Strut your stuff...

My boss used to tell us that the difference between a good manager and a great one is his or her ability to communicate effectively. And, not for nothing, the people you see getting ahead are those who are comfortable talking to others, either one on one or to a group of people. Whether it’s welcoming people, introducing an employee of the month candidate, or speaking to a gathering of peers or visiting executives. Those are the people selected to represent the company at local events, give interviews when media seeks information, going to conferences and presenting (alone or on a panel), or addressing the shareholders. They’re the ones who take pride in their ability to do this and aren’t afraid to take chances… and they’re the one remembered when promotions are being considered. Because they’re competent and confident. Many companies offer public speaking courses, and they’re also available off site through Dale Carnegie or local community colleges – enroll and ask for tuition reimbursement: nobody was ever refused for trying to better themselves. So, don’t hide yourself when there are opportunities like this available. Stand up, speak up, and show them what you’ve got. You control this ability to stand out and get ahead today.

 

Joe Mari Fadrigalan: Character played by actor and movie producer LaTeace Towns-Cuellar. 

Pay attention to what people tell you...

In business we want people to be straight with us, but not so much that it’s harsh or hurts. Even with the best of training, giving feedback – critical or not, may feel like a rebuke. We all get involved and invested in what we do and seek feedback, especially if it’s good. But truthfully, people often look for the flaws before they notice the strengths of an idea or effort – maybe that’s human nature. But the best lesson to learn is find the positive, informative, and directive in any feedback.  Look at it as an opportunity to learn, a chance to improve, and an approved do-over. Don’t overreact and don’t let your pride get in the way – the facts are always friendly. And on the flip side of this, when giving feedback, remember how you felt when getting it and let that be a good lesson. Most people work together for long periods of time, so use it to build relationships and trust, and treat others the way you want to be treated.  It’s all part of being creative and engaged, so take a deep breath, and make the most of the feedback you get today.

 

Eric S Yuan (born 1970): Chinese American billionaire businessman, engineer, and the chief executive officer and founder of Zoom Communications.

Listen to your peeps...

·      You want improvements, ask your front-line peeps.

·      Empower them to recommend improvements.

·      Listen to what they have to say.

·      Then follow their lead.

 

I recently audited a regional casino company’s policies, practices, and performance: the leaders asked my opinion on the state of their operations and what, if anything, could be improved. After getting their take, I talked to mid-level managers, employees, and customers to get their perspective on how things are. In general, I let their achievements speak for themselves – when the place is clean, employees are smiling, guests are happy, and the place is making money, there’s more good here than not. Of course, there are things that can be improved – even the best places have that, but the leaders and owners here should be as proud of what’s going on as their employees are in making that happen. It’s a matter of seeing the glass as half full rather than half empty – these leaders should be high-fiving the staff and asking them what improvements they might suggest. That creates a culture of trust and respect, where things get better organically because everyone’s taking ownership for driving excellence. You don’t need a guy like me telling you this – it's obvious. Good or bad. That’s why managing by walking around is such a powerful tactic, one that promotes engagement and pride. Trust your employees and support continuous improvement today.

 

Leila Summers:  South African author, editor, and book coach who advises, inspires, and assists fellow writers to realize their full potential.

Smile and the world smiles with you...

I often coach new managers and the first thing I tell them is to walk the floor and interact with employees – talk a little and listen a lot and everything you need to know will be learned there. And don’t scowl (like many think they need to do when promoted) – that’s perceived as arrogance; a smile lets them know you’re proud of your position, approachable, and intent on doing a good job. Far too often managers are called suits from upstairs, as though they’re not in tune with regular workers – put that to rest by being emotionally intelligent: aware and interested in what they have to say. Sometimes they just need to vent so go with their agenda and always get back to them with answers to their questions or concerns. That will allow them to be heard and you to help shape how they feel about the company, you, and management in general. The more you do this the more your smile will become contagious and that’s the message you want to convey. And the prouder you are of them influences how proud they are of themselves. Bottom line: that’s the best way to affect the customer’s experience and satisfaction today.

 

Mason Cooley (1927 – 2002): American educator (French, speech, world literature) and aphorist known for his witty sayings. 

Be proud of the good things you do...

·      Take pride in the things you accomplish.

·      Don’t be afraid to tell your story.

·      And toot your own horn.

