Successful Supervisor 56 – Reducing Turnover

December 9, 2017

In any organization, voluntary turnover is a kind of waste that needs to be held to an absolute minimum. This is true for all levels in an organization and can be particularly important for supervisors.

Reducing employee turnover is not rocket science; however, many companies struggle with very high turnover year after year.

The common denominator of high turnover in organizations comes back to leadership issues. The old saying that “People do not leave organizations, they leave their supervisor” is generally accurate.

If you study the best companies to work for worldwide, you will discover they have a much lower turnover rate than the average numbers.

I believe having the kind of culture where employees are locked in with no desire to leave for any reason is a sustainable competitive advantage. It is easy to achieve if you follow the 10 rules listed below.

10 Low Cost Ways a Supervisor Can Drastically Reduce Turnover

1. Develop People – Organizations that focus on employee development enjoy higher employee satisfaction, which leads to lower turnover.

If each employee has a concrete development plan that is reviewed at least annually and contains a variety of growth opportunities, the employee will have little reason to look for greener pastures elsewhere.

2. Recognize Good Performance – Reinforcing people for doing good work lets them know they are appreciated. Tangible and intangible rewards are a great way to show appreciation for workers who excel.

This improves morale if done well. However, understand that reinforcement can be a minefield if it is not handled properly. Make sure employees receive sincere appreciation by supervision on a continuing basis.

3. Build Trust – By extending trust to employees, supervisors demonstrate their willingness to support them. This pays off in terms of higher trust on the part of employees toward the organization.

There is a whole science on how to build trust. By creating a safe environment, more trust in an organization will lead to lower turnover.

4. Reduce Boredom – Employees who are underutilized, tend to get bored and restless. If there is a vacuum of activity, people often get into mischief.

It is important for supervisors to craft job duties and responsibilities such that people are actively engaged in the work every day.

5. Communicate More – In nearly every survey on employee satisfaction, the issue of communication surfaces as either the number one or number two complaint.

Communication needs to be ubiquitous and consistent. It is not enough to have a monthly shift news letter or an occasional town hall meeting.

Communication needs to take many different forms and be a constant priority for the supervisor.

6. Cross Train – Employees, who have been trained on several different jobs recognize they are of higher value to the organization and tend to be less inclined to leave.

Along with the pleasure of having more variety of work, employees appreciate the ability to take on additional skills. Having good bench strength allows the organization to function well, even during times of high vacation or illness.

7. Don’t Overtax – During lean economic times, companies have a need to stretch resources as much as possible. Many organizations exceed the elastic limit of what employees can be expected to maintain long term. This leads to burnout and people leaving for health reasons or just plain quitting in disgust over the abuse.

It is important for supervisors to assess carefully how far resources can be stretched, because going beyond the elastic limit guarantees a high level of employee turnover.

I believe this rule is habitually violated in many organizations, and they pay for it big time. Stretching people too far is a false economy.

8. Keep It Light – When managers apply constant pressure to squeeze out the last drop of productivity, they often go over the line, and it becomes counter productive.

If leaders grind people down to a stump with constant pressure for perfection and ever higher productivity, the quality of work life suffers. Employees can tolerate a certain amount of this for some time, but eventually they will break down.

It is smart to set aggressive goals, but very important to have employees believe the stretch goals are attainable.

One good way to provide this assurance is to have the employees themselves participate in setting the goals.

The best companies find ways to work in a little fun somewhere, even (and especially) in high pressure situations.

9. Feedback Performance – there needs to be a constant flow of information on how all employees are doing in each area. People who are kept in the dark about their performance become disillusioned and cranky.

The simple kindness of letting people know how they are doing on a daily or weekly basis pays off in terms of lower turnover.

10. Train Group Leaders – All levels of supervision need to be highly proficient at creating an environment where the culture is upbeat, positive, and has high trust. This does not happen by accident, or simply by desire. It takes work and lots of emphasis by the supervisor.

These are 10 ways in which supervisors can lower the level of turnover in their organization. The magic here is not any new discovery; but the consistent application of these principles will make a huge difference in any organization.

