How Can I Be Sure?

by +Victorio Milian 

I get approached regularly with requests for career advice. I get asked all sorts of questions but they tend to be variations on the following:

• How do I break into Human Resources?
• How do I use social media to build my brand?
• What help can you give me to find a job?
• Victorio, why are you so cool?

I admit that the last one, while my favorite, is false! The others aren't.

I can sympathize; I've been in that position, one where I felt clueless about an important question I needed answers to, or a choice that I needed to make. As a result, I do my best to help people out. Usually I start with an email exchange and then if they're comfortable we'll move on to a phone conversation. If they live or plan to be in New York City then we can meet in person. Through this process of communication I've helped people figure out next steps in their professional lives, as well as developed some great relationships.

As I mentioned, I've felt clueless. I still feel that way sometimes. I don't have all of the answers, nor do I want to. Having challenging questions to answer is part of the learning process as a professional. For me, it drives me to better understand and articulate my passion for Human Resources, along with how I can support my clients in the best possible fashion.

I also recognize that, while I consider myself smart, capable, and creative, I'm not the smartest, most capable, or creative Human Resources professional in the world. As Bill Joy, computer scientist and co-founder of Sun Microsystems, once said:

“No matter how many smart people there are within your firm, remember that there are far more smart people outside your firm.”

It's important to remember this. Even if you yourself are an expert in your respective field, there are others out there just as capable, if not more so. And in this era where top talent and resources can be accessed from almost anywhere, it pays to recognize when to reach beyond your known environment for advice and expertise.

This is part of what leaders do--gather intelligence, as well as assess its quality and relevance to the issue at hand, in order to make informed decisions. Without the ability to ask, as well as the willingness to reach out to those within and outside a person's comfort zone, people may not have the relevant insight, perspective, or information necessary to make good decisions.

Competitive advantage can come from timely access to information and expertise, not necessarily being the source of it. Approaching people for help isn't a sign of weakness, neither is asking questions. When done correctly, it demonstrates an ability to seek out and make quality decisions based on the best information available.

How do you ask for help?

Into the Woods

I am a sucker for a good story.  Basic story-telling should grab the listener early on, keep that person glued to the next word and then amaze and challenge to wrap it up.  In the musical Into the Woods, a mish-mosh of fairy tales come together, initially in ways we would expect, but then all of it collapses around us, such challenges are presented.  The pithy and wise-beyond measure granules of truth that come out of it are poignant, if not stunning at times.   The baker's wife sings "But if life were only moments, then you'd never know you had one."  The witch painfully sings "Children may not obey, but children will listen."  Or, my favorite, the Prince states, "I was raised to be charming, not sincere."

It's often the case that the simplest of stories can turn a head back to true north.  Our gauge can be put off from purpose and passions because of the myriad of distractions in front of us.  Our perspective has to be re-adjusted.  We need to wake up.  Sometimes, a trip to the woods is exactly what is needed.

Whether for a business or for an individual, this journey is one to be taken every so often.  What can the challenges that come with walking through a different set of scenery do for you?  Think about your company.  What if you had three people walk in, at times you didn't know, when you were not there, and then report back what they observed.  Would there be value in that?  Of course!  The meadow that you think you're lunching in may turn out to be full of thorns (or at least have some thorny patches).  

Perhaps it is wise to walk into a competitor's location and observe.  You know, shop or use their services, but really just be there to take it all in.  Sound deceptive?  Nah.  The great car makers bought cars from competitors.  Mr. Gimbel shopped in Macy's once in a while.  It's good.  It's profitable.

As individuals, the same push is there for us.  Are we walking in the woods?  Have I settled for complacency?  Another line from Into the Woods is "you're not good, you're not bad, you're just nice."  How awful!  Listen, I think I am a pretty good guy, but I would rather have someone hate me than just think I am nice...bleck!

With a new year upon us, what will you do to travel the path towards a new view, a new status, a new scene?  I could give you a hundred ideas, but the point is to start the journey.  Those doors will open.  The pathway will become clearer.  You will run into wolves, witches, princes and giants.  All of them will help you to see who you are and who you want to strive to be.  The inspiration comes not only from those feel-good moments, but also from those moments of despair and tragedy.

Businesses must be sharp and ready.  People must be challenged and pushed.  We have each other.  Walk the path with someone.  Don't fear.  Go to the woods!

All Together Now

(by +Victorio Milian) 

A few months ago I went out and invested in myself--I bought a Digital Single Lens Reflex (DSLR) camera. It had been something that I wanted for a while, and I was finally in a position to take the plunge, so to speak.

My new camera.

I'm enjoying it. This camera is a big leap forward from snapping pictures using my phone. It's also more sophisticated than any camera I ever had. While fairly simple to use, the options available (to control and manipulate various settings, for example), make it an item that will test my abilities, in addition to my patience. It makes me excited and nervous to own. My wife points out that I need to "grow into it." How do I do that? Learning how to use this camera reminds me of a number of job roles I've taken on throughout my career as a Human Resources professional. Some were newly created, others were such where I replaced a previous HR practitioner with the understanding that I revamp or enhance the function. In all cases I started as someone who needed to "grow into" the role. I had to quickly assess the function's strengths and weaknesses, as well as its allies and resources. I was important to gain a clear understanding of priorities--what institutional "fires" that needed to be put out, what goals needed to be met, and when--so that I could organize my time and energy as effectively as possible. At its core, to fully embrace the challenge of being in a new and unfamiliar position I had to be willing to commit to doing the work necessary, to literally and figuratively rolling up my sleeves. Without that it would have been easy to become overwhelmed. Here are a few more tips on how a person can grow into a job role:

• Humble yourself. Be realistic about your capabilities, commitment levels, and your goals. Come to terms with the idea that you will fall on your ass. Going back to my recently purchased camera, I'm doing my best not to get flustered when I take a bad shot (and I've been taking plenty of them!). I use them as examples of what's not working, and I adjust.

