Guest Article: Leadership Wisdom from Dr. Ben Carson by Ben

Last week I had the chance to see Dr. Ben Carson speak at an event. For clarity, this was a faith-based event, not a political one. I have seen the movie Gifted Hands twice (highly recommended!), and I was excited to hear some of his story in his own words. I picked up four pieces of wisdom on leading people and wanted to share those insights here.

Defining Diversity

Diversity is not a unanimity of speech or thought. It’s a respect for the differences around us.

We don’t all have to believe and say the same things to be diverse. What we must do, though, is respect others. Everyone is different from you in some way, even if it’s in terms of what music they listen to, what foods they like, etc. Respect those differences and the larger ones that still can permeate workplace decisions (color, gender, etc.)

Leading Technical People

Sometimes when leading technical people you won’t understand 100% of what they do. What is important, however, is to make them realize you appreciate and support them anyway. Carson’s mother made him read books and write reports for her to critique. The kicker? She couldn’t read.

She knew the importance of reading for learning growth and knew the skill was important enough to emphasize. She would highlight the papers and ask questions to help them realize that she cared about the assignments.

Motivating Others

At one point early in his career Carson was appointed supervisor of a road cleanup crew. The problem, he said, was that the crew wasn’t interested in doing any work! They were paid by the hour with a goal of 100 bags per day, so he negotiated with the team to pick up 100 bags for eight hours of pay plus any time saved. For instance, if they picked up the 100 bags of trash in six hours, they were paid for eight hours of work and got to go home early.

He said that his crew quickly became the most productive and others couldn’t understand how his team was doing more work than the others in less time.

How to Be Successful

Mr. Carson finished his remarks with this powerful quote:

Success is using your God-given talents to elevate other people.

I firmly agree. We all have unique skills, abilities, and talents. We should look for opportunities where our greatest passion meets our greatest strength and make the world better. It wouldn’t make much sense for me to try to build homes for people–that’s not my skill set. But planning a charity race? I am all over it. What’s your talent and how can you use it to elevate others?

Article source:Ben - Leadership Wisdom from Dr. Ben Carson»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Leadership Communication is Vital During a Crisis by Jennifer Miller

When tragedy strikes, the CEO must speak up

Even though it happened over 20 years ago, the memory is vivid: While working in corporate America, I was waiting for a fax for one of my projects. Upon hearing the sound of an incoming fax, I grabbed the paper off the machine, read it, and then lost all thought of the task on which I had been so urgently focused.

The message was a memo from our company’s CEO, addressed to the entire organization of 5,000 global employees. He was writing to let us know that there had been a fatality at one of our manufacturing facilities. The news was heartbreaking: A young man on break from his college studies was killed in a forklift accident on the receiving dock.

I immediately shared the news with my team of colleagues, several of whom knew this young man because his parents also worked for our organization. It was a tragic loss that sent shock waves through our company for days to come. In his message, the CEO briefly outline the facts of the situation, then moved on to encourage us to band together and help one another as we came to terms with the loss of a fellow employee.

Years later, this story stays with me not only for the obvious reason of a young life tragically cut short, but also for the lesson it taught me about leadership communication during a crisis: The CEO’s message was compassionate, highly personal and most importantly, timely. The accident occurred a mere 90 minutes prior to the fax arriving in departments across the entire organization. Keep in mind this was before the instant communication capability of e-mail, texts and social media, making the speed with which this information was delivered even more astounding.

Many times, when tragic (and potentially litigious) circumstances occur, leaders are counseled to “get the facts straight” and limit the amount of detail in an initial communication. Luckily for us on that sad day, our wise CEO knew something equally important: In an information vacuum, people make things up. So, it’s smarter to communicate quickly rather than let the rumor mill do the job for you, especially when the news is especially dire.

Ruth Walker, president of Due North Marketing Communications and a corporate communications professional, has advised many executives during times of crisis. Walker says, “Remember that, in the absence of information, the grapevine will flourish. Yes, it’s important to be correct with information but, depending on the situation, timeliness may also be important.”

Humans have a strong need to “connect the dots,” especially in times of tragedy when we seek to make sense of an unfathomable situation. Regrettably, when information is lacking, people connect those dots with alarming inaccuracy. Communicating as a leader during the best of times is challenging, and to do so effectively during a crisis requires additional attention to the dynamics of the human psyche.

Here are four ways that leaders can reduce chance of people filling in the blanks with inaccurate information:

Be timely. It’s far better to succinctly and accurately report what is known as soon as possible than to wait even another 30 minutes to gather additional data. Leaders can (and indeed, should) provide additional updates as information becomes available. If details are sparse, Walker says, it’s OK to say, “This is a complicated situation and we don’t have all the information yet. Here is what we know so far…”

Humanize the message. Stating the facts clearly is a given. Leaders who go the extra mile and do so with compassion appeal to people’s humanity, helping them receive difficult news with less psychological trauma. Too much focus on “just the facts” sends the message that a leader is only interested in getting “back to business” as soon as possible. Yes, it’s painful or uncomfortable to talk about this and it’s likely that emotions will run high. Leaders who can deliver bad news with compassion gain the trust of their followers and also humanize themselves in the process.

Create a feedback loop. One of the best ways to reduce the flow of inaccurate information is to establish a channel for two-way feedback. If the message is delivered in written form, be sure to provide a means for people to connect with you. Be as specific as possible. For example, state, “I know you’re in a different time zone, so feel free to call me on my personal cell after business hours,” if this isn’t a typical arrangement. If you are talking face-to-face, or voice-to-voice, build in ample time for questions.

Follow up. The more distressful or surprising the information, the more time people will need to process it. Even when you provide time for questions during the initial notification, people will need time to sort through their emotions and formulate questions. Don’t add to the information vacuum by assuming “no news is good news.” And, don’t be surprised if the questions come many days after the event.

Communicating during times of crisis offers leaders an opportunity to both demonstrate compassion during a time of trouble, and to also set the stage for others to provide much needed support to one another. Years ago, that’s exactly what our CEO did, and it remains an indelible leadership lesson for me to this day. His message didn’t lesson the sadness we felt, but it rallied us as a community and helped us process our grief.

This post originally appeared on Smartblog on Leadership.

