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The step teams forget

Anyone who knows me (or at least reads this blog) knows that group work is something that can destroy my soul. Part of that is due to my introverted tendencies, part of is it my control issues (self-awareness will set you free), but I think a big part of it is how ridiculously ineffective it can be. I mean…picking a team name alone takes a good 20 minutes of ideas and recriminations.

Collaboration is good. Hopelessly stumbling through a forced group activity is excruciating – and is not very good business.

The reality is, teamwork IS a vital component of work. None of us can be successful by ourselves. We rely on the expertise, time and effort of those around us. Different tasks and different projects require teams to come together and break apart all the time. Remember Tuckman’s stages of group development?  With the pace some businesses run, there often isn’t even time to name all four, let alone move through them. And it’s exactly this frenetic pace that can sabotage the success of teams.

You’ve probably noticed that some teams are remarkably successful and others are a trainwreck from the first meeting. And while there are many variables that factor into the success or failure of a group, there is one thing teams can do shift the odds in their favor:

Talk about how the team will work with each other.

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Think of it as establishing the rules of engagement – how you’ll communicate, how you’ll make decisions, how you’ll disagree with each other, how you’ll resolve conflict. Everytime I see a team take as little as 5 or 10 minutes to have a quick conversation about this, I have seen that team do well.

My belief in the importance of this step  is solidified whenever I see teams go head-to-head in some way. What follows are two examples – one from real life, and another from “reality” TV:

Real Life: I’ve facilitated a team-building/communication exercise a number of times that involves the recreation of a Tinker Toys sculpture. Each member on the team is only allowed to do a specific thing in this exercise and talk to only certain people. It’s quite convoluted feeling and teams get frustrated because the person who can see EVERYTHING is not allowed to share anything – they can only answer yes or no questions. The twist is that anyone on the team at any time can call a team meeting so they can talk about HOW the team is working together. Every single time I’ve facilitated this exercise, the team who takes the time to establish – and review – how they will work together successfully completes the sculpture. The team that does not do this descends into frustration and passive-aggressive sabotage.

Reality TV: I absolutely adore Face Off, a special effects makeup competition show that is now, sadly, ended. Depending on the season, the challenges change week to week in being either individual or team competitions. Sometimes the teams are chosen, but more often than not, they are randomly assigned. Time and again, the teams that take a few minutes at the beginning to establish how they’ll make decisions and are intentional about sharing their thought process out loud so the others understand it win the challenge. It shows in the final product.

While both of these examples are from an artificial environment, I have seen this play out in business projects time and time again. Think about the BEST project you’ve ever been a part of. chances are you had clarity in communication cadence, clearly defined decision-making authority, and the understanding that disagreements could be aired in team meetings without people taking it personally.

 

So the next time you find yourself on a team – ad hoc or otherwise – focus on the step that will make the biggest difference.

And no…picking a team name doesn’t fit that bill.

 

 
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Posted by on November 27, 2018 in Clarity, Decision Making, Teamwork

 

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Even “bad” cultures get some things right

There is a noticeable focus on “culture” lately, whether the topic is recruiting, engagement, development, retention, what have you. It’s all good stuff to discuss. I mean, it’s been around for a REALLY long time, but I’m glad to see intentionality around something that is going to happen anyway.

The prevailing theme I’ve noticed is the idea that culture will make or break your organization; that if your culture isn’t right ain’t NOTHIN’ in your organization is right.

I’m here to say….kind of.

Even in the most challenging of cultures, there are things that an organization might be doing really, really well. Just like in a good culture, there are things an organization might be crashing and burning on. I think culture buys grace and benefit of the doubt – a good culture means employees are slightly more understanding when an implementation or initiative goes wrong. It’s not a get out of jail free card, though. Organizations still need to focus on the right things across the board to help their employees contribute their best selves at work.

I’m reading Patty McCord’s book Powerful, recommended through the HR Book Club (check out the book club here!). If the author sounds familiar, it’s because she was one of the co-authors of the famed Netflix Culture Deck. This (pretty long) document has evolved over the years and is often cited as an example of how that company just “gets it.” McCord has gone on to become an in-demand consultant, helping organizations with their cultures and growth. Whether or not you think Netflix is a company you want to emulate (and there are those who question some of their tactics), Powerful outlines some very relevant points about how to be intentional about the organization your building – from the culture to employee engagement. Much of the advice goes beyond traditional “HR” or “talent” suggestions – which I appreciated.

