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Change is Coming. Do You Have the Buy-in to Succeed?

Written by Judy White on August 22, 2010 — Leave a Comment

Being a successful leader in today’s business environment is hard work to say the least. The shifting of many leadership roles with new accountabilities compounded with the pressure for organizations to do more with less, leaves savvy managers at a cross-road; challenged to integrate value in a new era of change. Few organizations seem to have optimized the change process itself in order to realize the full benefit that highly effective change management strategies provide.

Most organizations trying to execute strategy and achieve results in a hyper competitive marketplace find themselves struggling to run faster and execute with greater precision than ever before.  Given the amount of downsizing, organizational restructuring, mergers and acquisitions, one would think that employees are becoming highly adept to change.  In reality, many employees are becoming “change-weary” as the United States plans for an even slower than expected recovery.  Employers need to pay particular attention to this as they begin to refocus and rebound for growth by addressing this issue head on.  The success of any rebound strategy is ultimately dependent on strong front-line leadership and engaged employees. Employees may resist, adapt, or actively embrace plans for rebounding. The end result of these initiatives rests solely upon the efforts of our employees. Without their buy-in, initiatives to cultivate change will prove to be slow and painful for the organization. Competitors will fully take advantage of the time you are losing due to the lack of acceptance and embracement of strategic change from every level of your organization.

21stCentury leaders with solid business acumen many to need to add to their repertoire the inclusion of relational skills and key intangible practices that create human connection in the change process. The standard line-up of planning, focusing, setting goals and providing on-going internal communication is no longer enough to remain competitive in today’s marketplace. It’s critical to understand what drives the pulse of your people.  What motivates them to take action and perform their job better than anyone else? What are your employees’ abilities and transferable skills that you as an organization have yet to recognize and harness? What are the intangible assets they possess that you need to not only encourage, but to provide an environment in which they can flourish and grow?   

Keith Ferrazzi states in Who’s Got Your Back, “Life is about work, work is about life and both are about people.” Business is human, and the more we can connect with employees, the more we will facilitate a willingness to not only accept change, but to strengthen relationships across the organization. When a person in any level of management shows their genuine care and concern for their workers and their personal growth and input, the intangible imprint that they leave with that employee will enhance positive employee relations for a lifetime. Seemingly small gestures speak so much louder than words, and will remain with employees for years to come.  Here are a few examples of simple acts of concern and kindness that resonate to this day. One senior vice president attended the funeral for an employee whose father passed away.  A CEO of a health insurance company washed the car of an employee at work to express gratitude for his efforts in delighting a customer that day. Another executive sent flowers to the family of an employee for working long hours during a critical time. These simple acts send a powerful message and provide employees with an authentic view of the leader whom they follow. Traditionally, when a command and control style of leadership was more of the norm, displays of genuine empathy were perceived as a sign of weakness.  In today’s new workplace, empathy is a competitive strength as companies navigate in an interconnected marketplace.

How might leaders embrace the intangibles, achieve stronger connection, and increase employees understanding of the changes ahead?  Below are four tips that will prove helpful in navigating the new interconnected marketplace.

Be Truthful

Executives are wise to acknowledge the discomfort that comes with change, even as they reinforce the necessity for making the change and what may happen if changes are not adopted. It is critical that employers explain the business reasons why the change is needed and the consequences of not adopting the change; potential loss of customers, revenue, competitiveness and ultimately, jobs.

Provide Safety

It is important to create an environment where employees feel comfortable in asking questions, especially the tough ones.  Even if one doesn’t know all the answers, the trust factor will be strengthened when a leader sets the right expectations that they will share what they are able to share as relevant information becomes available. Build in pro-active strategies to enable ongoing, two-way dialogue and ensures communication efforts remain on course.

Resist Temptation

While many people find change motivating and readily identify the positive aspects of making the change, in reality some changes themselves may not be favorable at all.  Ensure your key message communicates respect to the workforce by balancing both the pain points with reasonable optimism and reinforces the broader change message. Sending the “one big happy family” message may invoke feelings of distrust. Partner with a designated internal communications team to manage communications regarding the change, speaking with one voice and solid message, will maintain the authenticity of the message and reinforce the manager’s credibility.

Teach Others

Ensuring daily workplace communications support the values of the company, and highlighting how an employee’s contribution demonstrated those values, will aid in reinforcing the desired behaviors following the change.  Recognize the individuals and teams who are doing the hard work that positive change always demands. Find creative ways to celebrate small victories and share good news.

Finally, leaders who take a holistic and practical approach to planning the next change initiative will be better able to mitigate unforeseen risks and strengthen relationships with all employees, thereby improving the chances for successful execution and outcomes.

©2010 The Infusion Group™ LLC. All rights reserved.  The Infusion Group ™ LLC delights in partnering with individuals, leaders and organizations in connecting people with their business vision to what matters most.

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3 Decisions That Affect Others’ Energy in the Workplace

Written by Judy White on August 15, 2010 — Leave a Comment

Read the latest headlines and you may find yourself looking to book a far-away and much needed vacation in another country. The challenges continue and while the workplace is full of conversation regarding economic instability and a host of other topics, understanding our reactions to those around us may be impacting more than we realize.

Are you an infuser or a de-fuser? Very often employees in the workplace place emphasis on how others reactions impact them. However, a key to thriving in your position may lie upon the reflection on how our individual actions affect the whole organization. In today’s “do more with less” reality, taking the time to reflect and assess may seem like a luxury, but given the continued disengagement of workers the activity and the outcomes it could improve is long overdue.

According to in-depth research conducted by the University of Virginia, understanding how one’s behavior affects the energy of others and gaining an ability to make decisions that modify one’s behavior in ways that promote energy, can have significant impact on employee well-being, productivity, and business performance. 

