Guest Article: Announcement: New HR Certification Materials are Live! by Ben

I had a powerful moment last week. I went back and checked some of the statistics on the website for how people find the blog, and there have been tens of thousands of HR pros that found upstartHR via Google because they were looking for help with HR certification content. That truly blew me away!

It’s that kind of support that has encouraged me to work on developing critical study materials that fill the gaps in the HR certification industry. I made a quiet announcement last week to all of our customers so far this year, but today I’m announcing publicly that our new revised courses for PHR and SPHR certification prep are both available.

(read on for how to get a limited time 20% discount on the course you need!)

Why a new course? What was wrong with the old one?

The changes in this year’s HRCI body of knowledge prompted me and the team to make changes to the content, and I’d already been thinking for some time that I wanted to move away from the old format to a more comprehensive study platform. I have partnered with Thinkific, an online learning system, to transition the PHR and SPHR courses to a new format that helps learners wherever they may be.

Additionally, during the transition I not only was able to weave in some additional content from video, audio, and external sources, but I was also able to pull together hundreds of practice questions to assist with study preparation. Now students that use the course are not only getting the industry’s only study materials that offer a practical perspective—they also get a wide variety of practice questions to help them test those concepts they’re learning.

Is this the end goal?

Not by a long shot. The course has always been designed to be used alongside another study tool. HRCP has been a great partner in that regard, but I also recommend the Reed books on Amazon for anyone that needs something more budget-friendly (even if it’s for an older version of the test, 99% of the principles are still the same!).

However, those resources are highly academic in their approach, and the number one reason people fail the HR certification exams is because they lack the practical insights around application. In other words: you learn the theories, but you fall down when it comes to talking about how they really work in practice.

The content in the upstartHR course is very practical and written from an “in the trenches” perspective, which means students aren’t just memorizing terms with no idea of how they function in the real world. It’s my plan to continue fleshing out the course until it is able to stand on its own, though this is a long-term plan. Additionally, I will be incorporating new resources, research, and information into the course on an ongoing basis to ensure students are always receiving the latest and greatest information.

What about the SHRM exams?

These tools have been used successfully by dozens of students in the last year. I was hesitant to make this claim without some evidence to back it up, because the course was designed for the HRCI exams. However, there aren’t two wildly different ways to practice HR, there’s one right way. The feedback from SHRM-CP and SHRM-SCP students has been very positive and I’m proud to say that it can help those studying for the SHRM exams with key concepts and practical insights and case studies.

A note about the popular audio course

A final note: the audio course was developed as a tool to help solve a variety of problems (students wanted to listen to materials, study on their commute, etc.), but I’ve heard from some students that the content navigation and user interface is not as easy as they would prefer. I’m working on a solution to this, but, as with the course, it isn’t a quick fix. Some of the audio content is being merged into the PHR and SPHR courses and some will stand alone, but I am working on this to create a better experience for students.

Celebrate with a discount!

Bottom line: this is an exciting time for me and the team. To celebrate, for a limited time I am offering a 20% discount on the new courses if you are preparing for the PHR or SPHR. Use discount code “20launch” at checkout. This code is good until Halloween (October 31st, 2018) so don’t miss your chance! Access to the course does not expire so you can take the exam this winter or any time next year if you’re already thinking about it.

As always, if you have questions feel free to reach out to me in the comments below or via email. It’s an honor to serve the HR community and I look forward to another great year of success with my students!

Article source:Ben - Announcement: New HR Certification Materials are Live!»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: We’re Only Human 41: HR Leaders, Stop Treating the Symptom by Ben

“HR should see themselves as the sole source of people exertise in any organization… You don’t go to IT to get ideas on how to formulate product. You go to them for [technical] expertise.”

How many times do you solve a problem only to have it come back around again? Are you treating the symptom instead of treating the root issue? In today’s conversation with Cheree Aspelin, Ben asks about how HR leaders can get beyond this common issue.

In Cheree’s words, HR needs to “buck up” and make some tough choices about how to lead the business and the function. It’s an encouraging conversation because Cheree’s passion and excitement about HR as a profession come through in her words, tone, and message.

Connect with Chereee on LinkedIn: https://www.linkedin.com/in/chereeaspelin

If you enjoyed this episode you’ll want to check out “How to be a Chief Troublemaker in HR.”

What about you? Does this resonate? Are you treating the symptoms or the real problem? 

