Tag: human resources

Help!

On By Cathy NoiceIn Workplace NavigatorLeave a comment

This is another key principle from “The Essential’s of Leadership” developed by Development Dimensions International (DDI), ask for help and encourage involvement.  Sounds simple. But is it? For most, it’s difficult to give up the reins.  Most of us are compensated for being an expert, a technician, highly skilled in creating widgets or leading others.  I think we find it difficult to ask for help when we are supposed to be the go to person.  The answer man.  “Go ask Cathy, she’ll know what to do.”

I’m not suggesting that this is asking for help with bringing in grocery bags or changing the water cooler bottle.  This is more about asking for help and getting involvement on a process, procedure or project.  Maybe it’s asking your child to select a recipe and make it for dinner, having your assistant design a page of a website or putting an ad hoc team together to do some process improvement.   This creates buy in and helps advance everyone’s skills.  The helper gets some mastery in a new area and you get better leadership and delegation skills.  It’s a win-win.

In the book, “Multipliers” by Liz Wiseman, one of the five disciplines of a Multiplier is being The Liberator. The leader that liberates is one who “releases others by restraining yourself.” This can be difficult when most people assume that the highest ranking person in the room is going to make the decision.  Time to sit on your hands and let your child, coworker or partner, flourish.

So how do you get on board?  Here are some steps:

1. Let go.  It’s time to let go.  I know it’s easier to do it yourself.  It’s faster.  More efficient.  Saves time, money and (sometimes) aggravation.  In the long run, it will pay dividends.  One of the hardest steps as a parent was to let my child cut an onion.  Handing a child a sharp cutting blade and a round slippery peeled onion sounded like a formula for disaster.  I had to let go.  If they cut off their finger, we’ll go to the emergency room (I’m happy to say it didn’t happen with either child).  How are they ever going to learn?  The bonus is, I’m not the only one who can chop onions.

2. Drop assumptions.  Unless you are clairvoyant, you don’t know what is really going to happen. Your assistant may have totally botched the last spreadsheet you delegated to him but, hey…he probably learned something and will do just great this time.  Quit predicting disaster and let them fly.  If they fall on their face, they will have learned something and so will you.

3. Get clear.  Make sure you and your helper  are clear about project parameters, deadlines and expectations.  If you tell your coworker that we need a budget for the fund raising project, make sure you explain how to develop the budget, when it’s due and any expectations for the format.  It’s not a good idea to send them off in the dark and hope for the best.  Clearly delegate for the best outcome.

4. Be available.  Once you have delegated, be available for course corrections.  I once asked my daughter to make macaroni and cheese while I attended an evening meeting.  The box asked for 1/4 cup of milk.  Somehow my eleven-year-old thought that meant 4 cups of milk.  The end result was a milky cheesy macaroni soup.  I had not been available to answer questions.  If you can’t be available, it may not be the right time to delegate.

5. Accept.  Be prepared to accept any outcome.  The results might be great or they may be a disaster.  Give encouraging feedback about the results regardless of the outcome.  A colleague of mine would say this is “pumping sunshine.” I’d like to think it’s encouraging their mastery.  I’m not suggesting that you gloss over errors that were made.  My daughter now knows the difference between a 1/4 cup and 4 cups (and we didn’t eat the macaroni).  Better luck next time. At least she tried and now, at nineteen, she can cook on her own.  Accept the results and encourage them to continue.

I realize that there may be things that are beyond someone’s abilities.  If it’s too much of a stretch, set realistic expectations.  My daughter won’t be making a turducken anytime soon.  Heck, that’s beyond my skills.  The important thing is to empower those around you and watch them blossom.

How do you encourage involvement?

Think outside the Boomer Box.