An example of an awful picture taken with my camera.

• Take note of your successes and failures. With my camera, I've been taking notes of the different settings I've tried, paying attention to which ones are resulting in good photos. In my professional work, I purchase a notebook whenever I start a new role or work with a client. I write everything in it, allowing me a place to store (in one place) all relevant information and thoughts. Not only does this method help me to stay organized, it allows me to note progress over time. This is important, because it helps to provide perspective, particularly when you (or clients) may believe that adequate progress isn't being made.
• Pace yourself. The temptation to work long hours in order to get acclimated to your new role is not uncommon. Be careful; something that was expected to be a temporary solution (working extra hours, taking work home, etc.) can turn into the norm if you're not mindful. My advice--create an action plan, one that factors in when and how long you may need to put in extra time and effort in order to accomplish a particular goal.
• Use your resources--digital, human, and other--to figure out how to get the most out of the role. To better learn how to use my DSLR camera, I'm turning to a variety of resources, which includes:
• YouTube
• Friends
• Family
• Classes (e.g., YMCA)
• Pinterest
• Discussion forums
• the camera's User's Manual

This can be applied to learning a new job role, also. From a workplace point of view, you have colleagues, subject matter experts (SMEs), and groups (such as professional associations) which represent sources of information and support. Use them--that's what they're there for!
• Celebrate your successes. In spite your best efforts, it may seem as if progress isn't being made. Perhaps you're not making headway on a particular project. Or colleagues are frustrating. Whatever the case, when something does go right, acknowledge it! Sometimes it's the small wins that help to highlight progress, or that your work is having an impact. When it comes to my new camera, when I take a decent picture utilizing the manual settings, I get very excited!

A photo I'm proud of.

At one point or another, a person is faced with a job that they will seem new, unfamiliar, or bigger than they've previously encountered. Understanding the challenges and opportunities in that scenario will help increase the odds of success in that role. Humble yourself, be organized, pace yourself, use your resources, and celebrate success--these are some ways in which to grow into a job role.

Happy

The goal in life seems to be happiness.  Happiness based on our surroundings, on how we look, on our possessions, etc.  I have been in those seminars that teach you how to be happy.  For only $1095, you, too, can learn the secrets of the speaker.  He/She hops around the stage and over-inflects verbiage to stir a reaction in you (wow, that’s critical of me, isn’t it?).  And do you know who usually has the lasting happiness from that session?  The speaker who just made 70% per person with a room full of 150 people, if not more.

Why do we crave it so?  I think it’s because we are designed to achieve.  We are designed to inspire and to create.  We are designed to engage others and to energize our environment.  Happiness comes from doing what we are designed to do.  The pathing is unique, the skill sets vary and the product takes various shapes, but the outcome is consistent.

In the human resources sphere, I see lots of well-meaning people put together lots of well-intentioned programs.  We seem to think that these programs will fix what ails our people.  If happiness is what our staff is missing, no great program will provide lasting impact.  Sure, there will be some positive results.  Some staff will express gratitude for causing them to think differently about a subject or a process (which is a victory!), but does it last?  If one year later, you sense the same rut returning, then what has that program gotten you?

As taxing as what I am about to say is, over the last 20+ years, the most impactful push towards growth I have been involved with are about the individual.  Working with the individual to find what makes him/her tick. Working with that person to see what he/she can bring to the table.  Working with that person to see where he/she dreams, finds glimmers of fulfillment, and senses purpose.  When we can tap into those things, we find the core of happiness for that person.  That is the heart of the matter.

I believe our staff can find happiness in their work.  Our responsibility is work-related as business professionals; however, I understand and have observed an overlap to the personal lives of those we serve.  If the core of happiness is pierced and inspired to multiplication, then by nature, an individual will want to design his/her entire life around that exposed core. 

For the professional, we have to make a decision to coach effectively.  Coaching is not just about the skill desired or the task to be completed, but it’s about the whole person.  I have had many robust discussions with peers regarding this perspective, but I can only point to the lasting impact differentials I see.  Those employees that have been coached as a whole person, under the auspices of the work environment, have embraced lasting change and have remained happier than those who have not. 

Happiness is a decision; joy is a state of being.  Inspiring the lasting decision for happiness has to be based upon impact and validation.  My circumstances may not make me happy today.  So what does that mean?  Should I be an absolute jerk to those around me (with justification in my mind) because my circumstances suck?  No.  This is not beneficial to the work environment nor to the person.  We have to be content, satisfied, happy regardless of circumstances.  It’s a decision for approach and for interaction. 

Find what makes you happy at the core of your being.  How does that get expressed at work?  How can it get expressed at work?

