CEO to Commander in Chief: Do The Same Skills Apply?

Achieving the leadership status and title of the Commander in Chief – President of the United States of America - is the highest appointed leadership position one could achieve.  Sure – being a CEO is also a great achievement and the role is also intricate and complex. But leading a group of employees is much different than leading an entire nation.

I mean…they don’t call the President the Commander in Chief (CIC)  for nothing!

With an election happening next week, leadership qualities are coming to the forefront.  One candidate was a former CEO. So - putting on my organizational development practitioner hat - politics aside, left or right or red or blue, this raises an interesting question.

Just because someone was a CEO does that mean they have the leadership skills to be Commander in Chief (CIC)?

Some may argue that good leadership is good leadership –- whether you’re managing kids at home, serving as the CEO of a company, or as the Commander in Chief of a nation.  (for more on our take on good leadership, feel free to see some previous articles on the topic  including  one relating to politics)

Can CEOs run the U.S. equally or better than a candidate with a traditional political background?  Various articles and studies have been done on this topic. The reality is, that though many leadership roles do require similar traits, they may also require different decision making processes and application of those skills and traits. Just because you may have certain skills and traits to be a success in one leadership role doesn’t necessarily mean you have the skills and traits to be successful in another.  Even if you do - can you execute actions using those skills and traits in a way that will contribute to success in the same way for  two different roles.

“…. 56% (of CEOs surveyed) also believe maintaining voter confidence is more difficult than securing the support of shareholders and directors as CEO.”

– Korn/Ferry CEO Survey Aug. 2012

Let’s take a look at some key leadership traits, and considerations, from the perspectives of CEO and the Commander in Chief:

Accountability

• CEO – CEO’s and the CIC often have a different view on accountability. Though CEOs are hired, they are not often elected to serve the people, but to serve the shareholders. Since CEO’s are mostly accountable to boards and shareholders, decisions can often be driven by money, and not what is in the best interests of those they lead.  A CEO is often more accountable for balance sheets than the welfare of their employees.  This can often prohibit them from putting the interests of their people ahead of that of finances.

• CIC – Though the balancing of financial matters and people matters is a shared struggle to an extent - the CIC is elected by all the people, not just appointed by a select group of peers - and thus is accountable first and foremost for the well being of those who elected him/her.  One could argue that level of accountability includes commitment to balance sheets, though, when looking at financials, the CIC is most often doing so from the perspective of what is best for the people.  In addition, the CIC is required to make life and death decisions, not just financial decisions. The CIC is accountable to serve the people who elected him/her, and not shareholders, in financial matters and matters of life and death. Most CEOs are not.

Transparency

• CEO – CEO’s don’t often see a need for transparency. They very rarely share personal information – which they may not want to share publicly. The job of a CEO doesn’t require corporate citizenship or social responsibility in leadership. Though more CEOs are making the choice to be socially responsible - it is not a mandate of the job.  Besides very specific legal mandates and policies - nothing requires that a CEO be transparent (though those that are not will most likely see a negative  impact on performance.) The CEO’s leadership often tends to be extremely secretive as CEOs often think personal information is not in the domain of those they lead.

• CIC – The CIC knows that not even the most intimate moments are off limits. The CIC is required to think through decisions, beyond profit and loss statements, and to consider all available points of view. When communicating his/her decision, the CIC is often required by law to do so in a transparent manner. Of course politics is politics, scandals are scandals. Not every CIC chooses to be or can be transparent about every decision -whether personal or legislative – however, the expectation of transparency tends to be more prominent both from the CIC perspective based on the expectation from constituents. The general public, as often supported by law, can demand much more transparency from the CIC than employees can from a CEO.

Engagement

• CEO – Engaging in authentic communication is an imperative trait for any great leader if they wish to have supportive and trusting followers.  Though it is important for a CEO to be a tough, no-nonsense, competent negotiator, it is also easy for a CEO to take a ‘my way or the highway’ view. This view will often alienate followers, not engage their support. If someone doesn’t like what the CEO is saying, then as the head honcho, it’s often too bad. CEOs don’t often invite disagreement. They can feel little need to explain or justify their thoughts and decisions and this view can often negatively impact followership engagement.

