Follow your dreams....

Whenever I talk to people I inevitably get around to asking what they went to school for and what they do for work. More often than not, people went to school where and for what their parents wanted: mine wanted me to be a lawyer so I went to a school that was known for its pre-law focus. But schooling is only one of many avenues that lead us to our careers. The truth is one never knows where life’s road might lead until they get started on the journey and find the sights and sounds that truly interest them. Ultimately, people need to follow their own passions in order to find happiness and fulfilment.  My parent’s pre-law dreams for their baby boy ultimately led me to a career in HR instead. As leaders and hiring managers, our job is to find what people are passionate about and try to get them positioned appropriately: that’s the best way to help them achieve their goals and aspirations. Listen carefully to what people say and help them find work they’re passionate about today.

Robert Ballard (b. 1942): Retired United States Navy officer and a professor of oceanography noted for his work in maritime archaeology and archaeology of shipwrecks

Support matters....

I recently spoke to a young woman at one of my clients: she was a single mom who needed to make more money and was wondering about other jobs and whether they’d be better for her. There were openings but she’d have to learn new skills in a job she’d never done before and work a swing shift: she worried about working at night, something she’d never done before. She clearly had the desire but needed help making this big decision. The company provided support: they trained her, introduced her to all of the people who would be her new colleagues, gave her a chance to try it out, and promised she could go back to her original job if the new one didn’t work out. Life isn’t always that simple and tidy, but companies and supervisors can ease the worry when employees make change: in this case, a little empathy and support went a long way.  Help your employees make the kinds of changes needed to renew their passion and performance today.

Sabrina Bryan (b. 1984): American singer, actress, author, songwriter, fashion designer, choreographer, dancer, television personality, and member of the girl group The Cheetah Girls

Make work fun....

We went into a local bar and grill the other night – it’s been there the whole time we’ve lived in Las Vegas but the other night was the first time we ventured in. It had a warm and welcoming atmosphere and billed itself as the home of the Cleveland Browns in Las Vegas: complete with an Italian-American theme and great bar food. But the highlight of our visit was the woman who served us: her smile and style made us instantly feel like long-time customers. For her it was much more than a job: she obviously loved what she did and had a passion for people and service. When we asked how long she’d worked there, she said four and a half years, but that it didn’t really feel like work. It’s nice to find something unexpected like this and to run into people like that: genuine, gracious, warm, and nice. Give your employees a great work environment and a chance to do something they really enjoy today. 

James M. Barrie (1860 – 1937): Scottish novelist and playwright, best remembered today as the creator of Peter Pan

Think outside the box for yourself....

Most people just go along, acting and thinking more or less like everyone else. There’s a benefit to group think: after all, two heads are generally better than one… but every now and then original thinking is the ‘spice of life’. Like most companies, the ones I worked for had employee handbooks: you know, those boring little booklets that have all the rules in them, the ones employees have to sign for and then never read. We knew nobody read them because the answers to the questions they’d ask were in them… all they had to do was look. So, my HR team finally designed and wrote one that looked like one of those popular “Dummies” books – you know, the ones with the characters and helpful comments in the margins. Everyone read them: you’d see them laughing as they read and pointing out things to each other; and overnight everyone knew the basics. Give people what they want, not something you’ve always had that’s never worked. Be courageous and do things that are really effective today.

Gabrielle Bonheur "Coco" Chanel (1883 – 1971): French fashion designer and business woman, and the founder and namesake of the Chanel brand

Hands-on matters....

