Am I the only one who can't figure out why organizations put so much stock in "smiley sheets?" These are the sheets participants complete after they have attended a conference or a presentation. Here's what these sheets usually reveal. They indicate that the participants really can't wait to leave the conference, so they'll just check off whatever boxes they can so they can hit the road. What they don't do is measure how well the participant has assimilated the information or what they will do with this information, which is really the reason companies hire speakers.
That's why I'm proposing that you don't waste your time having audience members fill out these forms. For the sake of my nine-year old and your children, let's save the planet. Instead send out a follow-up e-mail a week after the program asking participants to share with you what specific actions they have taken since attending last week's session.
Be specific and ask the following:
1. After last week's session, what changes have you made upon returning to your workplaces? 2. Specifically, what (if any) thought have you given to the topic at hand? 3. What, if anything, have you decided to do differently as a result of what you learned? 4. Of the ideas we discussed, which ideas have you begun to implement? Which ideas will you implement within the next 30 days?
The feedback you receive from asking these types of questions is much more valuable than asking someone how engaging the speaker was. This approach will allow you follow up with participants and reinforce any learning. After all, wasn't the objective of bringing in an outside speaker to get people thinking about making some changes?
Visit our newly updated web site http://www.yourhrexperts.com/generation/ to learn how your organization can leverage generational workforce challenges into opportunities.
When I help my clients create workplaces based on commitment, rather than compliance we discuss how building trust is a process. It takes time and lots of effort. However, the results far outweigh the effort that must be invested in order to make this happen. Here are some tips to get you started:
Begin today - Every lost day is a lost opportunity to build a relationship with those members of your team, who you rely most heavily upon.
Be consistent - Deep trust is earned when you display consistent behaviors over a period of time. Think of people you know, who do this well. What is your relationship like with these people? Would you trust them with your life? Then think of others whose behaviors vary, depending on the weather. What is your relationship like with these people. Would you be willing to walk a tight rope if they were holding one end of the rope?
Remove the debris - It's difficult to rebuild trust, if there are obstacles in the way. I like to refer to these obstacles as debris. It's the stuff that's in the room that you refuse to clear. Here is an example. Everyone knows that you said there would be no more layoffs, yet last month you did a "reduction-in-force." Call it what you like. It's still a lay-off. Your employees don't expect you to be perfect. However, they do expect you to own up to mistakes you make, just like you expect them to do the same. Clear the air and apologize for saying something you have come to regret. This way everyone can move forward.
Be respectful - This may sound a lot easier than it actually is. Here is just one of the many ways managers fail to be respectful. The last time your phone rang while you were meeting with an employee, what did you do? If you said that you answered the phone, then it may be time to rethink how respectful you are to your employees. It's hard to make a real connection with an employee, while multi-tasking. In fact, it's impossible.
Be genuine - Give praise where due. This means resisting the temptation to give someone a pat on the back, (if you don't think they deserve it), just because everyone else is.
It's our behaviors that build trust, not our intentions. Trust me. I know.
Learn how to ask for what you want, increase trust, deal with "no", create buy-on and commitment and confront without guilt - Influencing Skills Program http://www.yourhrexperts.com/workshops.html
Visit our newly updated web site http://www.yourhrexperts.com/generation/ to learn how your organization can leverage generational workforce challenges into opportunities.
Are your employees telling you the truth or what they think you want to hear? Case in point. The other day I was speaking with a CEO who proudly mentioned that his employees were quite happy. I pushed back by asking him how he knew this. He said that he had personally visited each location and that his employees had no complaints.
The next week, while in conversation regarding an upcoming event, he shared with me that he had just received results from a recent employee climate survey. Let's just say that what his people were telling him and what they were putting down on their responses to the survey were totally at odds with one another. It was as if he had spent time visiting people from an entirely different organization. Needless to say, he was disappointed to learn that his employees didn't feel comfortable sharing their concerns directly with him and that he had no idea this was the way his workforce really felt about their jobs and the company.