The good news is that the items mentioned above are not very expensive. They are all common sense. Too bad they are often not common practice.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Successful Supervisor 55 – Your Give Back Ratio

December 2, 2017

All of us receive blessings and good things in our life. We also find ways to give back to others. This article is about making a conscious choice about your give back ratio.

What is “Giving Back”? 

Many people see giving back as contributing to the church, United Way, or some other specific charity. Monetary contributions are just one way to give back to society.  I will outline some other ways that you will recognize.  The challenge is to add up all the ways you are giving back and decide for yourself if is the right ratio for you. 

  1. Volunteering your time

We all have done some service to others in the form of donated time. How do you put a value on that sacrifice? Clearly you could calculate the hourly wage that your employer pays and multiply it by the number of hours you donate to others.  I think that is a little simplistic.

What you need to do is forget about the monetary value of your time but add up the, percentage of how much time you are actually donating to help other people.  It does not need to be an organization, such as the Red Cross. You might be helping to educate youth in a Big Brother Program or serve hot meals to homeless people.

The list of potential ways to donate time is nearly infinite, and you can often lose track of just how much time you are donating.  My advice is to be alert to the level of contributions you make on an annual basis and decide for yourself if you are giving back enough of your time.

  1. Contributing your talent  

When you agree to help an organization work toward the betterment of the community or mankind with no remuneration, you are donating your precious talent for a good cause. It might be as a Scout Leader, or it could be helping with a fund raising campaign.  Whenever you are using your mind to help further the cause of an organization, that is a contribution of your unique and special talent.

Feel good about these contributions and know that they are making a difference in the world.

  1. Helping Others 

Contributions here include visiting sick people or helping in a rehab facility. They also include helping friends and family members manage their way through their own minefields. As you coach others to improve their lot in life or survive a tragedy, you are really giving of yourself with no thought of what you will be getting back in return.

The universe has ways of keeping track of these altruistic activities, and you gain in your personal esteem by engaging in them.

  1. Giving of your treasure

There must be a billion ways to contribute cash to help out efforts all over the world. You may be contributing to save starving children or even animals. You may be giving to your alma matter so that future students can benefit from the education you enjoyed. You may be setting up a trust to help your family members after you are gone.

There seems to be no end to the number of requests to contribute money. The one irony is that when you give to some charities, somehow others find out about it and your phone rings a lot more along with a lot more letters to appeal for your money. You need to establish some kind of formula for how you are going to deal with all of these requests so that you feel good about your giving pattern but are not bled dry.

Putting it all together 

I am not suggesting any particular level of giving to others is the correct one. I am asking you to take a look at your giving pattern from time to time and ask yourself if it is the right level for you. For me, when I did the exercise I found myself dissatisfied, so I made an increase in my pattern of giving back, and now I feel that my level is more appropriate. That review will now become a part of my annual “renewal” process where I examine my life so far and plot my plan for the next year.  I think that is a healthy exercise.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on www.leadergrow.com/articles/supervision or on this blog.  

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.  For more information, or to bring Bob in to speak at your next event, contact him at www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763

 

 


Successful Supervisor 54 – Plotting Your Future

November 26, 2017

Regardless of current position, every professional owns his or her future. Some people leave it up to fate or “the breaks” to figure out their pathway in life. That tendency is evident in all occupations, including supervisors.

In this article, I will explore why only a few supervisors take command of their forward path and offer some ideas that may be helpful at changing the pattern for those supervisors who want to move up.

Sometimes the role of Supervisor is a terminal role

One typical pathway to arrive in a position of supervisor is up from the ranks. This person has a great deal of process knowledge and has demonstrated dedication to the organization over a long period of time.

In addition, this individual has displayed some form of natural leadership characteristics. People within the crews seem to listen to what this person says and usually do what is suggested. This individual will often perform as a backfill for another supervisor who is out.

When conditions call for someone to be elevated to the supervisor position due to a retirement or termination, this individual is the natural and easy choice for the job.

Without a professional degree, she is not likely to be elevated into levels above supervisor and may not even want to move up further. She might be content to lead crews at the operational level.