And, as silly as this may sound, know what brings you back to center.  If you know what makes you happy, and you lose your way, know what triggers will push you back to it.  Is it a best friend?  Is it a favorite piece of writing?  Is it a song?  Talk, read or listen.  Do what you need to and you might surprise yourself at how happy you can really be.  And all that without spending $1095 (I mean, if you want to Paypal me the amount to make yourself feel better, I will send you the link…)

Waiting on the World to Change

Discipline.  Love it.  In the context of achieving a goal, it's fantastically needed.  To endeavor to lose weight, for example, requires discipline.  It requires commitment, determination and resolve.  I've been exercising forever.  My mom says that when I was a toddler, I used to watch a show, "Exercise with Gloria," on our local Philadelphia station and would imitate the aerobic and stretching moves.  I was committed to doing what she did - stance by stance, stretch by stretch.  As adults, when we watch someone exercise discipline towards such a health-related goal, we are inspired.

So why does the use of the word "discipline" have to change when applied to correction?  When I discipline one of my kids, which I hardly ever have to do because they rock (truth be told, they usually have to provide correction for their dad), I'd like to think I offer it as an encouragement towards excellence and validation of my commitment to their well-being.  Of course, the relational aspect helps to bridge these intentions.

In the workplace, can we provide a similar position in how we administer discipline?  Think about the goal of discipline at the workplace - it's to change behavior.  Let's do Psych 101, shall we?  Behavior modification is best achieved through a few steps at the workplace:

1. Define the problem for the employee and allow the employee to ask questions for understanding
2. Discuss practical ways to address the issue and allow for collaboration, when prudent, from the employee
3. Ensure the active behavior changes are both initiative and reactive in usage (What will I do differently? - initiative; How will I respond differently in the next similar situation? - reactive)
4. Hold the employee accountable for the agreed upon changes

Very simple and straight-forward, right?  Well, the list may be, but the implementation will take more effort.  For some of you, your companies already engage in this type of positive discipline, but for many, this represents a counter-culture method to the argumentative, vindictive or stoic nature of discipline currently in place.  We know that long-term behavioral changes come with deeper connectivity to the issue at hand and to the solutions that will affect the desired change.  Whether it's lateness or a problem with productivity, if we can provide discipline that outlines clearly the issue, the solution and the method to achieve it with collaborative understanding from the employee, it's a home run.

We get to be the ones who enact such change in approach to employee discipline.  Don't wait for your boss, your managers or the world, for that matter, to change first.  From a scientific and measurable way, we can show that approaching employee discipline from this angle will bring a marked difference.  Discipline is not a scary word or activity.  Now, strap on your Thigh Master while at work and get to it!  Get motivated to change employee discipline!

Don't You Forget About Me

Comcast is pushing its new Streampix movie and television show catalog.  There are promos aplenty with much of it being TV commercials.  And its primary movie of choice to play in the background of the announcer's messaging is "The Breakfast Club."  This movie debuted in early 1985.  It's 2013 (barely).  A movie almost 29 years old is the primary movie of appeal for current streaming consumers?  Apparently.

This movie has been shown hundreds of times on TBS and the like.  It's sold thousands of VHS and DVD copies.  And it continues to sell.  So why?  For those of you familiar with my deep love for Molly Ringwald, I will leave that aside as a reason (hard for me to do).  Part of the appeal is the nostalgia of the 80's.  Those of us who hit their teens sometime during that decade find that this movie, perhaps more than any other, defines our generation.  The characters struggle with identity and their place in the world.  The peer pressure, the temptations of life, the masks needed to be worn, the inadequacy of self - all of these are themes, still relevant today.

It's brilliant, actually, that Comcast is using it.  The movie is a microcosm of life beyond the teenage years.  Many of us work in places where we have to mask ourselves and pretend that all is well when it very much is not.  And, to be clear, this is not necessarily an indictment on the workplace or company; it may be that your continued poor view of self haunts your everyday existence and causes you to maintain appearances using all of your energy.  Letting your guard down is not an option and perhaps there is no real outlet for it.

I am aware that counseling is available for the deeper issues; some companies have rather robust EAP's or even in-house professionals.  However, the reality is that most of us won't use those available services or seek outside help for what we would call "it's just how I am."  Going home after work and popping on "The Breakfast Club" while crying might be all the therapy needed.  I have experienced workplaces where the demand is great and the care for people is not.  I have also been at workplaces where the care for people is high, but the facade to be okay and participate with others is crushing.  Not everyone is the "kum ba yah" type to be okay with HR's latest and greatest team building program.  HR can encourage, albeit unintentionally, poor self-esteem (I can't do what these people can do), dishonesty (a lack of people being able to be genuine) or compartmentalization (I need to work a certain way and fit into a certain box).

Let's not be offended by this.  Let that go.  It's not about you.  It's about the companies we work for and the employees we serve.  So, ask yourself, what have I forgotten about people that I need to re-learn?  Take some time to consider your company to jar your memory.  Does peer pressure still exist at work?  Is it positive in that it's about performance and cultural health? Or is it about high school groupings all over again?  Who are the Cool Crowd and how do they keep the Dorks out?  How do people sit in the breakroom?  Look, this is just one stream of thought - there are MANY to consider.  But we ought to think about the Ally Sheedy's and Anthony Michael Hall's of our companies.  Where do they fit and are they fitting well?  Don't forget about them.