 

image credit: 123rf   astragal

Article source:Jennifer Miller - Leadership Communication is Vital During a Crisis»

The Rise of Video Interviews

Traditional face-to face job interviews are becoming a thing of the past.  With a world of technology at your fingertips, screening applicants through online can help to save you valuable time, whilst ensuring that only the best applicants proceed to the final stages of your recruitment process. Here are 5 reasons why video interviews are on the rise.

Put down the phone

Replacing an initial follow up phone call with a video interview can offer a better insight by allowing you to see the candidate’s body language. You can achieve the same results as a phone interview, but with a stronger grasp on who the candidate really is. Rather than meeting a candidate based only off a resume, video screening ensures only the candidates with the suitable qualities will be making it through to the next stage of the recruitment process.

Keep it focused

With a traditional face-to-face interview, the interview can go astray due to distractions in the office or side conversations that you may have with the candidate. This side-chat may also be a source of unconscious bias over who will progress through to further stages. Through online screening, the candidates all have the same questions and an allotted amount of time to answer each question.  Video interviewing brings uniformity and professionalism to the recruitment process.

No need for nerves

As each candidate conducts their video interview in their own time and space. Not only convenient, interviewing online may reduce interview anxiety. As the candidates are in a comfortable setting, it allows you to truly grasp their capabilities, unmasked by the negative stress job interviews often bring.

Be kind, rewind

Need to review your candidates? Easy! Just click replay! The convenience of a video not only allows for you to watch their interviews again, allowing you to compare and contrast promising candidates, having their key qualities fresh in your mind at all times.

Pass it on

Gone are the days of having a panel of hiring managers or directors spend their valuable time sitting through hours of interviews. Relevant sections of promising interviews can be shared amongst your other hiring managers with the click of a button.                                                                                                                  

Boundaryless  recruitment

Where potential candidates used to be those within arm’s reach, with video interviews, applicants can be screened from all corners of the globe. You can find great talent interstate and overseas. Video interviews efficiently and cost-effectively assess and engage with this previously untapped talent pool.

      

Less time, more candidates

Video interviewing allows you to rank and review vast amounts of applicants in minimal time. Time is money, and where with traditional interviews, the number of applicants you can consider is restricted, screening online allows you to ensure promising candidates are not missed due to logistics.

Did you like the sounds of video interviewing? Voice advantage is a sleek and advanced interviewing platform designed to relieve recruiters and hiring managers of all the manual and follow up activities in interviewing, whilst giving you the true voice of a candidate’s potential. Please take a quick 3 minutes to 'put yourself in the interviewees shoes' and take the demo here. Or learn more about how it all works in this video http://www.youtube.com/watch? 

 or visit http://www.psychpress.com.au/psychometric/voice-advantage/

Guest Article: Will You Vote For Me? by Ben

I learned this week that one of my former bosses nominated me for a Young Professional Award for the work I have done over the past few years, both with this site and within the community where I live. I was (and still am) humbled by that support. As far as I can tell, I’m the only HR guy in the running, and I have until July 1st to gather a few votes in the competition. Would you be willing to take 20 seconds to vote for me? Whether you’ve been reading this site for one day or six years, I would sincerely appreciate the support.

No registration is required, and you do not have to vote for anyone else in the other categories if you don’t wish to. Thanks!

Click here to vote

Article source:Ben - Will You Vote For Me?»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: I Met the Future...and it Means Business by Jay Kuhns, SPHR

Guest Article: 3 Sure-Fire Ways to Ruin Trust with Your Team by Jennifer Miller

Charlie is a charming, highly persuasive marketing executive for a growing technology company. He’s a delight to work with—until you tell him what he’s asking for isn’t possible. Then, his charm rapidly dissipates. On a good day, you’ll get a reptilian smile with, “I’m sure someone with as many years in the business can find a way to make this work”; on a bad day, it’s a terse “just find a way.” No amount of reasoning will work with Charlie because, in his mind, there are two types of people: winners and losers. And Charlie doesn’t lose.

The media is filled with stories of CEO’s, celebrities and highly paid sports figures run amok with their inability to take “no” for an answer. Whether their reactions are all-out tirades or a more subtle approach like Charlie’s, leaders who must hear “yes” at all costs put their organizations’ financial health at risk. Moreover, these win-at-all-cost types create a culture that damages trust. According to Loyola University professor Linda Stroh, people who consistently respond poorly to being told “no” are on track to be perceived as one of the “bad guys”—people who are not to be trusted. Stroh, the author of Trust Rules: How to Tell the Good Guys from the Bad Guys in Work and Life, has done research to uncover the key elements that make a person trustworthy. The ability to accept a rejected idea graciously indicates a person is more likely to be perceived as trustworthy.

Persistence and tenacity definitely pay off. But at what point does sticking to your guns become a liability and threaten the trust between you and your team? Here are three ways to tell if you’ve crossed the line:

The thrill of victory. Many business people are former athletes; they enjoy the thrill of winning. When you engage with your colleagues, do you get a buzz when the interaction turns competitive? Be aware: are you unconsciously setting up a win-lose scenario in your mind? Remember, you and the people you lead are a team, not adversaries. If you are somehow thinking you need to “win” the argument, or have your specific idea adopted, you’ve stepped over into trust-damaging territory.

The need to be right. My kids often argue over the smallest details, struggling to maintain who is “right” over the debate at hand: “You said that I said that it happened on Wednesday.” “No, I said that YOU said it was on Thursday. I was at Jimmy’s on Thursday, so I couldn’t have done it on Thursday.” And so on, the argument continues over irrelevant minutiae. Sadly, similar debates occur with adults in the workplace as well. The problem is, when we’re embroiled in the discussion, it’s hard to step back and see how ludicrous the conversation has become.  When you’re in a discussion in which there are differing opinions, and the debate centers on a small detail, pull back. Can you make the choice to be wrong (or simply concede the point) in order to help the team move on?

The tendency to take it personally. Not every disagreement from a team member is an attack on your character or your intellect. Believe it or not, some leaders are perfectly comfortable with their team members saying, “Um, Stacie, that’s a terrible idea, and here’s why.” They’ve cultivated an atmosphere of “tell me if I’m off track” and their employees are comfortable giving difficult feedback. If you’ve never heard your team push back on your ideas, then most likely you are somehow sending the message that disagreement is a bad thing. The next time a spirited debate takes place at a meeting and you feel your ideas are being attacked, remind yourself that it’s the idea being questioned, not who you are as a person.

