Life is a Mirror

March 10, 2010

We are all familiar with individuals at work, who constantly complain about the attitudes of other people. These depressing people can be a cancer in any organization, because they consistently lower the morale of other individuals. Of course, the irony is that these people are observing negativity in others, but really, it is just a reflection of their own negative thoughts and actions. They go around spreading gloom about others, when in fact, they are the perpetrators of the problem more than the other people.

I think it is fascinating to observe this phenomenon, and then ponder whether I am sometimes guilty of the same problem myself. When I get fed up with other people being negative, is it really just a reflection of something going on within me subconsciously? In other words, how can I determine if I am blameless? In fact, I am just as guilty as anyone else of observing negativity in others. It makes an interesting conundrum that appears to have no solution.

My challenge to you is to pause before observing negativity in other people long enough to ask yourself the question of whether it may be originating with you. That takes a lot of maturity, because it really is a lot easier to just complain about others.

We all know certain individuals who are world-class negative thinkers regardless of who they are with. I am not referring to the one-of-a-kind rotten apple in the barrel that everyone knows comes up on the negative side of things. Rather, I’m talking about a more generalized malaise where individuals observe most other people in a negative light.

It might be a healthy attitude when observing several people being negative to mentally say something like “I must be putting out a lot of negative energy today, because that’s what I observe coming at me from others. Let me test the validity of that by putting on a more cheerful demeanor and see if it has a positive impact on the current environment.” Who knows, you just might enjoy the benefit of seeing a lot more love and affection coming into your day.

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Keeping People In the Loop

March 4, 2010

If you go into any organization and do a survey about what leaders are doing well and poorly, the vast majority of groups will put “communication” at the top of the list of things to improve. This is true even though most leaders are nearly consumed trying to keep people in the loop on a daily basis. Why is there such a disconnect between needs and performance?

There are numerous reasons for the gap. First, the magnitude of information that needs to be shared is growing exponentially. With the global markets and worldwide scope of most operations, the complexity is dozens of times more daunting than it was just a decade ago. The ubiquitous access to all kinds of information and misinformation on the internet means that leaders need to unscramble a plate of informational spaghetti on a daily basis. What used to be cells of gossip and rumors quickly becomes a rats nest of damage control when a horde of titillated bloggers or twitterers swings into action.

Corporate communications can no longer be a matter of having a quarterly Town Hall Meeting. Information needs to be disseminated on a continuous basis, and misinformation needs to be beaten down almost hourly. Is it any wonder key executives get bogged down and withdraw to let the “communications officer” handle the mess. Yet when a CEO unplugs from the communication process, this is how people get the idea he is hiding something or he just does not care about telling them the truth. That creates a significant trust problem.

Whew, is there an antidote to this malaise? I think there is. It is a simple remedy that has been known for centuries. It is called “walking the deck,” or if you are a politician, “pressing the flesh.” The trick is for top executives not only to practice the art of interfacing with people, they need to insist that all middle and lower managers do the same thing. This is particularly true when times are tough.

If there is a crisis or emergency, most managers and leaders like to retreat to the safety of their office and communicate electronically. Unfortunately, spewing out long explanations of current realities may seem like progress, but consider how many of the people are reading or understanding these tomes. My advice to leaders is to at least double their shop floor time when times are tough.

If top leaders insist on a culture of talking with workers directly often and insist that all managers in the chain do this routinely then the crushing load of communication can become more manageable. The side benefit is that the workers will not be besieged with a flood of electronic drivel to digest daily.

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Visualizing the Ratchet Effect

February 17, 2010

Trust is similar to a bank account. Between two people, there is a current “balance” of trust that is the result of all their transactions to date. When there is interaction (whether online, in a meeting, or with body language) there is a transaction—either a deposit (increasing trust) or a withdrawal (reducing trust). The magnitude of the transaction is determined by its nature.

It is easy for a leader to make small deposits in the trust account with people. Treating people with respect and being fair are two examples of trust builders. While making small deposits is easy, making a large deposit is hard. As a leader, nothing I say can make a large deposit in trust. It has to be something I do, and it often requires an unusual circumstance, like landing a plane safely in the Hudson River.

Under most circumstances, the trust balance with people is the result of numerous small deposits (like the clicks of a ratchet) made over an extended period. On the withdrawal side, with one slip of the tongue, an ill-advised e-mail, or a wrong facial expression, a leader can make a huge withdrawal. Because of the ratchet effect, a small withdrawal can become big because the pawl is no longer engaged in the ratchet. It can spin backward to zero quickly.