As I read the book, I couldn’t help but think that while the intent of the book is to imply only “good” cultures follow, I’ve worked in organizations that did many of the things in the book…yet had a reputation for being a “bad” culture. This was a helpful realization – it reminded me that even in the most challenging of environments, you can identify positive elements to take with you. 

I’ve jokingly referred to a past organization in past posts (rhymes with fish), and while yes…it was a very tough culture to work in, I learned a lot while I worked there. I also truly appreciated some of the business practices that leadership followed that I have missed in other organizations, including ones highlighted in McCord’s book.

Here are some of the things that were done in this “bad” culture:

  • Quarterly all company updates: Every quarter, the executive leadership team would hold a virtual “all hands” meeting – at corporate, it was live; in other locations, it was broadcast on our internal channels. At this meeting, employees heard from the CEO, CHRO, General Counsel, COO, CFO, CMO, and any business leaders spearheading a major initiative. The CFO update in particular was excellent – we learned how the company measured financial success, how to read a basic P&L, and what variable costs employees could help control in their jobs. Lesson: You want employees to learn how a business makes, saves, and spends money? Tell them.
  • Field visits: We used to call them “ride alongs.”  Basically, if you worked in corporate, you were encouraged (and at director and above, required) to do a quarterly visit in the field. This would include a day spent with an installation tech and a day spent with a call center agent – preferably, in a market other than your own. It was a great way to talk to employees in their own environment, and to give them a chance to brag about their jobs…and share their concerns about corporate. Lesson: Think HQ is too much in an ivory tower? Make people leave it.
  • Visibility to all parts of the business: Because not all employees could go on ride alongs, new employees learned about the business in new hire orientation. The group was given an overview of operations and asked to manage a budget spit amount R&D, field ops, call centers, corporate, and people; and based on the budgeting, they saw the impact spending had on other parts of the business and had to learn to think through business decisions strategically (or as strategically as you can as a new employee). In the high potential development program, we took participants to other locations and gave them a chance to learn more about a new business unit. Lesson: You want people to think like an owner? Let them see what they’re making decisions about.

There are countless other examples that occurred on a daily basis that helped me understand fully what the business was trying to do and why. Being in HR, I often saw more than the average employee about how and why decisions were made – it wasn’t always pretty, but it was fairly transparent. I cut my teeth on corporate America there and have carried those lesson with me throughout my career. And even though it may not have been seen as a “good” culture, it was definitely an “aligned” culture – we knew who we were and didn’t shy away from it. For those who loved the environment, it was a great place to work. For others…it was a great place to learn from and move on.

This post is meant to remind you that there is something to learn from every business…but it’s also a cautionary tale. Just because you check off a bunch of “culture positive” initiatives you read in a book doesn’t mean you’ll automatically create a positive culture. It comes down to the people who execute those initiatives and the daily interactions that happen among leadership, employees, and customers. It’s about the intention and morality of those people. It’s about what you reward and tolerate in your organization.

All hope is not lost, though. It’s still worth the effort to lay a good foundation and build from there. Even the toughest cultures can inspire employees to take the lessons they’ve learned and be better leaders. So don’t dismiss a “bad” culture outright – sometimes there are diamonds in that rough.

Have you worked in a “bad” culture that did some things right? I would love to hear about it! Share in the comments or connect with me online. 

 
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Posted by on October 29, 2018 in culture, General Rant about Leading

 

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Happy John Jorgensen Day!

Every once in awhile, the blogger community likes to get together and say nice things about a person who sits behind the scenes, unheralded for their contributions to what’s going on.

Today, we celebrate the ultimate “behind the scenes” guy – John Jorgensen.

Who the heck is John Jorgensen, you ask?

John is an ardent SHRM volunteer, he teaches certification preparation, he is heavily involved in the ILSHRM state conference, and he will passionately discuss and defend anything HR.

John is a citizen of Joliet, IL (thereby firmly connecting him to the Blues Brothers), a Chicago Blackhawks fan (I actually had to look up Chelsea Dagger to understand what the heck he kept posting on Facebook!), a proud Iowa Hawkeyes alum (and unabashed fan), and loves all things college football – posting his picks every week on Facebook. He does pretty darn well, too. Anyone who knows John knows of his love of history, particularly centered around Gettysburg (seriously, just take the test already so you can be a guide, John!). John is a music fiend, sharing his musical loves across social media. And John has ALSO qualified for Jeopardy, which explains why his beloved Wednesday Trivia Team tends to do pretty darn well week after week.

