You can't say enough about dependability...

a·bil·i·ty

/əˈbilədē/

noun

      1.    possession of the means or skill to do something.

      2.    talent, skill, or proficiency in a particular area.

 

de·pend·a·bil·i·ty

/dəˌpendəˈbilədē/

noun

1.     the quality of being trustworthy and reliable.

 

Throughout my career in hospitality HR, attendance was the #1 cause of progressive discipline and reason for termination. Given that, most hospitality managers would agree with today’s quote. Because an employee’s performance – their talent, skill, or proficiency, is either enhanced or diminished by how trustworthy and reliable they are. So, while it’s good to assess a candidate’s skills and abilities during an interview process, it’s equally, if not more, important to assess their attitude – like optimism, flexibility, and resilience. The ones that predict whether they are trustworthy and reliable. Whether they’ll come to work and diligently approach their duties and responsibilities every day. That, I suggest, is possibly more important that if they can perform as expected. Why? Because you can’t teach attitude – people either have it or they don’t. If they do, you can teach and coach what’s needed technically. If they don’t, you’re apt to be disappointed. You’ve just got to learn what to ask and look for. That’s what I did for the more than 125,000 employees we hired during my tenure and it’s one of the main reasons our annualized turnover was under 10%. I’ve said it many times before, and I’ll say it again: hire for attitude and train for skills today.[1]

 

Robert Anson Heinlein (1907 – 1988): American science fiction author, aeronautical engineer, and naval officer.

https://en.wikipedia.org/wiki/Robert_A._Heinlein

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[1] If you want to learn more, contact me at arte@sdwnet.com

Your word is your bond...

We’re judged by our promises. Not so much by the things we say – that’s why ‘talk is cheap’. But a promise is a personal commitment no different than a contract – in that light, we must be careful what we promise. That said,

·      “It is OK to say 'no': you may be questioned why so it’s always good to have a reason.

·      It is OK to say 'I will think about it': just don’t forget to do that and always get back to the one to whom you made the commitment.

·      It’s OK to say ‘I’ll try’: make sure to follow through and keep everyone updated.

But once you promise something, do it. If you subsequently can’t follow through, make that known immediately to everyone concerned. But it’s not just actual promises that this applies to – if you say you’re going to do something, promise or not, the person to whom you said that thinks it’s a commitment – and most people consider them the same. Maybe it’s a gray area, but to the people relying on you, it’s not gray at all. It’s all about being dependable – if you say you’ll do something, do it. If you subsequently can’t, speak up immediately. And it’s all about common courtesy – someone is relying on you and others may be relying on their reliance on you. Stay in touch with them, provide updates, make sure there are no surprises. This is one of those areas where talk is NOT cheap – so don’t be cavalier when someone is relying on you and your word. More than many other things in life, this is the stuff of reputations: don’t blow something off if someone is relying on your word. Keep your promises today. 

 

Izey 'Victoria' Odiase: Self-Care & Personal Development Advocate.

Give one heart to get back two...

Leaders must earn the respect of those they lead. And even though bullies and some new supervisors think respect comes with their title, that’s never the case. They can demand respect and delude themselves into thinking they have it, but it is only an illusion. Because those being led will know that their leaders don’t respect them, that they don’t respect their leaders, and that the environment of disrespect will eat away at their self-esteem, morale, performance, and the quality of their work. That’s why parents teach their children to be respectful, why every religion preaches tolerance and respect, and why you should make respect – genuine, two-way respect, a cornerstone of your policies and culture.  You might consider getting rid of all the other rules and policies in yo9ur handbook and replace them with The Golden Rule – to treat others the way you want them to treat you, and to respect others as you want them to respect you. Anything positive or negative about someone’s performance and behavior can be defined in those terms. And even if you don’t want to go that far, just start talking about respect with your team, show them respect, and ask for it in return. Start catching people being respectful today.

