Successful Supervisor 88 Better Team Building

August 11, 2018

Much has been written about the various Team Building methods. Different consultants have their favorite exercises for helping groups of people work better together.

A common technique is to take a group off their normal site to do some outdoor experiential activities, like rock climbing or zip lining. These event-based team building exercises do get the attention of people, but I believe there is a better experiential activity that does a better job of knitting a team together.

Carve out some time to work on a strategic framework as a team. I had a whole section in my first book, “The Trust Factor: Advanced Leadership for Professionals,” where I described the process of taking a group of people through a strategy process so everyone on the team had a hand in designing the future.

For this short blog article, I will not describe the entire process, but I will outline and define the major parts of a strategy process and give some tips I have learned from facilitating numerous groups through the process of developing a strategy. Note, the order of the parts is important. The exercise has a kind of flow to it that helps the team bond.

Values – Start the process by documenting a set of values for the group. Everyone can suggest a few key values, so use an affinity process to distill down a list of 4-6 key values for the entire group.

Vision – Identify where the group intends to end up. As Stephen Covey stated, you need to begin with the end in mind to have a workable plan.

Mission – This is a short and very specific statement of what the group is trying to achieve right now. Avoid long lists of items, or management speak; keep it to the central idea of the group.

Behaviors – This step is frequently left out, and that is a big mistake. Identify specific behaviors that the team agrees to abide by. This helps when holding people accountable if they fail to live by the behaviors. Two examples of team behaviors might be 1) We will act like adults at all times, and 2) When we disagree, we will do it without being disagreeable.

SWOT – Brainstorm a list of the Strengths, Weaknesses, Opportunities and Threats for the group. The first two items are like looking at the group through a microscope, and the last two are like looking at the environment the group is operating in through a telescope.

Identify Needed Changes – What must change in order for the group to actually achieve the vision?

Identify the Strategies – How is the group going to achieve the needed changes in a timely manner? Here it is important to avoid having too many strategies. I believe five strategies at any one time is optimal. What you are doing is trying to focus the effort of the group on a few key drivers.

Specify the Tactics – Identify the specific actions that are required to accomplish the strategies. Who is going to do what and by when? Make sure the tactics are reasonable so people are not overloaded.

Identify measures – How is the group going to identify progress toward the vision? The measures must be expressed as SMART Goals. SMART stands for Specific, Measurable, Assignable, Realistic, and Time-bound.

It is critical to get this work done quickly or the team will become frustrated by a long, drawn-out process over a number of months. I like to facilitate groups to develop their strategic plan in less than 8 hours duration. That may seem unrealistic, but I have developed a process that is actually quite doable with the proper preparation done ahead of time.

Creating a solid Strategic Framework is the best team building activity a team can do, because it engages everyone in creating an exciting future for the group.

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 86 Trust and Employee Loyalty

July 28, 2018

It seems pretty obvious that supervisors who are able to build a culture of trust within their group end up benefiting in numerous ways. I have written nearly a hundred ways that trust helps the organization work better. This brief article focuses on employee acquisition and retention and how these measures are impacted by trust.

Trust impacts employee loyalty

If you work in a culture of low fear and high trust, it stands to reason that you would prefer to keep working in that group. In these times where finding qualified workers is getting more difficult with time, having a stable workforce is a significant competitive advantage. Let me cite a couple examples from my hometown of Rochester, NY.

1. Wegmans

The home of Wegmans is Rochester, and I have been studying the unique culture of this world class grocery chain for years. Their culture is one where they make continual investments in the training of their people. Someone once asked Colleen Wegman, the current CEO, how she could possibly afford to invest so much money in training their personnel in a low margin business like groceries.

Her reply was classic. She said (not a direct quote, since I was not in the room), “Don’t you realize that because of our culture we have an average turnover rate well below 10% in an industry that typically averages around 40%. How much do you think that advantage translates to the bottom line?”

2. Dixon Schwabl

Like Wegmans, Dixon Schwabl Advertising has been on the Great Place To Work list for many years…13 to be exact. They’ve been recognized as the #1 Best Place To Work two different times. Their Trust Index scores on surveys hover in the 98% range.

They invest in their culture every day with a program they call “Companies Are People, Too.” It’s an organizational assessment based on the psychology of Myers Briggs. Their turnover rate is extremely low. Reason: their employees simply love working there.

