Guest Article: The Scars Inside You (2015 edition) by Jay Kuhns, SPHR

Ahhh, the last week of the year. The haze of Christmas and holiday cheer is still strong, and the excitement for New Year's Eve is building. This week brings an odd set of thoughts and feelings that typically don't get much air time during the other fifty-one.

Good Riddance

One of the most popular comments this week is about how anxious people are to "get this year over with." The personal and professional challenges, changes, setbacks, or unrealized hopes come into view as we prepare to turn the page on the previous year.

The scars inside suddenly become quite public.

New You

The other theme of this week will be the promises to do all things better:

- work

- exercise

- eat clean(er)

- focus on 'what's important'

In some ways all of the New You talk is another version of what didn't go well the previous year; hence, our plan to fix everything about ourselves.

More scars from the inside, showing up on the outside.

How About You

I've been a member of the Good Riddance and New You clubs for as long as I can remember. In 2015 I experienced the most change that I've ever gone through personally and professionally.

What am I going to do next year? I'm going to focus on one thing. The negative self-talk about my failures won't help me. The extra pressure I put on myself to look a certain way physically isn't going to help me achieve my goals. The burden I feel to perform at a high level professionally can't truly help me be my best.

No, there is only one thing I need to focus on next year.

My attitude. 

The way I look at it...if my attitude is right, the rest will fall into place. 

Happy New Year friends!

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - The Scars Inside You (2015 edition)»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: The Promise of Leadership by Jennifer Miller

People expect things of you when you become a leader.  “When we step into leadership, we may not be aware that it comes with implicit promises in the form of expectations,” says Bob Anderson, co-author of the recently published Mastering Leadership.

When I interviewed Anderson in advance of the book’s publication, he shared his perspective on a central theme of the book: there are “promises” inherent in every leadership relationship. Delivering on those promises is what makes a leader highly effective.

Here’s what Bob had to say about the theme of “promises” as it relates to leadership. (What follows is an edited and condensed version of our conversation.)

JM: Your book lays out Four Universal Promises of Leadership. Why did you and [co-author] Bill Adams choose the word “promise?”

BA: Your question got me to thinking about wordplay. “Promise” really means two things in the context of our book. The first is that when people step into leadership, it is like they are taking an oath that they’re going to do certain things. The promises they make are things like, “I promise to be effective . . . I promise to provide clear direction . . . I am going to provide value this to the organization . . . I promise to engage and create a highly engaged fulfilling culture” and so on. I think it is useful [for leaders] to think of it like, “I am taking an oath that I am going to do these things.” Whether it is explicitly stated or not.

JM: Do people freak out when you frame leadership as taking an “oath?”

BA: Not really. The reality is that if leaders don’t do these things, performance suffers. We hold our leaders to such a high level of expectation and accountability that in effect they are promises. So it’s like a sigh of relief when they hear us acknowledge that they took an “oath.” At some very deep level, they know these are the things leaders are called upon to do.

JM: And what’s the second element of the word “promises?”

BA: It has to do with fulfilling the “promise” of one’s profession. I like the notion of promise from the standpoint that we want to help develop real mastery in leadership, so that leadership can fulfill on the promise of their profession.

JM: In the book, you and Bill Adams make the case that people in leadership roles should look at it as a profession, like a CPA or a doctor.

BA: Right. For example, the promise of a profession as a doctor is a healer. A great doctor is a great healer and that is fulfilling the full promise of that profession. I would go a step farther than just “profession” as a job or role and say that leadership is a vocation.

Want to learn more about the book “Mastering Leadership?” Read my book review .

Disclosure: I received pre-publication copy of this book for review purposes. Some of the links in this post may be affiliate links, which means if you make a purchase, I receive a small commission. I only review materials that I think will be useful to my readers. Of course, you should draw your own conclusions and decide for yourself what is valuable.

 

Article source:Jennifer Miller - The Promise of Leadership»

Guest Article: I want my life to count by Ross Clennett

My father's death in July this year was not unexpected. His health had been deteriorating for some time and in his final few weeks he was able to do very little for himself. His passing was a release for both him and rest of my family. It's very hard to watch a person you love have no quality of life. What comforted me about my father's death, aged 81, was that he had lived a full life,
Article source:Ross Clennett - I want my life to count»

Check out more of Ross Clennett's work at hisblog

Guest Article: I'm Not Interested by Jay Kuhns, SPHR

I have a list of things that I absolutely love. Whether it's time with my kids, working out, traveling, rocking social media, my job, going to a concert, spending time with close friends, or speaking to groups of people to get them fired up...I can't get enough!

I also have a list of things that I am absolutely not interested in...

At all.

I'm Not Interested
- in listening to bigots justify their stupidity
- in spending time with mean people
- in working with leaders who manipulate organizations for their own personal gain
- in being associated with the 'good old boys club'
- in hearing excuses for why something can not be accomplished
- in following the crowd
- in doing things the way they've always been done
- in settling 
- in remaining quiet
- in losing at anything
- in being anything but the very best I can be

How About You
What should be added to my list?

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - I'm Not Interested»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Leadership Means Learning to Let Go by Jennifer Miller

My eldest child starts driver’s training today. A couple of years ago my good friend Mike Henry, (who has already live through this phase) told me, “If you think the teen years are hard now, wait until he starts driving.” Well, Mike, that day is here!

It’s terrifying. The responsibility is huge. There’s potential for significant injury. It’s also exciting. This represents a seismic shift in independence for my son. He experienced a big transition two years ago and I blew it when talking with him about it.

This time, I am more mindful. He’s a very responsible and cautious person. I repeat over and over to myself: He can handle this. Even though he probably won’t master it for quite some time, because let’s face it: skillful driving is a complicated skill to develop. But the mantra helps me refrain from stepping in where I’m not welcome.