On By Cathy NoiceIn Workplace NavigatorLeave a comment

The next generation is invading the workforce and we are all going to need to adapt.  The expectation of a recent college graduate is vastly different than those boomers who are checking their 401k balance everyday and trying to figure out their escape plan.  For those of you who haven’t been in a college classroom lately, let me bring you up to date, the twenty-somethings are texting on their smart phones, sitting behind laptops and  have never cracked the spine on an encyclopedia.  So imagine the shock and horror, when they enter the workforce and they are dumped into a joyless cubicle, only have access to company approved websites and can’t use their cell phone because it’s prohibited by company policy.  Hmmm.  I think we have a problem.  We just put the handcuffs on; we’re bridling a generation that doesn’t even know what that means.

The average Millennial, born between 1980 and 2000, is expected to work 1.7 years at any given company.  In Human Resource terms, that is a blink of the eye.  Recruiting, attracting, on-boarding, training and retaining seem hardly worth the effort for 1.7 years of tenure (unless of course you are McDonalds).

So how are you going to retain these “kids”?  We’re going to need to take a hard look at our work environments, policies and leadership skills and adapt.  Some boomers may delay retirement for a few more years but there is going to be deficit in the skilled employable talent pool.   The Bureau of Labor Statistics estimates that within 8 years, Gen Y will be the majority generation in the workforce.

Here are some ideas on how to hold on to Gen Y and Z:

1. Purpose.  GenY can easily work for the Peace Corps in Africa for 2 years as work for a for-profit company. This group is looking for a higher purpose.  Profit for shareholders isn’t likely to cut the mustard.  If you can link your company’s vision and mission to a higher purpose, Gen Y might stick around.  Is your company giving back to the community, developing green initiatives or supporting a cause?  Are you communicating that or are you writing checks and keeping your mouth shut?  Communicate it.  Often.  And in varied ways

2. Feedback. Give it to them straight.  In an article from the Harvard Business Review by Meister and Willyerd called Mentoring Millenials, what Millenials want from their boss is someone “who will give me straight feedback”.  No sugar coating.  No veiled criticism.  Cut to the chase.

3. Recognition.  This is the generation where everyone got a trophy for just participating and in some cases, they didn’t get grades or never kept score during the game.  They have been recognized just for showing up.  This doesn’t need to be a huge budget for purchasing trophies for “just showing up to work,” a specific, sincere thank you for a job well done and why it’s important to the company’s goals will suffice.  This will build loyalty.

4. Freedom. You might think about how much latitude you are giving this next generation.   Antiquated policies about dress code, cubicle decorum and a staunch 8 to 5 work schedule isn’t likely to attract these folks.  If your business permits (I’m not suggesting that a bank teller should be able to work virtually), loosen the reins a little.  If you want some contrast, check out this video about Zappos culture.

5. Social. This generation has been collaborating and socializing since grade school.  Is your company culture open to supporting collaboration below the executive team?  Are your departments throwing a BBQ once in a while?  What are you doing to get to know your younger employees?  Get social.

6. Technology.  They are going to demand that you have technology.  A 2008 LexisNexis® Technology Gap Survey found that only 14% of Boomers access social networking sites from work; 62% of Gen Y do. Does your workplace permit such things as Facebooking at work? Have you figured out how to manage it?  The workplace is changing.

7. Challenge.  Busy work isn’t going to cut it.  This group isn’t about “paying their dues” for 10 years before having an opportunity to test the waters.  My nineteen-year-old daughter had an internship this summer for a documentary company.  Within three weeks of starting, they let her edit a piece of the documentary.  Is your company willing to do that?  How are you challenging this next generation? Challenge them early and often.

8. Open. Whether you are ready or not, within the next eight years more than 50% of the workforce is going to be Millenials.  Are you open to change?  Regardless, it’s going to happen.  Work/life balance, flexible work schedules and virtual offices are here to stay.  Think outside of the boomer box and open yourself up to the next generation.

I realize that not all industries can adopt all of these measures, but we can take some steps on one or two.  This is not one-size-fits all.  The point here is to stay ahead of the talent war looming  within the next decade.

Gut Whisperer

On By Cathy NoiceIn Workplace NavigatorLeave a comment

Hindsight is twenty twenty.  How many times have you said that? Why didn’t I…? I should have…? You know that you knew better, but you couldn’t put your finger on why you knew what you knew…but you knew it and you went the opposite direction.  And then you proceed to beat yourself up.  You needed to go with your gut.  But you ignored it.