These are just two examples of companies that have figured out that if they build a culture of low fear and high trust, it translates into a more profitable company without the headaches of continually trying to find qualified workers to staff their positions.

Ask yourself how much it would be worth to increase the level of trust within your organization.

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 85 Trust and Customer Retention

July 21, 2018

It is not hard to see the relationship between trust and customer retention.

In this article I will explore the topic on a deeper level to reveal the mechanism why trust is so potent at helping to retain customers.

We are all customers

In our daily life we assume the role of customer on a regular basis. You go into restaurants and retail outlets many times a week. How long does it take you to figure out if the crew that is servicing you is a high trust group? If you are like me, it takes only a few seconds for you to assess the prevailing culture in the group that is servicing you.

1. Body Language says it all

If you are in line at a fast food establishment, you will pick up on the non-verbal cues that go back and forth among the staff. If there is high trust and affection, it will be obvious to you even before anyone speaks. If people hate each other, it is even easier to tell, and you will be uncomfortable as you gulp down your meal, anxious to get out of the place.

2. Trust means that things are working as they should

Service is much better at an establishment that has high trust. Workers instinctively back each other up in order to maximize the experience for you; the customer. If something goes wrong, the entire group is all over the problem until it is resolved. If trust is lacking, you are likely to get an excuse like, “Filling the Catsup is not part of my responsibility,” or “I don’t wipe down the tables; Jeffery does that job.”

3. Good customer experiences bring repeat business

You are much more likely to return to an establishment where people have high trust. You get better service quicker, and the whole experience is comfortable. You will be back for more.

It works for any business

I have been using a fast food restaurant as an example thus far, but the logic holds just as well for any establishment where workers impact the customer experience. It is hard to imagine any place of business where workers have no impact on customers, so the ability to maintain and grow trust is good for both the top and bottom line.

1. You cannot fake it

A false smile and insincere “have a nice day” will not cover for bad blood between people working in a business. Customers are far more perceptive than they let on. They can sense a phony show of friendliness, and it can actually feel a bit creepy as they cannot wait to get out of the place.

2. Make respect and trust first on the agenda

If you focus on creating a culture of high trust and low fear, it will pay off huge dividends in all aspects of your operation. It is really what separates highly successful businesses from those who come and go with the changing of the seasons.

If you have managed to cultivate a culture of high trust, you will find that your whole operation is more robust. Things work like they are supposed to, and you will get the attention of higher management because your unit will outperform your peers and you will be able to attract and retain the best people. These benefits will put you in the class of elite leaders.

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 84 How Trust Impacts Reinforcement

July 15, 2018

One of the most powerful ways to impact performance is through positive reinforcement. Supervisors who know how to reinforce right behavior and extinguish wrong behavior not only foster a better working environment for everyone, they improve all aspects of organizational life.

This article shines a light on how reinforcement works well in an environment of high trust but often backfires if trust is low.

Reinforcement when trust is high

In a culture of high trust, positive reinforcement works for many reasons. Here are four of them.

1. People appreciate the recognition

A supervisor who takes the time and energy to sincerely thank people who are doing a great job will find they respond positively to the praise. The recognition does not need to be tangible things, like theater tickets or a gift card. Often sincere praise and a simple “thank you” provide the means to sustain and enhance motivation.

2. The supervisor appears to be paying attention

Sometimes a supervisor will get so busy or preoccupied with tasks and problems that she appears to be out of touch with the effort her people are expending. When she takes a moment to see and appreciate the good things workers are doing, it gives them more incentive to do more of those activities.

3. It brightens the atmosphere

In many organizations, the pressure for performance is so great that workers feel they are working in some kind of sweat shop. Reinforcement works like a breath of fresh air to bolster morale, and that leads to higher motivation.

4. A sense of camaraderie

Teamwork is stronger in a culture of high trust, and therefore the reinforcement usually leads to better performance. There is one caveat on this point, however. The reinforcement must be perceived as fairly and evenly distributed to those who deserve it. If one individual or group is highly reinforced while an adjacent group who are also doing well is ignored, it feels like favoritism to the workers. Nothing destroys trust faster than if people believe there is favoritism going on.

Reinforcement when trust is low

If the culture is one of low trust, then reinforcement appears to be suspect. The workers may believe that the supervisor is trying to trick or bribe them into performing better.