Here is an example of the ratchet effect in a typical conversation: “You know, I have always trusted George. I have worked for him for 15 years, and he has always been straight with me. I have always felt he was on my side when the chips were down, but after what he said in the meeting yesterday, I will never trust him again.” All trust was lost in a single action (and it will take a long time before any new deposits can be made). The trust account went from a positive to a negative balance in a single sentence.

It would be powerful if we could prevent the ratchet from losing all of its progress by reinserting the pawl back into the ratchet during a serious withdrawal so that it only slips one or two teeth. Reinforcing candor inserts the pawl and provides a magic power that has unparalleled ability to build trust. When leaders reinforce people who make candid remarks when they see disconnects between stated intents and daily actions, it goes a long way toward reducing fear and building trust.

All leaders make trust withdrawals. Most people don’t feel safe enough to let the leader know when they have been zapped, and so trust plummets. It may even go to zero or a negative balance before it can be corrected (over much time and incredible effort). Contrast this with a scenario where the individual knows it is safe to let the leader know he or she has made a trust withdrawal. The individual may say, “I don’t think you realize how people interpreted your remarks. They are mad at you.” If this candor is rewarded by the leader, he might say, “I blew it this time, Bill. Thanks for leveling with me.” Such an exchange stops the withdrawal in the mind of the employee, and enables the leader to stop the withdrawal for the population. Here is a fascinating part of the equation. It makes little difference if the leader reverses his or her stance on the issue at hand. All that needs to be done is for the leader make the person feel glad he or she brought up the issue.

As a leader, you try to do the right thing (from your perspective) daily. If an employee asks why you are doing something, you tend to become defensive and push back, which becomes a withdrawal. Reinforcing candor requires you to suppress your ego, recognize the trigger point, and modify your behavior to create the desired reaction. This is difficult to do because you usually justify and defend your action.

It takes great restraint and maturity to listen to the input and not clobber the other person. The more you practice, the easier this gets. You can quickly build a culture of trust and multiply the benefits threefold by focusing on your behavior. Once you learn to reinforce candor rather than punish it, something magical happens: you gain greater power to build trust.

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Joke or No Joke

February 12, 2010

When people say things in jest, there is usually an element of truth in them. Jokes are often just distortions of reality; that is what makes them humorous. The problem occurs when we make a joke where the punch line puts down another person. This is so common you probably witness it a dozen times a day or more, and it hardly registers because it is ubiquitous. If you are listening for it, you will hear it often.

Unfortunately, when the joke is documented in online exchanges, there isn’t the opportunity for the writer to let the other person know through body language that the barb is totally in jest. Actually, even in person there is usually a part of the barb that is for real. Online, the danger is magnified for two reasons, 1) the person cannot see the facial expression and emoticons often are misinterpreted as well, and 2) e-mails are permanent, so the person can read and re-read the joke. It becomes more menacing with each iteration.

The antidote for this common problem is to establish five behavioral norms in your work group as follows:

  1.  We will not make jokes in any forum at another person’s expense.
  2.  We will praise in public or online but offer constructive criticism face to face in private.
  3.  When there is a disconnect in communication, we will always assume the best intent and check it out.
  4.  If something in an e-mail seems upsetting, it is up to the person who is upset to meet face to face with the other person as soon as possible.
  5.  We will call each other out politely if we see violations of these rules.

These five rules are not difficult, but it does take some training and resolve to get all people in a population to comply with them. It helps to get firm agreement among the entire group and to post the rules in the team meeting area. If you can get people to actually follow the five rules above, it will change the entire complexion of the work group. This is not rocket science; it is much more important than rocket science.

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Trust & Transparency The New Corporate Currency

February 2, 2010

In just a few years, Trust and Transparency have moved from an also-ran position in the line up of the things that are important to US Corporate reputation to the number one and number two slots. This represents an unprecedented recent shift in the perceived importance of trust and transparency in organizations. Let’s take a peek at some data.

In 2006, the top three items mentioned by respondents to the Edelman Trust Barometer Survey were:

1) Quality products and services 53%, 

2) Attentiveness to customer needs 47%, and

3) Strong financial performance 42%.  

By the 2010 survey, The top three items were:

1)  Transparent and honest practices 83%,

2) Company I can Trust 83%, and

3) High Quality products or services 79%. 