But most importantly – John is a friend. He supports and promotes his circle of friends on social media, sharing links and opinions. He’ll call out people he thinks are making an ass of themselves. He reaches out and connects with folks all over the country, maintaining relationships in an age where shallow social connections are the norm. John has helped many fledgling speakers to the stage, recommending them for state conferences and being the ultimate cheerleader once you get there.

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I love this picture. Heather Kinzie is about the only person who can ALMOST get John to smile for a picture.

Now, John doesn’t “cheer” in the conventional sense. There’s a running joke that you can never get a picture of John where he’s smiling. A few folks have come close – you can see a little twinkle in his eye! But don’t be fooled by that curmudgeonly exterior, for within beats a loyal heart. You only need to watch John at a conference to understand the depths of the friendships he’s forged. Hugs come from all sides. Long-time friends swap stories and jokes. Many a tasty lunch is shared.

John has made an impact to the HR community – one we may not always notice, but one we always appreciate.

So, John – happy YOU day. Thank you for your continued friendship.

And try to do a little better on those football picks, will ya?

 
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Posted by on September 24, 2018 in Authenticity, Teamwork

 

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Representation and Women in HR Tech

The first half of the first day was dedicated to the Women in HR Technology conference. First of all, I greatly appreciate the fact that the role of women in technology was highlighted – not just from an end-user perspective, but from the leadership in creating and driving the innovation of the technology. I also appreciated seeing so many men attending sessions. Highlighting women doesn’t mean exclusion of men – it means raising everyone’s awareness, and it takes all of us to be more inclusive.

The sessions were good – smart, thought-provoking, data-driven, focused, actionable. I was sad I couldn’t attend all of them based on the Twitter stream I read. As I sat listening to the opening and closing keynotes, as well as some of the sessions, I was stuck by how the topics were intertwined by cause and effect.

Rita Mitjans, the Chief Diversity Officer at ADP, shared data highlighting the importance of diversity for innovation and success in a business. She also shared that while woman and people of color are entering the workforce at decent numbers, they are not advancing in the workforce. Later in the day, Jenny Dearborn, EVP, Human Resources and Global Head of Talent, Leadership & Learning at SAP, shared data around the skills gaps in tech, highlighting the challenges of filling roles in technology. Perhaps the solution is right in front of us.internet of women

Think about it – we know bias is a real thing in hiring. It’s also a real thing in promoting employees, and this problem perpetuates itself in businesses because promotion is more about visibility than ability. Yet within businesses, women tend to be less visible – they are called upon to do fewer presentations to the C-Suite, they are talked down in meetings, they sit in the background rather than at the head of the table. These small actions add up to real consequences. Earning potential drops. Women leave the corporate world. The talent pipeline dries up. And Jenny Dearborn has to do keynotes about the challenges of filling tech roles in Silicon Valley.

This made me think about the importance of representation. If there were more women in tech leadership, there would be more women in tech. Period.

A personal story:

When I was picking a college to attend, I targeted one that would allow me to be a physics/music double major. I assure you – there are not many. A visit to the University of Denver convinced me they were a good fit. The Physics Department had respected scientists, the music program was top notch (a little too focused on classical opera singing, but that was fine), and I liked the student to teacher ratio. After enrolling, I downgraded the music to a minor just for sanity’s sake, but loved being able to do both. Freshman and sophomore years were challenging but great – I had terrific classmates in my physics classes. Each of us had different strengths in thinking through problems, so we complemented and learned from each other. But most of those classmates were either chemistry or pre-med majors and the first two years of physics for them were just prerequisites. For me, it was my future.

Flashforward to junior year. I was the ONLY physics major at DU. That meant it was me and professor in all my advanced classes. And all of my professors were men – not just in my physics classes, but also in my advanced math classes. On the surface, that’s not that big of a deal. After all, a lot of professors are men. But I never once had a mentor in math and science who was a woman. I lost my support group of fellow students. I faced professors who had been doing these classes for years and didn’t know how to interact with a single female student in class. They insisted on leaving the door open for all classes, regardless of how loud it was outside the classroom. I understood why – but it impacted my learning. Halfway through my junior year, I opted to change my major, and graduated with a major in history, and minors in physics and music.  