In other cases, a person is brought into the organization with a professional degree with the understanding that gaining knowledge and seasoning as a leader will lead to higher positions in the organization. Sometimes these professionals can stay in a supervisory role for many years before moving on.

Let’s examine some situations where a worthy person might languish in the first line supervisor position far longer than necessary and why they do not take more control of their path forward. I will suggest some antidotes.

1. Becoming a Forgotten Soul

People who operate at the shop floor level daily tend to get caught up in the activities that are necessary to run the operation well. They become preoccupied with things like attendance issues or the struggle to have all people follow the stated rules (such as length of breaks).

As they work to survive on a daily basis and put off seeking longer term goals, their exposure at the higher levels is less, and they may be taken for granted or forgotten by higher management.

Often the performance goal line for supervisors can be moved from year to year. If a supervisor performs well during the current year, then the goals for next year may be increased in a never ending cycle of continuous improvement and higher expectations.

In that environment it is hard to step back and plot a pathway to a better existence, so some supervisors remain in the position longer than they really want to.

If you are in this position, the antidote is to put a priority on your long term goals and take the time to figure out where you wish to go next in your career.

This planning should include your supervisor and some concrete positive steps to take in the direction so you are ready to move up when a slot opens up. Try to include one or two development courses a year that will prepare you to advance.

2. Getting too embroiled in the turmoil

The role of supervisor is extremely challenging, even in the best organizations. Hourly people test the supervisor’s ability to maintain control on a daily basis.

It is important to establish a pleasant work environment where the workers are both empowered and engaged in the job, but inevitably the supervisor needs to play the role of enforcer in order to maintain control.

This tension between the ideal state and reality creates a kind of turmoil where the supervisor is compelled to be unpopular at times. In fact, it is a mistake to have an objective to be popular all of the time. It means the supervisor is weak and lets the employees abuse the rules to make life easier.

On the flip side, some supervisors revert to a command and control atmosphere where the workers will find ways to subvert the rules in ways that cannot easily be detected.

Some workers will become openly hostile when the supervisor tries to gain control of their behaviors. She will often spend inordinate amounts of time trying to deal with a few troublemakers while the more docile workers watch with amusement.

If you can relate to these symptoms, the antidote is to be both hard and soft at the same time. Show people you care about them personally, but stress that the organization requires that people follow the rules, and that you intend to have that happen.

In the crucible of trying to make the best decisions today, it is easy to lose sight of the longer term objective instead of continually seeking to leverage a positive reputation for performance into a pathway to the future. The cure is to keep the future in mind while striving to make excellent decisions today.

3. Getting a bad reputation

The role of a supervisor is like a juggling contest trying to balance all the needs of the people who report to her while simultaneously turning in impressive performance numbers.

Many supervisors fail to get the right balance and either appear to lose control or have sabotage crop up. Upper management sees only the result of the chaos and may not be sympathetic to the daily plight of the supervisor.

The antidote here is to manage your reputation with upper management. That is a tall order because of the balancing act previously mentioned. Since your reputation is mostly what people say about you when you are not present, it is necessary to be an expert at reading body language.

You can often learn more by watching your superiors than by what they tell you. Learn to be alert to signals that something has soured your reputation and find out what it is. Often the damage can be mitigated if you are aware of it.

4. Operating outside of the Supervisor’s control

There are a number of situations where the path to higher positions appears to be blocked, at least temporarily. Sometimes there is not much a supervisor can do but continue to shine in her role and be patient.

The politics of moving up in the organization can include things that are not easily understood, such as diversity issues or other forces that can impact organizational choices.

5. Failing to plan

Every person should have a plan for his or her life. I believe in setting aside a day each year to assess where I am and plot my own future. This simple practice has made a huge difference in my life, and it will do the same for anyone who expends the energy to do it.

The magic lies in setting aside the time to actually do the exercise. If you want to see a template for how it works for me, here is the URL for my Renewal Article  https://thetrustambassador.com/2010/12/29/renewal/.

