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Growth Human Resources Management Skills

Fearless Feedback: The White Flag

Fearless Feedback: The White Flag®

In a previous blog I identified the three barriers preventing effective feedback namely confusion between feedback and criticism, the fear of making things worse, and not knowing how to deliver feedback to ensure it is positively accepted.

What if there was a way to provide feedback clearly and safely so it is welcomed?  What if there was a tool to eliminate the fear for both the giver and receiver?  That tool is called the White Flag®.

One of my very first clients was a very tall woman who often received complaints claiming she intimidated others.  She did not have a “mean bone” in her.  She had an assertive manner which could often be misinterpreted by others (harsh and intimidating).

Although I was able to share powerful techniques and she demonstrated a desire to change her communication she would sometimes fall back on bad habits.  She would forget to make the changes and I couldn’t always be there to remind her to use the new techniques.    I needed to find her help in the moment.

She had a few highly trusted and trusting employees who loved working with her.  If I could somehow get them to help remind her when she fell back on bad habits perhaps it would help her make the changes we were all looking her to make.

I was watching the movie the Patriot starring Mel Gibson.  His men had been captured by the British and he was on his way to negotiate with General Charles Cornwallis to release them.  He was carrying a large white flag.  He was safe from attack.  He had information Cornwallis wanted to hear.

The white flag is an international sign of truce or ceasefire, and request for negotiation. It is also often associated with surrender, since it is often the weaker military party which requests negotiation. A white flag signifies to all that an approaching negotiator is unarmed, with intent to surrender or a desire to communicate.  The American Red Cross has a similar symbol to protect neutral parties help the wounded in a war or a disaster.

If I could get the trusted employees to use the White Flag® in the moment they could help her make the desired changes.  She had good intentions.  She wanted good performance in her department.  She was not using the right methods and needed help to remember.

The White Flag® tool is important to provide safety for both the giver and the receiver of feedback.  The White Flag® is about learning and not about attacking.  The White Flag® initiates a valuable discussion about process and method.  It optimizes learning about method while minimizing or eliminating the possibility for criticism.

My client was able to hear the feedback from her trusted employees exactly when she needed it.  She was able to make the changes needed to her method of communication. She stopped being threatening and intimidating.

How does the White Flag work?  What is the technique?  The next blog will clarify. Stay tuned.

Wally Hauck, PhD has a cure for the “deadly disease” known as the typical performance appraisal.  Wally holds a doctorate in organizational leadership from Warren National University, a Master of Business Administration in finance from Iona College, and a bachelor’s degree in philosophy from the University of Pennsylvania.   Wally is a Certified Speaking Professional or CSP.  Wally has a passion for helping leaders let go of the old and embrace new thinking to improve leadership skills, employee engagement, and performance.

 

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Best Practices Economics Human Resources Industries Investing Management Marketing Skills Women In Business

7 Questions You Can Ask That Will Make You a Better Negotiator

Questions form the foundation for the exchange of information in a negotiation. To the degree you ask better questions, you’ll achieve greater negotiation outcomes. The following are 7 questions you can ask that will make you a better negotiator, and enhance the probability of your negotiation outcomes.

  1. Did you hear what you just said?

This question can be used to draw attention to a point that you wish to highlight. It can also serve as a distraction away from a point that doesn’t serve you.

  1. What’s the best outcome you’d like to see us reach?

This question gets at the heart of what the other negotiator would like   to see as a ‘best outcome’ situation, which gives you insight into his thought process.

  1. What’s most important to you in this negotiation?

Similar to question number 2, you’ll gain insight into the thought process of the other negotiator, which will give you a glimpse of how to negotiate with her. You’ll also get an idea of her priorities.

  1. What concerns do you have about this negotiation, this point, etc.?

This serves as a way to probe deeper into the mindset of the opposing negotiator per what he fears the most about the outcome of the negotiation. Observe his body language. If he says he doesn’t   have any concerns. Note if he sits back or leans forward as he’s speaking. If he leans forward, he’s more likely not to be concerned at that time. If he leans away, that could indicate he does have concerns, he might not want to share them with you at that time.

  1. What can we do to get past this impasse?

By getting his perspective, you gain a sense of how you might unravel the impasse. If you can adopt his suggestions, to the degree they serve you, you’ll be granting him the outcome he wants. That means he’ll buy into it. Remind him that you’re following his suggestions if he balks later.

