I’m not a Facebook user of any great note. My children laugh at the small number of “friends” I have. However, yesterday, laid low with back troubles, I decided to see if I could find any of my old school mates. I found Sheila.
Sheila got “knocked up”, as we used to say in those days, when we were 16. I only saw her once after the baby was born. She brought her baby to school for a visit. I was intimidated and frightened by her new role and we lost touch. Facebook showed me that Sheila went on to a full life. She is now settled in the UK, where she and her husband run a tax franchise. Her albums are full of children and grandchildren.
There is much debate about the value of Facebook in the workplace. I recall a client being very distressed because employees would put their place of work on their Facebook pages. He felt it would lay the company open to security issues. Trying to manage what people say on Facebook, or anywhere else for that matter, is pointless. Social media is the modern equivalent of the water cooler and no boss every managed to keep that one quiet. Humans need to connect.
Social media, such as Facebook, should rather be seen as an opportunity for organizations to create networks and communities well beyond those with whom it would typically interact. The traditional mindset of a business is one where you put up a shingle and send out a few flyers. In effect “build it and they will come.” That notion of business is based on the idea of pre-existing communities, of high streets filled with people making connections and hopefully talking about your business. Sadly, communities like that do not, for the most part, exist any longer. We live isolated lives in the suburbs, using cars to connect us with our communities of friends, our work and other parts of our lives.
Because of the fractured nature of our lives, community is becoming more and more important. Savvy organizations recognize this and are attempting to provide employees and customers with a greater sense of belonging. MyStarbucksidea is an online community of coffee lovers (employees and customers) coming together to offer the mother company ideas to make the Starbucks experience even better.
Similarly a client of mine has had a fan page for clients and employees for quite a few years. It’s an opportunity for like-minded people to get together and share chat about what they consider to be important, in effect, a community. Even my neighbourhood corner store is into the notion of community. The guy who owns the store is bringing in local produce and putting in a kitchen so people can come and have a cup of tea or coffee and meet with neighbours.
There are huge advantages to building a sense of community within your workplace; the most obvious is enhanced engagement and improved productivity. In addition, once you build a community others want to join and work with your community. This translates to more potential (and like-minded) employees and customers.
Here are some basic strategies for building community within your organization:
• Tell stories of successful employees – story is the bedrock of community building
• Show employees why the organization is heading in the direction chosen by the senior team. Help them understand the broader context in which you operate and why your particular niche is important – in other words what makes us a community and how we contribute
• Have employees involved in the annual planning cycle
• Hold very regular town hall meetings with senior leaders. Make sure food is always part of your meetings. Food is fundamental to human relations
• Have a corporate cause to which everyone can contribute either financially or through time.
• Try social media in a managed fashion with a clear goal of establishing a sense of community. Start up a blogging centre. Collectively blog about your cause. Showcase stories related to your cause on your blog.
• Socialize. We are humans. Once we understand one another’s humanity – it makes working together a great deal easier.
Showing posts with label communication. Show all posts
Showing posts with label communication. Show all posts
Tuesday, November 16, 2010
Sunday, September 19, 2010
Building a common language in your organization
Today I attended a sustainability forum in downtown Vancouver hosted by Metro Vancouver and the Board of Trade. Lunch was served, along with some interesting ideas, and a fair amount of political grandstanding.
One of the comments from the floor struck a chord; it was about the language we use and how it is open to misinterpretation and misunderstanding, particularly between different groups, say for example between business and sustainability groups.
Misinterpretation and misunderstanding based on the language we use is more common than one would imagine, even within small cohesive groups, even within families.
Here’s a telling example of how we use language very differently. My husband and I were shocked when our teenage daughter told us that girls will often call one another “bitch”, not as an insult but as a recognition of the other’s female status; horrifying to us older fogies, but perfectly acceptable to my daughter and her contemporaries.
Here is another, less extreme example. Earlier this year I was working on a technology change project. During the development phase we discovered that people were using different words to describe the same action or process. It was extremely confusing and a situation and that required action in the form of a common lexicon; a language that everyone could refer to and use. Developing the dictionary was the easy part – ensuring people used the same words in their daily interactions was far from easy.
Organizations need to speak the same language over and above the everyday languages we use like English, French, or Cantonese. We all have a laugh at the terminology that plumbers or doctors use; the acronyms and terms that make sense only to them. The languages that these people speak are important not only because they provide a powerful shorthand for them to communicate, but also because it helps create a sense of identity, a sense of community. From a more practical point of view talking the same language reduces risk and enhances the likelihood that we will do better business.
Every industry, every business has its own shorthand; we use it to simplify communication and signify our membership of the group. The trouble starts when different groups use different language and the connections break down. We see this commonly between divisions – the silo effect, also between managers and employees – the “them and us” syndrome.
Language goes hand in hand with culture. The words we use can set us apart from one another and also hold us in old and destructive patterns. In one organization I am familiar with, the management team paid a consultant (a colleague of mine) to sit in on their meetings to identify inappropriate use of language as they moved from their “old” way of doing things to the “new” way of doing things. They knew that it was important to speak the new language rather than the old if they wanted to act differently.
Using a consistent language throughout the organization has clear benefits:
• The right language clearly speaks to organizational goals and objectives
• Employees feel part of cohesive group
• The language provides a shorthand to culture and process
• Risk is reduced through clear communications
• Customers hear constancy in language, and very correctly, interpret is as steady, reliable service
Developing a consistent language is usually the result of a cohesive culture. However, as in the example above, language can be used to reinforce direction and ways of thinking. Here are some steps you can take to support culture through language:
• Start at the top. Identify the words and phrases that support the corporate direction;
• Have senior leaders promise to find ways to use the new speak in their daily connections, at staff meetings and presentations
• Change policy documents, informational materials and other standard corporate documentation to reflect the new language.
• Make sure the new words are used in support of ongoing company communications; emails, newsletters, bulletin boards, intranet etc.
• When cascading important information through the company, provide supporting discussion guides with the new language so that managers begin to use the new language.
One of the comments from the floor struck a chord; it was about the language we use and how it is open to misinterpretation and misunderstanding, particularly between different groups, say for example between business and sustainability groups.
