Tag: management

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Engagement Training & Development

What’s the Matter with Management? It’s Not What You Think

Actually, the question should be “What’s the matter with managing?” as I’m hearing from more colleagues who tell me they still love their work, but they dislike the managing people part.

I shared my concern about this with Mary Theresa Taglang (MT), who has a background in HR and is now the Director of Lehigh University’s Master of Science in Management program. We talked about what MT called “the seismic economic shift that began with outsourcing and hit its zenith in 2008 when the economy soured and many experienced managers were let go and replaced with younger, cheaper and inexperienced managers focusing only on the bottom line.”

We also discussed:

  • the decline and continued lack of corporate America’s investment in management development that’s still considered “soft-skills” training
  • technology that allows for more communication and task efficiency that also results in unrealistic demands of being available to work 24/7
  • mixed generations who multi-task and communicate differently
  • the ongoing stress of changing priorities, budget challenges, and internal politics
  • the resulting frustration of experienced managers who are tired of it all and not yet able to retire.

We could spend hours lamenting what’s the matter with managing these days, but my concern is the message we’re sending to young professionals. How do we keep from discouraging prospective managers? Based on her overall career experience, MT was both candid and realistic in her response: “Suck it up or go out on your own. That’s the only way to be in control of your own destiny.”

Yes, people interested in management roles need go in with their eyes wide open. In addition, what else can be done to better prepare people for the workplace – in both managerial and non-managerial roles? Your thoughts, please.

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Engagement

What’s So Funny About Employee Engagement?

Plenty, if you’re cynical about it. And such cynicism is not surprising given how many employees endure lame attempts to improve engagement. For example:

  • Providing a special lunch for employees as a token employee appreciation event.
  • Conducting periodic employee engagement or satisfaction surveys with little or no follow-up.
  • Creating an HR or cross-company employee committee to provide recommendations to improve engagement with limited authority or budget to make anything meaningful happen.

E. L. Kersten, founder of Despair, Inc. has built a successful business based on ineffective efforts to better motivate and engage employees. A sample of his anti-motivational messages from his DEMOTIVATOR® products include:

  • “Worth: Just because you’re necessary doesn’t mean you’re important.”
  • “Get to Work: You aren’t being paid to believe in the power of  your dreams.”
  • “Motivation: If a pretty poster and a cute saying are all it takes to motivate you, you probably have a very easy job. The kind robots will be doing soon.”
  • “Demotivation: Sometimes the best solution to morale problems is just to fire all of the unhappy people.

I admit I enjoy the humor in Kersten’s satire. I also recognize that Despair, Inc. wouldn’t be successful if it didn’t resonate with people.

Yes, it’s easy to make fun of employee engagement based on how companies approach it. It’s also a critical reminder that effective employee engagement is a serious business.

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Engagement

There’s No “Me” in Leadership

I spoke recently with a colleague about the organizational damage done by CEOs whose egos outweigh their management and people skills. Rather than creating a legacy of their greatness, these executives often leave a toxic workplace in their wake.

“If a leader with a big ego and threatening manner takes over, employees become focused on satisfying the leader instead of focusing on the organization’s mission. … Big threatening egos produce apathy as they focus on the ‘me’ instead of ‘we.’  They refocus most people on protecting themselves from the wrath of egos. Hardly the path to success.”  Kate Nasser in a post about leadership.

Ultimately, as my colleague pointed out, “The organization’s culture should be bigger than any one person.” The good news is most organizations are resilient and can survive such executives.

But at what cost?

The fallout is low morale, high disengagement, and high turnover that result in a weakened internal brand struggling to retain or attract talent. With the right leader in place, however, the organization can recover.

It just takes a lot longer for employees who had to suffer through the former CEO’s reign of terror.

 

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Engagement Training & Development

Don’t Discount the New Year for Employee Engagement

Every four years it happens in the U.S. – a presidential election. Too often, it’s also an excuse companies use to withhold spending based on an uncertain outcome: “We’re afraid to invest in new initiatives until we know what’s going to happen in Washington, DC.”

This wait-and-see attitude carries over into cutbacks on hiring, training & development and, ultimately, engagement. The result is a double whammy for employees — besides feeling anxious over the new year’s uncertainty, they also become frustrated with limited-to-nonexistent options for their development as the organization goes into a holding pattern. Who wants to work for a company that isn’t moving forward?