While de-fusers can be valuable in minimizing conflict in the workplace, they hold a common attribute of being single-minded on task accomplishment. Infusers tend to accomplish as much or more and do so with an awareness of the people around them. Infusers see their work as a balance of tasks and relationships, and this becomes evident in the number of decisions and actions that demonstrate genuine care and concern for others throughout a given work day.  These decisions and actions are unscripted and are often not lengthy encounters during the day, but serve as part of their foundational being.

How can you begin to create a foundation of energy?  Consider the following questions regarding behaviors:

  1. When you are feeling buried in work, do you make time to engage with other people around you and not just converse as a means to an end?  How relationships are weaved into the development of your day-to-day actions? When you make an effort to show concern for others and connect outside of work roles, you begin promoting an environment of trust.
  2. Do you follow through in doing what you say you were going to do? People become very energized by a task or goal if they believe in the integrity of the other person making the request or involved in the process. Once an infusion is made creating energy, people begin to let their guard down and give permission to feeling enthusiastic. This guard comes down only if people trust others to follow through.
  3. Do you allow political or dysfunctional behavior to enter into your decisions or actions? Do you address tough issues with integrity, authenticity and sincerity? Employees become infused when they stand in the presence of others who stand for something larger than themselves. When the pursuits are focused on doing the right things and not for exclusive gain, employees become energized.

Having concern for others and making connections in the workplace demonstrates a level of respect and brings dignity to the organization. Consistency in behavior builds trust in a work relationship and serves as the context for which energy can be created.

Will you make the decision to infuse today?

©2010 The Infusion Group™ LLC. All rights reserved. Judy White, SPHR, GPHR, HCS is the President of Raleigh/Durham, North Carolina based The Infusion Group ™ LLC (http://www.theinfusiongroupllc.com) and delights in partnering with individuals, leaders and organizations in connecting people with their business vision to what matters most.

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Wise Words From the Coach

Written by Judy White on August 9, 2010 — Leave a Comment

Read this powerful article from UCLA Coach Wooden (via Success Magazine) and be inspired!

http://bit.ly/a5V7Le

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The Value Zone: A 3-D Look At the Coming Workplace Block Buster

Written by Judy White on July 26, 2010 — Leave a Comment

Reflecting on the post-recession overhauls conducted by many organizations around the globe, we have begun to see an emerging shift in executive roles with an emphasis on future value creation.

We have entered a time when there is virtually limitless competition between differentiated products, and what you sell is becoming less as important as how you sell it. This differs from the Industrial Era (manufacturing) naturally, where the control zone often sat with the CEO and senior executive teams. The top executive team was comprised of key roles in setting corporate strategy, policies and quality control processes which added significant value to the business.

Today, like a high-tech future space movie, the value zone is shifting rapidly to where it matters most – the interaction between front-line employees and external customers. It is in building and maintaining these relationships where many workers and talented employees often find work more meaningful and is rebuilding the bottom line. In light of new governmental mandates and reforms, especially in the United States, shareholder value will, and is, being tested in different ways. How organizations embrace opportunities to compete differently will also take on new meaning. Clearly rethinking leadership styles, existing organizational structures, workplace culture and their alignment with new priorities and realities is the beginning of a potentially great new block buster, “The Transformation of the Value Zone”.

In the new Value Zone, many CEOs and executive teams will naturally transform. Responsibilities to balance the power of position and that of ideas, being the external voice of the company, and being the chief enabler and value voice within the organization are already evolving at some leading edge companies like HCL Technologies, Inc. These shifts and changes demand a three dimensional view of the future business landscape.

As other executives collaborate in new and refreshing ways to create, leverage and integrate value, the role and significance of strategic HR is needed more than ever. Human Resources may also have a very different look based on the outcome of these business models, and may vary depending on the industry, geography and other relevant factors.

How might leaders and HR executives begin to future proof their business decisions and strategic people initiatives to withstand the numerous global drivers that will impact the organization in the coming decade?  Below, are some actions leaders can begin to plan for now:

Leaders must embrace the responsibility that comes in understanding that the future is not a place we go to, but it is one in which we must collaborate in creating. Are your leaders equipped to lead the change?

  • Outline the different business models that co-exist in the global marketplace and develop scenarios appropriate for your organization, industry or geography.  How might Human Resources best serve these various models? For example, will Talent Acquisition create more value in Procurement Supply Chains or in Corporate Services? 
  • How does your business fit into these scenarios? Will you have the current and/or future capabilities to meet them? 
  • Assess the “real options” or actions your leaders might take to mitigate any risks, capitalize on opportunities, and place the whole of the organization in a highly competitive position for the future.  
  • Conduct drill-down assessments of people management practices and policies. Are they future proof? Will they withstand the tests and trials of an ever evolving marketplace?

While value creation can favorably impact any organization through various business models, supply chain and vendor innovations, it may also increase the fear of uncertainty.

21st Century leaders are especially prone to experiencing heightened levels of fear and anxiety knowing that their people and teams are looking to them for guidance and a sense of stability. 21st Century leaders need to acknowledge these fears and turn their focus toward addressing and controlling them through proactive communication and leadership, rather than being consumed by them and the sometimes overwhelming unknown.  Many top leaders experience the fear of failure more than they fear being a success. Acknowledge them and put a course of action in motion to help lead a steady course through them. To deny the existence of  fear or by disregarding and minimizing the emotional impacts that transformational change can cause would be a disservice to those looking for guidance and wanting to make a meaningful contribution to the future of the organization. Acknowledging the emotional impact of change and taking decisive, key action will not only serve to minimize and contain any fear, but will demonstrate your credibility, prowess and authenticity as a leader.

The most important currency in the Value Zone a leader possesses is one’s ability to develop and multiply the trust and respect of people. Your staffs, your colleagues, your customers, your future customers, your vendors and your suppliers all are seeking one critical thing; a leader to follow who they know beyond a shadow of a doubt that they can place their trust in and respect. Without this currency, there is no sustainable value for key shareholders and other key stakeholders of an organization.