Part of parenting is providing leadership. One of the hardest things about leadership is learning to let go, discerning when the people under your care are ready to stand on their own. It’s often much sooner than you could ever imagine.

Shelley Row, author of Think Less, Live More: Lessons from a Recovering Over-Thinker writes about a term called “over-functioning,” which she learned from a therapist. When you are in over-function mode, you assume more control of a situation or relationship than is warranted. Writes Row, “the more you over-function, the more [the other person] can under-function. The imbalance can lead to resentment and lack of growth.”

My son is nearing adulthood. Each day brings new opportunities for me to let go, to let him “function” on his own merit. Learning to drive is just the latest in the many victories he’s achieved in his 15 years on this planet. If I hold on too tightly, he resents me. Every time I successfully “let go” he grows.

As a leader, (at home or at work) in what ways are you over-functioning? Where can you step back and let someone have the space he or she needs to grow?

 

Image credit: 123rf. Copyright : Le Moal Olivier

 

Disclosure: Some of the links in this post are affiliate links, meaning if you make a purchase, I my receive a small commission. I only feature information that I believe my readers will find valuable. Ultimately, it’s up to you to decide if you find value.

Article source:Jennifer Miller - Leadership Means Learning to Let Go»

Guest Article: Andrew Banks: Statistics tell you where to look by Ross Clennett

Two weeks ago I flew to Sydney to listen to industry legend, Andrew Banks, in conversation with MC Andrew Klein at the Think Tank session organised by the RCSA and held at the Swissotel.   Andrew Klein managed the, often difficult, balance between probing further on any specific topic and keeping proceedings moving along to fit in with the advertised finishing
Article source:Ross Clennett - Andrew Banks: Statistics tell you where to look»

Check out more of Ross Clennett's work at hisblog

Guest Article: The Threat is Real by Jay Kuhns, SPHR

For as long as I can remember I wanted to be in leadership roles. More than that, I chose leadership roles...or they chose me...from a very early age. Full credit goes to my parents, both leaders in their professional lives who instilled that passion, and responsibility in me.

There was only one path for me.

Wanting vs Earning
Despite my desire to move as rapidly through the ranks as possible, I learned another lesson very quickly once I entered the workforce. Leadership opportunities are earned. They are not an entitlement...have little to do with academic background...and have absolutely nothing to do with a new generation promoting that they are different somehow. (tip: every generation is the same...we all want decent jobs, working for decent leaders, and to have some time for our personal lives too. Sorry to blow the cover on the myriad stories that shed 'insight' into Gen X, Y, Z, etc.)

So, the realization for me was that I became laser-focused on what was necessary to earn a leadership opportunity. 

Laser-focused...albeit in an unconventional way.

Barriers
As I reflect back on the biggest challenges I faced along the way it is obvious they boiled down to one major category. It was clearly the most detrimental threat to my journey, and sadly continues to get in the way today.

What was this problem?

Me. I was the threat.

How About You
There is a fix for this persistent threat:  taking action. If I've learned anything over the years it is that I must continue to push, take risks, and recognize that I'm going to stumble (sometimes quite publicly) in order to overcome my own weaknesses.

We can't be good at everything, but we can constantly improve if we're willing to make decisions, learn, and continue moving forward. It's not easy though is it?

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - The Threat is Real»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: HR Analytics: Start with the Story by Ben

Back in college I wrote a ton of papers for various classes. Without fail, my writing process would look like this.

• Read some of the research available and form an opinion.
• Write an essay based on that opinion.
• Go back and find data to back up my essay’s key points.
• Get about 95% finished and realize that the paper didn’t turn out like I wanted it to originally.
• Rewrite the entire thing from scratch (usually with just a day or two left until the deadline)

This was a painful process, but it usually yielded fairly good results. I think that many of us try to do the same with this big data/analytics concept. We immediately go out and start gathering HR data, hoping to make some incredible discovery that will revolutionize the way we do business.

Unfortunately it doesn’t work like that. However, I’ll teach you a trick I’ve learned in the analyst life that can help you as you attempt to wrap your head around this concept.

Start with the story

Recently I talked about how you should collect data with a purpose. Today I want to explain how to tell a story.

When I am working on a new paper, I usually start with multiple sources of data. To be honest, my writing process looks very similar to the original method I used for term papers, minus the last minute complete rewrite. One of the ways I am able to avoid that is by outlining a compelling story.

Some of my favorite pieces to publish are case studies from Brandon Hall Group’s awards program about how companies have solved actual business problems through applications of strategy, change management, learning, leadership, etc. These are excellent because they offer a story-like setup, and stories are powerful. From the introduction of the business challenge to the development of the solution, including an in-depth look at the actual, measurable results at the end, there is no substitute for this kind of research. That’s my theory of why clients and prospects love the case studies.

1. They give them a story that is intriguing and easy to follow
2. They tell about another company that already faced the challenge and overcame it

Analytics and storytelling

There are consulting/teaching companies now that are focused entirely on this niche of “business storytelling.” If you’re in the world of fiction, data doesn’t really add to the conversation. But in this fast-paced world of organizational growth and development, having the data to support your story is critical. It’s not just about having enough data or the right data–it’s about being able to weave a story to explain it that makes sense and is believable.

In one of my jobs I had to report on turnover metrics on a monthly basis. Every month before I had to share, I would go through and make notes on who had left and why so that I could explain in broad strokes what had occurred. I quickly realized that simply reporting the numbers meant people would tune out and easily forget what I had to say. I needed to share in story form whenever possible to maximize attention and recall for the the others.