“Progress always involves risks. You can’t steal second base and keep your foot on first base.” – Frederick B. Wilcox

Uncertainty is a fact of life, regardless of what’s scheduled to occur in any given year. Holding the line by not investing in employee recruitment and ongoing development may seem like a safe strategy, but it’s also a risky one that can negatively impact employee engagement and the internal brand. Think of the opportunities such a strategy opens up for competitors who aren’t afraid to devote resources to support their employees.

No one can predict the future, other than knowing it will change. Like an ostrich with its head in the sand, hiding isn’t a viable option for business and brand success.

“He that will not sail till all dangers are over must never put to sea.” – Thomas Fuller

 

 

 

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Engagement Training & Development

‘The Good, the Bad and the Ugly’ of Disruptive Leaders

As a strong advocate of an engaged workplace, I was apprehensive about this executive education session – “Disruptive Leaders are Good for Business” – given by Dick Brandt, Executive Director of Lehigh University’s Iacocca Institute. Dick is a well-respected international consultant and frequent speaker on leadership, and I was intrigued with this particular topic.

Dick talked about Apple’s Steve Jobs and Tesla’s Elon Musk and how their “shared genius” and business success were based on their vision, obsession with design perfection, and conviction taken to the extreme. He also mentioned Amazon’s Jeff Bezos as a disruptive and difficult leader.  The style of these men, who transformed major industries, may be “abusive, arrogant, and intolerant” — opposite the servant leadership style found in engaged workplaces. Disruptive leaders, according to Dick, are “noted for their determination – a trait that actually dwarfs all other skills.” As a result, “people skills and collaboration may be left behind.”

Jobs, Musk, and Bezos are not the poster boys for running Firms of Endearment. Yet, one can’t argue about their business success. Truly transformative, disruptive leaders are rare, and it’s important to learn from them — acknowledging both the positive and negative aspects of their management styles.

 

 

 

 

 

 

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Engagement

How to Keep Your Employees Engaged During the Holidays

The last few weeks of the calendar year are stressful in the workplace as people become distracted preparing for the holidays. Employees can be overwhelmed with year-end reporting and planning deadlines just as everyone else seems to be using up the last of their vacation days. And those at work may be so into the holiday frenzy that they’ve mentally checked out.

Here are five ways managers can help employees stay on-task and engaged during the holiday season.

  • Keep employees mission-focused, customer-focused, and connected.
    Respectfully remind employees how year-end projects and planning are critical to your company’s mission and goals. Make time to recognize employees’ individual and collective efforts in taking care of customers and each other as the year winds down.
  • Acknowledge and alleviate seasonal stresses.
    Consider what you can do ahead of time to minimize year-end pressures such as starting your business planning cycle earlier (if feasible) to avoid a planning crunch when fewer people are at work. Or schedule the employee holiday lunch or dinner party in January when there are fewer social activities; this also gives employees something to look forward to after the holidays.
  • Ask employees to share their ideas.
    Go to the source and solicit suggestions from your employees as to what might be done to improve productivity during this time of year — whether in a special discussion at staff meetings or as a project for a designated employee task force.
  • Inspire and de-stress.
    • Invite employees to share with each other how they cope with seasonal work stress … the funniest holiday situation they’ve encountered at work … how they successfully defused a difficult situation with a customer, etc.
    • Give-back to the community by volunteering time as a group to work in a food bank or collect gifts for needy families. To keep such an activity from creating more stress, however, employee involvement must be voluntary with no management or peer pressure regarding time and financial contributions.
    • While bringing holiday sweets to the office is welcome by many, also consider healthy ways to reduce stress. For example, a licensed massage therapist can be hired on-site to provide 10-15 minute back massages for employees or a yoga instructor can lead mini-meditation sessions.
  • Patience, patience, patience.
    Keep in mind the end of the year can be a challenging time for everyone: you, your customers, employees, colleagues, and business partners.

Try one or more of these ideas to help get through the season. When you find what works, you can apply it next year when you go through this all over again. Happy Holidays!

 

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Engagement

Evangelizing Corporate Culture: Interview with Culture Consultant Donavon Roberson

Remember taking those career aptitude tests in high school? Back then the position of “Corporate Culture Consultant” didn’t exist. If it did, knowing what I know now, that’s what I would have chosen as my preferred career.