My hat is off to this organization for it has several things going for them. First, the CEO really took this to heart. He really wants his people to be happy. Not just because this happiness will translate to employee retention, improved sales and increased profitability. But, because he is the type of leader that really cares about his people. He also recognizes that he cannot keep his head in the sand. The last two years this survey was run, his organization received stellar reviews. Yet, he still insisted on moving forward with another survey, to make sure things were still fine.
Now he has the daunting task of analyzing the results and determining what areas he will focus on to bring the engagement level back up to an acceptable level. He will have to look inside himself to determine why the level of trust has diminished in his organization. And most importantly, he will have to make some changes to ensure that the next time he meets with his employees, they tell him what he needs to hear, rather than what they think he wants to hear.
Visit our newly updated web site http://www.yourhrexperts.com/generation/ to learn how your organization can leverage generational workforce challenges into opportunities.
Is recession depression spreading in your organization? Here's how you can tell:
Laughter has been replaced by silence. Remember when work used to be fun? You'd walk through the halls and you couldn't help but notice the sounds of laughter floating through the office cubicles. Now all you hear is silence.
Black is the new red. Employees used to show up wearing bright colors to work. Now all they wear are shades of black, and occasionally a dash of gray is thrown in for a splash of color.
Frowns have replaced smiles. The only one smiling is the guy who just got an offer from the company next door. The rest of your employees appear to have frowns painted onto their faces.
Recession depression seems to be spreading through offices as quickly as the flu. Only there is no vaccination for this disease. However, with proper attention, you can stop this disease in its track. Here are some suggestions on how you can do this:
Look for signs that indicate your employees are at risk. This includes increased absenteeism; silence during meetings and more time spent huddled in their offices, rather than out in the field.
Connect with your employees. I don't mean you should send them a text message asking them how they are doing, especially if their office is right down the hall from yours. Instead, take a moment to stop by their desk and ask them how they are doing. Inquire about their family or a hobby that you happen to know is important to them. Engage in the conversation.
Give credit to others, whenever possible. Let others shine before putting yourself into the spotlight. If one of your employees came up with a new product or service then be sure you give that employee the credit. When possible, acknowledge their contribution in front of his or her peers. And don't forget to make sure you boss knows whose idea this really was.
Bring at-risk employees into the fold. The only way to attack this disease is head on. Anything less and you'll surely have an epidemic on your hands.
Visit our newly updated web site http://www.yourhrexperts.com/generation/ to learn how your organization can leverage generational workforce challenges into opportunities.
You may spend most of your waking hours with the people you work with, but does that mean it's a good idea to sleep with them? What I find most interesting about this topic is that even in this day and age, the topic is evergreen. Here's what I mean.
In early 2004, I was invited to appear on The O'Reilly Factor, which airs on the Fox News station. The topic was sex in the office. Bill asked for my opinion as to whether or not I thought sex was happening in the office during work hours, as well as after hours. We also discussed sexual harassment in the workplace. What I didn't know at the time was that the producer, who brought me on the show, was allegedly being harassed by Mr. O'Reilly.
Fast forward six months later, and Bill's producer, Andrea Mackris, was accusing him of sexual harassment. Obviously Bill didn't listen to what I had to say. We never really learned if Bill was guilty or innocent, as he settled with Ms. Mackris for what is rumored to be a number well into the millions.
Now we have Mr. David Letterman in the spotlight. What these two people have in common is that they both have deep pockets. They can afford to pay millions in attorney fees and any settlements that may occur. Can you say the same thing?
As a manager, here are some key things you need to know about sexual harassment.
1. The definition of sexual harassment is based on a "reasonable" person's standard. Here's what this means. Suppose a woman files a sexual harassment claim against you for creating a hostile work environment. You and the guys may think it's OK to share jokes of a sexual nature, but if most women find these type of jokes offensive, then it falls under harassment.
2. If you are personally charged with sexual harassment, you can bet your bottom dollar that your company is not going to pay for a lawyer to defend you. That my friend will have to come out of your own pocket. Have you seen attorney fees lately?
3. Sexual harassment is not limited to the opposite sex. There are a number of cases of same-sex harassment. This means you better not ignore an employee who comes up to you and claims a co-worker of the same sex is sexually harassing them.