Whatever HR technology you’re using, whether it is Advance Systems or something else, you need to be clear on how to use the data you are gathering in your organizational story.

Do you have a presentation coming up soon where you’ll be sharing data? Do you have a story to make it compelling? I’d love to hear your thoughts. 

Article source:Ben - HR Analytics: Start with the Story»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Extinct by Jay Kuhns, SPHR

"The death of [leadership] is not likely to be an assassination from ambush. It will be a slow extinction from apathy, indifference, and undernourishment."

- respect to Robert M. Hutchins for my edit

In Plain Sight
Take a moment and think about the leaders you work with who are failing. You know who they are. It's no surprise to you...or all of the others watching them flail about the conference rooms and hallways of your organization.

Their struggle is obvious to everyone...

...except them.

Yet we watch as if their failings are some sort of carnival side show. Entertainment for those of us who are so much better than they are.

Right?

Hard Conversations and Politics
In a perfect world we would pull these well intended yet embarrassingly off-base leaders aside and set them straight. We would ask questions so as not to insult them, but rather to help them see the harmful impact of their behavior on the workplace.

With no consequences.

But, alas...the world of work is rife with consequences. It's as if common sense is optional at work, yet posturing and grabbing as much power and control as possible is almost acceptable.

Almost.

How About You
Who do you work with that desperately needs a candid feedback session about their odd-ball behavior? Is it safe for you to do so? For most of you, I'm guessing your corporate environment is anything but safe.

Right?

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Extinct»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: How Will the Continuing Evolution of Social Media Impact the Workplace? by Jennifer Miller

I’m a sponsored blog partner with Spherion (a staffing and recruiting organization) and am participating in the release of findings from Spherion’s Emerging Workforce® Study.  All opinions are mine.

Social media touches every element of the workplace. Whether it’s a customer service employee who tracks his company’s Facebook feed for disgruntled customers, or job seekers scanning Pinterest for job openings, social media continues to shape the way job candidates, employees and employers interact. Spherion’s latest research from their annual Emerging Workforce Study (EWS) uncovered several interesting trends related to organizations’ use of social media. Even though social media went mainstream several years ago, not all companies have it figured out. According to the EWS, 50% of the employers surveyed in 2015 say they struggle with how to address social media polices or practices with their workforce. I reviewed the EWS research; here’s my take on how social media intersects with key elements of the employment life cycle:

Recruitment. Job seekers do pay attention to those company social media accounts. Half of the workers surveyed say that a company’s presence on social media outlets “at least somewhat” influences their view of a company they might consider working for. So, it’s important to keep your social media accounts fresh. Nothing is a bigger turn-off to job seekers than seeing stale content. Better to focus on one social media outlet and do it well than spread your company’s resources too thin.

Interactions with Human Resources. This much is clear: employees expectations have soared because of their tech-friendly experiences as consumers. HR departments are struggling to keep pace with these expectations.  My colleagues who consult in HR practices say that very few HR departments are getting it right when it comes to connecting with prospective employees.  Job seekers want a simple user experience when they apply online. And when they come to work, they expect a similarly easy-to-use onboarding experience. Nearly half of the employees surveyed during the EWS expect their user experience with HR post-hire to be seamless as well.

Employee productivity. Not only do employees demand social-friendly recruiting and onboarding processes, they also view social media and mobile apps as key productivity tools once they’re on the job. 39% of employees surveyed believe that social media sites and tools will help them do their job better. Yet only 24% of their HR departments provide mobile applications for work-related processes. Interestingly, one of the biggest concerns cited by HR professionals regarding social media—decreased productivity due to employee distraction—isn’t really an issue. Over one-third of employees surveyed said they used less than one hour a day online with social media to help them get their jobs done.

The Emerging Workforce Study results indicate both employees and employers are adopting social media as a key communication tool. To be sure, there have been missteps from both employers and employees. Luckily, many employers’ dire predictions for the use of social tools at work haven’t come true. Social media, like all technology, continues to evolve. Employers should view social media as ever-changing. In doing so, they can capitalize whatever new technology comes down the path.

 

About the Emerging Workforce Study: For more than 18 years, Spherion has examined the issues and trends impacting employment and the workforce. This year, Spherion’s “Emerging Workforce Study” was conducted between March and April of 2015 by Harris Poll, a Nielsen company. The study polled over 2,000 workers and 225 human resource managers on their opinions and attitudes regarding important workplace topics such as employee engagement, job satisfaction, generational differences and work/life balance. One of the study’s goals was to look for indicators for what the workplace will become. As the perspectives and attitudes of the workforce evolve, employers must better understand employees for greater business success.

You can also follow Spherion on Twitter (hashtag #EWS2014) or join them on Facebook.

 

Disclosure: Spherion partnered with bloggers (like yours truly) for their Emerging Workforce Study program. As part of this program, I received compensation for my time. I was free to form my own opinions about the data supplied by Spherion and all opinions are my own. Spherion’s policies align with WOMMA Ethics Code, FTC guidelines and social media engagement recommendations.

 

image credit: 123rf.com Copyright : rawpixel

 

Article source:Jennifer Miller - How Will the Continuing Evolution of Social Media Impact the Workplace?»