Lucky for corporate America, it’s a valuable role that exists today. That’s why I’m delighted to feature culture consultant Donavon Roberson in this interview.  He was among the first of Zappos Insights’ Culture Evangelists responsible for helping executives learn about Zappos’ respected culture. He was also my personal tour guide when I visited Zappos in 2008.

Donavon eventually left Zappos and went on to pioneer the position at several other companies, holding titles such as Manager of Culture Development and Dream Manager. He’s the founder and Culture Consultant for The Roberson Company that’s focused on “Purpose, Process, People and Performance.”

QSM: Please tell us a bit about your background, including how you ended up as a corporate culture consultant.

Donavon: I was a youth pastor for nearly 13 years and during that time I learned the value of living by vision and values. When I had the opportunity to work for Zappos, I discovered the importance of a company that lives for their vision and values. I have had the privilege being able to take my ministry background and my business experience and meld the two together. It’s all about moving the needle in the lives of others … culture development is about building into the lives of others so that they build into the business.

QSM: Based on your experience, what are some of the best things management can do to get employees to embrace a company’s culture?

Donavon: In my opinion, management should lead the charge when it comes to culture. They should embody the expression of and example of company culture. Management needs to ensure that they are operating in a way that is consistent with the cultural expectations to which they hold others.

It’s OK if they themselves aren’t an embodiment of every value; however, there should be an open appreciation for and expectation of living out the company culture at the very highest levels. With that expectation should come an inspection of the behaviors expressed. It is VITAL that management be held accountable to the culture and hold others to the culture.

The worst thing that management OR leadership can do is to live in a way that is counter to the expressed culture. There is often an aspired culture (the culture that we would like to have) and an actual culture (the culture that truly exists). Often these two cultures are at odds and employees pick up on that quickly. This can be toxic for an organization. What is worse is what I call the accepted culture — the culture that is counter to either of the aforementioned but that which is accepted as a normal way of doing things … especially at the leadership levels.

QSM: You’ve worked with both established and start-up companies. What challenges did you find in helping shape company culture in a start-up compared to working with more established organizations?

Donavon: The challenge in either company is scalability and sustainability. The culture that many start ups have isn’t scalable, meaning it doesn’t grow very well as the company grows. With growth comes aches and pains that can stunt development and progress. When a company is in the infancy stages, it is important to think about how the choices they make today will grow into the future (if growth is part of the long range plan).

Sustainability is the company’s ability to keep culture efforts or initiatives going and consistent as a company grows. Often times an effort makes sense at the beginning and can be easily managed with little to no effort BUT as you grow you must consider the time, effort and energy that cultural efforts will have on the bottom line and determine if it is worth the ROI.

QSM:  Building and maintaining a workplace culture is not a solitary endeavor. What’s the risk of serving in a position designated as a “Chief Culture Evangelist”?

Donavon: This is an interesting question, and I don’t know that I have definitive answer; however, I do have some thoughts that I would like to share. I have found that Wall Street isn’t ready to embrace the idea of a Chief Culture Evangelist or team dedicated to culture development. The greatest issue is ROI. There are some very logical conclusions why these roles would be valuable to any organization — leadership development, employee engagement, customer service, etc. However these conclusions aren’t necessarily reflected on the bottom line: the measurement of Wall Street and Investors.

I have found that many companies in the start up stage have the flexibility to have a dedicated “culture team” but when investors enter the picture that is the first team to take a hit.

QSM: What advice would you give to someone considering a career in corporate culture development?

Donavon: Advice that I would give is to determine standards and acceptable standards of measurements for success at the outset. How do you know when the culture team is successful? What does it look like when the culture team is successful? How is that reflected in the bottom line? And then continually go back and do the research and make the adjustments necessary to remain relevant and impactful.

QSM: Thank you, Donavon!

Categories
Engagement

Why You Can’t Dismiss Corporate Culture

Corporate culture is intangible, but you can feel it and see it in action. It’s evident in how employees work together, how they treat each other (and customers) in the process, and how effective the collective organization is in pursuing its goals.

