Incredulous but true. Here are several examples of the absurd-in-action from the executive suite.
A colleague who works in sales shared that her employer is undergoing massive changes and consolidation. Besides reducing staff and increasing the remaining employees’ workload, management also lowered sales commissions while raising sales goals.
At a staff meeting the head of a small organization announced the company was outsourcing its IT work — without having first told or consulted with the person responsible for the in-house IT function.
A CEO invested in a senior management team retreat where everyone, including the CEO, committed to agreed-upon behaviors to improve team efficiency and effectiveness. Several months later, the team found that everyone except the CEO was living up to their commitments.
The president of an well-respected ad agency called a staff meeting to announce a “merger of equals” with a firm that was much bigger and actually acquiring the smaller agency. It was news to the staff including several of the agency’s senior partners who had not been told their agency was being shopped. It was also news to the retired CEO and founder who kept an office and secretary in the agency but was out of town when the meeting was held. He learned of the deal when it hit the newspapers.
A CEO, who complained about wasting time in a company-wide email, made everyone wait for him on an all-hands call before cancelling it 25 minutes later. While he never acknowledged his actions (contrary to his pet-peeve), he continued to complain about employees wasting time.
Call the executives/decision-makers in these situations by whatever words fit: clueless, unrealistic, inept, [fill-in-the-blank with your own description]. Whatever you choose to describe them, they are also major contributors to employee frustration, disengagement, and burnout.
To hold on to your customers amid strong competition, it’s important to provide a positive customer experience. But where do you begin?
You start from the inside out with the employee experience because the way employees feel is the way customers will feel – and if your employees don’t feel valued, neither will your customers.
Picture the relationship between the two as a mirror. If employees are frustrated by company policy or internal politics, their attitudes can be reflected in their dealings with customers. Who wants to be served by employees who feel hassled or ready to disengage? It takes only one or two such encounters before a customer goes elsewhere. And who knows how many other customers will hear of their experience?
What do you seewhen looking into your company’s employee-customer brand mirror?
a shiny reflection of positive experiences with your internal and external brand?
a blurred image that needs polishing to be more employee- and customer-focused? or
a cracked image opening up opportunities for your competitors?
Three keys to creating a positive and polished brand reflection:
Proactively pay attention and listen to employees to better understand their experience in your workplace; e.g., employee surveys, management by wandering around, engagement discussions, exit interviews, etc. Do your employees have the tools, resources, and information they need to effectively serve customers?
Based on what you learn from listening to them, involve employees in improving business operations to better care for customers and each other.
If your organization is in transition or stressed with limited resources, positively acknowledge those who rally the energy and enthusiasm to serve customers and co-workers despite the situation.
If you need a reminder :
“There is no way to deliver a great customer experience with miserable employees.” Steve Cannon
“Always treat your employees exactly as you want them to treat your best customers.” Stephen R. Covey
I started working on employee engagement long before the “e” word came into vogue, and I’m tired of it. Here’s why.
Overused as a business buzzword, the term “employee engagement” has become meaningless. It gets talked about in executive suites and management meetings, yet few companies actually do anything about it because too much effort is required to change a culture that needs fixing and artificial attempts in a cultural vacuum only make the situation worse.
As a result, I’m just plain tired of:
the endless rhetoric and discussions that go nowhere
the naysayers who don’t think engagement matters
executives frustrated with engagement because it’s not a quick fix.
Employee engagement 1.0 and beyond When I started Quality Service Marketing more than 30 years ago, my work involved helping clients gain employee commitment to marketing and organizational goals. Managers wanted to know how to get employees motivated and willing to work with them to take care of customers.
Engagement’s scope has evolved since then to recognize that employee and employer each bear responsibility for it. Employees need to show up to work ready, willing, and able to do their best, and employers need to provide a workplace where employees are respected, trusted, and eager to do their best.
Work and workplace expectations have also changed. Employees want meaningful work with flexibility and fair pay. And while some companies proactively engage them as valuable partners, too many still consider them as labor to be manipulated in response to short-term market pressures.
That’s the main reason I’m frustrated with employee engagement. We haven’t fully transitioned from the industrial age of management control over employees-as-commodities to a better model of management with employees-as-respected-partners sharing in responsibility and ownership of results.
Not ready to give up Despite my frustrations, I’m encouraged when I meet with employees who tell me how great their employers and workplace cultures are. Ditto when I hear and read about successful organizations where employee-care is as important as customer-care.
