZY5PsmrgQJlY_rfH50kbZ8g/s1600/meryl_streep_miranda_priestly_devil.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="210" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjQnCdN6RWhBn7TpqdrfXlz8axsSRbQk4Vy8qqh5BZws95z-wvUWN-W-SntVZllBG0d1FP-UR1IiPyD4KwCpmzmy0RWeTrRG-gQoBiFAW7XAFbg4qttn3dcZY5PsmrgQJlY_rfH50kbZ8g/s320/meryl_streep_miranda_priestly_devil.jpg" width="320" /></a></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">Or perhaps it was because you connected with him/her
relationally. You had common
interests. You shared a passion for
sports, for a hobby or for beer (maybe beer is a hobby?). You got to know each other’s families. You shared time outside of work being social. Did that make the person a great
manager? Or merely a great friend?<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">I am not suggesting that every manager become a Miranda
Priestly and remain clearly unfriendly and distant. However, I am suggesting that swinging the
pendulum too far the other way might make managing just as a difficult. Hone in the skill sets needed to manage
effectively and use those skills as you rally your team together.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><b>Time</b> – There is a skill involved in planning and in the
usage of time. If you are someone that
just lets things “get away from you” then you aren’t managing. Time needs to be managed. Haven’t we all looked at the clock during the
work day and thought, “How can it be 3PM? I haven’t gotten done what I needed
to today.” Be competent in time
management and help your team to pursue a similar goal. Efficiencies to process are certainly
business-centric and are worth the effort.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><b>Material Knowledge</b> – What do we make, how do we make it, why
do we make it. If it’s a service-related
industry, follow the same pattern – what do we do, how do we do it, why do we
do it. You’ve got to know this backward
and forward, and be able to translate it well to your team. They will look to you to see how seriously
they should know the answers to those questions. If it’s just a job for you, then don’t be surprised
when it’s just the same for your team.
Be passionate about the ingredients, materials, resources used to get
done what you are tasked to get done.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><b>Communication</b> – “Hey, Bud, how ya doin’ today?” should not
serve as the moniker of your relational investment. What does that communicate? Likely, you are a necessary person in my life
and I can’t avoid it. Intentionality in
communication is necessary. Plan what
needs to be said; don’t hope you remember.
Know what and why things have to be shared, the time it will take to do
so and the opportunities for that communication to be collaborative. <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">Of course, there are more elements than this, but deciding
to become proficient in these areas will certainly impact the team being
managed. Once there is a mastery in
skill development and process, then begin to attack the next step. It will become second nature.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">The effort matters. A
manager who is deliberate in seeking to refine those skills or to develop new
ones sets a stronger tone in his/her department right away. Your staff will recognize that you’re not
there to be everyone’s best friend, but to be a developer of talent by taking
seriously your own development. It also
communicates a belief that not everyone is a “natural.” It’s okay to work at it. Think about the impact on the team you lead
if they see you studying, practicing and exercising these skills. You will be encouraging them to do the same
in their areas of functional responsibility and soft skill development.</span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEit2Pr68a6e_O24pbMF4QCzAIM9NI0WvmKw1WCBGlTVvlVqQAdCifZpMoCK4VTA7VzY8hbwkdfS9xC-21ngxgoFB-7UG1udJbsA0oPeVXHeFYOm3L86VizTnqopcgai7tPHL5fJLTaeoHQ/s1600/01-devil-wears-prada-miranda-priestly-throwing-coats-w724.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="212" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEit2Pr68a6e_O24pbMF4QCzAIM9NI0WvmKw1WCBGlTVvlVqQAdCifZpMoCK4VTA7VzY8hbwkdfS9xC-21ngxgoFB-7UG1udJbsA0oPeVXHeFYOm3L86VizTnqopcgai7tPHL5fJLTaeoHQ/s320/01-devil-wears-prada-miranda-priestly-throwing-coats-w724.jpg" width="320" /></a></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">There were many days were I would have liked to do a “Devil-Wears-Prada-Throw-My
Jacket-On-The-Head-Of-An-Employee” moment, but I didn’t. I had to make the decision that the proactive
development of my management style would be compromised by either creating a
too-friendly demeanor or a too-mean demeanor.
So, hold onto your jacket as you walk in and hang it up yourself!</span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
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<o:p></o:p></div>
Anonymoushttp://www.blogger.com/profile/05561748201565452850noreply@blogger.comtag:blogger.com,1999:blog-3996265146331300412.post-72564569034329348932015-09-17T08:37:00.003-04:002015-09-17T08:37:59.893-04:00Digging Your Scene<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">Dance, baby, dance.
Get up and move. Shake your
thing. That’s it, make it groove. Use your hips. Get down into the floor. Arch your back more. Work it!<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">Those are various performance phrases used in the dance
world to encourage excellence in the performer.
