Colour My World

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.

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. 

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^st 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.

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.

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.

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. 

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. 

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.

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.

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.  

Creep

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.

Kit, the pitcher in A League of Their Own, 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.

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. 

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.

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. 

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.

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.

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.  

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.

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.

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.

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.

Don't Worry, Be Happy

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.  

#WorkHuman was a conference recently held by +Globoforce 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.

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.  +JetBlue 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.

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?

• Where does the joy come from? - 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.
• What can the joy do for others? - 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.
• What will work be like in light of joy? - A study in Britain 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.

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!  

The thoughts here are reflective of the measurable affect that happiness can bring to the workplace.  While at this conference, +The Michael J. Fox Foundation for Parkinson's Research 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.

You Don't Own Me

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.  

Have you seen the little girl telling her dad a lie about what happened to Barbie (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!

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.

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.

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.)"

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.

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?

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.

Hello

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.

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.

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.

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. 

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.

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.

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.

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.

Apologize

Simple: When you do something wrong, say you’re sorry.  Whether that action was purposeful or accidental, a sincere apology should be offered to those affected by the action(s).  It’s very simple.  Yet, the truth is that it’s hard to do. 

We love to watch others mess up, though, don’t we?  We are outraged at public figures who make mistakes – small and large – and then have to apologize in public ways.  Tiger Woods, Bill Clinton, Michael Phelps, Ariana Grande, Charlie Sheen, Kanye West, Hope Solo, Mel Gibson, Michael Vick, etc. have all had to do it.  We hunker down to watch TMZ show us all of the dirt that lead to the apology and then listen to interviews of “professionals” who diagnose the apologies offered.  We are sick people.

On an individual basis, we don’t like being wrong.  Usually, it’s because we really don’t think we’re wrong.  We choose to put our efforts into defending our position, outlining the course of events that lead to the repercussions and to bringing up the twelve previous wrongs of the “offended” party.  We’d rather keep the truth of our wrongdoing to ourselves.

Consider this: How many people do you think do wrong things daily?  Even if 75% of those doing wrong do so on purpose, there are still 25% of those who’ve done wrong without intention.  Why should it be hard for 25% of the population to apologize when a mistake is made?  FYI – that would be about 1.75 billion people.  There would be media coverage and interviews due to the buzz of apology.

In our businesses, why is the act of apology disproportionate?  Specifically, why is it difficult to have senior leadership own their shortcomings?  News flash: There are qualified individuals in senior leadership roles who make mistakes.  Think about the first time you held a new position.  Not just with a new company, but the position itself was new to you.  You’d never been a manager before.  A director, a VP, or a CEO before.  It had to be the first time at some point.  Why would anyone think that someone in a new role would get it all right all of the time?  Apologies should be expected to come.

And pride?  Please.  You’re going to make mistakes.  Own them.  Your pride can handle it, and if you think it can’t, you shouldn’t be working where you work, or in the role you have…or with people.  Own it and say you’re sorry.  You cannot really think that you are the first to make an error, do you?  You think because you’re a CEO, you will damage your reputation or status as a leader by owning mistakes?  Think about what you’re doing to your reputation by not owning the mistakes you’ve made.  Everyone knows already; your screw-ups aren’t a secret.

The other side of the coin is not right either.  Don’t you know someone who often begins sentences with, “I’m sorry”?  Stop apologizing for so much.  When you say you’re sorry all of the time, it’s like crying wolf.  It loses its punch and sincerity.  What about when you really need to apologize?  Won’t it seem like every other sentence?

Offering the apology is appropriate when something was done wrong.  Offering the apology is appropriate when something was received wrongly.  Of course your intention is important, but it may not overshadow the way others took what you said/did.  The apology, too, does not negate the consequence that may come from your actions.  It does, however, set the tone for the consequence and it just might allow others to support you more willingly as you travel that road.

You may have noticed that the apology is one-sided.  Offering it does not mean the response you’d like will come.  You may apologize and that offended party may not forgive you.  That is not something you can fix.  The other party may need time, may need to work things out, may never come around.  That’s not your responsibility.  Yours is to genuinely say you’re sorry. 