Despite the clueless-in-charge, there are still leaders out there who value their employees and genuinely want to do better with and by them. So I’m not giving up – because people matter and they deserve better.
[Image credit: photo by Nathan Dumlao on Unsplash]
I’m proud to announce that I’m now a Certified Facilitator in LEGO® SERIOUS PLAY®.
That’s right, I can help companies “solve real problems in real time in 3D” using specially selected LEGO® bricks.
LEGO® SERIOUS PLAY® is a proven methodology based on extensive research from the fields of business, psychology, learning, and organizational development. It uses the power of “hand knowledge” that leverages the hand-brain connection: research shows the hands are connected to 70-80% of our brain cells. Using the neural connections in our hands, we can better “imagine, describe, and make sense of situations, initiate change and improvement, and even create something new.”
Participants engaged in this innovative approach “lean-in” to deal with business challenges in a safe environment. “Thinking through their fingers,” participants are fully engaged and empowered to unleash “insight, inspiration, and imagination.”
When is it helpful to use LEGO® SERIOUS PLAY®?
Here is a sample of situations in which it works. Use it when you:
Are dealing with a complex challenge/issue that has no clear answers
Need to grasp the bigger picture, identify connections, and explore options/solutions
Want participants to equally contribute their respective knowledge and opinions on a topic/issue – with 100% engaged participation.
Its application is customized to each organization’s unique situation.
I’m excited to share this new addition to my facilitator tool kit. If your team or organization is ready to discover new insights and uncover fresh perspectives, let’s talk.
We know that people can show up for work fully engaged only to have their enthusiasm and energy chipped away over time; i.e., once engaged doesn’t mean always engaged.
That’s because numerous factors contribute to one’s engagement levels that include an employee’s personal situation (involving health, family, financial well-being, and support systems) and his/her workplace situation (the nature of the job, resources available, company culture, trust, etc.). This means individuals and the organizations they work for share responsibility for engagement: employees need to show up ready, willing, and able to do their best work in a positive environment in which management fully supports employees’ efforts to do their best.
I’ve worked with many people who are committed to doing their best regardless of personal challenges. Whether or not they’re able to maintain their engagement, however, depends on leadership and management effectiveness.
“The willingness of the employee culture can’t be demanded; it can only be inspired. … employee management is only the illusion of control. On their own, people will decide how tightly they’ll embrace a new strategy. Their decision will be affected by whether they’re inspired to do well, whether they have a role model of good performance, and whether they get reinforcement for their performance.” Stan Slap
An engaged workplace is not only inspired, it’s also intentional.
Have you ever found yourself in one of these situations?
Without warning, your position is eliminated due to restructuring
Your job security is at the mercy of company or government politics
Your job responsibility is minimized as a result of a management change or merger
Your competence and performance – reflected in stellar job evaluations – is questioned by a new boss.
Few people I know have been untouched by these situations. Their experience (and mine) leads me to describe the killer of employee engagement as “extraction” – i.e., “Let’s wring as much as possible out of employees until we no longer need them.”
“Don’t take it personally”
Company decision-makers and/or those delivering the bad news try to rationalize “It’s just business” so employees don’t take their dismissal to heart. But how can people feel otherwise with the pain of losing one’s job, credibility, or work identity? Those left behind wondering “who’s next?” can’t help but feel at risk.
Several people close to me have experienced this pain. Here’s what they – and anyone who is feeling undervalued in the course of “it’s-just-business” – need to keep in mind:
“Your inherent value stands regardless of others’ decisions. You are not a victim of your circumstances.”
[With Employee Appreciation Day approaching, I’m delighted to share this special post from my friends at myHR Partner. These HR professionals are serious about their work, yet also have a great sense of humor. I encourage you to visit their Modern Employer blog where you can find helpful and informative content.]
myHR Partner’s Cartoon Employee Hall of Fame
In recognition of Employee Appreciation Day, which falls on March 1stthis year, we would like to share our first Cartoon Employee Hall of Fame. It’s a short list right now, but we’ve included our expert commentary to make it special. We’ve also included suggestions for what to do to celebrate your workforce on their special day in honor of these inductees. Enjoy!
Homer Simpson With famous quotes like “Son, if you really want something in this life, you have to work for it. Now quiet! They’re about to announce the lottery numbers” and “I think Smithers picked me because of my motivational skills. Everyone says they have to work a lot harder when I’m around,” how could we not recognize Homer’s influence on legions of employees who seek to improve their work habits and have been encouraged to realize that at least they are not as bad as that guy.