 

This quote reminds me how we adapted storytelling to our employee recognition program. Historically, managers selected nominees based on criteria like attendance, performance, and standards. Over time it became more of a universal recognition rather than an award for excellence – the problem was that managers weren’t often around for the of exceptional performance or service that merited the award. So, we revamped the program and asked employees to submit their own stories of excellence in performance, service, and customer attention. We believed that the best champions and cheerleaders are the employee themselves and that they’d want to talk about the accomplishments of which they were proud. Some worried they’d embellish the story, but tall tales were hard to put over on their fellow employees. By and large, the stories they submitted were, in fact, extraordinary examples of excellence beyond our wildest expectations. Things we hadn’t noted or recognized in the past. Things they were very proud of. We often forget that personal pride is a great motivator, especially when people are encouraged to stand up and talk about how proud they are of something they’ve done. To be role models for excellence. We published their stories and watched as they inspired others. Always be proud of your accomplishments, big or small, today.

 

Ayanna Howard (born 1972): American roboticist, entrepreneur and educator currently serving as the dean of the College of Engineering at Ohio State University.

Never lose your passion for making things better...

I was happy working at Wynn because I was encouraged to look for projects that got my creativity going. I had lunch this week with someone I worked with on the paperless and self-service modules we built there on the front end of PeopleSoft. We talked about how those had been flapping around in little corners of both of our minds until we were able to bring them all together for Wynn’s opening in 2005. Lots of stars needed to align for that to happen – there it was new computer technology, processes that cried out for improvement, a company and brand that stood for innovation and excellence, an appetite for well-planned risk, and people who were passionate about their vision(s). There are things everywhere that can use improvement and stars can always be helped into alignment by people with good ideas working diligently and passionately to get them designed and implemented. Ideas that can make a difference and have an impact. Keep looking around at the things you’re doing and don’t be afraid to dream about ways to make them better. Even the smallest things. Let them flap around in your mind until you see them clearly and have an opportunity to talk them up. That’s the way improvements – big and small, begin to take shape today.

 

Elaine Lobl Konigsburg (1930-2013): American writer and illustrator of children's books and young adult fiction.

Show up every day...

Like a coach,

Make sure your team

Works hard and plays hard

And is excited to come to every game.

                                                                            Like a team,

                                                                            Put your hands together

                                                                            Shout as you count to three

                                                                            And passionately break out of the huddle.

Your job is doing whatever it is you’re doing – at work, home, in your community, with passion. Whatever it is, you must show up and do it – no matter what. Whoever you are, there are expectations. It could be hot or cold, sunny, or raining, early, or late – no matter, be there and do your best. With purpose. And passion. Because you can control that. So many people think their presence at work doesn’t matter, but it does. Being there can make a difference. Pulling your weight so others won’t have to do extra; adding your experience so others have a role model; complementing other’s work like lending your voice to theirs in a choir. Somehow, this message must be conveyed to employees everywhere – absenteeism is something that can be controlled and, like I’ve said here before, managers should support that by creating an atmosphere where employees are passionate about coming to work because it’s rewarding and fulfilling. Because they’re needed and appreciated. Because what they do is recognized. Because someone says good morning, goodbye, and thank. Because it takes two to tango. And it all starts by showing up. Go to work and light up the place with your presence today.

 

Tituss Burgess (born 1979): American actor (the Netflix comedy series Unbreakable Kimmy Schmidt) and singer.

Speak up when you have something to say...

Today would have been my mother’s 104^th birthday – she died 10 years ago yesterday, and while I don’t often write about her, I can still hear her saying similar words as today’s quote to me often as I was growing up. Her motto was "everything in moderation," yet she always encouraged me to speak up when I had something to say. It was easier to do that than it was to be still when I had nothing to say – the two, I learned, required practice, discipline, and equal amounts of humility and passion. But once I got the knack, I was more competent and confident in the kinds of discussions that regularly occur at work and in life. Like my mother, leaders should encourage their peeps to follow these words – the results will better overall communications, a culture of trust and respect, and a robust environment of give-and-take discussions. Lively discussions. Passionate discussions. The kinds that make everyone and every situation better. And that always leads to something better, because two heads (or more) are better than one (another something my mother used to say). When these happen, stay engaged, coach people to stay on point, and be an active facilitator – and help your staff to be their collective best. That’s how to get the most out of your team today.

 

David Herbert Lawrence (1885 – 1930): English novelist, short story writer, poet, playwright, literary critic, travel writer, essayist, and painter. 

Learn more: https://en.wikipedia.org/wiki/D._H._Lawrence

Find the best in everything you do...

pur·pose

/ˈpərpəs/

- verb

1. have as one's intention or objective.

·       "I have to help my elderly parents today."