Guest Article: Being subservient: demoralising and credibility-destroying by Ross Clennett

It's often been said that elite sport is primarily played between the ears. I don't know what research there is on the topic but for anecdotal evidence, you only have to read Open, Andre Agassi's entertaining and revealing autobiography in which mid-career coach, Brad Gilbert, played a pivotal role in changing Agassi's mental approach, relaunching his singles rankings from 110 in 1997 to number
Article source:Ross Clennett - Being subservient: demoralising and credibility-destroying»

Check out more of Ross Clennett's work at hisblog

Guest Article: Simple Questions Leaders Can Use to Improve Peer Relationships by Jennifer Miller

Engagement isn’t just for leaders and the people they lead. It’s also important for leaders to engage with their peers, write authors Bob Anderson and Bill Adams of the recently released book Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results. I did a riff on Anderson’s and Adams’ quote, “Leadership teams must work deliberately and unflaggingly on the quality of their own engagement” for this month’s column in Smartblog on Leadership titled, 10 questions to create better engagement with your leadership teams. Go on over and check it out to learn how you can:

• Find out if you’re doing your best to shape interactions with your peers
• Help your colleagues learn and grow
• Step up to resolve conflicts and facilitate communication

Enjoy!

 

Article source:Jennifer Miller - Simple Questions Leaders Can Use to Improve Peer Relationships»

SURVIVOR: The Game of One Foot in Front of the Other During December

During Christmas, it is not uncommon to experience financial pressures from debts, gifts and celebrations; family pressures due to hosting or attending gatherings (or a lack thereof). To add to the mounting social pressures, work pressures accumulate as New Year deadlines approach.

Protecting your mental health (and general wellbeing) is vital to your employer to ensure you are able to contribute creatively and productively; and, to ensure that you have the resources to get through the difficult times where your efforts and output (and let’s not forget satisfaction) may suffer.

Here are 3 tips to motivate you and safeguard your general mental health at this time of year:

1. Keep an eye out for red flags

While it is normal to experience a degree of pressure and frustration at this time of year, it’s important to note when this may become a larger problem. If you or a colleague feels sleep deprived, easily angered, anti-social, or generally and uncharacteristically negative, this may be a sign that the stress is becoming overwhelming. If people are reacting to you as if you are acting out of character, seek support and look for resources around you that you can use to your advantage. It’s normal to feel the need to seek support at these times so don’t hesitate in speaking up and finding help where you can if you feel overwhelmed.

2. Review workloads

Stress occurs when our demands exceed our resources. Quite simply, you may not have enough time or the resources to get the job done. Pay close attention to whether your efforts are sloppy or are being completed late, as this may occur due to under-staffing and over-loading rather than a lack of enthusiasm or your competence levels. Communicate these concerns with the team and where necessary, give clients advance notice that deadlines may alter during a resource-restricted period.

3. Seek feedback 

Seeking feedback is a great way to establish how you are performing. Even if you are sure that things are going well, it never hurts to ask and hear it from your managers. A simple word of appreciation can motivate and encourage anyone and, even constructive feedback can be positive for clarifying your role and tasks that are important. You don’t need to organise a long, formal feedback session, even just asking how you went on a project or task that you have just completed is enough. Feel free to talk with your employer about your concerns and inform then that their candid feedback and support could really help.

While Christmas is a stressful time of year for many, effective management through communicating with and supporting those around you can have a snowball effective to put the peace, love and joy (and put your productivity and satisfaction) back into the festive season!

Guest Article: As I Lay Dying by Jay Kuhns, SPHR

Have you every felt completely stuck in your work? You know the feeling...projects are not on track the way they should be...leaders are doing lots of talking but very little leading...and it looks like deadlines are going to be missed.

So many issues hitting all at once.

The Cycle of Doubt
I would be lying if I told you I didn't suffer from a cycle of doubt every once in a while. First comes a series of challenges that are quickly followed by the pressure and frustration of the work not being executed the way it should.

I hate that.

Next is that sense of desperation as the pieces seem to be spilling out everywhere without any coordinated plan that is actually being managed. Many leaders tout their own skill set, but very few actually execute effectively. 

Titles do not equal skills. Ever.

The Cycle of Success
Hitting a low point every once in while does have it's advantages, although I would prefer never to get there myself.

Renewed Focus
Sometimes we need to simply change the way we frame our desperate situation. Consider the low point you're feeling as the laser focus you needed to drive forward. The issues are clear...now focus exclusively on those issues. As you begin to resolve them one by one you will feel not only a sense of satisfaction, but a sense of real control.

Energy
Have you ever noticed that when things start to go well you feel even more enthusiastic about the work you're doing? Progress brings with it a new infusion of energy. Embrace that adrenaline rush and keep pushing.

Work
Now it's time to leverage your focus and energy and build a reasonable plan...and for God's sake execute that plan.

Results
As your hard work pays off be sure to recognize the results you and your team are achieving. Part of every plan should be a few moments to formally acknowledge the successes along the way.

How About You
You're not laying there dying. You are a beast. Get the hell up, dust yourself off, and go kick ass.

Now.

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - As I Lay Dying»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Split Testing Your HR Approach for Improved Results by Ben

One of the things that I have grown to appreciate over the past few years is marketing. One of the first things I wrote on the topic was actually around what Chief Marketing Officers can teach Chief HR Officers. There is quite a bit of activity that goes on in the marketing department that we should all appreciate. From tailoring your approach to your audience to relentlessly testing your campaigns, there are some great insights in how they operate. Today we’re going to specifically talk about split testing.

The easiest way to explain split testing is this:

Let’s say I walk up to you and hold out a piece of cake wordlessly. When the next person comes by, I hold out the same type of cake in the same way, but I smile and say, “Hello!” cheerfully.

That’s a split test, or A/B test. The point is to make every element of the scenario the same except for a single item that you’re explicitly testing—in this case, the greeting. Over the course of multiple tests (dozens or more, not just two or three apiece) you learn how that item affects the outcome of the experiment. Then you do it again but with another element being the item tested.

The HR Impact

But what does this have to do with HR? Well, I read a case study last year about a company implementing an HR program, and they did what is called a multivariate test. It’s basically a split test but with multiple possibilities being tested at the same time. As I read the story it made me stop and think about the times that we have assumptions that make us skip over these opportunities to learn more and make our practices better.

