..and a hundred other pithy, nonsensical phrases and statements that clutter our day.
None more ridiculous and colossally undefined, however, as my personal favorite, and one I hear frequently as a consultant to senior leadership:
Take us to the next level.
What??
What level??
How do you/we know what’s next??
In the memorable words of Samuel Gompers (early union guy), when asked what worker’s really wanted, he replied, more. Is that all we’re talking about here? More?
I don’t get this “next level” stuff.
If we start with strategy, and define strategy as the purposeful, planned, vision of our future, and we attempt to create a working plan to achieve that future state… what, then is “the next level” in that context?
I’ve known businesses that successfully and substantially improved their quality of earnings while reducing or flattening revenue growth. Is that “next level?”
I’ve known CEOs who were incredibly intelligent, capable of personally developing, creating, and driving toward a purposeful strategy far different than the organization’s current direction and comfort. Is that the “next level?
Here’s a thought… how about we stick to block-and-tackling, even when it involves strategy and long-term change. We aren’t seeking a next level, we’re driving toward the direction, successes and results that we pre-determined through visionary strategy and on-the-ground leadership.
Now, if we weren’t doing any of that stuff before — maybe it is the “next level.”
Picture the Amazing Kreskin with an envelope pressed against his forehead (if you’re wondering “who the hell…” ask someone old).
We’ve all seen the surveys. “3.0% pay increases again this year.” Even we at Triangle Performance used to do one annually; we quit out of sheer boredom. An exciting year was when the data moved .1% in any direction. Like watching paint dry. Slow-drying paint.
I’ve been asked by several leaders and managers, “How in the heck do I reward today’s performance, motivate future performance and retain those same performers with a meager 3.0%??
I currently coach a couple of Human Resources professionals, both at the Director-level. Interestingly, they both asked me, in a span of two weeks and independent of each other, how to really grow and succeed in HR; how to become a real “player” in the business, to command respect, and to develop the credibility necessary to make real-life strategic contributions.
Of course, I had comments — I never promise that what works for me will work for you; only that these DID work for someone… me.
1. Read voraciously. Understand the concepts and philosophy along with the application. Management and leadership theory are necessary foundations — not so you can spout them and sound all mensa-like, but so you can use credible theory when developing your own method of application.
2. Take responsibilities others don’t want, or aren’t doing well. I’m not talking about bush-league stuff like parties and picnics, either. I’m talking about a broken purchasing effort, an underperforming quality or regulatory shop, or something similar. Relevance to HR isn’t the key — relevance to business is.
3. Regularly exceed authority. Forgiveness IS much easier than permission. Many CEOs may not want to see/hear this, but prudent, well thought pushing on your limits of authority allow that authority to grow. It also creates an added base of credibility, as you’ve survived the heat that comes from deciding “outside the box.”
4. Decide, if true, that only the top job will work. Then don’t accept the #2 role for anyone, regardless of size or paycheck. Takes a degree of personal fortitude, and untoward personal confidence, but it pays off. The #2 person is the tactician, not the visionary.
5. Put on boots and jeans, and spend real time “in the business;” learning how knobs are twisted, metal is melted, and trucks are driven. Literally work shifts for weeks sometimes to learn the intracacies of the biz. Get smart on how things work around here.
6. No templates at all. Ever. Develop everything custom for the company you are with. Read, get general ideas, but stop short of using someone else’s compensation plan, bonus effort, human capital plan, or related document to craft yours. Be unique; that’s what your organziation is paying for.
7. Underpromise, overdeliver. Always. Don’t get caught up in saying “yes” so much that you look like one of those Tiger Woods bobble-head dolls in the back window. Say “no” when you need to, so existing commitments are not compromised. Do what you say you will.
And the most important piece — be prepared at all times for plain old “luck.” As in golf, so with a career: Take luck over skill; it’s more frequent and usually more dependable. Particularly if you prepare for that luck in advance.
First, understand that “Talent Management” is not some vague concept, but quite simply:
(1) Identifying, sourcing & recruiting talent,
(2) Developing and motivating talent, and
(3) Retaining talent.