 

Paulo Coelho de Souza (born 1947): Brazilian lyricist and novelist and a member of the Brazilian Academy of Letters since 2002. His 1988 novel The Alchemist became an international best-seller.

Be a role model for ethical leadership...

In this quote, Einstein was referring to how he acted towards people he worked with at a university. That same philosophy should be applied by all of us towards others where we work, especially as we get higher up in the organization. Think how you felt when executives spoke to you, or remembered your name, or asked what you thought. Like you were a big deal. Probably told your family about it around the dinner table that night. A leader’s actions and words – positive and negative, often have greater impact than they realize. Simple recognition or a pat on the back will be remembered. Empathy and interest are hugely motivating.  A little coaching goes a long way. Conversely, the leader who walks past employees without paying any attention or speaks down can have a negative effect on morale and overall positivity. It’s important to be seen, but it’s more important to be engaging; one without the other is a lost opportunity. Together they set a tone of caring, concern, and team that are at the heart of trust, respect, and ethical leadership. And it sets the model for leadership at all levels. Speak to everyone in the same way today.

 

Albert Einstein (1879 – 1955): German-born theoretical physicist who is best known for developing the theory of relativity. He received the 1921 Nobel Prize in Physics.

https://en.wikipedia.org/wiki/Albert_Einstein

New supervisors need training and practice...

Too many good line employees get promoted to supervisor or manager without receiving the training they need to be effective. Absent that training, they may have difficulty making the transition, often using inappropriate or ineffective techniques to establish their authority over their former colleagues. It’s a recipe for failure. They need to learn and practice soft skills like communications, coaching, and handling difficult conversations; they also need to be schooled in the ‘what and why’ of the policies they need to manage and enforce; in this, whoever promoted them must be required to a coach and mentor them for at least 6 months as they find their new footing. Without these strategies, you run the risk of losing a good employee and alienating the people they need to work with and supervise. All because you lacked the kind of plan that can make this a successful transition.  You most likely remember when you first got promoted and the things you wanted and needed to be successful – now craft a training program to give them what you know they need. Otherwise, you run the risk of your new supervisor trying to force his or her authority the wrong way – through missteps, potential arguments, and an environment of animosity. Give your new managers and supervisors the training, tools, and support they need to be successful today.

 

Albert Camus (1913 – 1960): French philosopher, author, dramatist, journalist, world federalist, and political activist.[1]

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[1] He was the recipient of the 1957 Nobel Prize in Literature at the age of 44, the second-youngest recipient in history. His works include The Stranger, The Plague, The Myth of Sisyphus, The Fall and The Rebel.

 

Principles matter...

“Integrity is the seed for achievement. It is the principle that never fails.” Earl Nightingale

 

Someone with integrity is known for their honesty, trustworthiness, and strong moral principles. Everyone understands the first two – honesty and trustworthiness, but maybe it would be helpful to list some generally agreed upon moral principles:

·      Respect: Treating others with consideration and valuing their dignity, regardless of differences in background or beliefs. 

·      Responsibility: Taking ownership of your actions and being accountable for their consequences. 

·      Compassion: Showing empathy and concern for the well-being of others, particularly those in need. 

·      Kindness: Being helpful, considerate, and generous towards others. 

·      Fairness: Treating everyone equitably and justly, without bias or favoritism. 

·      Loyalty: Being faithful and supportive to those who are close to you, including family, friends, and colleagues. 

·      Integrity: Acting in accordance with these principles even when faced with difficult situations and choices.

Many companies include one or more of these in their value statement(s), using them as guideposts for expected employee behavior. You want to be around people like this. In life and at work. Make it known: (1) include these principles in your recruitment, training, and employee relation’s policies; (2) make them a part of your regular discussions and reviews; (3) embed them in every aspect of the time your employees are at work. In my experience, employees who live by these kinds of principles have a positive attitude and good overall performance and attendance. Reinforce the importance of integrity today.

