Happy Memorial Day...

"As we set today aside to honor and thank our veterans, let us be mindful that we should do this every day of the year and not just one" Beth Pennington

Get connected...

Life is full of choices… and each one matters.  Today, it seems that one of the biggest choices people have to make is whether to go back to work after so many months of being off work during this pandemic. It’s clear that employers need workers. But their furloughed or laid off employees seem reluctant because of fear and anxiety about their safety, because of uncertainty about how to balance what’s happening in their private lives with their need to work, and because of generous unemployment benefits that have been a disincentive to going back to work. While the choice to go back to work seems like it should be an easy one to make, business leaders need to help by communicating how safe the workplace is, how much they need and want each employee to come back, how they understand how difficult this might be, and what they are doing to help people again feel connected to and in love with their work. Companies and their leaders never had to go to such lengths to get employees to come to work, but that doesn’t mean they can’t. And people have never been so reluctant to go back to work, but that doesn’t mean that they can’t be better coaxed to do so. Ready, willing, and able employees need to be welcomed by grateful, helpful, and caring managers today.

 

Mark Lavon "Levon" Helm (1940 – 2012): American musician and actor who achieved fame as the drummer and one of the vocalists for The Band

Clear up uncertainties...

“Champions keep playing until they get it right.” Billie Jean King

 

Most things in life depend on skill and tenacity. In sports, the ebb and flow of momentum needs to be monitored and appropriately reacted to if you want to win. And the same is true in business: things don’t always go as planned, and how you react to that usually determines whether you succeed or fail. Like when the best laid plans are interrupted or suffer some unexpected circumstance: that’s when leaders need to step in and guide employees with clear communications and direction. That’s when leaders need to assess the situation, adapt appropriately, and clearly explain what’s next. Changing circumstances often affect strategic plans and regular work projects – don’t let those throw you off your game: keep your eyes and options open and keep at it until you get it right. Leaders need to be focused and flexible, open to changing goals and tactics, and skilled at managing and communicating change. But in the heat of those kinds of battles, many freeze up and lose the chance to pivot appropriately. If or when that happens to you, take a deep breath, talk and listen to those on your team, consider all options, and then clearly communicate the new plans to everyone. Don’t leave your employees in the dark. Give them what they need to keep playing today. 

 

Billie Jean King (born 1943): American former World No. 1 professional tennis player, regarded by many in the sport as one of the greatest women's tennis players of all time

What's in your culture...

I talk a lot to my clients about corporate culture – while it’s often difficult to describe, the benefits of a strong culture can easily be seen. Like greater alignment with the company’s mission, vision, and values; high employee motivation and loyalty; increased team cohesiveness; consistency across the organization of employees’ behaviors and attitudes; and high employee and customer satisfaction. Sometimes the culture is reflective of an entrepreneurial owner whose ideas and style influence the organization; other times it’s the result of a focused approach to employee recruitment, training, communication, and recognition. The first is almost like a culture based on the cult of a charismatic owner – Walt Disney, Sam Walton, Steve Jobs, and Elon Musk come to mind. The second is the result of a result-focused strategy – GE, IBM, and United Technologies worked hard to instill ideas, values, and beliefs in their companies in the 60s and 70s and became models for others. Today, the strongest brands – Apple, Amazon, Google, Berkshire Hathaway, and Tesla (among others) command the loyalty of employees and customers (not to mention shareholders). What it boils down to is that employee satisfaction drives customer satisfaction which drives profitability. Bottom line: treat your employees right and they’ll do the same with your customers. Take a hard look at your goals and your company’s culture today.

 

Sam Walton (1918 – 1992): American businessman and entrepreneur best known for founding Walmart and Sam's Club

Awareness matters...

When Covid-19 started, my partner and I began taping podcasts about the new and unique issues that managers were having to deal with. More and more they were about the emotional well-being of employees who were being furloughed, or working from home, or being recalled to work. These issues were the kind that managers rarely had to deal with before, and when they did it was mostly to refer employees with them to the company’s employee assistance program. The more we talked about these issues, the more people wanted to learn, and we started framing these presentations in the context of Emotional Intelligence. While this topic is often connected to the use of empathy as a leadership tool, it goes much farther than that: being able to recognize the range of emotions exhibited by employees helps leaders focus on how to respond.  The seeds we planted in those early podcasts led us to a group of scientists and business consultants in Europe and we decided to conduct a symposium on why Emotional Intelligence is one of the most important tools for managers to use in this post-pandemic period. As employee needs change, leaders in businesses big and small must learn more and adapt their styles and focus: what you do today has a great impact on employees now and well into the future. Growing your leadership awareness is one of the most important things you can do today.

