Be passionate about what you do...

The path to finding one’s calling is not a straight line – like life, it goes round and comes around. It takes being curious, reflective, and patient. 

·      Follow your curiosity, there’s lots of information to search, and everything to know. 

·      Take time to process the things you learn, course corrections included. 

·      Patience is a virtue – finding what’s right takes time.  

 

You’ll know your ‘calling’ when you see it – it can be an obvious choice or an ‘a-ha’ moment.  Either way, it’s got to feel right to fully be right. You don’t have to go on this journey alone – lots of formal and informal schools and libraries exist and are only a click away. Real live people are all around too – ask around for the kinds of people you need – friends, professionals, a robust network; find coaches and mentors to help you discover the answers you need.  And know yourself – what you like, and don’t, should be used as guideposts. But whatever it is, get really into it and let that passion show through in what you do. And keep your eyes and ears open for detours, updates, and life – buckle up for the journey. The chaos of real time makes it hard to see things in perspective – but in hindsight, there usually appears to be some real method to the madness. Be passionate in your approach to your calling today.

 

Fabienne Fredrickson: American self-help consultant, motivational speaker, entrepreneur, and founder of Boldheart.com and the Boldheart Business programs.

Keep trying to find what you love to do...

 

Many things go into a career choice – personal interests, parental persuasion, following in someone’s footsteps, acting out of necessity, and countless other factors. Those pressures, some gentle, others not, often guide (some say push) people into choosing. And whether it’s a good choice or not, you retain the ability to make it the one you love. My career went through some interesting changes – running a manufacturing business, being a human resource professional for a gaming company, teaching at a university, and consulting. College gave me a foundation to do them all, but it was continual curiosity and learning that helped me to best understand the parts of each that fulfilled my interests and needs. The key is having both the courage to try different things and the passion to run with the ones that excite you. Look for a mentor who listens to you, helps explain things, and answers questions. Don’t be afraid to talk to your boss about the things you’d like to do to enhance your productivity and performance – that’s what I did when I wanted to develop the paperless HR ideas I had. In that, do your homework, develop an appropriate business plan and budget, and be willing to bet your career on it. While it’s never too late to be what you might have been, it’s better to be passionately working toward it throughout your career. Keep your eye on what you really want to be today.

 

Mary Ann Evans (1819 – 1880); known by her pen name George Eliot, she was an English novelist, poet, journalist, translator, and one of the leading writers of the Victorian era. 

Grab hold of your life...

All this week I’ve been writing about the importance of getting involved in what you’re doing, what is commonly referred to as being engaged. Participating fully in your life, work, family, friends, and community. And inspiring those around you to do the same.  It’s that, or a detached acceptance of what’s going on around you – bearing witness, if you will, to the rain washing you away. I suppose it’s easy for some people to just put in their time, but that’s probably not the most fulfilling existence. Put yourself in the shoes of a companion or customer, one who, upon approach, sees little interest in someone doing any more than the minimum – that’s no way to be a friend or service provider. Put yourself in the shoes of the manager of that person – you’d probably suggest they were leaving money on the table in terms of lost sales or opportunities. But as a manager, you might also want to inquire why this employee has so little interest in showing some interest – is it something you, co-workers, the company, or life is doing (or not doing) to make them feel that way. Everyone is different – people have their own styles, habits, and perspectives, and as a friend or manager, you should show interest or concern to help them discover why and how to feel more engaged and a part of something. Maybe no one has ever asked, encouraged, or shown them how to do that. No use letting circumstances wash away your interest when you can discover the excitement of getting engaged in your work and life today.

 

Thomm Quackenbush (born 1980, Cold Spring, NY): American author of speculative fiction including his Night's Dream series.

Cherish is a word that's used to describe...

val·ued

/ˈvalyo͞od/

adjective

1.     considered to be important or beneficial; cherished.

 

Today’s quote is so elementary – you’d think every business leader would get it and support programs that make employees feel valued. And avoid programs that make them question whether their employer values them. It’s not just about money, although paying a fair and competitive wage is important. It’s also about staffing – are there enough employees to be able to meet expectations – or are they asked to do more with less. It’s about supplies – having the right tools, and enough of them, to do the job. It’s about common-sense policies – ones that are positive, not punitive, and encourage catching people doing things right. It’s about managers who are trained to communicate effectively, coach employees to achieve their goals and aspirations, and practice emotional intelligence. And it’s about the countless other little things that show that you care, understand they’re there, and are fair. Remember to put some money where your mouth is – saying one thing and doing less is worse than doing nothing at all. Whatever it costs will be more than covered by the appreciated work of valued employees and the good will and loyalty of customers who feel the love. Again: this is about employee relations, and you should be investing in that all the time. Happy employees – those who truly feel cherished, will make happy customers today.

