Tag: HR

The 4 Stages of the Company Critic

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Be grateful for what you have and stop complaining – it bores everybody else, does you no good, and doesn’t solve any problems. – Zig Ziglar

A guide at Blarney Castle in Ireland was explaining to some visitors that his job was not always as pleasant as it seemed. He told them about a group of disgruntled tourists he had taken to the castle earlier in the week.

“These people were complaining about everything,” he said. “They didn’t like the weather, the food, their hotel accommodations, the prices, everything. Then to top it off, when we arrived at the castle, we found that the area around the Blarney Stone was roped off. Workmen were making some kind of repairs.” “This is the last straw!” exclaimed one lady who seemed to be the chief faultfinder in the group. “I’ve come all this way, and now I can’t even kiss the Blarney Stone.”

“Well, you know,” the guide said, “according to legend, if you kiss someone who has kissed the stone, it’s the same as kissing the stone itself.” “And I suppose you’ve kissed the stone,” said the exasperated lady. “Better than that.” replied the guide. “I’ve sat on it.”

Moaners, groaners, and complainers – you know exactly who I am speaking of and no doubt already have them identified. These are the ones in your organization who just can’t help themselves – they tend to complain about everything.

Recent surveys (http://bit.ly/1o4sJ0u) indicate that negativity is on the rise in the workplace. According to Jim Harter, Gallup’s chief scientist for workplace management 18 percent of U.S. employees are actively disengaged and will complain about their companies. Knowing the stages of company critics is a must for leaders who desire to improve employee relations and maintain a healthy culture. Helpful to you as a leader is to know where your people fit into each category. Here are the four stages for your consideration.

The resistant critic

The resistant critic is the one who for no other reason than just to be antagonistic is against most every new idea and tends to be the resident complainer –in- chief. The resistant critic is locked into a predisposed mindset that makes it difficult to welcome new ideas, sees progressive ideas and people as threats, and will be the last to sign off (if at all) on strategies moving forward.

It will take an extended amount of time to convert the resistant critic and the way forward will not be easy- if achievable at all. The potential value of this person must be weighed against future benefits. If the resistant complainer is too much of a drag on morale and progress then it might be best to cut your losses and move on. In short – proceed with caution.

The reluctant skeptic

Unlike the resistant critic the reluctant skeptic is cautiously engaged. Healthy organizations need these people. By and large they tend to come on board with the mission of the organization but are not certified “yes men” and are not afraid to state the obvious. Reluctant skeptics may have their opinionated ways but for the sake of your future it can be a good thing to hear their voices and pick their brains.

Reluctant skeptics are a careful breed and tend to buy-in to the vision but only after careful deliberation. Arm them with the facts and give them time to process it and they can be your voice of reason. They may be the last to come on board but once they do they can be your strongest allies.

The reasonable participant

The reasonable participants are your tried- and- true loyal troopers. Almost always you can depend on them to be in your corner. While not as vocal in their criticisms as their above mentioned counterparts their voices tends to offer support first while working out the flaws later. The reasonable participant is the backbone of your organization and seldom seeks to rock the boat.

The reasonable participants are your influencers. They are the ones who can come alongside the skeptics and critics and elevate the dialogue and keep morale strong. Important for you as a leader is to never take these team members or their loyalty for granted.

The responsible performer

Ultimately, this is the outcome you are striving for in your organization- people who are engaged, producing, and performing at their best. Chances are you know where most of them fit. Moving people in your organization to this stage will take time, effort, and the best uses of your leadership skills. When each team member is now a responsible performer then your organizational culture is performing as it should.

Knowing the direction that your company critics are moving is important. As a leader it’s upon you to show the way.

What do you say?

© 2014 Doug Dickerson

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3 Things You Can Learn From Constructive Critics

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To avoid criticism do nothing, say nothing, be nothing – Elbert Hubbard

A story is told of Winston Churchill who exemplified integrity and respect in the face of opposition. During his last year in office, he attended an official ceremony. Several rows behind him two gentlemen began whispering. “That’s Winston Churchill.” “They say he is getting senile.” “They say he should step aside and leave the running of the nation to more dynamic and capable men.” When the ceremony was over, Churchill turned to the men and said, “Gentlemen, they also say he is deaf!”