Misinterpretation and misunderstanding based on the language we use is more common than one would imagine, even within small cohesive groups, even within families.
Here’s a telling example of how we use language very differently. My husband and I were shocked when our teenage daughter told us that girls will often call one another “bitch”, not as an insult but as a recognition of the other’s female status; horrifying to us older fogies, but perfectly acceptable to my daughter and her contemporaries.
Here is another, less extreme example. Earlier this year I was working on a technology change project. During the development phase we discovered that people were using different words to describe the same action or process. It was extremely confusing and a situation and that required action in the form of a common lexicon; a language that everyone could refer to and use. Developing the dictionary was the easy part – ensuring people used the same words in their daily interactions was far from easy.
Organizations need to speak the same language over and above the everyday languages we use like English, French, or Cantonese. We all have a laugh at the terminology that plumbers or doctors use; the acronyms and terms that make sense only to them. The languages that these people speak are important not only because they provide a powerful shorthand for them to communicate, but also because it helps create a sense of identity, a sense of community. From a more practical point of view talking the same language reduces risk and enhances the likelihood that we will do better business.
Every industry, every business has its own shorthand; we use it to simplify communication and signify our membership of the group. The trouble starts when different groups use different language and the connections break down. We see this commonly between divisions – the silo effect, also between managers and employees – the “them and us” syndrome.
Language goes hand in hand with culture. The words we use can set us apart from one another and also hold us in old and destructive patterns. In one organization I am familiar with, the management team paid a consultant (a colleague of mine) to sit in on their meetings to identify inappropriate use of language as they moved from their “old” way of doing things to the “new” way of doing things. They knew that it was important to speak the new language rather than the old if they wanted to act differently.
Using a consistent language throughout the organization has clear benefits:
• The right language clearly speaks to organizational goals and objectives
• Employees feel part of cohesive group
• The language provides a shorthand to culture and process
• Risk is reduced through clear communications
• Customers hear constancy in language, and very correctly, interpret is as steady, reliable service
Developing a consistent language is usually the result of a cohesive culture. However, as in the example above, language can be used to reinforce direction and ways of thinking. Here are some steps you can take to support culture through language:
• Start at the top. Identify the words and phrases that support the corporate direction;
• Have senior leaders promise to find ways to use the new speak in their daily connections, at staff meetings and presentations
• Change policy documents, informational materials and other standard corporate documentation to reflect the new language.
• Make sure the new words are used in support of ongoing company communications; emails, newsletters, bulletin boards, intranet etc.
• When cascading important information through the company, provide supporting discussion guides with the new language so that managers begin to use the new language.
Thursday, September 9, 2010
A balanced approach to decision making
Here’s a story from my salad days. I was working in stakeholder relations with a large organization based here in Vancouver. Part of my responsibility involved attending project meetings. I was young, green and woefully ignorant on the technical complexities of the project, so I happily took on the role of listener. It turned out to be a real advantage and learning opportunity.
In this particular instance a group of senior professionals were talking about technical options. One of the gentlemen noted that he felt the approach they were discussing was too conservative and would limit future options. The response to this statement from the colleague who favoured this option was: “I disagree.. let me restate my opinion once again.” With that the level of tension in the room increased significantly and the two leading proponents of the differing alternatives were politely at each others throats until the end of the meeting. The rest of the attendees sat and watched. Of course there was no resolution.
I’m sure most of you have been in similar situations. The lines are drawn, people take their positions and there is no forward movement. Our world trains us to be very good advocates. Our society rewards us if our solutions are adopted so we like to get in there and tell people exactly why our ideas are best. Unfortunately advocacy alone can lead to conflict and ideas that are not sufficiently explored - culminating in bad decision making.
In the example above we needed some inquiry. Inquiry helps people to better understand one another’s’ reasoning and thinking behind a solution. So, for example, in the situation above a little bit of inquiry in the form of a question like: "Can you give me an example of what you mean" or "Can you share with me the data you are using to support that conclusion?" would have avoided conflict and allowed deeper and more meaningful exploration of the proposed approaches.
Inquiry is particularly important as our world - and the problems we deal with - become more and more complex. Inquiry can be used to truly understand the issue and the implications of proposed solutions. It is also useful when we reach an impasse. By asking the right questions people can begin to think outside of the box and look at the world from someone else’s perspective. And of course questions can be wonderful for drawing out the wisdom in the room, particularly when some people are hesitant to share ideas.
Currently I’m working with two other consultants on a new business opportunity. We are all strong minded and independent and each of us is very good at advocating his or her position. For this reason we have set up our exploration phase to include a significant amount of inquiry. This allows us to better understand one another’s’ thinking. It’s proving to be a fascinating process and we are discovering more depth to our partnership then we had earlier imagined.
However, we should be careful not to throw the baby out with the bathwater. Being a good advocate is also important; we need to have opinions, as long as we are open to listening to others.
Inquiry and advocacy should work together. Inquiry broadens and deepens our understanding. Advocacy leads us to action. Without a balance between inquiry and advocacy people are more likely to remain neutral. As leaders, it is our role to balance the two to ensure effective interactions.
How do you balance inquiry and advocacy? Generally inquiry precedes advocacy - assuming we do not have all the information. Through inquiry we expose ideas and ask others to challenge and probe them. However if all the information is available then we can go ahead and advocate – which hopefully will lead to action.
Here are some approaches you may wish to consider in developing your inquiry skills:
Ask in a way that does not provoke defensiveness:
“Can you help me understand your thinking here?”
Draw out reasoning:
“Where does your reasoning go next?”
Explain your reasons for inquiring:
“I’m asking you about your assumptions here because…”
Test what they say by asking for broader context:
“Can you describe a typical example?”
Check your understanding:
“Am I correct that you are saying…”
Explore, listen and offer your own views:
“Have you considered…..”
A few tips for effective advocacy:
• Provide data and back up information
• Help people understand the context for an approach
• Make reasoning explicit
• Encourage others to explore your views
• Acknowledge weaknesses, and
• Actively inquires into others' views.