Dr. Richard Restak has studied this and written about it in his book “The Naked Brain.”  Basically, the more you ponder, research, and weigh out your options, the less desirable the decision.  That is your rational brain at work.  On the other hand, your limbic brain, is your gut.  You can’t put your finger on why you don’t want to hire that guy, but your gut is telling you not to.  Listen to your limbic brain.

I’m sure you remember taking standardized tests in school.  Your teacher told you to go with your first impression – your gut.  When you start overthinking, you will likely make the wrong choice.  In fact, in studies on those who have lost use of their limbic brain (i.e. brain injury) and only have use of their rational brain, they cannot make a decision.  They are stuck in a rational loop of analysis paralysis.  They would never finish the test.

So how do you move from the rational loop to becoming a Gut Whisperer?  Here are some suggestions:

1. Narrow. As in narrow your choices.  If you go to a grocery store and there are 15 choices of jams in a display versus 5 choices of jams, you are more likely to buy from the display with only 5 choices (Crazy huh? Tell me why there are 32 types of just one brand of toothpaste).  So if you are given the choice of 15, try and narrow your choices even if it might be somewhat arbitrary.  Like I’ll only look at red jams. This will help keep you out of analysis paralysis.

2. Authentic. If the choice is a hiring decision or choosing a client, you should look for whether what someone says matches their actions.  Frequently, it’s difficult to read if someone is being authentic or if they are really good at marketing themselves.  Studies have shown that people have micro facial expressions when they are covering something up. You are reading it subconsciously and aren’t sure why you don’t trust someone. If you can’t figure out what it is or give a concrete fact as to why you don’t want to hire them – go with you gut.  Listen to your subconscious because it’s reading the signs loud and clear.

3. Timer. Limit the time you spend on the choice or decision. If there is no reason why you have to delay the decision (like the college hasn’t accepted me or I don’t know if I got the funding), then set the timer. Limiting the window of time for you to weigh out the myriad of pros and cons will help you stay closer to your gut instead of letting the rational loop take over. If you are taking the SAT…you’re in luck, it’s a timed test! If you’re deciding on a new camera, give yourself 30 minutes to compare features, look at reviews, talk to your partner – then decide.

4. Irrational. Ignore the rational explanation. Crazy huh? Buried in your subconscious is all your life experiences, failures, and successes. Your brain is not going to be able to catalog and cross reference why you know that this guy is a bad hire, why those shoes are wrong for you, or why that bottle of Zinfandel is right.  I can remember, from my restaurant manager days, that when I was hiring a hostess, I gave him or her about 30 seconds to make a good impression. If there was an engaging smile and eye contact, it was a yes.  I went with my gut.

5. Heuristics. These are rules of thumb. It’s another way of limiting your choices. The world is overwhelming with the amount of information at our disposal…or rather immediate consumption and distraction. This does not mean you need to consume every piece of information available.  Use some rules of thumb.  I want a camera with the most megapixels for under $200. I’m looking for a forklift driver who is OSHA certified and has worked for a company with perishable products.  I’m looking for a training course that is on presentation skills, no more than two days long within a 5-hour drive for less that $1,500. It helps narrow the focus and limit the analysis as well.

For some of us, this is easy. We are comfortable going with our gut (for the record, I was always one of the first ones done when taking exams). Some of us struggle with giving up the analysis.  Start small.  Maybe the next time you get an ice cream cone, you narrow your choices to those with some kind of chocolate in it or only flavors that start with the letter R.   Go with your gut.

What would you do?

Burn your doormat.

On By Cathy NoiceIn Workplace NavigatorLeave a comment

Last week I wrote about physical clutter, this week it’s about interpersonal time suckers in your life.  The force of other people’s priorities into your life to distract you from your true passion.  Someone drops by your office just as you are hitting your stride on a project.  Your boss voluntolds you for a local board that you really aren’t interested in.  The school calls because (according to the rules) your daughter’s skirt is too short and you need to come to the rescue with a potato sack.