Article source:Ben - We’re Only Human 41: HR Leaders, Stop Treating the Symptom»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Reunited and Returned by Jay Kuhns, SPHR

A question for you today...do you feel as if you've 'figured it all out?' I'm not being a smart you-know-what here. I'm actually curious if you feel that way. 

Honesty is the Best Policy
To be honest with you, I kinda feel like I had it all figured out for a while. That turned out to be a pretty self-centered viewpoint. Think about it...with all of the challenges of work, our personal "stuff" that we carry...or have carried around with us...plus a world that seems to be so bitterly divided, how in the world could anyone have it all figured out?

Lots to process. Lots to think about. Lots of people we interact with each day, and all of this internal noise blasting nonstop.

Or maybe it's just me?

Stepping Up
It's an odd thing...wanting to step up and be better. Who puts that pressure on us? Is it our coworkers or family? Is it clients or our network of peers? Perhaps it's our faith perspective, or simply our sense of justice, duty or doing the right thing that is the source?

What drives us to push ourselves so hard to improve? 

Yes, I'm going deeper today...it's good for me...and you too. When do we thoughtfully, intentionally, commit to 'being better people' and then execute on that plan?

I'm all in.

How About You
What drives you? Is it work, personal healing, an inner passion, or something else happening in the world? 

For me, it's as if I've been reunited with...well...myself. Returning to that person who saw everything as an exciting opportunity to make a difference.

I'd love to hear from you

No Excuses.

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inspiration
Article source:Jay Kuhns, SPHR - Reunited and Returned»

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

Guest Article: 1-1 Meetings Getting Stale? Make this Change for Better Results by Jennifer Miller

Acknowledging team success via a “Friday Wins Meeting” like this one at content marketing tech firm Percolate has become standard practice at many companies. Many teams also informally share wins at their daily huddle meetings.

There’s something exciting about celebrating a win with members of your team that can start the day off right, or wrap up an especially busy week.

Beyond the momentary buzz that celebration provides, focus on success aids in a broader goal: enhanced performance.The late social psychologist Kathryn Cramer coined the phrase “Asset-Based Thinking” in which she encouraged people to focus on what’s going right in their world, rather than focusing solely on problems that need fixing. When leaders shine the light on what’s working, it opens up the potential for even bigger gains.

In addition to group settings, there’s another way you can use the idea of “wins” in your leadership role: during one-to-one meetings. Here’s an example from my home life. Every Sunday night, I check in with my 17-year-old son, who will soon start the college application process. We review the week’s progress and set goals for the upcoming week. At the start of each meeting, he lists three wins (he defines what constitutes a “win”) for his week and we talk about it.

This process works well because:

• It starts the meeting on a positive note
• Incremental success is recognized, which maintains momentum as he works towards larger goals
• He decides what serves as a win; therefore it’s more meaningful to him
• It’s part of an established process that perpetuates framing of activities in terms of success
• Although he dislikes public praise, my introverted son is comfortable sharing his wins in a one-to-one setting

Although I stumbled into this “wins” process on my own, it turns out that research backs up my hunch that a positive focus aids in goal achievement. In the Harvard Business Review article “The Power of Small Wins,” researchers Teresa Amabile and Steven J. Kramer describe the “progress principle” — the human desire to feel that one is making progress on work that matters.

“Whether they are trying to solve a major scientific mystery or simply produce a high-quality product or service, everyday progress—even a small win—can make all the difference in how [workers] feel and perform,” the authors write. Leaders who act as “nourishers” providing respect, encouragement and recognition are those best poised to help their team members capitalize on their daily (or weekly) wins.

If your one-to-one meetings with staffers have become bogged down in detailed status updates and problem-solving, consider changing up the agenda. Ask your team members to start the next meeting with a list of two or three wins. Listen carefully and without judgement. Assure them that you aren’t looking for huge, blue ribbon achievements. If you continue this process for a while, you’ll discover precisely what each of your employees finds worthy and rewarding.

As Amabile and Stevens point out, their progress principle only works if people feel that their work is meaningful. Luckily, “meaningful” doesn’t have to be “life-altering.”

“Meaning can be as simple as making a useful and high-quality product for a customer or providing a genuine service for a community,” they explain.

As a leader, it’s up to you to help connect the dots between team members’ wins and the value their work provides to your company and customers. In the process, not only will your team members experience satisfaction, their output will improve as well. And that’s progress everyone can feel good about.

 

This article appeared on Smartbrief Originals and is used with permission.