Uncomfortable? Did it make you
think I’d finally snapped? (Don’t answer
that). A dancer needs to have his/her
performance graded early on so that he/she can make corrections to the movement
in the dance. If a choreographer has
developed a sequence of movement to tell a story and thoughtfully chosen a
piece of music to compliment the story, it’s vital that the dancer perform the
movement exactly to match the intention of the story. Real time performance review is necessary.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">In the case of the dancer, the choreographer is there
teaching the dance. He/She can then
provide timely feedback, such as listed above, and encourage the dancer to move
differently or with more precision when working to execute the story through
dance. Travis Wall, one of the best current
choreographers, has to be unyielding in seeing his vision executed and so has
to watch his dancers often and provide commentary. A dancer then adjusts in real time. And when the performance is shared with an
audience, the efforts are displayed, and in Travis’s case, usually without
flaw.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiTAe_X2uZHz6nc5vpN6X6UoQfI7fx2tTSNbg3FC4ocyxAYRLkzShqDREOjLBYe-VZg8mlhkIR_ZAVHKMG0th9GV3p8oSYzSooZBjL7ccFk-UgG9jjrtgO01b-Q_Eid4lIN8X_j82Fum3E/s1600/3034678-poster-p-1-all-the-right-moves-how-dancer-travis-wall-stepped-up-to-choreographer.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="180" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiTAe_X2uZHz6nc5vpN6X6UoQfI7fx2tTSNbg3FC4ocyxAYRLkzShqDREOjLBYe-VZg8mlhkIR_ZAVHKMG0th9GV3p8oSYzSooZBjL7ccFk-UgG9jjrtgO01b-Q_Eid4lIN8X_j82Fum3E/s320/3034678-poster-p-1-all-the-right-moves-how-dancer-travis-wall-stepped-up-to-choreographer.jpg" width="320" /></a></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;">Intentionally taking the time to watch the scenes of
performance that our employees create is a responsibility of management. It is not to sit in an office and hope they
are doing what they should be. It’s not
just looking at numbers at the end of a day or week, and then make grandiose
decisions about staffing and product or service implementation. The repetition of bad choices made in this
context overflows into poor corporate culture, low gross sales, inferior
candidates and frustrated management. <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">Watch what’s happening in the “dance” scenes you’re creating
at work. Give feedback. It does not need to be done via the official
performance review annual form. It doesn’t
have to be a quarterly review. It CAN
include those things, but that’s not all it is.<o:p></o:p></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">As a kid, when I was doing my homework, my mom would look
over my shoulder every so often to check.
If the writing was rushed and sloppy, she would tell me to erase it and
write it again. The longer she took to
check in on me left open the possibility that I would have more to erase. If she caught me after only doing a few, it
was more manageable to correct the behavior and the remaining work was done
neater. It’s the same for management. Observe often.<o:p></o:p></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">Micromanagement, by the way, is not the same as observing
often. A course correction is the
responsibility of the manager by knowing why and how staff are travelling a
certain road. A micromanager is telling
staff how to move their left foot forward, and then the right foot, and then the
left again, and then the right and so on.
Travis can dance the choreography he creates himself, but the point is to
take that vision and entrust it to the skill sets demonstrated in the dancers
he works with regularly. The cause is
spread to a wider circle and therefore a wider impact.<o:p></o:p></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">Give staff the opportunity to perform. Tell them the objectives and watch what they
do. And along the way, affirm what’s working and
advise on what should look or be different.
Keep coming back to the mission or purpose of the work. Managers have to be involved in what their
teams are doing, with consistency and investment. Come up alongside those employees who are
working to make the mission happen and encourage them. Praise and critique are encouraging, if it
comes from an involved, invested perspective.
Do your staff see you that way?<o:p></o:p></span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">The surprise in good performance review is that it seems
very much like conversation. It feels
very much like smart people sitting together to get better at the
responsibilities they have. It opens the
door for a deeper understanding of the support, tools and practice needed. And it also allows for honest dialogue, due
to the consistency of review, regarding who can do what’s needed. Sometimes staff will even call themselves out
to say that they don’t have the full skill set required. And those are employees you want to keep for
a long time, even if it means a role change.</span></div>
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<span style="font-family: Georgia, Times New Roman, serif;">Like me, for instance.
I know that in my mind, I dance with as much passion and skill as Alex
Wong and could absolutely handle the choreography of Travis Wall. And though I have been known to “get down”, the
vision in my mind won’t make it a reality.
When I leap around the house with my daughters, they remind me, too,
that I might not quite have the skills to dance or to choreograph. Seriously? Have you seen me do the Cha-Cha
Slide? Breathtaking. </span></div>
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