And yet, I would also submit that the Molly Ringwald's and Emilio Estevez's don't have it all together either. And sometimes, we in HR feed those roles and allow little room for them to say, "Enough!"  We build programs around the funny guys, rather than around significant content. so that we get a visceral response to affirm our own existence at work - close your mouth and don't pretend to be shocked.  I have seen this done numerous times and I am sure it will continue.  It's the same line of thinking around some who desire to be seen as "experts" or "thought leaders."  Posting and re-tweeting "smart" stuff doesn't really make you either an expert or a leader (ouch).

I am driven to always come back to the people we serve.  We have to consider all of them and how they fit together.  "The Breakfast Club" works well because we see the roles each one plays, the walls come down and true relationship emerges, but here's the reality - they went back to school on Monday and assuredly re-acclimated to their role.  They may hate it, but they do it.  Adults do it, too.  

Fitting in and finding your place means something to every person (don't even pretend it doesn't - even non-conformists hang out with other non-conformists).  Individual identity is precious and should be encouraged to be explored.  If you read biographies about some of the great business leaders, you'll see struggles dealt with in these areas for each and the way in which they were fostered through it.  We can consider this as we develop our programs and benefits, yes, but more so in our messaging and our recognition language.  

How do all of the pieces fit?  That's our job to study.  We are to create environments that will allow every person to be free to be the skillful, collaborative person we've hired.  That's what our companies pay for and that's what we need them to be.  And each person has a role.  Don't forget about any one of them.

Woman's World

You might want to watch the video and listen to the song first.  Get the blood pumping.  A techno-dance beat with vocals from Cher might do the trick.  Can you believe that Cher, at 67, has the #3 album on iTunes?  She has had the power to reach audiences since the 1960's, and it doesn't seem to be slowing down!

I enjoy power.  Power to create, to teach, to inspire.  I am not a fan of the dictatorial or bullying type.  Having a voice to engage with a variety of people for a variety of causes because of the power to captivate, to educate and, yes, even to entertain is a gift.  To this end, power is about service.

HR professionals have, at times, become caught up in the desire/need to have a "seat at the table" (do you hear me retching at the overuse of that phrase?).  In doing so, our eyes become incredibly self-focused and we dwell on ways to show ourselves to be valuable and necessary.  We attend seminars that tell us how to get our executive teams to welcome us in with open arms; we listen to webinars geared towards personal advancement.  Now, understand that I am on-board with the truths in these things, but I would like to submit that the best leaders I've worked with have served their companies/peoples by example and lead the charge as a result.

Servant leadership seems to come easier for women.  It's not weakness to those who observe and understand.  Take Mother Teresa, for example.  She had the ear of many world leaders.  She created an entirely new religious order of nuns.  She spoke and wrote about the issues of poverty, healthcare and hunger to the world who wanted to hear what she had to say.  And she earned the right to be heard by caring for thousands of impoverished and diseased people.  

It's not to say that this is only something women can do.  As men, we're often not raised to serve others well.  We are taught to serve only in as much as you can be served by doing so.  And women are not exempt from this thinking either.  The workplace has forced this thinking upon both sexes and pushed the boundaries for self-centeredness and self-indulgence.  There is a need to return to an air of humility in service so that the cultures we seek to create are founded on lasting principles.

Talent to lead is a skill.  It's not all natural.  There are those with a natural inclination to lead, but refinement is necessary.  Service to others most often helps to refine with lasting results. 

Lasting results.  Now, there is a concept.  So much of what we hope to do is short term.  Hard work is needed for all efforts, but consistent approach sustains.  In this case, leadership that is focused upon those to be served keeps us honest, impassioned and humble.  We should want to get better in the ways we can be effective, not only by attending self-help workshops, but by practicing what we preach by serving those to whom we're delivering the message.  Mother Teresa didn't decide to do what she did because someone told her to be a great leader.  She did what she did because she was driven to serve.  The more she engaged with the people she was to serve, the more she wanted to get better at leading the charge for change.  She didn't "serve" for a while (you know, put her time in) and then move on to the speaking circuit, distancing herself from the passionate purpose.

We need to keep our heads in the game.  We are some of the most incredible professionals to walk the earth today.  We have an opportunity to be impactful and engaging, and thereby able to lead effectively.  And we can maintain and expand these truths by serving well those with whom we've been entrusted.

Ribbon in the Sky

Success stories are a standard in marketing.  In the health and wellness industry, for example, weight loss companies like Jenny Craig, Weight Watchers and NurtiSystem spend millions on celebrity testimonials.  And some of these celebrities have seen a resurgence in their careers as a result, like Marie Osmond, Kirstie Alley, Valerie Bertinelli, etc.  We love to see the dramatic difference in the before and after shots.  Those photos inspire and amaze us.  We celebrate the victory with that celebrity (like we know them or something). 

Victory is a great achievement.  It's worth celebrating.  Losing weight is a great accomplishment, but it is not the only accomplishment worth celebrating.  In our organizations, we have employees reaching and exceeding goals.  Are we celebrating?

As some of you know, I am big on expectations and measurement.  I believe that it's necessary to set clear expectations and goals and then follow up to measure how those things are being implemented, reached and if there is a need for change in approach.  We need to set our staff up for success right from the start.  I am, also, a believer of celebrating with those who meet or exceed those expectations and goals.

In ancient times, the act of erecting a monument to recognize a victory was commonplace.  Great kings and conquerors took pride in the work they were doing (however terrible it might have been now that we look back) and as such, wanted every traveler who came into the territory to know.  While building a monument out of stone and marble might not be practical or cost-efficient, we can recognize those achievements in public and lasting ways.