Article source:Jennifer Miller - 1-1 Meetings Getting Stale? Make this Change for Better Results»

Guest Article: Should Employees be Paid for Commuting Time? by Ben

An interesting piece of research on publicly available WiFi access in England led to a question that made me pause. Should employees be paid for commuting time?

As someone that travels a fair bit for work, I know the value of being able to connect and work from any number of strange locations–restaurants, hotel lobbies, airports, etc. But what about the commutes that make up a significant part of the day for so many workers? From the piece:

Interviews with customers revealed why internet access was as important for commuters as business travellers. Many respondents expressed how they consider their commute as time to ‘catch up’ with work, before or after their traditional working day. This transitional time also enabled people to switch roles, for example from being a parent getting the kids ready for school in the morning to a business director during the day.

Until now, there has been little research to evaluate the impact free Wi-Fi provision has had in the UK, despite government encouragement for companies to provide access on transport networks. The researchers looked to Scandinavia to see how commuting time could be measured differently, and found that in Norway some commuters are able to count travel time as part of their working day.

Dr Juliet Jain told the conference: “If travel time were to count as work time, there would be many social and economic impacts, as well as implications for the rail industry. It may ease commuter pressure on peak hours and allow for more comfort and flexibility around working times. However it may also demand more surveillance and accountability for productivity.”

Changing the Script on Work/Life Balance

Twenty years ago commuters riding on trains and other passive modes of transportation (basically anyone that’s not driving, biking, or walking to work) might have been able to work in some capacity, but it was very limited.

Today, with 24/7 access to networks, resources, etc., the conversation has changed. The very technology that has forced us to have very tough conversations about work/life balance could now offer a small way to add more balance to our lives.

We know that more than 90% of workers say they are LEAST PRODUCTIVE IN THE WORKPLACE, which means they need to find other times and places to be productive and meet their work goals. Could this option to get paid for working during commuting hours change that? What’s your take? Is it a good idea?

Article source:Ben - Should Employees be Paid for Commuting Time?»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Finding My Way by Jay Kuhns, SPHR

I'm not exactly sure when it happened, but I've found myself in somewhat of an awkward place. 

Professionally, I have a terrific job with a company that is being recognized in the industry and growing fast. I love human resources work...it just matches everything that I believe is important about the life and success of an organization. 

That all sounds pretty good, right?

But...
Somehow, though, a cynical view has snuck up on me. 

I don't like that. 

I don't want to be someone who complains about the complainers. I don't want to sound like the angry guy who is just another know-it-all. I don't want to be someone who isn't living the way he truly wants to live.

So...I'm doing something about it. A huge part of my personality is based (often times as the brunt of jokes) on being overly positive. Sometimes even missing the reality of a situation because I refuse to see anything but the positive side!

That personality trait...that I have relied on to carry me through for so many years...has become a bit more elusive lately. 

I don't like that either.

Getting Focused
I'm going to dial-in more than ever to what used to be my default reaction, to an intentional, thoughtful response to the world around me. 

Staying positive has to be the starting place. 
Staying positive has to be my go-to style. 
Ending positively has to be the way.

Maybe this all sounds hokey. Probably true. But for me, taking a proactive approach to how I live my life versus my "life living me" is essential. I've taken big steps in my health, faith, nutrition and fitness. Now it's time to lock down the last and most challenging part...

...my mindset.

How About You
What has become elusive in your life? What behaviors have crept in that you want to lock down? Don't be afraid of confronting them...you can do it!

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Finding My Way»

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

Guest Article: HR: You're Still Scared to Death of 'Them' by Jay Kuhns, SPHR

I recently attended a human resources conference and found myself leaving a bit disappointed. The conference overall was fine...working hard to find the right balance between content, programming, and sessions to meet the needs of a wide range of leaders from 'brand new' to 'seasoned executives.'

HR Still Out of Touch
What disappointed me however was the nature of the discussion during one particular session on communication. More specifically, communication with our younger employees. The group used the term millennials, although personally I am so sick and tired of generational labels that I'm going to try something new for HR and call them...

...people!

The group spent the majority of the session complaining, venting, and candidly whining like first-time managers about meeting their employee's needs.

Really HR? Still complaining? 

Have you forgotten that...

WE are the people champions of our organizations!

WE are the ones who despise labels and embrace inclusion!

WE are the ones who align and execute people strategies with our company's plans!

WE are the ones who are advocates for corporate culture, employee morale, and overall engagement!

Sadly, it is clear to me that, in the healthcare industry at least, HR appears to have lost it's way.

The Truth Hurts
Has HR remained current with how the world works today? Have any of the contemporary communication tools been adopted by the 'old guard' or are they still hiding behind excuses and fear? 

Some of you may say I'm being too harsh, yet I was the one who watched this embarrassing display of behavior. You may think that I am the one who is out of touch with reality; yet you didn't hear me complain about the future leaders of our world. 

...and yes, those 'younger' employees will ALL be in our jobs one day...so what example are you setting for them?...

How About You
The time has come for a new wave of leaders to take control in HealthcareHR. The brave, the visionaries, the ones who actually want to take action and make a profound difference in an industry that, despite it's massive economic impact, has little to show in the way of true HR executive presence and thought leadership.

Too harsh? Then why don't you do something about it in your organization today?

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - HR: You're Still Scared to Death of 'Them'»

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

Guest Article: Planting Seeds of Greatness Requires You to SEE the Human in Your Employees by Jennifer Miller

Great leaders are like farmers; they plant seeds of greatness in their employees. Then these leaders provide all the conditions necessary for them to grow. So says Kevin Ames, co-author of Appreciate: Celebrating People, Inspiring Greatness. Ames, who is Director of Speaking and Training for recognition company O.C. Tanner recently spoke at the Influence Greatness 2018 conference.

One of the “seeds” that leaders can plant continuously is that of giving appreciation to your employees. Lucky for you, there is no “planting season” for appreciation—it blooms all year long. As an avid veggie gardener, I appreciate Ames’ metaphor. Further, he provided a distinction that many leaders miss: when praising employees, be sure to see the humanity in their efforts, not just the work they do.

Giving appreciation, says Ames, isn’t part of a company program, it’s a “moment” an employee experiences. And if done correctly, a moment after which the person leaves the interaction feeling appreciated. As such, you need to recognize the person first, then praise the work they do. Remember to say, “I appreciate you” [emphasis is mine] to employees. “If all you do is praise the work, eventually employees will wonder if you value them as human beings,” cautions Ames.

This is a subtle distinction, and one that I haven’t considered very closely. But when I think about it, some of the most effective leaders that I work with have said to me, some form of “Jennifer, I appreciate you.” They also praise the specific work I’ve done, and that’s great to hear. But there is still something so very satisfying about being praised for being you.

Think about the those to whom you will soon have the chance the praise or recognize (kids, colleagues, volunteers . . .) How can you recognize who they are, as well as what they do?

For more on the Influence Greatness Conference, follow the hashtag #greatness18

Disclosure: I attended the Influence Greatness as a guest of O.C. Tanner. I was not required to write anything about the conference.

Article source:Jennifer Miller - Planting Seeds of Greatness Requires You to SEE the Human in Your Employees»

Guest Article: For Soon Is Yesterday by Jay Kuhns, SPHR

I've been thinking a lot lately about how I...well...think about things. I like to have a clear understanding of what's behind me, as well as a vision of what's ahead...develop a game plan...execute well...and get to where I just knew I would get to.

Sure.

Back
I easily fall into the trap of looking back at my life, both professionally and personally. What could I change? What might have happened if I took that other job? What about that big decision I made...what if I made a different one?

These back-facing questions are helpful for us to understand things, but aren't necessarily productive if we spend all of our time looking backwards.

Forward
Conversely, I L O V E spending time planning what's next! Big thinking! Big ideas! And best of all..acting on those plans! In my business life this is an area where I get the most satisfaction.

Personally, plans on a massive scale can shift and move resulting in us investing lots of energy on plans instead of embracing the incredible moments that we are blessed with each day.

Of course I want to plan in my private life...but not at the expense of my life.

Are you with me?

How About You
Looking back to learn, and looking ahead to dream are both important parts of our life experience. Those investments of time can help us understand, learn and prepare. But we must not lose sight of the incredible things that happen each day. Those small moments that make life special are so important.

I'm still going to think about everything...but savoring each day is going to take a little higher priority than in the past...what about you?

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - For Soon Is Yesterday»

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

Guest Article: How AI is Changing HR for the Better by Ben

Last week I was one of several thousand people that attended the 2018 HR Technology Conference and Expo in Las Vegas. I had the opportunity to share about my take on the HR Technology landscape as it pertains to AI and automation technology that is affecting recruiting, talent management, core HR, and more.

In the video below, I answer a few key questions about how AI is driving value for employers that leverage it to solve HR and people-related challenges. This is from my upcoming book (now available for presale!) on Artificial Intelligence for HR. It’s a very practical look at where HR is today and how technology can enable us to FINALLY be strategic in ways we’ve always dreamed of by automating some of the simpler, transactional components and “grunt work” that we all have to do on a daily basis.

Plus, I grew a mini beard for HR Tech this year. Enjoy. :-)

I am planning a special presale bonus for the book. If you want to get in on it just sign up over at http://aihrbook.com and I’ll let you know what you can get for being a presale buyer!

Article source:Ben - How AI is Changing HR for the Better»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: How to Become a Modern Elder by Jennifer Miller

It makes for a great fish-out-of-water movie premise: fifty-something worker has to report to a much younger boss and is perplexed with the change in power structure (ala Dennis Quaid’s character in In Good Company.) But it’s not so funny when you are that employee, still feeling vibrant and willing to contribute, and you wonder if younger leaders are undervaluing you.

A new book, Wisdom at Work: The Making of a Modern Elder explores members of the workforce who feel this pain. The book, written by 58-year-old Chip Conley, tackles head-on a social dynamic that threatens our workplace. “In a world that venerates the young, many in midcareer sense that the ground is shifting beneath their feet, leaving them feel invisible, undervalued and threatened by the digital natives nipping at their heels,” he writes.

Can you relate? And you don’t even have to reached your sixth decade for this to resonate. In the hyper-youth-oriented tech industry, even 35-year-olds feel the sting of ageism.  “Wisdom at Work” seeks to provide reassurance, along with practical resources, that you are most definitely not too old to contribute. In fact, your age is an asset, if you know how to present it as such.

As a member of the target audience for this book, I was heartened by its message that one’s life experience has value. Conley seeks to liberate the term “elder” from “elderly”, pointing out that the latter is simply how many years you’ve been on this earth, but the former is what you have done with those years. Conley uses the term “Modern Elder” to describe a person who has married their wisdom and experience with curiosity, a beginner’s mind and a willingness to evolve.

Conley has lived the last several years as a Modern Elder in the making. In 2013, at the age of 52, he sold his boutique hotel company and joined Airbnb as head of global hospitality and strategy. His boss (Airbnb’s CEO) was decades younger than him, as were many of the senior management team members. Conley’s experiences as one of the “older guys on the block” led him to explore what it means to age with vitality at work.

Wisdom at Work is Conley’s compilation of  ideas, backed up with demographic data, on how people entering the mid-terms of their work journey can still have meaningful careers. He outlines the characteristics of a Modern Elder (spoiler alert: if you have become complacent, you won’t like a few of his suggestions) and he provides ample anecdotes, examples and reference materials to help you grow in your efforts to see your age as a strength that your employer will value.

I devoured this book. It seems like just yesterday that I was the youngest member of our company’s management team, fresh-faced, energetic and yes, a bit smug about how some of my older colleagues were a bit out of touch. I’m grateful that one of my contemporaries has taken the time to lay out a path for those of us who want to stay relevant. I highly recommend that you pick up a copy of Wisdom at Work.

Chip Conley has created an excellent resource list on this topic. Download the PDF here.

Disclosure: I received a free copy of this book for the purposes of the review. This post also contains an affiliate link, which means if you click the link and make a purchase, I may receive a small compensation.

 

Article source:Jennifer Miller - How to Become a Modern Elder»

Guest Article: What is Your 'One Word?' by Jay Kuhns, SPHR

I'm not sure it's fair to ask you to reduce your entire life down to 'one word.' Our lives are full of all sorts of emotions, activities, responsibilities, aspirations, convictions, anxieties, and goals.

One word?

Why Just One
I think there's something to be said for being concise...for clarifying who and what we are in a direct, no nonsense sort of way. We've all heard the people who use lots and lots of words but never really say anything.

I also think it's an interesting challenge to try and put our whole self into just one word. 

So many options, right?
- love
- faith
- peace
- competitive
- driven
- human
- focused
- extrovert

...and the list goes on.

For Me Though
For some reason I've been thinking about my 'one word' lately. Then last weekend the issue came up during a service I attended, and I felt even stronger about 'my word.'

It's not a human resources, professional, or politically correct word in my opinion, although it gets used that way all time. 

"It comes down to what matters most to me 

about the world and my place in it." 

That is where I started to answer the question about 'my word.'

For me, the word represents something that transcends my biases, the divisions in our country and across the world, and speaks to what my parents taught me, what I've tried to teach my children, and most importantly, what my faith says to me.

How About You
My word is inclusion.

It's inclusion because every single person is important. Every person has value. 

No judgments.
No assumptions.
No predetermined notions about race or religion or nation or any other thing.

Everyone matters.

What's your word?

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - What is Your 'One Word?'»

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

Guest Article: How to Legally Avoid Paying Overtime Wages [Reader Question] by Ben

I’m trying out a new Q&A format for some questions I’ve received in the last few weeks. Let me know what you think in the comments or by emaiing me your own question to ben@upstarthr.com

Last week I got a question in the mailbag that was short and to the point.

How can we avoid paying overtime to employees?

My answer was short and sweet:

I’m pretty sure that there is a point to making overtime wages a required thing, and it’s to avoid questions like this. In reality, the way to avoid paying overtime is to work people less than 40 hours a week, manage a balanced staffing plan so that you have enough floaters and part time help to fill the gaps, and closely watch your trends in customer needs and staffing to make sure they match up.

I’d like to take a deep dive into this conversation and offer some specifics, because I think it’s a common question. I’ve heard many times over the years a variation on this: why pay out extra money when you don’t have to? How can you reduce costs and help the company be more profitable? What strategic part can HR play in this discussion?

Some of the key factors in overtime (especially high usage) may not be related to the actual job duties at all. For example, I’ve often found that overtime can be attributed to performance issues on the employee or the manager side of the equation. While that might not always be the case, it does come up more often than I’d care to admit.

Additionally, if OT is an issue, then the company needs to understand what is truly driving the overtime usage. Which people, which tasks/projects, etc. Is it variable or fixed in terms of workload? The answers to those questions will tell you what to do next. Is it a performance issue? A staffing issue? A workload issue? Each piece of that puzzle contributes in some way to overtime problems, and it’s important to dig deep and find out which is actually driving the numbers.

The short answer, though, is that you can’t legally avoid paying overtime. Don’t even try. Some employers get the bright idea to “make” employees exempt/salaried to avoid overtime costs, but that can’t just happen based on a whim. Additionally, it comes with other challenges that employers often don’t want to deal with.

Article source:Ben - How to Legally Avoid Paying Overtime Wages [Reader Question]»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Bullets by Jay Kuhns, SPHR

The corporate kind.

We take them...at least I believe we're supposed to. We take them personally, for our colleagues, and for our organizations. We don't share the majority of them with anyone.

We just take them. Straight up.

Martyrdom or Leadership
Balancing between accountability and organizational advocacy is where the fine line is drawn between company martyr and staunch advocate for your organization. Sometimes it's impossible to see that line...at least it is for me.

Sharing every stumble or human mistake is hardly worth discussing. Ah, martyrdom. So lonely, yet so satisfying in an odd way.

Conversely, when a a stumble becomes a fall, sharing becomes mandatory. Ah, the risk of being the negative leader.

Finding the Line
I'll be honest...I can't find the line. Some days I can manage it, take the proverbial bullets, and move on. Other days, I'm not sharing enough to keep the team up to speed so they can 'do better 'next time.'

Hold back?

Share? (read here...pass along complaints?)

Sure, it's easy to say it should all be shared. Yet, somehow it doesn't feel right, particularly when there is precious little to share in the first place.

When to speak up?

When to take the heat?

How About You
How many bullets do you take? Are you a strong leader who isn't afraid to take too many; or, are you the one that shares everything as soon as it comes in so you can never be 'blamed' for anything?

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Bullets»

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

Guest Article: I Tried to Look Too Far Ahead by Jay Kuhns, SPHR

There is an allure about achievement...at least there is for me. I consider myself to be fairly driven in just about everything I do. Career, relationships, family, music, fitness, faith...it's full speed all the time.

It feels like I'm always pushing to meet the next milestone or deadline or goal. The "next" thing is always the most important...

The Time Is Now
Recently I've taken on a new perspective on...well...just about everything. Reaching for the "next best thing" doesn't seem to work out very often. 

Sure, we need to be prepared, but being prepared at the expense of the people and world around us right now is a major miss.

Looking ahead...too far ahead...no longer makes sense. 

Do I have long-term goals? Of course I do! Do I want to maximize my time here while I still have that fire in my belly? You bet I do!

But, do I want to look so far down the trail that I miss most of the things that are important today?

Hell, no.

Priorities
Somewhere between planning everything so tightly that I end up closing my mind to what's really important; and, not paying attention to today is where I'm going to land. 

Showing empathy, appreciating the roller coaster ride that each day brings, and keeping those most important to me at the top of my priority list are really what matters most, right?

How About You
It's not really about balance...it's about focusing on your true priorities. Write them down, practice focusing on them, and deliver for those close to you, for your organization, and for yourself each day.