As a leader you will have your critics. It comes with the territory. While many are quick to tell you to not to listen to your critics and to disregard them, I will tell you – not so fast. Not all criticism is fatal just as all praise is not flattering. You must look at the motive.

To be sure, there will be critics who for no other reason than jealousy will oppose you and try to stand in your way while you are achieving your goals and dreams. If their motives are to harm you and not to help you, then yes, you need to ignore them. They are not running your race and they will not be a part of your destiny. Don’t worry about them.

But once in a while a constructive critic comes along whose motives are right and if you are receptive you can benefit from them. Leaders are not above correction and there is always room for improvement. What can you learn from your constructive critics? Plenty. Here are three specific things that might be helpful.

How to develop a thick skin

The sooner you develop a thick skin the better. As a leader you are exposed to a higher than normal amount of criticism from all sides. The decision you make today may anger one group in your office, while a decision tomorrow will have the opposite effect.

It’s easy for people to criticize decision makers when they don’t have to live with the responsibility of the decision. But the criticisms can still sting nonetheless. Developing a thick skin as a leader is a necessity for your longevity. It’s a way of life for you as a leader so get used to it.

Why perceptions matter

Most people’s opinion of you as a leader is based in part on perceptions. Some people’s perceptions may be positive while for others it’s negative. Many factors can contribute to this viewpoint. A person with frequent interaction with you will see your leadership style one way, while a person with limited exposure will see it another. The question is: are you aware of the perceptions others have of you?

You want to give the perception that you are approachable, likable, competent, and that you have your people’s best interest at heart. And if you will allow them, your critics will let you know how you are doing. Though they may be few in number; keep your constructive critics close. In the end they will be more valuable to you than a room full of “yes people” ever will.

How you can improve

Leaders need constructive critics. They will give perspective that you may be lacking, insights you need to know, and will stand with you when times are tough. As a leader there is always room for improvement. You never stop learning. But how can you improve when you have blind spots that are not being brought to your attention?

Your growth and development as a leader is proportional to your desire and ability to learn. It’s a process that involves many components that are traditional in nature but also those that are very personal. It’s one thing to shrug off and dismiss a critic who has no interest in your success. But your best learning will occur when you ask for constructive critics who share in your success and will give you honest feedback.

Final thoughts

As a leader it’s important to differentiate between the critics who oppose you out of their own insecurity, jealousy, or ulterior motives and those who are your constructive critics. It’s not too hard to figure out. One group will stab you in the back while the other group will have your back and support you. One group will stand with you through thick and thin, the other group will cut and run – you get the picture.

Your responsibility as a leader is to discern between the two and align yourself with the right people. Your success as a leader will occur when you are not too proud to listen to your constructive critics and smart enough to ignore the others.

What do you say?

 

© 2014 Doug Dickerson

 

 

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Leadership Minute: Nicer Than Average

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The average dog is a nicer person than the average person. – Andy Rooney

Be nice. It’s a simple enough concept and is one that we were taught from an early age. The beauty of the idea is that once it’s developed it will serve you well in all areas of your life. Enter your role as a leader. Being nice as a leader does not mean that you have to be a pushover and not be firm. It doesn’t mean that you are naïve and are not business savvy. Being nice is a reflection of your character and how you treat people is important to you. Being nice is a matter of respect for those around you even if you don’t happen to like them. Let’s face it; some people are just jerks and being nice to them can be a challenge. But being nice is not about them – it’s about you. You can be better than average by being nicer than average. Give it a try!