 

Robert Louis Stevenson (1850 – 1894): Scottish novelist, essayist, poet, and travel writer, most noted for writing Treasure Island and Dr. Jekyll and Mr. Hyde

Be a team player...

I was one of the first people hired for the resort openings I worked on. It was always exciting to set up the office and put together and launch the project plan. And that’s when I realized that it was far easier to start something than it was to finish it. Because then I had to start putting together a team that had all the skills and the appropriate attitudes to work together effectively and making sure they all were brought into and bought into my plan. When you go from a sole contributor to a team leader in that kind of situation one often assumes that everyone else really understands what you’re thinking and have been planning when in fact they don’t. I’ve learned the hard way that it takes many meetings and much discussion to get everyone on the same page and working and thinking like a team. And just like with any team sport, it takes lots of mapping and diagraming and practice to get everyone going in the same direction. As the leader, it’s best to see yourself as a team member as well as the team leader – forcing you to see things from their perspective and proving that you’re willing to put in the same hard work expected of them. That’s what it takes to coalesce into a team. Whatever your role, be a team player today.

 

Amelia Mary Earhart (1897 – 1939): American aviation pioneer and author.

Thank your lucky stars...

Yesterday I finished up my first post-pandemic business trip and flew back home. During this first time away in more than 15 months, I thought a lot about the intersections of good fortune, anxiety, and trying to return to normal, about life as it used to be and what it might be in the future, and about how we each approach these transitions. While the vaccine gave me a sense of security, the realization that this pandemic was a close brush with potential disaster makes me appreciate my good health and fortune.  Whatever time any of us have here on Earth, this years’ experience should make us treasure that time even more. Treasure our health and happiness. Treasure the things we’re able to do. Treasure our loved ones. And treasure each sunrise and sunset. Next time you see a friend or loved one for the first time since the lockdown, or do something you had previously enjoyed doing, or take a baby step back towards your new normal, count your blessings and be thankful that you can. One of the things I learned from new friends this past week is that life presents us with challenges and opportunities, and that we should be thankful for our ability to paddle away from the first and towards the second. Be mindful of that today.

 

Beatrice Arthur (1922 – 2009): American actress, comedian, and activist

Practice makes perfect...

There are lots of management training courses available: some are offered onsite, and a growing number are online. And while all promise improved skills and performance for those taking the courses (let’s call them learners), that rarely happens without a follow-up regimen of practice and review. With that, practice becomes and additional learning method that includes rehearsing a behavior over and over, or engaging in an activity again and again, for the purpose of improving or mastering it. In my experience, this happens best when the learner’s supervisor actively reviews the material with them, and then assigns, oversees, and reviews the exercises that have been assigned to them, provides coaching to help them fully understand it, and then measures their resulting level of competence with the course material. And because most supervisory training do not include a supervised practice component the resulting performance often fails to achieve the expected results. Develop a simple follow up process to go along with your supervisory training programs and then show the managers of those taking these courses how and why to use them. This kind of oversight, coaching and review closes the feedback loop and enhances the chances for real improvement. Include practice and coaching in your supervisory training programs today.

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Malcolm Gladwell (born 1963): English-born Canadian journalist, author, and public speaker

Get ready for change...

 

My consulting partner and I conduct workshops on strategy and planning for companies large and small. We find that professionals who are highly skilled at what they do often don’t know about this process. Our workshops always start with learning how to prepare for change: in how they think about and approach this kind of effort and prepare themselves and their team for adapting to change. Many of them are afraid to try new strategies because they fear they may fail. So, we lead them through exercises designed to (1) assess resistance to change, (2) plan for change, (3) introduce and communicate change, (4) get everyone engaged in the change process, and (5) manage and coach others throughout the change process. No matter change is hard to accept because it takes people outside their comfort zone – from where they are and what they know into the unknown. It’s the fear of the unknown that ultimately needs to be overcome – by reading about how it’s done and what others have experienced, by understanding the steps that need to be taken, by making sure they have a good plan for change, and being flexible while sticking to. Doing this with trusted colleagues and supportive leaders provides the added comfort of knowing that they’re all in it together. This kind of planning and support eases the transition from where they are to where they need to be. Open your mind to the possibilities of change today.

