Demons

The phrase "jump the shark" came into existence in 1977.  For those of you unfamiliar with this phrase, it is used to explain when something goes beyond the normative of the story line by adding unrealistic events or plot lines and is usually accompanied by a decline in quality.  The phrase is based upon the "Happy Days" episode where cool-guy water-skiing Fonzie jumps a shark while wearing his leather coat.  Seriously?  So bad.

Lots of shows have been categorized by their "jumping the shark" moments.  Often, you’ll notice the decline based upon set changes, character additions or subtractions, character job changes, etc.  A common approach is when an unexpected birth or addition of a child occurs in an effort to add years to a show.  As a kid, a string of this thinking occurred: Oliver from "The Brady Bunch", Sam from "Diff'rent Strokes", Andy from "Family Ties", Chrissy from "Growing Pains"...need I go on?  You would be hard-pressed to find a time when this has worked well for a show.

Similarly, you would be hard-pressed to find it working for companies.  For example, when companies decide that their products need to have a "smart" feature, is it just so that it connects to our phones and therefore is relevant?  Why do I need to check my phone to see if the pan I've placed on the stove is hot enough? Seriously, that's a thing.  In an effort to seem relevant, companies will sometimes gravitate blindly towards trends.  This does not make a company viable.  In fact, it might lead to the opposite (and often does).

And within some of our companies, we’ve jumped the shark.  The life support has been turned on for a department within your organization.  How did we get to this place?  HR, for example, often lives in fear that their department will be cut in some way.  And while it is not uncommon for HR to be one of the departments to experience a RIF if the time comes, does it happen because of a self-fulfilling prophecy?  If I think no one will ask me to the prom, I am likely walking around as if no one will ask me to the prom.  Those sad people will end up home on prom night sulking and eating a half gallon of ice cream while watching The Notebook on demand (this is what I’ve heard happens…I did not experience this, I swear).  HR can suffer from such an esteem issue.

Perhaps our department is trying to add more to what we do out of desperation for our leadership to see us as relevant.  We don’t sit home and eat ice cream, but rather, we explode into employee engagement – incentivizing, surveying, programizing.  We believe that this is the level of visible relevance we need to show.  See, we’re busy and we matter.  Can we get a contract for another 12 episodes, please?  Longevity does not mean impact.  This is a hard reality.  We believe, deep down, that if we last, we’re relevant.

That is not true.   

Our relevance comes from true, measurable impact in our organizations.  What is it we actually offer and fulfill?  What is the business bottom line that we're impacting?  What's been our effect on process, service or sales?  And while the latest and greatest may not be the route to go, how do you know?  Study the trends.  Understand fit.  Consider philosophy.  Take action.  

The challenge of knowing our people well - skills, aptitudes - is a vital offering that we can bring.  Proactively look for ways to make that priority happen.  From there, you can reference those results against the performance outcomes.  Measuring process and results are a universal language that require no posturing.  

Shake off the demons of feigned relevance.  They don't define success, nor do they define you.  Start attacking the work in front of you with passion and use the skills that have been dormant for a bit.  Assess what's working, what's not, develop a plan, gather resources and act out of greatness.

Don't Dream It's Over

When summer wraps up, there is something tangibly ending in our lives.  So much effort and energy are spent prepping for this season.  Not all of us live in the eternal sunshine states of Florida, California and the like, so summer is a big deal!  As an east coast resident, the three months of summer are gold.  Lots of effort goes into how to best spend those 3 months (really, it’s 2.5, but I’m rounding up!).  Day trips, evening patio dinners, weekend excursions, 7-day vacations, etc. are scheduled.  We don’t want it to end.

Danny and Sandy spent their summer swimming (Sandy almost drowned!), holding hands, staying out late and making out (Sandy tells it differently than Danny on this point).  Their weeks of summer were the best ever, but alas, summer ended and school was upon them.  Sandy had to go back to her faraway home and Danny back to his T-Birds.

In the business community, it’s easy to romanticize our off-site meetings or team getaways.  We build them up like the summer days that Danny and Sandy had. We set that time as the goal.  And just as those crazy love bird teens found out, the destination isn’t the goal.  For our organizations, the destination can be the annual sales celebration meeting in the Bahamas or the executive leadership team getaway to the Cayman Islands.  Those are amazing destinations and they are certainly more appealing than a frozen tundra (unless you prefer freezing your tookus off). 

Listen, get me on that plane! But the trip doesn’t last.  For some of us, we know better.  We get that the location is valuable, but it’s not the end.  We, instead, focus on what we’ll do once we’re there.  We redo mission statements; we plan incredible team building exercises; we bring in fabulous speakers to encourage and motivate our teams.  Those are great things!  So much planning goes into them and the hope for a return is desired.

And yet, therein may be the rub.  When we get back to work, what happens?  Is the pattern of normal living returned to?  When Danny went back to Rydell High School, he donned his leather jacket, put the cigarette in his mouth and entertained the ladies.  The “time of his life” that he experienced over the summer was a memory.