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3 Rules Leaders Should Not Implement

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Most of us have jobs that are too small for our spirits. – Studs Terkel

The late Erma Bombeck once put out a list of widely read “Rules” that was quite popular at the time. Some of them you might recall. Here are a few of my favorites: never have more children than you have car windows; seize the moment, remember all those women on the Titanic who waved off the dessert cart; never go to a class reunion pregnant, they will think that’s all you have been doing since you graduated.

While that list is rather light-hearted and humorous some rules can be stifling as it relates to the operation of your organization. Let’s be clear at the onset; policies and procedures are necessary and this is not about chunking your manuals out the window. Systems operate best when they follow a prescribed course of procedure.

In his book, “It’s Not About the Coffee,” Howard Behar (past President, Starbucks International) pens a fascinating chapter about independent thinking. Behar writes, “We want people to take charge instead of blindly following a rigid set of rules from a book…unfortunately, in many cases the rule book goes too far- it tries to tell people how to be instead of explaining what we’re trying to do. Rules don’t empower, they dispower people. We need recipes, not rules.”

Operating policies and procedures need to be known and adhered to and should be subservient to the person performing them and not the other way around. Yet when rules go too far it can have unintended consequences that can do more harm than good. From the chapter I surmised three rules that leaders don’t need to implement if they want their people and organizations to be successful.

Rules that restrict creative thinking

Unleashing the best and brightest people in your organization begins when you free them from burdensome rules and regulations that hold them back. “Ideally, management should never tell someone how to do something or what to feel. If people’s every last action is dictated to them, they are robbed of their dignity, and the company is robbed of its soul,” writes Behar.

When you give your people the liberty to think, feel, grow and experiment they will surprise you with their ingenuity. When you have more recipes being developed than rules being followed then the possibilities for success are multiplied. Your organization can be incubator for growth and unlimited potential or it can be place where ideas go to die. Which do you want?

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Rules that control behavior

Ideally, your rule book should operate more like a play book. It should contain plays you can call and be filled with options for any scenario that puts you in a position you to score. Behar’s analysis is a timely challenge for managers and executives. He writes, “Instead of writing manuals that lock people into dehumanizing behavior, we should focus on outcomes we want and the reasons behind them…creating tool books instead of rule books grows people’s spirits.” Consider the difference; if your leadership style is to simply be the “keeper of the rulebook” then it will be difficult for your people to grow and reach their full potential and your leadership will be diminished.

When you place your focus on where you are going and why (your vision and purpose) and the growth and development of the people who will take you there, then the rule book must become your play book. When you grow your people’s spirits you won’t have time to worry much about their behavior.

Rules that hinder personal growth

“There’s no better feeling than being encouraged to fully use your abilities,” writes Behar. “You will find your work far more satisfying, and you’ll encourage that same satisfaction in others. Everybody wins. The more we know ourselves and our goals, the fewer rules are needed.” This point is simple yet profound. Your people need more encouragement not more rules.

Fostering a culture of personal growth and development comes when a leader makes it a priority by removing unnecessary rules, by empowering his people, and caring enough to get out of their way. When leaders place more value in rules than relationships then victories are harder to come by and are fewer in number.

The challenge for you as a leader as it relates to rules is to find the right balance between what’s needed and what’s not, if they help your organization or if they hurt it, and ultimately, do your people need the rule to succeed? Your task as a leader is to know the difference.

What do you say?

 

© 2014 Doug Dickerson

 

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5 Ways You May Be Killing Employee Morale

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Everything rises and falls on leadership. – John Maxwell

Addressing the topic of work many years ago, Indira Gandhi said, “My grandfather once told me that there are two kinds of people: those who do the work and those who take the credit. He told me to try to be in the first group; there was less competition there.” While there may not be a shortage of people trying to take the credit for work, many a leader faces the challenge of a strong workplace culture and its accompanying morale.

In my research on the topic of employee morale much of the focus I’ve seen is employee driven. By that I mean the attention leans toward what can be done to make the employee happy (perks driven), motivated, etc. I see little on what I consider to be the root of the problem which is leadership driven.