It's also okay to recognize types of accomplishments differently.  Someone who meets the quota they were given might not deserve a huge fanfare in comparison to the one who superseded his/her quota by 50%.  The type of recognition might vary, but the act of at least throwing a ribbon in the sky is what matters.  Motivation from the recognition is a fact.

The Maritz Institute encourages use of a BET technique.  

• B - State the Behavior.  Let employees know what's expected of them and how it will be measured.  
• E - State the Effect.  The employees can handle understanding how what they do will impact the whole.  Let them know what difference they are making by performing the desired behavior.  
• T - Thank you! Recognize what an employee does out of a spirit of gratitude.

And I know the other side of it. I know that we're inundated with gift cards and online point-earnings that can lead to fabulous trips.  I know that we're not interested in one more initiative to manage.  I know that we're promised the world by technology providers but, at some level, we've got to manage it.  I get it.  And what I, also, get is that the CBA (cost benefit analysis) around recognition is worth the time and effort.  Employees who get to raise their hands in victory by the encouragement of their managers are more likely to learn new skills, to creatively think through current work processes and to lead those around them to a higher level of output.  Those are some pretty good reasons to build a monument.

Grab a couple of employees this week or next and test it out.  Recognize goals met or exceeded.  Share it with teams and divisions.  Throw a few "atta boys" out there in public.  The time spent will be well worth it if it's done consistently and with genuine enthusiasm (not an over-the-top-obviously-not-heartfelt attitude).  

And now, I am going to take some pictures with the current monument to victory...an unopened ice cream container in the freezer that's been mocking me since it's been brought into the home.  Yeah, baby, willpower!

Price Tag

What does talent really cost?  That's a great conversation starter with a CEO or CFO.  "Too much" may be the simple answer.  But after the off-the-cuff response, how do we consider talent's worth?

One of my favorite examples is Don LaFontaine.  You know, Don.  Well, you know his voice.  He did movie trailers and some television voiceover work for years.  He famously used the opening phrase, "In a world," many, many times.  If you're not readily familiar with his work, please allow me to illuminate - http://www.funnyordie.com/videos/4781d17ca3/don-lafontaine-tribute-king-of-trailer-voiceover-from-trailermash - (I already see many of you nodding your heads, "Oh, that guy").  For the movie producers and television executives, Don was sought after as the premier talent for this type of work.  He was paid handsomely and had the ability to pick and choose the work he would do.  But don't think Don was a slacker.  There were days where he would work on 35 assignments...yes, in one day.

When Don started doing this work, I don't imagine that he thought he'd make millions doing it.  He worked because he needed to earn a living.  Those executives early in his career recognized his talent and were willing to pay more to have him voice their television openings and movie trailers.  The price tag for Don grew over the years and he understood that what he could do with his voice had value.  Don also recognized how he could use his talent for good in donating it to charitable endeavors until his death at 68 in 2008.

Don is a great example of the cost of talent.  Was Don worth the cost?  Well, since I am writing about him, I am saying yes.  He was someone who served consistently in his role and became sought after for his excellence.  Don was guided by those who saw something more than he did initially.  "Voiceover work is voiceover work" could have easily been Don's mantra, but he was able to see more by the way those around him responded, including the increase in pay.  How are we encouraging growth and optimization of talent?

One of our traps is that we fight hard to hire someone who we think will become invaluable to our organizations.  We just know it and we push for it.  When it happens, we're elated.  What often happens afterwards is the issue.  Where is the plan for growth and expectation?  Who is holding the process accountable?  How will success be determined and does everyone know that?  Watching this prospect leave after one to two years, having never really hit the mark for the organization, is a waste of money and a poor use of time and resources.  It will cause those to whom you pleaded at first to not look with favor upon your next fight for talent.  

Our job includes the initial recognition of what could be.  Like our friend, Don LaFontaine, a path has to be drawn to communicate vision for what a person could bring to the company.  Dream a bit and set the bar.  Don't apologize but rather cause someone to feel as though he/she could rise to the occasion.  And the stack of money isn't all that needs to be communicated.  Dialogue about impact and reformation.  Consider how many well-paid executives leave their jobs and why?  Often, someone is whispering in their ear a better laid plan for how he/she will bring value to another organization.  We need to offer insight into how we see someone's talents benefiting our company today.

Create those plans.  Work with management.  Met expectations will show value, to the organization and to the employee.  Even the "small" roles to the executive are pivotal to the overall success.  Consider again, Don LaFontaine.  What was it that he really brought of value?  A nice voice?  Good tone?  Yes, but one greater thing.  He could use those talents to bring anticipation.  A movie executive wants people to come and pay to see a movie.  Don could create the desire to want to see a movie.  That is pivotal.

Recognizing the worth that talent brings will require money to be spent.  But the price tag for it all is worth it when you align need to expectation.  When people work without a charted course, dissatisfaction sets in and a lack of motivation takes hold.  And senior executives get frustrated.  And HR people and recruiters have to back-peddle as to why this talent that they fought so hard for isn't working out.  Redirect those energies by putting it into a healthy plan of expectation and recognition.

Hear Don's voice in your head talking about you and your company. "In a world where talent is cheapened and left directionless, one company has the courage to take a stand."  Chills, baby, and I can't wait to see that movie.

Show Me

Meetings.  How many are you having a day?  Are they productive?  Has it moved from productive to routine?