Most Human Resource professionals live in a constant state of interruption.  Meetings with Human Resource are rarely scheduled.  There is normally a fire smoldering (or raging out of control) before someone decides to drop by or pick up the phone – do you have a minute?  It’s rarely a minute.   It’s the nature of the beast.

Someone else’s failure to plan, schedule or otherwise handle an issue can easily leak into your life and weigh you down.  If you want to stay on track to your best work, you need to work on keeping people from treading on you.  Don’t be a doormat, in fact, I recommend burning it.  Here’s how:

1. No.  Set up some boundaries.  Let your family, friends, and colleagues know where your limit’s are. Business mentor Christine Kane calls this your “Proactive No”.  I’m not available from 9 until 10:30 AM.  I only work with charities that are aligned with my goal of helping disadvantaged children.  I’m always home on the Sunday to be with my family.  I set my schedule according to my son’s wrestling meets.  No television or phone calls during dinner.  I check email and voice mail on the hour. Draw a line in the sand.

2. Barriers.  Shut your door.  Put on some headphones.  Turn off your phone.  Mark out your space.  A colleague of mine used to put police tape across his cubicle when he had an important conference call.  In the book “18 Minutes” by Peter Bregman, the author has prescribed work hours in his home office and his children know that they may not interrupt for any reason.  If the door is shut – don’t interrupt Daddy.  Other barriers can be turning off all alerts for phone, email and text.  I have a little piece of post it note over the place on my monitor where the little envelope shows up when I have email.  Out of sight, out of mind.

3. Cue.  When someone comes in asking if you have a minute – give them a cue.  Mark out a time limit.  I’ve got fifteen minutes.  I have a conference call at 2.  I’m in the middle of a project but I can give you ten minutes.  Give them the parameters before they get started.  This will help them hit the highlights before heading down a long meandering tale of whoa.  If you find out this is bigger than you thought it would be, you might need to stop and quickly reschedule impending appointments.  Being up front will help soften transition back to your own priorities.

4. Delegate. Can someone else do this?  Don’t be the hero.  You do not need to be responsible for everything that comes across your desk or desk top.  I know.  It so much easier to just take care of it yourself.  Especially if you are impatient like me.  You’ve been doing that report for the last 3 years and it only takes you 30 minutes to complete. Training someone else will take at least an hour and they will probably make mistakes the first few times around.  Ugh.  Invest the time and, in the long run, it will pay off in additional hours to spend on what brings you joy in your life.

5. Gossip.  Hanging out at the water cooler isn’t the greatest use of your precious time.  Discussing the latest episode of “Mad Men” or who got kicked off of “Big Brother” is usually a procrastination technique.  Gossiping about Suzy’s new haircut or Joe’s constant lateness can damage your relationships in the long run.  Gee, if Cathy will talk about Joe that way…what is she saying about me behind my back.  More mind clutter.  Your prefontal cortex doesn’t need to be fed that stuff.  Keep the stage clean.

6. Select.  Being more selective about who you hang out with can improve your use of time.  Hanging out with Debbie Downer or Negative Nancy can suck the time and energy out of you.  Being around optimistic folks helps you stay of away from your lizard brain and fueling the flame of fear.  Surround yourself with some carefully selected Pollyanna’s and let them lift you up to your best.  This is advice that I have given my daughter frequently.  When she complains about a “friend” being consistently critical of her actions or associations, I ask – why are you hanging out with this person?  What value are they bringing?

Frequently it’s best to back away and seek out those who will help you burn the doormat.

What would you do?

Lawnmower Fairies

On By Cathy NoiceIn Workplace Navigator1 Comment

Human Resource professionals have experienced this and are usually on the losing end of the stick.  Here’s the situation:  The manager has an employee with a  performance issue but they continually overlook their shortcomings. They figure it will just go away.  So whatever the behavior – it is ignored.  Normally, Human Resources gets brought in when the manager is fed up and wants to take action.  Usually the employee is oblivious because they’ve not known there was a problem. This is a losing battle.   IT WON’T WORK.

