Why is no one talking about the 'pink elephant' in the room? Or are they?

So your organization is going through some type of change. How can lack of communication during times of change affect your productivity and profitability? More than likely your employees know what’s going on earlier than you may think.  Actually, if your organization is currently going through a change, employees and customers are probably talking about it as you read this. So it would best if you addressed that *‘pink elephant’ in the room and nip that ‘water cooler’ talk in the bud soon as possible!

Whether it is downsizing, merger or acquisition, implementation of new technology, or change in strategy, regardless of the situation, honest, transparent, and timely COMMUNICATION with employees and stakeholders is imperative to success. Without information, assumptions form.  Assumptions lead to rumors.  And rumors can impact performance and can sabotage positive change.

As your employees are spending time talking about whatever it is that is going on in your organization and worrying about how it impacts them and what it means to their jobs, they aren’t getting their jobs done – they aren’t fully engaged and high performing.  They are likely unmotivated and less likely to bring forth new, innovative ideas – ideas that could be helpful on how to improve productivity, profitability, procedures, and processes and positively assist with the changes in your organization.

“In most organizational change efforts, it is much easier to draw on the strengths of the culture than to overcome the constraints by changing the culture.”   - Edgar Schein

Your employees are one of your organizations greatest strengths - draw on them, respect them, communicate with them and keep them engaged!

 

So what should you do about this…

How do you halt the rumor mill and keep engagement stable during change?

• The short answer (in case you didn’t notice my not so subtle attempt to call it out above) is to communicate, communicate, communicate.  A detailed communications strategy developed specifically for the change effort is also helpful.  A change management framework and plan of execution are also necessary for success. After all, you can’t just stay quiet, snap your fingers and expect everything to turn out as you want (if you master that, please let me know!).

What if you can’t divulge all the details?  How do you address that with employees and stakeholders?

• Let’s face it, you can always divulge something. No one enjoys lack of information; however, few enjoy information overload either. It’s about balance. Communicate in small bites. Start with communicating information that has been agreed to by leadership, is timely, and has a direct impact on employees and stakeholders. Be transparent that certain details are not yet worked out and some information may be at a very high level – however, what is ready to be shared is being shared with the appropriate audiences and more information will follow.

“Good communication does not mean that you have to speak in perfectly formed sentences and paragraphs. It isn't about slickness. Simple and clear go a long way.”  – John Kotter

What are some other actions you should take to address possible employee issues during times of change?

• Aware leaders are quickly recognizing that having a strong and committed workforce is a key success factor for achieving desired goals and objectives during a time of organizational change – and for a high performing organization in general.  Specific actions help to support and achieve positive outcomes. As mentioned, one easy way to maintain an engaged and committed workforce – and customer base - is with open, honest, and timely communication.

 So a bit more about that process...  

Once the changes are ready to be introduced to the masses, the process must include corresponding communications and change management efforts. These efforts should include specific and detailed plans and actions that run in parallel, not independently. Without a strategic communications plan, it is extremely difficult to determine the who, what, when, where, and how the information should be introduced. A detailed communications plan should outline the content, vehicles, and frequency of communications with the various audiences and include methods to receive feedback. This can help minimize certain employee concerns associated with organizational changes – concerns that if go unaddressed can have a negative impact. Careful communications and change planning and execution are imperatives to minimizing resistance, increasing understanding, obtaining and maintaining engagement and performance, and supporting achieving successful outcomes.

So the moral of the story – let me put it in the words of a manager I worked with on a recent change effort…

“…I’m not a child, don’t treat me like one.  Communicate with your employees; don’t treat them like they’re your children who don’t know what is really going on.  They are more perceptive than you think, and can sense that change is imminent.  We all know something is going on, we know changes are happening. Tell me the truth. The sooner I know the truth the sooner I can determine how I can help – or get out of the way.”

So – have you ever been an employee in a situation like this? If so, how did you react? What was the environment like at work? How do you think things could have been handled better? What was the outcome of the change? We’d love to hear your story. 

Oh – and leaders of organizations who had successful change efforts – we’d love to hear your stories as well!

Keep an eye out for another article we’ll post shortly which will discuss more about change management  – what is it and why is it important.

* The phrase 'white elephant' in the room can also mean the same as 'pink elephant' in the room, and 'pink elephant' can  also be referenced regarding alcohol and hallucinations...so the color of the elephant in the room doesn't make much difference and isn't really the point. The color is simply a  unique qualifier to further bring the point to the forefront - the point being   a huge elephant exists and no one is talking about it!