• CIC – Can the CIC also take a ‘my way or the highway’ view to communication and decision making?  Sure they can.  However, they will often get little accomplished in doing so (particularly reelection). It is often the support of the constituency that helps the CIC drive their agenda through the legislative process. The CIC needs to take a different view on engagement if they intend to govern in the best interest of the people. This view not only includes being a competent negotiator, it also includes a certain leavel of diplomacy and the ability to engage with those they serve to gather varying opinions and information, and adjust decisions accordingly. These are skills many CEOs don’t often choose to exercise as they often see no need.

Now – to be clear I’m not saying that it’s not possible that leaders of corporations can make good leaders of government and vice versa. And I'm also not saying that all CEOs and all CICs are the same. What I’m saying is they tend to look at things a bit differently, thus even if sharing the same skill set, they often take different actions motivated by those different views and experiences. It's less about the debate of having the skills (assuming one does) and more about the ability to apply them in a given situation. Thus, being a good leader at one job is not necessarily synonymous with being a good leader at the other.

Leadership ability is often the deciding factor as to whether something succeeds or doesn’t – in business and in politics.  Whether you’re debating who to vote for or who to work for – take a hard look at their leadership skills as related to their work, and ask yourself – do they have the skills to succeed in this role? Am I ready to follow their lead?

NOTE: This article is not intended for political debate and does not endorse a specific candidate. It is simply to raise the question of leadership qualities, and if in fact they translate from one position to another, using a real time example of such an instance.

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

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Do I Really Want to Work Here: What’s Your Culture Telling Me?

Have you ever walked into an organization and just got that “hum something just doesn’t feel right feeling”… I know I have (more times than I’d like to count). Many of us know from the first time we enter into an organization, whether as an employee or a consultant, that what they say is not what we see – or feel. The ever so important “gut check” we shouldn’t ignore.

“Corporate Culture can have a significant impact on a firm’s long-term economic performance.” – John Kotter

So, what are some things that trigger your culture gut check?

• We realize it is probably because of many different factors – however - we were intrigued that more  people are not interested in how to create a high performance culture. Perhaps they just don’t notice what a negative impact poor culture can have? Regardless, building a successful business requires more than just saying you have a good culture, it requires creating and espousing the traits of a high performance culture so employees, vendors, and stakeholders can see you “mean what you say” –a culture that is open, honest, trusting, transparent and engaging.

So what makes a high performing culture?

High level – we’ll offer a few qualities that may trigger your “gut check” and a few that make for a high performing culture.

Poor Performing Culture	High Performing Culture
Poor Communication	Open Communication
Secrecy	Transparency
Mistrust	Trust
Abuse of Power	Socialized Power
Inflexible Structures	Flexible Structures
Uninventive	Innovative
Unclear Strategy	Defined Strategy
Practices Oppression	Values Equality
Poor Engagement	High Engagement
Rigid Processes	Flexible Processes

 

So how do you create a positive and high performing culture?

...for starters, check out our whitepaper on the topic titled: What is a High Performance Culture? Creating a culture that supports long term growth and sustainability.

Short answer – develop and excel in the “high performing culture” qualities listed above – you can get started in 3 steps.

Direction: The first step in creating a high performing culture is defining your direction. An organization cannot achieve a high performing culture without having a clearly defined direction - a detailed strategy, including a clear mission and a defined vision statement. The strategy should help determine who you want to be, where you want to go, and how to chart the course to help you get there. The strategy should answer several imperatives, including but not limited to: what can we do best? Do we have flexible processes and structures in place to support execution of our mission? What motivates our people the most and how do we provide that to them? What is essential for our financial stability? And how do we exceed customer expectations and define and measure success?

