Guest Article: Lessons from Everest: Back your expertise by Ross Clennett

Last week I was in California for a conference. As I live in Melbourne, this entailed a 14 hour flight each way to reach LA. My flight time was taken up with watching movies.   One of the movies I watched was Everest; the dramatised account of the disaster that occurred on Mt Everest on 10 May 1996 that led to 8 climbers losing their lives as they descended the
Article source:Ross Clennett - Lessons from Everest: Back your expertise»

Check out more of Ross Clennett's work at hisblog

Guest Article: Think Less, Live More – A Worthwhile Gift by Jennifer Miller

When I first ordered Shelley Row’s book Think Less, Live More: Lessons from a Recovering Over-Thinker, I was intrigued by the notion of learning to not “over-think” things. Indeed, this book does cover that topic. Yet it explores much more than just how to get out of analysis paralysis. The book also discusses how to identify your personal values, learn to set appropriate boundaries for yourself and create a compelling personal vision.

Row, who is an engineer by trade, describes herself as “professionally trained to be an over-thinker.” So much in fact, that when she went to her employer’s Employee Assistance counselor and was asked, “Shelley, how do you feel about your situation?” Row was stymied. “Feel” about something at work? As a professional trained to analyze facts and use logic, Row discovered she was discounting the role that feelings play in decision-making at work.

From that enlightening day in a counselor’s office, Row decided to intentionally “work on feeling.” From there, she began to explore self-development books. Along the way, she met with other counselors and life coaches. As part of organizing what she learned, Row put her thoughts on paper, which eventually turned into “Think Less, Live More.”

Row’s book takes us along on her personal journey – from highly successful, yet restless government executive – to entrepreneur and author dedicated to helping other “over-thinkers” lead more meaningful work and personal lives.

This book was a finalist in the International Book Awards “Self Help” category and I can see why. It’s easy-to-read and light on the “self-help” language that tends to burden the genre. It includes practical exercises that the reader can immediately put to use. Row offers both personal and professional stories to illustrate the eight “lessons learned” as she went on her journey of self-discovery.

The book’s tone is professional, yet light-hearted. I found myself chuckling at some of her observations regarding release of control as it relates to relationships at home. When describing how she loved to “teach” her three-year old sister how to draw, Row says it was an early indication of her love for sharing her knowledge. “My sister would say it’s an indicator of my love for being in control. We’re both right!” she wryly notes.

I thoroughly enjoyed this book. In particular, the concept of “over-functioning” hit particularly close to home. I wrote about it here and here.

In the book’s introduction, Row says that “writing this book was a gift to myself. Now I offer it to you.” This book is indeed an excellent gift, one that you’ll be glad you opened.

Disclosure: some of the links in this post are affiliate links, which means if you click the link a make a purchase, I may receive a small commission. Please know that I only mention items that I think my readers will find value in. However, you should make the final decision as to what is “valuable” to you.

Article source:Jennifer Miller - Think Less, Live More – A Worthwhile Gift»

Guest Article: Speed of the Strike by Jay Kuhns, SPHR

Work moves fast. In my little sheltered universe it's moving like a McLaren P1. Just so you know....that's fast!

It seems like there are projects, deadlines, external pressures, internal pressures, political landmines, and, oh yes, getting the work done.

Maybe it's similar for you?

Speed Kills
The phrase speed kills often refers to sports team that move fast and win, or cars that blow away the competition. My focus is something a bit different. 

"Speed kills those that can not keep up."

Consider your workplace. Are decisions made slowly and methodically over a series of months? Is there plenty of time to consider every single option so the organization can make "fail-proof" moves? 

Candidly, I can't think of any organization that expects to thrive today that moves that slowly.

Not one.

Need for Speed
There is another way to look at the concept of speed. It can be the energy blast that separates you from your competitors. It can be the rush that drives you to take risks, think big, and lead even bigger.

One thing is very clear though...if you are not moving fast in today's world, you have effectively turned in your leadership card.

How About You
How do you view the pace of your work? Is going fast scary and unsettling? Good! It's supposed to be. Are you running and hiding from it; or, are you fired up about all the possibilities you see?

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Speed of the Strike»

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

Guest Article: You Have Something to Offer by Ben

Last week I was sitting in a board meeting for my local SHRM Chapter (NASHRM). I’ve been on the board for about five years now in various roles, and it’s a great way to get connected and serve others within the profession. But volunteering in that capacity is not what we’re discussing today. There was a point in the conversation where we were talking about our upcoming Mentor University program, and someone asked what the minimum threshold should be for mentors in the program. Someone threw out ten years as a baseline, and there was an immediate reaction from some of my friends on the board.

“What? Just ten years? We have ten years of experience and still feel like we don’t have much to offer.”

I had to laugh. First, because one of these self-professed not-quite-mentors is a good friend that speaks often in front of large crowds. She is a subject matter expert on recruiting, staffing, and managing candidate relationships. I have plenty of hands-on recruiting experience, but when she talks, I listen. So that seems funny to think that she can teach groups of senior level HR pros and recruiters about strategy and tactics but doesn’t have the capability (supposedly) to work in an informal one-on-one relationship with someone less experienced.

Secondly, everyone has something to offer. You do. Yes, you.

• If you have twenty years of experience, that HR generalist with ten years under his belt can learn something from you.
• If you have ten years of experience as a specialist in some area, the junior HR pro with a few years on the front lines can pick up a few tips and tricks you’ve learned.
• If you have a week of experience as an HR pro of any sort, you have insights to offer someone who is just making steps to pursue an HR career.

See? You do, really.