Most companies spend too much time talking about standards and too little time training their employees to achieve them. I understand that training is hard to schedule and can be costly: that’s why good training strategies and program design are important. First, the person doing the training must be trained to be an effective trainer. Second, trainers need a detailed training outline containing the what, why, and how of what they are instructing.  Third, training needs to include lots of hands-on exercises to give the new employee an opportunity to really practice and understand the things they’ll be expected to do.  Adult learners need hands-on exercises: reading and lecturing help, but it takes this kind of participation to really understand; this also gives trainers and supervisors the opportunity to evaluate and coach their new employees. But expecting new employees to learn by osmosis is unfair to them, their co-workers, and their customers: we all know this to be true and yet everywhere we look there are less-than-trained workers struggling to perform adequately.  Don’t put your new employees in this kind of situation: help them to really know and understand what’s expected today.

Dr. Debasish Mridha (b. 1966): American physician, philosopher, poet, and author

Help provide Hope....

I’ve been associated with hiring ex-offenders for more than 25 years: I hired more than 400 into the gaming companies I worked for, and since then have served on the board of Hope for Prisoners (H4P). Success in both was centered around a focused and long-term mentoring program to help people as they worked to reclaim their lives, families and standing in the community. Change is never easy, especially when the odds are seemingly stacked against you: that’s where mentoring can be especially helpful. Having someone to rely on, talk to, and learn from helps remove fear and uncertainty and is the ingredient that makes successful reentry possible. It provides hope that’s born in the participation of H4P’s many volunteer mentors and supports this most hopeful of solutions. My mentoring program lasted 12 months; H4P’s for 18: that’s what it takes to make hope a reality. Mentoring is a powerful tool, whether for reentry or any other kind of transition: provide it whenever change is the goal. If there’s a reentry program near you, please consider becoming a mentor today.

Marianne Williamson (b. 1952): American spiritual teacher, author, lecturer, entrepreneur and activist

Give what you want to get....

Ever wonder how to get the most out of your employees or why they’re not more engaged? The answer lies in the Golden Rule: they want you to treat them the way you want them to treat their work. That won’t take more rules or money, just a commitment to what’s probably in your employee handbook already. Companies talk about the importance of their employees, and how they are committed to fairness and well-being… but if every supervisor doesn’t buy into that philosophy and practice it every day then the relationship between management and employees will never be all it can be. Employees want to know they matter and to be treated as people: that’s the new talent contract. If your culture doesn’t adopt and support those principles, then you need to change it: start by catching employees doing things right, treat everyone fairly, and create an atmosphere of trust and respect. It’s not any more complicated than that. The bottom line: give what you expect to get today.

Pamela Stroko: Talent management expert

What you see matters....

Every business needs continuous improvement to fine tune its practices and processes: that, however, is easier said than done. Once established, these become habits that are embedded in ‘the way we’ve always done things’ and hard to change. The best way to identify and develop potential improvements is to ask your employees: they’re in the best position to think what no one has yet thought about that which everyone sees. Create an environment that values employee suggestions, ask for their thoughts and ideas directly, make the suggesting process easy, let them know you appreciate their thoughts, and celebrate those ideas that are adopted.  Everyone likes to feel that their ideas are important: make listening a part of your corporate culture and you’ll be surprised at how much you learn. Change is never easy: make continuous improvement a part of your culture too and stay ahead of your competition. Let what everyone sees be your guide today.

Erwin Schrödinger (1887 – 1961): Nobel Prize-winning Austrian physicist

Training and learning matter....

Last week I had an opportunity to coach a newly hired restaurant supervisor: she’d been a food server in the past and most recently worked in retail. She was very professional and confident, but confided in me that her manager hadn’t provided any formal training: she’d been trying to glean information from other employees and was using her own common sense. While being somewhat unsure of things, she was undaunted since she was still learning. I advised her to approach her manager and respectfully request some guidance, and, if it wasn’t forthcoming, to document her experiences and suggestions in hopes that someone else in management might ask. The sad fact is that most service employees receive little or no training and are then left to being observed and judged by customers, other employees, and management. There’s no reason to limit the training that new employee needs to be effective: to put them in that situation is unfair to them, their co-workers, and your customers. Get involved in training new employees, show them what’s expected, answer their questions, and be a coach and mentor as they learn to sail today.