 

Earl Nightingale (1921 – 1989) was an American radio speaker and author, dealing mostly with the subjects of human character development, motivation, and meaningful existence. [1]

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[1] He was the voice during the early 1950s of Sky King, the hero of a radio adventure series, and was a WGN radio program host from 1950 to 1956. Nightingale was the author of The Strangest Secret, which economist Terry Savage has termed "…one of the great motivational books of all time." During his lifetime, Nightingale wrote and recorded more than 7,000 radio programs, 250 audio programs as well as television programs and videos.

 

It's about doing what's right...

Our days are filled with choices:

·      Attitude is a choice: decide whether you want to see the glass as half full or half empty. Too many see it as half empty and, surprisingly, don’t seem to understand why. Choose to find ways to fill it.

·      Happiness is a choice: A study published in the Journal of Neuroscience found that it takes an average of 12 muscles to smile and 50 muscles to frown. Why waste the energy?

·      Optimism is a choice: Optimists see that glass as half full and can’t wait to find ways to fill it further – the opportunities are endless.

·      Kindness is a choice: I bet you don’t like it when someone is unkind to you – remember that.

·      Giving is a choice: It’s a shame that it takes so long to learn this simple truth – it’s better to give than to receive. But don’t worry, the more you give the more you get. 

·      Respect is a choice: It’s right there in the Bible, the Torah, and the Koran – they each urge believers to show respect to all people, regardless of their status or background. 

·      Integrity is a choice: Do what’s right, even when nobody is looking.

Choose wisely today.

 

Roy T. Bennett (born 1963): American author of The Light in the Heart.

Put your thinking cap on...

If you’ve ever had rabbits, you know exactly what this is like. But we don’t often think the same about ideas – coming up with one is tough. For me, it wasn’t that I had to work hard to think one up – once I focused on the need to improve things like collecting and tracking applications, ideas jumped out at me. Like they say: necessity is the mother of invention. During my professional career, these solutions came from the constant technological improvements that were occurring. At first, I was intimidated by computers, but my needs plus a genuine curiosity about how they worked spurred me on. I realized that (1) change can be good, (2) learning new things was important, (3) failure is the flip side of opportunity, and (4) you never know if you can unless you try. The same is being said about the explosive growth of AI and the challenges and opportunities associated with it. We must fight the urge to say “NO” to anything new – once you get beyond that, curiosity, creativity, and the thrill of finding ways to improve whatever it is you’re doing will start to happen. Get your employees engaged in this kind of discovery process – the benefits can include improved job satisfaction, career fulfillment, and sense of accomplishment. Establish a creative mindset in your department and watch individual performance and morale, customer satisfaction and loyalty, and overall profitability begin to improve today.

 

John Steinbeck (1902 – 1968): American writer who won the 1962 Nobel Prize in Literature.

Be available for and open to questions...

I know too many managers who sit in their offices doing paperwork, expecting (but not hoping) that people bring questions to them. From my experience as an HR manager, people tend to think of management offices as something akin to the principal’s office from their schooldays. Rule #1 for all managers is to spend more than half their time out of their offices, walking around, getting to know their employees and the work they do, and cementing the impression they are approachable. Rule #2 is to make sure that they answer every inquiry, establishing an environment where employees know they can ask whatever’s on their minds. They’ll naturally be wary, and often subjected to ridicule by co-workers, but you must keep walking until those two obstacles are removed. Even if initial comments and questions are meaningless or perfunctory. Because the dumbest question is the one never asked, and while those who do ask may be a fool for a minute, those who don’t remain a fool forever. Effective managers create and maintain a dialogue with their employees and establish the kind of rapport that creates two-way trust and respect. Then employees begin to act like colleagues and collaborators rather than merely direct reports on an organizational chart. Then they become actively engaged in the success of your business. That’s when your work and theirs becomes fun. Everyday. Start that process today.

pro·verb

/ˈpräˌvərb/

1.     A proverb is a short, well-known saying that expresses a general truth or piece of advice, often based on common sense or experience. They are typically metaphorical and part of a culture's oral tradition.