I'd love to hear from you.

No Excuses.

Inspiration
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Article source:Jay Kuhns, SPHR - I Tried to Look Too Far Ahead»

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

Guest Article: Your CEO “Steps In” to Help a Troubled Project: Good Practice or Not? by Ben

This year I’ve watched with some interest the saga of Tesla, which is run by Elon Musk. He’s a genius with technology but seemingly less so with human relationships. Musk is known for making bold claims about technology and innovation, but Tesla has faced some struggles to meet production deadlines and more. This is from a few months back but the story and question are still relevant:

You can probably argue over whether it’s a good or a bad sign, but Tesla CEO Elon Musk confirmed on Twitter today a report in The Information that he has taken over direct control of the division that’s producing Tesla’s Model 3 electric sedan after the company failed to meet the delivery goals it set.

Specifically, Tesla had intended to produce 500 Model 3 cars per day, or 2,500 per week, by the end of last month. But according to a company-wide email to employees that was sent today and obtained by Jalopnik, Musk said Tesla has been making closer to 2,000 of the cars per week. (Musk estimated last July that Tesla would be making 20,000 of the cars per month by December.)

In his email — fired off at 3 a.m. PDT — Musk added that if “things go as planned today, we will comfortably exceed that number over a seven day period!”

Musk may have been referring in part to the reorganization. But while The Information reported that Musk had seemingly “pushed aside the company’s senior vice president of engineering, Doug Field, who had been overseeing manufacturing in recent months,” Musk quickly took issue with that characterization of events.

The question I have for you is this: what does it say when the CEO “steps in” to take over in this scenario? Let’s look at the bright side:

• There’s no way someone can say the CEO isn’t engaged actively in the business and its success.
• The CEO can calm investor fears and show some initiative at a critical time.

The challenges, though, are pretty obvious:

• If you’re the employee that was “stepped over,” then you are probably not going to stick around afterward without good reason. You were hired to do a job and you either failed or the CEO made promises too big for you to keep.
• If you go with the “hire people smarter than you” philosophy, which is a great way to build a strong, high-performing team, then you technically aren’t as good as that person at running the show. Hmmm…

What is your thought? Good plan? Bad? A mix of both? What would you do if your CEO “stepped in” to take over operations or even HR for a period of time during a crisis?

Article source:Ben - Your CEO “Steps In” to Help a Troubled Project: Good Practice or Not?»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Undisputed by Jay Kuhns, SPHR

I love the term face-plant. I should, I've recently become the undisputed master of face-planting. Sure, it's not the title I was hoping for...but, one must accept reality and deal with it.

Reality
That's where I have the most trouble...I don't do well with 'dealing with' face-plants, despite my apparent world-class ability to pull them off with unparalleled consistency. The unique skill that I have developed is that I only execute on said face-plants at the most inopportune times. 

Yes, I can tell you're envious.

How can he be so effective one moment, and yet have the steely nerve to fall completely flat on his face the next? I wish I could explain it friends.

I REALLY wish I could explain it.

But, alas...

Pity Party
Of the various strategies I've attempted to overcome this massively annoying trait, the proverbial pity party has been a go-to for some time now.

And it's been a failure each time...as in..

every.
single.
time.

Thus, I'm heading down a new path. One that I hope will allow me to, as all great champions should, pass the torch of 'undisputed' along to the next unsuspecting soul who has no idea what is about to hit them.

The path you ask?

Reflection.
Self-examination.
Prayer.

How About You
What is the secret to removing this awful title? How have you battled your missteps and mistakes and come through better than ever?

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Undisputed»

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

Guest Article: 4 Low-Cost Ways to Develop Your Team’s Soft Skills by Jennifer Miller

Leaders are often reminded “what’s inspected gets done.” While this adage is typically applied to measurable task-related behaviors such as productions goals, it’s also relevant for human elements of the workplace like interpersonal skills.

As artificial intelligence makes further inroads into your daily work as a leader, you need to pay attention to soft-skill development because these uniquely human skills are what will differentiate your team members from the bots.

It’s time to elevate soft skills to a topic worthy of frequent leadership inspection. If we are to successfully co-exist with increasingly sophisticated technology, we need to amp up our humanity.

As this Fast Company article suggests, one way to do this is to reward soft skills in the workplace. And by “reward,” I don’t mean “pay.” I mean, put emphasis on the value of conducting business in a respectful, human way.

Here are four ways to develop your team’s soft skills on the job and with minimal financial investment.