Our staff and leadership need to know they can make mistakes, offer an apology, correct the errors and choose differently moving forward.  If the same errors keep happening, even though apologies are offered, it might not be the best role for the person.  Repetition is a great teacher both for the individual and the community.  Giving people room to learn means mistakes.  Giving people room to consistently repeat the same mistakes is foolishness. 

Again, saying your sorry is tough.  It’s uncomfortable and awkward.  It’s dynamically opposed to our natural inclination.  It’s a reminder to us that we’re not perfect.  Just remember that we’re all in the same boat.  That will help us to offer the apology from a right frame of reference…and maybe to receive it rightly, too. 

Rocky Mountain High

There has to be a better way to handle inspiration.  Doesn’t it seem that at times we ride this escalator to the top of the mountain only to tumble back down from a strong gust at the summit?  The efficacy of the inspiration stalls; it’s predicated upon circumstance which we know changes frequently. 

How many Hoosiers, Miracle, Rudy, (insert one of a zillion other movie greats) speeches can we give?  Those speeches are delivered at a moment in time.  Our desire is to make that moment last when we know it cannot.  That’s why it’s a moment.  It’s why The Mighty Ducks 3 isn’t as inspiring as the first (C’mon, you weren’t inspired by the first one?)

Effective inspiration consists of a deliberate balance between moments and the cultural training that occurs as a result of those moments.  Cultural training?  Yes!  Everyday, leadership instills an understanding of how things are, ought to be and will be.  Leaders deliver unspoken words of “don’t touch, don’t ask, don’t even think about it” as much as they deliver “please do, please ask, please engage.”  The context becomes clearer to employees as to when those messages are applied.  A culture then develops through the understanding of what can be and who is demonstrating “right” behavior. 

When we deliver inspiring thoughts and a call to action, we do so in the context of the culture.  If we say “Let’s go get ‘em” enough but are unable to “get ‘em” then we deliver a message that cannot be met.  Failure is okay; repeated failure means it can’t be done or you’re not the one who can do it.  And so, culturally, if we tell our team to keep going despite the inability to reach, we show that we don’t know our people, process or product.  The inspiring words are foolishness.

I find myself consistently saying “Know your audience.”  Inspiration is lost on those who’ve heard it before and seen no action.  If, as a leader, you don’t realize the attitude in your culture, then no one is following you.  How are you a leader?  There is no influence happening.

Our intention to motivate is real.  Ultimately, we want employees to be inspired to greatness (if you don’t, you should seriously think about changing careers or changing your attitude, bearing in mind that changing roles still brings your attitude with you).  We have a workforce that wants to be the hero.  We can inspire them to that with messaging, tools and process that set them up for success. 

Inspiration becomes emotionally charged very easily.  That trap is attractive.  It’s feelings-oriented and it presents itself as effective in that moment.  We’ve all done it in our attempt to encourage and push. 

Let’s change the perspective and work to change culture through appropriate cultural impact.  Are competencies there?  Are processes ready to handle the effect of inspiration?  Is messaging consistent and thoughtful?  Simply, again, are we setting others up for success?  That’s what is truly inspiring and will give a return for quite some time.  Go Ducks!

(You Better) Think

by +Victorio Milian  

"Looking back, the thing that's really impressive is that here were these leaders running the Civil War, and people...had time to meditate on the day's events...They weren't multi-tasking; they had time to reflect. It's a luxury many leaders just don't have today, and that's a real loss."

The above quote is by Doris Kearns Goodwin, author and historian, in the April 2009 edition of the Harvard Business Review. The entire article is great and this quote struck me in particular.

I'm a knowledge worker. My job involves utilizing large amounts of information and making decisions that support the goals of the organization I work with. Some are straightforward while others requires a fair amount of analysis and consideration.

When it comes to strategic initiatives, it can be all too easy to go with what worked in the past, without considering how it may impact the present. This is where the danger lies. Considering the fast paced world most of us live in it's important that we take the time to reflect on what we do and did, both professionally as well as personally.

It's also important that these reflections be recorded. I know that sounds obvious but think about it--how much of your organizational member's unique knowledge is accessible--to other staff, vendors, and partners?

For example, in a former role I managed the annual update to the employee handbook. My partners and I made policy decisions that impacted thousands of employees. It was also my responsibility to communicate what changes had been made and why. Part of the strategy in accomplishing this was by saving the previous drafts of employee manuals that were created over the years, along with a supporting notes and communications generated. As a result, we became much better at determining which policies were effective and which weren't.