 

Liliʻuokalani (1838 – 1917): Queen regnant and the last sovereign monarch of the Hawaiian Kingdom from 1891, until 1893

Be an open book...

There’s not much that says more about any of us than the work we do; it’s there for all to see. Managers and professionals are on the line every day, making countless decisions based on the facts as they see and perceive them. They hire, train, coach, mentor, observe, motivate, counsel, and recognize their employees in real time and in plain sight. In many cases, it takes years of learning and practice to move up through the ranks of an organization, all of which is intended to hone their thinking and skills. Their work either stands on its own merits or falls under the lens of transparency: in either case, it speaks volumes about them. And while they get lots of immediate feedback (or pushback) from the people they manage or serve, they too need timely feedback and coaching from their supervisors, both as validation and motivation. Everyone needs feedback so make it a habit to catch people doing things right or coach them when improvement is needed. Leaders want their employees to be engaged: there’s no better way to model what that means than by actively noticing and reacting to the things their employees do every day. Be a conscientious and considerate professional and let that reflect well on you today.

 

Akira Kurosawa (1910 – 1998): Japanese film director, screenwriter, and producer who is regarded as one of the most important and influential filmmakers in the history of cinema

Be prepared...

Yesterday I traveled out of Las Vegas on my first business trip since the lockdown began nearly 15 months ago: I worried that going back out into the world would be hard and was I ever right. The airport was crowded, the plane was packed, and being in contact with so many people I didn’t know made me feel anxious and vulnerable. Even though the little voice in my head kept telling me “I’m vaccinated” and reminding me that the CDC says I can do this, there’s a world of difference between can and will. I thought because I’d gone on business trips so many times before that this would be like what they say about riding a bike: once you’ve learned to do it, you always remember how. I was wrong. In hindsight, I should have practiced and trained for this just like anything else I’ve done professionally in my life and career. And, if this happened to me, it’s probably going to happen to countless others who are taking their first steps back to their own new normal. If it’s you: don’t be so cavalier about this transition; and if it’s your employees, be empathetic to what they’re going through. Remember to tell them, and yourself, to practice and prepare before running out into the world. That’ll put some brains in the muscles you need to carry you back to a new normal today.

 

Samuel Jackson Snead (1912 – 2002): American professional golfer who is widely regarded as one of the greatest players of all time

Coaching for competence can lead to confidence...

We all like working with people that are competent and confident enough to get the job done. But every now and then we end up working with braggards who talk too much and do too little. I guess they do it because they can and nobody stops them. As managers, we’ve had both types, and it’s no fun dealing with the latter. But in the pursuit of accountability and excellence, this is the kind of behavior that can and should be minimized by coaching and, if necessary, a difficult conversation. I say ‘difficult’ because most managers try to avoid having ones like this. But an honest discussion about performance expectations and goals, and then providing timely feedback may help people like that improve and be more effective, competent, and confident because they then will know what it takes to get a job done properly. And if you succeed in turning them around, the upside includes better individual performance, happier co-workers, and improved overall organizational results. This all starts with supervisors getting actively involved in managing the performance of every employee that works for them. Chances are, more than 80% of them need little or no coaching as you catch and recognize them for doing things right, allowing you to work to change the remaining few. If they do, great; but if not, at least you’ll know you tried. Be proud to help all your employees gain the competence and confidence to perform effectively today.  

 

Johnny Unitas (1933 – 2002): American football quarterback who played in the National Football League for 18 seasons

Get on board...

Ellen DeGeneres announced recently that she’s ending her popular talk show after 19 years because “it’s no longer a challenge”. I take that to mean it’s no longer fun, or she’s bored with what she’s doing, or after this terrible year she’s got new priorities, or she’s unwilling to put up with the same BS anymore, or the world is too complicated and she just wants to simplify her life, or (you fill in the blank here with your own pet peeve about life in general in these post-pandemic times). And she’s not alone: business leaders are discovering their employees are uncertain about returning to work because they’re suffering from this same level of anxiety and frustration with life’s complexities. What if the shock of all the massive shutdowns last year is causing people to re-think their past loyalties to work; what if the impact this has had on trust in general is so pervasive that companies need to re-set their employee relations’ philosophies and practices. Leaders are discovering workplace dynamics have changed: they need employees now more than employees need them; and employees might not return to work unless they perceive real changes in fairness, equity, and safety. Don’t be too proud to realize and accept these new realities nor admit you have to learn new management techniques. Here’s a hint: the answers may lie in servant leadership and emotional intelligence. Are you ready to get on board with this today?