Set the stage

As the team leader, it’s your job to ensure team members have ample opportunity to practice job-related and human skill sets. This starts by you giving them context for the importance of developing their whole selves. Help your team members understand that developing their people skills is part of their path to internal career mobility. Explain that employers are looking for both technical and human skills, and that your role as a leader is to pay attention to how they’re progressing on both fronts.

Put soft skills front and center

Celebrate “wins” that highlight people skills. At meetings and team huddles, give equal praise for how something was done as well as what was achieved. “Let’s take a moment to recognize Isabella. She expedited the Acme Company customer order, which helped us keep our 100% on-time metric; she was tenacious and customer-focused without throwing the shipping department under the bus, which would have been easy to do, given the circumstances.”

See the opportunity in challenge

Setbacks provide excellent opportunities to flex soft-skill muscles. Whether it’s a project that crashed and burned or a brewing team conflict, leaders who coach employees through the speed bumps of organizational life are helping team members build a portfolio of critical soft skills: conflict resolution, negotiation, adaptability and creativity. When the whining and complaining ensues (and believe me, it will), stay resolute. Say, “Yes, this is a pain. And we will work together to get to the other side of it.”

Get clear about what good people skills look like

It’s fine to keep it low-key and casually do the fist bump and “Nice job!” thing with team members. But every so often, you need to go deeper and give detailed feedback. Highlight specific things your employees said or did that demonstrate their strength in soft skills. For example, say, “Jody, I know that you’ve been frustrated with the new purchasing software. I admire how you kept your cool at the status meeting and stayed focused on finding a solution, rather than getting into the weeds about the bugs in the system.”

Paying attention to stuff — whether it’s the latest app upgrade or a team member’s need to learn tact — ensures it gets done. The modern workplace demands that your employees have top-notch soft skills. Help your team members shine by developing their human skills in equal measure with their technical skills.

 

This article was published as a Smartbrief Original and is reprinted with permission.

Article source:Jennifer Miller - 4 Low-Cost Ways to Develop Your Team’s Soft Skills»

Guest Article: We’re Only Human 40: How Southwest Airlines Lives and Breathes Corporate Culture by Ben

Does corporate culture matter? Does it really? In today’s interview, Ben talks with Collette Williamson of Southwest Airlines about the company’s approach to culture, hiring, and training.

It’s quickly apparent that culture is about more than just a fluffy set of core values on the wall at corporate headquarters–it’s about a way of life that makes the company fundamentally different than the competition.

In the interview you’ll hear from Collette how the company takes that 2% of applicants that make it through the hiring process and helps to mold them into the people that serve and love their customers in an almost fanatical way. The stories will make you laugh (and may just make you cry), so we hope you enjoy the show as much as we did recording it.

To learn more feel free to reach out to Collette on LinkedIn or, as you might have guessed, check out the Southwest blog site to learn more about the company.

Article source:Ben - We’re Only Human 40: How Southwest Airlines Lives and Breathes Corporate Culture»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Cold Sweat by Jay Kuhns, SPHR

You're asked a question in a big meeting and your mind goes blank.

You completely forgot to follow up on an issue and the information is due in 5 minutes.

You realize you are in over your head with an assignment and have no idea where to turn...paralysis sets in...and your credibility begins to evaporate.

Keep Breathing
Now before you do something rash like quit your job because you don't think you'll be popular anymore and won't have any 'friends' at work consider these points:

- you're not going to die because you've hit a rough patch

- you actually can do the work if you remove some of that self-talk clutter from your mind and start attacking the issue one little step at a time

- you can reach out to your colleagues for help...that's what real colleagues do...they help each other

Now Focus
Once the wave of anxiety has washed over you...and you've decided that your entire career is over and there is no hope for you professionally...

...get your head back on straight and start building your plan.

What needs to be addressed immediately? Write it down. Map out the deadlines and the resources you'll need to get there. 

Who can help you? Who also has a vested interest in this issue being executed successfully?

Find those people. Talk with them. Write everything down.

Breath Again
Think about how your mind has shifted. You have now documented a preliminary action plan, have connected with important internal resources to get the necessary results, and most importantly, are now back in charge.

This can not be overstated. Your mood will change. Your confidence level will change. And, by the way, the results will change dramatically from where you started.

Breath.
Focus.
Execute.

How About You
Is it going to be hard sometimes? Yes. Is it going to be embarrassing sometimes? Yes. Is it going to be worth it? Absolutely.

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Cold Sweat»

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