  1. Why is that so important?

First, be observant of your tone when posing this question. Your tonality might be perceived as the matter being trivial. If it possesses true value to her, you don’t want to give the impression that it’s not a big deal, especially if it is to you. By doing so, she could say, okay, then give it to me. That would leave you in a weakened position.

  1. What can I do to make things right?

Be very cautious when asking this question. You don’t want to open the floodgates by allowing the other  negotiator to ask for the moon and you not be able to grant the request. On the opposing side, once again, you get a sense of what it might take to make it better, which means you can choose to grant some or none of the requests.

As you can see, the questions you pose during a negotiation set the tone and pace of the negotiation. The questions above can be strategically used during a negotiation to direct or redirect the negotiation in a particular direction that serves your purpose. To do so, use the questions in the order that are best suited for your purpose based on when a particular question is needed. If you do this masterfully, you’ll leave the negotiation with more gains than you otherwise might have had … and everything will be right with the world.

 

Remember, you’re always negotiating!

 

 

Categories
Growth Human Resources Management Skills

Let Go of What You Know – 6 Steps to Meaningful Feedback

Click here to watch the video Let Go of What You Know – 6 Steps to Meaningful Feedback

How many times have you received the same response when you have asked for feedback? You ask someone you think will tell you the truth, “How did I do?” and you hear “Good,” “Nice Job” or “That was great!” These responses are not feedback.  Instead they’re telling you what they think you want to hear rather than the truth.  In some instances, this person may be lying to you because they don’t have the confidence to tell you that you take too long to get to the point and it’s difficult to follow your message.

Avoid falling into the trap of fake feedback.

Honest feedback is tough to come by for two reasons.  First, the higher you are in an organization, the less likely people are to give you truthful feedback about any topic, let alone your communication skills and level of influence.

Begin growing your influence today by applying these six steps to meaningful feedback Monday to Monday®.

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Best Practices Growth Human Resources Management Skills Women In Business

The Missing Piece in Mentoring

 

Mentorship, sponsorship, advocacy… call it what you will, but it needs to go beyond the perfunctory semi-annual meeting to discuss career goals. For most people in that kind of relationship, it probably does, but does it extend to seeking, offering or accepting guidance on the way someone speaks? This is a huge factor in developing executive presence. Short of generically suggesting that someone work on his or her communication skills as is commonly referenced on the annual review, leadership communication tends to be a major missing link.

So what are some of the things to look for in the leadership communication skills in your mentee, and how can you help them work on those areas?

Communication Skills to Look For

Let’s start with content. When presenting information to senior leadership, employees frequently tend to provide too much detail – or “get lost in the weeds,” as they say. Recognize that this is often because they want to convey the thoroughness of their efforts and thought processes, and justify any findings or recommendations that they provide. Reassure them that they’ve been given the opportunity to present this work because they already have the benefit of the doubt that they are qualified and capable, and their results are trustworthy, so get to the point.

Sometimes the challenge is not the quantity of the content, but the level of diplomacy that is used – or missed, as the case may be.

On the one hand, maybe they tend to be conflict-averse, getting tongue-tied at the idea of having to confront someone directly. If so, they often need help finding the words to frame critical feedback in a way that doesn’t beat around the bush, but still allows them to prioritize their relationship without upsetting the other person.

On the other hand, they may have a reputation of being excessively blunt, and come across as unnecessarily combative or defensive. They may need help understanding how their choice of words and delivery (see below) are harmful to their short-term discussion goals and long-term career interests. Then, they will also need alternative framing suggestions to help get their point across without alienating people in the process.

Getting more into the delivery, the ability to show poise and “grace under fire” are often demonstrated by how they control the pace of their speech. Does it sound like one giant run-on sentence? When speakers can articulate their thoughts in finite sentences, like when writing, they sound more in control. They “own” their material. Even if they are fast talkers, something as simple as remembering to pause, just for a second after each point, allows the listeners’ brains to catch up with their ears and digest the last point.

Another problem is that modern social patterns have popularized a bad habit known as “up-speak” or “up-talk,” which is where people sound like they’re always asking a question? At the ends of all their phrases and sentences? Even when they’re not? Which gets really annoying, you know?

The irony is that most people don’t realize when they do it – and it is just as prevalent in men as in women, and in Baby Boomers as in Millennials, contrary to popular belief. It doesn’t even sound like they are interested in what they’re saying… and if their own content doesn’t interest them first, why would it interest anyone else?

So if you are mentoring someone, formally or informally, start listening for some of these patterns. Neglecting to address these issues can undermine all the helpful and well-intended guidance you are otherwise offering.

And if you really want to challenge yourself, remember that taking steps to improve the effectiveness of your own leadership communication is mentoring by example.

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Do you have trouble determining which of these patterns or others are negatively influencing someone’s image or reputation? Are you unsure of how to talk to them about it, or how to help them improve? Or do you have other questions or feedback about this issue? If so, contact me at laura@vocalimpactproductions.com or click here to schedule a 20-minute focus call to discuss it with me personally!

 

 

 

 

 

 

 

 

 

Categories
Growth Human Resources Management Personal Development

Belle’s World – Personal Relationships

Original Prompt published on July 16, 2017 on Belle’s World.

Do your personal relationships affect your business success?

If you were to look at the world of business, many successful executives have business coaches. Business coaches focus on helping a leader become more charismatic, lead better, manage people or situations better and even become self-aware of themselves (a small list.)  I’ve had multiple business coaches, in my career and they have supported me in very specific situations. Over time they helped me manage my emotions, the process of dealing with the situation and making me a better business woman.  In all instances, they delved into my personal life, personality and way of thinking based on my experiences.

My first business coach spent more time on my personal life than on the business situation. I only had three sessions with my first business coach (Brandon) but our conversation Day 1 became a turning point for where I am today. Brandon was a year ahead of me in B-School and came back after he graduated to coach students still in the MBA program.  I started talking about my aspirations of becoming a Fortune 100 CMO one day.  On paper – I was on track – I had 4 years of marketing and branding experience at a Fortune 200 company and additionally, had 1.5 years with a top 10 global advertising agency.  However, within 10 minutes he started asking me about my life – my personal life. At the time, I was living with my, to be second husband and dealing with hiding it from my parents.  I was struggling with opening myself up to my parents about a large piece of my life and yet was living as the dutiful daughter completing her MBA and going on to bigger and better things.  Emotionally I was all over the place and my coach could see that in the first 10 minutes.  He started taking me down a path of helping me understand, that I was shouldering a lot of emotional responsibility for multiple people.  He described it to me as a 2 story burning house. I could only save one person at a time including myself.   My decision on who I saved wasn’t based on the fact that I did love or didn’t love the people in my life.  However, he was trying to show me that burning house was my constant, in my everyday life and at some point would burn me.  He gave me the example because my emotional dial was always burning and I wasn’t putting any emotional effort into what I wanted. If I wanted to be successful at business, I was going to have to learn to be honest, with those around me that I loved and additionally, with myself.  Over the next two sessions, I started making progress on mentally understanding the path I needed to take to get myself in a good place to be the business woman I wanted to be.  The self-awareness process took about 5 years including a second divorce, multiple promotions and eventually leaving the corporate world 3 years ago.  The business success of multiple promotions happened when I truly remember starting to own my personal emotional health and it opened myself to becoming a better employee and leader.  If you get a chance check out Brandon Smith who was my first business coach and made the biggest business impact on my life by focusing on my personal side.

My second business coach was given to me as a reward for dealing with a very intense personnel issue at work.  I was leading a project to get data and evidence that a leader in our organization had committed fraud with the company and additionally was not doing any work.  The individual and I had a good relationship because they didn’t like conflict.  However, I had to change my personality to be strong about the situation and collect the information and yet keep a civil attitude in the situation.  After the situation was taken care of, the company provided me a business coach, to groom me for the next level in my career. About halfway through our first meeting, my coach had somehow come to the topic of my second divorce, which had just happened, in the 6 months prior to this incident.  She realized there were still some lingering emotions and conflicts that I was dealing with personally that were not allowing me to take my current job to the next level.  Over the next six months we spent 50% of our time talking through and giving me homework on managing my emotional baggage and 50% of the time setting a specific goal for my role.  To be honest, I spent more time on working through my personal stuff which in turn helped me exceed my professional goal we had set.

Over the years, I have met very successful business people and when we meet, we don’t talk about business.  We talk about life – their families, their travels, their fears and other vulnerabilities that they don’t want to talk to others about.  With me, I show them that I value my personal world as much if not much more than my business world even though I am an ambitious business woman.  However, I give them stories on how each time I dealt with personal issues (whether relationships, money, love, family, health etc) that allowed me to take my business career up one level because of the lessons I learned from dealing with the issue, having honest conversations and processing the emotions that came out of it. The stories are based on a current issue that they are facing. Every time life throws a lemon, I try to make a stiff lemonade that will take me through an array of emotions and may not be the easiest thing to deal with (hence a stiff lemonade.)

So today, I work with business executives to understand their personal lives – the trials and tribulations they are going through.  Understanding what are the hidden fear or issues they are dealing with that they don’t want to speak to others about, for fear of looking like they don’t have it together.  I give them a safe space to unleash what’s in their mind by using me as a sounding board that gives no judgment but helps them become accountable for their thoughts and actions.  I take them out of their comfort zone for a while so they can dig deep into what they truly want and how they want to move forward in their lives.  All the self reflection and hyper awareness makes them cognizant of their actions and behavior in the business world allowing them to take themselves up a notch so they are not dealing with a burning house in the background but instead hearing the birds sing as they move forward.

So why do many executives roll their eyes when a life guide / coach comes to them to prioritize their personal life which in turn will make them better leaders / business person? 

 

Welcome to Belle’s world. Everything in this world is based on a bell curve. Our media concentrates on giving advice to make everyone be a part of the masses.

This is a weekly series of Urvi’s insights on her perception of the world. They say perception is reality and she lives in her own fantasy world. This allows her to delve into the human element of our lives, helping individuals decipher their own souls, to understand, who they are and what they want, in the journey of life.

Belle’s world explores the extremes and goes beyond the surface. Ready to read about some of the “elephants in the room?”

Contact urvi, for a free, 30 minute consultation, if you want to build your emotional wealth and enhance your life based on your inner core. #thehumanelement

Categories
Growth Human Resources Management Personal Development

Three Reasons Why Feedback Can Be Fearful

Have you ever had to tell someone something but you hesitated?  Perhaps they said something hurtful.  Perhaps they disappointed you in some way.  Instead of speaking up, you avoided the confrontation.  You second guessed your position.  You may have even made up excuses for the offender’s poor behavior.  Giving effective feedback can be quite difficult and if it’s avoided can cause even more damage.

For years I personally found it very difficult to give effective feedback to others.  In my first business partnership I experienced difficult situations.  My partner would often embarrass me in front of clients.  Or perhaps he would omit important information for me to do my job.  I was often caught being either confused or ineffective in front of clients.  I always found excuses not to give him feedback about these difficult situations because I was afraid.

Eventually the partnership had to be dissolved.  Over time, I came to realize that I contributed to the demise of our company because I lacked the ability and willingness to tell him the truth.  It was at that moment I decided to commit myself to giving necessary feedback without fear.  I created the process called Fearless Feedback.

There are three major reasons why feedback can be difficult in organizations.  First, our definitions are confusing.  Feedback can be misinterpreted as criticism.  People do not like to be criticized and most people are fearful of delivering criticism because it won’t be easily accepted.  It is interesting how 96% of people want feedback if they know it can improve their performance. (Folkman, 2014)  Furthermore, 92% agreed that negative information is effective if delivered properly. (Jack Zenger, 2014)

A useful distinction is needed.  Feedback is data for the purpose of learning and criticism is an opinion or judgment.  Unless we make this clear distinction confusion and resistance will be the result.

Second, many managers will avoid being seen as a judge of behavior out of fear of making things worse.  This explains why many of us hesitate to say anything. We don’t want to make things worse than they already are.  We fear damaging trust and relationships by speaking our truth and so we remain silent.  Many fear they will be seen as biased and their insights will be rejected.  This rejection can cause hurt to the giver not just the receiver.

Third, many managers were never taught how to give effective feedback.  This lack of knowledge damages confidence.  A lack of confidence not only damages the credibility of the information but it can also create fear of loss of credibility by the giver.  A loss of credibility is the greatest fear in the workplace. (Kathleen D. Ryan, 1998)

What if there was a way to change our mindset about feedback such that we welcomed it with open arms?  What if there was a way to deliver it without fear?  What if people expected it and felt obligated to both give it and receive it? The next two blogs will explain the details of the Fearless Feedback process including what it is and how to use it. Stay tuned.