Nicky Fried is the principal of Nicky Fried Consulting Inc. She helps organizations to translate change and strategy so that employees understand where the organization is going and how they support it through their daily actions. Learn more about us at www.nickyfried.com or read her blog at www.nickyfried.blogspot.com
In this particular instance a group of senior professionals were talking about technical options. One of the gentlemen noted that he felt the approach they were discussing was too conservative and would limit future options. The response to this statement from the colleague who favoured this option was: “I disagree.. let me restate my opinion once again.” With that the level of tension in the room increased significantly and the two leading proponents of the differing alternatives were politely at each others throats until the end of the meeting. The rest of the attendees sat and watched. Of course there was no resolution.
I’m sure most of you have been in similar situations. The lines are drawn, people take their positions and there is no forward movement. Our world trains us to be very good advocates. Our society rewards us if our solutions are adopted so we like to get in there and tell people exactly why our ideas are best. Unfortunately advocacy alone can lead to conflict and ideas that are not sufficiently explored - culminating in bad decision making.
In the example above we needed some inquiry. Inquiry helps people to better understand one another’s’ reasoning and thinking behind a solution. So, for example, in the situation above a little bit of inquiry in the form of a question like: "Can you give me an example of what you mean" or "Can you share with me the data you are using to support that conclusion?" would have avoided conflict and allowed deeper and more meaningful exploration of the proposed approaches.
Inquiry is particularly important as our world - and the problems we deal with - become more and more complex. Inquiry can be used to truly understand the issue and the implications of proposed solutions. It is also useful when we reach an impasse. By asking the right questions people can begin to think outside of the box and look at the world from someone else’s perspective. And of course questions can be wonderful for drawing out the wisdom in the room, particularly when some people are hesitant to share ideas.
Currently I’m working with two other consultants on a new business opportunity. We are all strong minded and independent and each of us is very good at advocating his or her position. For this reason we have set up our exploration phase to include a significant amount of inquiry. This allows us to better understand one another’s’ thinking. It’s proving to be a fascinating process and we are discovering more depth to our partnership then we had earlier imagined.
However, we should be careful not to throw the baby out with the bathwater. Being a good advocate is also important; we need to have opinions, as long as we are open to listening to others.
Inquiry and advocacy should work together. Inquiry broadens and deepens our understanding. Advocacy leads us to action. Without a balance between inquiry and advocacy people are more likely to remain neutral. As leaders, it is our role to balance the two to ensure effective interactions.
How do you balance inquiry and advocacy? Generally inquiry precedes advocacy - assuming we do not have all the information. Through inquiry we expose ideas and ask others to challenge and probe them. However if all the information is available then we can go ahead and advocate – which hopefully will lead to action.
Here are some approaches you may wish to consider in developing your inquiry skills:
Ask in a way that does not provoke defensiveness:
“Can you help me understand your thinking here?”
Draw out reasoning:
“Where does your reasoning go next?”
Explain your reasons for inquiring:
“I’m asking you about your assumptions here because…”
Test what they say by asking for broader context:
“Can you describe a typical example?”
Check your understanding:
“Am I correct that you are saying…”
Explore, listen and offer your own views:
“Have you considered…..”
A few tips for effective advocacy:
• Provide data and back up information
• Help people understand the context for an approach
• Make reasoning explicit
• Encourage others to explore your views
• Acknowledge weaknesses, and
• Actively inquires into others' views.
Nicky Fried is the principal of Nicky Fried Consulting Inc. She helps organizations to translate change and strategy so that employees understand where the organization is going and how they support it through their daily actions. Learn more about us at www.nickyfried.com or read her blog at www.nickyfried.blogspot.com
Monday, June 7, 2010
Giving it all away
This week I had the satisfaction of working myself out of a job. As a consultant it’s part of what I do. I create plans, systems and processes, and engage people in them with the ultimate view that they become part of my client’s business; owned by the employees. There are some similarities to delegating.
Delegating multiplies your effectiveness provided 1) the people you are delegating have the skills to do the job and 2) you have the ability to let them do it their way and don’t have the need to look over their shoulders every five minutes.
The group I handed control to was a team going through a major change. Connecting this group to change meant we had to set up projects that connected and involved them, in a meaningful way, in the new world they were to work in; in other words they needed to take ownership of the process. In this instance a young woman had embrace a leadership role that she was very unsure about.
As a seasoned employee it’s sometimes hard to understand why a task you are so comfortable with should be so daunting to someone else. Sometimes we have to look to our personal lives to better understand how to support people. As parents, partners and friends we can certainly understand what it means to take on new ventures; the exhilaration and anxiety that goes with a challenge. Once we can connect with that experience – we can plan for success.
Here are my 11 steps for effective delegation for managers and employees:
1. Delegation means you transfer authority and the associated responsibility, from an employer or superior (who has the right to delegate) to an employee or subordinate. This means that someone else is now responsible for the work. So – butt out. Provide support and guidance but understand that everyone does things differently. Don’t you hate being micro-managed? Why would you want to do the same and lose the trust of an employee you value?
2. Delegation is an opportunity for both the manager and the employee. It’s a thoughtful process which means you don’t just give away work because don’t enjoy it. You do, however, want to give away work that will stop you from reaching your full potential.
3. Think about the fit. Does the employee have the skills to take on this task?
4. Plan the handover. Define the tasks and how the transition will take place.
5. Take time to communicate the new process to the assigned person; let them know why you are delegating to them. They need to understand what they are getting out of the assignment.
6. Think about training and resources. Will the individual need some training or additional resources?
7. Be extremely clear on your expectations.
8. Get agreement on timelines.
9. Make sure the individual is reporting to you on a regular basis.
10. Is there anyone else who needs to know about the delegation? If yes - inform them. Connect your employee with them.
11. Stay in touch. Provide feedback. Create a safe environment for your employee to grow.
By the way, I am delighted to report that the young woman I mentioned in the third paragraph has taken on the challenge with gusto. In fact she has improved on the process I started her off with. She has the advantage of a manager who meets with her regularly and supports her every step of the way. He trusts her enough to let go, but is caring enough to make sure she is not left alone.