It stands to reason that the CEO MUST be pivotal in any successful talent management strategy. I recently surveyed my current and past clients on this specific topic, and “Talent Management,” as described above, is far and away their number one concern moving forward. Above markets, pricing pressures, and even recent legislation challenges.
Specifically:
CEOs are crucial in the identification & recruitment phase; they must establish what skills, attributes and competencies are necessary for developing future key players. That initial
definition – the foundation – must come from the very top. This doesn’t mean in a vacuum, with no input from anyone; it does, however, mean no delegation allowed.
A CEO’s role is also integral to motivating and developing that talent. Once you find a “keeper,” effective skill development (to match your organizational needs) and deployment (right job, right person) are keys to success. Identify the key employee, then pinpoint what skills and behavior that employee needs to lead tomorrow, perhaps even in a different functional area. Then work on “the gap.”
Assuming the hiring process was successful, it’s too arduous and resource-intensive to repeat, hence the CEOs essential input into retention. Key players – those most focused on in talent management – need to know they have a purpose beyond departmental or shorter-range goals. The CEO is essential for that understanding. An effective CEO can retain talent even in the face of lackluster direct management.
In short, the CEO’s role is becoming more defined today as “principally” talent management — along with a lot of other burining priorities. It’s no longer a sideline job. Done correctly, however, it can expand the CEO’s reach, and help distribute that ever-growing list of “must-do” things falling on your shoulders.
Trigger warning: This post may offend. Tough; this blog is “The Brazen Leader,” not “The Milquetoast Leader.” Get over it…
He who takes offense when no offense is intended is a fool, and he who takes offense when offense is intended is a greater fool.
–Brigham Young
Being offended is a choice everyone makes. Unintentional offense is taken, not given. Even intentional offense must be internalized and accepted by the offended.
Anyone has the right to be offended, about just about anything it seems these days. Their right to be offended does not necessarily extend to my changing behavior. If someone is offended at inoffensive wording, they are the one with the problem, not me. There may be some very unique exceptions around unlawful harassment in employment (and even those are not without specific limitations), but those exceptions do not extend to all language all the time. You have the right to say that anything and everything offends you, I have the right to consider if that means anything to me. A pas de deux. Even the EEOC considers the context of the behavior when determining harassment.
Many diversity experts will tell you “intent doesn’t matter.” Yeah, well, I’m a people expert; of course intent matters.
People today say, “I’m offended” as if they are wielding some mythical sword, demanding apologies and causing all to immediately alter the alleged offense or face a run-through with the blade. We have, as a society, lost our collective ability to say “whatever,” and move on. Now, we feel like we have the power to force people to change from saying anything that we take offense to, merely because we take offense.
We need safe spaces and want “trigger warnings.” Full-scale bitching about “microaggressions” and “mansplaining;” we create lists of words to be banned. Not only that, we frequently expect heads to roll or companies to be boycotted. Journalists and commentators are fired. Speakers voices are openly squelched. Corporate and political leaders are forced out. Hell, there’s practically a cottage industry of people that take offense for people who don’t take offense. We do a disservice by playing along.
Today, pronouns–pronouns–are considered offensive by many. Let that sink in for a minute. Under no circumstances, short of federal imprisonment, will I stop using them, so that means I offend someone?? Gosh, I hope I survive. No, it simply means someone takes offense. Not the same thing. Yes, it does matter.
And I’m sorry, but those folks who are always offended have a problem, and I wish them well. But their problem isn’t with me, it’s with themselves. Grow up, get therapy, meditate… whatever floats your boat.
Personal preferences do not mandate reactionary behavior. Not that we shouldn’t attempt to maintain harmony, but you don’t get to mandate my reaction to your perceived slights. A favorite quote of mine, for a variety of reasons, has been attributed to Oliver Wendell Holmes (among others): “Your liberty to swing your fist ends just where my nose begins.” I’ll paraphrase that, and make it relevant to this discussion–“Your right to be offended ends where my responsibility to change begins.”
People today say, “I’m offended” as if they are wielding some mythical sword, demanding apologies and causing all to immediately alter the alleged offense or face a run-through with the blade. We have, as a society, lost our collective ability to say “whatever,” and move on. Now, we feel like we have the power to force people to change from saying anything that we take offense to, merely because we take offense.