No matter your situation, take the time to invest in your own future and do not be content to just do your best in your current role. We all need to grow and become more valuable to our organization. That is a formula for getting ahead in life.

Bottom line: Focus on the Next Step

The point of this article is to encourage supervisors to not get so focused on surviving the vicissitudes of current business that you neglect your path forward. Use the ideas above to keep an eye on your future every day. Do everything with a purpose to enhance your path toward your next step in your career.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Successful Supervisor Part 53 – Getting Management Buy-in

November 18, 2017

In this article I will discuss one of the most vexing problems facing professionals of all kinds, including supervisors. Supervisors are often faced with the dilemma of getting full buy-in for an initiative that they know will advance the organization.

A typical complaint might sound like this, “I know bringing in this training would pay huge dividends for my operation, but I cannot get their attention long enough to make my case. If I turn up the volume, then I am accused of getting emotional, which lowers my chance of getting what is obviously needed.”

Let’s explore the root causes of this problem and suggest some potential antidotes. Note: this problem is so pervasive that fully resolving it may not be possible.

Why isn’t Top Management Listening to Your Ideas?

There are likely numerous answers to your question. Let me suggest a few of the more common causes of managers failing to get behind initiatives that are proposed at lower levels.

1. Isolation and Preoccupation

Many top managers work in a kind of bubble where they interface with the managers who report directly to them but have a lot less contact with people lower in the organization.

Their days, and nights, are full of thought patterns relative to how they can keep the ship moving in the right direction, so they appear to be very preoccupied with details and hard to reach for different ideas.

When they are at work, every minute in every meeting is often spoken for. A new initiative might feel threatening to them as if it might cause some distraction from their primary agenda. Trying to get a new idea or initiative on the agenda, no matter how brilliantly conceived, will require some creative thinking.

One tip that can help is to always focus in on the benefits that will accrue from your idea before describing the steps that need to be accomplished. If your idea will reduce an organizational problem, be sure to stress this first to get the attention of the top brass.

2. Working Through Layers

Often the supervisor or person with a great idea has to work through a layer or two of other managers in order to get air time on the agenda at the top. These other layers have been put in place primarily to allow the senior leaders time to work on their agenda.

It is common for a manager to come back from the top level meeting and explain that even though she had gotten your idea on the agenda, it never surfaced at the meeting because there were more urgent topics to resolve.

The tip here is to find a way to get your idea exposed to the top leader yourself. If you count on your boss or her boss to take your case to the top, you have less chance of success.

Your agenda will get watered down significantly as it moves through the layers. Rather than allow another person to pitch your idea, explore creative ways to get before the decision makers yourself.

This technique can be tricky because your boss has to justify her role as well. You might suggest a route to the top with an approach like this: “I really want to present the idea to Mr. Big myself this time. Would you be willing to tee up the conversation and arrange a lunch meeting for the three of us?”

3. Chain of Command Issues

The well intended professional may not have enough recognition at the top of the organization to gain share of mind. The supervisor may have a wonderful idea, but the top leader will never know it because he assumes her direct boss is the one who should pass judgment on the idea.

The tip here is to get a chance to surface your idea at a meeting where both your direct boss and the top leader are there together. Ask for the support of your boss ahead of time, so when you surface the idea she can provide immediate support in front of the top layer.

That approach has three benefits: 1) the top layer hears your idea in the way you describe it, 2) the senior person knows you have done your homework, and 3) you have an opportunity to make your boss look good in front of the senior leaders.

4. Insufficient Credibility

The top leaders may not be adequately aware of your prowess in terms of seeing and executing innovative opportunities for the organization. If this is the case, you need to start small and generate several small successes.

It also helps to volunteer for leadership roles in furthering the causes already being pushed from the top. Be strategic because credibility is earned over time, but the equity can be destroyed by a single misstep.

5. Not Invented Here

NIH thinking permeates the mind of people at all levels. If you are three levels below me in the organization and you come up with a magic solution to all my problems, what force makes me want to displace the solutions that are coming out of my head to give your solution a try?

The top leaders may fear that the changes you advocate will lead to loss of control or some side effect that will cause extra effort or cost to unscramble. To fight this problem, you need to present the idea as simple, logical, and bullet proof (low risk).