Perhaps much of the effort should be put into what the outcomes will be.  Yes, make the time memorable, but the post-trip time should be just as memorable. 

This applies to on-site excursions, too.  Those fantastic programs you put together.  The speakers you’ve brought in.  The launch event that marketing spent weeks on.  All of that is valuable, but it's not the end.  The leadership for the company, or at least for the division, should be involved in planning for post-trip.  More than one person will need to hold people accountable to the application or implementation from the event.  The team should be decided ahead of time upon the objectives as well as how to measure them.  This is effort, yes, but it's effort that justifies the ROI of such programs.  

Think about marriage.  So much time is spent planning for the wedding day.  Dress, flowers, photographer, venue, etc.  It’s all so important.  Months of planning are done.  What if that were it?  What if at the end of the reception or honeymoon, the newly married couple says, “That was fun.  We should plan another one of these again.  Take care and hope to see you soon.”  Each of them returns to his/her walk of life prior to being married.  As observers, we would likely think that they’re crazy.  They just got married…it’s more than a wedding.

That same logic holds true to the programs, events and conferences we help organize.  Think long-term for your team.  Don’t be enthralled with the “wedding” alone.  Think of the “marriage.”   The event won’t have to end; it will live on in its application.

The Reason

by +Matt Bagell 

(Financial Contributor for Humareso)

As a financial planner, I run into the same question all the time when talking to a business owner, hr specialist or controller.  Which retirement plan should we set up for our company?  They always seem to be leaning towards a solution but are not sure what the full details are with regard to the various plan options.  

You just need to know one simple thing; what is "The Reason" for creating one for your company.

Let's face it.  Some business owners are extremely interested in putting a lot of money away for retirement and taking advantage of as many tax deductions as possible.   In a perfect world, a business owner could do this while receiving a tax break from the government at the same time without limitations.  Unfortunately, there are caps to what you can do and it depends on what plan you choose.  On the other hand, a business may be solely focused on enhancing the benefits they are offering to their employees.  The company may see a retirement plan as a way of keeping their employees around and also attracting new ones as well.  

I could bore you with all of the details that go along with a SEP IRA, Simple IRA, and 401k plan but if anything else you have to first realize that these plans allow contributions to increase to a level much higher than an individual IRA.  In 2015, the traditional IRA contribution limits are $5,500 and $6,500 if age 50 or older.  The limit allows for a decent contribution but a business retirement plan such as a SEP IRA allows for contributions up to $52,000 in 2015. Now that is a huge difference.  If you put that amount against a 30% tax bracket, you would receive over $15,000 in tax savings in just this year alone. If your company has many employees or is likely to grow, a 401k/ Profit sharing plan might be more suitable.  You will have the flexibility to decide if you want to invest more or less each year and can limit the benefits provided to the employees based on actuarial testing.  

There are many factors that affect how a retirement plan will work including the age of employees, the number of employees, the salaries of employees and the contribution amount of the employer(s). This is why a decision should not be rushed.  A Simple IRA plan, for example, does not allow for higher contribution limits compared to other business plans but the out of pocket cost is less for the employer to set up. 

Retirement plans are great ways to really improve your company.  The business owner(s) can really take advantage of putting money away and the employees are also set up to come along for the ride. Think about it. When else does the government hook you up with a discount on taxes for saving your own money. By the way, they also let your money grow tax free before withdrawals. Not a bad situation if you are able to contribute steadily throughout your working career.

So, first start with "The Reason" you are considering a plan. From there, it will be a lot easier to figure out what fits your company's needs.

The information in this email is confidential and is intended solely for the addressee. If you are not the intended addressee and have received this email in error, please reply to the sender to inform them of this fact. We cannot accept trade orders through email. Important letters, email, or fax messages should be confirmed by calling 856-355-5905. This email service may not be monitored every day, or after normal business hours. Securities offered through Registered Representatives of Cambridge Investment Research, Inc., a Broker/Dealer, Member FINRA/SIPC. Investment advisory services offered through Investment Advisor Representatives of Cambridge Investment Research Advisors, Inc., a Registered Investment Advisor. Representatives of Cambridge Investment Research, Inc. do not provide tax or legal advice in their roles as registered representatives. Cambridge is not affiliated with BJL Wealth Management or Hardenbergh Financial Services.

Everyday I Write the Book

Executives are pressured to be budget-minded while increasing sales and productivity.  “Do more with less” is the banner many are forced to hold high while walking across the customer service area or the down the manufacturing line.  The pressure of expanding territory, managing the brand(s), and keeping talent in the building require complicated maneuvering.  While begging, pleading and groveling tend to be our default posture, we can really choose differently and with a better chance for lasting effect.