 

Sybil F. Stershic: Facilitator, author, speaker, and president of Quality Service Marketing, a consulting firm that helps clients improve employee and customer engagement.

Lead by example...

There’s a cottage industry that’s grown up around doing salary surveys – it’s expensive and often contains range data that is less than helpful. Employees regularly complain that they’re not paid competitively, often citing 2^nd hand information that is also questionable. If you really want good data, look at the salaries/wages job seekers list on their information – that can be cross checked with other applicants. Or you may want to contact a local university and ask their business or HR faculty to conduct a 3^rd party survey for you or your local industry) – companies are usually willing to share their data if the school will guaranty anonymity. BUT: employees aren’t so focused on their pay if they are treated fairly in other aspects of their employment. Because when people are financially focused or invested, they want a return (in their paychecks); when they are emotionally invested in their work, they want to contribute. It starts, as I said, with fair treatment, and is supported by good communications, managers that have excellent soft skills and practice emotional intelligence, and a culture that helps employees reach their full potential. Given the number of companies that don’t use practices like these to manage effectively, it seems like it’s easier said than done; but not impossible. It starts at the top, with leaders who support progressive practices, lead by example, and promote employee engagement by being highly engaged with their employees. It’s all part of having a Culture of Excellence, one that invests in its people. Make sure you’re pay practices and policies are competitive and then get your employees emotionally invested in your business today.

 

Simon Sinek (born 1973): English-born American author and inspirational speaker on business leadership. His books include Start with Why (2009) and The Infinite Game (2019).

Inspire people to care...

Treat people right and they will return the favor. That’s how you build lifelong friends and dedicated employees. It’s not hard to do - just think about what makes you want to be engaged. You want someone that’s open and honest – sharing their thoughts with you and interested in what you think. You want someone that puts you first – as an equal who values what you bring to the table and tells you so. They care about your needs and seek to satisfy them, from the right assignments to time off to a seat at the table. One who loves collaboration and sharing the credit and applause that comes from it; and covers you when it doesn’t work out as planned. Someone who always has your back, in good times and bad. That’s what I think supports your employees in meaningful ways that foster their active and enthusiastic engagement. Now add your own thoughts to this list about what it takes to foster engagement, what makes you engaged, and what you’ve seen that works with others. The list can be endless if it inspires people to want to get engaged. Now implement these ideas is sincere and meaningful ways that support your employees and inspire them to get engaged today.  

 

Aaron Tucker is Navy SEAL combat veteran and an accomplished entrepreneur, consultant, and acclaimed speaker on leadership and building high-performance teams. 

Set an example for others...

Simple definitions explain the difference between: 

·       managing (oversee a company, establishment, or undertaking; administer; run) and 

·       leading (the initiative in an action; an example for others to follow).

 

I’m not sure companies explain those distinctions clearly enought to their managers and supervisors. Most of them feel more comfortable managing – they probably got promoted because they were proficient at the technical aspects of a job and were encouraged to make sure their direct reports got equally proficient. Mostly by explaining what and how, and then coaching them to do the same. It’s the “do what I say” method. Nothing in there about explaining why or being a role model; less about inspiring people to do things right. And therein lies a fundamental problem when they then ask employees to be engaged in their work and company. A better approach might lie in adding what’s expected (outputs) and letting employees focus on that more than simply doing something a certain way (inputs). Now those same employees are trusted to achieve objectives, giving them a purpose in addition to a task. Don’t make the mistake of just managing things – expand your role to being a leader who sets an example for his/her people. That approach is what will get them engaged today.

 

Grace Brewster Hopper (1906 – 1992): American computer scientist, mathematician, and United States Navy rear admiral.

Learn more: https://en.wikipedia.org/wiki/Grace_Hopper

Take responsibility for being your best...

