Tag: accountability

Honey badger don’t care…and why you’d better hope your people do

Ahhhh, the honey badger.  This wily little mammal nestled itself in our pop culture consciousness through the use of clever narration over a documentary film.  I love the honey badger.  But you know what?  Honey badger don’t care.  He doesn’t need my love.  Honey badger just doesn’t give a shit.

The thing is, most of us are NOT honey badgers.  We care a LOT about things…some are important (like the safety of loved ones), some aren’t (like the jerk who cut you off in traffic).  Human beings are an emotional species that tends to act on those emotions.  That’s why we’re always talking about “finding our passion” and “following our bliss” and other fluffy stuff that telegraphs  the fact that we tend to only work hard at something when we give a damn about it.

Call it whatever you want – be engagement, mojo or flow – but really what it comes down to is caring.  Engagement studies from BlessingWhite and TowersWatson (why don’t these firms ever have spaces anymore?) provide analysis around attraction and retention drivers, and basically all of them fall into two buckets – what’s in it for me? and why should I care?  (I’ll break these buckets down in a future post.)

honey_badger

Engagement definitions almost always include the concept of “discretionary effort”, or going above and beyond what is expected.  And companies need employees who are willing to give discretionary effort because they’re the ones who typically move a project over the finish line, get a company unstuck, and generally make the workplace better.

What I’m talking about is flat out EFFORT.  Do employees CARE enough to do the bare minimum of their jobs? Are they willing to work a full day at an acceptable level of effort and intensity?

Think about your workplace (or a past workplace).  What are most of the people doing most of the time?  If you have employees who CARE, you’ll hopefully see competent people doing their jobs, coming in on time and also leaving right when they are supposed to.  Occasionally you’ll see the over-achievers and ultra-engaged burning the midnight oil.

But what if employees don’t CARE?  I don’t mean the fully disengaged, out to bring down the company people.  Just…folks with jobs who don’t particularly worry about how well or what they’re doing. People wander in a few minutes late every day; they linger over longer lunches; they “sneak out” a couple of minutes early.  These seem like minor offenses…but what can they lead to?

    • Box-checking projects through the company because “it’s above their pay grade” to question its value
    • Incredibly quiet, low energy workspaces
    • A gradual erosion of morale
    • A culture of mediocrity
    • An exodus of A players
    • Dogs and cats living together…mass hysteria!!

It’s hard to be fanatically engaged ALL the time.  People need to take a break now and then, and that’s okay.  But hopefully in their downtime, they still give a darn about what they do.  They ask the right questions, push back when appropriate, and make good decisions based on critical factors – not because they are highly engaged, but because they care about the company, their job, and doing the right thing.

So while engagement is important and helps drive your business and retention of talent, don’t forget about the simplicity and power of having employees who simply CARE.

The thing is, Bob, it’s not that I’m lazy, it’s that I just don’t care.

– Peter Gibbons

How do you get your employees to care? How do you know your employees care?  Do YOU care?  Leave a comment below.  HONEY BADGER WANTS TO HEAR FROM YOU!!! 

 

 

10 (really!) things leaders do that make me happy…or at least not cry

In my last post(s), I shared a number of things that leaders do that make me cry.  I figured it would only be fair for me to spread a little love into the universe and share some of the good things that leaders do (believe it or not, good things DO happen in the workplace).

I’ll admit…it was tough to not just write the opposite of the last list.  So I tried to think of some unique behaviors that positively impact the business and its people.  Don’t agree with them?  Think I’m missing a few?  Let me know in the comments!!

  • Has the team’s back: A lot of times, all an employee wants to know is that their manager went to bat for them.  When a leader fights for their team (whether it’s to stand up for an idea, speak up against a questionable policy, or push back when someone else tries to throw an employee under the bus), the team notices.  It makes a difference…and it shows that a leader understands the impact he/she can have on the team.
  • Collaborates across departments: So much of climbing the corporate ladder seems to stem from building an empire and then protecting your little fiefdom.  That’s why it’s so refreshing to see leaders who throw all that aside and work for the betterment of the entire company by reaching out across functional lines and work together towards a common goal.  (*sniff* I promised myself I wouldn’t cry!)
  • Challenges their people…the right way: Since a big part of what I do focuses on people development, I am always so happy when I see a leader willing to take a chance and give an employee a stretch assignment with the right amount of support.  It shows the leader believes in the employee, and it also shows that the leader isn’t willing to let an employee settle for “okay”.  Yay, leader!
  • Listens more than they talk: This is so hard for most people.  We like to talk about ourselves and listen to how darn smart we are.  So a leader who has learned how to wait and truly listen is one worth knowing.  When you listen as a leader, you encourage creativity, build morale, and make yourself smarter becausehappy_kitty you’re allowing your brain some time to process the input it’s receiving.  It’s AMAZING how different a team meeting is when the leader shuts up.
  • Hires people smarter than they are: It’s often said that Bill Gates wasn’t the smartest guy in the room…but he was pretty darn smart at surrounding himself with people who were better than he was at certain things.  (Ballmer it NOT this.  Just so we’re clear.)  A leader who hires smart people shows he/she is knowledgable about his/her limitations and is comfortable with them.  It’s about success…not ego.
  • Has a personality: Sometimes it feels like somewhere along the way it was decided that “executive presence” means being boring.  How wonderfully inspiring – you’re going to bore your people to death, but gosh darn it, didn’t you do it professionally?  I like a leader who isn’t afraid to show you who they are.  It gives others the permission to do the same, and helps build an important rapport and trust that will get a team through the tough times.  So fly a little freak flag now and then!
  • Sets boundaries: Showing personality doesn’t mean hitting every happy hour with the crew and posting buddy pics on Instagram.  I have worked with a number of managers who I call my friend…but while we worked together, there were definite boundaries around what was on or off limits in discussions about work and/or liberties taken.  I respected the heck out of these people while I worked for them (and still do) because their ability to set boundaries protected both them AND me – I knew they wouldn’t try to exploit our friendliness for their gain, just as they knew that I would understand why they couldn’t share everything.
  • Knows the difference between ‘fair’ and ‘the same’: Some of the most effective leaders I’ve seen understand this.  ‘Fair’ means considering each situation on its own merits, and acting accordingly.  ‘The Same’ means managing to the lowest common denominator.  Yes – consistency is important (I think about 1000 HR ladies just fainted, so I need to be clear about this).  But is it fair to make some exceptions now and then for an outstanding employee who has always gone above and beyond and works 55 hours a week without complaint?  I think so.  And here’s a hint: smart leaders seem to instinctively know how to set expectations and hold people to them BEFORE making exceptions.  Interesting, don’t you think?
  • Shows humility: Remember when Barry Sanders (RB for Detroit, for those of you who actively avoid sports) would score a touchdown?  He handed the ball to the official and then walked to the sidelines.  He acted like he’d been there before, would probably be there again…and understood that getting a touchdown meant he was doing his job – no more, no less.  (For more on Barry’s approach, here’s a great article from ESPN.)  Leaders can learn a lot from a guy like Barry Sanders.  Yes, celebrate your wins!  You and your team both deserve a moment of rest and reflection.  But the best leaders are ones who thank those who did the leg work, appreciate those who lent support, and acknowledge that sometimes it’s about being in the right place at the right time.  Just be authentic when you do it, okay?  False humility can do more damage than outright boasting.
  • Brings cupcakes and/or other assorted snacks: People like food.  ‘Nuff said.