Our HR commentary:Watching Homer Simpson at work, you have to wonder “Who the heck was that guy’s hiring manager?” Can you imagine what kind of antics would have turned up on his background check? The show’s writers are missing out on comic gold by not covering that in an episode. Talk about a company in need of help with its hiring process! Employee Appreciation Day idea inspired by Mr. Simpson: Donut buffet.
SpongeBob Square Pants SpongeBob loves his job as a short order cook at the Krusty Krab, and he’s good at it, too. We salute his positive attitude and work ethic, although his mannerism and overly outward personality can at times feel like an assault on the senses. What he lacks in workplace etiquette he does make up for in song-and-dance routines, however. Because he doesn’t ever intentionally mean to annoy anyone, it’s funny to us. For Squidward, not so much.
Our HR commentary:Could you have a more energetic or optimistic employee? That type of enthusiasm in the workplace is definitely needed — in moderation, of course. When it begins to become a distraction to his coworkers, that’s when a constructive conversation should occur. Maybe Mr. Krabs could conduct such conversations 2,000 leagues under the sea. Employee Appreciation Day idea inspired by the square-pantsed one: Karaoke and line dancing lunch hour.
Mike Wazowski and Sully In a world where monsters generate their city’s power by opening random doors and scaring children, the Monsters Inc. team of Mike Wazowski and Sully are the undisputed company champs. They always bring in the most screams and are hailed by management as the greatest thing since sliced bread. They are good guys and dedicated workers and deserve to be recognized and rewarded for their achievements, including induction into our Hall of Fame.
Our HR commentary: Mike and Sully rock, there’s no doubt, but their rock star status might have inadvertently worked against the larger team they belonged to at the company. Even putting creepy, evil Randall aside, when team leaders focus too much on just the brightest shining gems in the company, they miss out on the diamonds in the rough. Missing opportunities to build up the rest of your team can really stifle growth, create internal resentment and discourage other talented employees. Employee Appreciation Day idea inspired by Monsters Inc.’s most famous duo:Door prizes, of course.
Fred Flintstone The world’s most famous prehistoric “bronto crane operator” (we believe the more politically correct title “geological engineer”) is anything but your typical quarry employee. He works at Slate Rock and Gravel Company, and even though his boss, Mr. Slate, has fired him on many occasions, Fred’s better work traits always seem to win him his job back at the end.
Our HR commentary:Fred Flintstone may be loveable but he is definitely the kind of employee who needs help keeping his emotions in check on the job. If you have a lot of Freds on your team, you probably should have training for managers on how to work with “drama queens” and other distracting personalities, as well as some team training on how to communicate more effectively. Employee Appreciation Day idea inspired by our favorite caveman:Company bowling tournament.
George Jetson
He works at Spacely’s Sprockets turning the Referential Universal Digital Indexer (R.U.D.I.) on and off. It’s reassuring to know that in the future a nine-hour workweek full of button pushing may be the norm. We must also admit that the we like the idea of someday being able to come home from the office to find that housework consists of pressing more buttons, when it’s not being done by a robotic maid, of course.
Our HR commentary:More than 50 years after ‘The Jetsons’ first aired on TV, there are still so many workplace communication issues in those episodes that are relevant. Email, texting, social media and other technological advances haven’t cured the problems. In some cases these modern conveniences have actually made the communication problem worse. One accidental reply-all email or ill-worded voicemail can make you want to just scream “Jane! Stop this crazy thing!” Employee Appreciation Day idea inspired by the Mr. Spacely’s star button pusher: This is a tough one. Maybe a ’60s inspired lunch theme and serve moon pies all around?
After hearing from clients and colleagues undergoing organizational restructuring, I’m totally confounded by their descriptions of what’s happening. Managers are brought in from “corporate” or outside the organization and placed in positions to make changes without gathering any input from current managers who are running successful business units.
Yes, I get that company execs can change strategy and supporting structure(s) when and how they want to. It’s the processes they use that are most concerning – especially when they seem designed to disengage. Like changing job responsibilities with no consideration or input from the managers and employees in those roles. Or telling people they have to re-apply for their current jobs. While such an approach might be a way to eliminate under-performers, it’s insulting to those who perform at or above expected levels.
Executives who initiate strategic changes without engaging current managers in the process disrespect them by dismissing their institutional knowledge and experience working in their respective departments.