Today’s quote pretty much sums up what each of us is responsible for. Simple. Straight forward. What we should aspire to and inspire those we’re responsible for to strive for. It’s a formula for a complete and responsible person. Things every leader should incorporate into their new hire training programs – designed to produce the opposite of scripted, robotic, standardized behavior. Because employees want to be themselves and customers want authentic service.  Manufacturing assembly lines and fast-food production kitchens work because they’re efficient – don’t try to emulate those for service standards. Standardized greetings, processes, and salutations fail because after a short time they sound canned and inauthentic – allow employees to put themselves and their personalities into those functions and they become genuine. So, explain what’s expected, show them how, let them practice their own patterns, provide coaching and support, and encourage them to have fun – that’s how individuals shine. Trust them to think, act, speak, and be themselves, without any contrived imitations, and your customers will reward you with the kinds of great loyalty and reviews that show up on the bottom line. In any business. Give your employees the responsibility to be their best selves today.

 

Marva Collins (1936 – 2015): American educator best known for creating Westside Preparatory School, a widely acclaimed private elementary school in the impoverished Garfield Park neighborhood of Chicago, Illinois.

Don't play the blame game...

ex·cuses

verb

3rd person present: excuses

/ikˈskyo͞oz,ekˈskyo͞oz/

1.

attempt to lessen the blame attaching to (a fault or offense); seek to defend or justify.

plural noun: excuses

/ikˈskyo͞os,ekˈskyo͞os/

2. 

a reason or explanation put forward to defend or justify a fault or offense.

 

You want the people around you – family, friends, colleagues, employees, to be straight with you. Meaning they say what they mean, mean what they say, keep their promises, and accept responsibility for their actions. Trying their best. In good times and bad. Life (and work) is hard enough without having to figure out or interpret what someone says or does. It takes excellent two-way communications – honest and open, to keep you and others on the same page. It takes trust - without judgment or drama, to support and value taking responsibility. There’s no place for blame in dealing with others – once that starts, people feel the need to defend themselves, often with excuses. And that’s just a waste of time and energy. Create an environment of equality, own up to whatever happens, and be open to learning and growing from the facts and results of any situation. Teammates, partners, colleagues, and friends should stay focused on achieving the expected results, remain flexible as circumstances changes, and continue to treat others the way they want to be treated. Accept responsibility. Don’t play the blame game. Don’t make excuses – make good, today.

 

Elbert Green Hubbard (1856 – 1915): American writer, publisher, artist, and philosopher. 

Learn more: https://en.wikipedia.org/wiki/Elbert_Hubbard

Keep at it until you reach your full potential...

Stick to Your Job

 

Diamonds are only chunks of coal

     That stuck to their jobs, you see;

If they’d petered out, as most of us do,

     Where would the diamonds be?

 

It isn’t the fact of making a start,

     It’s the sticking that counts. I’ll say,

It’s the fellow that knows not the meaning of fall,

     But hammers and hammers away.

 

Whenever you think you’ve come to the end,

     And you’re beaten as bad as can be,

Remember that diamonds are chunks of coal,

     That stuck to their jobs, you see.

 

Consider new employees like you would a diamond in the rough – your job is to train, coach, mentor, supervise, inspire, manage, and recognize them. To make them effective (able to achieve the results expected in any situation). That’s your responsibility. Stick to that job today.

 

by Minnie Richard Smith: as published in Christian F. Kleinknecht: “Poor Richard’s Anthology of Thoughts on Success” (1947), page 44

Know when to go and when to go slow...

I can relate to this quote; I often have one speed, and my foot rarely hits the brake. But as time has passed, I’ve learned the benefits, some would say necessity, of pausing to look, listen, and learn. 

·      Just stopping and looking around has the potential to reset perspectives and momentum – from seeing the looks on people’s faces to noting which way the wind is blowing. 

·      I had to learn to ask questions and listen to the answers – it can be fun and fulfilling to be an individual contributor, but two heads (or more) are always better than one. There’s strength and power in numbers.

·      And learning – from mistakes to new developments: if you’re not continuously learning you’re probably falling behind. This applies to everyone (individuals, families, leaders, and companies).

That said: if you let looking, listening, and learning slow you down where and when needed, you’ll be better able to live up to your full responsibilities. As a better person, friend, family member, employee, manager, leader, neighbor, and citizen. The test of your character is what it takes to stop or slow you down. Don't be so full of yourself that you ignore what's being said or going down. Learn this sooner rather than later so you’ll be more effective more of the time. Know when to go and when to go slow today.

 

Robert Reynolds Jones Sr. (1883 – 1968): American evangelist, pioneer religious broadcaster, and the founder and first president of Bob Jones University.