 

 

Folkman, J. Z. (2014). Feedback-The-Powerful-Paradox. Retrieved December 26, 2016, from http://zengerfolkman.com/: http://zengerfolkman.com/wp-content/uploads/2013/03/ZF-Feedback-The-Powerful-Paradox.pdf

Jack Zenger, J. F. (2014, January 25). Your Employees Want the Negative Feedback You Hate to Give. Retrieved December 26, 2016, from https://hbr.org: https://hbr.org/2014/01/your-employees-want-the-negative-feedback-you-hate-to-give

Kathleen D. Ryan, D. K. (1998). Driving Fear Out of the Workplace. San Francisco: Jossey-Bass Inc.

Wally Hauck, PhD has a cure for the “deadly disease” known as the typical performance appraisal.  Wally holds a doctorate in organizational leadership from Warren National University, a Master of Business Administration in finance from Iona College, and a bachelor’s degree in philosophy from the University of Pennsylvania.   Wally is a Certified Speaking Professional or CSP.  Wally has a passion for helping leaders let go of the old and embrace new thinking to improve leadership skills, employee engagement, and performance.

Why Feedback can be Fearful

How to Know When to Give Feedback

Categories
Best Practices Growth Human Resources Management Personal Development

You May Not Be As Influential As You Think Are

Click here to watch You May Not Be As Influential As You Think You Are

Today’s fast-paced business environment requires leaders who can create influence others with sound communication practices.  In today’s world of emails and text messages, it’s easy to overlook the importance of face-to-face communication and the discipline required to be influential Monday to Monday®.

How you deliver determines whether or not others see you as credible, knowledgeable and trustworthy. Without doing this effectively, you inhibit your potential to: influence, increase profits and build a reputation you’re proud of Monday to Monday®.

Message take-aways

  • What influence is and what it is not.
  • What it means and takes to be influential Monday to Monday®
  • Sabotaging your influence without knowing it
  • What are the misperceptions of influence?

Categories
Growth Human Resources Leadership Skills

Belle’s World – Age

Original Prompt published on July 15, 2017 on Belle’s World.

Age is something we don’t really talk about. So my question is why?

As our cultural paradigms are shifting, individuals are redefining what age really means.  When people tell me, I look young or they mention an age much younger than my age, I used to feel frustrated. Today, I take it as a compliment and very proudly announce I am 40 years old and at the tail end of the X-Generation.

Why is it important for me to let someone know my age?  It’s important because if someone assumes I am much younger they are not giving me credit for the experience (professional and life) that I bring to the table.  I appreciate the world giving me the compliment of being youthful but I also want to be known for my knowledge and the impact I can make.

Each age brings something to the table and we should appreciate the individual, for their life journey and what they offer rather than having a bias on age.  It’s important for us to engage the benefits of being in a certain generation based on age.

Millennials were brought up with technology and are adept at learning to use them and make things efficient or easier through it.  They spend much of their time interacting with each other through their devices and have always had information overload since they were children.  Millennials worry about the generation coming after them, that have had technology in their hands since they were born.  Let’s utilize the Millennials ability to be comfortable with technology to teach other generations especially boomers how to make it useful in their lives.  They may not have as much life experience but they are the driving force of how we interact with technology going forward and how most businesses are transforming to engage with them as consumers.

The X – Generation created many of the technologies that were the forefront of our technology acceleration today.  They are the conduit between technology and the human element of still interacting with people to build relationships.  They have 20 – 30 years of business experience and are able to translate much of the technology paradigm shifts along with cultural paradigm shifts.  They are going through an awakening of understanding they have a much longer life span and are still not in the prime of their lives like they expected to be.  They are sandwiched between the Millennials and Boomers and are quietly trying to transform how we live, work and play while the media focuses on the outer generations.

Boomers have experience and have built relationships over many years.  They also are living longer and healthier lives.  Retirement as it once stood has been turned on its head and many boomers are continuing to work because they enjoy it and not necessarily because they need to.  They have been doing it for so many years that it’s become a part of who they are and it continues to motivate them to enjoy their life journey.  The Boomer generation didn’t grow up with the technology, but many of them are very open to learning it and have adopted it as part of their life.  It’s key to remember that adopting technology takes a mental shift and those Boomers who are adapting are critical to our changing lifestyles.  If we have an open mind that they are more than just “old” people we could be utilizing their experience and loyalty to help move us forward.

Lastly, the silent generation, who aren’t around much but those that are live their life and are proud of how far they have come and truly appreciate the people in their life.  If we all have something to learn, it is to understand what really matters in the long run. The one main idea they all resonate with are the experiences and people in their life matter today.  The work, the money, the success are all part of the journey but they are not what brings them to happiness today.