As a manager, your job is to create a workplace where your employees feel safe. That begins with you. Make sure you lead by example.
Visit our newly updated web site http://www.yourhrexperts.com/generation/ to learn how your organization can leverage generational workforce challenges into opportunities.
I just saw the movie, Cloudy with a Chance of Meatballs. The film is about Flint, a nerdy inventor who transforms the sleepy town of Swallow Falls into a meteorological marvel where the skies pour pizza, hotdogs, and Gummi Bears. As the movie progresses, the Mayor of the town gets on board and places his order for what is truly a smorgasbord to die for. I don't want to give away the ending, but let's just say one needs to be careful for what they ask for.
I see a similar phenomena happening in businesses today. I hear leaders say they wish a particular employee would leave. They are thrilled when that employee gives notice. However, they are less delighted when the rest of the team follows. It's as if the skies have opened and it's raining resignation notices!
Here are some things you can do to shelter yourself from this storm:
Be proactive - Why sit back and wait for a poor performing employee to give notice? Take action. Counsel the employee on performance related issues and if necessary, manage their exit.
Don't be a hog - Share the credit when an employee is involved in a decision that gets rave reviews. The employee will feel valued and you will be perceived as a strong manager who inspires team members into action.
Please sir, can I have some more? - Don't make your employees beg for things that have been promised. If you've told them wage decreases are a temporary measure, then make sure you restore wages as soon as possible. Don't make them ask.
Prepare for the worst case scenario - A good manager has a contingency plan in place just in case the worst thing happens. For example, suppose your staff resigned tomorrow. Do you have a plan in place to replace them? If you had to, could you do their jobs until you hired a replacement? Are people in your organization cross-trained or is everyone working in a silo? How will you quickly train this new team? Now is the time to pull together your contingency plan. Do so before the storm hits.
A storm of resignations does not have to spell disaster. In fact, if you do your job well, you may never need to use your umbrella.
Visit our newly updated web site http://www.yourhrexperts.com/generation/ to learn how your organization can leverage generational workforce challenges into opportunities.
A recent survey from Adecco Group North America, highlights the increased dissatisfaction workers in America have with their employers. According to the survey:
• 54% of employees plan to look for a new job as soon as the economy turns around. • Sentiment is even stronger among younger workers. Of those ages 18-29, 71% say they are likely to look for new jobs once the economy turns around.
These numbers should not be shocking, as most of us know at least one person who will be jumping ship as soon as they can. Employees appear to be getting angrier everyday and their employers keep throwing more wood into the fire. If you really want to heat things up, then be sure to do the following:
Daily reminders - Remind employees how lucky they are to have a job. Do this on a daily basis. Tell them how fortunate they are to be receiving a paycheck. Never mind that their check is 10% less than what they originally signed up for. Remember to include this reminder at your weekly meetings, when you take them out to lunch to thank them for their efforts, and at this year’s office party.
Freeze raises and bonuses – Jump on the bandwagon. Everyone else is doing it, so why shouldn’t you? Doesn’t matter if your profits are soaring or if your employees know you’ve had your best year ever. This is a great time to reign in costs, even if your costs are already in line.
Renege on your promises – You told people their reduction in pay would be temporary. However, you now view these changes as permanent. Of course you’ve decided not to tell anyone, until they ask.
Put a moratorium on promotions – Ask people to do the work of those who have been let go, and insist on holding back a title change and pay increase. Call this “self-development,” since you are giving people a wonderful opportunity to increase their skills. Something few employers seem to be doing.
Send out mixed messages – Tell your employees they are your most valuable asset. Then remind them that everyone is replaceable. Just to prove your point, be sure to replace a highly respected member of your team with someone who is less experienced and less expensive.
Visit our newly updated web site http://www.yourhrexperts.com/generation/ to learn how your organization can leverage generational workforce challenges into opportunities.
My husband paid a visit to our local bank the other day to deposit a plastic bag filled with coins. This is something he does every few months. Only this time, he was informed that he would now be charged $5 for this transaction. Seems kind of funny that you have to pay your bank to take your money. Especially since they have a coin machine that processes the entire transaction.