It seems like many companies love meetings.  I have been part of more meetings than I care to recollect.  When I was working hard in college (or hardly working, depending on the day), I didn't think that my professional career would be marked by so many meetings.  It's not that I mind, really, but I often think about how fruitful these times are.

When The Cover Girls sing "Show Me," they be-pop the lyrics "actions speak louder than words."  I know we're familiar with this phrase and we think it's true.  We would want our businesses to be measurably action-oriented.  We measure ROI on new hires, training programs and marketing strategies.  We should.  What if we were to measure the ROI on meetings?  What would that show our companies?

If meetings are held just because, then what is it that we are demonstrating?  Our ability to sit in a room and drink K-cup coffee?  Are all meetings just brainstorming?  Complaining?  Or are they motivating?  Do we leave with a sense of purpose and a direction?  Do we leave with actionable items?

And let's add to the distraction.  Now we can have meetings without ever leaving our desks - GoTo Meetings or Skype.  They are convenient, no doubt.  Productive?  Maybe not.  How many times have you worked on two or three other things while you are online "attending" a meeting?  Perhaps the meetings are not productive because you are not totally engaged.  Perhaps you're reading this and thinking, "yes, John, but you don't know how boring the meetings that the CEO holds are."  I guarantee you, I do.

So, let's think productively.  What are some actionable steps that can be taken to improve the ROI on meetings?

First, train the people who are presenting.  Crazy, right?  But let me ask you, how many employees have been trained in this?  Employees of all levels may be required to present reports, charts, projections or processes.  It should not be assumed that all people can naturally hold the attention of a room and can plan accordingly to do so.  I have heard well-meaning people say that practice will help them.  If you are doing something wrong and keep practicing it, won't that just help you perfect your wrongness?

Have you seen the Volkswagen commercial with the dad teaching his son to throw a baseball?  Click to watch this.  It completely proves my point about practicing doing something the wrong way.  In the business setting, we would rather complain about someone who gives poor meetings rather than help him/her to know how to get better at it.  We seem to forget how valuable our time is and that the meeting is meant to be informatively productive.  We should leave the meeting with something practical - a new approach, tools to make a process easier or faster, or a task to complete that will enable other departments to do their jobs better.  Poorly equipped people leading meetings are torturous and costly.

Secondly, decide as to whether a meeting is necessary.  Is it really prudent to hold this meeting?  Can one meeting be held together with another to reduce time spent away from actually working on the tasks to complete?  There is benefit in holding a meeting with three veins of information in one hour than three different meetings of 30 minutes each.  Who can make these decisions?  Can we encourage that person to consider such a request?

At the end of the day, the ROI on meetings should show how these meetings connect to the productivity of the company.  Can an employee take what's offered in the meeting and see it have an impact on the work he/she does?

I should also mention something that some of you may be thinking.  What about the intangible things a meeting gives - camaraderie, interpersonal relationship development, unity development?  I get it.  I agree with this actually.  My question in return would be: is the camaraderie developed concerning how much time is wasted in having these meetings?  Is that what your attendees are rallying around - complaining?  If the goal is to join folks together in unity for an eye-rolling summit, then perhaps you've met your objective.  I doubt highly, though, that this is what a company is having meetings for.

As HR professionals, perhaps we should speak into this area.  Can we serve as a resource for training for managers, supervisors, C-Suite?  Is that too scary?  I hope you're able to have an honest conversation with your CEO about how to make meetings better, even if part of the issue is your CEO.  Your insight might prove valuable to him/her.  I get how risky that is and so I'd advise you to tread lightly.  If you can make this a business case showing ROI, then that will help tremendously.

Time is valuable.  Companies want employees to show them results.  If at the end of the day, you've attended five to six meetings, that may not be a great day.  Haven't you had those days where you say, "What did I do today?"  I have.  I don't like it.  I bring value each day to the work I have been asked to do.  I don't want my time manipulated or wasted.  I like meetings that allow me to do my job better and equip me to achieve.  Meetings held just to hold them are dumb.

Irreplaceable

I can remember the actual conversation where, as an HR professional, I told an employee that he was replaceable.  I gave him a dose of truth and challenged him to share with me who had told him otherwise.  The mess he was making in his department was not acceptable, he had been told on previous occasions and there was no more patience for his nonsense.  I escorted him to get his things and lead him out.  Sounds okay, right?  Maybe?  Some context - it was my first firing.

I was not trained on how to do it.  I was not encouraged to check my feelings at the door.  I was not given a trajectory to follow.  I just marched into the conversation saddled with my attitude and my righteous conviction.  Honestly, it was lots more about bravado for me than it was about using this as an opportunity to teach.

While the reality is that there are some roles that have high turnover and replacing employees is standard protocol, does that mean the individual is replaceable or just the role?  I can hire someone to fill the role of telemarketer, for example, but can I find another "Joe" to be that telemarketer?  Maybe not.  Maybe I should be happy that Joe is out the door and I don't want anyone like him in the building again.  Perhaps.

One of my professional credos is to leave a place better then when I got there.  There are many arenas to do this in, but an exit strategy for terminating employees?  I had not given it any thought as to how to leave employees better than when they got there until later in my career.  Think about those last words you share with this employee, even in difficulty.  Can't a deposit for his/her betterment be made?  This is not about being altruistic or sugar-coated, but rather a collective effort to improve the workforce.