While organizational change isn’t easy. it doesn’t have to be made more painful by those in charge.
“The trick is to know what to change when. And to achieve that there is no substitute for a leadership with an intimate understanding of the organization working with a workforce that is respected and trusted.” Dr. Henry Mintzberg
Caspar-the-friendly-ghost may be harmless, but ghosting at work is not — for either the individual or employer brand.
The practice of “ghosting” – when one person ends a relationship without warning or explanation – has spread from the dating scene to the workplace. It occurs when people:
Don’t show up for job interviews
Don’t show up for their first day on the job or don’t return to work after starting a new job
Quit with no notice.
The term “ghosting” may be new but the phenomenon is not, as I recently learned. The long-time owner of a retail service business shared her experience with new employees who didn’t return to work after lunch their first day on the job. She attributed it to an inability to admit dislike of the work and/or an inflated sense of self-importance; i.e., “I don’t need to let the boss know I don’t care to work here anymore.”
According to HR professional Tina R. Hamilton, “Ghosting is the new word for an old problem.
“Since I entered the world of HR in the 1980’s, employees no-showed for work or seemed to drop off the face of the earth, and applicants suddenly disappeared just when you thought you had a good one. It is an unfortunate situation [and] I think that, in some cases, employers can look within and see if there is anything more they could have done to keep the employee/applicant more engaged in the process or in the job.”
The economy and some employers are also partly to blame Today’s low unemployment, in which employees have more job opportunities and companies are challenged to find and keep talent, is one reason for increased ghosting at work.
The quality of a company’s culture and leadership also impacts ghosting. Frustrated and/or burned out employees find it easier to disengage from a toxic situation by leaving without notice; i.e., “If the people in management don’t care about me, why should I care about them?”
Another contributing factor is the backlash to years of HR ghosting when prospective employees get no response to applying for jobs (with their resumes “falling into HR’s black hole”) and when serious job candidates hear nothing from a company after completing one or more interviews. Here’s Hamilton’s take on this:
“As far as employers notifying applicants, there are so many options with technology that can notify applicants automatically that there is almost no excuse to not notify applicants. Even if an employer does not have an applicant tracking system, they can save reject applicants with a simple email reply. It fairs poorly on the employer if they do not respond in some way, especially if it involves an applicant who has spent time in a live interview process.
“In a tight labor market like we have today, it is critical to have your company look its best in the eyes of the applicants.”
Regardless of the economy, employers and employees need to be professional and responsible when dealing with each other.
When it comes to communicating about applying for, starting, or leaving a job, any form of ghosting is unacceptable as it reflects poorly on the source. In this case, no news isn’t good news.
One of the most amazing clients I’ve had the privilege and joy of collaborating with for 25 years recently retired. I wish there were more managers like her because it would mean more engaged and productive workplaces. Let me tell you why.
Peg helped grow a successful university distance education department, having started at a time when distance education was in its infancy. She navigated the changing technology that transitioned from broadcasting live classes via satellite to online delivery of courses. [Because she isn’t comfortable with attention, I only use her first name in this post.]
To inspire others, here’s a sample of what made Peg an impressive manager.
Management approach All jobs come with some degree of stress from conflicting goals, operational and budget issues, internal politics, etc. Acknowledging this, Peg approached her work as an ongoing challenge: “I simply focus on what needs to be done and how to make it happen. Not just to push ahead, but with concern for how it will affect customers, employees, and everyone involved.”
I saw this play out in everyday situations and in crisis. The latter was a case of “lost in space” when a satellite failed a few days before the start of a semester. Peg rallied her team to find workable options for students and client companies with minimal service disruption.
Customer-focus was another part of Peg’s success. Besides responsive customer service, she believed in client outreach and appreciation as key to building long-term relationships with students and their employers. “Our programs may be by distance, but not our relationships,” Peg was fond of saying.
Internal marketing
Peg also focused on building relationships with employees and internal partners by:
investing in team members by encouraging their professional development
engaging employees in staff retreats for strategic planning, transition planning, and marketing planning
communicating and collaborating with faculty and staff to maximize program development
keeping employees, faculty, and administrators informed and “in the loop”
being accessible to and respectful of those she worked with.
Her sense of humor allowed staff to comfortably let off steam in a busy, sometimes stressful environment — another key attribute to creating an effective team and supportive office culture with minimal turnover.
I know my wish for more managers like Peg is not realistic, but I can wish for people to learn from her success.
Here is a sample of situations in which it works. Use it when you:
