Vannoy & Ross

It’s never been this bad. According to 22 years of polling by The Conference Board, job satisfaction has declined to 45%. And those who find their job interesting are a measly 51%. http://www.msnbc.msn.com/id/34691428/ns/business-careers/from/ET

Ironically, in an era when bosses have to do more with less, when companies are scurrying to differentiate themselves… how effective can they be when half of their employees don’t care?

This situation is akin to a parent trying to get their teenager to do their homework on a Friday night. The parent demands, threatens, incentivizes – but the child just doesn’t want to be there. They’re not interested, yet they’re forced to deliver results.

There are a lot of variables when considering the causes for the poor numbers. Unquestionably, the employee is responsible. It’s up to you and your focus to determine whether you find anything interesting.

The distressing trend also proves that a “let management do the thinking – you do the working” mentality persists. Undoubtedly, there are organizations today who are taking advantage of the unemployment rate; who is going to leave their job when their neighbors are unemployed?

But this approach defies logic. Why would any leader pay someone a wage and then lead them in a manner where they get “homework on a Friday night” sorts of results?

This week, be a trend breaker. Regardless of your position, begin to make the workplace more interesting by doubling the amount of questions you ask. The allure of joining the chorus of those who want to spout their opinions is strong. (Visualize ten people in a meeting, all taking turns sharing how bad they think things are.)

Break the status quo by asking questions such as:

• What do you think we could do differently?
• If you could paint the perfect scenario here, what would it be?
• Why is it important for us to do our best here?

The mindset one chooses is dramatically affected by the environment around them.  Make that environment more interesting today.

Vannoy and Ross

Be careful what you wish for – and what you hope others will do.

Have you ever cheered on a friend or colleague by telling them “Go knock ‘em dead!” It seems harmless enough…but what happens if some people take you seriously?

“Knock ‘em dead leadership” is an approach where managers work hard to establish that they are the boss! Thus, they create cultures where people learn to lay low, hide information, and keep innovative ideas to themselves. (Such managers can knock an entire organization dead.)

We just met Irv, the new leader of a division within a major corporation. As a new leader, you would think that Irv would be interested in impressing people with his wisdom and experience – which he has plenty of. But Irv isn’t your typical leader. Instead of “knocking his team dead,” Irv is knocking people alive.

He is achieving this by removing the “because I told you so” management methodology from the organization. “What’s important is that we have everyone contributing fully so that we can get the work done – and do it well,” Irv said as he launched his organization’s Wellness Culture initiative. “I don’t care about positions or who’s who or how long you’ve been doing what. If you’ve got information, share it. If you’ve got ideas, bring them on. And let’s get the job done.”

…the fear of being wrong does not motivate people to be right;

it motivates people to avoid being judged.

Imagine a fearless workplace, where people are free to share and contribute without worry or concern about judgment or retribution. Irv reminds us all that the fear of being wrong does not motivate people to be right; it motivates people to avoid being judged. So if people aren’t stepping up and offering innovative ideas it’s not because of the risk of making a mistake – it’s the risk of how others will respond to the mistake.

And the “response” to any and all situations is always within your control.

Today, where will you release yourself from an old paradigm of leadership, and thus “knock your team alive” so they can step up and perform?

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1. What is the most important message we should gain from this blog?
2. Regarding the issue this blog addresses, what evidence do we have that we are effective or moving forward in this area?
3. What actions do we presently take that allow us to be as effective as we are in this area?
4. What would it look like to “take the next step” in this area? 
5. What qualities or dynamics do we want to further develop in our team?
6. Why is it important that we move forward in this area? 
7. What benefits will it create for each of us? For the team? Our families? And the organization?
8. What plan can we create to ensure we make progress here? And how will we ensure accountability?

The midterm elections in Mexico are approaching. On July 5th Mexicans will vote for and elect mayors and other representatives. There is a developing story: A movement is gaining momentum – one where people are encouraged to vote “nulo.” Nulo means ‘no one,’ as in “I’m checking the box that says ‘none of the above candidates will do for me.’”

Many Mexicans are prepared to share their discontent with the people they have elected in the past to represent them.

What does this have to do with you? Consider the possibility that millions of people show up for work every day and vote “nulo.” They are saying, “I’m here for the paycheck. I’m not giving any more than the required effort to get the job done. Oh, and when is it Friday?”