I think in the end we dropped the ten year experience requirement on the mentors because it is artificial, and it doesn’t tell us what we want to know. When I am speaking on retention and the link to professional development, I often throw out the example of having ten years of experience. There are two ways to get to the ten year mark:

1. Do the same basic tasks over and over again all year long, and then do it for ten years, never learning and growing beyond those basic functions.
2. Master your basic tasks and then begin adding complexity and depth to your responsibilities, growing year after year progressively until you have a solid block of ten years behind you.

I want to be the second one here, and I want to find more of them in my daily work, because those are the people you can learn and grow from.

This week I’ll be in Florida for the Brandon Hall Group Excellence Conference. Wednesday I’ll be copresenting a workshop on the changing learning environment and how to integrate informal/experiential learning into your formal training programs. Friday I will be working in two sessions–the first on the changes we’re seeing in learning and development technology and the second focuses on the research linking human capital management technology and bottom-line business results. It’s going to be busy and fun. Am I the world’s foremost expert in these topics? No, but I do have something to offer. Insights from dozens of vendor briefings and discussions, data from our research, and practical experience from the trenches are all rolled together into one delivery that will help the audience learn and grow.

Think about yourself this week. Whether you’re volunteering through a local chapter or just finding a way to help someone else that needs it, you do have something to offer. Don’t let your own thoughts or anyone else tell you differently.

Article source:Ben - You Have Something to Offer»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Make or Break by Jay Kuhns, SPHR

"Strategy execution is the responsibility that makes or breaks executives."
- Alan Branche and Sam Bodley-Scott

Today I have a singular focus.

Execution.

Getting to the execution phase of our work requires time, planning, lots of collaborative discussion...

...and doing the work!

Questions
My first question today is simple. How do you ensure the executives in your world actually do the work?

Do they talk and talk and talk?
Do they have an endless list of excuses to justify why projects aren't moving forward?
Do you feel like you're doing more of the work than they are?

My second question is more direct. Why are you tolerating this lack of leadership?

How About You
How do you handle the reality of working with leaders who are weak when it comes to executing strategy? It is common, and often requires focused coaching in order for them to improve. What has worked for you?

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Make or Break»

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

Guest Article: Reaming Out an Employee While You’re on the Treadmill – Bad Boss by Jennifer Miller

Well, here’s a new way to conduct performance management discussions: ream an employee out while you’re on the treadmill.

I was at the gym. Near me, there was a guy on the treadmill vigorously exercising while wearing earbuds and talking into his microphone. Loudly. There was little doubt about what was going on: he was having a “performance conversation” with an employee. Apparently, the employee was late. Or didn’t show up to work. In any event, Earbud Guy had a problem with this. He made sure that the person on the other end of the phone conversation (and regrettably, everyone in a 20 foot radius of his treadmill) understood it was a problem.

What kind of boss does that? This is such a total managerial fail. He was making what should have been a private conversation very public. I’m sure the person on the other end of the phone could tell he was at the gym, running on the treadmill. Couldn’t he even take the time to call the person later? If time was of the essence to communicate this issue, then get off the stinking treadmill and get to a private corner of the gym to make the call.

I wonder what the employee thought of all of this? Is it par for the course? And senior leaderships wonders why their employee engagement scores are low.

Chalk it up to another entry in the Bad Boss Diaries.

Copyright: feelphotoart / 123RF Stock Photo

Article source:Jennifer Miller - Reaming Out an Employee While You’re on the Treadmill – Bad Boss»

Guest Article: Don’t Tell Me That, I’m in HR, I Know Better by Melissa Fairman

I get frustrated when I hear HR pros talk about “the seat at the table.” Not because its an outdated term (it is) but because I believe HR can have an impact regardless where we are seated. If we are stuck in the bowels of payroll hell, you can positively impact someones life by being […]

Continue reading...

Article source:Melissa Fairman - Don’t Tell Me That, I’m in HR, I Know Better»

Check out more of Melissa Fairman's work at HR Remix

Guest Article: You Make All the Difference by Jay Kuhns, SPHR

We have many influencers in our lives. Some of them we're aware of...role models, close colleagues, and supervisors are easy to identify. 

Other influencers are not so obvious...the media, group-think in our organizations and the infamous "society."

Who

I'd like you to take fifteen seconds (not a big ask!) and think about the short list of people who are influential in your life. 

- who are they

- why are they so special to you

Thinking about who and why the influencers in our lives have achieved that important position informs how we are going to behave and make decisions. I'm living proof. When I needed to make a major career decision I leveraged the influencers closest to me to help make that decision.

You
I'm going to ask for five more seconds. Let's fast forward a few years ahead...and imagine that someone is asking someone you work with who their influencers are. Wouldn't it be amazing if you were on their list?

You can make that a reality. Consider your influencers....integrate your style...and you will be that special person for someone else.

How About You
Some leaders shy away from the responsibility of actively working to be an influencer. Sadly, that means they've decided to stop leading. For others, it is a privilege to be cherished. Which one are you?

I'd love to hear from you.

No Excuses.

Article source:Jay Kuhns, SPHR - You Make All the Difference»

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

Guest Article: Why Collaboration Doesn’t Always Pay Off for Women by Jennifer Miller

Nearly a decade ago, management consultancy McKinsey published a highly regarded white paper revealing that women outperformed men in five of nine key leadership behaviors. Three of those behaviors—people development, inspiration and participative decision making—have ties to collaboration. This research, among others, has formed the underpinnings of a narrative that gives a competitive career advantage to female leaders in the 21^st century.

Yet for all of their collaboration chops, women often don’t get the credit they deserve. Several studies cited in this New York Times article point to a frustrating fact: women’s contributions, which are often behind-the-scenes, aren’t as frequently recognized as those of their male colleagues. This lack of visibility leads to less frequent promotions and other beneficial career opportunities.

Could it be that “too much of a good thing” has finally caught up to the many women who are natural collaborators?