It also will add to your credibility if you have thought through some potential problems and have solutions to offer if these might arise. When you present a balanced and thoroughly investigated idea, it lowers the risk.

Some Other Tips

I will suggest some ideas here, but recognize that individual differences will make them successful or not depending on the circumstances. Maybe the best advice is to build a reputation for excellence and innovation in the areas you control. A track record of excellence is your best calling card.

1. Don’t Appear to be Overly Anxious or Disgruntled

If you lose your cool out of frustration, then not only will you not get approval for your project, but you will damage all future proposals. Always remain respectful and helpful. Keep stressing the benefits and remind superiors that we are all on the same team.

In some circumstances, you can even ask for a “favor” to allow your idea to be executed. This approach shows that you really care about the organization and have the initiative to bring up solid solutions. One good technique to accomplish this is to suggest a “pilot program” that can demonstrate the benefits with a lower risk.

2. Always be a Team Player

Seek out allies and friends at all levels. Make sure you are doing more than your share of the work and be generous with your praise for others. If people genuinely like you they will go to bat for you in many ways.

Also, foster good relationships with the administrative helpers of people higher in the organization. These people have more power than is sometimes realized by people lower in the organization. For one thing, they control the time agenda of the people in power, so if they like you it means you can get more access.

In addition, the administrative assistant is privy to discussions that go on when you are not around. If the person likes you, he or she will tip you off if you are coming on too strong or in some other way hurting your own agenda.

3. If You Get Approval, Make Sure to Express Appreciation and Report Results

Work is really a series of initiatives, so you do yourself a favor by praising the big boss if you are granted the opportunity to show how your idea will help. Do this in writing (not texting or email). Make sure to report back the fine results of the implemented idea with expressions of further gratitude.

Basically, you want to develop a groove or pattern of successful implementation of ideas. This pattern will make future proposals have a higher chance of success and will often lead to eventual promotions for you.

Gaining and maintaining a reputation that causes senior leaders to be eager to hear your ideas is a daunting task, but it is possible to accomplish through the application of excellent political skills.

Selling your ideas is an ultimate test of your professional capability. Study the ideas above and add more to your repertoire through your own experiences.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Successful Supervisor Part 52 – Successful Mentoring

November 11, 2017

Mentoring is one of the most powerful ways organizations can improve. When you see organizations that thrive, you often see a culture that encourages and rewards employees for mentoring others.

Over several decades I have seen numerous “mentoring programs,” and most of them don’t last very long or have much success. I have also seen groups that thrive on mentoring, such that it is sustained and grows with time.

This brief article is about the contrast between those two visible extremes.

Why Mentoring Programs Fail

The core reason mentoring programs fail is imbedded in the word “program.” When we think of a mentoring effort as a mechanical process that brings mentors together with protégés, we get off on the wrong foot. Even with the use of sophisticated computer algorithms, the ability to match people up perfectly has a dismal record of success. Here are some reasons why:

1. Chemistry Missing

Great mentoring relationships grow organically. One person admires another, usually more senior, person and they become friends. They usually do not even use the word “mentor.” It is the quality of the relationship that adds value in both directions that keeps the momentum going.

When the match is cooked up by some outside process other than genuine admiration and chemistry, the taproot of stability rarely has a chance to grow.

2. Time Commitment Too Structured and Demanding

If a mechanical process is used, there are often periodic meetings with some form of documentation of what was discussed. In the frenetic pace of business and the chaos in which most executives live, the ability to carve out a specific hour on every Tuesday is unrealistic.

The intention may be there, and the meetings may actually happen for a few weeks, but unless the relationship is extremely valuable, the meeting schedule will start to slip out, and a few months down the road it becomes a rare exception that the “normal” meeting occurs.

Contrast that with a more informal mentoring relationship that has no fixed schedule. The two people meet only when there is a reason and then it is a drop in or call in situation rather than a scheduled commitment.