Communication: The next step to achieve a high performing culture is communication; frequent, transparent, and authentic communication amongst leadership, employees, stakeholders, and customers is a necessity. To keep audiences engaged in your products and services, and committed to the organizations’ strategy, mission and vision, they need to know what is going on and why (within reason).  If you want to create a high performing culture, it is not enough simply to communicate; methods for receiving and acting on feedback received from target audiences must also be developed.  Develop communication plans and processes to ensure that all audiences (internal and external) are reached with the content vehicles and frequencies appropriate for them to remain interested and engaged.

Engagement: The third step in achieving a high performing culture - always focus on the people. We’ve said this before, and we think it so important we’ll say it again, organizations can’t exist without people. People make the difference in every business. To achieve a high performing culture, you must recruit, engage, and retain the right people for your culture.  Many things bring employees through the front door, but bad work environments drive them out. To not drive them out you need to build a highly engaged and committed workforce. Let employees know they and their ideas are valued and that they work in a culture where their voices can be heard. Creating this type of environment increases employee motivation and retention and reduces employee turnover. This type of positive environment helps people reach higher levels of productivity. Success depends on knowing and understanding your workforce and valuing each employee's satisfaction, motivation, well-being, and development. People are the company. High performing organizations recognize and embrace this fact.

"Whosoever desires constant success must change his conduct with the times."    

 -Niccolo Machiavelli

Here’s hoping that most of you desire to be part of a high performing culture –and strive to create and maintain an organization where people really want to work!  What triggers your “gut check?” What qualities or strategies do you think make the difference between a poor culture, and a high performing culture?

Stay tuned for more articles in our “Do I Really Want to Work Here…?” series!

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.

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The Domino Effect – Don't Play Games With Your Organizational Success

Have you ever played dominos?  If so – you know how long it takes to set up the pieces in whatever pattern you choose.  Yet regardless of how long it took you to set up the pieces – once you push that first piece over – it takes seconds to cause a change reaction that brings everything to the ground.

 (Today’s Millennial’s probably have an app that does it digitally for them…)

Dominos are actually a learning lesson when it comes to business.  An organization will spend months, if not years, setting up the pieces together in a pattern that yields growth.  Then at one point – someone  adjusts or replaces one of those pieces and that change inadvertently knocks over the other pieces  – and it causes a chain reaction - the domino effect. This occurs when a small change causes another similar change nearby, which then will cause another similar change, and so on in linear sequence. It typically refers to a connected sequence of events or linkages within systems.

Organizationally, the domino effect can be caused by the replacement or addition of new technology; it could be an acquisition, or downsizing of the organization.  Regardless - the catalyst that sets the dominos in motion is some type of change – businesses need to navigate these changes carefully and be sure the changes, or the people making the changes, aren't like a bull in a china shop.

"Everything affects everything else in one way or another. Whether you are aware of that or not does not change the fact that this is what is happening. That's why I say a business is a system. This systems perspective reminds us that this is what is going on. And when you see it this way, you can manage your business better. You appreciate, for example, that any action will reverberate throughout the entire company. This causes you to pay more attention to what you do, and learn the right lessons from your experience." - John Woods

Unfortunately that’s not how most businesses approach changes – with a systemic focus - most actually don’t take into consideration all the interconnected parts of the organization that could set the domino effect into motion, impacting the success of the change, productivity and profitability.

Want to make sure your company doesn’t go through the domino effect? 

 Follow these simple steps:

• Plan for Change: Don’t forget organizations are interconnected systems. Change in one area has a direct impact on other areas. Learn how to successfully plan for change, implement, communicate, and create employee involvement and commitment, and measurement systems during change. Remain flexible and open to adapting the structures and processes as needed.

• Develop a Strategy: Have a developed and detailed change strategy, including a clear mission and a defined vision statement. The change strategy should help determine why you are taking on the change, where you want to go, and how to chart the course to help you get there. Does it answer organizational imperatives? Can leadership clearly communicate the strategy? Do employees understand why the changes are happening and how and where they fit into making them successful?

• Engage your People: Organizations can’t exist without people. People make the difference in every business. To achieve a high performing culture, you must recruit, engage and retain the right people for your culture.  Build a highly engaged and committed workforce. It is people who measure the organization’s progress and steer its direction. It is the people and their capabilities, individually and collectively, that ultimately determine if changes are successful. Always put your people first – both daily and during times of change. Challenge them, engage them, and support them. Provide for your people and they will provide for you.

