What Do You See In the Mirror?

Trust in managers is in short supply these days. According to Deloitte’s annual Ethics & Workplace Survey, 48% of employed Americans report a loss of trust in their employers and 46% say lack of transparent communication from their companies’ leadership are the primary reasons for pursuing new employment at the end of the recession. Clearly, something is wrong.

Truly great leaders have acute self-awareness. They regularly look in the mirror, questioning, pushing and critiquing their own performance and perceptions.

Sure, 360 degree assessments can help in a formal way to gather feedback about what others think of your leadership style. But with social media, there are also many informal ways to solicit this input. Track sites like glassdoor.com to read employees’ candid perceptions of companies and their top leadership. In fact, your own firm may be rated on the site.

If your employees don’t trust you, they won’t follow you. And if they don’t follow you, no one is executing the business strategy. In essence, workers want to be able to follow inspiring leaders who demonstrate values they can relate to, someone who is authentic, has a vision, listens, communicates openly and honestly, supports and recognizes high performance and shows that he or she authentically cares.

Great leadership is neither a profession nor a science, but a practice. As Talent Management reports, individuals cannot lead others until they have mastered their own state of being — who they are, what they believe and how they behave. State of being speaks to the sum total of managers' attitudes, beliefs, actions and values. It spans their vision of the future and presence in the moment.

There has likely never been a time when leaders are under so much scrutiny to behave credibly and ethically. Credible leaders are trustworthy, competent, dynamic, inspiring and accountable. It’s not enough to demonstrate one or two of these attributes. Today, a credible leader needs to hold all of these attributes, while being proficient and competent to execute strategically. It is each leader's responsibility to build an engaged, high-performance workforce.

Do your employees perceive you as trustworthy and credible? Are you ready to take a look in the mirror?

Why Aren't We Getting Anything Done?

As BNET reports, U.S. companies’ return on assets (ROA) have progressively dropped 75% from their 1965 level despite rising labor productivity. Even the highest-performing companies are struggling to maintain their ROA rates and are increasingly losing their positions as market leaders.

In essence, we’re getting less done. Why? Lots of reasons, but let’s hone in on one… How long does it take to identify a problem, evaluate the opportunity or challenge, strategize a course of action, create a plan and execute? How many task forces do you put into place, how many meetings are held, and how many people are offering feedback before anything gets done? And worse, how many times do the task teams fall apart, lose focus and momentum, and fail to follow through on goals or actually take any positive forward action?

It’s hard work and it takes strong self-management skills, determination and a real commitment to get things done in the operating environments of many businesses today. Too many initiatives hit a wall when the real work needs to get actioned. Everything we do doesn’t need to be accomplished by a team. We need to empower individuals – coach them to reach out to key stakeholders to ensure everyone is aligned and on board, seek guidance from experts and colleagues – and work smarter and faster.

As leaders, we need to ensure we aren’t road blocks to productivity. It may feel risky to loosen control and resist micromanaging. But a good leader empowers his or her people in ways that make employees want to do their best. Encourage employees to work to their strengths. It’s in our nature to be driven to perform and achieve personal accomplishments. Give power to individuals and then recognize and reward them for taking the initiative, running with a solution, and coach – rather than direct or criticize – if the course of action needs to be adjusted. The end result is better performance, higher productivity and stronger commitment.

How much are your employees getting done these days?

Burning the Midnight Oil

Employees are working longer hours. And I have no doubt that most senior leaders are doing the same. According to MetLife Inc., many companies have increased employees’ workloads and put a higher priority on productivity since the recession. Our own research confirms this is the case. Three-quarters of employees say they now work more than 40 hours a week.

The findings reflect the pressures people are under to do more with less and shoulder heavier workloads in today’s workplace. Is pace sustainable, or even desirable? Companies run the risk of burnout and turnover.

And consider the impact on you and your peers. As BusinessWeek reports, fully 25% of executives at large companies say their communications -- voice mail, e-mail, and meetings -- are nearly or completely unmanageable. So, employees working longer hours, doing more work, while at the same time leaders are finding it more difficult to keep up with communications? Sounds like a recipe for disaster if left unattended.

Wireless technology and smart phones most certainly are factors contributing to both longer work hours and the unmanageable communications overload experienced by leaders. We have created a 24/7 workplace, with managers and employees always plugged in. Today, many employees stay connected and plugged in -- accessible all the time and available at a moment's notice.

Managers need to take the lead to ensure employees are managing their time effectively, as well as find ways to better manage their own overloaded schedules and inboxes. Technology affords a new flexibility by allowing individuals to work wherever and whenever, but it may also become a "collar", making it more difficult to assess appropriate workloads and work/life balance. Take time to regularly talk with your employees to review project lists, priorities, deadlines and role expectations. Seek input on improving efficiencies that can help reduce excessively long hours. Adopt best practices for time management and communications prioritization demanded by the new “always on” technologies.