1. People wonder what the other shoe is going to be

When a supervisor tries to reinforce workers in a culture of low trust, they often will roll their eyes in anticipation of some negative announcement to follow. The workers might shrug and say “Pizza party? I wonder what that’s all about.”

2. People feel they are being manipulated

You might hear a conversation within the team like this, “I heard she is bringing in donuts in the morning. I wonder what she wants from us. I would rather just be left alone to do my work.”

3. A surrogate for something people want more

In many organizations of low trust, people are there for the money only. They do not expect to have a good time. After all, “isn’t that why they call it work? Rather than having all these parties, I wish they would just put the thanks in my paycheck.”

4. People look for inconsistencies

Workers are extremely alert to inconsistencies in reinforcement. This issue has caused many supervisors to back away from reinforcement because they believe it can be dangerous. People can get riled up or even hostile if they perceive someone else is getting more than their fair share of the credit.

If you have managed to cultivate a culture of high trust, you will find that reinforcing people usually takes you in the right direction. If trust is low, beware that your best intentions might lead to problems you did not anticipate.

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 82 Trust Improves Productivity

July 1, 2018

Every supervisor knows that productivity is a bottom-line measure that is the net result of the entire culture within her operation. Productivity takes everything into account and is a brutally honest reflection of the level of engagement of the workforce.

After studying trust for about 40 years, I believe that the level of trust within a group is an accurate predictor of the engagement of workers in the group and thus their productivity. I believe the average organization manages to extract only about 30% of the inherent productivity that is within the resources that are already onboard.

Even if I am wrong by quite a bit, it is still safe to say that any supervisor would be wise to first think about improving trust before requesting more resources to get the jobs done. In many of the organizations where I have worked, the productivity of the groups can be doubled and still have some headroom left before people are maxed out. That is why culture is often the sleeping giant in most organizations.

Let’s examine why the lack of trust is such a drag on organizational productivity by describing just a few example reasons why the correlation is so high.

Trust increases productivity

The enemy of productivity is waste. Here I am not talking about physical waste, although that is also involved. I mean that when someone is not performing at peak capability, his or her spare capacity is waste to the organization. Here are four ways that trust improves productivity directly.

1. People abusing the rules

It is easy to spot time being wasted when you observe how many workers do not follow the prescribed rules of the organization. If the morning break is set for 15 minutes, you will see workers away from their functions for roughly twice that time or even more.

The same phenomenon occurs with lunch breaks and smoke breaks (if allowed at all).

With a culture of high trust, people follow the rules as cast because they understand why they are important.

2. Poorly trained workers

In many cases the training given to new employees is sketchy and incomplete. If workers do not know how to run the operation as designed, then not only are they going to cause waste, they will be in danger of becoming injured in certain circumstances.

In a culture of high trust, supervisors are fully aware and follow the rules of proper training.

3. Distracting conversations and arguments

It is easy to observe people in production jobs spending a lot of time bickering among themselves. Curiously much of the wasteful banter is about not having adequate resources to do the work. I once knew a worker who would spend at least 70% of his day griping about that there is not enough time to get his work done.

Higher trust means that people get along better and do not get distracted by useless bickering. This is because higher trust is the result of respectful behavior.

4. Poor setups and staging of materials

If the area has not been set up for maximum workflow using “lean” principles and proper supply chain methods, then the workers are subject to be “waiting for work” frequently, which is a pure form of waste.

A culture of high trust is based on running the operation as it was designed to operate without glitches and hassles.

Trust improves morale

Everyone feels better in an environment of high trust. Coming to work is not a burden; in fact, many people truly enjoy the camaraderie at work. Great supervisors are able to achieve a light and buoyant environment.

1. Supervisors have gained the respect of the workers

Workers in a culture of high trust recognize they are there to do a job, but they are happy to do it because of the respect they are shown by supervision. When people are properly led, they almost universally enjoy their work and do it with pride.

2. Workers participate and buy into the vision

Workers understand that their labors are for a reason, and that reason is to make a better future for themselves. They do not feel ignored or beaten; rather, they are enlivened by the challenges that are put before them.

3. Rewards are appreciated

As the workers perform well over time, the management effectively reinforces the good work and that helps perpetuate the excellent productivity.

Take the time to invest in a higher trust culture in your organization. You will see remarkable improvements in productivity as a result.