A detailed, passionate plan is necessary for a Human Resources professional to be engaged in the business process.  We have to sit down and create an action plan with both pre- and post-process details.  This may very well be a daily process.  There are moving parts and market fluctuations that cannot be depended on to remain static.  The dynamic nature of our commerce requires us to be nimble and adaptable.  Write and review processes everyday.  Grab your coffee (or latte or Oprah Chai Tea or whatever it is you like today).

Pre-Process:

• Where are the pain points of the company?
• How did it get this way?  What has to change?
• What are the expectations for the company as described by the Executive team?
• Who should be handling certain components of the process?  When can I sit with them to review?

Post-Process:

• What elements were accomplished?  What’s working well?
• Where are there still missing pieces? Who is addressing those needs?  How?
• Who is/was unable to handle the responsibilities given?  Time for change?

These questions can be drilled down more, but the general idea is to challenge yourself to answer them.  Sit down ahead of time with the pre-process list of questions and write down answers.  When we answer them in our heads only, it’s often the case that’s where they’ll stay.  Write the answers; from these answers, an action plan is created.  This is not an exercise in accountability only, but also in planning with purpose. 

Our companies are in need of dynamic resources to handle the mandate of “more with less.”  I don’t see this trend changing anytime soon.  The fear of finances around tax increases, ACA compliance and global military activity is real and impacts markets.

Listen, for those of you still holding onto hope that you’ll be allowed to fill that job requisition for additional help in your department…let it go.  Don’t depend on it.  It’s been two years.  The company is not bringing on another HR Generalist for you.  Be creative, be industrious, but don’t be stupid.  If the answer is that next quarter might look better and we’ll see then, give it up.  Work with what you have; just work it stronger and with real expectations.  I have had the opportunity to sit with HR departments who regale me with the plans they have for an additional person they’ll eventually be allowed to have.  In the meantime, though, that list of work and plans sits dormant waiting for that person.  Why?

Meet with the executive team to determine the fiscal expectations of the company for the next 6 months.  Then take that understanding and create the process list for pre-, during and post-.  Assign roles, speak to the cultural leadership needed and provide timelines.  Yes, hold people accountable, including yourself, but do it based upon a clearer understanding of the expectations of the company’s financial strategy. 

Oh yea, for those of you reading this who are saying, “no one on the executive team shares this with HR,” then figure out how to make them.  Give them the business case for HR’s involvement.  Show them what you know how to do.  Let them see the resources you have ready to go once you know where you’re going.  Of all people, HR seems to know how to do more with less.  We’ve done it for decades. 

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…)

Candy Everybody Wants

SMH.  How cool am I?  I know that SMH means “Shaking My Head” in text and social media chat.  OK, you might not think I am that cool, but I do (and isn’t that all that really matters? Ok, not really).  We do know that just because you know the latest slang, technology or fashion doesn’t make you relevant.  Relevance comes from true engagement.

OK, what the heck does that mean?  Sounds like the latest talking point for me to use as a keynote.  I can travel from SHRM Chapter to SHRM Chapter and sing the values of true engagement.  “For only $39.95, learn all of the secrets of true engagement that will transform your business, your marriage and your life! Act now and I’ll throw in a Ronco Potato Peeler absolutely free! (Just pay shipping and handling)”.  Nice, right?

True engagement is about connectivity.  For business-minded people, this means connection to competition, market conditions, market changes, talent trends in skill sets and training, strategies around retention and succession planning, etc.  I will be relevant when I am relevant.  I don’t look or sound relevant alone; I am to be relevant in what I do, too.  Often this requires an investment in time to determine where my resources are better spent moving forward.  I assess situations, weigh the facts, research what I don’t know and make decisions.  This screams of relevance.

As people, we yearn for connection to others, to ideals, to purpose.  When something is out of line, we seek to find a replacement for what’s missing.  One of my recent favorite actors died this week.  Phillip Seymour Hoffman could draw you in to the role he was playing.  You believed it was real.  You tracked with him.  You could connect with the performance.  Out of the limelight, he struggled with the same things we all struggle with – relationships, meaning, direction.  What he ran to for answers did not provide what he was ultimately looking for, but don’t think he’s alone in that.  I am not speaking of drug use, but on a grander scale, running to something easy to fill the deeper.

Our relevance is not bound to coolness.  When I sit and listen to someone pushing a book about how to be relevant to Gen Y, for example, I could get up and punch them in the middle of their speech. (I mean, slap them, ‘er, rather, give them a stern glare…ah, that’s more HR).  Tell me how to measure competition better, how to measure and read financials better, how to discover better talent and recruit more effectively.  That’s what will make me relevant to the workplace, not a Blu-ray in the breakroom or $5 Starbucks gift cards on an employee’s birthday (OK, I don’t really mind that one, but…). 

Your connection comes from putting yourself in places to be connected.  What are you spending your time on?  Is it profitable?  Is it bottom-line driven?  We are so much better than flash and glitz; we are substance.  Our purpose comes from pursuit of such things; work to fight against those things that would distract us from our meaning.  We have depth.  We bring purpose to the table for others to share.  We are relevant to our companies, our homes, and our country when we pursue connection to real, lasting principles.  For our business communities, these principles must be foundational and returned to time and again.