Workloads are increasing and employees are working longer hours. Acknowledging and addressing this reality will go a long way to building a strong manager-employee relationship. Managing one’s own time as a leader can provide the model for others to follow.

Is it time to address your workload and help your employees to do the same?

In Pursuit of Excellence

A recent HR discussion forum question came my way, asking: “Why is it so difficult to find an excellent employee? Why are there so many mediocre performers?” Based on my experience, the root cause here lays not so much with employees as it does with the organization lacking the ability and infrastructure to identify skills, competencies and attitudes that will align with the company's unique cultures.

Let’s face it, thanks to the recession the current pool of available talent is rich with experience and expertise. Yet some firms struggle to hire the best people despite high unemployment. Many hiring managers continue to search for ways to attract and hire candidates who will fit their organization’s culture and thrive in their dynamic environments.

The challenge stems from five key recruitment steps that may be deficient and hindering the process. It’s not so much about what the candidates are lacking; it’s more about what the process is missing. If you are struggling to find excellent candidates, consider whether your process is lacking:

1. A definitive success profile that captures the right knowledge, skills, culture fit, abilities and experiences as a benchmark to hire against.

2. A good sourcing strategy. Perhaps you’re looking in the wrong places for qualified people or haven’t created a compelling employer brand to attract the best people.

3. A solid evaluation system that can assess for the required elements of the success profile.

4. A consistent and accurate rating of candidates against the success profile. (For instance, how much delegation ability is good enough or how proficient does this person need to be in a specific skill? And are we all assessing this person the same way by rating the person by the same criteria?)

5. A systematic process to transfer information captured in the hiring process into a meaningful application in the on-boarding process? (For instance, if we know a candidate is good in one area and weak in another, then let’s craft an on-boarding plan that leverages strengths and accelerates development around weaknesses.)

The difficulty finding suitable workers limits the economy’s ability to grow. It’s a difficulty that needs to be overcome. There is great talent available. A well structured hiring process will help you find the ones who will take your company to the next level.

How many excellent people do you have in your organization?

Hiring practices gone bad

It’s been quite some time since I’ve witnessed such poor advice on hiring practices as cited in a recent CNNMoney article on Out-of-work job applicants told unemployed need not apply. Let’s revisit the fundamentals: Most unemployed people do not lose jobs for performance-related issues!

The reality, based on our own research and some 30 years of experience in helping the unemployed, is that more than one-in-two people lose their jobs because they are impacted by a downsizing. Mergers, restructures, divestitures and plant closings frequently result in the need for organizations to let people go. According to the article, the myth is being perpetuated that most employees get laid off for performance issues. This is simply untrue.

If you’re sensing I’m a little cranky, it’s because I am. According to the Bureau of Labor Statistics, 4 in 10 (6.1 million people) have been jobless for 27 weeks or more – by far the highest proportion of long-term unemployment on record, with data back to 1948. Most of these out-of-work people were laid off for the reasons cited above. It is naïve to exclude the unemployed when trying to fill positions for needed talent. If some employers are dumbing down the unemployed to this level, you can only imagine the negative values with which they treat their own employees. Most will likely want to jump ship at the first opportunity.

The reality is that unemployed people do get jobs. And frequently, they are even rehired by their past employers. We also know that most source their new opportunities through networking (and, thankfully, not from the narrowly focused so-called staffing “experts” quoted in the above-referenced article). And the real kicker is that most of the outplaced job seekers we work with land new jobs at the same or higher salary as they held in their previous positions.

In an environment where there is a fundamental disconnect between the skills companies require and the skills employees offer is widening, can you really afford to discount half of the available talent out there to fill your open positions?

Feedback as mentoring

For managers, as much as for employees, the feedback session can be an event to dread. While the employee may feel like the lead in a horror movie, the manager sometimes faces the distressing prospect of having to deliver home truths at the risk of offending or, worse, demoralizing the employee. Even under the best of circumstances, the feedback session is rife with tension. It doesn’t have to be this way.

With the right approach, feedback sessions will be positive and rewarding for all concerned. One key is to frame the event correctly. Feedback should never just be about skills and capabilities, but should also include a discussion about career interests. Employees need a clear sense of their strengths and weaknesses, as well as their interests and what the organization expects of them so that they are equipped to help the organization achieve its goals.

A second key is to approach feedback as an open, collaborative effort. Give praise where praise is due. Ask questions and listen. Work together to set a course for enhanced performance.

A third key is frequency. A single annual performance review simply sets everyone on edge. Providing feedback routinely, however, demonstrates your continuing interest in and support for someone’s development. Feedback and mentoring become indistinguishable.

Building trust key to engaging employees

If you’ve noticed that employees seem unmotivated and just plain unhappy with their jobs, it’s probably because they are. Recent research shows an alarming increase in job dissatisfaction and decrease in engagement levels.

