Be A Leader Worth Following

Before I begin any workplace engagement, I ask the person informing me of the problem one important question:          

“If I determine that you are at the core of some of these issues, how do you want me to tell you?”  I ask this because problems do not happen in isolation.  Very commonly, they trickle down from the top.  From leadership missteps to flaws in the organizational structure.  My role, as I see it, is not just helping the individuals, but the company as a whole.

 

          From this vantage point, I have learned a lot about the characteristics that make a good leader, and about those well-intentioned qualities that sometimes undermine growth and success.

Here is what all leaders should know:

Leaders should be visionaries – Look ahead at what is coming, determine where the organization is heading; Great leaders must be reflexive and able to pivot and adjust as situations emerge – both internally and externally.  Whether it is adjusting to market fluctuations or acknowledging a gap in training or technology, a great leader takes swift action to rectify a problem and funds a budget that can support unforeseen demands. 

Leave people issues to your managers – Nothing undermines organizational stability more than a leader who inserts him/herself into staffing issues.  It undermines the authority of your managers, disrupts the process of addressing behavioral issues, and leads to claims of favoritism and unfair work practices.

Keep connected with your staff – on a macro-level.  Instead of having an “open-door” policy (which invites complaints that belong at the manager level) make a habit of walking through your office, getting to know your staff, and learning what is/isn’t helping them to get the job done.  Your focus is on the organization, and your staff is the first to know if an initiative isn’t working.  Engage with them for the purpose of making the company better.

Recognize the impact of employee morale – While leaders need to stay out of the fray, they must also support initiatives that help or engage their employees.  If employees are championing a measure – do what you can to support it.  This may mean investing in training, supporting team development, or bringing in a consultant to resolve conflicts that are undermining communication or productivity.  Be aware that budget constraints are rarely seen by employees as an acceptable reason for stalling on these efforts. They will quickly look to other expenditures that should be cut.  Address their concerns in a fashion that demonstrates their value to you and the organization – the return on your investment will be palpable. 

Set a positive and inspirational tone – for the whole team.  At regular intervals (preferably at an all-staff meeting) share the direction of the company, and what is expected of them to make the vision a reality.  Every member of your team should recognize their importance and contribution to the company’s success, and should feel motivated to help the company get there.

Model honesty – Owning mistakes and taking responsibility for making things better is vital to long-term success.  Modeling this behavior – whether acknowledging a venture didn’t go as planned, or that lay-offs will be necessary – isn’t easy, but it goes a very long way toward creating accountability and shared responsibility for success.  By humbly owning your mistakes, you demonstrate the importance of this virtue while also silently encouraging your team to inform you if they foresee problems on the horizon. 

If You Have to Use Metrics…

Earlier this year I wrote an article “Are Metrics Killing Morale?” in which I challenged the benefits of (often blind) information gathering and took to task the greater importance of communicating openly and having reciprocal trust with employees.  While I remain firm in that opinion, I also recognize that there are reasons to collect data.  When that is the case, the human element must still be considered.  So the focus needs to turn toward strategies which produce the most value, with the fewest drawbacks.

Metrics are utilized for the purpose of improving business operations or output.  They may be intended to enhance customer service, manage productivity, or boost profitability.  While the purpose is clear, the challenge remains:  The act of collecting metrics can affect morale, and undermine an otherwise functional work environment.

Following are suggestions for engaging in the collection of metrics in a thoughtful and collaborative manner – one in which employee input and buy-in occur at the onset. 

1.    State your core goal – Do you want to improve profitability?  Increase customer satisfaction?  Reduce theft?  Make your purpose clear to all those who will be affected by any changes.  Telling them your purpose allows you to begin building buy-in before you begin implementing ideas.

2.    Share ideas - Most likely your Executive team has already considered several ideas for progressing toward the core goal.   Before making/or furthering an investment in technology or software, share these ideas with the employees who will be affected.  Their intimate knowledge of the company, clients, and processes may yield invaluable information or ideas.  

3.    Involve staff - Ask the employees who will be utilizing or implementing tracking activities to critique the ideas brought forth.  Will the goal be attained?  What won’t work?  What problems have been missed?  Is there anything inherently wrong with the methodology?  Have staff suggest alternate solutions.  Encourage them to brainstorm ideas or propose changes that will attain the desired goal.

4.    Build consensus – Once ideas have been heard, and a plan is in place, it’s time to sell the idea to your staff.  This is an internal marketing moment, because change is hard and you need commitment and buy-in from a majority of your staff if you want the project to be successful.   Be sure to openly communicate details including: Who will be involved?  What will be required? Where will the information go?  How will it be used?  How long will the metrics/tracking last? And be ready to defend the “Why?” for all of those questions.  Be prepared to answer their questions and to “sell” the projected plan.

5.    Begin slowly – Executing a project that transforms your business in terms of large goals like customer satisfaction or productivity takes time to succeed.  Rather than moving at full force from day 1, consider having a pilot group that begins the process.  Depending on your circumstances, you may want this group to be from one department, or you may prefer a diverse group test it out.  

6.    Be Nimble - As you begin to undertake a plan for change, problems are likely to surface or unforeseen issues arise.  Be ready to make changes to the plan as needs suggest, and communicate any change, and the reasons behind them, to your staff.  