Having these reflections on record also help to preserve and perpetuate an organization's unique culture, which is often underrated and should not be taken lightly. I know that many people argue that a job's a job, but all things being equal, people tend to choose organizations that reflect their professional or personal values.

Another way to look at it is like this--if your top talent got killed tomorrow would their best practices, leadership decisions, etc., die along with them? It's morbid, I know, but I'm trying to make a point. This is why when Steve Jobs took a leave of absence in 2009 people started to wonder if it signaled an end of an era at Apple (as well as rattle shareholder confidence). When employees who represent the best of a company's values and vision leaves it can have an effect on morale and productivity. Preserving their output for others to access helps to minimize the loss of critical resources.

Here are a few suggestions on being better at self reflection:

• Set aside (idle) time for yourself. Too often we use what little free time we have to do more stuff. Give yourself time and permission to do nothing, within reason. And stick to it the same way you stick to your other commitments.
• Stay healthy. Numerous medical studies show that a good diet and regular exercise have a positive impact on brain functions. It also helps with stress management, making it easier to think more clearly.
• Write it down! This is the one I struggle with the most. I'll have a great idea and by the time I'm ready to implement it I've forgotten the most crucial elements (Doh!). So now I carry around a pen and a notepad to jot things down in the moment. It damages my street cred but it preserves my thoughts.
• Promote and utilize collaborative tools within your organization. Wikis, blogs, and intranets are some of the tools that may be used by organizations for capturing its members knowledge. It's important that they're easy to use and are supported by top management.
• Share. Aside from colleagues, you should try to speak with those outside your normal comfort zone. Remember, you're responsible to all stakeholders. Being able to effectively explain yourself to them (and vice-versa) will only benefit you.

If you want to continue to make quality decisions then take the time to reflect and share this insight with others. Without it you could be missing important opportunities for yourself and your organization.

Don't Fear the Reaper

Go to @twitter and search for #leadership and plan on spending the next four days with no sleep reading what’s there.  Oh, and that won’t give you enough time to finish.  We are a leadership-sensitive business community.  Books, articles, chats, posts, etc. are aplenty regarding the need for, the stability desired in and the call for leadership.  It’s needed in business, at home, in our houses of worship, for our town little league programs, for our school boards and beyond.

The marketplace is ravenous for leadership-directed material.  I have been known to write about it.  I have been known to coach leaders on leadership.  I lead one of the premier HR consulting firms – Humareso.  I like leadership.

Sadly, however, over the past decade, I hear many complaining that our need for leadership is thwarted by a lack of desire for people to step into leadership.  Let me be clearer.  We’ve all experienced leaders who had no business being in positions of leadership.  They were cruel, cold, uninspiring, lacked vision or narcissistic.  Many couldn’t manage their way out of a paper bag let alone lead anyone anywhere (ok, so I have some strong feelings about bad leaders, I know).

Perhaps because of those bad leaders, we have many who could perform the role of leader who won’t do it.  They’ve seen the bloody battle that erupts around leaders.  They see the accolades, sure, but they see the bathroom wall writing, too.  It’s a reputation-killer in our society to be a leader.  Can we honestly blame people for not wanting to lead?

Or perhaps it’s Marvel’s fault.  We hold up high the myth of the super hero who can come in and lead effectively with character and right action.  Those movies are blockbusters, but do they set us up to think that all leadership should look like Captain America?  It’s a fantasy.  Could it be that our fascination with that genre impacts our willingness to jump into leadership?  Could be.

So what do businesses do?  They are so starved for leadership that money and willingness become tied together.  Begging someone to lead and paying that person handsomely is our charge to motivate.  I agree that our leadership should be compensated for the skill sets, aptitudes and knowledge they possess.  However, if we bypass those qualities in favor of willingness to hold a position, we belittle the intention of leadership.  Instead of influencers towards mission, we box bodies into short-term, high-paying figureheads.   That doesn’t seem too appealing. 