Only 45 percent of employees are satisfied with their work, according to research from the Conference Board — the lowest level ever recorded by the organization in the more than 22 years of studying the issue. What’s more, according to research conducted by Right Management, 60 percent of employees intend to leave their job in 2010 and another 21 percent are networking and updating their resume. And, a global study of employees in 11 countries found that more than 50 percent of workers in the United States are disengaged, according to Right Management.

Clearly, one major culprit is the economic downturn — and many organizations’ response to it. Frequent layoffs, wage cuts, and increased workloads have created a disgruntled and resentful workforce. At the same time, many companies have failed to provide the necessary clarity for employees around their new roles and how they fit into current business strategy and direction.

But companies that ignore these findings may do so at great risk. An epidemic of job dissatisfaction does not bode well for organizations’ ability to compete, just at a time when they need all the employee passion they can rally. What’s more, they stand to lose many of their valued employees when the economy improves.

What to do? The key is building trust. Leaders must demonstrate their trust in employees and, in turn, inspire employees to place their trust in them. And that means putting a new focus on open, honest communications; helping employees to understand their roles in the organization’s success; and acknowledging and valuing employees’ contributions — and showing that their opinions count.

Remember: trust should be at the foundation of your organization’s culture.

See It, Own It, Solve It, Do It

Today you presented a report on a key strategic initiative. Your report was well researched, well supported by the facts and well argued. The team seemed to like it. You've done a good job - you've delivered - but have you been accountable?

Accountability is more than having an idea, writing a report, sharing research or providing metrics. A recent article in Talent Management, Think Positive: Transforming Accountability, defined accountability this way: "see it, own it, solve it, do it." In writing your report, sharing your findings and making recommendations, you may have seen the challenge and even figured out a way to "solve it." But it's in the owning and the doing that real accountability lies. Your idea is only as good as your success in implementing it.

Owning and doing, as well as seeing and solving, are the backbones of a true workplace culture of accountability. Building a culture based on these cornerstones inspires innovation, experimentation and risk taking. It encourages employees to find more meaning in their work and to contribute at a higher level - with an impact on organizational performance that can only be positive. If you want your organization to be a market leader, you could do worse than taking on the seeing, owning, solving and doing accountability challenge.

New Leaders Require Due Diligence

Why do so many organizations spend more time researching office equipment (or a new paper supplier or phone system) than they do identifying leaders that will be put into critical roles? Organizations don’t have the luxury of time, resources and money to get their new leaders up to speed and fully contributing. The ability of a new or recently promoted leader to smoothly transition into a new or expanded role is not assured. In fact, more than 40% of new leaders fail to meet expectations. With so many new leaders derailing, how can any organization hope to achieve business objectives? The costs are substantial: from direct replacement costs to lost opportunity costs to poor morale. Simply put, effective leadership can ultimately make or break a company’s ability to grow and compete.

How do you accelerate the on-boarding process and substantially improve success rates? The best place to start: put the right people into leadership roles from the get go. Each new leader is an investment. Like any investment, you want to carefully assess and evaluate before making a commitment. Assessing for competencies that drive success in your organization is one way to ensure you are making a wise investment. Our own research shows that as many as 50% of organizations do not have a model for identifying and developing the leadership competencies needed to drive results.

Do your new leaders have the knowledge, skills, abilities and characteristics needed to perform a particular role within your organization? If you haven’t taken the steps to assess for the human drivers of successful organizational performance, you could find yourself fighting a difficult and costly battle. In the long term it is far more cost effective and will deliver a far greater return on investment to create a sustainable leader profile up front than to spend time selecting a new office coffee dispenser. Get it right from the start.

Welcome to the launch of our blog, Talent@Work

The key to success in today’s hyper-competitive global economy is a comprehensive vision of where the company wants to go, the value it delivers and how it’s going to get there. To achieve this success, an organization must apply the same rigor in developing its workforce strategy as it does in creating its business strategy –unleashing the knowledge, innovation and creativity of every employee.

In architecting a workforce strategy, you must first understand how complex trends and shifting business realities will impact your organization – now and in the future. This then allows you to identify the right people for the right jobs, build the necessary leadership competencies and skills, and develop and retain your best talent.

Through our blog, we want to help you build an exceptional workforce that will drive high levels of performance. To that end, we plan not only to share our knowledge and expertise, but also to create a forum for discussion through which you can share your own experiences and insights. Ultimately, we hope to provide relevant and surprising information that will help you to make practical workforce choices – positively impacting your organization’s ability to deliver on its business strategy.

It’s about your people. They’re your strategic weapon. They’re the real power driving your organization forward. The world of work is changing. We can help make sure you're ready with a workforce that provides you with real competitive advantage.

Stay in touch and let us know how the world of work is changing for you.