Identify and search for ways to build and harness this trust and respect to better the lives of those around you.   Employees want to know that their leader (s) words and actions support what’s best for the whole of the organization. Actively pursue input and engage employees to share their ideas that will help create new value and drive your company into the 21st Century. In today’s business environment, employee engagement and risk management issues currently sit at critical levels. As a 21st Century leader, stay focused on what you can positively influence for the benefit of people and the company and put action to your words.  

Employee expectations have already shifted in the new workplace relationship, according to a survey conducted by Towers Watson, a global consulting firm. Employees acknowledge their responsibility for taking ownership of their careers, finances and healthcare but often feel a lack of confidence in managing so many changes.  Over 60% of employees intend to leave their current jobs when the market gets better, according to a recent article in the Wall Street Journal (May 25, 2010).

People seek to follow the best leaders that they know they can trust and who will help them to grow and be successful. Below are a few questions leaders may want to consider from a dimensional value zone view to reduce risk management issues for their company and positively move change forward:

  • Are my words and actions demonstrating a concern to make things better for the work environment?
  • Do my employees believe in me?
  • How do I demonstrate that I really care about the lives of others and the success of our organization so that it benefits everyone?
  • Is what we do each day in our department for the benefit of others? Or are we doing things that just make us look good?
  • How do I recognize my top employees; beyond compensation practices?
  • How do I communicate through my words and behaviors that I value people in my organization? Especially all of my employees?
  • How am I expressing appreciation towards others in my company for their contributions that create value for others?

When leaders begin making this shift of focus to the betterment of others and confidence continues to rise, you will have people lining up to follow you. Focus every day on how you can make things better. Yes, you will face unexpected issues and new challenges will arise, but when you “shift” and help others create value, you will unknowingly create the next scene for the latest upcoming block buster for your company!

Thank you for joining us today.  We value your connection.

Stay Connected.  Join the 21st Century Workplace Conversation on Twitter. Register to receive free Infusing Solutions @ Work resource; Click Here  

©2010 The Infusion Group™ LLC. All rights reserved. Judy White, SPHR, GPHR, HCS is the President of Raleigh/Durham, North Carolina based The Infusion Group ™ LLC (http://www.theinfusiongroupllc.com) and delights in partnering with leaders and organizations in connecting people with their business vision to what matters most. The Infusion Group™ publishes a monthly newsletter “Infusing Solutions @ Work” http://www.theinfusiongroupllc.com which is fused with the latest resources and tips to help organizations create a thriving 21st Century workplace. She can be reached at judy@theinfusiongroupllc.com.

Photo credit:  iStockphoto

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Rewarding Workers Responsibly, A New Era of Workplace Performance

Written by Judy White on July 11, 2010 — Leave a Comment

Ensuring that everyone in an organization understands their contribution to the big picture, rather than focusing on the individual hero or personal achievements is at the forefront for many companies around the globe, as they look to confront the complexities of the new marketplace where talent holds no boundaries, reward budgets still remain tight and the drive to improve competitiveness is high.

Companies are beginning to seek better ways to balance both the needs to reward employees responsibly while addressing increasing examination from government regulators according to the Hay Group in a recently released study on Changing Rewards.

While many organizations have utilized pay-for-performance and/or bonuses to reward employees, reward strategies are now being driven in the Boardroom as executives recognize that the war for relevant talent grows in a hyper-competitive global economy. Strategies for retention, motivation, and engagement and performance improvement are integral for future innovation and growth. As a result, companies are assessing differentiated reward programs to redirect offerings that provide clearer career paths, global mobility and development.

Raises and employee perks are only a part of the formula for retaining great employees and employee engagement alone will not guarantee an organization’s effectiveness. Therefore, it is critical that companies begin taking a broader view of performance and how its impact on social, environmental, brand and employee potential to more effectively balance both short and long-term performance, and financial and non-financial measures of performance.

While many organizations have invested in ensuring that performance management systems and processes will work to drive defined performance in the future, it’s important to understand that building efficient systems and processes, and centralizing or automating performance management tends to work best in company’s that have the right workplace culture and are supported by strong management skills.

Countries outside of the United States, like Norway and India, recognize that the role of line management is shifting and will continue to change for middle managers in the new era.  Responsibility for defining performance rests with leadership; and responsibility for managing performance in accordance with the performance definitions rests with line managers.  Line managers play a significant role in helping employees understand organizational expectations, increasing employee’s levels of confidence and helping to cultivate the employee experience. Coaching the low performers to improved performance or to seek external opportunities that may be better suited to the employee is equally an important responsibility for line leaders.

An increasing globalization of business is creating a significantly complex environment for managing rewards, with organizations balancing the demands of local regulation, market conditions, culture and tax structures. Ensuring transparency and clarity from leadership about why the organization is doing what it is doing, and how a reward strategy will help drive performance is imperative to assess actual risks while reinforcing innovation.

Based on growing trends, reward programs in the 21st Century workplace will move beyond just pay and a one-size fits all approach to a more holistic view that can more closely link performance and differentiating rewards; creating both organizational and shareholder value for the long-term.

What are some keys to effective rewards?  Below, are a few recommendations:

  • Shift from ‘entitlement’ to a ‘performance’ culture. Ensure the measures that impact variable pay are optimal for driving performance and respectful behaviors. Differentiate reward for high performers and team outcomes vs. activities.
  • Establish a holistic rewards program.  Keep in mind the total benefits employees receive from working for your company. Often the intangible benefits such a career development, training play a significant role in engagement and adding to the employment experience.
  • Consider costs and flexibility.
  • Make a thorough assessment of risk and balance global vs. local requirements.
  • Innovative reward programs need to deliver clear return on investment and value.

 ©2010 The Infusion Group™ LLC. All rights reserved.