In the case study, the organization was trying to see if the quality of the training simulation/game had an effect on the outcome. In addition, they were also testing to see if a charitable donation would impact the outcome in any measurable way. Here’s how they set up the experimental groups:

• Group 1: High-Fidelity Simulation with a donation to a charitable cause
• Group 2: High-Fidelity Simulation without a donation to a charitable cause
• Group 3: Low-Fidelity Simulation with a donation to a charitable cause
• Group 4: Low-Fidelity Simulation without a donation to a charitable cause

In the end, the company found that the low-fidelity simulation received the same amount of attention as the high-fidelity, though it cost much less to develop. Also, as far as the charitable donation was concerned, there was no specific impact whether the company did it or not.

Think about your own role. What can you test in your day to day? Here are a few examples of how I’ve incorporated testing in the past to improve my results and response rate.

1. Sending out normal/mundane “communications” emails to all staff. I would send a “normal” one and the next week I would send one with funny title, text, or something else within the body. I quickly learned that adding something funny or interesting would get more reads than the standard, even if the information was identical.
2. Working on open enrollment communications, I would send out slightly different text to different groups of employees locally to communicate the same concepts and news. I would get feedback from the employee groups on what they liked or didn’t like, and then I would use that information to tweak the messages to the rest of the organization’s employees.

These are based on the many communications we send on a daily basis, but you can see how just a little bit of testing can help to improve your effectiveness. Have you ever used A/B testing in your HR practices, whether formally or informally? I’d love to hear about it.

Article source:Ben - Split Testing Your HR Approach for Improved Results»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: The Lost Art of Leadership Savvy by Jay Kuhns, SPHR

I'm often asked about the work I do, the issues I deal with, and the tasks necessary for me to be successful. I run through my story and explain how cool my company is, and discuss some of the innovative work we do to support our clients.

But there is an essential component of the work I'm involved with that is very difficult to explain...

...the ability to demonstrate leadership savvy in the face of questions, challenges, or outright crisis.

In my twenty years in leadership roles I've identified a few key elements that can make or break both new and well tenured leaders.

Understand the Organization

This sounds absurd, right? How could someone in a leadership role not understand how the organization operates, generates revenue, and takes care of it's talent in the modern world? It is quite simple actually, and here's how I've seen it happen over and over again.

Bright leaders who specialize in a certain discipline (finance, accounting, information technology, human resources, nursing, operations, marketing, executive leadership, etc.) rise through the ranks based on their ability to lead their specialized scope of responsibility. 

What they fail to do is think across the enterprise and ask questions:

- How does my work impact the organization's ability to generate revenue?

- What is the current state of talent attraction and retention and what specifically do I need to do to ensure I support the organization?

- Do I consciously live the values of the organization and role model them 100% of the time to all of those employees that are watching  me as a leader?

Challenge yourself as a leader...it's what you're getting paid to do.

Humility

The savvy leader not only understands the organization, but is also courageous enough (yes, courageous) to be humble. This is where so many talented leaders fail miserably. 

They may say all the right things (or at least most of the time say the right things); however, their delivery is so poor, and their behavior often does not match their words.

Think for a moment about the leaders that dominate meetings, talk and talk and talk, and insist their view is the "right" one. 

Do they earn the respect of the team; or are there eye rolls, smirks behind their backs, and a sense of fear among their team that unless they comply there will be consequences?

"When the focus of the work is no longer about proving how valuable you are, and shifts to making everyone feel valuable and understanding all of the work being done...that is leadership savvy."

How About You

What steps are you taking to ensure you are a savvy leader? Are you quick thinking on your feet? Are you keenly aware of the negative energy in a room, and you understand what the real dynamics are that are playing out? Can you connect all of the drivers in an organization and understand how they fit together?

What about your colleagues who've lost their way? Have you had the hard conversation with them to help them get back on track? That's part of our job too, right?

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - The Lost Art of Leadership Savvy»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Leadership Greatness Springs from Within by Jennifer Miller

“Leadership greatness springs from within.  So you’ve got to go in.”

That’s what Bob Anderson, Chief Development Officer of The Leadership Circle told me when I interviewed him for his recently published book, Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results.

What does Bob mean by “going in?” It all starts with what Anderson calls one’s “inner game” – the inner workings of our mind that comprise who we are and how we “show up in the world.” (Another one of Anderson’s favorite phrases.) If you’re going to be an effective leader, you’ve got to take a look deep inside, which requires “going in”, digging deep and figuring some stuff out. Only then will you perform at your best as a leader. Here’s how Anderson explained it to me:

As a leader, you need a well-honed “outer game” – your knowledge, skills, and your experience. You are not effective if you don’t develop that. When it comes to developing leaders, [most organizations] focus primarily on the outer game. Yes, that’s important. What they largely miss is developing the inner game. For most it is not business relative. At The Leadership Circle we think that extraordinary leadership is a strong outer game arising from a really mature, evolved inner game.

Bob went on to explain that this “inner game” is similar to a computer’s operation system.  “It’s like when we moved from the DOS operating system to Windows,” Bob explained. Making that computer upgrade allowed computer users to do more with less, with greater creativity and speed. In much the same way, a leader who operates from a more mature internal “operating system” is also more creative and agile.

“Extraordinary leadership is a strong outer game being mediated by a higher order operating system.”

The inner game runs the outer game. Simple as that.

But just because it’s a simple premise does not mean it’s an easy fix. When you delve into “Mastering Leadership’s” chapters, you’ll see that the process of introspection isn’t for the faint of heart. Yet know this:  if you decide to go on the journey, you will be richly rewarded. I personally experienced the breadth and depth of The Leadership Circle’s concepts over a decade ago. To this day, I draw upon the insights garnered during that powerful time in my personal leadership development.