Louisa May Alcott (1832-1888): Novelist

Share your time wisely...

Sharing is an option: whether you do it is up to you. Employees are hungry for interactions with their supervisors and leaders, and more often than not those color their impressions of the organization. Walking the floor and acknowledging employees are good ways to share your time: they give you a sense of what’s going on and give employees the opportunity to interact informally with you. Lunches and other more formal get togethers give you and them chances to share ideas and information: they bring people closer together. Sharing your knowledge and experiences can be done through coaching and mentoring: that’s when you have opportunities to give back to others and help them prepare for the future. All of these things define who we are as leaders and help create the culture in our organizations. Done right they strengthen bonds and relationships; electing not to do them limits your effectiveness as a leader and the organization’s overall performance. Only you can make this choice: that’s a lot of responsibility that you should take seriously. Choose to share your knowledge, experiences, wisdom, and time today.

Costas Voyatzis (born 1980): Creative Director and Founder of Yatzer.Com

Get involved and lead by example....

Everyone talks about having engaged employees, as though that’s something they alone are responsible for. If you want your employees to be engaged then you should lead by example. It’s okay for you to withhold your opinions and ideas in order to get theirs, but don’t let them suspect that you’re impartial: you’re allowed to have them as long as those don’t dampen theirs. It’s okay for you to be reserved and professional, but don’t let that be taken as indifference: if you want them to care enough to be engaged then they have to see the same in you.  And it’s okay to delegate, but make sure you know what they’re doing, why it’s important, and how they’re performing: if you’re not interested, why should they be. Everyone must be responsible enough to know all they need to be effective, and that starts with you. Be engaged and inspire your employees to be the same today. 

Gilbert Keith Chesterton (1874 – 1936): English writer, poet, philosopher, dramatist, journalist, orator, lay theologian, biographer, and literary and art critic

Recognize individual effort....

All those billboards and ads for personal injury and class action lawyers play on our fears of being wronged or left out; in the hospitality business there’s been a decades-long drive towards tip pooling: everyone wants an equal cut of everything; and businesses often give all employees the same cost of living increase versus some form of merit pay. Historically, service employees earned their own tips based on the way they performed: that certainly motivated the individual, but might have also created jealousies. As consumers, we want to motivate and reward good service; as bosses we want to recognize and promote outstanding performers; and as people, we appreciate individual effort, personal commitment and excellence. There are times and places for all of us to join in common efforts, but the greatest examples of the human spirit are often found when an individual person realizes his or her own responsibilities and acts accordingly.  Recognize individuals and their efforts today.

Dorothy Sayers (1893 – 1957): English crime writer and poet, and student of classical and modern languages

Continuous improvement is everyone's responsibility....

Companies often ask me to audit and re-write their policies: they think this is a one-time exercise when in fact these are often subject to revision as things change.  They want these to be perfect and forget that perfection is the enemy of progress: in projects like these, try to adhere to the 80/20 rule and get done as much as I can reasonably accomplish, plan to regularly review your work, update it as needed, and commit to a process of continuous refinement, and keep things from getting outdated. Nothing would ever get done if you waited until no one could find fault with it. And even though this seems tedious and unending, it’s a great way to get employees engaged in the things that relate to their work: when they have a say in the things that happen at work they are more apt to remember and follow them. Make your employees own the things that affect them today.

John Henry Newman (1801 – 1890): Theologian and poet, first an Anglican priest and later a Catholic priest and cardinal

Be responsible for your destiny....

As I start the third week of physical therapy for my knee, I am reminded of the physical issues related to getting old. Twenty+ years ago I tore an Achilles tendon and vividly remember a friend telling me he’d had a similar injury: he didn’t follow the schedule and advice of his therapist and ended up walking with a noticeable limp for the rest of my life.  That made a real impression on me that only I was responsible for doing what they said if I wanted to recover fully: the same is true today about this recent surgery. I am sore from these exercises but know that I must keep doing them now and probably forever if I want these old muscles and bones to stay as limber as they can be. It’s at times like these that personal responsibility becomes so clearly defined. It’s important to remember that we’re each accountable for what happens to us in our lives today.