"General Systems Theory … says that each variable in any system interacts with the other variables so thoroughly that cause and effect cannot be separated. A simple variable can be both cause and effect. Reality will not be still. And it cannot be taken apart! You cannot understand a cell, a rat, a brain structure, a family, a culture if you isolate it from its context. Relationship is everything." - Marilyn Ferguson

So, organizations are interconnected systems. Changes in on area have a direct impact on changes in other areas. Even though the pieces to your business aren’t actually dominoes – you should treat them as such.

 Because once the dominoes start to fall – it takes a long time to set them back up.

About: Scott Span, MSOD is President of Tolero Solutions - an Organizational Improvement & Strategy firm.  He helps clients to facilitate sustainable growth by developing people and organizations to be more effective, productive, and profitable.

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You're Fired…But Help Us Anyway! GSK Acquisition Sends Executive Team Packing

GlaxoSmithKline, (GSK) a British drug maker, recently purchased the Human Genome Sciences (HGS) based in Rockville, MD.

Their first order of business - fire the executive team and most of the board of directors - seems they chose the often too typical and sometimes detrimental approach - we bought them so let’s get rid of their people and processes and do it our way. Why wouldn’t GSK take - what I think to be - the smart approach to an acquisition – let’s try and retain the intellectual capital (you know, the people who know stuff) of the company we purchased and explore how to best transition knowledge and merge our cultures and strategy?

Now to be fair, it’s not uncommon in M&A situations for the acquiring company to oust some high level executives and to begin consolidation of certain functions – though there is a way to approach it which can yield a higher rate of long term success.

“Leadership that's reliant on mergers and acquisitions is dangerous leadership.” - John Varley

For one thing, if you’re the acquiring company, don’t replace the entire executive team with your own people – this not only sends the wrong message to employees (which can have a direct negative impact on engagement and retention and thus performance), but you also risk losing leadership with a deep understanding of the culture and politics of the organization. For GSK to purchase HGS - I am sure there had to have been a lot of great work being accomplished by the staff employed by HGS.  These are folks who helped to shape the organizations success, which contributed to why GSK acquired the organization to begin with.

This type of action usually contributes to employee concern - most of the staff is probably hanging by the water cooler gossiping about what took place, updating their resume, or looking at new jobs fearing they'll be next.

It's a common result from something that could have been solved by a little thing called "communication and transition management."

The investment made by GSK (3.6 billion is no chump change) could very well endure months, if not years of work to recoup their investment.  Those executives who were fired couldn't possibly share all of the insider knowledge they possess in 1 month.  When September begins - there will be people, process, and strategy issues to deal with – some that could have been lessened or prevented.

Here is how you can avoid losing money in your acquisition and get the most out of your investment:

• Leadership…leadership of the acquiring organization needs to take time to build relationships with the leadership of the organization they’re purchasing. Those leaders know the culture, the politics, the unspoken rules and processes to get things done. They have built important trusted relationships with employees and stakeholders. Acquiring this knowledge takes more than a 30 day “stay on board and help” plan. If the new organization just swoops in and fires them all then they lose this important knowledge and those relationships.  Lack of knowledge transfer and relationship building can have a negative impact on the ease of transition and the overall success of the acquisition

• Communication…communication is imperative for a successful acquisition.  Clear communication strategies must be implemented inclusive of audience specific messaging. Content, vehicles, and frequencies must be identified for disseminating the right info to the right people at the right time. Leaders, employees, stakeholders and even vendors need to be made aware of what the acquisition means to them and how it impacts their jobs and roles and responsibilities. Once people start assuming the worst and making up their own versions of what is happening, it becomes very hard to reverse the trend. Without clear and targeted communication the rumor mill begins, and this impacts performance and profitability.