There will come a time when I will no longer be able to physically pursue some of these things, and as such, my relevance may slip.  May I remain strong in my core to not become discouraged.  My mind may want more, but my body may hold me back.  But maybe, by that time, the Ronco Relevance Infuser will be on the market.  Of course, I will be first in line…SMH

Blame It On the Rain

Deflection is an art.  We can really get great at showcasing our ability to deflect responsibility and avoid consequences.  In my life, I have known people who were great at this.  Some might even say I know how to do this well.  Perhaps they are right, but it seems to be such a requirement in the workplace that likely I've adopted methodology.

Remember when Milli Vanilli were caught lip-syncing.  And then we found out they didn't sing the songs that they won Grammys for.  And then they were embarrassed.  And then they blamed the record company.  And then they blamed the pressure to succeed.  (And then they released a demo of them actually singing? Just awful, by the way)  Lots of blame being tossed around. 

And why?  Why is this the norm?  Maybe some of it comes from the overbearing nature of some moms and dads (it's always about mom and dad, isn't it?).  "Little Jimmy" could do no wrong in school ("it was that lousy teacher"), in sports ("the coach never gave him a chance") or in his first job ("it's the summer and they wanted him to work 8 hours in one day...the nerve!").  Mom and Dad could have meant well, but instead shut off the ability to fail, to stumble, to learn from his/her mistakes.

Maybe it's because our society doesn't want to hurt anyone's feelings.  I work with many companies that are corporately held in another country.  When those CEO's engage with US workers, they notice how quickly feelings are hurt.  It's an oddity to most of them.  Are we too sensitive?  Maybe.  I mean, just because I still cry at the end of every repeat episode of Touched By An Angel doesn't make me sensitive, right?  But I digress...

It's not unusual for an employee to blame another employee or a process as the reasons why something didn't work or why he/she was unable to complete a task appropriately.  There may very well be truth to what that employee shares, but does it excuse the employee from getting the job done?  Some companies that have stagnated find themselves making excuses along with employees as to why things aren't working.  We think that more policies, more parameters, more rules, more goals, more more more will motivated change in process, in employee attitude, in results.  OK, America, how's that working out?

If you don't like that your employees do it, have you checked to see if they are learning by example?  Of course, this is not going to be the case in all situations.  There is some tough love needed with some employees.  They need to know that it's not okay to just wait for everything to be fixed before they work harder, smarter, better.  They have to be accountable to their performance.  If something is not right, what have they done to bring it to the right channels or, even more so, to try to correct it?  We want to encourage innovation, critical thought and a healthy work ethic.

But sometimes, as I said, the company leadership has fallen into an excuse-laden mode of operation.  Once we find the right people, things will get better.  Once the new product line is tested, we will start to make money.  Once the economy changes, we will be in better shape.  I cannot tell you how many CEO's have said or thought that a new political party in power would change everything.  It's not Bush's fault your company isn't working out nor is it Obama's fault.  Of course there are things we wish they had done differently to help US companies, but regardless, it's the company leadership's responsibility to make things work in the context of what is, not in what's wished for.

Survey the environment, study the competition, take financial management courses, work with experts...do whatever it takes to make your company great.  If you are a business leader, take that role seriously and expect it to be hard.  If you are an employee, figure out ways to make your job work the way it ought to so that you can achieve the results expected. 

For all of us, life is not about waiting for things to work out.  You probably won't hit the lottery.  You probably won't retire at 40.  You probably won't get your way in everything.  So what does that mean?  Blame?  For our company?  For our spouse?  For our children?  For our parents?  Really, think.  What does that get us?

Be committed to excellence, not blame.  Be willing to own what you are not doing well and then decide to change.  Seek help.  Seek collaboration.  Seek ingenuity.  We're much better than blame.  Divert those energies into something remarkably positive.

She Bop

Do you remember trying to fit in?  You might still be trying now!  Our school years most often represent the times where this was a reality.  We wanted so much to be liked, to be popular, to be wanted, to be so much more than we saw ourselves as.  We desired people to seek out our presence.

As we've aged (so hard to write that...), we still look to fit in.  Often, however, it may not be as much about being popular as it is being relevant.  We don't want to be our dads or moms of a generation ago.  We don't want to go "gently into that good night" and we shouldn't.  We should want to remain engaged and informed.  We should maintain a voice within our organizations that still speaks to the pulse of the markets, the competition, the corporate philosophy.

But I would be delinquent if I didn't mention priorities.  In our quest to be relevant, we sometimes lose our way in keeping the priorities of our organizations first.  Some of you are already shaking your heads in agreement (thanks!), but let's get some perspective on this, as it's not a new phenomenon.