The answer to that question hinges on understanding the different types of collaboration at work. In the Harvard Business Review article Collaborative Overload authors Rob Cross, Reb Rebele, and Adam Grant distinguish between three different types of “collaborative resources” people use at work. The first two resources—informational and social—can be shared quickly. For example, when someone shares information via email, say, to introduce one person to another, that’s an example of a social resource.  It’s the third resource—personal—that is the real time suck. Personal resources require someone to invest her time and energy in helping another person, such as mentoring a less-experienced colleague. While admirable and highly rewarding, this type of collaboration takes the largest amount of time and effort.

Expending personal resources is often a hidden activity, and it has unintended consequences. When a less tenured worker reaches out to a more seasoned colleague for mentoring, those meetings often go unnoticed. Those in the position to make promotion decisions often are unaware of the value the unsung mentoring heroes provide to the organization. The authors of the Harvard Business Review article used network analysis to uncover the strongest collaborators in their clients’ organizations. According to the HBR authors, the leaders of those organizations “are typically surprised by at least half of the names on [the list of top collaborators].”

Are you a natural collaborator who enjoys the interaction, but feels it’s not as productive as you’d like? Here are four ideas to consider:

1. Read the book Getting Ahead: Three Steps to Take Your Career to the Next Level  by Joel Garfinkle. The book contains excellent examples of increasing one’s visibility. Here is the book review I wrote.
2. Avoid over-delivering. “Over-promise and under-deliver” is a great customer service mantra. But it might get you in over your head when it comes to collaboration. You might find that a simple email answer will suffice rather than poring over volumes of information to send someone.
3. Learn how to streamline your “personal resources” collaboration. Oftentimes, people will ask for your help (“hey, can we go to lunch so I can pick your brain?”) in the only way they know how—to connect with you personally. There’s nothing wrong with having lunch with people, unless it’s getting in the way of you accomplishing your other goals. Think about how you can more efficiently use your personal resources. For example, instead of taking one person to lunch, organize a gathering of 3 – 4 people who have similar interests.
4. Think of yourself as a relationship broker. If someone asks for assistance, and you are too busy (or you’re not really an expert in the area) offer to connect the requester to someone who can assist. This does two things: it shortens your To-Do list and it also helps facilitate the building of a business relationship beyond you.

Collaboration is a vital business skill. Yet there is “too much of a good thing” if your collaborative efforts leave you feeling invisible or exhausted. Use these four ideas to tweak how you work in partnership with others. This slight change in direction will help you feel more energized and ready to help in new and interesting ways.

 

Image credit: Copyright : iofoto

 

“Why Collaboration Doesn’t Always Pay Off for Women” first appeared on the blog The People Equation.

Article source:Jennifer Miller - Why Collaboration Doesn’t Always Pay Off for Women»

Guest Article: Bahahahaha by Jay Kuhns, SPHR

Sometimes work can be...well...funny! I thought I would take a little break from the normal energy I pump out on leadership and laugh a little (at myself) today.

#SHRM15
So, I was fired up to be part of the #shrmchro event and to be a #shrm15blogger. I flew to Las Vegas...stood in line in the hot sun behind 450 others at the airport for a cab...and then waited forever in line again to check in to my hotel.

Except I didn't book the hotel properly ahead of time and had no room!

Podcast
In my previous role I launched a podcast that I absolutely loved hosting. As I prepared for the first show I was a bit nervous. I had all of my questions typed up so I would be ready.

Except I ran through my questions in the first five minutes and had to improvise for the remaining twenty-five minutes!

Time Zones
I now work in a role that has me communicating constantly in multiple time zones. This should not be difficult. 

Except I am now the master of the double-booked calendar for no other reason than I apparently can not tell time!

How About You
Have you made any gaffes lately that make you step back and laugh at yourself? Candidly, in the moment these mix ups might not seem very humorous. Looking back now, I think they are a good reminder for me that I'm not that special after all.

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Bahahahaha»

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

Guest Article: Avoid the Hype: Unlimited Paid Time Off by Ben

One of the benefits that has received growing attention in the last year is unlimited vacation time. It is positioned as the “ultimate” in paid time away from work, and many of the people who have read the news articles about the plans have wondered what it would be like to implement such a plan. I’m here to tell you: avoid the hype. It’s not all it has been touted to be, and like with all decisions, there are unintended consequences to consider.

The Prevalence of Unlimited PTO Plans

The 2015 SHRM Benefits Study, an annual report examining the nitty gritty details of benefit plans, pointed out that between >1% and 2% of employers are offering unlimited paid leave plans. So while we get bombarded by the media talking about these revolutionary companies, in reality less than two out of a hundred organizations are even in the discussion.

What that means for me as a researcher is that there is too small of a sample size to accurately judge the efficacy of these kinds of plans. Who knows if they really work to help employees manage their lives better? We simply need more data on adoption to make that call.

What Companies Know About Offering Unlimited Vacation Time

Often the first thought, especially for HR folks, is something like, “I know who would take advantage of that. Their PTO balance is already in the red…” But the companies putting these systems in place aren’t worried about that. Often times they have generous leave policies already.

But people aren’t taking advantage of the existing benefits.

I wrote last year about a nonprofit organization that was created to help people take more vacation time, because they aren’t even using everything that is available.

In case you weren’t aware, March 31^st 2015 is being cast as Vacation Commitment Day, brought to you by the Take Back Your Time nonprofit. The organization is devoted to helping workers across America focus on taking more of the vacation that they have available, because we are notorious for accruing, but not using, our leave.

This sounds like a great idea, but the timing is interesting.

This is an intriguing coincidence because just last week I was reading a new study from Accountemps about the top benefits employees are asking for in 2015. Want to know what topped the list?

More vacation time.

So what gives? We want more vacation time, but we also don’t use all of the time that we accrue.