Too many people have lost faith in leadership.

And here’s the HUGE elephant in the office: How does leadership respond? Too many leaders get upset – angry – at the lack of accountability on their team. They can’t understand why people won’t take responsibility, won’t give the extra effort, and won’t make decisions quickly. So they…make the fatal mistake of demanding more. They make more policies. They attempt to falsely motivate. And they stoop to blaming others.

And the cycle continues, because employees shake their head – and vote ‘nulo” even more often.

This ageless doom-cycle has to stop. Companies big (such as OI) and small (such as TP Mechanical), and in every sort of industry, such as software (LearnShare) and food (Nestle) are proving that there’s a more effective way to have employees vote more than “nulo.” The companies mentioned above (among others) all start with an understanding that:

• Everyone wants leadership, but they don’t want to be bossed around;
• Everyone wants to succeed, not so they can make other people rich, but so they can feel successful;
• And that leadership status in an organization has nothing to do with levels of intellect, wisdom, or the desire to win.

This has nothing to do with “just being nice,” or lowering standards. In fact, it has everything to do with raising results. Because people will come to work and vote with every ounce of energy they have – but only if you give them a reason to.

There’s a little known fact of Mount Rushmore that, once you know it, changes how you look at the colossal carvings of the four U.S. presidents on the side of the granite mountain in South Dakota.

From left to right, the images of George Washington, Thomas Jefferson, Theodore Roosevelt, and Abraham Lincoln appear. But that wasn’t the intended order. After finishing Washington’s face, the sculptor, Gutzon Borglum, began work on Jefferson’s image to the left of Washington. For 18 months they hammered away at the stone, and repeatedly they ran into difficulties: the granite had too many cracks to hold the carving. They had to make a change.

As you approach the half way point of 2009, what adaptations are you making to ensure your goals, your vision is achieved? Too many leaders make these crucial mistakes and create elephants for their teams: 1) They stubbornly insist plans be executed as originally designed. And 2) they think they can advance results by focusing on what’s not working and who or what is to blame.

Can you imagine if these two approaches had been used at Mount Rushmore? If “stubborn insistence” would have been used, it’s likely Jefferson’s face would have fallen down the mountain by now. And, if they had focused on what’s not working and blame, they could have convinced themselves that the project – the vision – was not achievable. And we would be left with only Washington to take a picture of.

Instead, Borglum demonstrated the same sort of leadership as the presidents he was memorializing: He allowed his vision to evolve. He refused to be confined by an original idea; his vision advanced because he didn’t use a “why we can’t” focus, and instead used a “how do we” mindset.

Consider the possibility that the second half of 2009 will reveal your greatest leadership – and that it will look far different, far greater, than you have originally imagined.

In these challenging economic times we often hear about organizations declaring a War on Waste.  With great acclaim, endless expenses are questioned and cut.   Printing costs, travel, advertising, inventory and shipping are just a few that are under the microscope.     It is good to review these expenses and with most organizations, legitimate and substantial savings can be realized.

But there is a huge elephant in the office and almost everyone knows it.   The greatest waste, the tragic waste that is destroying your competitive advantage, driving your best people out the door, and collapsing your bottom line isn’t materials, inventory and fuel costs.   There is a wasted resource that is vastly more expensive…. It is the waste of your “people potential.” 

When 72% of the workforce is disengaged, (Gallup 08) it doesn’t take a rocket scientist to calculate the enormous cost in lost ideas, lost discretionary effort, lost time in unproductive meetings, and the inability to move results forward.

But there’s some very good news.  With few exceptions, every single one of those 72%ers wants to be great.   They want to leverage their potential as much as you want them to.   In fact, at one time, they were not one of your wasted resources.   They wanted to be part of a great team and make a difference every day, just like you and me.  

Alas, we know we’re preaching to the choir here.  Nearly everyone reading this blog knows that Culture - how people work and lead together -  determines whether those 72%ers stay engaged or not.  

Culture, the mother of all strategies, determines whether you truly win the war on waste.

When you fully engage your enormous “people potential” resource, what is possible?  Our partners who are consistently operating at this level, report that they are able to double their output and results.   Printing, shipping and travel waste pale compared to people potential waste!

Here are three ideas to continue to build your culture and people, and engage your 72%ers.