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 79 Trust and Solving Problems

June 10, 2018

In his famous video series, “Do Right,” Lou Holtz, the master motivational speaker and football coach said, “One thing I know that’s universal is you are going to have problems.” For supervisors, many days seem like an endless stream of problems to resolve. This article links the solving of problems to the concept of trust.

Solving Problems if Trust is Low

When trust is lacking, problems are more difficult and time consuming to solve for several reasons:

1. Difficult to identify the real problem

When trust is low, people are working around the interpersonal issues, and often the facts are hidden from view. People will protect or horde information to protect their parochial interests.

You can observe people in lengthy and hot debates where they do not even address the real problem.

2. Solutions are not the most creative

People will not be willing to share their most creative solutions to problems because they are fearful of being ridiculed or ignored. They may only offer what they believe the boss wants to hear.

3. People playing games

Individuals are on guard and actually play head games with each other because they are not convinced the other person’s viewpoints are to be respected. They will put band aids on the symptoms to get out of a tight spot, but not take the opportunity to resolve the root cause.

4. Often problems recur

Since the real problem is often pushed aside, it may return again or even several times because the root cause is still in play. This is particularly discouraging to supervisors because there are not adequate resources to resolve the same problems over and over again.

Solving Problems if Trust is High

When trust is high, solving problems is both quicker and the solutions are more robust for the following reasons:

1. There is full data disclosure

People are not hiding information from each other to protect themselves. They freely share what has been going on so that a real and lasting solution can be invented.

2. People are interested in progress rather than finding a scape goat

With a culture of high trust, people want to get to an excellent resolution as quickly as possible. There is no desire to stretch things out, and there is no need to blame one person or group for the problems.

3. There is pride in solving problems well

High trust groups take real pride in being able to get past problems and enjoy fewer of them in the future. Creative solutions lead to permanent fixes to issues rather than the illusion of progress.

Solving problems if you have a culture of high trust is infinitely better and faster than if you work in a group with low trust. That impacts productivity and morale in a positive way every single day. Make sure to foster a culture of high trust and reap the benefits in your organization.

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 78 Trust and the Development of People

June 3, 2018

There are many things supervisors need to do to build a culture of high trust. One important concept is to continually develop their people.

When people see a pathway to higher capability, their work is more interesting and rewarding. They trust their supervisor to improve their lot in life by making them more valuable to the organization.

They recognize the company’s investment in growing them, and they look to return the favor by investing themselves further into their work.

There is a solid correlation between development of people and the level of trust an organization can achieve with the work force. Development of people also creates low employee turnover because employees are happier.
Cross training is one of the easiest ways to develop people.

Here are some of the benefits of a good cross training program.

Improved Bench Strength

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.

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 appear to be indispensable.

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 add 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 where people have a solid training program for the future, people know their supervisor 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.

Not Expensive

Of all the ways an organization can improve employee skills, cross-training is the least expensive. Reason: Training can be inserted during the little slack periods within the operating day.

Training keeps people occupied in growth activities when there is little else to do.

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

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.

Also, in the process of training someone else, the trainee may suggest better ways of approaching a task, so the process is being honed and refined all the time.

If your organization does not have an active and specific cross-training process, get one started. It generates many advantages and no significant disadvantages.

If you have a program, ask yourself if it is fresh and vital. Are you milking this technique well or giving it lip service?

Benchmark Example

Wegmans is a grocery chain in the northeast United States that is based in Rochester, NY. This private organization has been on the list of top 100 companies to work for in America every year since 1998, often scoring in the top 10, and won the top slot in 2005.

I am familiar with this company because I live in Rochester.

They have worked for years on developing a culture of high trust. They do this through numerous methods championed by their late founder, Robert Wegman.

One hallmark of Wegmans is that they are fanatical about the development of people. It is not the only underpinning of their culture, but it is an obvious pillar of why they are so successful.

As a result, they have extremely low employee turnover: significantly lower than 10% percent in an industry that normally suffers high turnover of about 40% per year.

Take stock of how much development you are doing in your organization. The best companies spend more than $1500 per employee and provide more than 50 hours of training each year. If you are doing less, think about increasing that amount.

Trust and development of people go hand in hand. Companies that stress development normally enjoy higher trust, which translates into much better performance. It is one of the hallmarks of an excellent organization.

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.