Delegating multiplies your effectiveness provided 1) the people you are delegating have the skills to do the job and 2) you have the ability to let them do it their way and don’t have the need to look over their shoulders every five minutes.
The group I handed control to was a team going through a major change. Connecting this group to change meant we had to set up projects that connected and involved them, in a meaningful way, in the new world they were to work in; in other words they needed to take ownership of the process. In this instance a young woman had embrace a leadership role that she was very unsure about.
As a seasoned employee it’s sometimes hard to understand why a task you are so comfortable with should be so daunting to someone else. Sometimes we have to look to our personal lives to better understand how to support people. As parents, partners and friends we can certainly understand what it means to take on new ventures; the exhilaration and anxiety that goes with a challenge. Once we can connect with that experience – we can plan for success.
Here are my 11 steps for effective delegation for managers and employees:
1. Delegation means you transfer authority and the associated responsibility, from an employer or superior (who has the right to delegate) to an employee or subordinate. This means that someone else is now responsible for the work. So – butt out. Provide support and guidance but understand that everyone does things differently. Don’t you hate being micro-managed? Why would you want to do the same and lose the trust of an employee you value?
2. Delegation is an opportunity for both the manager and the employee. It’s a thoughtful process which means you don’t just give away work because don’t enjoy it. You do, however, want to give away work that will stop you from reaching your full potential.
3. Think about the fit. Does the employee have the skills to take on this task?
4. Plan the handover. Define the tasks and how the transition will take place.
5. Take time to communicate the new process to the assigned person; let them know why you are delegating to them. They need to understand what they are getting out of the assignment.
6. Think about training and resources. Will the individual need some training or additional resources?
7. Be extremely clear on your expectations.
8. Get agreement on timelines.
9. Make sure the individual is reporting to you on a regular basis.
10. Is there anyone else who needs to know about the delegation? If yes - inform them. Connect your employee with them.
11. Stay in touch. Provide feedback. Create a safe environment for your employee to grow.
By the way, I am delighted to report that the young woman I mentioned in the third paragraph has taken on the challenge with gusto. In fact she has improved on the process I started her off with. She has the advantage of a manager who meets with her regularly and supports her every step of the way. He trusts her enough to let go, but is caring enough to make sure she is not left alone.
Friday, October 16, 2009
Dalai Lama guides workplace productivity
Some weeks ago the Dalai Lama was guest editor for the Vancouver Sun. In his lead article he commented that our purpose in life is to be happy. Certainly no-one can argue that most of us want to be happy. Just look at the self help section in your local bookstore.
The Dalai Lama then goes on to say that we achieve a greater sense of well-being when we care for the happiness of others. This takes care of the simplistic, and indeed destructive, notion that we can and should strive for continuous personal happiness. In other words, if I understand the Dalai Lama correctly, our happiness is a by-product of our striving for the general good.
Things become a little bit more complicated when we look at the workplace. Should happiness be something we strive for within the workplace? How do we collectively define happiness and what is the greater good within an organizational setting?
These are hard questions to answer. Let’s tackle two of them:
1. Is happiness important in the workplace?
2. What is the greater good in the workplace?
As a result of research by John Helliwell, professor emeritus of economics at UBC, we now understand that the pay cheque is only half the story in terms of employee satisfaction. Just as important is how far you think you can trust your boss. If, on a scale of one to 10, you can give your employer a one-point rise in rank on trust issues, the flood of well-being you'll experience will be equivalent to a one-third increase in income. So – improve trust levels – employees will be happy and performance will improve?
Well, maybe – but didn’t the Dalai Lama also say something about happiness being the by-product of working for the greater good. So what is the greater good in an organization – the vision? Many visions are centred around making more money, selling more product. Perhaps we have to look at the organizational values; the accepted standards and behaviors that hold us together.
Values throughout the western world espouse notions such as; honesty, integrity, respect, loyalty, innovation, teamwork, excellence, accountability, pride. These are all concepts we can relate to and probably adhere to in our personal lives. So if we can connect the organizational values to those of the employees – we have something that is a common good. Something we can work toward together.
I have been involved in not-for-profits where the personal and organizational values were so closely linked that it was hard not to feel like everyone was working for the greater good. It’s a little more challenging when you deliver janitorial services. And yet my friend Steve says the company he works for is hot on values – it’s something he talks with employees about all the time, topmost among them pride and teamwork.
Happiness and values – these are tall orders for a busy organization. If you don’t have a retreat planned when you can build your values or an HR consultant to help you develop strategies to improve trust, try these two simple strategies:
1. Each senior leader take a value that is important to him or her and does three things:
a. Live that value very deliberately – every day
b. Talk about that value
c. Comment on others living that value.
2. Just as the Vancouver Sun did when the Dalai Lama edited the newspaper, ask people to submit stories about themselves or fellow employees who live the values. Display them on the notice board. Give out prizes. You will create a groundswell of goodwill and coincidentally break down silos.
Here’s to happy, value-driven workplaces!
The Dalai Lama then goes on to say that we achieve a greater sense of well-being when we care for the happiness of others. This takes care of the simplistic, and indeed destructive, notion that we can and should strive for continuous personal happiness. In other words, if I understand the Dalai Lama correctly, our happiness is a by-product of our striving for the general good.
Things become a little bit more complicated when we look at the workplace. Should happiness be something we strive for within the workplace? How do we collectively define happiness and what is the greater good within an organizational setting?
These are hard questions to answer. Let’s tackle two of them:
1. Is happiness important in the workplace?
2. What is the greater good in the workplace?
As a result of research by John Helliwell, professor emeritus of economics at UBC, we now understand that the pay cheque is only half the story in terms of employee satisfaction. Just as important is how far you think you can trust your boss. If, on a scale of one to 10, you can give your employer a one-point rise in rank on trust issues, the flood of well-being you'll experience will be equivalent to a one-third increase in income. So – improve trust levels – employees will be happy and performance will improve?
Well, maybe – but didn’t the Dalai Lama also say something about happiness being the by-product of working for the greater good. So what is the greater good in an organization – the vision? Many visions are centred around making more money, selling more product. Perhaps we have to look at the organizational values; the accepted standards and behaviors that hold us together.