Leaders like Charlie, who see “not taking no for an answer” as a sign of strength, may win in the short term, but their actions have long-lasting negative effects. Their inability to listen to others’ opinions and, if appropriate, concede a point, drives down trust within their team.  They overplay the persistence hand, and in doing so, damage not only their personal credibility, but their organization’s ability to thrive.

 

This post originally appeared on Smartblog on Leadership.

 

This post is part of  The People Equation’s “Trust-Building Thursdays” series. Each month, we’ll explore trust in the workplace and offer practical tips for building trust with your boss, colleagues, peers and team members. You can see other installments of the series here.

 

photo credit:   Dmitri Stalnuhhin

 

 

Article source:Jennifer Miller - 3 Sure-Fire Ways to Ruin Trust with Your Team»

Guest Article: 2015/16: Linear Improvement or Quantum Leap? by Ross Clennett

For most recruiters, this is the last week of the ‘old’ Financial Year. The annual fees or billings clock is just about to wind back to $0 and June 2016 seems like an eternity away. It would be tempting to just treat this week like any other week and go about your business of calling, interviewing, visiting and filling jobs to get the scoreboard ticking over as quickly as
Article source:Ross Clennett - 2015/16: Linear Improvement or Quantum Leap?»

Check out more of Ross Clennett's work at hisblog

Guest Article: 4 Things Top Managers Do To Improve Employee Engagement by Jennifer Miller

Improving your interactions with employees isn’t rocket science, but it does take effort. I interviewed top managers to find out specifically what they do to create connection and engagement with their employees. You’ll find a list of four tips for managers to communicate more effectively with their team members over on TINYPulse’s Employee Engagement & Culture blog with the post, Real-Life Solutions for Employee Engagement.

 

photo credit: istock photo

Article source:Jennifer Miller - 4 Things Top Managers Do To Improve Employee Engagement»

Guest Article: 4 Things Top Managers Do To Improve Employee Engagement by Jennifer Miller

Improving your interactions with employees isn’t rocket science, but it does take effort. I interviewed top managers to find out specifically what they do to create connection and engagement with their employees. You’ll find a list of four tips for managers to communicate more effectively with their team members over on TINYPulse’s Employee Engagement & Culture blog with the post, Real-Life Solutions for Employee Engagement.

 

photo credit: istock photo

Article source:Jennifer Miller - 4 Things Top Managers Do To Improve Employee Engagement»

Guest Article: Prioritizing Employees by Engagement Level by Ben

The most engaged… are first in line.

Recently I read a blog post about email marketing and delivery, and that line struck me. Stick with me, because I think there’s an intriguing question it brings up.

People that run companies and blogs often use delivery services to communicate with customers and readers. I use a tool called MailChimp and have for several years. I have a little bit (okay, a lot!) of a geeky side, so I follow their blog to stay up to date on best practices for email marketing, product updates, etc. A short while back they posted an interesting piece describing how they send emails to large groups quickly. Here’s a snippet:

Our sending infrastructure is designed to turn large campaigns into smaller “payloads” to get them out the door much faster. When you click Send in the Campaign Builder, you’re actually telling MailChimp to start biting off parts of your campaign. As each payload is created, it’s immediately routed to our Mail Transfer Agents (MTAs) and queued for delivery. We organize this based on subscriber member ratings, so the most engaged subscribers in your campaign are first in line.

In email marketing speak, engaged subscribers are those that open, read, and click through the emails. Over time they are ranked based on how often they complete those tasks from highly engaged to not-so-much.

That made me wonder–what would happen if we could tweak our HR service delivery to prioritize those who are most engaged? For instance, if two requests come in for support and both will take an hour to complete, we would determine which employee was most engaged and handle their request first.

What if…?

On one hand, it seems like that approach could have a detrimental effect on those already on the cusp of disengagement. But should we be focusing our efforts on those individuals? I mean, engaged staff are pretty valuable to the organization…

Jim Harter Ph.D., a chief scientist at Gallup Research explained what engaged employees do differently in an email interview: “Engaged employees are more attentive and vigilant. They look out for the needs of their coworkers and the overall enterprise, because they personally ‘own’ the result of their work and that of the organization.”

Harter, who has co-authored over 1,000 articles on the topic as well as two bestsellers, also says engaged employees “continuously recreate jobs so that each person has a chance to do what they do best.” Engaged employees “listen to the opinions of people close to the action (close to actual safety issues and quality or defect issues), and help people see the connection between their everyday work and the larger purpose or mission of the organization.” When engaged employee do this they create a virtuous circle where communication and collaboration nurture engagement and vice versa.

Considering the benefits, why do companies still struggle to foster engagement? Harter writes, “Many organizations measure either the wrong things, or too many things, or don’t make the data intuitively actionable. Many don’t make engagement a part of their overall strategy, or clarify why employee engagement is important, or provide quality education to help managers know what to do with the results, and in what order.” Source

On the other hand, just like we’ve learned over time that focusing on strengths can deliver more value than focusing on weaknesses, maybe we should be focusing on making sure those engaged employees get the best service that the HR team has to offer. If we consider it logically:

1. It helps to maintain or improve engagement levels
2. It helps to prevent a slide toward disengagement
3. It might help to drive additional results from those individuals

Another similar example of this is handling support requests from free and paid users of a product. Often times when companies use the “freemium” model and have a free version of their tools, the paid users have priority when it comes to getting support/help from the provider.

What are your thoughts? Would it make sense to handle our requests from employees based on the individual’s engagement level? What would be potential benefits or pitfalls? 

Article source:Ben - Prioritizing Employees by Engagement Level»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: What's Important Now by Jay Kuhns, SPHR

I have a long list of priorities in my life right now. You probably do too. When I think about the expectations of me to deliver...it feels...well...like a lot.

Whether that means coming through consistently for my company and our clients...to making sure I am "there" for everyone in my personal life...to finding time to do something for myself (ha!)...it has become a long list.

So which of these things is most important now?

