Lots happened this week.
Many people are reeling.
Here’s a picture of a kitten in a car.
Take care of yourselves, everyone.
Lots happened this week.
Many people are reeling.
Here’s a picture of a kitten in a car.
Take care of yourselves, everyone.
As #SHRM18 winds down and 20,000 +/- HR professionals get ready to head home, it’s time to reflect a bit on what we saw, heard and learned during the conference.
My fellow SHRM Bloggers have been sharing amazing content throughout the conference, and I encourage you to read what they’re writing. Many of them are breaking down the sessions and highlight key takeaways, and you should definitely go read what they’re writing.
Thinking about what I’ve seen this week, my challenge to you as you go home is to think about style vs substance. No doubt you saw a number of speakers who entertained, energized and basically showed you a good time. That’s great! It’s always fun to see that kind of speaker.
Now…what did you learn from them? When you go back to your workplace and your coworkers ask you what you like about the conference, what will you tell them? Will it be about the fun you had? Will it be about what you learned? Will it be both?
My hope is it’s a mix of both. Don’t confuse “fun” with “learning.” Don’t confuse entertainment with takeaways. Again – there is nothing wrong with fun and entertainment. Both of those things can help drive home the content and ensure you remember what the speakers wanted you to remember. But what will you apply? Can you recreate the feeling of the session you were in back home? Can you share the content of the session you were in with your team?
As leaders, we all struggle with the balance of style or substance. We see leaders who are charismatic and high energy gain popularity…and ultimately burn their teams to the ground because they have no freaking idea what they’re doing. We see leaders who are incredibly smart and capable fail to get ahead or gain buy-in because they lack the “spark” that people seem to respond to.
I don’t think it needs to be an either/or – it should be a continuum, a balance of style AND substance, capturing hearts and minds and spurring people to action. As you respond to the speakers, so might you respond to leaders.
So remember this lesson as you return home with dreams of changing your environment. Think about your leadership team and how they interact with your employees. Think about how YOU interact with employees. Are you simply “entertaining” them? Or are you helping them learn, grow and change?
Thank you, #SHRM18! You made us think. You helped us connect. You challenged us to change.
See you next year!
The big one – SHRM National – is coming up next week in Chicago. Over 15,000 HR professionals from across the world will be there to learn, talk, listen, and eat (hey, it’s Chicago).
There have been a number of fabulous blog posts written about the upcoming conference – you can find them here. The posts highlight speakers, vendors, tips on navigating the conference, and great sights to see in Chicago.
Since those posts already exist and are really good, I thought I’d share some random thoughts as I prepare to attend – both as a speaker and a member of the SHRM Blogger Team.
So there you have it – a stream-of-consciousness sharing of thoughts about #SHRM18. Follow the hashtag on Twitter. Tweet some content yourself! There’s a #NotatSHRM18 group out there, too. And the SHRM Blogger Team will be posting content throughout the conference! (I’ve been known to live tweet like crazy.) Plenty of opportunities to be a part of the event. You’re only as disconnected as you choose to be.
I’ll see you in Chicago!
MBSO can be stopped, but it takes awareness.
Don’t be that manager.
“Work your network.”
“Employee referrals are the best way to find talent.”
“Oh, I have a great person I can recommend for that.”
“It’s not WHAT you know, it’s WHO you know.”
Depending on your point of view, you either think these statements are helpful and motivating, or the embodiment of everything that’s wrong in society today.
This eternal debate is at the heart of my frustration with “hire for fit” or requests from conference planners for recommendations of speakers. On the one hand, it is important to find people who don’t necessarily “match” but certainly “go” – they complement the business in ways that moves the organization forward rather than fights for fighting’s sake. On the other hand, you can end up with a whole lot of same. – the same thinking, the same looking, the same people, the same faces.
I struggle with this because I’ve benefited from my network. I’ve been afforded opportunities I wouldn’t have because the people in my circle of trust have recommended me for things, or have hired me for gigs, or have introduced me to people who then helped me do cool things. I am grateful to my network and humbled they think to recommend me for anything. And I really love the opportunity to refer someone I know because they are smart, talented, capable, all that stuff.
I recognize that someone else who had some mad skillz may not have gotten the opportunity because they don’t know the right people. And that it’s really hard to break into a new industry or group or company when you’re new and sometimes the “old guard” circles the wagons a little too much.
In hiring, data suggests employee referrals are the “best” – they tend to be sticky and because an employee is putting his/her reputation on the line, the referrals aren’t usually awful. For those of you who work among those with particularly niche skill sets (IT, OD, Legal,, etc.), you recognize the fact there are typically six (or fewer) degrees of separation between you and any possible candidate because we all keep referring the same people over and over.
What do we do about it? Throw out referrals all together? Avoid going to our network to ask about who should be a part of an event? Refuse to hire someone we’ve worked with before?
Or maybe not.
Maybe we just need be a little more aware of who we reach out to. Maybe we need to be intentional about the balance of referrals to new voices when it comes to giving opportunities. Maybe we need to take a chance now and then because it’s exciting to meet/hear/see/hire someone new.