Values throughout the western world espouse notions such as; honesty, integrity, respect, loyalty, innovation, teamwork, excellence, accountability, pride. These are all concepts we can relate to and probably adhere to in our personal lives. So if we can connect the organizational values to those of the employees – we have something that is a common good. Something we can work toward together.
I have been involved in not-for-profits where the personal and organizational values were so closely linked that it was hard not to feel like everyone was working for the greater good. It’s a little more challenging when you deliver janitorial services. And yet my friend Steve says the company he works for is hot on values – it’s something he talks with employees about all the time, topmost among them pride and teamwork.
Happiness and values – these are tall orders for a busy organization. If you don’t have a retreat planned when you can build your values or an HR consultant to help you develop strategies to improve trust, try these two simple strategies:
1. Each senior leader take a value that is important to him or her and does three things:
a. Live that value very deliberately – every day
b. Talk about that value
c. Comment on others living that value.
2. Just as the Vancouver Sun did when the Dalai Lama edited the newspaper, ask people to submit stories about themselves or fellow employees who live the values. Display them on the notice board. Give out prizes. You will create a groundswell of goodwill and coincidentally break down silos.
Here’s to happy, value-driven workplaces!
Tuesday, July 14, 2009
The customer rules
In hard times the customer rules! Check out this Globe and Mail article http://ping.fm/HH6nl
Wednesday, June 24, 2009
Peter Gruber on sharing stories to engage and communicate effectively
Here’s a great interview on storytelling with one of the masters, Peter Gruber, chairman of the Mandalay Entertainment Group.
Gruber maintains that we are all wired to tell stories.
Language is an organizing principle for human cultures and allows us to communicate values. We are not wired to remember information; only when it is embedded in story does it become memorable and actionable.
According to Gruber every great leaders is a storyteller, and it’s the stories leaders tell that move our hearts and excite people to action. Story makes people apostles and moves them to tell others. He reminds us that when if we tell people to move to the door – they don’t, but if we yell ‘fire’ - which is in essence a story – they run for the door.
Gruber talks about control and the viral nature of story, suggesting that control is in fact illusionary. He suggests that through story we provide the navigational stakes and the emotional connection and let others take and retell our stories.
Gruber maintains that we are all wired to tell stories.
Language is an organizing principle for human cultures and allows us to communicate values. We are not wired to remember information; only when it is embedded in story does it become memorable and actionable.
According to Gruber every great leaders is a storyteller, and it’s the stories leaders tell that move our hearts and excite people to action. Story makes people apostles and moves them to tell others. He reminds us that when if we tell people to move to the door – they don’t, but if we yell ‘fire’ - which is in essence a story – they run for the door.
Gruber talks about control and the viral nature of story, suggesting that control is in fact illusionary. He suggests that through story we provide the navigational stakes and the emotional connection and let others take and retell our stories.
Feathers are soft: communication is a hard core management skill
Recently I came across Ten Tips on how to help your employees manage change in uncertain times from Towers Perrin. It’s good sensible advice like, have a strategy for uncertain times and communicate your strategy effectively. And, help employees understand the context they function within, let them know they area valued and give them an opportunity to air concerns. Have a look at them – I’m sure you will find them useful.
What intrigued me was the fact that the majority of the tips are communication related. We know that organizations that practice effective internal communication financially outperform those that don’t; up to 29.5% increase in market value and 50% higher shareholder returns. Impressive!
I don’t know why people call communication a ‘soft’ skill. Soft suggests something lightweight – like feathers. And feathers have a horrible habit of flying all over the place and being difficult to catch. I like to believe that we can be more targeted and deliberate with our communications. My business partner refers to communication as a fundamental management skill - a far more appropriate term, don’t you think?
What intrigued me was the fact that the majority of the tips are communication related. We know that organizations that practice effective internal communication financially outperform those that don’t; up to 29.5% increase in market value and 50% higher shareholder returns. Impressive!
I don’t know why people call communication a ‘soft’ skill. Soft suggests something lightweight – like feathers. And feathers have a horrible habit of flying all over the place and being difficult to catch. I like to believe that we can be more targeted and deliberate with our communications. My business partner refers to communication as a fundamental management skill - a far more appropriate term, don’t you think?
Monday, April 27, 2009
Facilitate leader communications for engaged employees
Imagine every manager in your organization fully understanding the communication role they play within the organization? And now imagine those managers with all the necessary tools and process at hand to be highly effective communicators?
My friend and client, Susan, who heads up internal communication for a financial institution, is doing just that and creating communication leaders within her company.
Susan has documented all the communication processes from the point of view of the manager. In addition she has developed a series of simple tools to help leaders take control of those processes in their areas. She is sharing this material in management meetings throughout the organization, and empowering managers to take control of the communication process.
Twenty years ago communicators produced the goods. Today we facilitate the discussion and it’s an exciting place to be.
My friend and client, Susan, who heads up internal communication for a financial institution, is doing just that and creating communication leaders within her company.
Susan has documented all the communication processes from the point of view of the manager. In addition she has developed a series of simple tools to help leaders take control of those processes in their areas. She is sharing this material in management meetings throughout the organization, and empowering managers to take control of the communication process.
Twenty years ago communicators produced the goods. Today we facilitate the discussion and it’s an exciting place to be.
Monday, April 6, 2009
Saying thank you still the best way to engage
I am in the process of developing a Webinar on leadership communications. There are a number of cool things about the technology, such as being able to hold random polls at any point during the presentation, share multiple documents, work on a whiteboard as a group and surf the web. But my favourite is the thumbs up button. How wonderful to be able to give on the spot praise, something we are short on in our culture. We spend vast fortunes on reward and recognition programs when the most effective and well received strategy is to say “well done” right there and then. Cost to the organization: $0, payback: priceless!
Wednesday, March 11, 2009
Engage employees by being present in your communications
Great excitement yesterday in our home. My 16 year old, a keen student of the social sciences, went off to the Provincial Legislature to observe democracy in action. She said it was hilarious. “Why?” I asked. “Were the members of the house at one another’s throats.”