Would I have stayed in physics if there had been more representation of women? Maybe, maybe not. Intro to Complex Variable was hard, yo. I do know that it shook my confidence right at the time when I needed to believe in myself the most. Now, there are several female astrophysicists and other scientists represented on television, talking about science and making it cool to be smart AND a girl. I love them for that. I watch them and cheer them. And I make sure I tell girls about them and encourage them to love science and technology.

I tell this story because I believe in representation. I believe it impacts a company’s success. I believe it builds strong talent pipelines. I believe it builds strong, confident women who refuse to take a lower salary because they should just be grateful they got the job. I believe it continues to help women realize they should never ever apologize for their success, nor should they be considered rare and magical when they show up at a conference and share their knowledge like the badasses they are.

So thank you, HR Tech Conference, for giving women in HR technology the visibility they deserve. We’ve always been there. Now it’s time you see us.

 

 
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Posted by on September 12, 2018 in Conference Posts, culture, Uncategorized

 

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The way we win matters

What’s that? ANOTHER movie reference in a blog post? Hell yes. Buckle up, buttercup. Let’s do this.

It’s no secret that I love science fiction (and science fantasy, where I firmly place Star Wars, but that’s a discussion for another time). I started reading Ray Bradbury and Harlan Ellison at a very young age. Which explains a lot, really. What I appreciate about the genre is that it is such a mirror of who we are as a society – and who we want to be. Some sci-fi is post-apocalyptic and depressing, some is unnaturally cheerful and optimistic. (You can probably guess what kind I tend to watch.) All of it acts as a social commentary for the time in which it was made.

One story I experienced first as a movie and then as a book is Ender’s Game. Regardless of what you think of the book’s author, the story and world building is brilliant and engaging. Years ago, Earth was invaded by an alien species and barely survived. Since then, society has been obsessed with preparing for the next attack, training children to be the leaders of the battle because their brains can process the multitude of data faster.

Ender, so-called because he is a third child in a society that limits most families to two, is unique among his peers. He is the perfect combination of aggression and compassion, believing that the best way to defeat his enemy is to love them, because only then do you understand them. When confronted by bullies at his school, he gravely injures the toughest boy – an apparent over-reaction to the situation. When questioned why later, he replies that he wasn’t fighting to win that battle – he was fighting to win all future battles, too. (Seriously, go watch the movie and read the book – so good.)JALWS Letterhead I

One line in particular has stuck with me. [SPOILERS AHEAD] Near the end of the story, Ender and his unit have been undergoing simulation after simulation to defeat the Formics (insect-like aliens). In the final simulation, they risk nearly everything to defeat the entire race of Formics. Ender sacrifices thousands of (he thinks) simulated lives to achieve victory. Following the simulation, the adults cheer…it turns out, the simulation was the real battle. Colonel Graff (played by Harrison Ford) explains they didn’t tell Ender because they didn’t want him to hesitate…that they needed him to do what was necessary. Graff insists Ender will be remembered a hero. “We won,” Graff proclaims. “That’s all the matters.” Ender fires back, “No. The way we win matters.

This line says so much. It embodies so much of our humanity…or lack of it.

How many times have leaders claimed winning is the only option? How many organizations sacrifice values, integrity, dignity because they tell themselves the ends justify the means? Win at all costs. No holds barred. You have to play the game to win the game.

How many times do people regret that approach? In the long term, I hope it’s all of them. Because you give up something vital when you tell yourself that it doesn’t matter how you won. In the short term, it might seem like the smart play, but ultimately, history judges us all. It exposes the lies we tell ourselves and lays bare our mistakes.

Right now, American society is at a crossroads. We have an administration that values “winning” and loyalty over all else. We have a majority party in Congress that is willing to “win” no matter what the cost. We have organizations that are choosing to align themselves with a president who has been accused of sexual assault, and then turn around and speak about the dangers of #metoo. We live in a world where the number of  impressions and Twitter followers appear to be more important than values and critical thinking.

Is this what winning looks like?

I’d like to believe we’ll right this ship; that we’ll realize that attention isn’t the same as regard. That small “victories” are meaningless if we lose the larger battle. That sacrificing what we believe for the sake of a photo op means more than a slight PR hit. The decisions we make moving forward as leaders – as human beings – say more about us than short term gains. Are we willing to admit that sometimes the right thing to do IS the hard thing to do? Do we have the courage to turn down what looks good in favor of what IS good? Are we willing to speak up when our leaders can’t? Or won’t?