We know that sex sells.  It has done so since time began.  Men and women have both used it to be desirous and to achieve goals.  Advertisers and marketing executives understand this and regularly use sex as relevant to the generation watching and listening.  The philosophy for some major organizations has shifted due to the use of sex to sell product.  GoDaddy has had some beautiful women in its advertising and this has been successful for them.  Oh, and by the way, they sell website domains and services...very sexy, hence the relevant advertising.

OK, in HR, we can't use sex (if you are, wow) to sell our relevance.  So, what do we use?  What is the latest and greatest product, series of lectures, technology?  The first component is to remember what the mission of the organization is.  All messaging should be tied to that, and if there are messages that don't fit, we should remove them, regardless of how "relevant" it is.  Secondly, relevance does not equal appealing.  These words have become overlapped in organizations.  Think about school for a moment.  There were days that school seemed boring, tough, annoying, overwhelming and stupid.  The appeal of school was not always there, but it's relevance remained.  Education is vital to the health and growth of people (we can argue about Algebra later).

And finally, the method of achieving relevance may not be popular. In fact, sometimes it may be polarizing. When Miley Cyrus performed at this year's VMAs, she delivered what she believed to be a relevant performance. She was talked about for days after the performance, clips were shown over and over again, celebrities were interviewed, etc. The response was divided - some loved it, some hated it. Is she relevant because we were talking about it or is she relevant because her messaging is consistent with the goals of her organization?

The dictionary defines relevance as "closely connected or appropriate to the matter at hand." What does the messaging we deliver in our companies say about our relevance? Are we "flash in the pan" messengers? Meaning, we deliver the latest and greatest, and as such, we have employees who pay little mind to it. They know that if they just wait a bit, the message will change again, so why commit? Better use of our time is to remain consistent in the ways in which we deliver product and services to our customers and to relay that consistent message to employees with enthusiasm and openness. Relevance can be enhanced by better connecting it to the matter at hand.

If we are Brother and typewriters are not what people want any more, then what are we doing to continue to deliver products and services in keeping with our mission of providing office solutions? Understand what's going on in the markets and maintain relevance through offerings. Simple to say, I know, but necessary to unpack with the executive team. Brother, for example, still employs 1100 workers in the US. They care to know how the company plans on remaining consistent in mission in light of changes in technology, usage and competition.

Sometimes our problem in HR is that we like the shiny new toys. New programs, new tactics, new videos are great, but if they don't contribute to the overall mission of the organization, then they are not relevant, regardless of how much fun they are. To be taken seriously as a true business partner, we have to be able to show how what we do, suggest and implement is driving our company to its mission and related goals. Some of you are doing great work in this vein and should keep sharing your great ideas. And for those of you not doing so, cheer up! Listen to "She Bop" (with which I have forever scarred you), re-energize and review the mission. Relevance takes thought...just like Algebra.

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!

She Works Hard for the Money

With all of the talk of the Yahoo flexible staffing changes, much conversation has been had about measuring productivity.  Some have argued that working from home means that there is no supervision and therefore less work is really being done.  Some have said quite the opposite - freedom in flexibility drives people to work harder.  Both sides have presented stats to support their position.  So how do you decide?

In some ways, I'm a bit old school.  I believe in hard work for great results.  I believe in an honest day's wages for an honest day's work.  I believe no one owes you anything.  Most of this perspective comes from my family.  I was raised with a work ethic that was without excuse.  My dad was out of work for over a year in the mid to late 70's and he tried to find a job in his field while he was remodeling kitchens and hanging Sheetrock/drywall on the side.  He worked weekends and evenings.  He knew he had a family to provide for and that was his mission.  He wasn't too proud to lift a phone, a frying pan, a hammer.

Now, I understand that nostalgia is just that.  It's a sentimental remembrance of a time gone by.  Time moves on and things change.  I know that there are numerous people in an unemployment line today that feel that same passion to provide.  I am heartbroken for the families that are struggling today and searching diligently for work.  What I, also, know is that each week, I hear from a different person who brings up the feel of the workplace today and the air of entitlement that is pervasive throughout.  Nostalgia aside, somewhere we've lost drive.

Where did it go?  Are we lazier?  More tired?  Stretched too thin?  Burned out?  Disenfranchised?  No longer hungry?  You tell me.  I have read the "experts"; I have read books by some smart people.  I have read countless blogs telling me what's wrong.  So what do we do?  I am practical in my business sense.  In human resources, I don't believe in programs for programs-sake.  Everything that HR does should point to the business bottom line.  If it doesn't, then stop it.  Time and resources are too precious.  We've got to create an action plan to get motivated and get working again.

As some of you have learned, you can only control what you can control.  I didn't learn that from a fortune cookie (although, I should look into starting a business making them...side note!).  I learned this from experience.  When I was in my 20's, I was going to change the world.  In my 30's, the world crapped on me.  And now in my 40's (man, that's still hard to write), I have become laser-focused in the ways I can make change happen.  I do have control over behaviors and actions; I don't have control over the world or all of life.  The action plan we can create to conquer should be based on behavioral and attitudinal change along with clarity in mission.