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Managers, Are You Offering What You Seek?

Written by Judy White on June 22, 2010 — Leave a Comment

Congratulations and welcome to the role of 21st Century management. You’re a leader. You have worked hard, earning various degrees, sharpening your skills, “preparing” yourself for what lies ahead; the consistently changing and ever challenging role of leadership.  You are prepared. Or so you thought…

You know your primary duties: to lead change, manage, and inspire an intergenerational workforce that not only impacts both the top and bottom lines, but consistently delivers short-term objectives and builds sustainability. As a leader in today’s new work environment you must demonstrate speed, agility, strategic acumen, creativity and innovation. All of this must be attained while managing high levels of uncertainty and risk, mitigating the concerns of your staff as well as those of others within the company.

Your staff works faster, harder and longer than ever before. The standard tools used to reward them have dwindled significantly since the Great Recession thereby escalating your challenges and stress-levels to motivate and retain a skilled workforce. Can you offer your workforce what they seek, what you want them to have? If you answer yourselves truthfully, the painful answer may be a whispering, and humble “no”.  You would like to reward them, boost their morale and confidence in the company and in you as a leader, but find that you are not as well equipped as you had hoped. The environment has changed, and with it, the mindset of many employees and employers as well.

But even prior to the Great Recession, you observed a steady decline in respectful workplace behaviors, leading to significant disengagement among workers, and maybe for yourself as well. Your work environment has become more like an episode out of “Star Wars – Revenge of the Sith” than the one you originally recall signing up for. The events of the Great Recession may have you feeling disillusioned and filled with a far greater doubt about the future. The uncertainty of the unknown has resulted in a greater sense of vulnerability for you and your company. Those great giants that we used to aspire to be like and admire are now broken; some a mere shadow of their former selves.

Feeling Overwhelmed? You’re not alone.

The Great Recession has been brutal not only for those who have lost their jobs, but for those left behind who had to pick up the pieces and carry on in an atmosphere filled with fear and diminished hopes. The survey by Development Dimensions International (DDI) and the Human Capital Institute (HCI) (February 2010) reports that while many leaders were glad to have a job, engagement levels of mid-level managers dropped by 46%. Surprisingly, this failed to translate into greater effort or engagement with their work. According to some studies reviewed in this report, as many as 64% of mid-level leaders do not even expect to be with their companies two years from now.

To survive, you may have reached a decision amidst the recession that the best option for you is to leave your current employer as a recovery begins to spark. Depending on your situation, moving on might be the next logical step. However before making a leap for greener pastures, it’s important for mid-level managers to sincerely evaluate what they might be seeking in the next career opportunity: workplace culture, leadership, recognition, and how that compares and translates to the changing business landscape.

A New Era of Growth

The stark reality given the plethora of changes in business today such as advances in technology, global expansion, reengineering, organizational changes, and governmental regulation, what remains constant and at the center of all of these changes are people. From the very birth of an idea, product, process, or service, talent is the catalyst.

Companies are demanding growth, and growth demands strong leadership. While many mid-level managers may have questioned their value within the organization over the last two years, the importance of mid-level management has never been greater and more needed than now.

Even as some senior executive roles transform, 21st Century mid-level managers play a very significant part in helping to shape and impact the future.  With organizations adopting greater technology and utilizing social platform tools and gaining real time data access, some of the traditional responsibilities of mid-level management are changing and can expect to pave the way for more exciting responsibilities and possibilities.

Thinking about your own transition, what may be impeding your progress and growth?

  • Neglecting to align expectations; with organizational direction and other levels of management as well as your employees
  • Devoting energy to the wrong people; to those resistant to change or who may lack relevant   knowledge to help solve broader complexities and issues
  • Focusing on process more; rather than people
  • Refusing to acknowledge what you do not know and/or placing too much relevance on  past experience
  • Ignoring relevant issues in an attempt to “get it all done”

Consider the impact these areas of concern have on you, personally and professionally, as well as on those that are within your professional networks. Given the challenges and ups and downs over the course of the Great Recession, what have you and your collective leadership teams learned to do more of, less of, or to stop doing entirely?  What is within your control to change and improve? How might these small changes multiply over time and influence the work environment and your team?

You can begin to strengthen your ability to develop tolerance for ambiguous situations, since not all issues will have immediate answers. Look closely among your leadership team and professional network. Identify those individuals who embody accountability, model ferocious integrity, authenticity, have a strong capacity to connect with other people at a deep level, who possess sheer courage, and a commitment to champion the common good over extreme narcissistic behaviors and narrow self-interests. These are the people that you want to surround yourself with. These are the people who will work with you to effect positive change. These are the people who, by example, and leadership can direct and influence your company.

Together, how might you begin creating unity among your team and organization?

Mid-level managers in the next era are core catalysts for positively engineering the spirited conversations that provide basis for high levels of inclusion, collaboration and partnerships at all levels in the organization. Great mid-levels build world-class environments and work hard at innovating their communication and leadership effectiveness. Lead the change and explore new ways of doing this.

Although you cannot be all things to all people, you can bring a renewed sense of purpose and fulfillment to your role, your team and your organization today. Consider the following infusions:

  • What opportunities exist for your company in the future marketplace?
  • What levels of creativity may be needed to meet this?
  • What leadership opportunities and experiences exist that might help the organization increase in value?
  • How might your expertise or that of your team be able to help another department?
  • How prepared is your team in meeting these challenges?

Ready, Set, Grow

Below are a few tips to help you move forward in leading through this great transition.

Design an approach for excellence in spite of having to do more with less. What areas of people management practices do you need to become better at? Is customer satisfaction the highest goal or customer success? Is achieving results and obtaining them ethically and legally important? Is respecting individuals, celebrating small team wins, and learning from mistakes at the top of your priority list?