Mildred Newman (1920 – 2001): Psychologist and Author of books such as How To Be Your Best Friend

Understand the give and take of loyalty....

Today’s quote says it all. We all want our employees to be productive, and loyal and everything else that’s good, but you have to give your support and loyalty to get it back: and believe me, once you start giving it you’ll get it back in multiples beyond your imagination. This requires (1) hiring the right people, and that means you have to know who they are and how to pick them out of a crowd, (2) being straight with them when explaining your expectations, (3) telling them what you want them to do, show them how, and explain why, (4) treating them fairly and respectfully, and (5) asking them for suggestions and listening to what they say. These 5 steps will make them reasonably competent, efficient and engaged, and they’ll get better with age: then all you have to do is support them in good times and bad.  That’s what drives the kind of two-way loyalty you want in your workplace today.

Harvey Mackay (b. 1932): Businessman, author and syndicated columnist

Surprise your employees with caring and fairness....

Sir Richard Branson is a successful entrepreneur and marketer: his quote today is most likely about customer expectations.  But successful people like him also know that they must first meet and exceed employee expectations in order to create the kind of corporate culture that’s able to focus on customer satisfaction; without that, all you have are employees doing whatever they can get away with and customers being underwhelmed. So, focus on exceeding employee expectations: by being fair, honest and respectful; by providing for their needs so they can do what’s needed; and by having excellent two-way communications to make sure they understand the what and the why of what they do.  Set realistic expectations and then exceed them by helping them realize their personal and professional goals, providing them with training and coaching to get where they want to go, and listening carefully to what they say. Doing that will be unexpected and helpful today.

Sir Richard Charles Nicholas Branson (b. 1950): English business magnate, investor, author philanthropist, and founder of the Virgin Group of 400+ companies

Shared values matter....

These daily messages are based on popular core values that many companies share: loyalty is certainly one of them. Values are often associated with mission statements, and they highlight what’s important to customers and employees. I think it’s important to market to employees with the same enthusiasm and professionalism as you do to customers: if it’s true that your employees are among your most important assets then this makes sense. Spend the time and energy to communicate to them regularly and effectively: good written materials that are clear and understandable, websites and apps that are easily accessed and understood, and regular face to face interactions that let them know you’re there and that you care – not unlike what you do for customers. If your employees believe they share your values they will be loyal to the company, their colleagues, and the work they do. Make sure you and your employees understand and share these values – it’s the best way to build company and brand loyalty today.

Howard Schultz (b. 1953): American businessman – founder and currently chairman emeritus of Starbucks

Leaders inspire loyalty....

Families, like yours and mine, as well as those that Puzo wrote about, grow close because of blood and relationships: they stick together because they like each other. The Army grows close out of shared commitments and security: they join in common purpose and all of their training reinforces the need to work together and protect each other. Companies have traits from each: employees grow close because of shared values, experiences, goals, and efforts. But this doesn’t happen on its own – as a leader, you need to introduce these things into the mix of recruitment, orientation, training, relationship building, effective recognition, general communications, and coaching … in other words, just about everything you do. That’s how General Schwartzkopf won the war in Desert Storm, and most likely how Coach Swinney brought the college football championship to Clemson. Like them, you must be committed to achieving this level of employee engagement if you want your employees to be into their work and focused on excellence. It’s not enough for you to just be there: you must actively lead this effort. Be the kind of leader that inspires others to be all they can be today.

Mario Puzo (1920 – 1999): American author, screenwriter and journalist

Live your values.....