In Gallup’s 2013 State of the American Workplace Study, as reported on in RYOT (http://bit.ly/1poqwxQ) 70 percent of those who participated described themselves as “disengaged” from their work. Only 30 percent admitted they honestly enjoy their job and bosses. Interestingly, the study revealed that workplace perks which have been popular approaches to boosting workplace morale, “do not compare to the employee enjoying and feeling engaged in their work.” Here’s the takeaway – employees and employers desire the same results, but often have two distinctly different means of getting there.

Strong morale is essential to your success as an organization. Leaders need employees who are engaged on all fronts. Employees need strong leaders to show the way.  The last thing you want to do is kill employee morale with ineffective leadership. Here are six ways it could be happening.

You kill employee morale when you ignore input

A leader who won’t listen to his or her people is a leader who is out of touch. If you are out of touch with the people that make your business work then employee morale will suffer. If your people attempt to be engaged and offer their input only to be ignored then you are killing employee morale. A smart leader will make it a priority to listen and to invite feedback from team members. Buy-in begins when you invite them in.

You kill employee morale when you hoard decisions

Killing morale happens when leaders hoard the decision making process and by-pass those directly affected by the decision. The most successful teams are those whose people are engaged and invested in the well-being of the organization. They are the ones who have bought in and go all out to be successful. A smart leader won’t hoard decisions but will bring others in to help make them. Employees don’t want a dictator; they want a facilitator. Here’s a simple rule to consider: if a decision affects your people then talk to your people.

You kill employee morale when you keep people in the dark

Communication is the life-blood of any organization, but if you keep your people in the dark; especially with things that directly affect their performance, then you are killing employee morale. This weak leadership style not only builds walls but it tears down trust. If you want your people engaged and enjoying what they do then make open communication a practice and a priority.

You kill employee morale when you play favorites

While responsibilities may differ among departments and personnel, it is important not to play favorites with your people. While not everyone’s role is the same, the way you treat them should be. As a leader it is important to understand the basics of good social skills. The amount of time you spend with the people in your organization will vary depending on assignments, responsibilities, skills, etc., it’s a variable. But not the way you treat your people. If you are perceived as playing favorites you will kill employee morale. Be nice to everyone.

You kill employee morale when you lead from behind

Successful organizations have strong leaders who are not afraid to lead. Employees respeect a leader who will confidently lead his or her team. A leader who is perceived to be weak, indecisive, reactionary, or uncertain of their role will kill morale. How can an employee confidently follow a leader who is unsure of himself? Leaders who lead from behind can’t possibly know what direction they are going, the pitfalls in front of them, and how to stay relevant. Leaders; be out front, lead with confidence and with clarity, and you will have employees who will go the distance with you.

What do you say?

 

© 2014 Doug Dickerson

 

Let’s Talk:

1. The list is not comprehensive. What would you add?

2. As a leader; what other ways can you engage your team to avoid negative morale issues?

3. Do you agree or disagree with my premise that employee morale issues are at the root leadership issues? (I am not discouraging perks, bonuses, rewards, etc. they are all good things, but as the study showed, most employees place a higher value in being engaged and enjoying their work.) What are some other measurable steps leaders can take to bridge that gap?

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Leadership Minute: Not My Circus

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Not my circus, not my monkeys. – Polish Proverb

Ever feel like your office is like a 3-ring circus? If you’ve been around a while you have. It’s important to know what is, and is not, your circus. To be sure, office politics and gossip is universal. There will always be those who tend to thrive on drama – real or otherwise. Just because it exists does not mean you have to join in. It’s not just a matter of staying above the fray with regard to such nonsense, but as the leader, setting the right example. It’s been said that what you tolerate you promote. While your organization may not be drama-free, your success as an organization hinges on the standards you set. Knowing what is of concern to you and knowing what to avoid is smart leadership. Don’t allow petty things in your office to derail the priorities of your office. While the circus may not be of your making, you can be the ring leader and fold the tent.

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Leadership Minute: Are You Building Trust?