Not every firing will turn into Jerry Maguire.  You know, good-looking, self-centered sales person fired in a public place so as not to make a scene, who then finds beautiful woman who believes in him, and he finally realizes how much he needs others in order to be truly successful.  Let's count on one hand how many times that really happens.  Most encounters just end a business relationship.  "Joe, as you know, you've not met our standards.  We've talked about this before and unfortunately, we have to let you go.  Today is your last day.  Please get your things."  The facts may be true, but where is the take-away.

With litigation and fear gripping companies, we are afraid to say more.  If the employee has not met standards and he/she knows about it, then bringing it up should not be a surprise.  "Joe, as you know you've not met our standards.  Here at ACME Company, we expect 250 calls to be made per day and you average only 150 calls.  To be successful in this role, those calls are necessary for you to make."  Feedback along with the termination gives the employee something to walk away with and consider.  "If I'd have made those calls, this termination might not have happened.  Why couldn't I make those calls?"

Now, listen all you nay-sayers, I get it.  What if the person doesn't have that conversation in his/her head?  My answer is simple - that's not your problem.  If a terminated employee cannot take the time to be introspective as he/she pursues a new position, then there is nothing you can do about it and it's likely to be repeated in the next role.  What I am suggesting is offering the feedback clearly.

I understand that roles can be filled, sometimes easily, but we should do what we can, even in small parts, to encourage people to not see themselves as easily replaceable.  Each person has value and needs to focus in on the competencies he/she possesses.  

Beyonce sings "go ahead and get gone" in this blog's title song, but there are parts of the song where feedback is given.  While I would welcome the opportunity to be Beyonce's new man (don't worry - she's not asking), the fact is that she has someone she feels fits the role of life partner.  I'm sure there were others who tried, but if she sang "Irreplaceable" to them, I gotta believe they had lots to mull over and perhaps they are better husbands/boyfriends now.

Life in One Day

We're in such a rush to grow up. When I was 9, I wanted to be 10. When I was 12, I wanted to be 13. When I was 14, I couldn't wait for 16, then 18, then 21. And then after 21, I realized that death was the next thing to look forward to (Don't even ask me about when I turned 30!).

Those new to the workforce feel a sense of "wanting to grow up." They look around and see experience in management and in some of the co-workers on their teams. They are acutely aware of what they don't know and are just as aware that there are even some things that they don't know they don't know (follow me?). I respect this. I am giddy with excitement at the future they will experience. I often express my eager hope for them and encourage them to enjoy the ride and take everything in. Have fun with it.

And then, it happens. A manager and an HR professional get together to discuss the learning plan for this new employee. And while I am a big believer in outlining expectations and encouraging learning, I have been known to take issue with the manner in which it's shared. Management and HR want this new employee to know how valuable he/she is. We express our happiness at his/her addition to the team. We smile. And then, our "engagement" dialogue begins.

I have been in the room for some of these learning plan discussions. What is to start out with a simple probe into what this employee has observed so far and where he/she sees some gaps that need to be filled turns into interrogation. "Vee haff VAYS of making hyu tok!" hangs over the employee as he/she gropes for some more answers to the thinly veiled question of "how much don't you know?" I have felt so badly for these employees that I have stepped in and encouraged a different question to be asked, or in some cases, have all but taken over the strategy meeting.

In a learning plan, the idea is to highlight areas for development and create strategies to engage education, modeling and practice into the plan. What we forget is that everything can't be learned tomorrow. We're so driven by results (which are important!) that we leave little to no room for development. Do you remember Kevin from Home Alone? His parents "accidentally" left him home for the Christmas holiday as the whole family headed to France. In their absence, Kevin felt the pressure to learn how to be an adult quickly and was very resourceful in doing so. In one part of the movie, he says, "I took a shower washing every body part with actual soap; including all my major crevices; including in between my toes and in my belly button, which I never did before but sort of enjoyed. I washed my hair with adult formula shampoo and used cream rinse for that just-washed shine. I can't seem to find my toothbrush, so I'll pick one up when I go out today. Other than that, I'm in good shape." And as the audience, we laugh because that's funny.  Is it so funny at work?

When our new employees rush to impress because they are already feeling the pressure outlined heavily in our learning plans, they run through a list similar to Kevin's telling of all the great things they've done. They are validating their role, their existence.  Sure, some of us would see these employees as brown-nosers or over-achievers, but worse would be labels such as lazy, unmotivated, or in some companies, the worst label of all - Gen Y (don't get me started!). As professionals, we have to consider our presentation of information as much as we consider the information itself. Learning objectives are valuable; continuing or establishing a learning culture is absolutely vital to competitive market strategies and to healthy employee engagement. However, when the delivery of those objectives is done in such a way as to make it "Hurry up and grow up today," pressure builds and insecurities for the employee rise to surface.

There is a real difference between expressing expectations and overshooting abilities. Some employees in some roles will need to acclimate to parts of their job first. Some roles are tough, some roles are multi-faceted. For some of these employees, this role may be their first real job after college. Don't you remember what it was like transitioning from wearing pajamas/sweats to class everyday to having to really get dressed for work (No? Just me? Awkward).

I recall one manager of mine who let me grow into the role. He laid out his expectations for me and peppered in often his belief that I would be successful in them. His confidence in me was a driver. His belief that the expectations he gave were things I would conquer, even if I couldn't see it myself at the time, was huge. He did not hand me the list and then heap on the "you better get this done" language. He allowed me room to use my personality mixed with my competencies to grow into the role...and to own it. He knew that I would and he didn't need me to get it all solved today.