If someone has some of the qualities necessary to build upon for a leadership role, it’s our job to help coach them into the role, not scare them off.  Promoting people because you can is not a successful succession plan.  True leadership is of a different path.  Leadership is about influence, yes, but deeper than that, a leader inspires others to push and reach for their excellence individually and corporately.  A leader rallies people toward a challenge or lasting goal.

One of our passions is to ridicule and belittle our leadership.  We leave them little room to grow from their mistakes.  The title of leader does not and should not imply perfection.  No one fully arrives once given a role like that.  Regardless of your political persuasion, look at the way we’ve beaten up our last six presidents (and please, don’t send me any articles as to why Bush or Obama or Clinton are more awful than others).  I wouldn’t want any of my kids to be president, and that’s a sad statement.

If I were president, I would receive a barrage of criticism just like they did.  And while that’s on a grand scale, the smaller version is just as powerful in our workplaces.  It’s why we struggle to find people willing to step up.  And so our succession plans move from who is able to who is willing.  There is a vast difference between the two.

Some of you reading this know I am talking to you.  You know that you have the ability to lead, but won’t jump in.  You’ve seen how other leaders have been devoured by their own.  I know it’s not pretty.  Leadership, however, is a privilege that costs.  It’s not that you will become a leader and now be free from ridicule because you’ll have them read this blog.  That’s not what will work.

What will work is your relentless pursuit of excellence, your drive to encourage those you lead towards the mission and your creative exuberance towards the vision.  Some will not like to see this type of person leading them.  It’s too active, too forward thinking, too expectant.  I would say that’s too bad for them.  You are made from deeper and richer stuff.  Don’t fear leadership and what might come with taking it; rather, fear what a lack of leadership will do for a spirit such as yours. 

(Why You Gotta Be So) Rude?

Positivity is so…positive. When I am referred to as the warm, huggy HR guy (stop laughing, it still happens once in a while), I smile.  I mean, it’s certainly better than being seen as the obnoxious, pencil-pushing, rule-following, do-gooder HR guy.  And while I don’t think that my career has hinged on my positivity, it certainly hasn’t hurt it!

Yes, I’ve done the birthday parties, the collection of funds for the family of a recently deceased employee, the bridal shower, the retirement dinners and countless company holiday parties.  And you know what?  It’s okay.  I’m not Martha Stewart.  I’m not David Tutera.  I’m not on the panel of The Chew.  But, I am willing.

Approaching the fullness of the HR role with a willing, positive spirit invites others in.  It can opens doors for conversation and perspective-sharing that may not have otherwise occurred.  I have learned much from employees when we’re working on a project together.  Years ago, I worked on a “prom” being held during the summer for a group of temporary workers, as a thank you for their efforts.  It was hilarious.  Everyone went to a thrift shop and got awful tuxedos and bad bridesmaid dresses.  We laughed and laughed as pictures were taken under the balloon arch that we made.  And yet, one of the best parts of the whole thing was how much I got to know other staff who helped me get this craziness together.  We spent time decorating, making picture frame gifts for each employee, etc., which all allowed for conversation.  I learned so much about facets of the company, of process, of the good others were doing that I would not have had reason to know otherwise.

I know, I know.  Many of you are saying, “OK, Baldino, you’re always telling me not to just be the party-planner.  What gives here?”  My answer is that you’re right.  I don’t want you to be JUST the party-planner.  But that does not mean you shouldn't be a part of it.  An organization’s cultural improvement and enhancement is going to need leadership…that’s us, HR.  Don’t be afraid.  Love the chance to foster team through these opportunities.

And be authentically positive.  There’s so much in our world that is tough, draining, annoyingly compliant (if ACA, FMLA and the like don’t make you want to pull your hair out, you have issues).  Leverage opportunities for proactive organizational investment through positive approach with defined plans.  Too many of us walk into these opportunities with the look of “I have to” on our faces.  You won’t get the type of return possible with that kind of attitude.  Find the genuine reasons to be encouraged which will allow you to display the positivity needed.

Sometimes, the crankiest person in the department becomes your best friend after a shared experience.  There’s nothing like sharing hot dogs, beers and fries at a baseball game to bond people (at least for me).  Create memories, encourage camaraderie and set the mood for laughter.