The astonishing thing is that financial returns dropped from number three on the list to number 10 in just 4 years.  Note that “Financial Returns” in 2010 were still important coming in at 45% versus 42% in 2006. It is just that Trust and Transparency showed up as being far more important – nearly twice as important as financial returns in terms of what is important for a company’s reputation. Put another way, without Trust and Transparency, good financial returns are not going to be sustainable.

For the past decade Richard Edelman and his team have surveyed people around the world. They interview about 5000 people a year. These are college educated professionals from 25 to 65 years old in the top quartile of income and who are savvy about domestic and world events. The data are then analyzed for trends and reported with detailed analysis. The study is about the things that are driving trust in all major countries. The focus of the survey is on three main sectors, Business, Government, and NGOs (Non-Government Organizations).

For the business sector in the United States, these data ring out a signal that is loud and clear. Edelman put it this way:  “Trust, absolutely, is now a product for companies to pursue and pursue avidly. Why? Because it enables company performance and stock price to prosper. We see an interlinking of share price and trust.”  He notes a dramatic correlation between his Trust Barometer and the S&P 500 index over the past several years.

If your company is not measuring the level of trust and actively managing it, you are not focusing on the right things. Seek, through education, to understand these variables and how to obtain and maintain high trust in your organization. It is extremely powerful.      

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Cross Training – The Miracle Cure?

January 29, 2010

Don’t you love the advertisements that promise to cure all your problems just by taking a pill? They try to convince you that all ailments are related, and for only $19. 95 plus S&H you can have a full month supply of the cure – “But wait! If you order within the next 20 minutes, we’ll double your order; just pay separate S&H.” It is amazing that there are people who actually believe this drivel.

For organizational ailments, I believe there is a potion that really does attack many issues at the same time, and you can actually get a double dose for a very low price with no S&H (and the offer does not expire in 20 minutes). The tonic I am referring to is cross training. Let’s look at some of the reasons why this is such powerful medicine.

Link Between Training and Satisfaction

Several studies over the past 50 years have established a strong link between training and satisfaction. Organizations that continuously train their people have higher motivated employees and less absenteeism. If you look at the organizations in the Top 100 companies to work for in the United States, you will see that every one of them has a strong training program in place for employees.

Improved Bench Strength

It is not rocket science to discover the benefits of having people cross trained on each other’s job. Every time an employee is out for an illness or vacation, it is a simple matter of moving people around to cover the lost function. Having several back ups for each position generates the flexibility to operate efficiently in today’s frenetic environment. In sports, we know that a team with great bench strength has an easier time winning than one with monolithic superstars.

Better Teamwork

When people train others on their function, a kind of personal bond is struck that is intangible but powerful. It is really a large teambuilding effort to install a cross training program in a company. People actually enjoy it and rightfully feel the additional skills have something to do with job security. Interestingly in organizations that do not cross train, many people are protective of their knowledge thinking that being the only one who knows procedures makes them indispensable. Actually the reverse is true because when large numbers of people feel that way, there is high tension and the organization fails when someone is out. Jobs are not very secure in organizations like that.

Reduction in Turn Over

An organization that focuses on cross training suffers less from employee churn. Why? Because people have more variety of work and higher self esteem. They have more fun at work and tend to stay with the organization. Also, the opportunities to learn new things adds to the equation. Basically, people operate at higher levels on Maslow’s pyramid in organizations that cross train.

Leads to Higher Trust

Trust is directly related to how people feel about their development. In organizations were people have a solid training program for the future, people know management cares about them as individuals. The discussions to develop the plan are trust-building events because the topic is how the individual can improve his or her lot in life. That is refreshing and bodes well for the future.

Not Expensive

Of all the medications an organization can take for their problems, cross training is one of the least expensive. Reason: Training can be inserted during the little slack periods within an operating day or week. Training keeps people occupied in growth activities when there is nothing much else to do. So, the real cost to the organization is much lower than it appears on the surface. When compared to the benefits, the ROI is fantastic.

Keeps the Saw Sharp

We all know the best way to learn something is to teach it to someone else. This is because in order to explain what you are doing, you have to understand it very well. A cross training policy forces incumbent workers to have their job processes well documented and easy to communicate. Also, in the process of training someone else, there is the opportunity for the trainee to suggest better ways of approaching a task, so the process is being honed and refined all the time. That is healthy because it prevents stagnation.

If your organization does not have an active and specific cross training process, get one started today. It has so many upsides and really no significant downside. If you have a program, ask yourself if it is fresh and vital. Are you milking this technique well or giving it lip service? If the latter is true, you have a lot to gain be revitalizing your process.