 

Marshall McLuhan (1911 – 1980): Canadian philosopher whose work is among the cornerstones of the study of media theory; he coined the expression "the medium is the message" and the term global village, and predicted the World Wide Web almost 30 years before it was invented

What you do is more important than who you know...

We all want our employees to take pride in their work – that’s a combination of what they do as what they know. Unfortunately, we’ve all had some employees that would also add to that who they are or who they know. The best way to get the first kind of pride is to recognize and reward it: give lots of feedback, coaching, and mentoring – the kinds that let people feel good about themselves, what they do, how they do it, and where they work. And the best way to dampen the need for them to exhibit the second is to also recognize them for what they do and then who they may know. The best leaders find ways to catch their employees doing things right by watching and noticing and recognizing their efforts every day. One of the old-timers I was fortunate enough to work with always used to remind us to ‘inspect what you expect’; I remember it because he was a man of few words, and the ones he did utter made good sense. Provide enough feedback about what employees do and they won’t be so pushy about who they are. Give your employees a reason to feel proud about what they do today.

 

Amy Tan (born 1952): American author of seven novels (most notably The Joy Luck Club), one memoir, and two children’s books

Only you can decide to be who and what you are...

You have to challenge yourself if you want to be good or succeed at anything.  Professional athletes have trainers and business leaders have mentors, but at the end of the day it’s usually an individual thing. I marvel at tennis players… being out there and competing all by themselves… at that moment, the pressure to perform is all on them That’s like being a manager and interviewing someone for a job … it’s their decision that matters. Or when a supervisor has a difficult conversation with one of their employees… it’s up to them to handle it appropriately. Or when someone applies for a new position, they’re responsible for the impressions they make. These are the kinds of individual things that happen all the time – and to be good at them we have to prepare, seek good advice, practice, and develop the confidence to perform. We have to challenge ourselves to be the best and do our best – nobody can do that for us. So, no matter what mountain you seek to climb, dig deep and challenge yourself to do it the best you can. No one can be more passionate about it nor do it better than you. Challenge yourself to be the best you can be today.

 

Troy Polamalu (born 1981): Former American football player for the Pittsburgh Steelers; he was inducted into the Pro Football Hall of Fame in 2020

Don't be shy about the things you love to do...

Hiring managers often tell me they want employees who are passionate about their work… trouble is, they don’t know how to spot that characteristic in the applicants they interview. After all, it’s not like you can just ask an applicant if they’re passionate. I tell them to act passionately about the questions they’re asking; meaning lots of eye contact, facial expressions, and smiles, and lots of animated gesturing to let them know you’re really into the job at hand. Then sit back and see if they respond in kind: if an applicant can’t get excited and expressive about their answers in an interview, you can assume they’ll never act passionately about their work while on the job. Just because someone knows how to do something doesn’t always mean they’ll do it with the kind of gusto and passion that sets great employees apart from the rest. You’ll know it when you see it, so look for it, starting in the interview; and if they convince you there, remind them when you make the job offer that you saw it then and expect it every day they work. And then watch for it when you’re supervising, training, and coaching them. Anything less isn’t acceptable. That’s pretty clear direction. Don’t shy away from looking for and getting what you want and need to make your team stand out against the competition. That’ll make life interesting today.

 

Patrick Tillman Jr. (1976 – 2004); American professional football player who enlisted after 9/11 and was killed in action in Afghanistan 

Take an active role in helping others learn...

Training in general has become so much about grades that the learning is nearly lost, and the fear of failure can obscure the fun of discovering new ideas and horizons. The same can be said for the leadership training that many companies give their middle managers: too often it’s more about checking off the box that it’s been taken than it is about real learning and improvement. Getting introduced to new concepts and techniques is only the first part of the learning process: much more is achieved by discussing what you’ve learned with supervisors and colleagues, practicing the new skills, and getting coached and mentored throughout the learning process. Learners should be encouraged to follow their curiosity, ask questions, and process the information in baby steps, with an end goal of improving competence and confidence. A big part of this is the attention paid by the learner’s supervisor: taking an active interest in their learning and progress, answering their questions, noticing and commenting on their performance, recognizing their accomplishments, and celebrating when the process is complete. Don’t just send your managers to leadership classes and overlook the part you play in guiding, coaching and mentoring their learning. Get engaged with your managers and supervisors and help them discover how cool it is to learn new leadership skills today.