As if that wasn’t enough, the federal government is now attempting to introduce legislation that will force small companies to offer paid leave to employees.

The Big Picture

With all of these pieces in play, it’s an interesting time to be working in the benefits side of the human resources profession. I would use this reminder as an opportunity to review your company’s offerings in terms of paid leave. More importantly, look into the usage of the benefits.

The first thing we do when benchmarking benefit offerings is to consider what we’re doing relative to the market. However, smart HR leaders also look at the benefits adoption and usage to determine how employees are utilizing the offerings. For instance, if you offer a health reimbursement arrangement but only two employees sign up, it probably wasn’t worth the effort to establish and market the program.

That also applies to vacation time. The reality is while many workers accrue paid time off, there may be circumstances that prevent them from using the leave. For instance, they may have work projects that necessitate their presence or there might even be a cultural norm of foregoing vacation days to demonstrate “dedication” in some organizations.

Analyze the accruals against the usage of the benefit. If you have a substantial amount of accrued time, consider what implications that has for your organization and why your people might be saving that time. Also keep in mind that this could be seasonal: employees may save up time for summer trips or winter breaks. It’s important to dig into the “why” behind the numbers, because it could signify underlying issues or opportunities.

Source: Do we really need more vacation time?

http://ift.tt/1ZGMVwZ

The Other Problem with “Unlimited” Leave

There’s a famous study on choice that helps to illustrate this point. People were given options from a large set of choices, and few made purchases (analysis paralysis). Other people were given options from a small set of choices, and more of them made purchases because it was easier to evaluate the few choices against one another.

It all began with jam. In 2000, psychologists Sheena Iyengar and Mark Lepper published a remarkable study. On one day, shoppers at an upscale food market saw a display table with 24 varieties of gourmet jam. Those who sampled the spreads received a coupon for $1 off any jam. On another day, shoppers saw a similar table, except that only six varieties of the jam were on display. The large display attracted more interest than the small one. But when the time came to purchase, people who saw the large display were one-tenth as likely to buy as people who saw the small display. (Source)

What this means for leave is that without some sort of reference, people will often use less of a good. Here’s an example: if I handed you a plate of cookies and told you to take what you wanted, you might take one, two, or three (hey, I’m hungry and like cookies). But if I handed it to you and said, “Take a cookie,” then you would probably get just one. Hopefully you’re starting to see what this means for paid leave.

The Typical Work Environment of Unlimited PTO Adopters

There’s one other thing that people often forget as well about these high-profile companies. If you’re working somewhere like Netflix or LinkedIn, two of the organizations offering this paid leave benefit, you are working many hours. Many, many hours. And the work itself doesn’t lend itself to a three-month vacation at the employee’s whim.

Which is why offering unlimited paid time is a great idea for the employer, and not the other way around..

What competitive, driven, career-minded employee is going to take advantage of this? Do you mean to tell me that the guy who just became a father is going to tell the rest of the team working on that big project that he’s going to take the next 11 months off to “stay at home and spend time with my baby.” Really? Sure, he now has that option. But who’s going to pull that trigger? And who’s going to risk suddenly disappearing from the office for months on end, travelling to Australia or kicking back with a cold one on the beach while the rest of his co-workers are working away on deadline? And what happens a year later when evaluation time comes? Who gets that promotion, that salary increase, that corner office–the guy who’s been working day and night on that product launch or the other guy who’s been taking full advantage of the company’s “paid time off” policy and working on his golf swing. (Source)

So, I encourage you to avoid the hype. Unlimited paid time off is a publicity stunt for these larger organizations, and they have cultures that can force/coerce people to work even though the carrot of unlimited PTO is hanging right out there in front of them. What you should do instead is make sure your work environment is supportive of people that take any vacation that you do offer. Too often I’ve heard snide remarks and rude comments about an employee using vacation time, a benefit the company freely makes available to all employees! That is the battle we should be fighting, not one to request this latest fad in employee leave benefits.

 

Article source:Ben - Avoid the Hype: Unlimited Paid Time Off»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Leaders Who Care Too Much Have Control Issues by Jennifer Miller

It’s good to work with a boss who cares. As with most things in life, too much of a good thing can cause problems. Compassion in a work team leader is a desirable trait, but leaders who care overly much tend to avoid critical decision-making and stunt their employees’ growth.

It’s an issue of understanding the boundaries between leaders and employees, and releasing control, as I explain in this month’s contribution for Smartblog on Leadership. The post, titled The downside of leaders who care too much, explores how leaders sometimes fail to relinquish “control” of the outcomes of difficult situations with their employees.

Go on over and check it out and let me know what you think.

 

Article source:Jennifer Miller - Leaders Who Care Too Much Have Control Issues»

Guest Article: Mothers, families, work and role sharing: what I have learned by Ross Clennett

A very significant event for my family occurred on Christmas Eve.   My wife, Michelle was offered, and she accepted, the position of Head of HR at her current employer of six years, Hallmark Cards Australia. I was thrilled for her as I know how hard she has worked to build her corporate HR skills after ten years in agency recruitment. Also throw into the mix Michelle’s
Article source:Ross Clennett - Mothers, families, work and role sharing: what I have learned»

Check out more of Ross Clennett's work at hisblog

Guest Article: The Rise of Our Demise by Jay Kuhns, SPHR

I'm troubled today.

The growing gap between common sense and the world of corporate noise is keeping me up at night. Our list of projects doesn't seem to slow down...that is a good thing. However, the faux expectations that are placed on many in the corporate world simply do not make sense in 2016. 

Work
Why are we working for our organizations?
- To achieve personal career goals at the expense of others?
- To cover our own backside when times get tough?
- To gossip and stir the proverbial pot instead of standing tall and leading?

Um, no.