 

pas·sion

/ˈpaSH(ə)n/

noun

1. strong and barely controllable emotion.

·       "I love what I do."

 

Anonymous just means this quote isn’t attributable to anyone – but I bet lots of people have said things similar. Me? You? Any of us. Because people wake up most days knowing what they must do… and although some percentage never follow through, more than enough do. They have a plan, they’re motivated, and some even have that proverbial fire in the belly to get it done. I loved the work I did every day in the gaming business – I had the privilege of doing stuff for people. And I know lots of people who feel the same: a friend in Utica, NY who manages a recycling facility; a woman in Las Vegas making sure that foster kids get the support they need; an award-winning chef in Milwaukee espousing the benefits of a Mediterranean diet; and countless others who inspire those around them to find their purpose and pursue it with a passion. Like the Seven Dwarfs who whistle while they work – it’s possible if you take the time to know what you want and keep your nose pointed in that direction. My consulting partner calls me an eternal optimist, to which I shout ‘why not’ – if we must do something, discover what that special something is and keep at it. Or find the best parts of what you’re doing and do more of them. Or stop running after the unattainable and make the most of what you have. Because every glass has the potential to be half full or more today.

 

Anonymous (born on any given day): Often, some unassuming soul doing what needs to be done. Too often, nobody notices. But it could be you.

Make it a job you love...

·      There’s a great story behind today’s quote – read about it here:  

o   https://en.wikipedia.org/wiki/One_Week_Job

 

Sometimes, when it’s time to finally go to work, people don’t know what job they’d like. In general, I don’t think we do a good enough job preparing people, young and old, for the task of discovering what they’d love to do. I think businesses should send representatives from their workplaces to give presentations in local High School and Community College classes about the types of career opportunities available in their community. The old recruiter in me thinks it makes sense to plant the recruitment bug early as a way of building interest and a potential pipeline of passionate employees. And it makes sense for families to discuss those with their kids around the dinner table… I especially liked the part where (in the attached link) the father said: “It doesn't matter what you do, just make sure it's something you're passionate about.” And companies and their supervisors have the means and the methods to make every employee love their job – it takes work – planning and focus, but it’s worth it. And finally, you should do a SWOT analysis on yourself and the jobs you’re considering – because, in the end, you’re the one that must do the job… and love it. Which about sums it up: finding and believing in a job you love is best for everyone: from kids to customers (and everyone in between[1]) today.

 

Sean Aiken (born 1982): Canadian college student who discovered a clever way to find out what he would like to do and started The One Week job project where he worked 52 jobs in 52 weeks to find his passion. 

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[1] From kids to parents, schoolteachers, classmates, career coaches, recruiters, job seekers, hiring managers, co-workers, supervisors, shareholders, and, finally, to customers.

Get engaged in getting your employees engaged...

Anyone working in the past 25 years knows the story of Zappos – started by a guy who had a bad experience buying shoes at the mall. It was a company with a unique company culture, full of fun and weirdness.  Back then, a purchase most often started with a phone call, and unlike just about any other company that did customer service over the phone (then or now), theirs was great. Because they put themselves in the mindset of the customer. In the ensuing 25 years, too few others have learned and followed the Zappos’ message. They showed it could be done – but it needed employees who enjoyed their work, managed by people who cared in dozens of small but important ways, and practiced the Golden Rule – threat the customer like you want to be treated. Just this week, I had to call three different companies – all 3 had answering messages that started by apologizing for “wait times impacted by unusually high call volumes”. Back when Covid started and nobody could go to work, that excuse was plausible; today it’s most likely caused by short staffing, either by design or because nobody wants to work in those poorly managed businesses. You want your business to grow and prosper, take care of your employees and they’ll take care of your guests. There’s no magic to it: happy employees make happy customers. The moral of this story – focus on making your employees happy[1]. Unfortunately, that’s a lesson too few companies seem to care about learning today.

 

Stephen Covey (1932 – 2012): American author (The 7 Habits of Highly Effective People), businessman, educator, and speaker.

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[1] Do that by (a) hiring only people who care, (b) providing training, coaching, and support, (c) listening to their concerns and giving them straight answers, (d) making sure they have what they need to do their job, (e) treating them fairly – as individuals, not numbers, (f) trusting and respecting them, (g) catching them doing things right, (f) practicing emotional intelligence, and (g) being a servant leader.

It's worth investing in happiness...