Take stock of your demeanor.  I know how entitled you are to be pissed.  I get that most of the people you see each day suck the life out of you.  I am aware that you’ve had to cover the butts of people in the office for years.  Keep it in check.  Ever think what others are thinking of you?  Do you think you’re alone in categorizing and judging others?  Someone has to stop the carousel of negativity.  We are the cultural ambassadors of our organizations.

Take hold of that role and don’t apologize for the smile on your face.  No one should steal your joy.  I’m positive that you can do this (see what I did there?).

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!

Time After Time

For a brief stint, I worked as a middle school teacher.  Teaching is a wonderful gift and I was delighted to do so.  I found that the most time spent, however, was directed towards items and issues that were not germane to the work I was asked to do.  Over and over again, forms had to be completed, state requirements proven and validated, interviewing with academia, etc.  Please understand that I believe in compliance and in accountability…definitely.  What I struggled with was the amount of time it took and how much time it took away from the students.

In human resources, I have experienced and witnessed a similar phenomenon.  While the distractions may differ, the results are the same.  For example, think about how much time you spend at your desk.  Can’t do it?  How about for the next 7 days, you keep a log (seriously!) as to how much time you are sitting at your desk.  Now, while sitting at your desk is not the enemy, per se, it may show you how much less you’re actually amongst the people you serve. 

And it isn’t just about paperwork either.  I bet it would be amazing for you to log how long you actually spend with a particular person or two each week.  Perhaps it’s all good stuff, but likely, you may have your time taxed by someone that should not have as much time as he/she has been allowed to have.  Think about that employee who “just needs 5 minutes” each day.  We know that 5 becomes 20 in seconds.  If it’s every day, what could you do with an extra hour and 40 minutes each week? 

There are still those time-suckers who want to review something again, complain about something again, have software explained to them again…it’s the same stuff time after time.  Am I insane?  Do I expect a different outcome?  Why do I allow this distraction to take me away from serving the larger population?  Stop the madness…you cannot get that time back.  Make decisions about the wasting of time.  If someone cannot handle the work they’ve been given, then get them out of that role.  If the same process isn’t getting the results needed, then put the effort in to change the process so you can be free from the hamster wheel.  Make the change.

I am not making light of responsibilities.  I know that form completion matters.  I know that one-on-one chats have to happen.  I know that your CEO will walk into your office and eat an hour of time.  I know.  Is that every day?  Is it keeping you from the objectives you’ve set?

Time will keep moving on.  Those goals you have for 2014 have a smaller window for completion.  We’re about 9.5 months into the year.  Can you accomplish those goals you set for the people of your organization in these last couple of months?  If so, maybe those goals weren’t so stretching after all?

Are you allowing busyness and distraction to keep you from what you’re to do?  My words are easy to type.  The action of leaving your office for a time and closing the door behind you might be a discipline that you have to employ.  Be with the people.  Learn processes.  Watch cultural interaction.  Those components will make you a better HR person, a better business partner, a better worker.  You will be energized, enlightened…more alive!  Take back your time.

Freeze Frame

(by +Victorio Milian)

I've worked many jobs in my career. Some I've enjoyed, others I've hated. I'm fortunate at this stage of my life to be involved in a few professional ventures that I really enjoy.

Part of why I'm in a good place these days is that I've found a way to incorporate my creative talents into my work. For example, I've been writing for over five years for various blogs and other outlets. This has provided me with opportunities for my work to appear in magazines, to travel, as well as connect with other great professionals. My emerging interest in photography and graphic design is helping me with my clients and their respective needs. My hobbies and interests have a home in my places of work.

My creative activities also serve as a diary of sorts. It gives me an opportunity to reflect on my growth and development, both as a HR practitioner as well as a person.

I say all this because I recently read a NPR article entitled, 'Got A Hobby? Might Be A Smart Professional Move.' In it, the author, Maanvi Singh, discusses research which reveals that employees who have creative endeavors outside of work tend to perform better at work.

According to the researchers abstract:

We conducted two studies that examined the relationships between non-work creative activity, recovery experiences, and performance-related behaviours at work. Creative activity was positively associated with recovery experiences (i.e., mastery, control, and relaxation) and performance-related outcomes (i.e., job creativity and extra-role behaviours).

A word of caution--it was a study done on a small group of professionals. Also, more research needs to be done on the connection between a person's creative outlet and work performance. Therefore, I wouldn't point to it as definitive proof of a relationship.