Even the smallest steps matter...

Every litt

Sometimes it’s hard to imagine something new and innovative. We’re often blinded by habit, an acceptance of the status quo, and a fear of change. We get comfortable and complacent. A way out of this malaise is to make it a part of your employees’ jobs to make suggestions for continuous improvement – this will challenge their thinking and get them engaged in the effectiveness of their efforts and the company’s overall performance. Start during on-boarding – review their job description and tell them this is only a starting point . At the end of their new hire training, ask for feedback about the way things are set up currently – let them know you may not always accept their recommendations, but they’ll always be considered. In some cases, creating teams of employees to discuss these ideas may spur their competitiveness, collaboration, and thinking. And during regular performance reviews, whenever they’re held, make this a part of your discussions – and be sure to recognize and reward successful improvement recommendations. It’s all about making sure that employees are effective, and always thinking of ways to improve their effectiveness. It’s not about doing the same things over and over despite the need to change and improve them. Help them start to see the value of the things they can envision today.

 

Henri-Louis Bergson (1859 – 1941): French philosopher who was influential in the traditions of analytic philosophy and continental philosophy, especially during the first half of the 20th century until the Second World War, but also after 1966 when Gilles Deleuze published Le Bergsonisme.

Being there matters...

 My daughter and two granddaughters vacationed with us for two months this summer. These kids, mine and hers gave me a lot of hope for the future. Not so much the one we’re leaving them as the one they’ll create. And I was again reminded that when I started at the Golden Nugget, the boss suggested my title be “Daddy” – because he believed that managers and supervisors should work with employees like parents deal with their kids. Meaning you may have to say no from time to time, but you’ll always love and support them. Meaning your job is to help them be all they can be, even when that takes you more than you expected. Meaning at the end of the day you get them back around the dinner table to review what’s happened and what’s planned. Meaning, employees, like children, are apt to live up to what you believe of them. That belief and support will help them get through the best and worst of times and, no matter what, you’ll always be there for them. Knowing that someone cares is an important component of learning to care for yourself. Be there for your employees today.

 

Claudia Alta "Lady Bird" Johnson (1912 – 2007): First Lady of the United States from 1963 to 1969 as the wife of President Lyndon B. Johnson.

Watch for the winds of change...

The easiest thing we can do is maintain the status quo. It’s familiar, doesn’t take much effort, and is often seen as not involving any risk. As in ‘nothing ventured, nothing lost’. Employees like it because it isn’t challenging, it takes no extra effort, and doesn’t involve changing the things they’ve grown accustomed to. But trends and preferences and market conditions change, and your competitors may not have been so lackadaisical. So, what seems safe and easy can be risky, so much so that if left unchecked, it can cost companies their market share and employees their jobs. This happened to the Las Vegas gaming market in the 80s. First, they didn’t see Atlantic City as a potential challenger and when they again slipped into complacency after beating back the Atlantic City challenge, their false sense of security failed to see the challenge of the Mirage. Their failure to invest in facilities and amenities created the opportunity for Mirage’s integrated resort concept to capture the market. But there’s nothing like somebody else’s success to spur the competition to action – six new Las Vegas projects then came online quickly with buildings that emulated the best of the new concepts. While most don’t like change, they know it’s the best way to remain competitive and successful. Keep one eye on the competition and the other on your planning process today.

 

Bob Iger (born 1951): American media executive & businessman who is Chief Executive Officer (CEO) of the Walt Disney Company.

Never humiliate or embarrass people in public...