Leaders get paid to make ethical, positive, and sometimes risky decisions. They are not paid to join cliques and ramble endlessly about why things can not get done. Yet for some reason personal behavior changes when the power suit and bling wanders from conference room to conference room all day long. 

You know I'm right.

Lead for Real
Why is this happening? What could possibly motivate so many bright minds to somehow get off track and slip down this path? Candidly, an embarrassing path!

The answer I believe is simple. The link between being "smart" and being able to actually "lead" is grossly overestimated. 

The end result is that bright people receive opportunities to move into positions with greater and greater responsibility, but are ill-prepared to lead for real.

Committing to leading for real requires much more that talking about it...complaining about others to justify personal failures...or gossiping.

How About You
Take a moment and be honest about your situation. What are the challenges you're facing today? Are you part of a clique...er, I mean close group of colleagues that you complain to about everyone? Do you have the courage to accept that you might have some work to do on your self?

If so, I have no doubt that you will lead for real very soon. Let's get after it!

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - The Rise of Our Demise»

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

Guest Article: Closing the 3 Gaps – A Blueprint for Inner Peace by Jennifer Miller

Hyrum Smith’s teachings have had a profound impact on the way I prioritize my life. As a young professional, I recall listening to an audio tape on how to effectively use the Franklin Planner time management system. Hyrum, then the founder of the Franklin Institute, was a charismatic speaker who was passionate about helping people connect their most important values to their work life. Later, he teamed up with Stephan Covey to bring the idea of “what matters most” to business professionals across the world as part of Franklin Covey’s senior management team.

I can clearly recall listening to Hyrum on that audio tape ask his listeners, “What would you cross the I-Beam for?” It’s one of his trademark questions and the power of that question resonates with me today.

It’s funny how life comes full circle. Nearly 30 years after I first experienced the powerful concepts of values-based time management, I interviewed Hyrum for his new book, The 3 Gaps: Are You Making a Difference? Smith—and to a larger extent, Covey—have thoroughly covered the intersection of values, priorities and time management in classics such as 10 Natural Laws of Successful Time and Life Managementand First Things First. Hyrum is now co-founder of 3 Gaps , an international consulting organization. “The 3 Gaps” takes three of Hyrum’s familiar personal effectiveness concepts and views them through a slightly different lens—to help people achieve what Smith calls “inner peace.”

The book is less ground-breaking than it is reaffirming; classic concepts stand the test of time because they work. There’s also a simplicity to the ideas offered by Hyrum that will appeal to the hectic lives of business professionals. According to the 3 Gaps website, there will be forthcoming books that take a “deeper dive” into the three gaps. So consider this first book the overview.

When I interviewed Hyrum, I was curious: why did he want to publish a new book when he’d already written (and spoken) extensively on the topic? He told me that although he’s been teaching these concepts for many years, it wasn’t until recently that a colleague told him:

“You know all of this stuff that you have been teaching for the last 40 years can all be wrapped up into one simple idea.” Well, I didn’t know if I should be offended by that, but I asked, “What’s that?” And my colleague went on to say, “It’s closing gaps.” I have been talking about the three gaps separately but never really put them together into one simple idea. So we wrote the book of the 3 Gaps.

The three “gaps” as Hyrum describes them are:

The Belief Gap: The question here is, is there a gap between what I believe is true and what is actually true? Whenever there are gaps, we are in pain. So if I believe that gravity doesn’t work, I’m going to hurt myself. Because whether I believe gravity works or not is irrelevant. I’ve got to bring my belief system in line with reality.

The Values Gap: is there a gap between what I am doing and what matters most to me? For example, if I value being physically fit, but I weigh 400 pounds, there is a gap. And I’m going to be in pain.

The Time Gap: is there a gap between what I did today and what I said I’d do today? It’s not rocket science how to do that, but there is a very simple thing that I can do to close that gap.

“The 3 Gaps” is a very succinct, easy-to-read book. It clocks in at less than 100 pages, so readers will easily be able to read it in one sitting. In addition to Hyrum’s introduction to the three concepts, there are also three compelling case studies that highlight how three different people closed each of the gaps for themselves.

For people with a deep understanding of beliefs, values and personal productivity methods, this book will simply be a review. But for those who are at the beginning of their personal journey into connecting how to make a difference with their work life (as I was those many years ago), this book is a great place to start.

 

Disclosure: I received an advance copy of this book for the purposes of writing this review. Some of the links in this post are affiliate links, meaning if you click the link and make a purchase, I may receive a small commission. Even though I write about topics and services that I think will benefit my readers, this post is not a specific endorsement of the products and services listed. I encourage you to make your own decisions (purchasing and otherwise) based on research you conduct.

Article source:Jennifer Miller - Closing the 3 Gaps – A Blueprint for Inner Peace»

Guest Article: Every Word Unheard by Jay Kuhns, SPHR

I'm one of the most competitive people I know. Sure, I come across here as calm and focused (ha!); but in reality I play to win. Period.

Now, how I go about wining can take on many forms and requires different strategies based on the circumstances I find myself in. One of the most important tools I use daily is listening effectively. 

Before you roll your eyes and dismiss me (see item #1 below), play along. 

Listen to Win
"Most people do not listen with the intent to understand, they listen with the intent to reply."
- Stephen Covey

If the only way I ever thought about my role as a leader was to win, then I would surely find myself with zero credibility and no job. Neither one of those options is very appealing, so I try to avoid falling into the trap of focusing on my words while my colleagues are speaking.

Yes, most leaders today are expected to be quick on their feet and be able to respond well under pressure. But it is literally impossible to do that if you haven't heard what the others in the room are saying. Focusing on you (read here --> myself) all the time is a recipe for failure.