• Change and Transition…change is an inevitable part of a merger or acquisition – so is transition. You must have a plan – an actionable plan – in place to address both. Change is never easy. Change is a bumpy process. But why is change so hard? Change is hard because it is an emotional experience for most. An emotional experience, particularly an experience one often has little choice in being part of, creates resistance. Resistance is a natural emotion, though an emotion that can make change even harder.  However, resistance must be managed to harness that energy for positive change. Managing resistance requires focusing on not just change, but also transition. People go through the phases of transition at their own pace, not necessarily at the pace of others or the pace of an organization. People need to be supported in each phase. To ease the difficulties of the change process a focus on transition must run in parallel to a focus on change.

For an acquisition to be successful the organizations must truly merge and become high performing and enable meaningful change to improve their programs, services, products, and processes, to create new value for the organization's stakeholders.

"Plans are nothing; planning is everything." -Dwight D. Eisenhower

Moral of the story – when an acquisition is taking place – don’t take a “my way or the highway”  a “we’re bigger and better” or “thanks now get lost” approach. Take the time needed for leadership (old and new) to build relationships and understanding and create a smooth transition strategy for all involved.  This helps alleviate anxiety – allowing the staff to focus on what they do best and helping to create a new combined success.

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.

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Bullies on the Bus – Bullies in the Boardroom!

I’m sure you’ve seen it in the news, or at least heard about it - the bullied bus monitor. A bus monitor, 68 year old Karen Klein, was bombarded with a stream of profanity, insults, jeers and physical ridicule by multiple middle school kids as she rode the bus. I’ll spare the specifics as to the obscenely rude and hurtful remarks uttered by these kids – one, because it really angers me personally and professionally, and two, because you can find what they said in the cell phone video and in various news stories.

Though as an organization development practitioner and trained behavioral scientist, and someone who works with organizations and the people in them – this story did get me thinking, both about today’s youth and tomorrow’s leaders. You see they are one in the same - and that’s a bit concerning to me. Bullies on the bus can become bullies in the boardroom.

"The serial bully, who in my estimation accounts for about one person in thirty in society, is the single most important threat to the effectiveness of organisations, the profitability of industry, the performance of the economy, and the prosperity of society."

- Tim Field

Now, I’m not saying all kids are bullies, and I’m not saying all kids will grow up to be leaders (sorry to all those parents out there giving gold stars for every little thing, but c’mon, seriously). However, I am saying that as these bully kids grow up, and begin to enter into our larger and diversified global business world, they’re going to have to learn some tolerance, respect, and understanding for others– not to mention some self awareness - particularly those who want to become quality leaders!

So a bit of advice on why not to be a bully leader:

• People may do what you want if you bully them, they may be intimidated by you, though they will most likely never respect you. Without mutual respect, you usually can’t have an honest and trusting relationship – the type that is really productive both personally and professionally.

• Bullied people are usually not happy people. Unhappy people are usually not engaged people. Lower employee morale and lower employee engagement contribute to lower customer satisfaction and lower customer satisfaction contributes to decline in profits.

• Reputation is important for a quality leader. If you have a reputation for being a hardnosed, detailed orientated, assertive go-getter who still listens to others ideas and values and recognizes a job well done, that’s not necessarily a bad reputation. Actually,  some people thrive under that type of leadership. However, if you have a reputation for being a self serving, obnoxious, intolerant, tyrannical leader then most likely your bad reputation will precede you. If you have a bad reputation, good luck attracting the best and brightest talent to want to follow you and help you succeed.

Now, we all know bullies exist in the workplace, some may have been bullies on the bus and some may have become bullies as they escalated in their careers. Regardless, I’m sure you’ve most likely encountered one or more in your professional career.

So how do you deal with a workplace bully?

You deal with a workplace bully in much the same way you deal with anyone else who pushes your hot buttons – and for those details, I’ll direct you to our previous article: Are Your Buttons Getting Pushed? 3 Tips On What You Can Do.

 

Though in a nutshell:

• Breathe: Yes, I know we all do that anyway, but I mean really breathe. Just stop and take a few of those yoga style deep breathes.