Let's be really careful about how quickly we are asking our employees to master their roles. Do an assessment of what some of your most recent conversations were like. Own any language that expressed an overdue amount of pressure and forced maturity in the role, even if was unintentional. Allow those new employees to be guided with expectation, but not made grow up from 21 to 51 overnight. Embrace the talent you have today and encourage the greatness that caused you to hire them in the first place. Let the learning be seen as an everyday practice, not just during ramp up.

Use language to encourage while being clear in expectations. We want to have our talent set up for success, grow into their roles and be productive. It just shouldn't be forced to happen overnight.

Who Says?

In case you don't know, I'm cool.  I took my two daughters to see Selena Gomez in concert.  That's right, me and two tweens, along with hundreds of other screaming tweens.  As I looked around the venue, I saw them.  Dads who were as cool as I am.  I wanted to ask for the microphone after the opening acts were through to announce a meeting for us "Cool Dads."  We should celebrate our coolness, right?  As Selena was singing "Who Says?" this is what I was thinking.  I had to put my mind elsewhere because I realized that the throngs of screeching girls were driving daggers into my ears...um, maybe I'm not so cool.

On a practical matter, I have been privileged enough to bear witness to both sides of the coolness equation for corporate interaction in regards to employee relations and training sessions.  I have seen people dress up, dress down, dress in costume, dress in a dress...you get the idea.  The dog and pony show gets pulled out when certain topics have to be covered or certain compliance points have to be met.  I mean, really?  How many times can I watch a video on sexual harassment?  Part of me worries that if we have to spend so much time defining it, aren't we losing our audience? I, also, think that if we have employees who don't know what sexual harassment is by now, perhaps we should really consider whether their aptitude is at an appropriate level for the company.

To combat this, some HR professionals spend more time planning to introduce engagement programs than actually preparing for the meat of the program.  We want to be cool.  We want the employees to love it.  We want the employees to ask for copies of the presentation.  We want our egos stroked (ouch!).  The Internet is full of stuff for HR folks to use, and unfortunately, as HR professionals, we spend time looking at all of it.  Listen, I am all for updating the repertoire (and I will cross that bridge in a moment) but I don't think we should swing the pendulum so far the other way that the latest and greatest is what we look for constantly.  There is something to be said about tried and true learning methodologies.

Engage your employees based on valid and reliable adult learning and adult interaction principles.  Having dock workers make balloon animals in an icebreaker exercise to prep for a session on appreciating your co-workers might not be the best idea.  Think of the balloons, for Pete's sake!  Know the audience; know your employees.  If, as HR professionals, we are to relate policy, procedure, mission, and vision to the employees we serve, then shame on us when we use trite, non-thoughtful ways to engage those employees.  Aren't we delivering a message that we just don't understand them?  

Take an informal pulse of communications, culture and creativity in the workplace.  Set up a few skip-level interviews and allow them to be causal for both the senior executive and the line worker.  Get feedback from both or sit in on some of them.  You might be amazed at the insight.  The needs of the company may actually be different than you had originally thought.

As promised, however, the other end of the spectrum deserves recognition.  I mean, haven't you seen that FISH video enough?  Are you still pulling out that tape?  First of all, if you've purchased the DVD of it, I can tell you that you've been using it too long - you've had to order the DVD after the original VHS issuance.  It's old!  Some of the guys in the video have mullets (if you have one, I apologize, but it's time to let it go - Billy Ray did!)  Love the message, but those Pike Place fish stink by now.  Look for something newer.  And don't just do it because new is better, but rather do it because new may be more relevant.

The messages in some newer product will use language that is more current and the product of more recent research.  Old data in a presentation will be a distraction to the audience as they try to figure out what the new info might/should be.  It, also, delivers a message that you are just going through the motions, even if you are not.  Don't allow aged material to damage your reputation to employees and to senior management.  Both groups can think you don't have your finger on the pulse.  In 2007, I sat in a meeting where someone shared with the CEO to not worry about social media because it won't be around in a year or two; "there's no money in it" is why he said it would be gone.  So, as many of you follow me and Humareso on Twitter, Facebook, Google + and LinkedIn...you get it.

Relevance is crucial in talent acquisition and in talent engagement.  What I am sharing is not just about Gen Y.  Model technology usage, model fresh approaches, model competitive market analysis and do so in a way that shows investment of time, talent and resources on your part.  The employees we serve are selling and interacting in a culture that is all about those items.  Show the executive team how they can be used internally with employees and show employees how they can be used externally with customers.

I must, however, show love for those HR professionals who are balancing this well.  Adult learning, modern business interaction and relevance is an art to manage and combine appropriately.  I have been in sessions with some superstars.  Part of this week's blog is based on the awesomeness I have seen and the conviction that it can be done well.  Employees were inspired and engaged; they left the room ready to tackle their work differently.  Many left the room confident in the company they work for, confident in the company's approach in the marketplace and confident that they could contribute to that effort.

Who says you can't incorporate accurate appropriate adult learning methods for engagement with modern technology?  Nobody.  Who says you aren't able to invent new modes for your company that show clarity of mission while encouraging updated methodology?  Nobody.  Who says you can't be cool?  Nobody...except your kids.