We should be on a mission to get back to hard work.  The turn-around is not going to be easy.  We are living in a country that is falling down the list as measured against other countries.  We're 12th in GDP, 6th in innovation and technology and 7th in overall global competitiveness http://www3.weforum.org/docs/WEF_GlobalCompetitivenessReport_2012-13.pdf.  (And if you're in HR and you don't know what some of these measurements or terms are, then you had better get an education quickly.)  It was not that long ago that the US was 1st in everything.  To lose this much ground is unsettling and it should cause us to want to roll up our sleeves and work hard.  

We're in a war for talent.  Yahoo is implementing the changes to flexible staffing and schedules because they want to know that the talent they are investing in is returning a profit for the company.  Measurement is telling them otherwise, hence the changes.  I would argue, though, that we're not in a war for talent...we're in a war for GREAT talent.  The pool of people who really fit the bill for what an employer is looking for has shrunk. Companies wind up settling in hiring because they just cannot find the superstars needed.

Some of this can be remedied by expectation from the employer.  Not everyone can be the verbose sales manager that wins over a room with his/her personality and charisma.  Not having those traits does not make someone a less desirable candidate.  Can you imagine an office full of Michael Scotts or Chris Varicks or Joe Isuzus? (Google them if you don't know).  It would be way too much.  Superstars run the gamut of personality and approach, but can still produce results.  Dig deeper in interviews; be situational and behavioral in questioning.  This is where the work should happen in bringing the right people on board.

Another part of this can be remedied by each and everyone of us.  We've got to work harder.  I'm serious.  There are millions of us who've been infected with the entitlement bug.  Take some antibiotics and move on.  We deserve what we really work for.  One of my favorite business biographies is about Hershey's. Milton Hershey failed seven times in business creation and went bankrupt a couple of times.  And yet, he awoke each day determined to make what he knew would work.  He refined candy making processes, he sought out better ingredients and he went door to door and in every venue he could to showcase his results.  He worked hard for his success.

I know that there are some of you reading this who are already traveling this road and have this perspective.  I see the work you do and I know the results are measurable and real.  Allow me to say "Bravo" for not only your work, but for your example to others.  You are most appreciated and very much needed in our businesses.

For those who will take the time to reflect on this, perhaps it will inspire you to take some action steps.  Have you gotten a bit lazy in your work ethic?  Is there an entitlement issue at the core?  Identify, create a remedy process and seek out accountability in a trusted business friend.  Hold yourself to the highest standard you can; forget about what everyone else is doing or isn't doing.

I believe in working hard.  We work hard to earn a decent living.  We work hard to set an example for future generations so they'll know what it takes to maintain and surpass.  We work hard to influence societal greatness.  We have done it and we can work to do it again. 

The Boy is Mine

Fight for your love, right?  It's Valentine's season.  It's all about love.  Actually, it's been all about merchandising since January 2.  Hearts everywhere.  Love, love, love.  Sick of it, aren't you?  I mean, listen, I like to be in love like the next person.  All those jittery butterflies in your stomach.  Dry mouth, sweaty palms, empty wallet...

I have been giving great thought to what we in the HR world fight for in our companies.  What we spend our energies on is typically a sign of our passion, of our love, if you will.  What we often say we love is strategy.  We are HRBP's (you know, business partners); we have a seat at the table (I might lose it if someone uses that phrase at the National SHRM conference this year); we have employee engagement surveys.  See how strategic we are!

Roll your sleeves up.  Let's look at our organization as our "boy" or "girl."  We love it.  We live for it.  We can't bear to be apart from it.  Now think strategically.  How do we keep it?  How do we protect it?  How do we fight for it so no one else takes it?  That's the driver of strategic business thought.  So let's start with one aspect for fun - strategic cost management.

Strategic cost management is all about analyzing and managing costs so your company can have a competitive advantage.  So how do you do that?  First off, it takes time.  "Date" the CFO for a while (scary to some, I know).  Find out all you can about profit margins and what the break-even point is for the company; better yet, if you don't even know what a break-even analysis is, then ask him/her, or Google it!  Find out where the company ranks in terms of efficiency and production standards.

Another component to start asking yourself has to do with what kind of business you are in the marketplace. Are you a low-cost product distributor?  Are you a high-quality, highly individualized customer service kind of experience?  These answers are not only part of what will help you develop a strategic cost management plan, but it will influence how you hire, retain and promote.  The talent in the company from the entry-level clerk to the CEO has to know what the value proposition is for the company as it competes in the marketplace.

Think of it this way.  If WalMart decided tomorrow it was going to be like Neiman Marcus in its customer experience, it would have to forego its position as a low-cost value giver.  It would be near impossible to offer that level of customer engagement and product level and still keep costs as low as we know them to be.  If WalMart did that, it would change its business strategy and would have to re-create a cost management structure.