About Scott Span, MSOD: is President of Tolero Solutions Organizational Development & Change Management firm.  He helps clients to facilitate sustainable growth by developing people and organizations to be more responsive, focused, productive and profitable.

Email | Website | LinkedIn | Twitter | Blog | Facebook

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*All Rights Reserved. Reproduction, publication, and all other use of  any and all of this content is prohibited without authorized consent of Tolero Solutions and the author.

An Improving Economy Could Mean Loss of Employees. Will They Stay or Will They Go? That’s Up To You.

When accounting for the costs (both real costs, such as time taken to select and recruit a replacement, and also opportunity costs, such as lost productivity), the cost of employee turnover to for-profit organizations has been estimated to be up to 150% of the employees' remuneration package. Can you afford that?

The US economy is improving. This is a good thing for companies and job seekers alike, though it’s also positive news for employees – employees who may have felt over worked and under-appreciated during the downturn.

Should you be concerned about retention and loss of employees?

Though employee engagement and retention should always be a focus for any high performing organization, additional focus should be placed on retention strategies during an economic uptick. When employees see external environmental factors such as the economy improving, and more opportunities available to them, organizations have to work harder than ever before to retain good talent. Many employees are willing to put up with job dissatisfaction during hard economic times for fear of losing their job and or not being able to find an alternative. Though an economic uptick is not a guaranteed sign that employees will jump ship, it is a contributory factor many consider when making a job change.

Though average employee tenure varies by work type and demographic; however, the days of long term tenure with an organization are not what they used to be.  Under stable economic conditions, it’s not uncommon for people to move jobs every few years. Factor in opportunities for new jobs presenting themselves, after years of stagnant wages and often increased workload and minimal recognition, and suddenly employee retention can become a serious issue.

“We are responsible for our own lives–no other person is or even can be.”
~Oprah Winfrey

It’s not just a poor economy that can lead to dissatisfied employees counting the days until their next opportunity. Many attributes of organizational culture, as well as leadership and management behaviors, contribute to employee dissatisfaction. Many of these attributes often tend to become enhanced and accepted in times of distress.  However, as the economy  improves, employee tolerance for many of these behaviors declines. As opportunities arise for employees to change jobs; these other non economic attributes that play a part in retention need to be reevaluated or addressed.

 Organizational Behaviors Negatively Impacting Employee Retention:

• Lack of honest and transparent leadership


• Poor communication top down, bottom up, and lateral


• Inflexible and un adaptable strategy


• Reduction in employee growth opportunities


• Unachievable performance goals


• Lack of recognition


• Reduced or non timely and relevant job training


• Minimal appreciation for diversity


• Non merit based pay


• Culture of distrust

I often get told “we can’t afford to keep our employees by offering higher pay and benefits.”  Sometimes an increase in salary and benefits is not a feasible solution to employee retention, particularly after several years of tough economic times. Now sure, will you lose some employees strictly due to salary and monetary benefits, of course. That said, you’d be surprised how understanding employees are willing to be if you show them you value them in other ways. That’s not to say money isn't a driver for many people, though it certainly isn't the only one.

So when options present themselves for employees to leave, what should you do to ensure you retain them, and the costly institutional knowledge they possess?

Organizational Behaviors Positively Impacting Employee Retention:

• Increase leadership honesty and transparency


• Reevaluate and ramp up organizational communications


• Revisit your strategy and targets


• Don’t reduce employee growth opportunities


• Have realistic performance goals


• Recognize, recognize, recognize!


• Provide training and learning opportunities


• Value and respect diversity


• Have merit based pay systems


• Create a culture of trust
  

  *For further details and actions regarding these behaviors see our

  
  

  Employee Retention Checklist: Organizational Behaviors That Positively Impact Retention

  
  

With the economy making a turn for the better, it’s largely up to you whether you make your employees want to stay or go. Do you have employee retention strategies in place? If so, have you revisited your engagement and retention strategies recently? Tolero Solutions can help you increase retention and engagement and design strategies best suited for your organization. With an estimated cost to replace an employee of up to 150% of the employees' remuneration package – can you afford not to focus on retention?

 

“The employer generally gets the employees he deserves.” ~Walter Gilbey

 

About Scott Span, MSOD: is President of Tolero Solutions Organizational Development & Change Management firm.  He helps clients to facilitate sustainable growth by developing people and organizations to be more responsive, focused, productive and profitable.