Do what's expected...

re·spon·si·bil·i·ty

/rəˌspänsəˈbilədē/

noun

1.     the state or fact of having a duty to deal with something or of having control over someone.

a.     "a true leader takes responsibility for their team and helps them achieve goals"

2.     the state or fact of being accountable or to blame for something.

a.     "the group has claimed responsibility for a string of mis-adventures"

3.     the opportunity or ability to act independently and make decisions without authorization.

a.     "we would expect individuals lower down the organization to take on more responsibility"

4.     a thing that one is required to do as part of a job, role, or obligation.

a.     "he will take over the responsibilities of overseas director"

5.     a moral obligation to behave correctly toward or in respect of.

a.     "individuals have a responsibility to control personal behavior"

 

Responsibility is a big deal – parents teach it to their children and employers seek it from their employees. And each of us as individuals are expected to practice it. In everything we do. But even with this much emphasis, it’s not as universal as you might expect. Eventually we all must accept full and total responsibility for our actions, everything we have done, and have not done. The part about the things we have done is understandable – to be responsible for the things we say and do. But the part about the things we haven’t done is equally as important – because it’s about not doing what we should or know is right. At work, make sure you let your employees know what’s expected, and then catch them doing it right or coach them when they don’t; in either case, that’s reinforcing behaviors and performance that’s expected. At all the things you do outside of work, family and friends rely on you doing what you say you’re going to do – you may not get in trouble for not doing it, but the people you care about are impacted just the same. At Wynn, our motto was Keep the Promise – sounds simple, but it was a high bar we constantly talked, trained, coached, and wrote about, and recognized in many demonstrable ways. Because it’s what co-workers and customers expected. Make a big deal about the importance of taking responsibility for what you do and don’t do today.

 

Hubert Selby Jr. (1928 – 2004) was an American novelist, poet, and screenwriter.  

Learn more: https://en.wikipedia.org/wiki/Hubert_Selby_Jr.

Go the extra mile...

Continuing with yesterday’s message, after you invest in your employees and they stay with you, leverage that experience and tenure by partnering with them to provide the absolute best service to your customers. Because if they’re well trained, competent, and confident, they’ll feel comfortable putting their personalities into their work and you should be comfortable and confident in allowing them to do just that. To go off script and use their knowledge of your products and customers to provide personalized service. The kind that exceeds expectations in unexpected and helpful ways. Delightful ways. Like when someone asks directions, they’ll take them there rather than to just point them in the right direction. That’s a rather common service practice that more and more companies have adopted; use that example as a baseline and challenge your employees to suggest many more like it. Ones based on their knowledge and instincts. Make them responsible and they’ll take ownership of your service standards – since you can’t get between your employees and guests at that moment of service, it really is all on them. And then stand back, observe, and catch them doing great work. Demonstrably. Putting your money where your mouth is. Adding that kind of trust and respect to your investment will add to their satisfaction and loyalty. And that of your customers as well. Strengthen the partnership with your employees today.

 

Sir Richard Branson (born 1950): English business magnate best known for co-founding the Virgin Group in 1970, which today controls more than 400 companies in various fields.

Invest in loyalty...

It’s often said that employees are the company’s most important assets; too often they’re not treated as such. Machines constantly get regular maintenance. Technology is regularly refreshed and updated. We give employees time off, mostly, I think, on the presumption that those interludes are what’s needed to recharge their batteries. Since companies regularly have to trade-in a whole range of assets as they wear out, I suspect that some of that thinking leads to ambivalence about employee attrition/turnover. But hold on, you shouldn’t be that cavalier about your human assets. You invest a lot of money in each employee – recruitment, competitive wages and salaries, training, and the time and payroll to get each to expected productivity levels. That total investment (which is both necessary and probably more than you think) should motivate you to do things to get them to stay so you can get the maximum rate of return on it. These are called Employee relations strategies to promote retention: including (but certainly not limited to) effective internal communications, an environment that supports the development of their skills (continuous training, coaching, mentoring, cross training), career opportunities, management training (technical and soft skills), a robust recognition and reward program, programs to promote engagement, policies and practices that show you care, and more. Use your imagination. Positive Employee Relations makes a company a place where employees can and want to have a long, productive, and rewarding career. A place where they can be happy, valuable, and loyal (firmly and constantly). It takes time, patience, discipline, and focus to get there. But worth it. Because the longer an employee’s tenure, the higher the return on the total investment in them. Invest in your employees today.

 

Socrates (470 – 399 BC): Greek philosopher from Athens who is credited as the founder of Western philosophy and as among the first moral philosophers of the ethical tradition of thought. Learn more about Socrates: https://en.wikipedia.org/wiki/Socrates