·         Ask your team members what kind of environment and culture they would like to work in that would allow them to enjoy their work more and become even more productive.

·         Ask your team members how you can do a better job leading and support them.

·         Then ask them why moving in this direction is so important to them.

How will you rocket by your competition today by winning the “real” war on waste?

This is a true story, but the names have been changed.  I went hiking with my friend Dale this morning.  He is a mid level manager in a medium sized firm.  He mentioned that their long term Chief Operations Officer had recently left the organization.  After a few more steps up the trail, I asked him what difference that had made.  He considered his answer carefully and with a little grin said, “Productivity has gone up in every department by 20% or more.”

There is a huge elephant that is limiting productivity in many organizations, and it’s called Frank… or Jim… or Mary… or Cynthia… or whoever it is in your organization that fits the description of Frank below.

I asked Dale what happened after Frank left the organization.  Again, he considered his answer carefully.  “It wasn’t what happened after Frank left.  It was mostly what didn’t happen while he was there.”  

We stopped hiking and I pulled out my 3×5 card and pen.  

“With Frank, we lost interest.  We just did what we had to do to get our paychecks.” 

“But why?”

Dale frowned and proceeded slowly.  “I got to the point where I didn’t really care anymore.   I was never good enough for him… and it always felt like he was either scolding me or telling me what to do.  In fact, now that I think about it, I didn’t really feel like I was a human being.  I just felt like I was a cog in a machine that he was using to get HIS job done.”

“So who has taken his place?”

“Well that’s the funny thing.  We don’t have a permanent replacement yet, but I guess we have to credit Jean.   The CEO brought her out of retirement until we hire a new COO.”   Dale started to shake his head.   “No, it’s more than Jean.  It’s really us. It’s like we’re all new again, like we all have a new job.  We no longer have Frank breathing down our back and we’re free to do a good job.”

“But surely you still need a boss, someone to direct you.”

“Well that’s just it.  Jean doesn’t direct us.   She sort of lets us direct ourselves.”  

“Dale, I’d really appreciate it if you’d be specific here.  This might be helpful for us to share with other leaders.”

“Ok. You know, the first thing she did really surprised me.  She didn’t seem to need to impress us.  She didn’t pretend that she knew how to do our jobs.   In fact, the first thing she did was ask each of us to tell her about our departments and what is working well.”  A big smile spread across Dale’s face.   “And then she listened – I mean really listened.   Then later she asked us for our vision and how we wanted to upgrade our departments and how we planned on getting that done.”   

Dale started to ascend the trail, but then he stopped.  “Here’s the thing.  Jean treated me like I was remarkable, and I don’t know what it is, but when she treats me that way, I’m going to be that way.”

It’s true: The people around you are just like you and me.  They simply want to contribute and do a good job.  They truly want to be great. 

What will  you do today to allow and help the people around you be great?  Are there any Frank’s that you need to re-assign or re-train today?

One of the Pathways to Leadership facilitators shared, “It is often said that ‘it is lonely at the top.’ But isn’t it often lonely in the middle…as well as at the lower levels of an organization?”

How true! While those at the top certainly deal with immense pressures, it’s not just those at the top that could use extra support. With all the talk of bailouts, the rest of us might be left wondering, “What about me? Am I going to make it?”

It’s a huge elephant in the office for many organizations: No one can work and deliver at a high level when they’re distracted. With the inherent pressures of an economic firestorm, those around you are feeling the heat. Yet, no matter the rank, the tenure, the place on the ‘org chart,’ the absolute truth is, everyone wants to be GREAT.

Pretending the pressure isn’t there doesn’t work. And yet, while so many have the passion to serve others, the tactics used to serve often fall short; “Don’t worry, be happy” might make for terrific song lyrics, but it rarely helps those in need.

You can provide an emotional bailout for those around you by:

1)     Validating their emotions and perspective.

2)     Ask questions that allow them to:

a.    Build their strengths: “What is working well for you right now?”

b.    Build confidence: “How have you succeeded in difficult moments in the past?”

c.    Build momentum: “What can you do today that will help you focus and move forward?”

3)     And check back with them. Telling someone “Let me know if I can be of further assistance” rarely helps. Instead, mark your calendar and come back to them in a week with questions that allow them to share their successes with you.

Everyone wants to be great – not just those at the top. Help people to be great by assisting them in shedding the distractions that drag them down.