Stalling or waiting for something to turn around is like hoping the grass will get cut on its own.  There aren’t little fairies that will come in the middle of the night with a weed whacker.  You’re going to need to get out the lawn mower.  Um.  (Not literally for the employee – that would be a different HR nightmare).

When you have an employee, client or child who is consistently late – stalling is going to exacerbate the problem.   When someone’s task or functionality is wrong, incomplete or insufficient; stalling will not correct the issue. Nine times out of ten, when you are sitting in your office, sofa or car rolling your eyes because you are not happy with the outcome, yet keeping silent;  you are stalling.  And.  IT WON’T WORK.

So if you are ready to get out the lawn mower and stop believing in lawn fairies, this is what you need to do:

1.  Grip.  As in, “Get a grip.”  You are going to need to address this.  You need to wake up and realize that putting it off is not the solution.  You are assuming that the offender knows what they have done.  Odds are they don’t.  They don’t have x-ray vision and are not clairvoyant.  You think they should know.  Isn’t it obvious that they have been late for the last three weeks?  If you haven’t said anything, they don’t know.

2. Facts.  Gather the facts at hand.  Did you say they needed to turn in the weekly report by Friday?  How many times have they missed the deadline?  Go through your email, your inbox, your files and figure out when they were late or incomplete.  Get your facts together.  Write it up.

3. Review.  Was there a reason they were late?  Look at the calendar.  Were they sick, on vacation or working on a last minute project?  Why are they always late with this particular report?  Is there a valid reason?  Make sure it makes sense and that your expectations are reasonable.  If you expect your son to cut the lawn and he’s been at camp for the last six weeks – this would not be a reasonable expectation

4. Craft.  Craft your expectations into a reasonable non-threatening sentence or two.  If you can’t describe the issue in less than two sentences – you are trying to tackle too many problems.  You should not be trying to decimate someone’s self esteem.  You are trying to resolve an issue.  Pick the one that is bugging you the most and craft your two sentences.  Rome wasn’t built in a day.  Don’t bite off too much.  Zero in on THE issue.  If you tell your son he hasn’t adequately cleaned his room, is late doing the dishes, did a lousy job at mowing the lawn, and still hasn’t called his grandmother, he will be lost and dejected.

5. Jump.  Go for it.  Find the right time and place(see my post on Unresolved Conflict) and then address the issue.  It might just be as simple as, “I’ve notice you’ve been late three times this week and four times last week.  It’s important that we are on time because our customers are depending on us.”  Or, “Your reports have been on time but weren’t as complete as I expected.  There weren’t any notes on productivity or quality parameters in the last four reports.”  This works much more efficiently than shooting from the hip.  You’ve got your facts, you verified that they are reasonable and you have zeroed in on what it important. Whew.

6. Listen. Let them vent, explain, bitch or cry.  Now it’s all about them.  Let them fix the problem.  You can add your two cents but let them work out how they want to resolve it.  Don’t take the monkey back and don’t tell them how to resolve it. This is their issue and if they don’t decide how to resolve it – they will not have buy in.  Advice giving is a buzz kill.  You need to just be there for the brain storming.  The monkey is now officially on their back.

7. Faith.  Make sure you have let them know that you believe in them.  This might be difficult when you are exasperated but it’s important.  People want to live up to your expectations but they can’t give what you want unless you give them the latitude and faith.  “I know you can be on time going forward Suzie.”  “I can’t wait to see the next report because I believe we have resolved the issues.”  “I’ve seen you to a great job on the lawn before and I trust you to do it right the next time.”  End of discussion.  Pat them on the back and you are on your way.

Communicating is always a work in progress.  Don’t get discouraged if it’s messy the first few times around.  Just make sure you take that step.  Quit rolling your eyes in disgust and start addressing those issues that are bugging you.  There are no lawnmower fairies.

What would you do?