Blessing
So before I get too deep into this topic I need to clarify an important point: I love the rush of a hectic lifestyle. I get fired up when there's pressure. I like being the one who has to make something happen when everything looks bleak. 

No, I don't have a hero complex. But candidly, I've seen enough leaders over the years who either analyze every situation so thoroughly that they make decisions once it is absolutely safe (and far too late to be effective); or other leaders who talk a good game but don't do anything...ever.

I'm not that guy. I'm the one who's willing to jump in and push a little too hard...before everything is just right...because forward momentum to me is far more important than perfection.

When was the last time you experienced perfection? I thought so....I never have either.

Curse
The impact of loving a hectic lifestyle however, is that the pressure can sometimes be too much. Always being "on" and delivering for everyone all the time (except yourself) can occasionally knock us off our game.

I hate when that happens to me. And yes, it feels like a curse sometimes.

How About You
What approach do you take to identify what is most important in your world? For as much as I work hard to keep it all moving forward...the reality is I'm human too. (Don't tell anyone...I don't want to ruin my reputation.)

I'd love to hear from you.

No Excuses.

pic

Article source:Jay Kuhns, SPHR - What's Important Now»

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

Guest Article: Abeyance (Will Kill Your Career) by Jay Kuhns, SPHR

Guest Article: Tips for Maintaining Your Focus as a Leader by Jennifer Miller

In the new book The Disciplined Leader, John Manning writes about the importance of focus—and how it drives leadership success. After reading the book, I had the opportunity to ask John some follow up questions. What follows is an edited version of our conversation.

Jen: In the book’s introduction, you write that leaders must learn to focus on the “Vital Few” in order to achieve results. How does one go about staying focused on the Vital Few?  

John: That’s a great question because making sustainable, personal change is hard. Many people start off strong, but after the initial excitement of doing things differently wears off, they revert back to their former habits. My strongest advice is to avoid taking on all the ideas at once because you will feel overwhelmed. Instead, start with a few changes that you can really focus on. Once you set your goals, accountability helps you stay the course.

I spent a considerable amount of time in the book talking about accountability because it is so vital for success. One of the best accountability methods for personal change is to partner with a trusted friend, advisor, or coach. Establish consistent meetings with this person to discuss progress and talk about what’s working or what’s not.

I have found this approach very powerful. It helped me stay on course and provided me the needed insight to move ahead. The key here is consistency because change is a process and not an event.

Jen: What additional insights would you like to offer about the actual discipline to stay the course, once a goal is set?

John: Leaders need to be patient in this journey. They’re not going to be perfect all the time and sometimes stumble and fall, reverting back to old behaviors. The key is to forgive yourself first. Then recommit and figure out where you went wrong and why, so you can boost your odds of success next time. Journaling is a great tool to hold yourself accountable. The sheer act of writing a summary of the day helps you became more self-aware. The process gives you an opportunity to celebrate successes and develop corrective actions where you are falling short.

Jen: In the “Take Action!” section of the chapter “Spot Opportunities to Coach,” you suggest that leaders seek additional training on coaching and use a coaching model that they find useful. What courses or resources would you suggest?

John: The type of training or coaching model someone chooses is going to be very specific to their needs. We create customized solutions for our clients based upon their needs. We also offer a program called, 12 Steps to Effective Coaching, which is dedicated to helping managers and leaders coach their teams.

Beyond taking a workshop, we’ve found one of the best ways to learn how to coach your own team better is to study someone else who is already an excellent coach. In the past I’ve had mentors and colleagues who were just really good at coaching. I listened and observed what they said and did, as well as what they didn’t say and didn’t do, and that’s been a very powerful learning experience for me.

Jen: In the third section of the book, “Extend Your Reach”, you write that leaders who move beyond their departmental walls and build alliances throughout the organization build their personal “brand into something people can trust.” Would you please elaborate on the connection you see between trust and a leader’s reach beyond his or her department?

John: The degree to which people trust you is directly connected to the level of impact you will have as a leader. Leaders who build trust gain followers. And together, they collectively create impact and influence the world that’s immediately within their reach—and beyond.

In fact, leaders can become game changers if they build powerful trust, not to mention the respect and loyalty of their people. As well, the opposite is true: Leaders who lack the trust of their people will ultimately lose any potential to influence those beyond their department in any meaningful way. Trust is the seed of power, influence, and change.

_________________________________________________

Thanks to John for sharing these additional insights with the readers of The People Equation. We appreciate it!

To learn more about The Disciplined Leader, read my book review.

 

Disclosure: I received a free copy of this book for the purpose of writing this review. Also, some of the links are affiliate links, meaning if you click the link and make a purchase, I may receive compensation. This doesn’t increase the price of your item and I only review books that I believe my readers will benefit from.

Article source:Jennifer Miller - Tips for Maintaining Your Focus as a Leader»

Guest Article: Thank you: My MDC fundraising campaign for 2015 by Ross Clennett

My fundraising campaign for the 2015 Mother's Day Classic has now finished. On Sunday morning 10 May 2015, more than 120,000 Australians, in all capital cities and 91 regional locations participated in the Mother's Day Classic. Why do so many people make this commitment on Mother's Day? By 2020, it is projected that 17,210 women will be diagnosed with breast cancer every year in
Article source:Ross Clennett - Thank you: My MDC fundraising campaign for 2015»

Check out more of Ross Clennett's work at hisblog

Guest Article: Hacked, Jacked, and 11 Other Random Things by Ben

It’s been a whirlwind this past week and I’m just catching my breath for a bit. The site was hacked for the first time in over six years. Lesson learned: choose a strong password and don’t ignore strange activity with your web host.

I was able to scramble and get it working again, but if you happen to run across something that doesn’t look right, please let me know and I’ll address it ASAP.

In the meantime, I’m pumped for a wide variety of reasons. Let’s cover a few seemingly random ones.