• Communication: I know you’re probably thinking – well of course I communicate. Yes, we all do, both verbally and non- verbally. We also all have distinctive communication styles and preferences.  In short, if you feel your buttons getting pushed as someone is communicating with you, tell them.

• Feedback: Giving and receiving feedback is imperative to making sure your hot buttons don’t get pushed, and is imperative to helping to not push others – it’s a cycle.  And per these kids who think bullying others is cool – they won’t think it’s so cool when it’s the ones they’re bullying who grow up to be the quality leaders they report to in the workplace!

“The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humor, but without folly.”

~ Jim Rohn

And per Ms. Karen Klein – I certainly hope she uses some of that money everyone’s been sending her to start an anti-bullying non-profit organization – after all she is now in position to help shape some of the future quality leaders of tomorrow, and we can never have to many of those!

* As an update: It seems that the kids involved have in fact received punishment.  As of June 30th, they received one-year suspensions from school and regular bus transportation, they will be transferred to the district Reengagement Center, and will also be required to complete 50 hours of community service with senior citizens and must take part in a formal bullying prevention program.

* As another update: Harassed bus monitor starts anti-bullying foundation

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.

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Leadership is…

Part One in a Summer Series on Creating a High Performing Organization: 

We’ll share our thoughts, though we also prefer to hear from you, so share your opinion !

According to our marketing partner, Preactive Marketing, the phrase “leadership is” has over 6 million global monthly searches.  This indicates there is a growing interest in the topic and in learning to become a better leader.

So, how would you finish the phrase leadership is…

I would finish it something like this:

“Leadership is the art of getting someone else to do something you want done because he wants to do it."

- Dwight Eisenhower

Thanks for the words of wisdom Ike. Leaders can’t lead without followers - or as I like to call them - implementers and doers. So, how does a leader get someone to do something because he/she wants it done?

• Transparency – Be transparent. People can usually tell when “something is up.” So before the rumors begin flying and productivity is impacted, communicatewith your 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.

• Trust – Create a safe and trusting environment. 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 performance is relative to organizational objectives. It is much easier for employees to trust a leader that shows an interest in them.

• Self Awareness – Be self aware. 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.

You see…leadership is a facet of business that is imperative to succeeding.

"The quality of leadership, more than any other single factor, determines the success or failure of an organization."
- Fred Fiedler & Martin Chemers

So be a quality leader – one who people trust, respect, and want to follow!

If you’re looking for leadership training for yourself or for your organization – contact us by Friday, June 29^th and mention this blog - we’ll take 15% off the offering that best fits your needs.

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.

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How to Create and Honor a Culture of Employee Development

Earlier this week I attended a not so typical awards ceremony - The Apollo Awards, hosted by Helios HR and Smart CEO. As I think the concept of the awards is of value, and the vibe of the event was energizing – particularly for being held before 8am – here is a little free positive PR from someone who also works to help organizations develop, engage and retain employees.

The Helios Apollo Awards recognize Washington-area organizations that promote employee growth and development as an integral part of their organizational culture. Participating organizations recognize these programs are not only necessary in providing them a competitive advantage, but that they contribute to employee retention by developing strong managers and providing meaningful projects, credibility through enhanced certifications, and succession planning through promotional opportunities. Their efforts not only benefit the end client, but the individual and the community as well.

As a small business owner, and Organizational Development practitioner, I value the importance of positive organizational cultures. Many organizations find employee growth and development a daunting task, and are not sure where to begin in designing processes and programs that contribute to employee growth and development, and thus increase engagement and performance. When Tolero Solutions works with clients, we often help them with retention and engagement issues and stress the huge difference employee development can make in creating a productive, profitable and high performing organization.