This "boyfriend/girlfriend" of yours can be finicky at times.  Fluctuations in the economy, in raw material prices, in the political landscape, etc. all influence the relationship.  You might wake up one morning and realize that your love is not what you once knew it to be.  Fight to get her/him back.  Don't let someone else take the place that your company has.  Look at processes and procedures.  Are they efficient and effective? Can you develop plans for sustainable advantage?  What have been the constants in the relationship?  How can they be better leveraged for growth and for stability against competition?

Let me add a dash of perspective to the mix.  I know that you may not be a financial wizard.  Some of you reading this might think, "Listen, I got into HR because I stink at math.  I like people and that's it."  I understand that and respect it.  So let me meet you in it.  If you've ever been passionate about someone, then you know the time you spend with that person is precious to you.  You will choose to do things that the object of your affection enjoys just because you want to be with him/her.  You learn new things, you think differently, you open your eyes to new views because that's where the other person is.  Why can't you put that energy into your role at your company?  You love people, okay, but love them by setting them up for success.  Love them by putting effort into developing a healthy, long-term environment.  Love them by ensuring that the company stays open.

But remember, love isn't always hearts and flowers as the next day or two might show.  Sometimes it means saying no.  Sometimes it means compromise.  Sometimes it means pruning relationships so that they can grow fuller.  When you look at processes as part of the strategic cost management plan, you might realize that money is being wasted in one area.  Profits have not been seen in quite some time and the other business units have been covering for it.  It might be time to cut it off.  Work with your CEO around these issues; it's not a bad thing to promote growth and stability, but it can be painful.  A value in strategic cost management has to do with controlling costs and their drivers.  If inefficiency or lack of profit potential is found, then it might have to go.

I understand that this might be tough to take, but that's what passion is about.  Running hard after something to attain it and cherish it.  Your company needs you to be passionate about its health, its success and its future.  Learning the process of cost management and using it to really be strategic for your company is one of the best ways you can show love.  Your role within your organization is meant to be people-focused, but that is not to the exclusion of business acumen.  That is quite needed for your role!  Fight for what you have.  Fight to beat out the competition.  Fight to keep what your company has achieved.  Fight for the future of the company's success.  We love a fighter.

Can't Get There From Here

My son wants to play baseball professionally.  Yeah, I know, get in line.  But he's really good.  No, really.  Wait, did I mention that he pitches, fields and bats both left and right-handed?  Ha, now I got your attention.  He's really amazing at it.  I can hardly write with my left-hand (as a right-handed guy) so to watch him play first base left-handed and then switch to right-handed shortstop in the same inning is crazy (by the way, if any MLB coaches are reading this, yes, we are open to talking salary and Triple A teams now).  What also should be known is that he works at it.  He is learning how to be better at baseball.  He works with baseball trainers and attends clinics.  He is motivated to want to know because he sees what it can mean for him (I, also, know what it will mean for my retirement plan!).

We know that many employees have to have a willingness to learn.  Most realize that if they are to move ahead in an organization, they need to expand their skill set and be open to new veins of interaction.  Furthermore, it makes employees more marketable should they desire to move from one organization to another.  Being willing to learn shows an employer that team-player attitude.  Managers feel that more than half the battle is won when they are dealing with such a positive commitment from an employee.  Often, this trait is measured, to some degree, on performance appraisals and used to assess certain succession plans.

What about switching the perspective, though?  What about appraising an organization's willingness to learn?  Can't an employee expect his/her employer to demonstrate the same level of desire in learning as the employee is supposed to have?

"Strategic growth" is over-used (even by me...guilty as charged).  The intent behind it is to help companies figure out where their paths of improvement and profitability are and where they could be.  The problem with the terminology now is that companies tend to think that having a gym in-house counts as their strategic growth initiative.  Listen, I'm all for working out (I do it regularly myself, honest!), but that alone is a far cry from what the concept is really meant to be.

When I am privileged to be called in to meet with the executive team, it's often because the company is trying to maintain what it has and figure out how to use it to grow.  We have great conversations about competition, innovation, technology, people and marketing.  And it's in those conversations that I hear leadership talk about how much "others" have to do.  "If we could just get employees to do this better" or "If we had the money to buy that, things would improve" might be shared by the executive team.  I take my notes physically and mentally.

Companies need to start with what they can control.  What do they have right now that can be built upon?  Learning this approach helps to clarify mission and vision rather than re-hash wish lists and missed opportunities.  You can't get to the level of excellence desired if you're held down by what didn't happen or what can't happen.  There is plenty of what can happen today, in the short-term, to focus upon to meet the long-range goals.  