Email | Website | LinkedIn | Twitter | Blog | Facebook

________________________________________________________________________________

*All Rights Reserved. Reproduction, publication, and all other use of  any and all of this content is prohibited without authorized consent of Tolero Solutions and the author.

Goal Setting - Why Bother? Are You Setting Your 2012 Goals?

2012 is literally around the corner. The topic of goals and objectives arises frequently this time of year. Many organizations (and individuals) have begun to update their strategies and create new goals for the New Year, have you? Hopefully you have, and if you haven’t, well – you may want to add it to your ‘to do’ list.

 

"Goals allow you to control the direction of change in your favor." - Brian Tracy

 

So what are goals and why are they important?

A goal represents the “to be” state, not the action of getting to that state. Goals are the most important outcomes that need to be accomplished to achieve and maintain the vision of the organization. Goals are derived from the vision statement and must be addressed through the objectives of the organization and establish the long-term direction for the work within the organization. In short, goals are the desired end result. As Stephen Covey says, it helps to "Begin with the end in mind."

Goals should also decide the results that are wanted/needed and set a time frame for achieving results. Most importantly, goals must build in accountability and consequences for not achieving them. Performance measures are the best indicators of success in achieving goals and outcomes; they should be relevant and practical.

 

 

It helps to ask…do the goals:

• Address improvements in performance of mission?


• Address individual improvements in performance?


• Tie to the strategic objectives?


• Capture the requirements of external and internal customers?


• Emphasize the critical aspects of the organization?

Most leaders know that an effective strategic plan must contain measurable high level goals and objectives, though goals should not only be high level organizational in nature. I am often asked by leaders who have a developed strategy, “why do my people need their own goals – we already have high level strategic organizational goals they are expected to meet?”  My reply, goals tell you as an organization where you want to be and what you want to achieve – they do the same for your people. Employees must have goals and objectives, not only to help support the organization in achieving its strategy, but also to see how the actions they take in executing their roles and responsibilities directly contribute to the broader organization mission and vision.

In developing organizational and employee goals, it is important to ask, “Are we measuring the right things?” Program, departmental and individual employee goals should align to and support organizational goals and objectives. If the workforce cannot see themselves and their actions in strategic goals, then your organizational goals aren’t as likely to succeed. Personal goals, incentives, and competencies should be aligned with the strategy. Without individual goals tied to specific roles and performance, it is difficult for employees to gauge the impact they are making through their work.  It is also more difficult for them to see the WIIFM (what’s in it for me) for achieving high performance - without goals, it proves difficult to measure, evaluate and reward individual performance.

 "My philosophy of life is that if we make up our mind what we are going to make of our lives, then work hard toward that goal, we never lose - somehow we win out." - Ronald Reagan

Clear communication of goals and priorities is necessary for people to see how their goals are contributing to organizational success and why they are being measured and evaluated against them. That creates a win/win for both the employee and the organization. For goals to truly increase accountability, they should include baselines. Baselines are time-lagged calculations which provide a basis for making comparisons of past performance to current performance.  A baseline may also be forward-looking, such as when you establish a goal and are seeking to determine whether the trends show you're likely to meet that goal. Measuring performance at a specific time establishes a baseline and provides the starting point for setting goals and evaluating future efforts and overall performance.

Several questions to ask when developing and defining goals: 

• Does the goal support the mission?


• Does the goal represent a desired result that can be measured?


• Does the goal reflect a primary activity, a strategic direction, a strategic issue or a gap in service?


• Is the goal challenging, but still realistic and achievable?


• Is there at least one key goal for each program/subprogram, but not more than can be reasonably managed?


• Is the goal important to management?


• Is the goal important to the employee?


• Is the goal important to customers and stakeholders?

Tolero Solutions offers various frameworks and methodologies that can provide assistance with strategic planning and goal setting. Just as your final destination is important to your journey, your goals are important to your business and your people. They define your destination and shape what your business will become. So, as you and your organization wind down 2011, give some thought to where you want to be, how are going to get there, and how you’re going to measure success – set goals early and take one step closer to being set for success in the New Year! After all, “If you don't know where you are going, you might wind up someplace else."  - Yogi Berra

About Scott Span, MSOD: is President of Tolero Solutions Organizational Development & Change Management firm.  He helps clients to facilitate sustainable growth by developing people and organizations to be more responsive, focused, productive and profitable.