I hope so.

THE WAY WE WIN MATTERS.

 

 

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The power, and danger, of being liked

There’s a scene in Rush in which the F1 drivers are arguing whether or not they should race the Japan Grand Prix. The weather is questionable…but it’s the last race of the season and the points for the championship are very close. Niki Lauda (played brilliantly by Daniel Bruhl) calls an all-driver meeting to discuss the cancellation of the race. His justifications are reasonable and logical – it’s not worth the danger to continue in the race. James Hunt (played equally brilliantly by Chris Hemsworth) steps in and sways the crowd, arguing that Niki only wants to cancel the race because it will clinch the championship for him. He uses emotion and charisma against logic and fact. The vote is taken – the race is on.

As Hunt walks out of the room, he leans over to Lauda and says: “You know, Niki, every once and a while, it does help if people like you.”


James Hunt is right – it does help if people like you. You’re more likely to get hired if you’re likeable. You make friends more easily. Likeable sales people tend to have higher close rates. Hell, some people argue that Hillary would have won, if only she were more likeable. (And we can unpack THAT little statement another time.) In general, likeable people seem to go through life with a little extra verve and a little less friction.

Being likeable means being relatable to people. If someone feels like they can go and have a beer with their leader or coworker, it humanizes the person, highlighting commonality and empathy. It’s an important trait to cultivate if you’re trying to influence and lead. The grumpy, no nonsense boss of the past only gets so far. Same with the person who is always right and lets you know it. Look around your organization at who gets promoted – is it the charismatic leader that motivates people, or the sharply intelligent person who rubs folks the wrong way now and then in pursuit of truth?


If the above paragraph made you think, “Wait…there are a lot of charismatic douchebags who got promoted at my company and they can’t do shit…” then congratulations! You’ve found the danger of being liked. Too often, being liked is valued over being smart or thoughtful. Being liked can be addictive. People crave it and will sacrifice anything – logic, values, integrity, partnerships – as long as they keep that likeability. The need to be liked can lead to awful business decisions and really, really crappy leadership. Managers who want to be liked have a really hard time telling their employees that they aren’t doing a good job…because what if the employees don’t like that manager anymore???

I’ve seen too many teams struggle with artificial harmony because they think debate means someone doesn’t like them, and the thought of not being liked is TERRIFYING. Fear of not being liked too often keeps mouths shut or breeds defensiveness during serious conversations. It causes people to use gossip as currency and undermines relationships. Chasing likeability will hurt you in the long run – especially if it’s obvious that you’re trying too hard (see aforementioned charismatic douchebags).


So what to do? Be the jerk who is sure you’re always right? Be the charmer everyone loves even though deep down, you aren’t always making the best choice?

I think the answer is somewhere in the middle. If people “like” you, it usually means that they trust you on some level. Personally, I’d rather be trusted than liked. I’d rather people think I have character and competence over popularity. In truth, I suspect I’m more like Niki Lauda than James Hunt. But I recognize the power of likeability and want to spend its value wisely.

You get some grace when making mistakes because people trust you’ll do right by them. If you’re always going by “gut instinct” and never consider logic and facts in your decision-making, you’re apt to lose that grace fairly quickly. On the flip side, people who rely entirely on logic and facts are typically seen as cold or non-empathetic. Despite the fact they’re often right, people don’t trust it because they aren’t seeing the human side of the decision-making. Tempering logic with likeability and balancing charisma with critical thinking can go a long way.

Next time someone gives you feedback that you need to be more “likeable,” consider what that means. Do you need to be more open to feedback? Do you need to be more approachable? Do you need to build more relationships? These are all good things to work on. But if they use “likeable” to mean you need to be more outgoing and smile more, feel free to keep on keeping on.

After all, James Hunt only won one F1 championship. Niki Lauda won three.


[Author’s note: Ironically, even Lauda liked Hunt. Despite the way their rivalry was presented in the film, Hunt and Lauda were good friends. Lauda said Hunt was one of the very few he liked, a smaller number of people he respected and the only person he had envied.] 

[Author’s note, Part 2: I really like that movie.]

 

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It’s been a tough week…

Lots happened this week.

Many people are reeling.

Here’s a picture of a kitten in a car.

Take care of yourselves, everyone.

 
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Posted by on June 30, 2018 in Uncategorized

 

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