Be proud of your age / generation and what you bring to the table.  There are no rules anymore of what you should be doing or how you should look at your age.  Own this valuable piece of your life journey and let others know what you can do to make an impact on their organization or in life.

 

Welcome to Belle’s world. Everything in this world is based on a bell curve. Our media concentrates on giving advice to make everyone be a part of the masses.

This is a weekly series of Urvi’s insights on her perception of the world. They say perception is reality and she lives in her own fantasy world. This allows her to delve into the human element of our lives, helping individuals decipher their own souls, to understand, who they are and what they want, in the journey of life.

Belle’s world explores the extremes and goes beyond the surface. Ready to read about some of the “elephants in the room?”

 

Contact urvi, for a free, 30 minute consultation, if you want to build your emotional wealth and enhance your life based on your inner core. #thehumanelement

Categories
Growth Human Resources Leadership Personal Development

How to Know When to Give Feedback – Be a Supportive Reporter

Ever since Adobe, GE, Microsoft, Accenture, Deloitte, and SAP decided to radically change their performance management processes HR exerts have been touting the need for managers to give more frequent, less formal, and more useful feedback.  But how does an effective manager know when to give feedback?  Furthermore, do managers even know what to give the feedback about?  Putting aside how to give the feedback, let’s focus here solely on when the timing is right and the role of the feedback giver.  I suggest managers and leaders need to be “supportive reporters.”

In my experience, there are two clear situations that can trigger useful feedback.  The first is when integrity is broken.  The second when a process has too much variation.

Imagine you are a weather prognosticator (meteorologist).  You call for rain and it doesn’t rain.  Should your boss give you feedback?  Wouldn’t you already know that was a mistake?  Would your boss’s feedback help you to learn something new? If not, what’s the purpose?

Did you lie? Do meteorologists lie?  I know what you are thinking, do they exaggerate just to get ratings?  This seems to be especially true when a snow storm is forecast.  The reporting often seems a bit sensational and people scurry to the grocery store to empty shelves of water and milk.

If meteorologists don’t lie, then what was the root cause of the mistake?  Was it the computer models used to forecast?  Was it the data used to enter the models?  Maybe we don’t even know.  Obviously, the meteorological process has too much variation.

Again, there are two clear situations that can trigger useful feedback.  The first is when integrity is broken.  The second when a process has too much variation.

When people break their promises (agreements) they damage performance for themselves and for others. Any broken agreements require immediate feedback.  An agreement is like a promise.  It is a specific and time sensitive task where a predictable process is used to achieve it.

Delivering information completely and on-time can be considered an agreement.  Arriving on-time is an agreement.

In an organization (a system) people are interdependent.  If one person expects something from another, and they don’t get it, their performance will suffer.  If the meteorologist expected new data from an affiliate and did not receive it on-time, the quality of their prediction will suffer.  The affiliate broke an agreement.  The affiliate needs feedback to prevent that from happening again.

Anytime an agreement is broken, there is an immediate opportunity for feedback. The feedback discussion will focus on preventing that agreement (promise) from being broken in the future.  An apology from the offender might also be appropriate. The discussion will center around improving the process to keep the agreement next time.

This past Sunday I was supposed to be the lector at the Church. It was not in my schedule on my phone and so I showed up at the Church not expecting to be the lector. Somehow I made a mistake and mis-read the schedule.  I still don’t understand how that happened.  I just missed it. A friend of mine had to stand in for me at the last minute. I had no idea I made a mistake (broke my agreement from the perspective of the Priest and the lector coordinator) until she called me later that morning and told me I had broken my agreement.

She and I laughed about it. She was loving and caring and funny in her feedback. We laughed even though I was embarrassed.  I immediately checked the schedule (and my phone) again to be sure that wouldn’t happen again (my process).

We need to be sure employees are aware they broke an agreement and that you and others know they did it as well. Because it is so important employees understand and appreciate the need to keep their agreements, feedback in these situations is essential.  It’s important everyone self-manage their own agreements and the feedback encourages this skill.

Be a supportive reporter and a coach for integrity and help others if they need help.  My friend in Church was a supportive reporter.

The second reason to give feedback is when a process needs improvement.  This is a bit more complicated and usually requires the use of quality improvement tools.