“The Five Commandments of Effective Employee Development:

1. THOU SHALT BE A VISIBLE LEARNER

2. THOU SHALT TREAT ALL INDIVIDUALS INDIVIDUALLY

3. THOU SHALT FIND YOUR OWN VOICE

4. THOU SHALT SEE THINGS AS THEY OUGHT TO BE

5. THOU SHALT MODEL THE MODEL”

- (unknown author)

According to a study by the Corporate Executive Board:

• Employees of managers who are very effective at development can outperform their peers by up to 25%


• Organizations that focus on employee development have employees who are 40% more likely to stay with the organization


• Managers who focus on employee development have employees that are 8% better at responding to change than those who don’t place the same focus

Focusing on employee development does have a direct impact on organizational performance. A few simple things you can do to help develop, engage and retain your employees:

• ASK your employees about their learning and development needs – and take action


• Reevaluate and ramp up organizational communications


• Implement peer learning options


• Diversify and customize employee training and learning opportunities


• Have realistic performance goals tied to growth and development


• Recognize, recognize, recognize!

Seeing so many businesses of various sizes and industries succeed as models in developing and engaging their employees was, well, quite inspirational. I look forward to the event next year. My congratulations goes out to all the finalists and award winners. I thank them for partly reminding me why I do the work I do by serving as a positive example of what can be achieved by focusing on an organizations number one asset – and I’ve said this before – people!

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.

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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.

Are Your Buttons Getting Pushed? 3 Tips On What You Can Do.

We all have hot buttons and triggers - those little things (or sometimes big things) that just get us so upset they make our blood boil.  They can often cause us to flip our lid – and they happen in both our personal lives and our professional lives. You may yell at your children, you may yell at spouse or your partner (please, we all do it), but rarely can you yell at your boss or your co-workers. I just got a flashback to the 80’s movie Nine to Five, but I digress. So, regardless of what your hot buttons may be (and trust me, figuring out what they are and why is never easy), there are some ways you can respond if they do get pushed.

• Breathe: Yes, I know we all do that anyway, but I mean really breathe. Just stop and take a few of those yoga style deep breathes. Long breaths in through the nose - hold it - out through the mouth. This is a first step in calming yourself down…really it works...even for folks as high strung as my father (it’s ok; his hot buttons won’t get pushed. He doesn’t read my online “articles”). Now I know, it’s not always possible to just stop in the middle of a conversation or conflict and close your eyes and take deep breathes, so if you need to wait until the interaction ends first, that’s fine. Just make sure before you start stewing over what just transpired that you take a moment to do this – and if you can go for a walk even better.

 

• Communication: I know you’re probably thinking – well of course I communicate. Yes, we all do, both verbally and non- verbally. We also all have distinctive communication styles and preferences. Our signals and queues can be interpreted differently than we intend, and we can interpret them differently from others than they may intend. That means that often our impact and our intent when communicating with one another can be a bit misaligned. One way to try and prevent that misalignment and thus your hot buttons being pushed, deal with issues when they occur.  Stop the interaction, mention the hot buttons and concerns, provide feedback and ask for clarification. In short, if you feel your buttons getting pushed as someone is communicating with you, tell them.  You could calmly say for example “…Excuse me (name), I’m feeling myself getting a bit upset with what you’re saying to me…”  You can also raise an observation “…you know (name) I noticed that you kept rolling your eyes when I was speaking and muttering, were you aware of that? Is there something you want to chat about?”  In addition, share your communications styles and preferences with others and ask them about theirs.  For example, do you prefer short and sweet? Do you prefer email to phone? Do you like lots of facts or little details? I know what you may be thinking, and yes, be prepared that in some cases the other party may simply not acknowledge you at all or tell you no or they don’t care…but you’ll never know unless you try.

 

• Feedback: Giving and receiving feedback is imperative to making sure your hot buttons don’t get pushed, and is imperative to helping to not push others – it’s a cycle.  If you want someone to know that their behaviors and actions are upsetting to you, then you need to let them know. You also need to let them know why you're upset and how that makes you feel. Sometimes it’s as simple as saying “…I think what I hear you saying is abc, is that correct…?” or “…you know (name) when you say things like that it really makes me feel frustrated.” Or “…When I hear/see you do/say _______ it makes me feel _______ because ________.”