Loving what you do makes it easy to want to want to show up every day, do good work, get engaged, be a team player, take pride in what you do, care a lot, and stay there forever. So, hire the right person for the job and work with them to make it the one they love. Seems like a ‘no-brainer’ then to create a culture that makes them feel welcome, where you make sure they have the right tools for the job, allow them to flourish, and tell them every chance you get that it’s good to have them there. Once they are acclimated, competent and confident, they’ll start looking for more responsibilities, cross-training, volunteerism opportunities, coaching and mentoring assignments, and generally wanting to do more and be more. These are the people who can’t wait to tell family, friends, and colleagues how happy they are – that’s infectious. They’re the ones who make a positive ROI on the cost of employing them. Want to know about that ROI: get out a ledger and put a dollar figure to that calculation: 

 

·  In one column list what you spend on their wages and benefits, costs associated with turnover, and other expenses for the employee relation’s strategies you use to make happy, highly productive, supportive, loyal, engaged, and long-term employees. In other words, the costs.

·    Opposite that, list the value (ROI) of how much it’s worth to you and the company to get extra effort, extra enthusiasm, extra good behavior, extra good attendance, extra production, extra tenure, and extra customer satisfaction. These are the benefits of having happy employees.

 

The calculation isn’t that hard – most good HR people can do that math. Ask them. And if they can, they’ll probably also know programs to make this happen. Work on it. Understand that ledger and decide if you’re investing enough to have employees who don’t leave their hearts at home today.

 

Betty Bender: American educator and author.

Believe in caring...

Employees in for-profit companies rarely believe in the cause of the organization. The rare exceptions are those like Patagonia, where the owner is focused on environmental issues and makes products that support that mission; or Panda Express, a fast-food Asian chain where the owner gets personally involved in promoting the organization’s workplace culture; or Nike, a lifestyle company centered around athletics and health; or Tesla, Apple, Mirage, and others. All have or had charismatic leaders who identified with their brand, customers, and employees. The bigger and more corporatized the organization, the less that happens. 

And then there are non-profits, built around ideology and mission, whose founders are like missionaries. Jon Ponder’s Hope for Prisoners is built around helping ex-felons successfully re-enter society, families, and their careers. And CASA (Court Appointed Special Advocates) is focused on helping foster kids make it successfully through a system that seems stacked against them. The key to all of these are the leaders whose lives and missions are intertwined; they do it because it’s their calling and they inspire their colleagues and employees to feel the same. Their engagement is contagious. Not surprisingly, employees in those companies give back to their communities through volunteerism and other charitable acts. 

If you care about something, weave it into workplace programs like recruiting, onboarding, training, reward and recognition programs, performance reviews, and more. Let your employees know what’s important and encourage them to get engaged today.

 

Dr. Paul Marciano is a leading authority on employee engagement and respect in the workplace. He helps organizations cultivate, manage, and grow their human capital through targeted behavioral solutions.

Be appreciative if you want to be appreciated...

·       19% of employees say they are extremely satisfied with their company as a place to work

 

Everything an employee experiences throughout their lifecycle with your company directly impacts their motivation, their productivity, and ultimately, their engagement. I read the bullet above to mean that 4 out  of 5 employees are less than extremely satisfied with their company as a place to work – delve deeper into that and some percentage of those are neutral, or worse, dissatisfied (some actively so). How did that happen – you recruited, interviewed, and selected them, got their acceptance, and probably made their first day(s) with you good enough that they came back for more. What soured them? 

 

Are your supervisors and managers trained to skillfully and effectively onboard, train, and coach them during their first weeks on the job? What objectives do they have for achieving results that motivate the new employees and make them want to be engaged, and how are they evaluated and if needed, coached to improve? 

 

Best practices state that (1) trained interviewers know the right questions to ask and how to make appropriate new-hire selections; (2) supervisors are trained to provide consistent and effective training to all new hires; and (3) managers and supervisors are provided soft skills training to be effective in their roles as communicators, coaches, and motivators. And while most companies have a probationary period during which new hires either make it or don’t, they should also evaluate every supervisor and manager at the conclusion of that new hire’s introductory period to make sure it was done thoroughly, effectively, and successfully (meaning the new hire quickly becomes competent and confident and begins to be engaged in their work and workplace). That shows you care about them, appreciate them, and want them to succeed. 

 

That’s what it takes to make your employees satisfied with their company as a place to work. Take time to do these if you want your employees to feel that way  and reciprocate in a thousand ways today.

 

Lido Anthony "Lee" Iacocca (1924 – 2019): American automobile executive who was one of the few executives to preside over the operations of two of the United States' Big Three automakers and develop several iconic automobiles (Ford – the Mustang) and (Chrysler – the Minivan).