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10 Tips to Manage Your “Stop Doing” List

January 27, 2010

I am sure you have a “To Do” list from time to time. Some people have a list of must do items every day. It is a great method of remaining focused on the highest priority activities. It is rare to run into someone with a “Stop Doing” list. This is a paradigm that you can break if you put some effort into it. I think having a “Stop Doing” list in parallel with the “To Do” variety is extremely helpful. Here are some benefits:

Numbers Game

Most executives are in a perpetual state of overload. That is because in the pressure cooker of day to day activities, more items come onto the plate than can possibly be accomplished. If you doubt that, just take a look at your e-mail inbox. In every meeting there are new action items to be accomplished and precious little time to do them. It is a habitual problem that leads to burnout and even death due to stress. Executives watch the incoming activities closely trying to manage the load. The common refrain is “I have no time to deal with that now.” They often forget to cull out the non-essential things that take up their time. Anything taken off the plate is a reason to celebrate.

Modeling Prioritization

Executives who focus on stopping things show subordinates that time utilization needs to be managed from both ends. Leaders are used to making tough decisions with budgets and other resources, but they sometimes fail to see how their most precious resource (their own time) is being squandered. Those who manage time actively and vocally send a clear message to the entire organization that seconds really do count.

10 Tips to manage your “Stop Doing” List

1. Keep track of what you are doing. If you have a mechanism to actually see how your time is being spent, you can manage it better. I like to think of colors. When I am doing “green” things, it means I am using my time wisely. “Yellow” things have marginal value, and “red” items are really wasting my precious time. Just keep looking for the color. It can be a kind of game as you sit in a meeting and watch the air turn from green to red before your eyes.
2. Delegate more! This has a dual benefit because often people are eager to help out if only given the chance. There is always some risk when delegating, but the benefits far outweigh the risks. Learn the skill of good delegation and press yourself to apply it more than you currently do.
3. Finish things. Don’t dabble in work. Be crisp with completing assignments so your inbox is clear for new items. When something is completed, celebrate for a second because you now have that off the plate.
4. Spend some brainstorming time with your inner circle cleaning house of useless activities.
5. Create a “Sacred Cow Pasture.” This is a visual board where you post paradigms that have been broken where you no longer have to do what used to take up your time. It is refreshing to fill up a “Sacred Cow Pasture.” Everybody benefits! For example it takes courage to admit we no longer need the quality report because our systems have reached a higher standard. How about doing away with the “cost” meeting and substitute an efficient dashboard? The possibilities are endless.
6. Challenge everything. Try a zero based approach to your day where you come in as if you were a new employee. Ask “why am I doing this and what could be done to eliminate the need for it.”
7. Handle your time like a budget. Think of your task list as a fixed number of things – like say 50 things. In order to make room for a new activity, you must take at least one old activity off your prior list.
8. Reward people who bring up ideas for your “Stop Doing” list. If you reinforce this behavior, you not only help yourself, you help the entire organization because everyone will get the bug to eliminate marginal activities.
9. Go on a “Safari” to hunt down and kill at least 3 unnecessary activities. It can be a fun activity once you get into it.
10. Go away! If you are not there to do things, they will get done just fine most of the time. Go out and visit some customers or attend a seminar for your own development. While you are away, have an administrative person keep track of the things that you would have done if you were there. These are all items you can challenge in the future.

Your “Stop Doing” list is as important as your “To Do” list. Don’t neglect it.

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E-Mail Resolution

January 1, 2010

The most significant problem with e-mail in every organization I have ever seen is the sheer volume of notes. So many people find it impossible to keep up with the tidal wave of communication coming at them every day. It is a major source of stress, and it hampers good communication because when people are submerged in notes, they do not read the important ones.

I have worked in numerous organizations helping leaders improve their e-mail habits, which also improves the performance of their entire organization. It is possible to reduce the volume of e-mails in an organization by more then 30% with only 4 hours of training. I know this because I have done it several times. All that is needed is for the group to focus on the issues of e-mail problems they have and create a set of ground rules for their group.

The interesting thing is that the ground rules are really very simple, and most of us would say they are common knowledge. Unfortunately in most organizations they are not common practice, so by creating a set of specific rules that are to be used the majority of the time (and there can be rare exceptions) this easily cuts the volume by at least 30% right off the bat.

I recommend that groups create their own set of rules rather than handing them as set of rules made by me. Reason: When the group figures out how to word a concept and agrees to follow it as a rule, it has much more power than any list I could provide. But, for illustration, here are just a few rules that will cut the volume down quickly. You might adopt these rules or make some of your own up.