1. I just finished reading a book on my flight today that was very enlightening and insightful. It shared many commonalities with another book I read recently, and I plan to tie them together in an upcoming post. Both were written by CEOs of large organizations, and some of the key pieces of advice that held them through the tough times were very similar, despite one of them being in manufacturing and the other in healthcare. I enjoy seeing similarities like those.
2. In other non-HR news, the little guy is 7 months old now and is just trying to decide if he wants to crawl a bit. It’s so fun to watch him use his head to prop himself up. That laughter is priceless. My little girls are growing up, too, and it’s so crazy to think that I posted here when they were first born. I still remember my pal Mervyn being awake because although it was late here in the US it was morning time for him in the UK.
3. I am spending a day in Delray Beach today with the Brandon Hall Group leadership team to talk about my role and what the future holds. I’m excited about the possibilities.
4. I am talking with a local business leader in a few weeks about how he started his business with Christian principles. This is a passion of mine so it’s really neat to learn about how others are pursing a calling on their own terms. Should be a fun conversation and will share any insights I gather.
5. I’m still volunteering with my NASHRM chapter. I love seeing the inner workings of a nonprofit serving its members, and as a longstanding introvert, having that natural “in” to start conversations is a great opportunity for me. Being on the board has really helped me to be more outgoing, despite it being against my natural tendency. Any other introverts out there?
6. I ran two races a week ago on back to back days and am still paying for it. Plantar fascitis in my right foot/heel is AWFUL. In other news, I placed 8th in the 15k mountain race and ~3rd place in the 10 mile trail race, so at least it wasn’t all for naught.
7. I mentioned last week that I was training a young man to run. It’s been fun to chat with him because high schoolers are often awkward and it reminds me that people who HIRE these workers have additional challenges. Kudos to those of you that do.
8. Vacation Bible School is this week every night. I am relegated to the outdoors because I am loud and can’t stand still. I’ve led the games for at least five years running. I wonder why…
9. I had my first Uber ride yesterday. Interesting. There isn’t any need for them where I live, so I won’t be able to try again for a while. Lots of regulation and push back on this industry, and I’m curious to see what happens over time. You can now even get food cooked for you–like Airbnb for your belly.
10. I haven’t been this busy in a while. I have draft ideas to write about stacking up around my ears, but think I do this every summer. I get done with work and immediately jump into family time with Melanie and the kids at home. I may shift back to once a week until August.
11. Another tradition Melanie and I have is watching a new TV series over the summer. We love the hero stuff, which includes Arrow and The Flash. I’m trying to decide if we will go for Gotham over the summer. She has been hooked on When Calls the Heart and I’d like to catch up on The 100, but time with the kids is at a premium for us.

Probably nothing enlightening or exciting, but wanted to share a few “tidbits and trivialities,” as my favorite fiction author F. Paul Wilson likes to say. Enjoy your week!

Article source:Ben - Hacked, Jacked, and 11 Other Random Things»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: 16 Discussion Questions to Help You Lead Better Meetings by Jennifer Miller

Does leading meetings frustrate you? Maybe you have someone in your meeting who has ideas— lots of them—who can’t seem to shut up. Or perhaps it’s the opposite issue: meeting participants are shutting down good discussion in the interest of “keeping things moving.”  If either of the scenarios sounds familiar, then you will want to read my latest post on Smartblog on Leadership. It’s about the two types of conversational flow that meeting leaders must master to lead effective meetings.

The article also includes a free download (no opt-in needed) of my informational sheet called, “16 Discussion Questions to Help You Lead Better Meetings.” So, go on over to Smartblog on Leadership and check out: Lead better meetings with these 2 conversational paths.

Article source:Jennifer Miller - 16 Discussion Questions to Help You Lead Better Meetings»

Mindfulness - reducing stress and improving communication in the workplace

As a society our overall wellbeing is decreasing. Findings by the Australian Psychology Society detailed that in 2013, the rate of stress, depression, and anxiety reported among people had risen compared to the previous two years of research. In particular, younger people are seen to be reporting the negative symptoms of depression and anxiety at a higher rate than their older peers. Furthermore, workplace wellbeing was also reported as lower compared with previous years.

With the rate of mental health issues rising, large companies such as Google and Apple have begun utilising Mindfulness in the workplace to ensure they give their employees the best possible chance to be resilient and self-sufficient in neutralising the daily stressors that they encounter.

What is Mindfulness?

Mindfulness is non-judgemental, open and curious awareness of oneself in the present moment; such as awareness of our thoughts, emotions, and reactions. Research shows that developing this level of introspection has positive effects for reducing stress levels, regulating emotions and emotional reactions, promoting enhanced decision making, and decreasing negative thought patterns which can interrupt positive functioning throughout the day.

Mindfulness in the Workplace

There are great Mindfulness at Work websites that will give you tips on how you can practice Mindfulness while going about your daily work-related routine. Some of these tips are listed below:

• When you walk to the car or the train station, walk a little slower. Feel the footpath on the soles of your feet. If you notice any tension in your body, try to relax it.
• When walking try to breath in and out with every third step you take.
• When you sit at your desk, take a few controlled breaths in and out before you start your computer.
• Eat your lunch a little slower, take the time to chew your food and taste all the different flavours you can.
• When you are going to communicate something, take the time to think about what you are saying and how you will say it.
• Before you put your key in the front door upon returning home, stop and take a few breaths before proceeding.

No matter what industry you are in or what stage of your working life you are at, increasing your wellbeing is beneficial to you and those around you. Through the techniques of mindfulness, the added development of increased emotional stability and positive thought patterns will only improve morale and the company environment.

Mindfulness - reducing stress and improving communication in the workplace

As a society our overall wellbeing is decreasing. Findings by the Australian Psychology Society
detailed that in 2013, the rate of stress, depression, and anxiety reported among people had risen compared to the previous two years of research. In particular, younger people are seen to be reporting the negative symptoms of depression and anxiety at a higher rate than their older peers. Furthermore, workplace wellbeing was also reported as lower compared with previous years.

With the rate of mental health issues rising, large companies have begun utilising Mindfulness in the workplace to ensure they give their employees the best possible chance to be resilient and self-sufficient in neutralising the daily stressors that they encounter.

What is Mindfulness?

Mindfulness is non-judgemental, open and curious awareness of oneself in the present moment; such as awareness of our thoughts, emotions, and reactions. Research shows that developing this level of introspection has positive effects for reducing stress levels, regulating emotions and emotional reactions, promoting enhanced decision making, and decreasing negative thought patterns which can interrupt positive functioning throughout the day.