Listen to Learn
"I remind myself every morning: nothing I say this day will teach me anything. So if I'm going to learn, I must do it by listening."
- Larry King

This perspective on leading can be a struggle for me. I've become accustomed to people looking to me for insight, guidance, and learning new approaches. But when do I learn if I'm not listening to them? We can learn from everyone regardless of their tenure with the organization or experience in the role.

Listen to Lead
"To learn through listening, practice it naively and actively. Naively means that you listen openly, ready to learn something, as opposed to listening defensively, ready to rebut. Listening actively means you acknowledge what you heard and act accordingly."
- Betsy Sanders

It really is a simple formula. When we listen for real...allow ourselves to process what we've heard...and then engage professionally with others we win. Remember that the team you work with is watching...every move...hearing every word...and assuming that our behavior is what is acceptable in our corporate cultures.

How About You
How do you listen? Is all about the win...or learning...or hopefully, to lead as a role model for your organization?

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Every Word Unheard»

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

Guest Article: To the Ends of the Earth-Returning to Guatemala by Ben

Today we’re not talking about HR.

Helping with the dental work

I’ve been quite of late, because it’s difficult to write from a remote village without electricity. From the end of December to early January, I returned to Guatemala for a mission trip designed to encourage and uplift some of the poorest people on earth (materially speaking). Below you’ll find a report based on my experience. I write this recollection not to “show off,” but to help keep myself focused on the most important things in life, such as faith and family.

I hope that this story gives you some hope yourself and possibly even encourages you to look for an opportunity to love on someone else, whether they are nine thousand miles away or just nine feet away.

I visited Guatemala two years ago on a similar trip and knew that I would one day return. I told my wife that I wouldn’t go back until she was able to experience it herself, and in July 2015 she joined a team visiting San Pedro Las Huertas in Sacatepecquez. It was a wonderful time for her, and it allowed me to make good on my promise to return. For the past few years, both of us have worked on the planning team for our church’s annual auction to support two feeding centers in San Pedro Las Huertas and San Cristobal el Bajo. Each feeds more than a hundred kids a day, which for most of the kids is the only meal they will get all day. Melanie was able to see the feeding centers in operation when she visited, which was probably a humbling feeling to see all of that effort paying off. Unfortunately the feeding centers were closed for the holidays while I was there (apparently Guatemala follows the United States’ lead and pretty much shuts down between Christmas and New Year’s).

There were many facets to trip preparation. It’s not as simple as packing a suitcase and heading for the airport. We were bringing 250+ stockings full of toys, clothing and personal hygiene items to pass out for kids, plus we had to plan for daily bible school lessons and more.

Sunday

I’ll just mention here that I hate being away from my family for any length of time. When I decide to go on a trip, that’s usually the first hang up I have. But I had committed to this experience, so…

Sunday afternoon one of my team members and I took all of the stockings and luggage to Atlanta to save some time and simplify logistics for the team. One extra night away, but it saved us from having to be up at 2:30am to get on the road in time for the flight.

Monday

Monday morning we met the rest of the team at the airport and hopped on the plane. Guatemala City, here we come! Coming back was very much a reunion-like experience for me. I had many friends in San Pedro las Huertas from my previous visit, and it was a great chance for me to practice my rusty Spanish yet again. On the way to the mission house from the airport, I rode in the only truck without an interpreter and was able to have a good conversation with our driver, which was fun.

That night we ate dinner and repacked the vehicles with plans to leave first thing in the morning.

Tuesday

The team was very excited about the trip, despite being on the road for nine hours. We did last minute checks and hit the road. At Chimaltenango we picked up our third driver, Pastor Luis. This man has been visiting the people of La Perla for a year at monthly intervals, and he was our local connection to the community there.

Again, I ended up riding in his vehicle with the rest of the gringos that didn’t speak a lick of Spanish. You never realize how much you talk on a nine hour road trip until you’re riding with a driver that doesn’t speak English.

The trip, though long, was fairly uneventful. We stopped for lunch at one of the only Gringo-safe places, Pollo Campero, in Santa Cruz (Quiche) and then continued on our way. We arrived late in the afternoon just before dark. There was just time for a quick dinner before we had church service. After that we all hit the hay, tired from the long day’s events.

Wednesday

House visits with Pastor Julio

The plan for the day included house visits for church members and family in the morning and vacation bible school for the kids in the afternoon.

I had the amazing opportunity to go for a run at first light, seeing the sleepy little village coming to life one cooking fire at a time. I’ll admit that I got some funny looks from the locals, but everyone was friendly and it is a memory I’ll treasure.

During our house visits, we had our first run in with the biting flies of La Perla. These small, gnat-looking bugs drink blood like a mosquito, but they don’t alert you to their presence since they are very small. But lunchtime some of the team had more than a dozen bites on their faces and arms. (I’d like to send a personal thank you to Off! Deep Woods for their support of my trip). :-)

One of the families we visited had recently lost someone, and that was definitely a pull at the heartstrings. However, the second visit was one I want to cover in more detail. We checked in on a Mayan family living on the side of a hill. They were quite poor, even by local standards. They had a dirt floor and a fire going in the middle of the room for cooking and heat. As soon as we walked in, the lady’s daughter ran to a neighbor’s house to bring chairs so that we could sit. As soon as we all were seated, she went and retrieved all of her food and began passing it out to us, a set of complete strangers. This amazed me, and we weren’t able to refuse it, because it would have been an insult to her and her family.

At bible school we did a lesson on Daniel and the lion’s den and did a little lion craft with the kids. Some of them were very shy, because they had never colored anything before. Then we played games–one of the team brought a massive bubble wand and made bubbles 2-3 feet long for the kids, and they were thrilled.

Thursday

The plan for the day included house visits for church members and family in the morning and vacation bible school for the kids in the afternoon.