Email | Website | LinkedIn | Twitter | Blog | Facebook

________________________________________________________________________________

*All Rights Reserved. Reproduction, publication, and all other use of  any and all of this content is prohibited without authorized consent of Tolero Solutions and the author.

The Tolero Think Tank - Has Moved!

Readers and followers of the Tolero Think Tank, please note that the blog has moved to a new location. Tolero Solutions has streamlined and revamped our website (relaunch coming soon), and the Tolero Think Tank is now located and accessible from the new site. The new location is:  

http://tolerosolutions.com/thetolerothinktank/ . 

Please continue to visit us and and stay tuned for new content shortly! Thank you for your continued insights and support.

Blog Series: So You Hired a Gen Y – Now Get The Most Out of Them! Phase 3 – Target

Blog Series: So You Hired a Gen Y – Now Get The Most Out of Them!
Phase 3 – Target

A Tolero Solutions blog series on how to utilize Gen Y using the Gen Y Recruitment and Retention Lifecycle™ by Scott Span!




In a previous post So You Hired a Gen Y – Now Get The Most Out of Them Through My Gen Y Recruitment and Retention Lifecycle™! I provided a high level overview of my Gen Y Recruitment and Retention Lifecycle ™ model designed to help recruit, engage, and retain Gen Y. The article and associated webinar / workshop have generated positive feedback, and much discussion; due to the high demand, I’m writing a 6 part series that details possible strategies to get the most of your Gen Y employees.

Phase 3 of the Gen Y Recruitment and Retention Lifecycle ™
Target:

In Phase 1 of the Gen Y Recruitment and Retention Lifecycle ™ I discussed the importance of communication; and in Phase 2 the importance in assessing the new Gen Y employees understanding of what they heard, and how they are going to apply that information. Phase 3, Target, focuses on targeting the best possible project and role for the new employee so they feel most productive and engaged.




Similar to Phase 2, Assess, once you have identified the employee’s skills and interests, it is imperative for engagement and productivity to Target a project and role that allows them to utilize their skills and interests while still providing challenge and opportunity for growth.

When targeting the new employee’s assignment, consider one that is congruent with the position they were hired to fill. If the employee was hired with specific expectations regarding role and deliverables, then those are what they expect to be doing – with some level of acceptable variation. It is highly likely they accepted the position based on the fact that was communicated to them was also something they feel qualified to do and in fact have an interest in doing. For example, if the employee interviewed for a marketing position with a focus on email marketing, then assign them to projects with deliverables in this area, not projects with deliverables that are more database marketing oriented or even in sales or account management. This contributes to congruence in the actual work they will be performing and what was promised.

One of the biggest frustrations and triggers of disengagement is incongruence in this regard, not properly targeting the tasks with the role they were hired to perform. If the project and role are not targeted correctly to allow for full utilization of the skills they have, and offering opportunity to acquire skills they may not have (particularly those that are required for success), then the new employee may feel they were provided empty promises and thus become frustrated, hurting productivity and engagement. Targeting a role or project that makes them feel useful and gives them comfort from the onset, while also offering opportunity to increase competencies in core areas to which they may be weak (as determined by assess phase), is key to motivation and retention.

Utilize feedback to listen to what the new employee tells you regarding their thoughts, feelings, and ideas on the project and role targeted and assigned to them. Check in often in the first several months. To keep productivity, engagement, and retention high, be open to making potential changes to their role and responsibilities as a result.

• Do they feel the work they are performing is what was promised and utilizing their skill set?
• Are they enjoying their work?
• Do they feel prepared and comfortable to deliver results?
• Does opportunity for challenge and growth exist?

Gen Y is much attuned to differences in “say vs. do”. If you mis-target the best project/role fit for the employee to feel utilized, competent, and challenged, then they may feel unprepared, overwhelmed and potentially unsuccessful in meeting the demands of the organization. This is why it is also necessary (as will be discussed in future phases) to have the proper feedback mechanisms in place that allow the employee to express thoughts, feelings, and frustrations. No one wants to feel this way!

We all want to feel utilized, challenged, prepared and set for success – both in work and in life.

Following the Gen Y Recruitment and Retention Lifecycle ™ can help you to get the most out of your new Gen Y employees. Additional steps and action items are developed at each stage, customized to your specific type of business and organizational culture. Customized workshops have also been developed around this approach. If you are Interested in additional strategies and learning more about how to implement positive Gen Y recruitment, engagement, and retention strategies please contact us or at scott.span@tolerosolutions.com

Blog Series: Part 2 - So You Hired a Gen Y – Now Get The Most Out of Them!