Apparently not; one was having a nap, most were busy on their Blackberries – though many were just playing games. My daughter was somewhat indignant – not because of her concern for tax dollar misuse - but rather because the person who was speaking did not have the attention of the house. And she is quite right to be outraged. When we do not pay attention to humans we dismiss them – which may well have been the intent at yesterday’s session.
I remember once sitting with a senior leadership team and one of the leaders was working away on his Blackberry while the CEO was speaking. Apparently he does this with his own staff. The engagement scores within his group are abysmal.
Technology is wonderful it allows us to connect in many more and exciting ways. But we should remember to present in all our connections. If we try and be everywhere at once, we end up being nowhere and sending the message that we do not care.
Apparently not; one was having a nap, most were busy on their Blackberries – though many were just playing games. My daughter was somewhat indignant – not because of her concern for tax dollar misuse - but rather because the person who was speaking did not have the attention of the house. And she is quite right to be outraged. When we do not pay attention to humans we dismiss them – which may well have been the intent at yesterday’s session.
I remember once sitting with a senior leadership team and one of the leaders was working away on his Blackberry while the CEO was speaking. Apparently he does this with his own staff. The engagement scores within his group are abysmal.
Technology is wonderful it allows us to connect in many more and exciting ways. But we should remember to present in all our connections. If we try and be everywhere at once, we end up being nowhere and sending the message that we do not care.
Thursday, July 10, 2008
Hiring with culture in mind: engaging potential employees with the true story
This morning my husband and I were coaching our teenage daughter on how to respond to behavioral interview questions. She is now on to her second interview for a position with a well known coffee retailer. At one point she asked my husband about his first job interview. He recounted the following exchange:
“Interviewer: Are you any good at tutoring math?
My much younger husband: Yes
Interviewer: Good, when can you start?”
How times have changed. We have friends who have had to go through grueling six-month, ten interview procedures – only to come in second. Hiring has gone from instinctual (I like you) to left brain gone-wild process. It’s no surprise we’ve headed in that direction – employees who are happy and engaged in the organization are significantly more productive. On the flip side the cost of hiring and training a new employee can range from 25% to 200% of annual compensation (American Management Association).
I do agree that the implications of poor hiring decisions are ugly, but I am wondering if part of the problem is that we are so focused on getting the “best candidate” that we forget about the other half of the equation – our organizations and ensuring we are sending out the right messages. Here’s a story to illustrate what I mean.
Some years ago I was involved in an organization looking for a senior HR consultant. They spent a year searching for the right person. When they finally hired she lasted three days. What she thought she was getting and the reality were entirely different. Sensibly she cut her losses and moved on when she discovered her values, and those of the hiring organization, were at odds.
Organizations need to be very clear, not only on what they believe they need, but also on what they have to offer. They need to look beyond the best candidate to the best fit. It’s rather like searching for the perfect mate – you have to be sure about who you are and where you are headed - before you can find your ideal partner.
It’s the job of communicators to ensure that our corporate story is clear – and that it is an accurate picture – one that is lived every day within the organization. A snow job will get you bemused employees disappointed that they are not living in a winter wonderland.
“Interviewer: Are you any good at tutoring math?
My much younger husband: Yes
Interviewer: Good, when can you start?”
How times have changed. We have friends who have had to go through grueling six-month, ten interview procedures – only to come in second. Hiring has gone from instinctual (I like you) to left brain gone-wild process. It’s no surprise we’ve headed in that direction – employees who are happy and engaged in the organization are significantly more productive. On the flip side the cost of hiring and training a new employee can range from 25% to 200% of annual compensation (American Management Association).
I do agree that the implications of poor hiring decisions are ugly, but I am wondering if part of the problem is that we are so focused on getting the “best candidate” that we forget about the other half of the equation – our organizations and ensuring we are sending out the right messages. Here’s a story to illustrate what I mean.
Some years ago I was involved in an organization looking for a senior HR consultant. They spent a year searching for the right person. When they finally hired she lasted three days. What she thought she was getting and the reality were entirely different. Sensibly she cut her losses and moved on when she discovered her values, and those of the hiring organization, were at odds.
Organizations need to be very clear, not only on what they believe they need, but also on what they have to offer. They need to look beyond the best candidate to the best fit. It’s rather like searching for the perfect mate – you have to be sure about who you are and where you are headed - before you can find your ideal partner.
It’s the job of communicators to ensure that our corporate story is clear – and that it is an accurate picture – one that is lived every day within the organization. A snow job will get you bemused employees disappointed that they are not living in a winter wonderland.
Wednesday, July 2, 2008
The shoe fits when the culture lives the values
Today my teenage daughter began her first ever job search. The retail outlets she chose to leave her resume with was eclectic. Her criteria was simple: would I use, wear or eat their products/service and do I feel welcome when I enter one of their stores?
She had no trouble figuring out which stores to approach. A large number of shoe stores featured in her list - which is not surprising from someone who wrote "An ode to the Red Pump" for her poetry unit. Some may say we instinctively know when the shoe fits. But in reality we humans are very good observers and we can tell by the behaviors of others when an environment is at odds with our core values.
Trouble arises when we get conflicting messages and are seduced into thinking an organization is something it is not. Which is why it is absolutely key that organizations are true to their values and don't try and do a "snow" job. With a whole new generation of youth coming into the job market who can afford to go elsewhere - we need to attract the people who fit.
She had no trouble figuring out which stores to approach. A large number of shoe stores featured in her list - which is not surprising from someone who wrote "An ode to the Red Pump" for her poetry unit. Some may say we instinctively know when the shoe fits. But in reality we humans are very good observers and we can tell by the behaviors of others when an environment is at odds with our core values.
Trouble arises when we get conflicting messages and are seduced into thinking an organization is something it is not. Which is why it is absolutely key that organizations are true to their values and don't try and do a "snow" job. With a whole new generation of youth coming into the job market who can afford to go elsewhere - we need to attract the people who fit.