The house visits on Thursday really got me. We hiked up the trail on the side of a mountain to get to the homes. At one home we met a teenage girl with no legs. Every night her little sister carries a flashlight and helps her get down to church, more than half a mile away. This girl crawls there every night. I was completely blown away by her faith and dedication.

We started to get a bit tired down from the kids being around us at every moment of the day, plus not getting much sleep at night. The children were climbing in the windows of our rooms, trying to see the gifts that we had brought for them. :-)

Friday

The plan for the day included a medical clinic in the morning and vacation bible school plus stocking distribution in the afternoon.

Discussing care of a very sick baby with his mother

The local church had handed out fifty numbers for patients for the clinic, but through various conversations another twenty five people had been invited to come for treatment. We had a pretty good setup going. One team working blood pressure (note: even seventy year olds had great blood pressure there thanks to walking everywhere on mountain trails!), two dispensing medicine, one person diagnosing patients, some praying with the patients, and others working however they could. Because I have some understanding of Spanish I was writing instructions on the medicine as we prescribed it to patients.

Nearly everyone we saw had worms or parasites simply because their water is full of bacteria and germs, they don’t understand how to cook food properly, etc. I believe the long term answer to this is education, but as of today we wiped out a considerable number of parasites with the medication we distributed.

Some of the most heart-breaking stories, from the man that hadn’t eaten in fifteen days to the baby that wasn’t getting enough nutrition and might not survive, happened during this clinic. On one hand it was great to help ease the suffering of these people, but on the other it reminds me just how much pain there is in the world.

There were two kids that needed teeth pulled, and I was able to help a bit for the second one. The girl’s tooth had rotted, and grabbing it made it crumble to pieces. After several unsuccessful attempts we decided to bring her with us on the return trip to the first large city, Navaj, to see a real dentist and get the tooth pulled for good.

Due to the number of people at the clinic, we just had time for a quick grab and go lunch before bible school started. We did our lesson, took the kids out to play, and then brought everyone back into the church and locked the doors. We knew that this would be a problem if kids were wandering by and saw the gifts coming out, and we didn’t have enough to offer everyone in the entire village. We had brought approximately 250 stockings, and Pastor Luis brought about 50 more small gifts as well.

Once the kids were in the church, we told them they would get a single gift and then would be sent out the door. It was my job to guard the door and prevent anyone else from entering, because the priority was to serve the kids who had attended bible school. That was heart-wrenching, because within five minutes of these kids streaming out of the church with gifts, there were more than fifty people outside trying to get in and secure a gift for themselves or for their children. In the end we let a few more in and handed out everything we had, and we had to be comfortable with that. Just like with the medical clinic, you can’t help everyone, and that is just part of life.

The church was packed every night. Standing room only in the back.

That night we treated the locals. During church service every night they ran a generator to power the lights and audio equipment. We brought a projector and DVD player and the movie War Room. Most of the people there had never seen a movie before, and I knew it would be an experience. The entire church was packed out, standing room only, and the back walls were opened up so people could stand outside and still see. In the two hour movie, people sat on hard wooden benches and drank in the experience. The movie has a powerful message, and it was evident in the tears that shone when the lights came up at the end. I don’t think they will soon forget it.

Saturday

Saturday morning was bittersweet. We were excited to go back to the mission house in San Pedro and reunite with our team, but we were also very sad to leave the wonderful people of La Perla. We brought the little girl and her mom with us to go the dentist in Navaj, and that proved to be a painful experience. The girl’s mother did not travel often, so she got motion sickness and would not take any medication offered by the team. She ended up throwing up four times in the back seat of the truck, turning the three hour drive into a five hour drive. Once we got the girl in to see a dentist and off on the bus back home, we continued our journey. Ultimately with traffic and the other issues, we ended up taking thirteen hours to get back to the mission house.

Everyone was very tired from the road trip, but the nearby volcano was sending up lava on and off all night, and most of the team stayed up to see the eruptions.

Sunday

Sunday morning we had church in San Pedro. I rode with Danny, the local missionary, to pick up kids and families for church. It was great to see some of the same kids I remembered from before.

After church, one of the kids was left behind, so a friend and I decided to walk him home. After we dropped him off, I realized we were at the same location where we had built a house on our previous visit. I remembered hearing Danny say that the mother/wife had just died a few weeks prior of appendicitis at the age of 38. Despite me only having a grasp of the basics of Spanish and the family not speaking any English, we stopped by to offer our condolences. After all, on the previous trip we had played with their kids and spent several days building their home from the ground up, so we felt like we knew them as well as anyone else.

Sunday afternoon we began packing our gear for the trip home. It had been a long week, and we had accomplished much in the relatively short time we were in Guatemala. Monday morning we went to the airport and flew back to Atlanta.

Looking back now, it seems like it was all too short of a trip. I’m extremely blessed to have had the opportunity to visit with and love on these amazing people. My team was phenomenal. And my wife is a saint for keeping up with our kids while I was out of town. All that said, it was the wonderful experience that I hoped and prayed for.

Article source:Ben - To the Ends of the Earth-Returning to Guatemala»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: If You Are Not Having Fun It’s Time To Go by Melissa Fairman

I spoke with a friend recently who is considering leaving her job.  She’s been with her company for about 10 years in various positions and has seen the company grow to 500+ employees.  As we weighed the “should I or shouldn’t I,”  one statement stuck out: “it’s just not fun anymore.”   That says a […]

Continue reading...

Article source:Melissa Fairman - If You Are Not Having Fun It’s Time To Go»

Check out more of Melissa Fairman's work at HR Remix

Guest Article: Messenger of God by Jay Kuhns, SPHR

"People exercise an unconscious selection in being influenced." 
- T. S. Eliot

Position and Power
I have been fortunate to serve in leadership roles for more than twenty years. It's hard to believe so much time has passed. One issue that continues to be ever present regardless of where I've worked or my position is the influence leaders have...but don't realize the real impact of that influence.