Blog Series: So You Hired a Gen Y – Now Get The Most Out of Them!
A Tolero Solutions blog series on how to utilize Gen Y using the Gen Y Recruitment and Retention Lifecycle™  

By: Scott Span, MSOD


Phase 2 – Assess

In a previous post So You Hired a Gen Y – Now Get The Most Out of Them Through My Gen Y Recruitment and Retention Lifecycle™! I provided a high level overview of my Gen Y Recruitment and Retention Lifecycle ™ model, designed to help recruit, engage, and retain Gen Y. The article and associated webinar / workshop have generated positive feedback, and much discussion; due to the high demand, I’m writing a 6 part series that details possible strategies to get the most of your Gen Y employees.

Phase 2 of the Gen Y Recruitment and Retention Lifecycle ™ 
Assess:

In phase 1 of the Gen Y Recruitment and Retention Lifecycle ™ I discussed the importance of communication; however, how do you know if what was communicated was understood? That is where phase 2 comes in, assessing the new Gen Y employees understanding of what they heard, and how they are going to apply that information.

Let’s face it; we all hear things in different ways. Remember that game from when you were a child (though a Gen Y was probably busy playing Nintendo), 'whisper down the lane?' By the time the original message traveled through several people to the last person, it was never the same as originally stated by the first person.

It shouldn’t simply be assumed that the new employee has a solid understanding of what was communicated or that they feel comfortable with what they heard. Gen Y appreciates being asked for their opinions, and values the opportunity to share perspectives. It is important to check in and ask them to vocalize their understanding of what was communicated.

How did they interpret what was communicated?

What is their understanding of their new role and responsibilities as it was presented to them?

How do they view where they fit into the organization?
 
Then give thought to how these responses align with the organizations messaging and expectations.

What often happens is you may find two somewhat different interpretations exist of what was communicated. If the employee begins work and they and the organization are not on the same page from day one, it can lead to an immediate mismatch of a cultural fit and skill utilization, leading to decreased engagement and lost productivity. Listen to how the new hire tells you what they heard and how it was communicated, and be prepared to have further discussion. You should be open to make potential changes to their role and responsibilities as a result.

It is important to fully assess the new hires skills, and areas of interest. Often employees are squeezed into a specific role without the organization ever really exploring what they have to offer in other areas. Therefore, it should not be assumed that the new hire does not have skills of value outside the role they have been hired to fill. Various tools and methods can be used to thoroughly assess the employees understanding of their role and responsibilities, as well as their skills, competencies and interests. Gen Y enjoys being challenged, and they enjoy diversity of tasks. It is important to assess these things as it relates to not only the role they will be performing, but also the organizational culture and structure. You may find that they are best suited for a completely different role than they are performing currently; one which may be a better fit and increase engagement and productivity.

Following the Gen Y Recruitment and Retention Lifecycle ™ can help you to get the most out of your new Gen Y employees. Additional steps and action items are developed at each stage, customized to your specific type of business and organizational culture. Customized workshops have also been developed around this approach. If you are Interested in additional strategies and learning more about how to implement positive Gen Y recruitment, engagement, and retention strategies please contact us or at scott.span@tolerosolutions.com

Lead or Fail: Successful Leadership in Turbulent Times

Guest post written by Scott Span, MSOD for Linked2Leadership on June 8th, 2010

Leadership isn’t what it used to be. The corner offices are slowly disappearing. The days of barking orders and expecting people to blindly follow are over. 

Accountability, responsibility and transparency are on the rise – though someone should tell that to BP CEO. Workforce demographics and diversity are changing. The days of leading like Franklin M. Hart Jr. are over.

♦♦♦♦♦♦♦♦♦♦♦♦

It Ain’t Easy

This is not to say that being a leader was, or is, ever easy; or that earlier fundamentals should be tossed aside. However, in tough times, remaining a great leader can be even harder.

So what makes a successful leader in turbulent times? First and foremost, the ability to adapt your leadership style to changing environmental influences is key to being a successful leader. Jim Clifton, Chairman and CEO of Gallup says that “in the new normal,” old ways of doing business won’t work anymore.

“The men and women who will conquer this new world will be the ones who best understand their constituencies’ state of mind.” ~Jim Clifton


By state of mind, Clifton is referring to new revelations being uncovered by behavioral economists — starting with the discovery that human decision-making is more emotional than rational. As a leader, Clifton shares a similar mindset to many behavioral scientists and organizational development practitioners.