Build the talent portfolio like an investment portfolio. Become knowledgeable on what it takes to attract, build and deploy the best talent in order to contribute to the growth of the organization’s investments. The selection of new talent and promoting others in the organization that reflect the competence and organizational values necessary for long-term growth is critical to your portfolio. Address people issues head-on and ensure zero tolerance toward disrespectful and/or dysfunctional behaviors and relationships.

Focus your commitment to adding outrageous value to the employment experience.  Be relentless at every stage of the employee experience, ensuring your front-line leaders have the world-class skills necessary to create a winning culture that builds the organization’s talent investment portfolio. From hiring, growing and unleashing performance potential, create an experience that rocks!

Begin now to look toward needed growth and create, or embrace, the new rules of engagement of 21st Century leaders. As you continue to gain clarity on the exciting future ahead, and design an adaptable work environment, you will far surpass your competition, and may just find that with the right talent, you’re now offering the team what you may have been seeking all along.

©Copyright 2010 The Infusion Group™ LLC. All rights reserved. Judy White, SPHR, GPHR, HCS is the President of Raleigh/Durham, North Carolina based The Infusion Group ™ LLC (http://www.theinfusiongroupllc.com) and delights in partnering with leaders and organizations in connecting people with their business vision to what matters most. The Infusion Group™ publishes a monthly newsletter “Infusing Solutions @ Work”  http://www.theinfusiongroupllc.com which is fused with the latest resources and tips to help organizations create a thriving 21st Century workplace. She can be reached at judy@theinfusiongroupllc.com.

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Beyond Best Practice, Next Practices for Workplace Growth

Written by Judy White on June 7, 2010 — 2 Comments

For many leaders and CEOs, the economic environment last year served   as a wake-up call.  The economy is one of a series of challenges that sounded the alarms during the first part of the new century.   In rapid time, leaders have become aware of geopolitical issues surrounding energy and water supplies; of the vulnerabilities of supply chains for food, medicine and talent; and the sobering threats to data and global security.

Although, these challenges, threats and opportunities are coming faster and/or with less predictability; they are coming together to influence each other and provide opportunities to create entirely unique situations.

The issues are increasing in complexity and will require unprecedented degrees of creativity to lead and shape the future marketplace.  According to a number of growing studies, many leaders share the view that incremental changes are no longer sufficient in a world that is operating in fundamentally different ways.  Organizations are demanding growth, and growth demands strong leadership.

Over the years many organizations have taken different paths to become faster, leaner, more efficient and more profitable. Whether its’ a process improvement, change initiatives or customer service programs, implementation and execution of any key strategy begins with people.

While process efficiencies are important and necessary to running a sound business, they will not be sufficient toward meeting the future challenges.  Research shows that after process improvement, only three in 10 initiatives meet objectives originally set out; demonstrating that execution has not necessarily improved as much over time.  Since process improvement is no longer the driver of speed, creative leaders are becoming more intentional about connecting the right people and structural synergies that can influence employees and customers in meaningful ways. These leaders have no need to crack the whip, micromanage, or command respect through compromising tactics. 21st Century leaders spend more time in CYA activities (aka Cultivating Your Assets).

People..Partnerships..Possibilities

Speeding results is all about people. Building true partnerships with your people; talented employees and customers creates the value difference and serves as the cornerstone in a responsively agile and regarded organization. Creative leaders begin by asking the questions about the cultural components that provide differentiated value and impact long-term strategy.  By addressing these attributes upfront and taking a holistic view of their respective people portfolio they will be better positioned to seize marketplace opportunities and ensure business continuity.

Where will you find the creative and open leadership to produce such innovation that is recognized by many CEOs as being one of the most important leadership competencies moving forward? Does it exist in your workplace currently?

Clarity of Focus

For starters, leaders may want to begin with the mirror, mirror on the wall conversation. The internal dialogue that causes in-depth thinking and compels us to change when change is being called for.  These conversations focus on real depth to gain key insight for disciplined action. They’re intended to dig deep and ensure that the motivation is to help the organization and others; not about furthering hidden agendas.

Many leaders find a trusted business partner, advisor or executive coach to support them through this challenging yet rewarding exercise. 21st Century leaders push themselves toward breakthrough thinking.

Authenticity Up Close

Leading a team of approximately 60,000 professionals in 26 countries is no small undertaking. Vineet Naya, CEO of HCL Technologies, a$2.3 billion HCL Technologies Ltd.firm, represents an emerging innovation of  management among global leaders. He works hard to challenge the status quo and views his role as Chief Question Asker, and declares openly that he is not the entire provider of answers. To avoid the dangerous traps of thinking that he must have all the answers and/or act  as if he does know all the answers, he begins each day by asking himself the following:

  • Is my organization as ready to transform itself as I think it is?
  • How can we accelerate the growth of the company by transforming the “how” of what we do and not just the “what”?
  • By focusing on people, can I reduce the uncertainty in our business?
  • Do they actually know more than I do?
  • Do I act as if I know they know more than I do?
  • What will help us to grow faster?
  • Should people who create value be governed by people who control it?
  • Am I too focused on control?
  • Am I obsessed with control?
  • What things do I control that I should not control?
  • How can I give more control to others in the organization, especially employees who create value?
  • What rules do we need to get rid of today that would help us grow?
  • Would my employees’ children want to work in a company like mine?
  • What would happen if there was no CEO at my company?

Leap Ahead of Best Practices

Creative, 21st Century leaders expect to make deep changes to realize strategies, but to succeed they don’t take short-cuts in building quality relationships with their people.  As a result of investing in this step with their people, they find new ideas, take calculated risks, and keep innovating in how they lead and communicate.