Think you are ready to upgrade your own internal operating system? Pick up a copy of “Mastering Leadership” to learn more. You’ll need a coach to help sort things out. I’ve worked with many of The Leadership Circle coaches over the years. They’re all excellent. Drop me a line and I’ll give you a few names.

 

Disclosure: I received pre-publication copy of this book for review purposes. Some of the links in this post may be affiliate links, which means if you make a purchase, I receive a small commission. I only review materials that I think will be useful to my readers. Of course, you should draw your own conclusions and decide for yourself what is valuable.

Article source:Jennifer Miller - Leadership Greatness Springs from Within»

Guest Article: If I Could Be Anything by Jay Kuhns, SPHR

That’s easy, I would definitely be a...

Formula 1 driver...they have the best job because they influence so many people.

Singer in a metal band...they have the best job because they influence so many people.

Hollywood actor...they have the best job because they influence so many people.

Novelist...they have the best job because they influence so many people.

Talk show host…they have the best job because they influence so many people.

Famous composer…they have the best job because they influence so many people.

World leader...they have the best job because they influence so many people.

How About You

Wait a second, maybe I all ready have the best job? 

Maybe you do too?

I’d love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - If I Could Be Anything»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Are you 'touching base' ... and pouring your credibility down the toilet? by Ross Clennett

Is it possible to come up with a more clichéd reason to call a client or prospect than 'I'm just touching base'? I cringe if I ever hear a recruiter say that hackneyed phrase. They may as well just say 'I can't be bothered thinking too hard about what I should say but I hope you will talk to me'. It's the ultimate in recruiter laziness. And it's just as prevalent now as it ever was. No
Article source:Ross Clennett - Are you 'touching base' ... and pouring your credibility down the toilet?»

Check out more of Ross Clennett's work at hisblog

You have to be kind to be kind – Employee wellbeing through the Holidays

The old saying “you have to be cruel to be kind” may not be the best advice around the holiday period. Research has found that employee stress and depression levels increase over the Christmas and New Year period. While we understand that giving everyone leave over this time is not always an option, there are ways in which you can support an employee’s wellbeing throughout the festive season. 

During Christmas, it is not uncommon to experience financial pressures from debts, gifts and celebrations; family pressures due to hosting or attending gatherings (or a lack thereof). To add to the mounting social pressures, work pressures accumulate as New Year deadlines approach.
The mental health (and general wellbeing) of you and your team is vital to ensure you are able to contribute creatively and productively, and avoid droning on to get through difficult times where your efforts and output (and let’s not forget satisfaction) may suffer. 

Here are 3 tips to motivate you and your team to safeguard general mental health at this time of year:

1. Keep an eye out for red flags
While it is normal to experience a degree of pressure and frustration at this time of year, it’s important to note when this may become a larger problem for some employees. If a colleague (or yourself) appears sleep deprived, aggressive, anti-social, or negative, or may just appear down, this may be a sign that the stress they are experiencing is at an unreasonable level.  

If you see someone acting out of character for a long period of time, let them know you’ve noticed their behaviour is different and ask them how things are going. Be prepared to hear the response when you ask someone if they are ‘OK’, whether their response is positive or negative. They do not expect you to be able to fix their problems; all you need to do is listen as often people just need to talk something through. 

2. A little empathy or gratitude goes a long way
It cannot be overstated – a simple word of appreciation or understanding can motivate and encourage anyone. You don’t need to organise an elaborate event to thank work colleagues, as genuine personal encouragement can be enough to brighten their day or change their perspective. Go beyond sending an email - genuine communications are best done face-to-face; or, if you are competing with different locations, then a phone call is appropriate. 

3. If possible, review workloads
Stress occurs when our demands exceed our resources. Quite simply, staff may not have enough time or the resources to get the job done to the required standard. Pay close attention to whether work is being completed late or to a reduced standard than normal. Issues such as these may occur due to under-staffing and over-loading rather than a lack of enthusiasm or competence. Communicate these concerns with employees and investigate the cause of any issues. A good analysis to establish the root-cause of an issue is asking “why” 5 times to a response.

While Christmas is a stressful time of year for many, effective management through communicating with and supporting those around you can have a snowball effective to put the peace, love and joy (and the employee productivity and satisfaction) back into the festive season! 

Guest Article: Mastering Leadership – A Roadmap for Personal Transformation by Jennifer Miller

Few would argue that “leadership effectiveness” is one of the most important elements of business success. Yet, how many leaders in their organizations make their own leadership development a top priority? Even fewer set out to make a monumental personal transformation along the way.

Yet that just what’s needed in today’s complex work world: leaders willing to look inside themselves to initiate a personal transformation. This deep work on one’s “inner game” will create leaders who can navigate the complexity and volatility of the business environment—and do so with compassion, courage and character.

An ambitious new management book aims to help those willing to partake in self-reflection towards personal mastery. Drawing on seminal works in psychology, human development,  management theory and more, Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results creates a roadmap for the ambitious journey of personal development.

Authors Bob Anderson and Bill Adams write that Mastering Leadership is “two books in one.” The first half is written for executives and lays out the business case for the intense personal reflection the authors describe in the second half of the book. In Part One, Anderson and Adams define their “Universal Model of Leadership” which is the frame for the remainder of the book. Part Two of the book explores the varying theories that comprise their leadership model. There is also detailed explanation of what they call their “Leadership System”, which includes “The Leadership Circle” 360-degree assessment.

It’s a very comprehensive model and one that’s best left to those very familiar with it to describe. Thankfully, Anderson and Adams’ team have put together an excellent video overview. You can watch it here.