I thoroughly enjoyed the role I played in helping Wynn Resorts open its first casino in Macau. It challenged us to adapt everything we did to reflect Asian cultural dynamics. Central to that was the issue of ‘saving face’, the concept of maintaining one's reputation and avoiding public humiliation or shame. It's about preserving social standing and dignity, both for oneself and for others. It is deeply rooted in the cultural emphasis on relationships, social harmony, and collective identity. That is very different than how US companies deal with US employees. It is about dignity and self-esteem which isn’t quite the same as vanity. We had to train the US managers that were selected to work there how to approach this issue when dealing with employee relations issues. Las Vegas-based managers rarely considered dignity and self-esteem when dealing with employees – that ‘old-west’ mentality finally met its match when the company committed to treating all employees with the kind of respect found when showing concern for employee’s dignity and self-esteem. It made for better managers and a better company. In today’s global economy, we can all learn from cultural issues found in other countries. This concept is critically important as companies try to go from good to great – because you can’t get there without satisfied and happy employees. Wherever you work, remember to respect others dignity and self-esteem today.

 

Randy Pausch (1960 – 2008): American educator, a professor of computer science, human–computer interaction, and design at Carnegie Mellon University.[1]

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[1] Pausch learned he had pancreatic cancer in September 2006. In August 2007, he was given a terminal diagnosis: "three to six months of good health left". He gave an upbeat lecture titled, "The Last Lecture: Really Achieving Your Childhood Dreams" on September 18, 2007 at Carnegie Mellon, which became a popular YouTube video and led to other media appearances. He co-authored a book of the same name, The Last Lecture, which became a New York Times best-seller.

Being nice matters...

I know it when I walk into a business, and I bet you do too. The look on employees faces and their body language while dealing with you says it all: they like working there or they don’t, they are well-treated or they aren’t, the company cares about employees and customers or they don’t. It’s in their eyes and the bounce in their step. Most can fake it in the greeting, but not much beyond that. If it’s all good, they’re engaged and engaging; if not, they’re just going through the motions without any real concern for your satisfaction. If they’re not satisfied, they won’t much care if you are. There’s a whole litany of things managers can do to motivate and inspire employees – many can be found in these daily messages, but if you don’t have much time or bandwidth, a simple hello, goodbye, and thanks can let them know you care. Then so will they. But if you’re constantly cranky, distracted, and dismissive they’ll feel it and be dispirited because those are as lethal as a bullet. Political and market conditions have produced an unemployment rate of 4.2% (as of last month) – at this rate people who are looking can find a job. But most managers tell me that they can’t find good employees – put those two together and good people who aren’t treated well and are unhappy where they are will look for a better job situation. Treat your employees the way you want to be treated – the way you want them to treat your customers. Do that and dodge the negative customer satisfaction bullet today.

 

Laura Hillenbrand (born 1967): American author whose two bestselling nonfiction books, Seabiscuit: An American Legend (2001) and Unbroken: A World War II Story of Survival, Resilience, and Redemption (2010), have sold over 13 million copies, and each was adapted for film.

Style and service beat size every time...

I broke into the gaming business at the Golden Nugget in Atlantic City. The smallest casino there at the time. Which became the #1 casino in every category. Size didn’t matter. What mattered was style and service, as it always does. The staff there proudly participated in that style and reveled in the success and notoriety it produced. Like David and Goliath. Like all little guys who refused to let size hold them back. There were much larger properties and corporate egos there and I’m sure some bristled at the Nugget’s success and market dominance. They might have learned from the things we did, but their egos were apparently unable to copy the workplace culture that made it possible. Because success like that means trusting and respecting the front-line staff that makes customer experience and satisfaction possible, listening and responding to their suggestions, and giving them the tools to do their job. A leader’s role is to provide the vision of what a product should be, marshal the resources to bring it to market, build an organization to carry out the plan, and support the staff to create the success. Those employees still talk about how special working there was, and many remember it as the best job they ever had. A culture, I’m proud to say, that was repeated in the other resorts we built around the world. Much to other’s chagrin, the fact that size isn’t the determining factor in success and stature is a lesson to be learned. Whatever the size of the enterprise, inspire and support your employees to make it great today.

 

Thomas Henry Huxley (1825 – 1895): English biologist and anthropologist who specialized in comparative anatomy.[1]

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[1] He has become known as "Darwin's Bulldog" for his advocacy of Charles Darwin's theory of evolution.