Corporate culture is a true reflection of the real values of an organization. And it’s the proverbial “elephant in the room” in places where the company’s stated values don’t align with actual values. That’s why culture dominates strategic execution (“culture eats strategy”) and why it can’t be dismissed.  According to Edgar Schein, professor emeritus at MIT’s Sloan School of Management and author of several classic books on corporate culture:

“We tend to think we can separate strategy from culture, but we fail to notice that in most organizations strategic thinking is deeply colored by tacit assumptions about who they are and what their mission is.”

Here are more great quotes on corporate culture:

“I came to see, in my time at IBM, that culture isn’t just one aspect of the game, it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value.” – Louis Gerstner

“The culture you create or the culture you destroy will determine the success of your business.” Rebecca L. Ray

“You can’t copy culture. …  Culture is very specific to an organization, the leadership, the employee mix and time. It’s not something you can just cut and paste into another organization.”  Tim Sackett

“A quick Google search on ‘how to create a great corporate culture’ reveals … really fantastic ideas, but they won’t ensure you a great culture. At best, they set the stage for great culture to (hopefully) arise and at worst, they are unsustainable gestures meant to game culture rather than create something genuine.” Susan Piver

“No matter how brilliant or insightful your business strategy is, a badly aligned culture will defeat it.” Don Peppers

Categories
Engagement Training & Development

Best Lessons from Bad Bosses-Part 2

We all love great bosses and hate the bad ones. The only upside to a bad boss is what we learn from our experience working with that person: primarily what not to do and, occasionally, what to do.

Following up my previous post on lessons learned from bad bosses, here is more great advice shared by colleagues.

Understand Who’s Important

The best lesson I learned from a bad boss is — to kiss your subordinates’ butts. Put another way, be of service and work for YOUR TEAM instead of the other way around. You need your team to get things done. If you are there for them when they need you, they will be there for YOU. So, for example, if one of your team members needs an extra day off or a little resource boost on a project and you deliver, they are far more likely to help you when you need to pull together a presentation for YOUR boss.

A lot of bad bosses get it reversed. They are busy ingratiating themselves to THEIR boss and treating their staff like dirt. My favorite and best boss taught me this lesson in a big way. In some ways it felt like he worked for me. Whenever I needed resources or him to push something through the system, he was there. This was a huge help in my being successful. This also meant that when he came to my office on a Friday at 4:30 p.m. begging for help on his board presentation — you KNOW I was there, and happy to do it. — Ivana S. Taylor, Small Business Influencer, DIYMarketers.com
A Bad Boss Can Do Something Right

I learned that sometimes the rules need to be broken when something important needs to be done. Not unethically, but when a rule designed to solve one problem, creates a barrier to success, it can be the right decision to do the wrong thing.

We had a process whereby a certain form needed to be filled out. It was a form designed and created 40 year earlier by the founder when there was maybe 100 employees. We had over 2,000 at the time and the form was no longer needed. But no one wanted to stop using it because they feared the repurcussions. My bad boss simply stopped using the form. Two years later someone asked about the forms and he played stupid. We never had to do the form again. Nothing fell apart. Nothing stopped working. The world went on without it.

Lesson: The requirements of the past can stop you from creating a future. — Paul Hebert, consultant/speaker/writer for engagement, incentives and rewards

Don’t Ignore the Value of Engaged Employees

  1. Recognize the fundamental economics of having engaged employees, customers, channel partners, and communities, which is that: companies with highly engaged audiences relationships do better financially than the average company; relationships with customers and talent are a company’s biggest financial and brand equity asset; and disengagement has hard costs in terms of turnover, lower productivity, poor service, more accidents, less healthy people, and legal suits that can have a significant effect on the bottom line and brand equity.

  2. Empower and value people, rather than control them and treat them like statistics: people who feel empowered, act like owners and watch your back — people who feel controlled, act like slaves.

  3. Do as Tom Peters said:  “Manage by walking around.”  — Bruce Bolger, Managing Director, Enterprise Engagement Alliance

You Can’t Fake It + Other Important Lessons

  • Playing politics never pays — It’s shallow, transparent and short-sighted.  It may help you win the day, but it will lose you a ton of respect long-term with peers, superiors and subordinates.

  • Communicate clearly (not in code) — There’s no excuse for allowing ambiguity to cloud judgment, direction or execution. If your style of management is to expect your team to predict or guess what you mean and want, that’s terrible leadership. Not all news is good news, but people want clarity, not innuendos.

