This is always an interesting and pertinent topic to me, as the beginning stages – creation, if you will – of leadership development efforts are where success/failure is determined. Implementation is simple, as is (generally) curriculum development.
“How” and “Why,” then, are easy; the tough part is “What?” I’ve got leaders, I’ve got the resources to apply, what skills, then, do we “develop?” My take:
It’s not the economy, stupid. Yes, current events and environments matter, to some degree. But don’t let a full development plan be overly influenced by current, uncontrollable events, or fads created by some renegade consultant or academic hawking a new book.
The only things that matter are those that directly and specifically impact your organization.
Don’t ask, don’t tell. Don’t ask potential participants “what do you think you need?” They don’t know, from an organizational perspective. Speak to and interview those leaders’ boss if you want to know what behaviors work. Those folks feel the pain of under-developed leaders.
Discover what behaviors they wish their subordinates had, and why it would make a difference.
A major hospital system client had “challenges” within their senior team. Recent acquisitions and expansions left them with the “old” guard and the “new,” and determining – and supporting – what was really important to that group took multiple conversations with stakeholders above and beyond those directly affected. We can be too close to the forest…
Line ’em up! This is crucial: make sure that any leadership development efforts align closely with business goals and objectives. If we missed some last year, what behaviors caused us to do so? If we have big, honkin’ goals for the future, what skills and behavior will our leaders need to reach them?
These are the things that matter.
And don’t forget – any effort like this requires some metrics in place to determine success. Before and after snapshots can help show “change,” as well as available business measurements.
Leadership development is crucial, though not necessarily difficult. Stay focused on what matters, avoid hype and fluff, and showcase the results. Everyone wins…
What can we learn from leaders during disaster response efforts??
A few years ago, Houston, Galveston, and surrounding areas were hit head-on with a Category 2 hurricane; the surge and size of the storm more closely rivaled a Category 4. It was a big deal. Damage estimates exceeded $10B, and that’s excluding the impact across the Midwest as Ike continued its trek northward. I mention Ike only since I was “there,” in the thick of it.
So, without worrying one whit about the politics of this crap, what can we learn by demonstrated leadership during times like these? Three things…
If you’re in charge, be in charge. No, that’s not a “duh!” comment. It means realizing that the buck stops with you. People are expecting leadership… Lead! People are expecting decision-making… Decide!
Even during a storm — weather or business — leadership must be purposeful and well-thought, allowing for proper perspective. But delaying simply from panic is a failure in leadership. Leadership is not for the faint of heart; if you’re not prepared to stick your neck out, you can’t be in front. Step aside and allow someone else to rise to the occasion.
Lead now, panic later. When storms come along, it’s natural to worry. Maybe even be really concerned and a little scared. The emotions themselves are ok, as long as we realize they have no place in observable behavior.
People don’t need their leaders to panic; they’re doing fine with that on their own. We need leaders to be solid, confident, and maybe even a little bit stoic. People must be able to easily discern “who’s in charge,” and the most obvious way to do that is to act the part.
Calm begets calm; panic begets panic. Be the example of calm.
Nobody wins the blame game. While the storm is “in session,” there’s no reason — and no need — to worry about who is or could be responsible for anything that may or may not have occurred. Let’s first make sure we make it past today — this storm — before worrying about whose neck we’re going to string up.
There’ll be plenty of time after the storm has passed to determine how to prevent similar mistakes from being made. Plenty of time to throw rocks, then duck and cover ourselves, since one or more may be lobbed in our direction.
Right now, pay attention to challenges at hand. Stay focused and purposeful.
Storms come and go. We all face hurricanes — business or weather — from time to time. It is not a matter of if, it’s a matter of when. How we react as leaders when the debris starts flying will define how others see us, even in times of calm.
A favorite phrase of mine: “Leading by example is not a decision. As a leader, you have no choice but to be an example. Now, whether a positive or negative example… that’s the choice.”
This is never more true than in times of storms and hurricanes.
Okay we’ve all heard the little idioms, like “perception is reality to those who perceive,” or even just “perception is reality.” My personal favorite is “my perception is my reality.”
What the hell does all that mean? Well for you, leaders, it means that how people perceive your leadership is infinitely more important than what you intend for your leadership to be. It means that what you say means little, compared to the actions that you take (or words that you write).
This isn’t rocket science, right? Goodness knows we’ve heard all this before, that our actions are more important that our words. But do we really get it? In my experiences, the answer is no. And here are some examples: (more…)
Onboarding matters more than any other activity for speed-to-productivity and employee retention.
Onboarding employees today has taken on a new significance. No longer just “new employee orientation,” It can set the stage for long-term success, engagement and employee retention.
A recent SHRM report stated that Onboarding has four distinct levels, called the Four C’s: Compliance, Clarification, Culture, and Connection. The problem is the order—that model needs to be stood on its head, in exactly the reverse order.
Connection comes first. First employment days are wasted with forms and compliance… stop that! Spend that first day—the entire day—connecting with the newbie in a fun, meaningful way,
Make onboarding fun!
that lends value to the new employee first, the organization a distant second. Create an environment that someone wants to be a part of… demonstrate values today that will be reinforced tomorrow. Early connections are lasting connections. Later connections are just that—late.
Culture. Speaking of values… Included in that non-compliance first day, and possibly many more, is the weaving of culture norms and organizational values in demonstrable form, so that words and actions are immediately congruent, and new employees don’t have to wonder what things like “we value innovation” really mean.
Clarification starts assimilating that new employee into the organization and their specific role. Here we help these new folks understand their place in the company, their contributed value, and their significance in the long term for doing the job they were hired to do. It also reinforces their career direction and potential path—something critical for newer employees today.
Compliance events only occur after we have produced distinct connections, shown demonstrable culture and values, and provide some real job and career clarification. Compliance is an organization-only need, and as such brings up the rear in establishing long-term value to an employee. It’s important, but only to us. The employee doesn’t need it to realize his or her value. It must be done, but minimize its significance and distraction.
Onboarding today is the real deal. This is a challenge that can allow Human Resource professionals to play an absolute critical role in the long-term success of new talent. But you’ve gotta do it right, and focus on what’s important for the talent first.
I have a client where we just implemented a rigorous onboarding effort, that includes recruitment, orientation, and also the first several weeks of after-orientation employment. It’s already had a positive effect on retention and engagement, and both of those translate into significant organizational results.
It just seems to permeate everything we do today. And not, necessarily, in a good way. “We the people” have seemingly become unable to have common conversations about so many issues.
Leaders… Don’t fall for it. This communication impasse, this idiotic inability to have constructive dialogue, this desire to be “right” about all things partisan that will forever be based in opinion (no matter how strongly you believe), cannot become part of who you are. Not in your professional leadership role. (more…)
Here’s my issue — attitude, morale, thoughts… none really matter in our workplaces.
Sure, we’d love for everyone to have our version of a good attitude. Yes, I can certainly support “good” morale (whatever the heck that is), and of course, I’d prefer everyone thought like me.
None of these, however, really matter. What matters, of course, is observable behavior. It’s the only thing we can really see, act on, and manage to.
Tell someone they have a “bad attitude.” What happens? They close up and get defensive. “No, I don’t,” is the typical reply. Now where are we? No closer to where we want to be, only now the employee is defensive.
Focus on observable behavior.
“John, every time I say ‘Good Morning’ to you, you tell me to go to hell.” Now THAT’S observable.
“Pat, I’ve noticed you never delegate work to Jamar over there. Why?” Observable also.
Get to the substance — to the part where we can take action to manage, correct, and/or modify.
Stay focused on things we can see, touch and feel… otherwise, your attitude may be showing.