3. Value Mostly One Way

To endure, the value gained from the relationship needs to be bilateral. The protégé gains specific knowledge and seasoning that is shared, but the mentor also gains from the ability to see the organization from a different vantage point.

Being able to experience what is going on through the eyes of another (often younger) person is a huge advantage for busy executives. Managers often become insulated from the actual environment as perceived by the numerous people in the organization.

4. Lack of Trust

All mentor relationships are based on trust. Each individual needs to be sure the information passed back and forth will only go outside the confides of the two individuals if permission is given by the other person. If a violation of the trust is verified or even just suspected, the mentor relationship is in serious jeopardy.

This challenge is particularly acute for the mentor, because information may become known independent of the mentor, yet the protégé may suspect it was leaked.

For the mentor, it is important to be keenly alert to changes in body language that might reveal a weakening of the relationship that was not caused by that person.

A Better Way

To gain the most from mentoring, make the concept ubiquitous in the culture. Do not seek to pair certain people up, rather let them select each other via natural processes.

Avoid having a documented “Mentoring Program,” but foster an environment that encourages people to pair up as they wish. Let them choose how often and under what circumstances to meet. Let them select the best methods of communication, so the system is not a burden on either party.

For example, I had a great relationship with a boss for over two decades. He liked to communicate mostly using voice mail, so the majority of our discussions were in that mode rather than in scheduled meetings. The asynchronous nature of the communication allowed us to be unfettered, yet very closely connected. He could deal with hundreds of other managers across the organization, yet I was always available.

I recall this person sending a voice mail at about 7 a.m. on a Sunday morning. His comment was, “I always like interfacing with you, Bob, because whenever I pick up the phone, you are always right there.” He and I never used the word “mentor” to describe the relationship; that really helped make it successful.

For the protégé, the challenge is to be accessible in the right way at the right frequency, yet avoid being a pest. It is a fine line, and body language is the most sensitive way to pick up signals that you are coming on too strong.

A mentor would likely never say, “You are taking up too much of my time,” but an astute observer would be able to detect the input through dozens of body language signals.

Make sure you have at least one mentor in your life, and also make sure to guide some other people on their journey. These relationships add significantly to the quality of one’s life and work.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Successful Supervisor 51 – Employee Value Proposition

November 4, 2017

There is a relatively new term being batted around in HR circles. The term is “Employee Value Proposition.” I want to discuss the concept here and suggest that some of the ideas would be helpful to any supervisor.

I understand that supervisors need to adhere to policies and procedures set from a higher level, but the extent that you can lobby for more rules consistent with maximizing EVP, the better your organization will run.

The concept of Employee Value Proposition is very simple. It is the appeal employees feel for working in your organization. The concept takes in all of the policies and procedures that impact personnel at all levels.

If your HR policies are such that employees are thrilled to be working in your organization, then you are in good shape. If the rules make some people wish they were elsewhere, then there is work to be done.

The value proposition is more than rules, however. How employees are treated by all levels of supervision and all other employees is a large part of EVP. A high EVP is a reflection of a great culture where employees not only value the rules but appreciate how they feel about the work.

The vision is to be so appealing to employees that your organization becomes like a magnet for the very best resources. It is easy to recruit the best people and also to retain them with significantly less turnover. The objective is to have people become convinced that they would be fools to ever think of leaving. They know that there is no grass greener than where they are right now.

Few organizations are able to achieve that level of appeal, but I know of several groups that are close to it, and they have several hundred people apply for any posted job. Their turnover is a tiny fraction of the average turnover in our region and those few people who leave do so because of a spouse leaving the area or some other mechanical force that literally pries them away from the organization.

Attracting the best employees gives an immediate benefit because we all know that hiring a dud of an employee is like an albatross on the entire operation. Having low turnover gives numerous financial benefits that really add up. The cost of recruiting and training go way down for organizations with high EVP. The savings go directly to the bottom line.

Talentsmoothie.com suggests two main reasons for a low Employee Value Proposition. They are as follows:

1. Not differentiating your own organization from the competition. If several groups have the same conditions for employees, then there is no sustainable competitive advantage, but it is not enough to be better than the other groups.