  • Invest time with your team — Absentee management never works. You can’t hide behind emails. And it’s never a good idea to look annoyed when one of your team members wants to see you or ask you a question. Successful management requires time, it requires an investment in spending time with your team to make them better, allow them to become more autonomous and productive. That just takes time, but it creates results, loyalty and longevity (for you and for them).

  • Superficial optics will backfire — This particular boss told us she wanted us to be at our desks as much as possible, so that people walking by would see how hard we are working. She literally said that to us. You can imagine what that did to her credibility.  — Matt Heinz, president, Heinz Marketing, Inc.

Special thanks to Ivana Taylor, Paul Hebert, Bruce Bolger, and Matt Heinz for sharing their lessons learned from bad bosses.

You’re invited to share
What lessons did you learn from your experience with a bad boss?

 

Categories
Engagement Training & Development

Best Lessons from Bad Bosses-Part 1

This post is inspired by Boss’s Day. I hope you’re fortunate to work with a really good boss. If not, take heart – there are valuable lessons you can learn from your experience.

I asked several colleagues to share their best lessons from bad bosses. Here are their horror stories and lessons learned.

It’s Just as Easy to Demoralize a Team as It is to Build Them Up

I had a boss who decided to change his Windows start-up theme to be Full Metal Jacket. On startup and shutdown, his computer would remind us that we were all equally worthless. After he quit, employees from around the company remarked how happy they were he was gone. The new manager removed all themes from his machine, and found more positive themes for his team to use on their computers. He also made a point of managing by walking around, and thanked his employees often for the effort they put in to make customers happy.

Both took the same amount of time and effort. One built the team up and found them recognized for customer service every year for the next 10 years. One tore the team down and made the rest of the department look down on the team, as if the manager thought they were useless, they knew they could treat them badly too.  — Phil Gerbyshak, Social Selling Training and Social Media Strategist
Blind Siding an Employee Doesn’t Help
One particularly bad boss I once had many years ago suddenly turned on me. It came “out of the blue.” I had been a “star” one moment, and the next I could do nothing right in her eyes. It did not end well for me. Here are a few of the lessons I learned:
  • Stay alert to the proverbial “handwriting on the wall.” There may have been signals I was missing. Like a drop off in communication from the boss.
  • Keep your boss in the loop at all times on everything you are doing. Run the risk of over-communicating, especially if you suspect something is “up.”
  • Determine what your boss’ priorities are and get into alignment with them. Do whatever you can to support your boss. And make her “look good.”
  • Be professional, personable, and positive at all times. Be accountable. Deliver with excellence to your clients. That way, if the tables turn on you, you can walk out the door with your head held high, knowing that “it was not about you.”
  • Sometimes the power plays that happen in a corporate environment result in some folks winning, and other folks coming out with the short end of the stick.  — Terrence Seamon, author of “To Your Success!” guide for transitioners; “Lead the Way” leader’s guide to engagement; and “Change for the Better” change agent’s guide to improvement.

How NOT to Treat an Employee

I think my lesson is (was) that the fastest way to kill enthusiasm and commitment in young talent (or even older talent for that matter) is for the boss to publicly humiliate someone in front of others, when the someone had only good intent and was trying to do their job. We all have to learn, we all make mistakes, we all need coaching and guidance. But there is a right way to handle ‘teaching moments’ and a wrong way.

When I was a young, aspiring channel marketing manager at a small software company, I worked for a Sales and Marketing VP who was promoted too fast and not mature enough for his role. He had no patience or interest in the details of actually making a business run. When on several occasions I asked questions in group sales meetings that he thought were stupid, uninformed or otherwise too tedious, he delivered stinging, humiliating responses to me – a young female – in front of a room full of mostly men sales reps. I grew to hate him, and the bitterness and resentment I felt is still called up writing this, almost 20 years after the fact. The channels business for that company also failed, because the leader in charge of it would not do what it would take to make it a success, and my own sense of urgency about taking care of channel partners certainly took a hit after my experiences with this guy. It took a long time to overcome that feeling and fear of opening my mouth in meetings. — Owner of a Strategic Communications Consulting business

Special thanks to Phil Gerbyshak, Terry Seamon, and a colleague (who’s still so traumatized by her bad boss experience that she wished to remain anonymous) for contributing to this post.

I’ll have more great lessons to share in my next post, so stay tuned …