On one level, leaders bask in the new found glory of their position. Right? They have authority to make purchases, hire team members, and impact how the culture will be experienced by the employees.

That my friends is a lot of power. Remember, employees do not set the culture without leaders having a culture tolerance. Sadly, most organizations still have a low culture tolerance and thus those leaders power becomes a burden.

Influence
On a very different level, effective leaders understand the profound responsibility they have at all times. They understand that how they conduct themselves, even in more private settings, reflects directly on their credibility and the culture tolerance they will allow.

The best of the best embrace this responsibility and leverage it in a thoughtful and intentional way. They make calculated decisions all day long, not to manipulate, but rather to build their organizations in a spectacular way.

Yes, spectacular. If you're not up for making your organization spectacular why do you accept a leader's pay check?

How About You
What messages are you sending each day, and do you appreciate the breadth of your influence? Does the team look to you for support, vision, and leadership? Or, are you so above the masses that you don't have time to deal with simple things like culture, people...and success.

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Messenger of God»

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

Guest Article: Leaders Who Micro-Manage are Over-Functioning by Jennifer Miller

Nobody likes to be micro-managed. Yet nearly all of us have felt the intense pressure of a manager who was too involved in the minutiae of our daily work lives. There are many reasons why leaders micro-manage. In some cases, a hands-on approach actually has benefits, according to this BBC article by Sydney Finkelstein.

Leaders micro-manage because they have concerns that employees will make a mistake or can’t do the job properly. This is true with new employees or when a new policy or system is introduced. It makes sense for leaders to stay involved with day-to-day operations while employees are learning.

Yet some leaders have a hard time pulling away after the initial learning curve. Or they simply can’t accept a way of accomplishing a task that’s different than their own way. What’s going on with that? It might be that the manager is “over-functioning.”

If a manager:

1. Gives advice when none has been requested.
2. Makes corrections to procedures that are different than theirs, yet still within company guidelines.
3. Worries excessively about how employees will react.
4. Avoids taking necessary action because he or she thinks it will upset an employee.
5. Steps in to “help” when it wasn’t requested, then is upset when people seem “ungrateful.”
6. Rushes in to “fix” things at the first sign of trouble.

He or she is “over-functioning.”

I first learned the term “over-functioning” from Shelley Row, the author of Think Less, Live More: Lessons from a Recovering Over-Thinker. It’s a term that’s often used to discuss relationship dynamics in families. (You can see an excellent overview of the terms over- and under-functioning here.) In the business world, we often call leaders who over-function “micromanagers.”

Because micromanagement has such a negative connection, I was intrigued by the idea of over-functioning because it has a more neutral sound to it. In Row’s definition, one person in a relationship “over functions” by assuming too much responsibility and the other person therefore assumes less responsibility and “under-functions.” In a management context, leaders over-function because they perceive that their team member(s) are not able or responsible enough without the leader’s assistance or intervention.

According to Row, a former transportation executive, “Over-functioning happens all the time, because [at work] we are constantly in systems with other people. If you don’t clearly understand where your responsibility ends and others’ begins, it is very easy to cross over into someone else’s responsibility. It’s possible for [leaders] to take over a role that was not theirs to take over.”

Are you doing too much for your staff? It’s possible. Take a look at the six questions above. If any of these sound familiar, it’s time to take a step back and decide: am I taking on too much of the responsibility for this situation?

If you agree that you have overstepped your boundaries, then practice saying these words the next time you’re tempted to rush in to direct, fix or make a change: “My team members have this handled. I am here if they need assistance, and that is all I need to do for now.”

 

Disclosure: some of the links in this post are affiliate links, which means if you click the link a make a purchase, I may receive a small commission. Please know that I only mention items that I think my readers will find value in. However, you should make the final decision as to what is “valuable” to you.

Image credit: Copyright : iqoncept

Article source:Jennifer Miller - Leaders Who Micro-Manage are Over-Functioning»

Guest Article: Setbacks and Kicking Ass by Jay Kuhns, SPHR

It’s funny how profoundly our mood affect us. We can go from feeling like we could conquer the world, to feeling like we’ve been conquered in a matter of moments. I had one of those dramatic swings last week when I was settling down to work at a local Starbucks.

Long story short….spilling coffee on your MacBook Air can change your mood…and your plans for the next few days…fairly quickly.

Moving Backwards

The danger of these unexpected detours in life is that we can sometimes frame our whole life by what is happening in the moment. Although I remained surprisingly calm, didn’t utter a word, and went about cleaning up (and attempting to drain) my computer, my mind was racing.

Here we go again.

Why do these things keep happening to me?

I can’t take another expensive hit right now.

Whine, whine, whine, whine….

Negative self-talk is an insidious adversary. It can shift from an unfortunate moment, to the definition of all your moments. The end result is not progress, in fact it often feels like life has been thrown into reverse.

Kick Ass Instead

I’ll admit, I was rattled for the next day or two. The negative questions kept creeping into my mind as I had my computer checked out…realized I needed a new one…and was given a “gift” of a fully functioning hard drive with no loss of data.

It was a lot to process. But something happened as I allowed myself to wallow in self-pity for a while. I decided setbacks are just that…a setback. They do not define my life. They don’t define yours either. Yes, now I have to scramble to load software and get caught up this week. That’s okay.

This first awkward week of the new year will not define me as a person. My mindset to kick ass all year will!

How About You

What is your mindset coming into 2016? Are you fired up; or, feeling like you’re on fire? Either way, it’s the long view…the energy you bring to power through challenges…and the commitment to kick ass all year that will make the difference.

I’d love to hear from you.

No Excuses. 

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Article source:Jay Kuhns, SPHR - Setbacks and Kicking Ass»

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