How can you ensure engagement in open and inventive management styles, particularly with a new generation of employees, customers and supply chain partners? Consider these questions:

  • Are the changes you’re committing to in the coming years from the team’s best thinking, the A-Game?
  • Are you retaining B & C Talent and losing A-Talent? If so, what needs to change?
  • Are you resisting the temptation of using the same idea mold that has been used historically?
  • Are the “best practices” really the right practice in meeting future complexities for your company?
  • Are the “best practices” the right fit for your culture and talent?  Are your investments reaching the right mix for your people portfolio?
  • Are managers investing the right talent wisely and building the company’s portfolio? Or are management behaviors destroying key assets?
  • Are your people management practices operating at mediocre, maximum or optimal levels?
  • Are we as leaders ready to invite the disruptive innovation, and encourage others to drop outdated approaches and take balanced risks?

Stay Curious.

After careful review, leaders may just find that the old “best practices” are no longer suited for future growth and that next practice innovation may be the synergy  your organization’s been searching for.

What questions help you and your leaders stay focused on delivering new value and moving innovation forward?

Thanks for sharing your valuable time with us.

Stay Connected. Join the 21st Century Workplace Conversation on Twitter. Register to receive FREE Infusing Solutions @ Work resource; Click Here

Read more about how Vineet Naya is leading innovation in his new book, Employees First, Customers Second.

Photo credit:  iStockphoto

©Copyright.  All rights reserved.  Judy White, President, The Infusion Group, LLC, partnering with leaders and organizations to optimize the 21st Century Workplace through an infusion of strategic people management consulting and executive coaching services. www.theinfusiongroupllc.com

Posted in Infusion Group Blog, News | Tagged , , , , ,

Connecting To What Matters Most

Written by Judy White on May 17, 2010 — Leave a Comment

Recently Published:  HR Management Magazine, May 2010 Click Here

A well respected high-school football coach was asked during the drafting process why one of the school’s star athletes, Jonathan, would not be selected to play quarterback in the fall or considered for any other position on the team. After all, the accomplished High School team with two consecutive State National Championship titles had a vision in becoming three for three and was always scouting for top athletes possessing physical stamina and a competitive drive.

Coach responded calmly, “You see, it’s quite simple. When I first started my coaching career, I made the decision early on that when recruiting our players we’d look for two things: incredible talent and a team builder.  While assessing this year’s possible picks and reviewing references, the facts became clear about Jonathan’s story.  His talent ability is shiningly above-average and could certainly help lead us to our school’s third State National Championship.  But there’s another part of Jonathan’s story which fails to demonstrate the level of team commitment necessary to be truly successful in the long-term.  I’ve learned that Jonathan is disrespectful to his parents and siblings.  He takes more from the team than he gives and in my opinion,” Coach continued, “the strongest teams start at home, with strong families. If he hasn’t learned this lesson by now and we allowed Jonathan to play, what lesson (s) would he really be learning on the team? How would his disrespectful behavior impact the stories of all the other team members?”

“As Coach, it’s my responsibility to maintain the team’s character.  It’s my responsibility to help shape the stories being written for each player on this team.  When the accolades are gone and the trophies are gathering dust, what stories will each of our players remember? The one’s involving them? Or the one’s they helped to shape in the relationships between their teammates?”

Emerging from the economic recession will require organizations in all industries to embrace different competitive conditions than those that existed prior to the crisis. For many companies this point will inevitably prove difficult in order to adjust to the leadership styles and cultural elements necessary in order to compete in the new normal of operating in an economy with unfamiliar rules.

This finds many leaders evaluating business strategies and asking some key questions both personally and professionally, such as:

  • At this very moment are the leaders (coaches) in our organization proud of the collective choices made during the hard times?
  • What would be lost if our company disappeared? Why would it matter and to whom?
  • Are our leaders unified around the organizational core values? Are they non-negotiable?
  • What leadership elements and characteristics will best align our organization’s strategic objectives?
  • In what ways will our leadership portfolio need to change in order to reflect a new generation of leadership development who will be ready to take on the marketplace of the future?
  • Which leaders are currently sitting in key seats on the bus? Are these the right leaders who will help us find and build the best team, and then together figure out how we write a new story? Can these leaders ask the right questions and provide disciplined action? Are they respected and create cultural capital, or do they diminish returns by disrespectful behavior and fear tactics?

While navigating through Health Care legislation, impending Finance and Labor Law Reform and increased governmental regulations, the burden for companies and HR to manage the complexities is high. Even though the demands may be mounting, strategic HR leaders need to remain focused on the critical call to action by accepting the responsibility that comes when the course and direction of paths change. Before we can truly serve the organization, HR must also ask:

  • What is the contrast between success and failure for the organization? And the HR team?
  • When we look inside our organization to assess its health, what are we seeing? Is there a disease spreading slowly? Are we acting in ways that imprison us by the mistakes of the past, the economy, or the cards we’ve been dealt?  Are we self-inflicting injury by avoiding the tough conversations?  Conversations that may very well place our own roles on the line.
  • Are we ready to accept that every great leader has had to struggle at some stage?  Will our team be tough enough for this struggle that lies ahead while serving compassionately?

Perhaps it’s time to reflect and increase our understanding of the “back stories” of our leaders and organizations.  The stories that have shaped them to who they are today and the impact they have on others that may influence the future.  After listening to these stories, it may be time for a courageous step to be taken. A step that would  recommend that a new seat on a different bus is in the best interest for a particular leader so that the right environment can take root, a new workplace culture can grow that will shape dynamic stories for employees and customers; with the end result being the creation of long-term impact.

As 21st Century HR leaders, what is your greatest hope for your organization? What remarkable stories will you help shape for the people impacting your company and community?

©Copyright.  All rights reserved.  Judy White, President, The Infusion Group, LLC, partnering with leaders and organizations to optimize the 21st Century Workplace through an infusion of strategic people management consulting and executive coaching services. www.theinfusiongroupllc.com

Posted in News | Tagged , , , , , , , , , , , , ,

From Likeability Leader to the Invisible: Who’s on the Bus?