Mindfulness in the Workplace

Seeing the positive effects mindfulness training can provide, it is no wonder that large companies such as Apple and Google (among many others) are arming their employees with the skills mindfulness can provide. Increasing effectiveness at work, the ability to handle conflict better through emotional regulation, and decreased workplace tension are just some of the benefits that implementing mindfulness practices offer. A prime example of mindfulness implementation within the workplace is Google; who run seven-week long classes for employees to focus on developing mindfulness skills useful for dealing with the stressful corporate world. Although smaller companies won’t have the resources for a seven week long course, introducing simple mindfulness techniques to employees can still have resounding results in helping reduce stress and improve the wellbeing of employees.

In any industry, increasing the wellbeing of employees is always of benefit to a company. Through the techniques of mindfulness, the added development of increased emotional stability and positive thought patterns will only improve morale and the company environment.

Guest Article: Hello, I Love You by Jay Kuhns, SPHR

Guest Article: 52 Messages for Becoming a Disciplined Leader by Jennifer Miller

As a leader, are you committed to “relentless self-control and positive work habits?” In the book The Disciplined Leader, author John Manning makes the case for discipline, writing that effective leaders employ “consistent application of certain mindsets and actions that are vital for [their] success.”

Yet, as Manning found when he began conducting research for this book, some people were squeamish about the word “discipline.” For some, it felt too rigid or conjured images of ruler-wielding school teachers.  Manning acknowledges this aversion to the negative elements of discipline, yet also offers the benefits to be found: organizational success. Manning, President of Management Action Programs (a business consultancy), has worked with thousands of executives. He’s seen how a) discipline must start with the leadership team and b) “consistent adherence to certain mindsets ultimately develops and dries the very best leaders and businesses.”

The book is divided into three sections:

• Lead Yourself
• Lead Your Team
• Extend Your Reach

Here are excerpts from the book that I particularly enjoyed:

Lead Yourself

Worrying is not a solution. As a person who tends to fret overly much about certain things, I could certainly relate to this! Manning observes that sometimes we get stuck in the act of worrying (“What if ‘X’ happens?” . . . “What if ‘Y’ happens?”) that we don’t focus on finding a way out of the challenge we currently face.

During a dark hour, replace helplessness with hope.  There are times in an organization when employees feel as if there is nothing that can be done to rectify a dire situation. Manning points out that workplace culture has a way of taking on the “personality” of its strongest leaders, so it’s vital that those in leadership position exhibit “consistent strength and optimistic, powerful messaging.”

Lead Your Team

Spot opportunities to coach. Within this chapter, Manning offers three specific scenarios under which leaders would be well-advised to capitalize on coaching their employees. Writes Manning, “While telling our employees how to do something might seem like the fasted, easiest way to develop them, it’s not the best approach.” He acknowledges that coaching takes time and discipline, but it’s what’s needed if leaders want to develop their employees’ skills.

Extend Your Reach

From a conceptual standpoint, the notion of “extend your reach” was one of my favorite parts of this book. In this third segment of the book, Manning writes about the responsibility that leaders have to the organization as a whole. He encourages leaders to think beyond the specific team they lead, and to move towards “growing your impact throughout the organization.” Throughout this section, there are tips for creating leadership impact through attention to culture, building strong internal relationships and fostering customer loyalty.

Manning stresses the element of “focus” in this book, citing the ability to hone in on what he calls the “Vital Few” actions that will achieve the greatest impact. To that end, he invites the reader to scan his book of 52 “concise, powerful lessons,” choose a handful, and set about making those actions a daily priority.

As an alternative practice for using this book, I could envision using each chapter as a weekly reflection activity. The book conveniently contains 52 chapters, so it easily fits into a weekly format. Each chapter is brief – not more than four pages – and includes suggested tips for application. The messages contained within each chapter are easy to digest and provide just enough thought-provoking text to encourage reflection.

The Disciplined Leader is a broad treatment of many important leadership topics, rather than a deep-dive.  If you’re seeking a thought-provoking book that provides easy-to-digest tidbits from a seasoned executive consultant, this is a good choice.

Disclosure: I received a free copy of this book for the purpose of writing this review. Also, some of the links are affiliate links, meaning if you click the link and make a purchase, I may receive compensation. This doesn’t increase the price of your item and I only review books that I believe my readers will benefit from.

Article source:Jennifer Miller - 52 Messages for Becoming a Disciplined Leader»

Guest Article: How Mitre 10, campus life and London made the recruiter in me by Ross Clennett

As my loyal and regular readers would know (both of you), my eldest son secured a job at his local McDonald’s last year.   Since then I have observed his progress from Initiator (getting the buns ready) to sometime Cook (now that’s amusing – I’m not confident he could boil an egg at home) over the past eight months and listened to him share what he is gaining from
Article source:Ross Clennett - How Mitre 10, campus life and London made the recruiter in me»

Check out more of Ross Clennett's work at hisblog

So you missed the job application deadline…Apply for it anyway!

It is closing onto midnight and your eyes are half closed as you mind-numbingly scroll through the endless list of jobs on your favourite job seeking website. Suddenly something catches your eye! Can it be? IT IS! The perfect position that you’ve been dreaming of! You’re filled with excitement as you gloss over the selection criteria: qualifications- check, experience- check, location- check, availability- check. And then you reach the application details and your heart sinks. Closing date... yesterday.

Before you melt into a puddle of disappointment, it’s not the end of the world! The reason why the closing date is there is because the employer will need to start selecting potential candidates at some point and likely have internal processes and systems to adhere to, but they aren’t going to decide who gets the job as soon as the clock ticks over the specific time and date necessarily.

While it is best to get your application in before the specified date it’s important to realise the employer is going to want to hire the candidate who expresses the most interest and enthusiasm with the best job-fit, not whoever waltzes through first. Many human resource managers agree that it’s worth submitting an application even after the deadline. Unless strictly stated that they will not accept applications after the date (e.g. some government departments or large organisations), apply for the job anyway!

Here are some handy tips for applying after the deadline:

Call someone: Definitely get in touch with the contact person or the hiring manager listed on the job ad. Express your genuine interest for the position, and rather than ASK if it’s still okay to send in an application. TELL the person that you are very interested in the role advertised and you would truly appreciate the opportunity to send through an application.