At over 300 pages, Mastering Leadership is not a quick read. And that’s OK with Bob Anderson. When I interviewed Anderson in advance of the book’s publication, he told me that he and Adams want their book to “advance the field and shift the way we approach developing [leaders]” in much the same way that Peter Senge’s Fifth Discipline did in the 1990’s. Speaking of Senge’s work, you will find him and many other thought leaders such as Peter Block, Robert Kegan and Lisa Lahey credited within the pages. Anderson and Adams say much of their leadership model was inspired by these thought leaders. What’s different about Mastering Leadership is that the framework takes the best theories in leadership, organizational development, and psychology and integrates them all into one model for leadership development.

Who should read this book? The authors say that the book is for “CEOs and senior leaders who know that leadership effectiveness drive organizational performance and there must be a better and faster way to develop effective leaders.” I would add that these leaders must also be willing to take a long, hard look at themselves, because this is where Anderson’s and Adams’ model starts. “At its core,” Anderson told me, “this book is an invitation to take [one’s] inner game more seriously.” There are no quick fixes here; executives seeking to use the concepts in this book must be ready to examine their own beliefs the ways in which they contribute to the dysfunction of their team.

This book will also be extremely helpful for practitioners and coaches in the organizational development field. Again, a caveat: for the concepts in this book to be truly effective, managers in the senior-most levels of the organization must be willing to participate. Otherwise, it will be a mostly academic exercise for the reader.

This is a well-written book with the power to change lives. And I’m not speaking hyperbolically. Here’s my proof source: in 2003, before Bob Anderson met Bill Adams, Bob created the basis for this leadership development model. It was called the “The Leadership Circle.” At that time, I used The Leadership Circle in a leadership development program for a nationally known insurance agency. Participants who used the coaching and the 360-degree assessment routinely called the experience “life changing.” It’s been over a decade since I’ve had the privilege of working with Bob Anderson and it’s a pleasure to see that his incredible work has been pulled together in a book that can be shared with so many more people.

Disclosure: I received an advanced copy of this book for review purposes. Some of the links in this post may be affiliate links, which means if you make a purchase, I receive a small commission. I only review materials that I think will be useful to my readers. Of course, you should draw your own conclusions and decide for yourself what is valuable.

Article source:Jennifer Miller - Mastering Leadership – A Roadmap for Personal Transformation»

Guest Article: Teach or Stop Leading by Jay Kuhns, SPHR

"No one learns as much about a subject as one who is forced to teach it."
- Peter Drucker

Expectations
The leadership lens I use to see the world often tricks me. I am accustomed to talking about leadership behavior, leadership style, leadership savvy, and perhaps most important of all...leadership presence.

I expect myself, and other leaders (including new ones), to perform at a high level. Candidly, that's not entirely fair. But then again...it's not about being fair. Leadership is about doing the hard work...making the difficult decisions...and being both strong enough and humble enough to deliver your words with confidence.

Opportunity
When we see new leaders struggling to establish their executive presence what do we do? Are we quick to criticize to justify our own shortcomings?

When we see early careerists trying to contribute and they fail mightily what do we do? Are we quick to admonish and embarrass to justify our own authority and power?

When we see an experienced leader who has clearly lost touch with how the world works what do we do? Are we quick to write them off as old school and no longer valuable despite their years of experience?

We have an opportunity to teach them. We need to demonstrate what it means to be effective today. We need to use questions to help them understand without sounding arrogant. 

We need to know what we're talking about before we teach them.

How About You
When do you intervene to support a colleague? Is it to provide constructive criticism; or, is it something more? Think about a time when one of your role models supported you. It was powerful wasn't it?

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Teach or Stop Leading»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: How Gaming Builds a Social Culture by Ben

A few weeks ago, one of my good friends was tapping away at his phone, and I asked him what he was up to. He told me that he was playing this “Clash of Clans” game online.

During my college days, I played games regularly. I enjoyed it, and it was a great way to pass the time. Now that I have kids I don’t have much time for games anymore, so I started to dismiss it. Then he said something that struck me. He was playing on a team with some of his peers from work.

After digging deeper into the story, I knew I wanted to share about it. Not just because I still have a fondness for games, but because this has some interesting impacts on the workplace as well.

Growing Up

One of my best memories growing up is playing games with my family: board games, word games, and all kinds of others. One of my absolute favorites is still Scattergories, in case you were curious. And when I think about those games I don’t think about which ones I won or lost. I think about the way I felt playing together and feeling like I was part of something special.

I will never forget playing an especially loud and crazy round of Catch Phrase years ago with family and friends. The purpose of the game is to give clues so that your partner/team can guess the secret word/phrase. We had wracked up quite a few points, and the other team looked at us and said, “It’s like you guys have your own language.”

I’ve never forgotten that, or the significance of it. It’s the same as having a unique culture. The way you talk, the things you say, the actions you take–they all are based on common knowledge and beliefs.

Funny aside: while writing this it reminded me of this scene from Four Christmases where they play a board game similar to Catch Phrase. 

Games at Work

Back to the original point: games can help to develop a culture that is uniquely social and collaborative. The company where my friend works has a “clan” or group of players, and each can invite other coworkers or family members to join the team. Even though some have left and moved to other jobs elsewhere, they remain tied to the group through the game and interact regularly.

I see games being used quite a bit in some of the case studies I publish at work. Companies use gaming and simulation elements to drive training goals. They also use gamification elements to help keep up social recognition and other interactive initiatives. There’s a reason why this industry is growing faster than ever before. It’s because they work!

Companies are seeing amazing results through the use of this new technology and worldview. Using games and gaming elements to keep employees engaged in their work can pay off in the long run.