Written by Judy White on May 11, 2010 — 1 Comment

Published:  The Raleigh Examiner

American culture’s central tenet through the modern years has often been defined as self-admiration.  Taken too far, self-admiration has demonstrated a distinct downside and all the negative effects that can flow from it are more commonly known as excessive narcissism. Psychologists and researchers identify the negative effects when a leader holds attitudes and/or behaviors filled with arrogance, conceit, vanity, grandiosity and self-centeredness.  These leaders tend to be superficially charming, charismatic, over-confident and even funny.  These character traits in and of themselves can bring value to an organization, however, studies demonstrate that over time some hidden traits may eventually take center stage and can bring a wrath of destruction to workplace relationships. 

While individuals with a healthy self-esteem value relationships, extreme narcissists have difficulty expressing genuine empathy, warmth and caring toward others.  Studies support that extreme narcissism is often the result of childhood upbringing and/or may represent a personality disorder.

A healthy dose of narcissism tends to bridge a balance between strong results and collaborative partnerships.  For extreme narcissists, however, they face a haunting psychological challenge: how do they keep feeling like an important person and on top? How do they continue to fill this deep hole that garners attention and fame?

In the workplace, extreme narcissism shows itself when:

  • other people simply become pawns in a grand game of deception;
  • exploiting people and viewing people as tools to make themselves look and feel good;
  • there is excessive bragging about achievements (while blaming others for shortcomings);
  • material goods, physical appearance, display of status symbols, manipulation and cheating to get ahead is the focus;

Extreme narcissists often surround themselves with people who look up to them and feed their psychological needs for high-regard.  Since they spend their life regulating social relationships in order to maximize self-admiration, they often demonstrate patterns of hiring and/or promoting talented individuals whom they believe can be manipulated and controlled.  If an employee, colleague, customer and/or vendor demonstrate anything less than total compliance, the narcissist takes measures often at extremes toward gaining control of the individual and a path of workplace destruction takes root in the form of psychological violence, also known as workplace bullying and mobbing.  Although, the individual displaying extreme narcissism may be achieving strong business results, the behavior eventually undermines the very fabric that fuels innovation, creativity and growth.

A Back Seat on the Bus

At the turn of the nineteenth century there was a shift from character-focused culture to a personality-focused character.  Likeability leadership became King and competence took the back seat.  This shift in character vs. personality-leadership also contributed to a new kind of leader and leadership culture for many organizations.  When character is removed from the leader, the organization focuses on self-made success and cancer begins to spread slowly within the ranks eventually ending in a downward spiral.  As a mounting body of  research supports,  the best talent in an organization begins to signal and prepares to get off at the next bus stop when dysfunctional behavior goes unchecked. 

What is the true measure of a 21st Century leader?

Emerging from the hearts of men and women, new leaders are rising who understand that gaining success as the world sees it isn’t filled with success at all but rather a deep level of emptiness.  Many up and coming entrepreneurs, socially conscience and not-for-profits are rising in America and beginning to change the game.  It’s about greatness of the human spirit: serving people and sacrificing for the greater good.  It’s the same human spirit that forged a nation of strong leaders who would die for moral ideals ~ truth, honor, integrity and each other.  21st Century leaders recognize that organizations’ striving for selfish gain is unsustainable.

Selflessness and sacrifice are becoming the new measure of true leadership greatness.  Jim Collins, author of Good to Great and How The Mighty Fall, identifies that greatness is derived from passion and discipline.  Key leaders who lead great organizations are often quite humble, strong-willed, and focused on excellence of a person or product.  Collins’ research demonstrates that the good-to-great leader like Abraham Lincoln is humble, diligent, servant-like, and soft-spoken. His ability to successfully lead the country through one of the most difficult periods in history is untested.

Naturally, a leader can be outspoken and humble, or shy and soft-spoken and not necessarily make a great leader. The definition of a 21st Century leader is driven by deeper characteristics of a person who lives and works in relation to a moral bearing.  As a result, they are often not interested in seeking the limelight or massive cultural influence; they prefer to be invisible.  The Invisible leader uplifts those around them toward better productivity, innovation and better living.

Individuals and workers are longing for leaders who are authentic; with a solid character that breeds honor, trust and integrity in their public and private lives.  21stCentury leaders who take a courageous step of faith into the unknown and challenge others to push their own boundaries toward a new level of team greatness, will be the hallmarks of the sought after workplaces in future. In fact, leading organizations are already increasing a return on value according to the Bloomberg Week/Hay Group 2009 Best Companies for Leadership Survey.  The Best-In-Class Organizations Creating Better Leaders (top 20) report that:

  • 95.5% – other organizations try to recruit their employees
  • 89.5% – everyone in these companies have the opportunity to develop and practice the capabilities to lead others.
  • 87.3% – have sufficient number of qualified internal candidates who are ready to assume open leadership positions.

Questions to Consider

While reflecting on your business strategy now and over the next 18 months consider the following:  

  • What leadership qualities and competence are needed now? And in the future?
  • Which leadership qualities are counterproductive toward achieving long-term sustainability?
  • How are these qualities reflected by those sitting in the seats on your bus?
  • What will your organization need to do differently to ensure your bus is heading in the right direction and that the right seats are filled with the right qualities and competence now and in the future?
  • What actions are necessary to help you move this forward?

Having the right leaders on the bus at the right time can make the total difference between accomplishment and greatness.

Recommended Reading:

Good to Great by Jim Collins

The Narcissism Epidemic, by Jean Twenge Ph.D and W. Keith Campbell Ph.D

Where Egos Dare, by Dean McFarlin & Paul Sweeney

©Copyright.  All rights reserved.  Judy White, President, The Infusion Group, LLC, partnering with individuals, leaders and organizations to optimize the 21st Century Workplace through an infusion of people management consulting and professional coaching services. www.theinfusiongroupllc.com

Posted in News | Tagged , ,

How Can Your Employees Tell You’re Listening?