Think of it this way – Marvel movies are great. The MCU has done a fantastic job of weaving together multiple storylines and breathing new life into old characters (you know Ironman was a secondary title, right?). But deep down, every once in awhile you kind of want to see something original. There’s a reason Greatest Showman had legs in the box office (and only part of it can be attributed to Hugh Jackman). It doesn’t take anything away from Marvel and movies you love. But it does give you glimpse of something different that you might not have wanted to watch.
So here’s my challenge for you – for every person who is your “go-to” referral for something, try to also refer someone new. It will grow the network at large and offer opportunity to those who may not have the reach that others do.
Plus, when that person turns into a star, you can always say you discovered them.
The currency of real network in not greed, but generosity.
~ Keith Ferrazzi
A reminder that I am attending the WorkHuman conference put on by Globoforce this week in Austin.
The first day of any conference is typically about getting your bearings. You wander through the conference space, figuring out where all the rooms are, how to find the expo hall, and – most importantly – where the afternoon snacks and coffee will be, and WILL THERE BE DIET COKE????
There are typically some pre-conference sessions, too. And while some may be tempted to skip them, the ones held yesterday were PACKED. Cy Wakeman kicked it off with her guidance on eliminating drama from the workplace; Steve Pemberton (Globoforce CHRO) followed with his remarkable personal story of resilience and triumph; and David Rock brought home Pre-Day (can we call it Day One? I don’t know!) with information on feedback and why we’re struggling so much with it. (Full disclosure: while I love David Rock’s work and like him as a speaker, I went back to my room to take a nap. I got up WAAAAAAY too early for a flight. Sorry, David! Heard it was great!)
Prior to all of this, though, was registration. You know, pick up your badge, get your conference schedule, conquer the world. Normally this is a pretty sedate process – people come in little packs, but seldom descend as one. Except for yesterday. When we descended like a pack of locusts upon an unsuspecting group of WorkHuman helpers. It seemed every attendee decided to pick up their badge RIGHT BEFORE Cy’s talk. As you can imagine, it overwhelmed the staff. People got a little fussy. People were worried about missing the speakers. People don’t like not getting stuff IMMEDIATELY. (People are weird.)
I bring this up not to admonish the staff but to congratulate them for their perseverance. Two workers (one from Ireland, one from Denmark) went up and down the line, talking with folks and offering to get water or hold their place if they needed to step out for a moment. They made the choice to allow people into the sessions without their badge so no one would miss content. They extended the check-in hours to alleviate pressure. They stayed positive. They stayed focused. They stayed friendly.
At a conference focusing on the human side of work, this was refreshing. Attendees weren’t super jerky. The staff stayed strong. There was a collective realization that the world won’t end if you don’t get your badge. The time spent in line was time spent connecting. People were able to reframe and no one got yelled at.
How about that? We can be nice – even when inconvenienced.
So shout out to the people who are helping make this conference happen. It’s hard to coordinate this many moving parts. And shout out to the attendees who remembered why they’re here – to connect and to slow down a bit and to remember we are all just people trying to make it work in this crazy world.
I’m looking forward to today’s sessions. And I look forward to high-fiving some hard-working staff who keep a smile on their face and do what they can to make this conference memorable. Let’s all try to make sure THEY have a good conference, too!
I’m in Vegas this week for the Ultimate Connections 2018 conference and it’s at a VERY big hotel conference center (the Wynn/Encore, if you must know). I like to wander around a little bit the night before to try and get the lay of the land, which is a good idea when things are spread out like they are here. I stopped in front of a map to orient myself when one of the hotel maintenance workers noticed me and asked if I needed help figuring out where I was. He then helped me find some shortcuts to get around the property and made sure I was good before he continued on his way. I’m so mad I didn’t catch his name – he was so helpful. And he did it without anyone watching to make sure he did.
This, to me, was customer service at its finest. A person recognized a guest needed assistance and he gave it. It could be this person is just naturally helpful and friendly. It could also be that the Encore has a really good hiring and onboarding program. I think any service industry town like Vegas would try to focus on good customer service. My Lyft driver from the airport – Rodrigo (5 stars) – also works in one of the Strip hotels and he must have mentioned 3-4 times that it’s important you treat guests and people in general the right way. He got it.
These two interactions got me thinking about how companies are always emphasizing the need for customer service – both internal and external customers. It seems to me that most front line employees totally get it – the interact with customers face-to-face (or phone-to-phone, even chat-to-chat), so there’s immediate feedback about their level of customer service. Then I think about the frontline supervisors – they’re typically on the ground with their people, so their customer service focus is usually pretty good, too.
But what about middle and upper leadership? How is THEIR customer service, typically? If you’re like me, your experience has been mixed – some are good, but so many seem to throw customer service (particularly with INTERNAL customers) completely out the window when they “need” something. How many of us have been working on a project for weeks, only to have the parameters change drastically at the last second because some executive had a thought? How many of us have witnessed inappropriate behavior at the middle to upper management level – whether it be unprofessionalism or outright bullying and harassment – only to hear it excused as “leadership ambition”?
None of this is okay.
If your organization says customer service is important, than it’s important at EVERY level with EVERY kind of customer. Don’t put all the pressure on your frontline employees – they’ve already got it. And if they don’t, they’re fired.
Maybe it’s time we hold our leadership – and ourselves – to the same standard.