I met with a company that wanted me to help them grow by engaging employees at a richer, more inclusive way.  The company said it wanted to have employees involved in directing some of the goals of the company to help create buy-in, but also to create collaboration.  For years, apparently, employees had complained that the executive team did not understand life on the production line.  The company wanted to move forward in a healthier direction, which they believed would increase production and profit.  When I had conducted an employee survey, which included the items mentioned, the results were not surprising to me.  Employees were very specific about initiatives that they thought would help the company grow.  The survey was completed thoughtfully and challenges were expressed; the employees were extending themselves as part of the solution in the initiatives they were suggesting.  As I shared the first employee-suggested initiative for growth, the CEO said, "See, I knew this would happen.  They ask too much of us.  There's no way we can do that."

Didn't that CEO ask the employees to share in the collaboration process?  What did collaboration mean?  Just share things with me that I think the company can do today?  Weren't the employees allowed to be free in the brainstorming process?  Wasn't part of the goal in including employees to create buy-in?  What I left with that day was an understanding that the executive team had much more to learn and work through in order to really see growth, sustained growth, in their organization.

Intentions from a company only go so far (and it's not very far, by the way).  A company has to see where it wants to be first.  Create that vision board, dream and design a bit.  Once you know where you want to go, count the costs.  If it didn't cost anything, then all companies would be walking that path already.  The executive team needs to make a decision as to how much they are willing to invest - in time, publicity, relationships, training, etc.  Effort counts, but only if it's towards something that can be measured.  Companies don't make money by feelings (good or bad), but only when the health of an organization produces results in service and profit.

A company can't get to success (there) from the same approach (here).  Please know that I am not saying that everything has to be thrown out; if a company has tread water over the past five years, even that is saying something is working.  Yet, there are processes, markets, innovation and the like that should be explored for further growth.  An organization can learn.  

Companies should be ready to learn a new approach.  A desire to succeed means action plans that will stretch knowledge and skills.  So, get in the game, all you executive teams!  A swing and a miss is always better than watching the ball go by.

Hello, Is it Me You're Looking For?

The latest statistics show a decrease in unemployment numbers.  Regardless of which way your political bread is buttered, the economy is beginning to open up and that means growth.  For many companies, they struggle with how to implement healthy growth strategies.  Humareso desires to help these companies have a plan.

Adding positions within a company may be a part of the growth strategy.  Sourcing and recruiting for these candidates should be more than just posting an ad online and hoping for a great candidate.  The amount of resumes in response can be overwhelming, and what occurs more and more is a weak resume review.  

So, what can you do?  How can you do more to stand out?  How can you be prepared to be what a company wants?

Well, I wouldn't recommend sending a singing telegram or having your mom call on your behalf.  I would have your knowledge and skills ready.  Start with these:

• Adaptability: Are you flexible?  Can you multi-task?
• Problem-Solving: How do you handle problems?  What reasoning skills do you use?
• Leadership: Who has followed you (what type)?  What style do you use?
• Work Ethic: How have you demonstrated that you are self-motivated?
• Passion: Do you have the ability to generate enthusiasm around you?
• Willingness to Learn: Do you handle change well?

These are only a handful of skills to review in creating a resume and in preparation for an interview.  There are many more skills that should come up, but for all of them, be ready with examples to back up what you affirm.  An employer wants to understand who you are and how you will benefit the company.

So, it really could be you that an employer is looking for.  Get motivated to put that best foot forward.  If it means playing Lionel Richie to motivate you, then do it...just be sure your windows and blinds are closed.

Get Into the Groove

What would it mean for you to fire on all cylinders each day?  Have you ever experienced that?  I have and it's a complete rush!  I often wonder why it doesn't happen more often for us.

Usually, there are external factors that distract us from the work at hand.  Annoying managers, complaining customers, broken processes or sub-par technology vie for first place as to why we can't get our jobs done or at least done smoothly.  We tend to work thoroughly with a desire to succeed (statistics back up that fact), but we do usually fall apart in one area.  Power.

We give power to so much outside of us.  Those factors that I mentioned above may not ever change.  Those managers will always be annoying (to a degree), customers will complain, processes will be a work in progress and technology is ever-changing.  Those things, however, do not represent you or what you do.  Too often we settle for those reasons and excuses.  For example, why does technology deserve power in your work process?  If it's not working, then figure out another way to be exceptional for a client.  

When I got my first job, I was thrilled.  I was a dishwasher at Friendly's Restaurants.  It's funny because I loathe emptying the dishwasher at home...I wonder if it's connected.  Anyway, I remember my boss often telling me, "Make it work," whenever there was an issue with the Hobart machine or the rude servers who tossed (literally) dishes at me.  While his lack of compassion is not recommended, I do appreciate his message.

We have to make it work more than we do.  Innovation is born out of problem solving.  Be a problem solver and improve processes.  Figure out how to reduce customer complaints.  What would need to be improved upon?  What experience is the customer having and how could it be better?  If the technology is not working, then grab a pen.  Think about the goals of your position and of the company.

Shake off your old way of thinking and embrace a new mode.  Change the record that's been playing and get into the groove of engagement and enthusiasm.