You need to make the difference obvious to current and prospective employees. It is vital to have a solid list of the reasons why your organization is a better place to work than the similar type of organization down the street.

To do this well, you need to not only know your policies and climate well, you also need to know what other competing companies are doing. This means doing a lot of solid research and then documenting your advantages.

2. The second factor that is all too common is that the branding is appealing, but it does not fully reflect daily practices throughout the organization.

The hypocrisy of saying one thing but doing something different will destroy EVP in a heartbeat. It is vital that all supervisors and managers know what is being advertized and are actually doing that on a daily basis.

Pay attention to the Employee Value Proposition for your organization and for your area within it. The benefits of maintaining a high EVP are huge, but they must be earned and be real to provide the advantages.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Successful Supervisor 50 – Moving Toward a Teal Environment

October 28, 2017

In 2015, my dear friend and fellow author, Bob Vanourek introduced me to a book entitled “Reinventing Organizations,” by Frederick LaLoux.

It was a great read, and since that time I have brought some of the thinking process into my own consulting work, since it is entirely compatible with my views on enlightened leadership.

I wanted to introduce the concepts in this series for supervisors because moving in the direction of what Frederick called a “Teal Organization” is a thinking process that can take one very far down the road toward a more fully engaged workforce.

Defining a Teal Environment

When Frederick described the characteristics of organizations, he outlined a sort of progression where organizations can move from being hierarchical and rigid to being much more self directed and fluid.

He gave several typical organizations names of colors so they would be more memorable. Here are some of the colors in his progression.

1. Red Organizations

Red organizations are like power structures where the group with the most authority lords over all of the other groups. They are characterized by fear and submission.

The leader is all powerful and runs the organization with a firm hand. The model is one of impulse. It is a game of survival of the fittest, and many organizations today are run on a red model.

2. Amber Organizations

These groups are strong and very hierarchical. For example, a military organization might take on the characteristics of an amber organization. It is the traditional organizational pyramid that is so familiar.

The idea is to have stable, well controlled processes that are replicable and predictable. There are many rituals that must be adhered to, and individualism is discouraged. To thrive in an amber organization, you need to stay in your box and do your job as prescribed.

3. Orange Organizations

Here we see a wider view of what must be done, and processes are well defined. Innovation is encouraged. Advancement is based on merit and tenacity.

The key element to describe an orange culture is achievement. This type of organization fueled the industrial revolution and the explosive growth after World War II.

4. Green Organizations

As we progress toward more teamwork and a family feeling toward work, we see some signs of empowerment showing up. The world of the green organization is more pluralistic.

Here people are encouraged to think for themselves as long as they stay consistent with the organization’s values. The focus of green organizations is on maximizing shareholder value.

4. Teal Organizations

LaLoux goes on to envision a type of organization where the focus has shifted to where the ego elements are less pronounced and people become free to do what they believe is right.

The focus is on a kind of wholeness that takes a broader view of why the organization exists in the first place. The emphasis shifts from pleasing shareholders (owners) to serving all stakeholders, including the environment and society.

Individuals engage in the work because they truly believe in the cause, not to just earn a paycheck.

Moving in the direction of Teal

I recently did some training work for an organization that is on the path toward a Teal Culture. My observation is that you never completely arrive at the perfect system, you are always seeking to grow and morph into a better paradigm.

The road is not without hazards and twists and turns to navigate, but having a vision of a more thoughtful approach to doing work and having all people actively involved in the journey is a pleasant way to get things done.

My observation is that people are much more satisfied when working in this environment. It is not a picnic for everyone, however. Some people would rather be told what to do and even how to do it.

To manage a Teal environment means giving up the rigid authority of the Amber or Orange style of management in favor of a more engaging culture where a broader slice of the population participates in the decisions and hence has a larger stake in the success of the organization.

This higher level of ownership means greater productivity and satisfaction in the end.

If this idea sounds intriguing, you might want to pick up a copy of “Reinventing Organizations” by Frederick LaLoux. You will find it entertaining, and it will probably have you thinking of moving to a more Teal-like culture for your place of work.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763