When integrity is broken and when processes need fixing are the two triggers when feedback is needed.  Anything else might be interpreted as either micro-management, and or bullying.  Be a “supportive reporter” instead.

How-to-Know-When-Feedback-Video

Categories
Best Practices Growth Human Resources Management Personal Development

Eve of Disruption – Future of Work – People

Are you providing the environment and support for your employees to be ready for the changing environment of the Future of Work?

Last week, I wrote about the high level impacts and components that are impacting the future of work.  This week, we will explore your employees, that are following the path to have a stable work career but are being affected by the rapid change in the way we live, work and play.

Life expectancy is growing at a rapid rate with health and technological advances.  For the boomers and many in the X-generation, the path forward was having one career, in a specific function or company which was very linear.  However, the work environment and how individuals think have changed the trajectory of what a career looks like.  As a leader, you adapt to change through your own motivations and drive to sustain and move your company forward. This mindset is not shared by most of your employees or staff.  They are there for a stable JOB to support their families and lifestyles.  As a leader, as change happens and employees no longer have the skill(s) set to run your company, you displace them. The impact on these individuals is devastating, emotionally and financially.  These employees were taught to do good work and stay in one place to provide continuity for their companies and stability for themselves.

These employees have developed a loyalty to your company, as each year goes by.  They also get comfortable with the status quo and are probably the least adaptable to change.  Their engagement is high if you don’t make massive changes but they are also the biggest dissenters as they feel the pressure of their little world crumbling away.  However, leaders need to think about keeping them and engaging them as they move forward.  Loyalty is something you can’t buy through a paycheck.  It happens over time through years of working, in a company, that supports the employee’s motivations for working. Relationships solidify the loyalty through understanding the individual and stability over the years.  As we know, in today’s day and age, the younger generation does not stay in one company or job very long and they are in fact, guided to have multiple experiences, so they are well rounded.  The boomers and X-generations were always taught to be in one place otherwise you don’t have the ability to follow through and be a good worker.  So, they put their heads down and stuck around and in turn became complacent. However, many of them are still great workers but don’t have the motivation or understanding of how to change to keep up with the times.  They are soft wired in how they think and you have the ability to impact their mindset.

In high school and college, we had school counselors who helped us navigate our skill sets, likes and subjects.  We would take tests to understand what we were good at and what subjects we would need to take to have certain types of jobs.  This counselor was separate from the person in the main office that would deal with school issues, attendance, etc.  Their sole purpose was to help guide us as we took a step forward on our path (not all of them were good!)   As we adapt to the future of work, we need to look at the structure of our companies and make some drastic changes.  Now, everything to deal with an employee sits in HR.  However, HR has become a very process driven organization versus a human driven organization.  Due to the nature of laws, there are so many policies in place that everyone becomes a box and can’t bring their entire self to the organization. (This is a whole other topic for another day.)   There is no one in HR or a company, that truly works with individual employees to look at the future of their career in a company and helps them adapt.

Companies should be creating a new department with work counselors.  Their sole purpose is to work with employees as movement happens in the market and therefore inside the company.  The counselors work with individual employees to understand what skill sets they currently have and match them to future roles.  In the meantime, as new roles are being created these employees are trained by the company with the support of keeping their job if they can adapt, to their new stability.  This allows the loyal and experienced employee to continually be engaged with the company and not miss a beat.  This creates a deeper sense of purpose for the individual and provides the benefit of prior knowledge and a cost savings to the company.  Instead of spending the money looking externally for the skill set you build the skill set in house with the right employees that you can train to do new and different jobs based on their prior skill set and personality.  Employees want their employers to support this on their journey versus going about it alone. As business leaders, we know the change is coming and need to bring the human element to our employees.  Employees are beginning to understand their own paths and if a company can support them in their journey they will benefit.  Take advantage of loyalty, experience, cost savings and a powerhouse of knowledge right in your backyard to move your company forward as the future of work manifests for each of us.

What programs and processes do you have in place to help support navigating your employees to the future?

 

Eve of Disruption – A weekly series depicting what the future fabric of our society could look like and ideas that could propel your company forward. There is a changing paradigm in how we live, work and play. Are you and your organization moving with the times and adapting to the massive and rapid changes happening right now? The Eve of Disruption looks at ideas that could be 5 – 10 years in the future but most likely will happen in the blink of an eye.

Contact Urvi for a free 30 minute consultation to see how she could infuse the innovation mindset into your organization and help you move to the future.

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