  

The flight attendants on Southwest Air practically sing the safety message: they love where they work and it shows in what they do. The cooks and servers at Panda Express actually smile when working and taking care of customers: the owners stress the importance of the company’s culture and it shows. The owner of The French Bakery in Las Vegas loves his employees: it’s no wonder they love what they do. As we begin 2019 here, it’s worth mentioning again that employee satisfaction drives customer satisfaction, and that both together drive revenues and profitability. So many companies still think it’s their location, products or marketing that ensure success, but it’s been proven time and again that it’s the employees – their engagement, enthusiasm and energy – that attract and retain customers. There can be no happiness or success if the things we believe in are different from the things we do. Our values are important: they should be reflected in our handbooks andin the way we actually treat each other. There’s no substitute for good employee relations and that starts with living your values every day.

Dame Freya Madeline Stark (1893 – 1993): Anglo-Italian explorer and travel writer

Go for it....

So, how are you doing in making those 2019 resolutions: have you made them all or are you still trying to decide? Here’s a thought: make sure they’re ones you really believe in. Like: eating a healthier, exercising more, re-connecting with old friends, learning something new, getting out more, or any number of other interesting initiatives that take you away from your cell phone and increase your activities. And when you settle on one or more, stick with them: they’ll put you in a positive frame of mind and that will result in your being …. well, more positive. Me: I’m going to sing and make harmonies, get back into walking (after finishing my PT), maybe make some podcasts, and change my diet (as opposed to dieting). I promise that this is the last of the new year’s messages: next week, it’s back to the values we all share.  The goal: be better, stronger, and healthier – starting today.

William James (1842 –1910): American philosopher and psychologist, and the first educator to offer a psychology course in the United States

Go ahead and try....

As you consider your new year’s resolutions, remember to save at least one for the stuff that dreams are made of. Most will probably be routine, focusing on the everyday things we can do, and do well. But it’s those stretch goals that are the most fun and can be the most rewarding. Many of my friends know that I sang in a band while in college – folk music in the 60s – and making harmonies was a big part of what we did. I still play a variety of stringed instruments but my vocals are no longer in the shape they were back then. My former bandmates tell me it’s because my vocal chords are out of shape – practice along with good breathing techniques will help restore my singing capabilities. But, as with most things in life, it’s easier to not make the effort….and to accept limited circumstances and capabilities. That kind of thinking – whether applied to singing or achieving New Year’s resolutions is a mistake. Open your mouth and sing, or open your mind to achieving anything great, today.

Joan Oliver Goldsmith—Ghostwriter, Copywriter, Author, and Orchestral Singer

Get started on 2019.....

“Every single year, we’re a different person. I don’t think we’re the same person all of our lives.”Stephen Spielberg

All this talk about year-end reflections and new year’s resolutions portends possible new beginnings: so today, are we the same or a different person. We can each look back and come to our own conclusions, but it’s probably a bit of both. How we approach and perceive things might be the same, but what we feel may be different. How we go about the business of our lives might be the same, but our focus may be different.  And how we look to and think about the future might be the same, but our goals may be different. Every single year we learn and grow; but it’s likely we’re not exactly the same person all of our lives. While those reflections give a clue to our current thinking, our resolutions point the way over the horizon. Now is the time to make up your mind where you’re going, and why and how….and to set a course for the next 12 months.  It may be the same as before, or quite different.  Either way, get started on 2019 today.

Steven Spielberg (b.1946): American filmmaker

Happy New Year....

“Every time you tear a leaf off a calendar, you present a new place for new ideas.”Charles Kettering

Last night we tore a leaf off the 2018 calendar and put up a new one for 2019 in its place: the kind with the big boxes for each date where you can write notes. It’s a new year, a new calendar, and 365 new boxes to fill with new ideas, notices, activities, and memories.  Here’s hoping that each and every day is filled with everything we want in 2019.  

HappyNew Year!

Charles Franklin Kettering (1876 – 1958): American inventor, engineer, businessman (head of research at GM), and the holder of 186 patents