Once you have called ahead, the hiring person is going to be anticipating your application. Send it in as soon as you can. Ensure you thank them for their consideration.

Be honest in the cover letter: They know you’ve applied late, might as well own up to it. Remind the hiring person you’ve already spoken to them; this may even put yourself ahead of other candidates, as it’s much easier to remember a personified applicant over a piece of paper. Tell them that you only discovered the role through a network/colleague past the deadline, or that you were told about the position by a colleague late, or whatever other reason. It is important to be honest and thankful for their time and consideration.

Consider a special delivery: Hand delivering an application may be an effective way to get your foot in the door. Going in person can have many advantages over submitting an application, such as, the opportunity to speak directly to the decision maker, and getting a feel for the organisation you want to work with. And who knows, you might just catch them at a good time and land an on-the-spot interview! Even if they are adamant in keeping to the deadline, you might learn about upcoming job openings. This could give you an advantage over other applicants as you are in a great position to detail your interest right then and there to a potential future employer.

If it’s that particular company or organisation that you love and missed an opportunity with, leave them an application for future openings. They might contact you sooner than you think!

Move on and forward: If you have tried all you can in applying but are still unable to land that dream job, try and view the experience as a positive one.  You have made another contact and are now aware of another organisation to keep an eye on and one to keep in contact with. Use this knowledge to research other similar organisations that may have roles like the one you just missed out on. 

Guest Article: Stronger Than Hate by Jay Kuhns, SPHR

I've been thinking about the tremendous amount of sadness in the news lately from around the world. There are big things like war, famine, and blatant violations of human rights happening all the time.

Isn't that last comment enough to make you sick? These issues are so common we're not even phased when we hear about them.

Hate and indifference fuel these disastrous situations.

It's Personal
I've discovered over the years that I have a tremendous amount of influence in my life when it comes to hate. 

Sometimes the hate is subtle in the workplace...a quiet joke about someone who might be gay, or a crass comment about a female leader who is driving change. And the room is filled with a mix of nervous laughter and heads facing toward the floor.

Why is it that difference becomes a threat? 

Why is it that so many "professionals" don't realize that they are showing their true feelings when these not-so-subtle comments are made publicly? Seriously, when I hear these things I now react to them...and simultaneously lose all respect for the person saying it. 

I may have to work with you, but I will never cut you any slack again. Ever.

It's Serious
What strikes me as the ultimate in ironies is that the leaders that make crude comments about race, gender and sexuality also expect to be treated with the utmost respect. Ha! Good luck with that one.

"The same people often use religion as their cannon fodder for hate. I'm not a biblical scholar, but I don't recall Jesus saying 'let the white christian straight children come to me.' He actually invited all children to join him."

It's a shame so many leaders today fail to appreciate that message.

How About You
The world is changing...albeit slowly. No longer will the generation that is going to dominate the world of work accept these bigoted and outdated behaviors. Not to mention the legal infrastructure that is finally catching up to a civilized view of the world that treats all people with respect.

It's time for each of us to evaluate the words we use, and the challenges we make to these tired and embarrassing comments in the workplace. Stand up and let your voice be heard.

I'd love to hear from you.

No Excuses.



pic
Article source:Jay Kuhns, SPHR - Stronger Than Hate»

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

Guest Article: How to Improve Someone’s Life (Today) by Ben

Taking an informal mentoring role in support of someone else is easy, and you can start in minutes. Plus you get the chance to help shape the direction of someone else’s path, and that is an exciting prospect. Today I’m going to talk about how you can do this in your own life to bring inspiration and guidance to someone else.

The Scale

The first reason I always hear from others as to why they don’t think they can mentor anyone is that they aren’t “good enough” to be credible. Here’s the truth–based on your experiences, education, interests, and values, you have something to offer someone.

When I started out, I thought the same thing. Then I learned that we’re all working on a scale. Let’s use running for example (hey, I love it enough to write a book on it, I might as well use it here).

I have been running for years. While I am not an Olympic-level athlete, I have picked up a significant amount of practical experience and understand the do’s/don’ts.

Recently a friend asked if I would run with his nephew, a talented high school sophomore runner with little training experience under his belt. I knew it would be a fun experience, so I immediately accepted. In the past few weeks I’ve been running with him and teaching him some of the basics of training.

If we want to think of a 10-point scale, I might be a 7 in terms of experience. He falls more around a 2. While I am not at the pinnacle of the running world, I might as well be in his view.

In a similar vein, if a new runner joins the team this year, this young man is in a position to mentor that person based on what knowledge and experience he is accumulating daily. Someone starting out as a 1 would look at someone higher up (even at a level 2 on the scale) as someone with experience to offer.

I’ve also applied this approach in leading a Bible study for some friends. I’m not a scholar, but I have enough basic knowledge to pull insights from the material and share them with others by adding some context. On that scale I feel like a 3 or 4, but for anyone below that, they are hungry to hear what I can share. Likewise, I’m always listening to those that I feel are more knowledgeable so that I can improve my own understanding on a regular basis.

Your Turn

Think about any area of your life–spiritual, career, financial, physical, marital… Someone around you can use some support from you. Even if you’re “only” a 3 or 4 on a scale of 1 through 10, you have something to offer.

The final piece of advice is important: people have to be open to receiving your input. If you are trying to dump advice on people who are not interested in listening, then you’re wasting your time and theirs, and you’re harming any future relationship with that person. If you offer something, wait to see how they respond. If they’re welcoming of the input and seem open to more, then keep it coming.

We can all make the world a better place through small actions like these. It doesn’t take a huge revolutionary shift–many small ones will do the trick just the same.

Who are you going to influence today? 

Article source:Ben - How to Improve Someone’s Life (Today)»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Even Good Leaders Lose Against a Bad System by Jennifer Miller

“The other day I had a revelation at work.”

That’s my friend Sally, chatting with me at lunch.

“Oh? How so?”

That’s me, ever the inquisitor.

Sally took a new job a few months ago and we were catching up on life.

“Well, the VP of my division stopped me in the hall the other day to ask how it was going. I was immediately on alert – I’m thinking, what had I done wrong? Oh, crap, did somebody complain about my department? Evidently, I must have tensed up before I responded, because he said, ‘Hey relax, I just wanted to know how it’s going.’ That’s when it hit me: my other job had turned me into a paranoid mess.”