Wednesday, June 11, 2008
The heart of change: identifying key behaviours for success
Last week I was in Calgary speaking at the Women’s Leadership Forum . I was fortunate enough to also be a participant and hear what others were thinking and doing.
Here’s a quick overview of what I learned:
1. There is a whole lot of exciting stuff happening out there but you can’t do it all. Find your area of passion and focus;
2. The right-brain is stuff is very important for effective leadership and if you are not yet comfortable with it you need to begin;
3. Our behaviors as leaders are critical to our personal success and that of our organizations.
Let’s talk about behaviors because that is one area I am really passionate about. The first keynote address was delivered by Ron McMillan, co-author of the book Influencer: The Power to Change Anything. Ron and his co-authors studied successful influencers and documented what they did. The book is about the system they discovered through their research.
It’s a well-thought out approach beginning with clarity of vision/results and having really good plans that cover the personal, social and structural elements of change, so that it (the change) becomes inevitable.
Ron also talked about vital behaviors; those key behaviors you need to have in place for the change to take root. And that’s when I got excited. I firmly believe that every change initiative has its own set of associated behaviors. It is our job as change agents to identify those behaviors and build our programs around them.
I’m delighted to see more and more organizations taking the time to identify specific and desired behaviors. See the following article on Farm Credit Union. I’d like to hear about your success stories using behaviors to effect change.
Here’s a quick overview of what I learned:
1. There is a whole lot of exciting stuff happening out there but you can’t do it all. Find your area of passion and focus;
2. The right-brain is stuff is very important for effective leadership and if you are not yet comfortable with it you need to begin;
3. Our behaviors as leaders are critical to our personal success and that of our organizations.
Let’s talk about behaviors because that is one area I am really passionate about. The first keynote address was delivered by Ron McMillan, co-author of the book Influencer: The Power to Change Anything. Ron and his co-authors studied successful influencers and documented what they did. The book is about the system they discovered through their research.
It’s a well-thought out approach beginning with clarity of vision/results and having really good plans that cover the personal, social and structural elements of change, so that it (the change) becomes inevitable.
Ron also talked about vital behaviors; those key behaviors you need to have in place for the change to take root. And that’s when I got excited. I firmly believe that every change initiative has its own set of associated behaviors. It is our job as change agents to identify those behaviors and build our programs around them.
I’m delighted to see more and more organizations taking the time to identify specific and desired behaviors. See the following article on Farm Credit Union. I’d like to hear about your success stories using behaviors to effect change.
Wednesday, May 14, 2008
Waiting at airports
I don’t know about you but my regular life seems to be filled to the brim. So when I’m thrown a curved ball – which happens – it brings with it a healthy dose of perspective.
Right now I am sitting in an airport waiting for a delayed flight. I may not be able to deliver the workshop I am flying over for. I can choose to fret pointlessly or I can use my time productively. Not much of a choice!
So here I am writing this blog and doing one of my favorite things – people watching. It’s not often we get to observe our fellow travelers in life. Given the flight was scheduled to leave at 7 am there are a lot of suits and Blackberries.
Everyone is trying to reschedule meetings. The man seated next to me needs to deliver a sealed tender document. There’s a missed funeral and a divisional meeting that’s going to go ahead without its senior leader. Despite all this juggling people are remarkably calm.
It’s astonishing the different stories evolving in this cramped little room; everyone is on a journey – aside from the actual flight we are all trying to make. Hopefully soon we will all be joined in making a common journey. When that happens there will be a great sense of camaraderie and shared experience. Organizations too need to find ways to make sure all their employees are getting on to the same flight.
Right now I am sitting in an airport waiting for a delayed flight. I may not be able to deliver the workshop I am flying over for. I can choose to fret pointlessly or I can use my time productively. Not much of a choice!
So here I am writing this blog and doing one of my favorite things – people watching. It’s not often we get to observe our fellow travelers in life. Given the flight was scheduled to leave at 7 am there are a lot of suits and Blackberries.
Everyone is trying to reschedule meetings. The man seated next to me needs to deliver a sealed tender document. There’s a missed funeral and a divisional meeting that’s going to go ahead without its senior leader. Despite all this juggling people are remarkably calm.
It’s astonishing the different stories evolving in this cramped little room; everyone is on a journey – aside from the actual flight we are all trying to make. Hopefully soon we will all be joined in making a common journey. When that happens there will be a great sense of camaraderie and shared experience. Organizations too need to find ways to make sure all their employees are getting on to the same flight.
Saturday, April 12, 2008
What's your bed side manner like
This story on healing. A friend was hospitalized and at one point a doctor entered the ward with a group of student interns. The doctor and students did not greet any of the patients or request permission to review their cases. Instead they proceeded to discuss ailments, pointing at body parts and reviewing charts, never once looking acknowledging these people.
Horrible. Yes indeed, amazing that our doctors are still being trained in this antiquated fashion.
Scratch below the surface of many North American corporations and you will find much the same sort of behavior, with employees being viewed as no more then a resource with an associated productivity number.
Healing happens far more effectively when there is a human element to care. Likewise employees are far more productive when their unique skills and talents are acknowledged. If your manager primarily ignores you - your chances of being actively disengaged are 40 percent, where the national average is 18 percent.
Horrible. Yes indeed, amazing that our doctors are still being trained in this antiquated fashion.
Scratch below the surface of many North American corporations and you will find much the same sort of behavior, with employees being viewed as no more then a resource with an associated productivity number.
Healing happens far more effectively when there is a human element to care. Likewise employees are far more productive when their unique skills and talents are acknowledged. If your manager primarily ignores you - your chances of being actively disengaged are 40 percent, where the national average is 18 percent.
Monday, November 5, 2007
When 15 year olds know more
We had dinner last week with a dear family friend who we have not seen for a number of years. One of the topics under discussion was how senior executives isolate themselves from the rest of the organization. Our friend cited the example of a client of his where the executive team was protected by a phalanx of secretaries and assistants – to the detriment of the organization.
My 15 year old daughter (whose experience of the working world is limited) shook her head and made the following comment: “That’s just daft everyone knows leaders are supposed to inspire people and get them to collaborate. How can they do that if they never see anyone?”