Written by Judy White on May 4, 2010 — 5 Comments

Communication strategies are on-point when employees know that their input is getting through to leadership at the right time. The workplace becomes ignited with new ideas, higher morale, and exudes energy impacting stronger business results.

Connecting Conversation

Connecting Conversation

It’s one thing when employees share an idea that may improve operational efficiency, or aids in adding a new revenue channel, or even increases the percentage of satisfied customers. Leaders are often pleased by this demonstration of active involvement and listening tends to come easier.

It becomes another thing when an employee spots a “tell” and shares a financial discrepancy or other disparity in a workplace practice or activity that may have negative implications for the company in the short or long-term.  Some leaders may embrace this feedback by either:

  • Reinforcing that the employee did the right thing to bring it forward or;
  • It gets added to the list of issues and competing priorities and may fall to the wayside or;
  • A blind eye may be turned in the more toxic environment and efforts to suppress the truth becomes all ensuing until the discrepancy once again, rears its’ ugly head. 

There are other ways in which listening becomes crucial in today’s workplace. Economic pressures may now be easing around some parts of the globe, but the impact on the workforce and employment appears to be running deeper.  The recession is driving a new set of expectations regarding the employment relationship between employers and employees. Steps that were taken to control costs and protect businesses during the tough times by many have altered employees’ views over the last 12 months.

A Global Workforce Study conducted by Towers Watson, revealed that while many organizations are planning to simply reinstate some of the employee programs that were cut in the past year to save money believe that this measure will effectively address employee concerns. Interestingly, the study further revealed that employers may be bumping up against a very different perception and expectation held by employees moving forward. 

Employees seek greater ability to control their work situation in order to address concerns over long-term job, financial and physical security. This presents a fundamental disconnect between many employers and workers and a courageous challenge for 21st Century leaders to find creative ways to better equip their organizations in adapting to shifting expectations.

Gaining valuable insights into your employees may present a dynamic new paradigm.  It’s become clear from the growing body of research, that in order to sustain a competitive advantage, companies can no longer afford missteps in talent and executing strategy.

Too much to do, few resources

Too much to do, fewer resources

As workers rush around with fewer resources to get things done, are leaders in your workplace listening to how well their employees actually understand the company’s new direction or strategy and ensure employee’s actions are undeniably aligned? How well do employees know the products and services of the company? What percentage of employees feel they know enough about your customers and the differences between your products and the competition? Do employees possess specialized knowledge into the best type of customers your company seeks to build and retain vs. those customers that drain resources and diminish profit margins?  When you step back, what are you hearing? Is it active or passive employee involvement?  

New Rules of Engagement

One-way, top-down communications commanded organizations in the past. However, with today’s wired and high velocity environment, this approach to communication is changing and is being introduced to dynamic two-way conversation throughout an organization’s supply chain. What might happen if employees became true stake-holders in your organization’s future?  Might they be more likely to go the extra mile?  Would work become more rewarding?

So often as leaders we identify the “high-stake” conversations in advance, but how well would your workplace know if the potential and power of a conversation shows up at your door today?”

Good News 

The Communication ROI Study by Towers Watson, reports that effective communication is a leading indicator of financial performance. Companies that are highly effective communicators had 47% higher total returns to shareholders over the last five years (compared with firms that are the least effective communicators).

So if your company isn’t quite there yet and is eager to increase active employee involvement and better profits, courageous 21st Century Leaders may consider a new path that can,

Open the door to dynamic dialogue.

Start now to create the company culture you want, as you emerge from the recession. Educate the team on values and culture.

Conversation is the relationship.  Keep in mind that a careful conversation is a failed conversation because it postpones the dialogue that wants and needs to happen. 

Reevaluate your assumptions.  Do you really believe that you can make a difference in your organization?

Eliminate having business conversations, commit to human ones.

Equip and trust leaders to lead the change and measure the impact of their overall effectiveness.

Innovate two-way feedback, to create honest exchanges of information and real dialogue.

Create the winning environment where spotting the ‘tell” is safe, expected and respected. Who doesn’t want to work for an organization that exhibits above-average revenue growth rather than appear in the new Corporate Black List magazine anyway? 

Pull the truth toward you.  If your workplace or division is plagued by fear and mistrust, be relentless in pursuing respectful, honest conversation.  

Be determined in finding the answers to people’s questions and worry less about not knowing the answer when asked.

Move Forward and Build Momentum

As courageous 21st Century Leaders, let’s ask:

What does your leadership look like on one of your BEST days? Have that mental picture? Excellent! Now, what are the conversations that have your name on them?  Which ones have you been avoiding?  Who’s it with? And what is the topic?   Do you have the list? Is your action plan in place?  Great!  Now practice.  Yes, practice.  Many executives I know are highly disciplined in this area and follow a simple PDR formula ~ practice, drill and rehearse. They accept the responsibility of their words and its’ impact on others and avoid the temptations to shoot from the hip.  NOW, conduct the necessary conversations and start living more of your BEST days as a leader!iStock_000012168153Smalldiversetmbldgcreativity

Continue being intent on conducting the necessary conversations each day ~ asking, listening, directing and measuring (in that order) and you’ll soon be listening to how well employees are thriving!

Thanks for sharing your valuable time with us.

Stay Connected. 

Join the 21st Century Workplace Conversation on Twitter. Register to receive FREE Infusing Solutions @ Work resource; Click Here

To request a free Conversation Action Plan, please drop us a line.

Photo credit:  iStockPhoto

©Copyright.  All rights reserved.  Judy White, President, The Infusion Group, LLC, partnering with individuals, leaders and organizations to optimize the 21st Century Workplace through an infusion of people management consulting and professional coaching services. www.theinfusiongroupllc.com

Posted in Infusion Group Blog | Tagged , , , , , ,
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