Before I left my last company, one of the monthly social events I was putting together was a gaming tournament based on old Atari games, such as Pac-Man, Galaga, and Asteroids. I knew that our software, systems, and electrical engineers would be interested, even if they didn’t typically come to other orchestrated “social” events within the company.

So, while you might not rush out to get all of your employees hooked on the latest online game, think about how you can develop some camaraderie and trust among your staff with games. Just don’t pull out Monopoly. I can’t think of a way that ends well. :-)

Article source:Ben - How Gaming Builds a Social Culture»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Want to Land that Job? Pay Attention to the “Big 4” of Hiring by Jennifer Miller

I’m a sponsored blog partner with Spherion (a staffing and recruiting organization) and am participating in the release of findings from Spherion’s Emerging Workforce® Study (“EWS.”)  All opinions are mine.

Want to find a new job? You probably figure that prospective employers place a heavy emphasis on your current job to decide if they want to hire you. Surprisingly, that’s not the case. Spherion’s Emerging Workforce Study uncovered this startling fact: less than ten percent of employers think your current employment status is an important factor in hiring decisions.

What are the things that influence whether or not a company hires you? According to the EWS, the following factors are important to employers:

Interview performance- 33%

Cultural fit in the organization- 33%

Resume- 13%

Personality assessment results- 9%

Resume writing is a topic unto itself, so let’s break down the other three factors.

Interview performance. No surprise here. Interviews are your way of “auditioning” for the company. If you clam up when on a job interview, you’re virtually guaranteed to get a pass from a company. In my experience, people simply don’t prepare enough for their interviews. They invest lots of time looking the part by deciding what to wear, but not nearly enough in crafting their interview responses. The single best thing you can do is learn about the behavioral interview process. Even if the interviewer doesn’t use this technique, if you prepare with this style of interview in mind, your answers will be well-thought-out and you’ll still be able to use them.

Cultural fit. When interviewers looks for “cultural fit,” essentially they want to know: how well will you fit in with “the way we do things around here”?  Again, doing your homework pays off. What is this company’s culture? Is it free-wheeling and dynamic? Serious and procedurally oriented? When you interview, give examples that showcase how your personal style matches that of the company’s predominant culture. Here’s the thing about culture: you either “fit” or you don’t. Yes, you’re being judged, no way around it. But I always advise people that being a square peg in a round hole is very uncomfortable. No matter how great the actual job is, if you’re not comfortable operating within the company’s vibe, it’s not going to work out for the long run. Better to figure that out during the interview and then move on if there’s not a fit.

Personality assessment. Your personality is uniquely you. It’s the summation of your values, your life experiences and the distinctive wiring that you were born with. There’s very little you can do (if anything) to change your personality. And why should you? A personality assessment that’s specifically designed for the hiring process can help companies decided if there’s a good “fit” with both the job you’re being hired to do and the organizational culture. In that way, they’re a helpful interviewing tool. Unfortunately, as a practitioner who has used assessments extensively for the past 25 years for professional development, I’ve also seen assessments misused in the hiring process. My best advice is don’t try to game the assessment. In most cases, you can’t and your results will be deemed inconclusive. And even if you could skew the results, why bother? You’re just telling the company a lie—and one that soon enough will come to light once you start in your new job.

What you’re doing now in your current role matters less than you might think for your job search. Pay attention to the “big four” of hiring—resume, interviewing, cultural fit and personality assessment—and you’ll make a great strides in landing your next great job assignment.

 

 

About the Emerging Workforce Study: For more than 18 years, Spherion has examined the issues and trends impacting employment and the workforce. This year, Spherion’s “Emerging Workforce Study” was conducted between March and April of 2015 by Harris Poll, a Nielsen company. The study polled over 2,000 workers and 225 human resource managers on their opinions and attitudes regarding important workplace topics such as employee engagement, job satisfaction, generational differences and work/life balance. One of the study’s goals was to look for indicators for what the workplace will become. As the perspectives and attitudes of the workforce evolve, employers must better understand employees for greater business success.

You can also follow Spherion on Twitter (hashtag #EWS2014) or join them on Facebook.

Disclosure: Spherion partnered with bloggers (like yours truly) for their Emerging Workforce Study program. As part of this program, I received compensation for my time. I was free to form my own opinions about the data supplied by Spherion and all opinions are my own. Spherion’s policies align with WOMMA Ethics Code, FTC guidelines and social media engagement recommendations.
Photo credit – copyright: racorn / 123RF Stock Photo

Article source:Jennifer Miller - Want to Land that Job? Pay Attention to the “Big 4” of Hiring»

Guest Article: The Many Benefits of Gratitude by Jennifer Miller

What are you grateful for? Our national holiday of Thanksgiving is tomorrow, so naturally, gratitude is on my mind. I was curious about the tangible benefits of gratitude. Can the act of being grateful have mental benefits? What about physical benefits? Turns out that yes, giving thanks provides more than just a temporary “feel good” state. Here’s what I discovered:

Gratitude improves your sleep, mental health and ability to make friends.

Managers who say “thank you” help increase their employees’ motivation to work harder.  

Teens who are grateful have better overall mental health and higher grade point averages.

Gratitude during times of tragedy can help you manage the stressful event.

People who say they’re typically the “grateful” type also report better health factors such as lower cholesterol, blood pressure and risk of depression.

Clearly, gratitude is an emotional state that reaps many benefits. Even though the focus is on gratitude this week, see if you can make it a daily habit—all year long—for maximum effectiveness in your personal and professional life.

 
Image credit: pixelsaway / 123RF Stock Photo

Article source:Jennifer Miller - The Many Benefits of Gratitude»