Sally went on to explain that even though she loved her previous job (especially working with the team she led), she had fallen into an unhealthy pattern of behavior. In her past job, whenever an executive approached her and asked, “How’s it going?” Sally was being set up for criticism or bad news. So she started to equate a casual inquiry with an impending smack-down.

But at her new job, “How’s it going?” means nothing more than a genuine inquiry into one’s general state of being.  “My VP just wanted to know how I was adjusting to the new role. And, get this—he wanted to know if there was anything he could do to help” Sally remarked with astonishment. “I was like, wait, what? That’s it? There’s no other shoe that’s going to drop?”

We had a chuckle about Sally’s visible reaction to the VP’s benign inquiry—“Maybe you better work on getting rid of that nervous eye twitch” I joked.

Joking aside, here’s what you should know about Sally: she’s one kick-butt leader. She’s smart and confident. She’s fun to work with. Her teams have won industry awards. In other words, she’s no slouch.

But even talented, assured people can get beat down by dysfunction.  As W. Edwards Deming wrote, “Put a good employee in a bad system and the system always wins.”

As a leader, are you creating a culture in which people flinch when asked seemingly benign questions? If so, that’s a clue that good employees are losing against a bad system.

 

Image credit: Pixabay

Article source:Jennifer Miller - Even Good Leaders Lose Against a Bad System»

Guest Article: Are You Going to SHRM in Las Vegas? #SHRM15 by Ben

A few weeks from now I’ll be joining thousands of my closest HR friends in Las Vegas for the 2015 SHRM Conference. This year is a bit different than the years I visited only as an attendee, because I will be speaking on behalf of Brandon Hall Group about strategic HR at the SHRM SmartStage, which should be a blast. Here are the details:

Strategic HR (It’s Easier Than You Think)

Monday, June 29, 2015 – 3:20pm

Session description: One of the most common suggestions a lot of HR practitioners hear is “You need to be more strategic.” The challenge for many HR pros is that the actual implementation of strategic HR practices is not always clear cut. This presentation will review several mini case studies to teach the audience how to break down problems and present strategic solutions in a simple, yet meaningful way.

Are you going?

If you are going to be in Las Vegas later this month, I would love to meet you at the event. I’m always amazed when I get to meet the great people that follow this blog. One of the fun things I get to do as an HR analyst is talk with HR pros about what’s going on in their businesses, what challenges they are facing, etc. It’s always a great conversation.

If you plan to be there, please shoot me an email and we’ll plan to connect. And if you’re not, we can still connect! Email me and we can chat on the phone or via email. I thoroughly enjoy connecting with every person I can within the HR community.

Article source:Ben - Are You Going to SHRM in Las Vegas? #SHRM15»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Out-of-industry CEOs: A breath of fresh air or a cocky fish-out-of-water? by Ross Clennett

Recently installed Clarius CEO, Peter Wilson (ex-Datacom) wasn't pulling any punches last week when he announced three recent senior level hires; new CTO Lee Buston (ex-GroupM), new head of candidate management Leah Thode (self-employed leadership consultant and coach since 2010) and new director of on-demand and outsourcing services Stafia Giannakis (ex-Datacom). These three
Article source:Ross Clennett - Out-of-industry CEOs: A breath of fresh air or a cocky fish-out-of-water?»

Check out more of Ross Clennett's work at hisblog

Guest Article: To Reign Again by Jay Kuhns, SPHR

Preventing and Managing Violence within the Workplace

In recent years, school based bulling and violence has been well publicised. However, bullying and violence extends beyond school, often being found in workplace environments. There are 3 types of workplace violence: random public, client-initiated and internal violence. This article focuses on the latter violence that occurs between employees (horizontal violence), or between employees and employers/supervisors (vertical violence).

What is Workplace Violence?

Workplace violence includes any threatening behaviour, verbal abuse or physical assault that occurs between workers, such as:

• Verbal abuse (shouting/swearing)
• Taking credit for others’ work
• Making false or spiteful statements
• Damaging the reputation of another worker (including social media)
• Threats and harassment
• Physical assault

Violence within workplaces not only affects those subjected to this behaviour, but also the organisation itself. Employees exposed to workplace violence can experience distress, sleep deprivation, reduced work performance, impaired relationships with co-workers, anxiety, and suicidal thoughts. Violent behaviour can negatively impact profit for the organisation through loss of productivity, reduced workplace moral, higher staff turnover as well as expensive payouts for workers compensation claims.

Dealing with Workplace Violence as an Organisation.

There are several strategies organisations can utilise to reduce and manage workplace violence. The first step is to enforce a zero tolerance policy that clearly states the organisation’s commitment to preventing workplace violence. The policy must include how an employee can report a violent incident, how their report will be handled and how long the process takes. All employees should be informed of the potential consequences if the standards are not upheld.

Organisations should also set out clearly defined roles and responsibilities for each employee to reduce work-based conflict. In addition, educating and training staff to recognise early warning signs can assist in managing behaviour that is likely to escalate.

It is essential that records of all reported incidents are kept and monitored. These reports can be helpful to recognise patterns of behaviour that can prevent future violence. Confidential surveys, monitoring sick days, and conducting interviews with staff that are leaving can all aid in gathering such information.

Responding to Reports

When responding to a report of violence the following questions should be asked:

• Can the behaviour be considered as workplace violence?
• Is there potential for future risk?
• Is there anything in the report I need to clarify?
• Is more information required?
• Can the problem be resolved internally?
• Is an investigation required?
• Do any parties involved require debriefing or counselling?

Workplaces that support a zero-tolerance policy toward bullying and violence create a safe working environment for all employees. However, organisations have a responsibility to ensure employees feel they are able to report such instances safely; and that reports of harassment will be treated with professionalism and sensitivity. Together, employees and organisations can collaboratively ensure that all employees feel safe in their work environment.
The Fair Work Australia website and the Fair Work Ombudsman websites may be helpful in instances where bullying or violence is occurring in the workplace. 

If you have found this article interesting, feel free to share it with someone else who may find it useful. And remember, just because violence isn't seen in the workplace, it does not mean that it does not occur.