For me, however, it does make sense. Particularly as a consultant, I'm more engaged with clients when I can bring my full array of talents to work, even if they're not needed or utilized. And I've learned plenty of things at work that I've applied at home. Also, having a creative outlet helps me to relieve stress and to regain balance.

How can employees figure out how to be more creative at work, so that they can be more satisfied? Here are a few suggestions:

• Look at yourself. Take stock of the things you like to do, particularly those activities that you may not be able to engage in during work hours. Perhaps you like art, or exercising. Whatever it is, take stock of those things.
• Look at your job. What type of organization do you work for? Specifically, what are the values and expectations within it? Understanding the type of environment you work within can help you identify whether or not there's an opportunity to explore incorporating creative activities at work. For example, I've worked in environments where my social media activities were encouraged. In others, it was a big no-no.
• Look at your supervisor. You will have no bigger advocate or obstacle than your immediate supervisor. And that goes for any organizational initiative you may want to implement or adjust.

Finding that professional/personal sweet spot is tough, whether you're a CEO or the janitor. When people are able to clearly articulate and exist within that sweet spot between the two, they (in my opinion) tend to do better at work.

Broken Wings

Sweet words can heal.  I can recall so many times as a dad where a “boo boo” was healed more by my words than any bandage or ointment.  My kids were more appreciative and comforted by sweetness in tone and message (coupled with a hug).

Think for a minute about how we would do that in a Human Resources function.  Are we to be the “boo boo” office?  Regardless of how many HR departments that I’ve known that were (some still “are”) exclusively like this, I recognize that there really is no other place employees would think of going to than HR for such a need.  So what do you do?

To start, I think it would be kind of awkward to hug and kiss the forehead of an employee whose feelings were hurt by a rough manager.  Aside from the lawsuit that might accompany it (think I’m kidding?), I would submit that there is a diminishing of HR when this is done.  Employees might see our office as we did the Nurse’s Office in school – it was a way to get out of class for a bit and you could rest there.  There was a guy I knew in school who went to the nurse’s office 3 days a week after lunch for a nap.  He didn’t have a doctor’s note or a parent’s permission.  There was just a sweet nurse who liked him and let him sleep.  Are we merely a “nice nurse?”  The nurse in school had her nursing degree and a skill set in it, but she relegated herself as being nice.  Her competencies were not appreciated by those she served.

Comforting a person in a tough situation or who is experiencing difficulty should have a human aspect to it.  I am not advocating a cold HR office (far from it!).  I believe that there is a deep reason to have an HR professional who can connect to the talent within an organization.  As cultural ambassadors for our companies, we have to engage with our staff to win the right to be heard.  We offer a productive viewpoint and a desire to affect change that is most readily received by an audience who knows us. 

When M'Lynn (Sally Field in "Steel Magnolias") loses her daughter Shelby (Julia Roberts), she is rallied to by all of the people in her life who really know her.  And while I know that the gut-wrenching scene at the cemetery is not what most HR folks will deal with each day, I do know that the aspect of putting yourself out there has to be practiced in order to engage with others in an impactful way.   

By being real, we open a door.  Are you hiding behind your door?  Open it.  Get up from your desk, open the door and head out to the assembly line, the sales floor or the customer service department.  Your words will bring healing when they are heard in the context of your relational deposits and cultural encouragement.  Believe that your skill set will shine as you embrace (figuratively) the staff you serve.

And consider that as people grow and mature (well, most people do…I see your head shaking…I know some exceptions myself!), the way in which comfort and connection happen might have to evolve, too.  I don’t speak to the entry-level folks exactly the way I do to those I’ve known for 20 years in the workforce.  There is history between us that I draw upon and allow my conversation to reflect that depth.  I won’t be able to just “kiss it and make it better” with them any longer.

Today, as my kids get older, I think about how one day they will be comforting me as I age.  When my ability to do things as I’ve always done becomes impaired, my children will have to use some of the skills in comforting that I’ve shown them.  I trust that those deposits of family culture and engagement will blossom into confidence and leadership as they take ownership of the family.  We need to build people up to handle such difficulties.  Whether our kids or our employees, we can bring comfort.  Think about the cultural deposits you’re making towards it.