7.    Share results – At pre-determined intervals, (ie. 90 days, 6 mos., 1 year) let staff know how the project is going.  Has the data collected been valuable for illuminating the needs/problems?  Is it assisting us in reaching our goal?  What changes will be made as a result of the information we have acquired?

By engaging with staff before, during, and after the process has begun, you establish both a collaborative partnership built on trust and communication, as well as a shared commitment to the success of the organization. 

Boost Morale by Busting the Summertime Blues

Summer is full of wonderful things that make us feel good - vacations, warm nights, and plenty of outdoor activities, right? But for many employees and business professionals summer instead becomes a time of added stress.

For those taking a vacation, there’s planning and budgeting, preparing for time away from the office and catching up with missed work. But even those who don’t take time off can experience the vacation blues. Some will lament the reasons they’re unable to travel, others may simply feel the added pressure at work when co-workers are gone and they’re left to pick up the slack.

Regardless of the reasons for the added stress, employer awareness can really pay off. Here are five cool ideas for keeping your employees happy and relaxed during the hot summer months.

1. Half-day Fridays (or late-start Mondays) – Help those in the office feel the thrill of a little bonus time during the hot summer months. Whether you do this weekly or just once or twice, your employees will really enjoy the added time off.

2. Theme party or pot-luck - This feel-good activity can score big with employees, especially if the executive staff also participate. Having the boss serve you up some of her homemade chili, or seeing a stuffy manager dress up for the Hawaiian luau theme can really help staff feel connected to one another, and to management. You can encourage participation with voting and prizes.

3. Quiet time – Many people enjoy the quiet of a vacation over activities and outings. Make that possible by creating quiet time moments or "in office vacations".  Have planned dates or times when phones and email will be turned off for an hour or two. Encourage staff to read, take a walk, listen to music, or engage in some other quiet (non-work) activity.

4. Games and Contests – Keep staff excited to come to work by hosting games that are NOT tied to work or productivity. One fun idea is to hold an Office Olympics. Have staff come up with the various “sporting event” ideas and vote on which ones will be included in the final Olympic event. Enjoyment from this game can last several weeks as unique ideas are developed. Prizes can be given for creativity, teamwork, and for winning a gold medal. For a few other game ideas click here

5. Surprise treats – Half the fun of being on vacation is that wonderful and unexpected things can happen. So bring that into the office. Have a surprise ice cream day. Bring in a professional masseuse (or two) to give everyone a 20 minute massage. Keep the element of surprise by not alerting your staff to the up-coming treat, and by not having them occur on a scheduled basis.

All these ideas have one real purpose – to boost morale and bring the enjoyment of a vacation into the office. Keep it fun by having the executive team plan the activities, or letting interested staff volunteer to help. Find ways to reward those helpers who go above and beyond in bringing the vacation spirit into the office. Remember, these low cost ideas will pay high dividends in terms of staff morale and loyalty, which in turn will lead to better productivity and decreased turnover. This summer vacation has a win-win for everyone.

Top 5 Warning Signs Conflict in the Workplace NEEDS to be Addressed

Whether it’s 1:1 or a full team that is affected, workplace friction creates a drain on business as it lowers productivity, lessens commitment to the company, and ultimately leads to costly turnover. Here are the Top 5 warning signs that conflict or problems in the workplace NEED to be addressed:

1. Staff gossip and complaints – When these behaviors are on the increase take note. Gripes and complaints become exponentially damaging as staff jumps on board in support of each others issues and concerns.

2. Morale is low – A lack of effort at work, tardiness, absenteeism and problems with cooperation and teamwork are common signs of lowered morale. When morale drops, staff isn’t committed to doing the job well, they’re just collecting a pay check.

3. Client complaints – No one wants to lose a good client, but a good employee can be even more expensive (or impossible if it’s a partner, etc.) to replace. Common mistake here include allowing one or the other to go, or focusing only on the symptoms, such as a failure to return calls.

4. Reluctance to contribute – When staff don’t contribute during meetings it’s a clear sign that they lack the personal investment, trust in leadership or both in working at the company.

5. Staff Request for Help – This obvious sign of a problem is unfortunately often ignored. All too often managers, and sometimes HR, offer a band-aid of a solution, or redirect an employee to ignore an issue or find a way of solving it themselves. Ignoring the obvious, that it’s probably beyond the skill or comfort level of this employee to handle the problem alone, this sends a very negative message to that staff member about his value in the company.

The Time to Act - Is Now!

In times of uncertainty many of us put off making decisions and spending money while waiting for a sign of what’s next. In business this generally translates into holding back on the seemingly non-essential business elements of training and development. Given our current economic and political state, this behavior has become increasingly prevalent and somewhat understandable...but is it wise? I’m going to suggest that it's not wise. Instead, I believe now is the time to act, and here’s why:

Staff feel safe – As the media announces more lay-offs and increasing unemployment, your staff are likely to be concerned about their paycheck and their job. By maintaining the company plan for training, development, coaching, etc. you silently reassure your staff that their jobs are safe.

Staff feel rewarded – Investing in your staff not only reassures them that they have value to the company, but also provides them with new skills that enhance their own worth.

Clients see you as successful – We may root for the underdog…but we do business with the champ. The messages you send when making smart choices to strengthen and enhance your business and workforce is that you are the champ. Make that statement and others will flock to you.

You outshine your competition – Bold decisions that help grow or enhance your business, will make you instantly look stronger and more capable than those who do not. This competitive advantage extends as you capture clients and talent from the outside, while retaining your own.