The tagline for our bank is "Partners in Our Hometown." I guess their definition of partnership includes a piece of our account. I'm thinking it may be time to take all of my accounts to a place where there is a bit less partnership and a bit more customer service.
I understand the need to have rules. Without them, we would live in chaos. However, there are many rules, such as the one I just described, that clearly do not make sense. Look closely at your own organizations. Do you have rules simply to have rules? Are your employees empowered to break the rules, when the rules get in the way of servicing your customers? Or are you being penny wise and pound foolish?
Visit our newly updated web site http://www.yourhrexperts.com/generation/ to learn how your organization can leverage generational workforce challenges into opportunities.
Are you one of those managers who has been keeping your head down for fear that if you look up, you'll be the next to go? Are you playing it safe, rather than taking risks? Are you working harder, rather than smarter just to prove your commitment to senior management? If you answered yes to any of these questions then you may be doing yourself and your company a huge disservice.
What will people remember about you when the recovery arrives? Will they describe you as someone who was always on the front-lines? Innovative? A person who takes charge and leads? Or will they be hard pressed to even recall your name? If it's the latter, you're in trouble.
As we move out of this recession, executives will need the strength of their "A" players to rally the troops. Face time will be secondary to the results achieved. No one will care that you put in over 60 hours a week for the past two years. All they will want to know is what you've done to help the organization move forward.
It's hard to lead, when fear is leading you. But that is exactly what you must do when you are in a position of management. Your staff is depending on you to lead them in the right direction. They are hopeful that you are giving them credit, where credit is due. You're their role model so be sure to model the right behavior.
Here are some tips to help you get out of your own way.
Get out from behind your cube. Become visible. If you have a question, walk into someone's office, rather than hiding behind e-mail.
Volunteer for the jobs that no one else wants.
Work smarter, not harder. Is everything that you are doing really necessary? Is there a more efficient way to get tasks accomplished? Can you free yourself up so you can take on higher level work?
Toot your own horn more. It's great that your department has decreased the amount of time it takes to collect accounts receivables. It's even better when the executive team knows this has happened because you are a leader who gets results.
Some people say the recovery is here, while others believe it's around the corner. The one thing we can all agree upon is that eventually it will be here. Where are you?
Laying people off is difficult. Picking up the pieces after a lay-off is even harder. The survivors, who are “the lucky ones”, are forced to take on more of the work, put in additional hours and in some cases take a pay cut. Your first instinct might be to jump right in and help with the tasks that must be done. A noble thought. However, your employees need more than another set of helping hands. They need a strong leader, who can help them move swiftly through this difficult period of time.
The following five tips will help you get your team back on track after a lay-off:
1. Give people time to grieve - Operating as if business is as usual is a mistake. Business is anything but usual. Give your employees a few days to process what has just occurred. Provide them with an opportunity to voice their concerns. Let them talk, while you listen.
2. Be empathetic - Acknowledge the losses that have just occurred. Keep in mind many people may have watched their friends, and possibly family members lose their jobs.
3. Communicate the new vision and direction - Employees need to know where the company is now heading. Be sure you provide them with as much information as you can regarding any changes in the mission and vision of the organization.
4. Clarify new roles and responsibilities - No matter how senior your employees are, they will need direction. Re-allocate the workload and communicate the changes. Be prepared to provide training, where necessary.
5. Acknowledge all successes - It's easy to be so focused on long-term objectives that you miss the small wins that are occurring all around you. Celebrate all successes, not matter how big or small.
This is an opportunity to shine as a leader and stand out in the crowd. Feel free to post comments regarding tips that can help other managers lead after a lay-off.
Visit our newly updated web site http://www.yourhrexperts.com/generation/ to learn how your organization can leverage generational workforce challenges into opportunities.
Are your employees telling you the truth or what they think you want to hear? Case in point. The other day I was speaking with a CEO who proudly mentioned that his employees were quite happy. I pushed back by asking him how he knew this. He said that he had personally visited each location and that his employees had no complaints. 