What are the top three things your company covets right now? You may have answered: money, money and money. But, of course, these are outcomes; they’re not something you can manifest yourself. So we’ll rephrase the question: What are the top three behaviors or qualities your company covets that will drive better results (which will deliver more money)?

In desperate times companies crave 1) forward momentum, 2) employee confidence, and 3) team members with the ability to see, create and seize new opportunities. Yet, despite knowing this wish list, does it surprise you to know that many companies sabotage the elements they need to survive?

It’s a huge and smelly elephant sitting in the office: Many managers slip to the “boss mentality” and create an environment of pressure, fear, and anxiety. “Our margins are shrinking – so we’re cutting everything.” “Where are we bleeding the most?” “Who’s made these stupid mistakes?” “This will get worse before it gets better.”

How do these messages make you feel? I doubt anyone is jumping up and down with excitement and suddenly feeling super creative and confident.

Effective leaders know better. These masters aren’t ignoring the numbers; they’re not using a strategy of hope or being unrealistic about economic conditions. They simply know that emotions determine how people act.

Do you want to lead those around you? Ask these and other questions to create a focus that helps your team create what they want most:

1)    Forward momentum: What strategies are delivering for us right now?

2)    Employee confidence: What experiences do we have that prove we will succeed?

3)    Create opportunities: How can we deliver even more value today?

Success is a result of focus. What questions will you ask your team to ensure they create what they need the most?

Where will you lead – where will you stomp elephants – today?

ELEPHANT ALERT!

A Microsoft survey revealed that over 17 hours each week are wasted in meetings. There are many causes for this gross and costly waste, but one stands out: people are serving and eating waffles!

To “waffle” means to speak in terms that are not direct; it means you are not clear in your communications.

Here’s the elephant in the office: Everyone has 100 #1 priorities to achieve. Ambiguity rules the day. Too many leaders are unable to help their teams decipher what is important – and why. This, of course, leaves little chance that effective execution can follow. Confusion reigns!

Do you want syrup or whip cream with your waffles?

STOMP THE ELEPHANT

We see it everywhere: individuals who occupy large portions of the clock to communicate an idea. This approach leaves everyone else in the room wandering aimlessly in daydreams, itching to use their Blackberries, and checking their watches. Waffles, waffles, waffles.

Of course, some people do use direct language – but in a way that tramples people. This approach is ultimately more distasteful and harmful than waffles.

There is a way to be direct and serve those around you:

1. Challenge yourself: use no more than two or three sentences to articulate a) background information and b) what is important to you.
2. In one sentence tell why the above is important to you.
3. Use one sentence to ask a specific question that allows others to explore how they will utilize the information you just provided.

Ironically, when we speak directly and to the point and people are still unclear…they’ll ask for more information, a second helping of what you’re serving! (Because they haven’t fallen asleep eating your waffles.)

Where will you lead – where will you stomp elephants – today?

ELEPHANT ALERT!

During a session in France a participant asked his colleagues, “Did anyone notice the type of conversation we had last night? We had a few beers and after that…we discussed what we like about our company.” He smiled. “This is unusual. After a few beers people speak the truth – and that’s when the criticism of the company begins.”

Here’s the elephant in the office: Most companies approach their culture as if it’s an adhesive; they only talk about teamwork when they don’t have it. Wishing or demanding that people work together is not effective. In such cases, pizza and holiday parties turn into additional opportunities for people to b*#&% and moan.

What do your teammates say about the company after they’ve had a beer?

STOMP THE ELEPHANT

‘In vino veritas’ is Latin for “after wine comes the truth.” The truth is a powerful; what people think determines their attitudes. And attitudes create behaviors. And behaviors generate results.

What’s the truth about your organization? And do those around you need vino to share the truth?

Italy is always producing wine; efforts to build your culture, therefore, can never cease. People will always tell the truth; and we must always use that truth to make us stronger.

Here’s an amazing, nearly fail-proof strategy to creating an environment where people tell the truth: begin by telling the truth yourself. Have a conversation about perceptions and opinions. Talk about the ‘tough stuff’ as though you’re an observer. And then take an important next step by asking, “How will we make this better?”

Once these conversations become commonplace you can raise a glass and make a toast. And then breathe easy knowing the conversation won’t change after people have had a drink or two.

Where will you lead – where will you stomp elephants – today?