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To be successful as a leader your employees must know that they can trust you. Without trust, you do not have the ability to influence others. –Elizabeth Stincelli

The issue is old as time but has never been more relevant. Your success as a leader is grounded and rooted in trust. Let’s be clear; leadership is not a popularity contest. Leaders have to make hard, and often time, unpopular decisions. But as unpopular as some decisions may be for the leader the decision by employees to stick with his or her leader should not be. While any given decision may not have gone as they had hoped, they will stick with a leader they can trust. At the end of the day that is the most important thing. Building trust speaks of your integrity but it also speaks of your longevity. If you can’t be trusted you won’t be around for long. Build your leadership on trust and everything else will fall into place.

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‘Us’ vs. ‘Them’ and the 5 Questions You Need to Answer

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You can observe a lot by just watching. – Yogi Berra

The story is told of a golfer who had been playing so bad that he went to see a psychiatrist who told him to relax by playing a round of golf without the ball. “Do everything you normally would do, but use an imaginary ball,” advised the psychiatrist.

The round went well and as he approached the 18th hole, he met another golfer playing the same way. They decided to play the last hole together and bet $10 on the outcome. The first golfer swung at his imaginary ball and announced that it had gone 280 yards right down the middle of the fairway. The second golfer matched his drive. The first man took out his 5-iron and after swinging at his imaginary ball, exclaimed, “Look at that shot! It went right over the pin and the reverse spin brought it right back into the hole. I win!” “No you don’t,” said the second golfer, “you hit my ball.”

Your perceptions go a long way in determining what and how you think. But can you always trust those perceptions? Sadly, and much too often, in many organizations there is the proverbial “us vs. them” mentality that exists. And too often we are more concerned about being heard than understood. So here are five questions that I believe are fitting for leaders to ask and answer. They can set you on a course of better communication and understanding that will make you a more effective leader and create a better work environment.

What do I see?

What you see taking place in your organization is a perspective unique to you as the leader. Of course you will have a better understanding and answer the more you are out among your people. What do you see taking place? Do you see your people with all the tools they need to be their best? Do you see collaboration and camaraderie? What are the strengths of the organization and what are the weaknesses? Who are your heavy-lifters and who are your slackers?

What do I know?

Next is the formation of your perceptions based upon what you see. It may or may not be an accurate assessment based in part on the amount of time you spend with your people. If this is not something you do on a regular basis it may not be very accurate. But based upon what you do see – what do you know? Are you where you need to be? Are you getting the most from your people where they are? What do you know now that you wish you had known six months ago? What do you need to change?

What do my people see?

The first two questions are about your perceptions. Your perceptions are needed and important but the puzzle is still incomplete. Now, put yourself in the shoes of your people. Look at things from where they sit and work – now what do you see? This is about their perceptions. How do they see your leadership? Do they see you as an obstacle to progress or a facilitator of it? Do they see a fine-tuned operation or one that is mired down somewhere? If you want to be a more effective leader then you need to see what they see.

What do my people know (that I should)?

Throughout your organization are talented and highly skilled sales people, PA’s, marketing professionals, accountants, executives, volunteers, and the list goes on. What they know is a treasure trove of valuable information. But that information is of no worth to you if you do not tap into it. Your people are the most valuable asset you have as a leader. Get to know them and what they know. You can make better decisions that affect your organization when you listen to the people on the ground who have the most at stake by your decision. Listen to them and give value to their input.

How can we come together?

It’s time to put an end to the “Us vs. Them” mentality and the walls and isolation it creates. You best build and grow your organization when you build and grow it together. What you have to do is figure out the best and most practical way for you and your people to come together, get to know one another, build relationships, share information, and work together for a brighter future. Good leaders will do this. It’s time to ask, answer, and listen. Are you game?