 

A few other tips to prevent your head from exploding off your shoulders…

• Clarity


• Transparency


• Honesty

Now, this is not to say that your hot buttons are never going to be pushed – of course they are - it’s a part of life.  Hopefully with a bit more awareness around how to manage yourself in situations when they do get pushed, life may just seem a bit easier.  Who knows, your relationships may even improve and your blood pressure may even drop.

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.

What Is Change Management & Why Is It Important to Your Organization?

As an Organizational Development (OD) and Change Management practitioner I often get asked by leaders – so what does that mean? Why are these things important to my business?  And how can they help me create a high performing organization?

Well…let me explain the executive summary (OK well the sort of executive summary)…

What is change management? 

"If you want to truly understand something, try to change it." – Kurt Lewin

• The definition of change management varies. Many exist, some simple, some complex.  I’ll refrain from getting overly scholarly (you’re welcome).  To synopsize for the busy executive, change management can be defined as a structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state.  It can be applied to situations such as downsizing, growing organizations, or even adding new technology. It is an organizational process aimed at helping employees to understand, commit to, and accept and embrace changes in their current business environment. A part of change management is also managing transition – and though related, change and transition is not the same thing.  Some definitions go even further to define differences between change management and change leadership (in my experience I see them very interrelated – one referring to the tools and technologies and the other referring to those individuals utilizing such tools, technologies and frameworks to lead change efforts.)

Why is change management important – how can it help?

• If changes are occurring in your organization – strategic changes, tactical changes, leadership changes, technology changes – then those changes are going to have impacts and effects on your people and processes (among other areas). To help minimize those impacts and effects, from having unintended negative outcomes, it is necessary to have “change management” methodologies in place with skilled resources delivering and executing on those methodologies, principles and processes. This helps to minimize possible negative outcomes and increase positive results. Change itself is a process – managing it, leading it, achieving it is also a process and one that should not be viewed and managed with a one size fits all approach. Approaches and actions should be customized to fit your organizational circumstances.

My take - as an organizational development practitioner, I view change management methods as just one of many tools in your toolkit used to help achieve positive organizational improvements.

Feel free to learn more on the Tolero Think Tank.

 

What is organizational development (OD)?

• The definition of Organizational Development (OD) varies even more than that of Change Management. Again, many exist, some simple, some complex.  And again, I’ll refrain from getting overly scholarly (you’re welcome).  To the busy executive, OD is basically the application of tools, methods, frameworks and technologies and processes to make your entire organization (yes, that includes people) more productive, profitable, and innovative. OD is an ongoing, systematic process of implementing positive and effective organizational change. Organizational development is known as both a field of applied behavioral science and as a field of scientific study and inquiry. It is interdisciplinary in nature and draws on many other disciplines such as sociology, psychology, communication, cultural anthropology organizational behavior, economics, political science, neuroleadership and theories of motivation, learning, and personality.

Why should you consider OD initiatives to support your organization in achieving desired outcomes?

“…Think of an organization as all the clothes hanging on a clothes line. All parts are connected. If you pull on the socks the towels move…”

- Arthur Friedman

• One of the distinguishing characteristics of OD is that it is based on collaboration and a “helping relationship.”  OD takes a total system view — the organization as a whole, including its relevant subsystems in the context of the total system. Thus, OD interventions and improvement strategies can focus on the whole system or on multiple levels of the system such as groups, teams, and individuals. OD interventions should be clearly tied to strategic goals and objectives. Parts of systems are not considered in isolation; the principle of interdependency, that is, that changes in one part of a system affects the other parts, is fully recognized. These interventions and improvement strategies can focus on various initiatives within the organization such as change, communications, strategy, culture and process.

So, why should you care about these things?

• Well you want to be successful, don’t you? Isn’t that why you took on organizational improvement efforts to begin with – to innovate, to reinvigorate, to become ever better. To prevent your organization from potentially failing before you even start – understanding and skillfully executing various principles of change management and OD are a necessity to success!

About Scott Span, MSOD: is President of Tolero Solutions Organizational Development & Change Management firm.  He helps clients be responsive, focused and effective to facilitate sustainable growth.

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.

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

________________________________________________________________________________

*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.

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