So there you have it.  An ACTUAL list of 10 things that leaders do that make me happy.  Agree?  Disagree?  Got something to say?  Share it in the comments!

The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.
~Theodore Roosevelt

10 (-ish) things leaders do that make me sad: Part 2

As I said in Part 1, I’m sure there are more than what’s on this list. But come on, I already had to break the post up into two articles because of the length – give me a break!

And now, the thrilling conclusion of my list (in no particular order):

  1. Ignore evidence: Sometimes super smart people can’t see the forest for the trees. Or they already have their mind made up and look for confirmatory “facts”. Or they refuse to admit that a pattern of circumstantial evidence trumps a smoking gun. Whatever it is, it can be very frustrating for a team that perceives its leader as someone who ignores what they see as “obvious” – this is how grumbling starts. Yes, I acknowledge that there is often evidence a leader has that can’t be shared with others. So tell them that. I’m more concerned with a leader who explains away evidence because it’s inconvenient to acknowledge it.
  2. Have trust issues: Ah, trust. That oh-so-important-yet-rarely-mastered element of a highly functioning team. When a leader trusts too much or too little, the balance of the organization can be completely thrown off. I tend to think that trusting too little is a bit more damaging as I’ve seen its impact first hand, but trusting too much can lead to a number of the other behaviors on this list and can also damage a leader’s credibility. Trust is a combination of character and competence – once you’ve figured that out, leaders, you can go from there.
  3. Busad-pandally others / allow bullying: Yes – bullies are often insecure and act out because of fear. I don’t care – they’re still jerks who harm others and kill a culture. If you are a bully, stop it. If you know a bully, stop them. I don’t care how great the results this person might bring to the organization – I can tell you that in the long run, it is NEVER worth it. (SHRM members, check out this article on why bullies thrive at work.)
  4. Think “me first”: One of the more difficult aspects of leadership to wrap one’d mind around is that it’s not about you and your abilities any more – it’s about your team and their results. Some leaders aren’t able to make that leap, and it makes me sad because it robs a team of an opportunity to spread its wings, and it limits a leader’s ability to positively impact a greater part of the organization. It should always be about the team and about the company for leaders. (Oh, and guess what – if you’re an executive, your team is the executive team…not your organization.)
  5. Focus too much on who likes them: The reality is that at any given time, there are dozens of people who don’t like you. In fact, it could be in the hundreds or more, depending on your company’s size and industry. Get over it. USA Today recently shared this fantastic quote from Eleanor Roosevelt – “Do what you feel in your heart to be right – for you’ll be criticized anyway.” You’re never going to get everyone to like you, so focus more on making the right decision and feel confident you can stand by it for the right reasons.
  6. Don’t develop their people: Shame on you. Your people hunger for growth and thirst for knowledge. You’re unwillingness to develop your people is either lazy, petty, or both. I’ve always told leaders that their job is to train their replacement and/or find a way to help their people reach their full potential. If you don’t want to do that, then don’t be a leader. (By the way, read this post by Mike Figliuolo on becoming a talent exporter – great stuff!)
  7. Play favorites: We know…you love all your children equally, blah blah blah. Oh please – we all have a favorite or two. Some employees are special and you want to help develop them. That’s okay. What’s not okay is BLATANT favoritism – especially when it’s unwarranted and/or based on personal friendship. Leaders who blatantly play favorites put the whole organization in jeopardy because the wrong people are sometimes promoted or otherwise rewarded…and the good employees see that and leave. And that makes me sad.

Well, there you have it. My Top Ten (-ish) Leadership Behaviors that make me sad. Agree? Disagree? Think I missed a few? Let me know! Share in the comments or send me a note.

[Sad Panda graphic respectfully grabbed off the internet because I LOVE that South Park episode!!]