• Do not participate in any jokes or cartoons at work. Simply do not forward any of these.

• Never use the “reply all” function unless it is absolutely necessary.

• Do not use a standard distribution list unless it is required by the note.

• If a note requires an answer, put a flag in the subject to that effect.

• Keep all notes to less than one page length.

• Use attachments sparingly.

• Spell out action items clearly – who does what by when.

• Use bullets for lists of items more than three in length.

There are many more possible rules. I recommend any organization brainstorm the possibilities and select 10 or so to use. If you do this, you will be amazed at the productivity improvement that is immediately returned to the organization. I know this because I have been able to help groups do it with only a half day of training. It really does work, and people really love it.

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Leaders: To socialize or Not

December 30, 2009

I am often asked by students if it is a good or bad idea for a leader to socialize with subordinates outside of work. There are a lot of tradeoffs, and this is a complex question. I break down the variables in this article.

It is often a quandary for leaders to know whether to socialize with workers at after work events. Here are some tips that may help the decision process:

1. It is always situational. There are times where it is expected for a leader to participate and there are other situations where it would be dead wrong for a leader to socialize. You need to use good judgment and follow some consistent pattern.
2. If you have a corporate policy on this subject, you need to follow that. Often the corporate ban on socializing has an escape clause for certain types of events.
3. The most important consideration is whether the employees and you are all comfortable with your attendance. If several people (including you) have some reservations, it is better to take a rain check.
4. If you decide to attend certain types of functions, like for example birthday parties offsite, you need to do the same for everyone when schedules permit. If you attend the party for one person but not another, you will appear to be playing favorites.
5. It would be a good idea to have an open discussion at work about this subject to get an idea how most people feel about it before establishing your pattern.
6. If alcohol is involved, you need to especially wary of accepting drinks. I remember one supervisor who became totally drunk at an event because the underlings kept buying him cocktails. It was a very bad scene.
7. Unless you have a very friendly group, it is best to avoid any activity that involves physical contact, like dancing for instance. You can quickly get into a compromised position quite innocently.
8. Take notice of the habits of other leaders in your organization that you respect. If they refrain from attending social events, then you want to be especially conservative.
9. Try to avoid parties that start out in public restaurants but migrate to one person’s house.
10. Do not participate in any kind of gambling when out with employees.
11. Do not volunteer to take intoxicated employees home. Get them a Taxi cab.

Those are some general precepts that may help you think about the issue more deeply. Here are a few suggestions of how to limit your risk.

1. Consider making a brief appearance near the start of the event, but not participate in the entire thing. This allows you to show respect for everyone, but avoids a lot of jeopardy. Watch the body language carefully to see if people are offended at your leaving early. If so, stay longer, but leave as soon as you reasonably can.
2. The best place to put limits on your outside socializing is when you are at work. Show by your body language and hesitation if you think you might be getting into a compromising situation.
3. Remember even though you are “off duty,” your relationships with the people who work for you is still very much “on duty.”
4. Whenever there is a doubt, always take the most conservative posture.

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Interesting Leadership Assessment – “In Vs. Out” Ratio

December 27, 2009

Know your “In Vs. Out Ratio”

Are people striving to get into your organization or are they trying to find ways to get out? It is pretty easy to assess if people want to get in because you will have a long line of individuals contacting you to ask in what way they can join your group. Some people are very persistent, and it is a good sign when highly talented people ask you to keep looking for a spot for them.

The second measure is harder to assess because when people want to get out of your organization, it is not always obvious. The telltale sign is if individuals are “looking for other opportunities.” Usually a leader does not know what percentage of his or her population is trying to find alternate employment. That is because if lots of people want out, there is likely very little trust in the organization.

With low trust, people will hide the fact they are looking for a different job out of self protection. The best time to find a job is when you already have a job, so people can go years while looking around to find a better position. Likewise in an environment of low trust you might be afraid for your employment if your boss knew you were looking elsewhere.

It is obvious that when people are looking elsewhere, they are not giving 100% of their best to the current organization. If there are several people in this situation it can really sap productivity and morale.

So the yin and yang for a leader is that if trust is high, people will generally be wanting in and that information will be rather transparent due to the long line. If trust is low, the number of people wanting out is a hidden number.

My bottom line for all leaders is to ask if they know the ratio of people wanting to get in versus out. If they have a good idea, then they are good leaders. If they have no clue, it reflects poorly on the quality of their leadership. It is a simple and remarkably accurate barometer.

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