How indeed? Gives you pause for thought when a 15 year old intuitively understands what a highly paid 45 year old executive cannot implement.
My 15 year old daughter (whose experience of the working world is limited) shook her head and made the following comment: “That’s just daft everyone knows leaders are supposed to inspire people and get them to collaborate. How can they do that if they never see anyone?”
How indeed? Gives you pause for thought when a 15 year old intuitively understands what a highly paid 45 year old executive cannot implement.
Friday, September 28, 2007
On shoes and fish
Some weeks ago we had dinner with dear friends. No dinner party is complete without a good story and this one was no exception. The story was told by our host who is a keen fisherman. It involved a salmon – and a pair of Kenneth Coles. Shoes are important to our host. He is the CEO of a large shoe store chain.
Our friend was escaping a very frustrating day at the office. Still dressed to deal he went fishing to relieve the tension, and eventually landed every fisherman’s dream - a 20 lb salmon. (This is his story – not mine.) The Kenneth Coles were mentioned frequently and appear to have stood the test of reeling in a 20 pounder while battling the currents and avoiding large sea-faring vessels.
What’s amazing about this story, other than the fact that I remembered it, is that I now know the name of a brand of men’s shoes. And this is important because I do not buy men’s shoes. Personally I avoid shoe shopping – it’s a painful experience for me. And because I find buying shoes so stressful – I see no need to be involved in the purchase of shoes for others. Good heavens my husband actually enjoys shoe shopping and probably owns more pairs of shoes than I do. I’ve no doubt he bonds with our children while the three of them are out shoe shopping. So why I ask you should I remember any brand of male foot attire?
I remember Kenneth Cole because someone told me a really good story. And if that isn’t a powerful business tool I’ll eat my shoe.
Our friend was escaping a very frustrating day at the office. Still dressed to deal he went fishing to relieve the tension, and eventually landed every fisherman’s dream - a 20 lb salmon. (This is his story – not mine.) The Kenneth Coles were mentioned frequently and appear to have stood the test of reeling in a 20 pounder while battling the currents and avoiding large sea-faring vessels.
What’s amazing about this story, other than the fact that I remembered it, is that I now know the name of a brand of men’s shoes. And this is important because I do not buy men’s shoes. Personally I avoid shoe shopping – it’s a painful experience for me. And because I find buying shoes so stressful – I see no need to be involved in the purchase of shoes for others. Good heavens my husband actually enjoys shoe shopping and probably owns more pairs of shoes than I do. I’ve no doubt he bonds with our children while the three of them are out shoe shopping. So why I ask you should I remember any brand of male foot attire?
I remember Kenneth Cole because someone told me a really good story. And if that isn’t a powerful business tool I’ll eat my shoe.
Friday, September 21, 2007
Only 21% of employees engaged
Only 10 percent of employees around the globe believe senior management treats people as the most important part of the organization - this according to a Towers Perrin survey of nearly 90,000 workers worldwide.
The survey goes on to say that just 21 percent of the employees surveyed are engaged in their work, meaning they're willing to go the extra mile to help their companies succeed. Thirty-eight percent are partly to fully disengaged. Towers Perrin has dubbed this the "engagement gap".
Firms with the highest percentage of engaged employees increased operating income by 19 percent and earnings per share by 28 percent.
It’s clear that the performance improvement opportunity for businesses today is in accessing discretionary effort and lessening the “engagement gap”.
People are fully involved in, and enthusiastic about their work when they understand how they personally contribute to the organization’s goals and objectves. Supervisors and managers are best placed to make that connection for employees – far more so then say - the employee newsletter.
Are we investing our communication dollars in the right place?
The survey goes on to say that just 21 percent of the employees surveyed are engaged in their work, meaning they're willing to go the extra mile to help their companies succeed. Thirty-eight percent are partly to fully disengaged. Towers Perrin has dubbed this the "engagement gap".
Firms with the highest percentage of engaged employees increased operating income by 19 percent and earnings per share by 28 percent.
It’s clear that the performance improvement opportunity for businesses today is in accessing discretionary effort and lessening the “engagement gap”.
People are fully involved in, and enthusiastic about their work when they understand how they personally contribute to the organization’s goals and objectves. Supervisors and managers are best placed to make that connection for employees – far more so then say - the employee newsletter.
Are we investing our communication dollars in the right place?
Tuesday, September 4, 2007
Showtime of dancing to the same tune
Last week my eleven year old son, together with 79 children ages 9 to19 performed in a Broadway-type extravaganza. It was the climax of an intensive month long program; six hours of practice a day, a faculty of eight instructors, 33 song and dance numbers, 44 lines of dialogue, a total of 900 costumes. It culminated in three highly professional and entertaining performances.
What’s the secret to success of a program like this? In part it’s good old fashioned organization. There was a very well thought out master plan and everything was geared toward achieving that plan.
But to achieve a well thought out plan the players need to be committed and working toward the same goal. That’s where business plans often fail. The senior executives develop wonderful strategies that employees can’t see the rationale for, can’t figure out what it means for them personally and as a result don’t bother to make them happen.
This plan succeeded because every child understood and joyfully supported the end goal. The children may not have been aware of the details of the master plan, but they embraced the destination and their individual roles in achieving the plan. Each child completely understood that he or she was absolutely vital to the final act and by extension the journey.
Just imagine if all your employees felt the same way? Perhaps business has something to learn from the arts.
What’s the secret to success of a program like this? In part it’s good old fashioned organization. There was a very well thought out master plan and everything was geared toward achieving that plan.
But to achieve a well thought out plan the players need to be committed and working toward the same goal. That’s where business plans often fail. The senior executives develop wonderful strategies that employees can’t see the rationale for, can’t figure out what it means for them personally and as a result don’t bother to make them happen.
This plan succeeded because every child understood and joyfully supported the end goal. The children may not have been aware of the details of the master plan, but they embraced the destination and their individual roles in achieving the plan. Each child completely understood that he or she was absolutely vital to the final act and by extension the journey.
Just imagine if all your employees felt the same way? Perhaps business has something to learn from the arts.
Subscribe to:
Posts (Atom)