 

Mark Rober (born 1980): American NASA engineer and inventor, best known for his YouTube videos on popular science and do-it-yourself gadgets

Be aware of perceptions...

I keep hearing how businesses are struggling to find employees as companies ramp up after the pandemic. The first thing they should do is bring back all of their former employees, but that apparently is proving to be easier said than done.  This may have something to do with how they were laid off or furloughed last year, or how companies communicated with them (or not) during the past year, or any number of other reasons related to how fairly or empathetically they think they’ve been treated throughout this long ordeal. They may be scared, upset or ambivalent – things that leaders need to tune in to and seek to understand.  Leaders often exhort their employees to “be in the moment”, meaning to focus on the needs of customers – leaders must now apply that same principle to how engaged they are with their employees. Review your employee communication practices and messages to see if they created the right impressions back then or perceptions now. Whatever happened this past year, today it’s all about how and what you’re communicating, and how employees or applicants feel about that, so be in the here and now of this current situation with your employees. And since every other company is also trying to recruit your employees now, you should be focused on making them feel valued and welcome. Everywhere is here and every when is now in the war for talent today.

 

Dante Alighieri (1265 – 1321): Italian poet, writer and philosopher; author of The Divine Comedy and The Inferno

Walk the floor...

Transitioning from a manufacturing job into a gaming leadership role, I was unsure what my hours should be. When I asked, my new boss told me “not to worry, I only had to be around when employees were working”. That was my introduction to a 24/7 workplace. I wasn’t sure exactly what he meant, but I suspected it had to do with employees needing to see and hear from the new HR guy early and often to make a trust connection going forward. Undaunted, and not having any preconceived notions, I made sure I regularly came in early before day shift so I could see the overnight (graveyard) workers, and on other days started late enough during the day shift to spend time with the second shift (swing) workers. And over a 25-year career there I got to know employees on every shift and stayed true to the admonition that I be there when they were. Most leaders have specific shift assignments but that doesn’t lessen the need for them to be seen and heard often at all times so that they too make a trust connection with their employees. And leaders who are usually office-bound need to make it a regular practice to “walk the floor” so that they too develop trusted relationships with their employees. That’s how to effectively get involved with and earn the trust of your employees today.

 

Brenda Neckvatal: HR consultant and veteran’s advocate

 

Feliz Cinco de Mayo!

Don't let problems get you down...

A new casino resort here in Las Vegas is getting ready to open in 6 weeks and I know what they’re going through. Having opened lots of resorts myself, I know that right now they’re trying to make their final hiring choices, complete background checks and drug tests, and get acceptances for all of their job offers. They have names penciled in on tentative schedules and are anxiously awaiting word from these applicants whether they will be accepting the job offers, or not. The problem at this late stage is that many of the applicant’s current companies are making counter offers in an attempt to retain them. Some of those counteroffers will include promotions – that’s to be expected. But for the rest, the lure of a new start needs to be subtly communicated and reinforced. That’s where the opportunity exists for those hiring managers to do some of their best work: getting involved in convincing these potential new employees to remember why they applied in the first place, and to leverage the good will and trust they hopefully created during the interview process to keep them focused on a future with them. Hiring and showing people they made the right choice can be some of the best work you’ll ever do. So, whether you’re hiring or trying to retain or simply motivating employees, get involved and do your best today.

 

Edward Kennedy "Duke" Ellington (1899 – 1974): American composer, pianist, and leader of a jazz orchestra for more than six decades

Get answers to your questions...

Because we can’t be entirely certain of the things we do, getting involved in them sometimes feels like a leap of faith. I’ve made some scary moves in my life – leaving manufacturing to go into gaming, transferring from Atlantic City to Las Vegas, and developing crazy new computer applications – all of which involved lots of questions and uncertainties. Those were flights into the unknown for me, and the only transportation from where I was to where I was going involved some scary leaps of faith. And I know I’m not unique. I get calls every week from people wanting advice about career moves that to them seem equally scary. My advice: get fully engaged in examining those decisions in order to make them less uncertain or scary. If you’re faced with these kinds of leaps, make sure you know what you really want and need in a next job or assignment and discuss those openly with the people you will be or are already working for. And when asked how a new job or assignment is going, be honest with them and insist they be the same in return. The best way to improve these kinds of decisions is by having open, two-way communications, ones that clear away uncertainties and worries. It takes two to make those happen and, because they are so important to you, there’s nobody better to lead them than you, today.

 

Margaret Shepherd: author, artist and calligrapher