His view is that one of the most fundamental states of mind that leaders need to understand is the needs and desires of their employees: “…their will to work, their will to live, their will to revolt, their will to follow you.

Another element of state of mind is emotional affect: “how much stress your constituency feels about money, about trying to get to work, about their relationship with their boss.” Clifton believes that to be a successful leader you have to firmly understand states of mind.

In his view, everything important; everything human comes down to states of mind. The leader who is the best at understanding, relating to and communicating states of mind will be the one who wins.

Not that leadership is about winning or losing, however it sure is about winning over those you lead. As an organizational development practitioner and behavioral scientist, I share Clifton’s views; understanding and exhibiting certain human behaviors help to shape great leaders and great organizations.

“Leadership is best viewed through the eyes of the follower.” ~Tom Schulte

♦♦♦♦♦♦♦♦♦♦♦♦

Behave Yourself!

Here are some behaviors of great leaders during turbulent times:

Transparency

People can usually tell when “something is up.” So before the rumors begin flying and productivity is impacted, leadership should tell employees. When making strategic decisions, determining organizational changes or facing issues that impact employees, successful leaders need to be transparent with their workforce about how these matters arose, their thought process for dealing with them, and how their solutions may directly impact those they lead.

Communication

Being in a leadership position can sometimes be a solitary role. Often leaders make decisions in a vacuum and rely on managers or supervisors to communicate important information downward. Successful leaders lead through two-way communication. Much of it is nonverbal. For instance, when leaders “set the example,” that communicates to their people that they would not ask them to do anything that they would not be willing to do themselves, this only helps to make leaders seem more human to employees. Particularly in turbulent times, people value direct interaction and communication from leaders. This not only helps to show that leaders are remaining committed to the people in organization, but also offers an opportunity for them to step out of the “tower” and build relationships with employees.

Trust

Trust is a fundamental behavior for any relationship, both personal and professional. According to a study by the Hay Group, a global management consultancy, there are 75 key components of employee satisfaction (Lamb & McKee, 2009). They found that: Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization. Trust must be earned. Leaders can earn employee trust by helping employees understand the company’s overall business strategy, informing them how they contribute to achieving key business goals and sharing information with employees on both how the company is doing and how an employee’s own division is doing relative to organizational objectives.

It is much easier for employees to trust a leader that shows an interest in them.

Compassion

The basis of good leadership is honorable character and selfless service to the organization; compassion for employees and both their professional and personal situations. His Holiness the 14th Dali Lama says, “I call compassion the global staple…for all people in every endeavor.” In employees’ eyes, what leadership does affects the organization’s objectives and their well-being. When a person is deciding if they respect a leader, they don’t think about attributes, rather they see what leaders do. Observations can often tell an employee if a leader is an honorable and trusted person or a self-serving person, one who misuses authority to look good and get promoted. Self-serving leaders are not as effective because their employees only obey them, not follow them. When leaders show compassion and understanding for employees and their situations, it becomes easier for them to notice that their leaders are interested and concerned, and not as self-serving as possibly thought.

Self Awareness

Successful leaders have a heightened level of self-awareness, they have an understanding of themselves, their behaviors and actions, and how those behaviors and actions are interpreted by, and directly impact, employees. A good example of leadership self-awareness is exhibited in the U.S. Army’s leadership philosophy of “be, know, do.” Be proficient and competent, know yourself and your strengths and weaknesses, and do take responsibility and lead by example. Always be open to further growth and learning. Professional coaching is also a great well to help further develop leader self-awareness.


A colleague shared a speech with me given last year by Marillyn Hewson, President of Systems Integration-Owego, Lockheed Martin Corporation on the subject of leadership in turbulent times. To Marillyn, leadership is a set of personal behaviors that set the course and create an environment that energizes people to meet a goal.

Marillyn says “…it’s easy to be a leader when everything is going great. The challenge is how you act when things go wrong. In times of great change… or tremendous challenge… that’s when the leadership fundamentals matter most.”

Most competitive and sustainable organizations have great leaders at the top, and in the ranks!

Do you think you are one of those great leaders? Do you exhibit the best behaviors in the ares of transparency, communication, trust, compassion, and self-awareness? If not, what are your points of struggle? What are you doing to better your daily behaviors to become a person with even greater influence? I ‘d love to hear your story!