 

© 2014 Doug Dickerson
I welcome your feedback:

1. What additional steps would you suggest to overcome the “Us vs. Them” mentality?

2. What other things should leaders look for from the perspective of their people?

 

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Six Ways to Enhance Organizational Structure – with guest co-author Elizabeth Stincelli

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The productivity of a work group seems to depend on how the group members see their own goals in relation to the goals of the organization. – Ken Blanchard

When was the last time you took a hard look at the effectiveness of your organizational structure? While most organizations have one, do the people in your organization know it or understand it? The time may be ripe for you to take a fresh look at yours and consider these six ways to enhance it.

Empower your leaders

Regardless of what your present organizational structure looks like its functionality should empower its leaders. Successful leaders thrive in an organizational structure that fosters creativity, unleashes potential, and doesn’t stifle progress. This happens when less emphasis is placed on hierarchical structure and more emphasis is placed on empowering the right people in the right places. Empowerment elevates the performance of leaders and encourages behavior that earns the respect of followers. This respect allows leaders to build partnerships within the organization that encourage open, two-way communication and foster a sense of loyalty.

Give ownership

Ownership occurs within your organizational structure when there is buy-in from the bottom up and system wide. If ownership is not shared then the structure is self-serving and not empowering. People want ownership and sense of belonging to a great cause. Without ownership that can’t happen. Ownership holds everyone on the team accountable for their decisions and actions. In order for employees to take successful ownership of their work they must clearly understand expectations. They must also have milestones where progress is evaluated. Ensure that employees are serving in the right roles, give ownership, and celebrate their victories.

Expand borders

Organizational structures don’t define you, you define them. As such, your organizational structure should not be a document of containment but a blueprint of open boundaries to grow and succeed. It should not box people in but should free them to do what they do best. As your organization grows so should your structure but in a way that facilities your growth and not in ways that impede it. Provide employees with the opportunity to be more flexible about how, when, where, and with whom the work gets done. Employees want to be involved in designing and managing their work tasks. Offer employees choices and the ability to personalize work. Allow employees to share ideas and be involved in the implementation of these ideas. As you expand your borders, provide opportunities for employee growth and focus your energies on the results that really matter.

Think lateral

Employees need to have a level of control over their work tasks. A top-down organizational structure hinders the ability of decision-making at the lowest level possible. Decision making on the front-lines allows issues to be identified and addressed quickly. In a lateral structure, employees understand where they fit and how they impact the success of the organization. A flat organizational structure allows employees at all levels of the organization to be empowered and given autonomy over their work. This less rigid structure allows for flexibility and promotes a feeling of equality and inclusiveness. When lateral thinking is put into action it allows for swifter response times that can translate into happier customers, gratified clients, and a healthy bottom line. Lateral thinking is empowering, efficient, and very effective.

Build trust

The support needed to successfully achieve organizational goals is gained by developing relationships based on trust and commitment. The organizational structure can enhance or impede factors such as open communication, management follow-through, accountability, consistency, and concern for employee interests all of which foster a sense of trust. Therefore, building trust is a deliberate action, not something left to chance. It happens as relationships are given priority, it grows in an atmosphere of community, and it pays huge dividends when everyone is engaged. Without trust you have nothing. With it your potential is unlimited.

Find common ground

Employees prefer to work with others they see as similar to themselves. When the organizational structure provides an inclusive environment with common goals a sense of community is developed. Finding common ground helps in the successful pursuit of these shared goals. The organization must foster a shared purpose so that employees understand why the organization exists and why they do what they do. Finding common ground is a fundamental condition of your success. You need to define, share it, but most of all; your team needs to own it. Common ground is your path forward.

Does your organizational structure support the goals you trying to reach? The continued success of your organization is dependent on your ability to continually evaluate and enhance your organizational structure. You can enhance your effectiveness by taking these steps to ensure that your organization is ready to succeed in the 21st century.

© 2014 Doug Dickerson and Elizabeth Stincelli

* Elizabeth Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational structure. Elizabeth holds a Doctor of Management degree with an emphasis on organizational leadership. Learn more about Elizabeth by visiting her websites, www.stincelliadvisors.com and http://lizstincelli.wordpress.com/

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