by D. Kevin Berchelmann | Aug 12, 2015 | Brazen Leader, Executive Improvement, Human Resources, Miscellaneous Business Topics
I was recently asked that question by a client. Now, in all fairness, I didn’t actually say it was a stupid question.
But it is. Of course they work.
The premise of the question is the problem. Of course Balanced Scorecards “work.” They display a particular set of organization-specific metrics to use within the context of coaching and performance management/improvement. They don’t do–nor are they supposed to do–any more than that.
Therein lies the problem, and the basis for my “stupid” comment. Too many think that scorecards, incentive plans, spiffs, et al, should actually DO something. Like somehow substitute for leadership. Like motivate so a leader doesn’t have to. Like provide the impetus for discretionary effort and productivity without any leadership heavy-lifting.
Balanced Scorecards work just fine. Incentives (if done properly) work just fine.
When you watch baseball, what do you expect the scorecard to do? Make hits? Score runs? Catch balls? It’s a scorecard–it tracks your score.
When you play golf, what do you expect the scorecard to do? Hit drives? Make putts? Whistle at the cart girl? It’s a scorecard–it tracks your score.
If related leadership would just remove their heads from their collective butts, maybe the added benefit of those scorecards could be realized. Brazen Leaders don’t have their heads up their butts. That’s practically a definition.
But then, I’m just a consultant.
by Kevin Ross, Managing Consultant | Aug 5, 2015 | Executive Improvement
Leaders have got to get better at delegating.
Intentional leadership takes time, and there are already plenty of demands on the 24 hours we have. Our jobs certainly aren’t getting easier, and I’m betting that most of your day isn’t consumed by core leadership tasks like motivating, developing, mentoring and guiding others toward the implementation of a vision.
So, how much of your job as a leader should you delegate? I would argue almost none of it, since leading more effectively will bring the most benefit to both your people and your organization. (more…)
by Triangle Performance Staff | Aug 5, 2015 | Executive Improvement
If you’re not coaching your employees who is? Chances are it won’t be your best performer! Not coaching your employees is akin to a football coach choosing to watch the scoreboard as his primary strategy for winning the game. Unfortunately, that is what many managers do, they use the scoreboard to tell them there are problems (or successes), rather than being in the game itself.
In all of my years “coaching” managers and executives I have heard every excuse in the world for NOT coaching employees. The excuses run the gamut of “not having enough time” to “it won’t do any good.” The message I want to leave you with today is that coaching matters and to help make sure you understand coaching for what it is and how it occurs. (more…)
by D. Kevin Berchelmann | Jul 19, 2015 | Brazen Leader, Executive Improvement, Human Resources, Kevin Berchelmann, Miscellaneous Business Topics, Organizational Effectiveness
Leadership is authentic. You can’t fake it, folks.
So, I recently attended my niece’s wedding in San Antonio. Since we frequently travel there to spend time on the Riverwalk, I thought this a wonderful opportunity to evaluate a new hotel for future stays.
Enter The Hotel Contessa.
Lots of staff, all looking like they were in the right places. Classy decor, reasonably upscale. All-suites, and the one we had — a “King” suite — was quite nice.
For all appearances, this was the real deal.
The Hotel Contessa, however, suffered from a problem. In Texas, we have this phrase (ok, in Texas we have a lot of ‘phrases,’ but I’m just using one):
All hat and no cattle.
Looked good, had all the appearances of the “real deal;” I’ll even go as far as to say that, for the price, it wasn’t a complete disaster. They simply failed to execute. In every way, when given the opportunity to have delivery (service) match their appearance, they failed miserably. Time and time again.
Realize that there were many, many instances over the 2+ days we were there. I’m only sharing a few here for examples.
They promised my sister that the wedding party could check in PRIOR to their absurdly late 4:PM check-in time. When pressed, they stated that “someone made a mistake — we cannot promise anyone an early check-in.” This ridiculous travesty went on for 30 minutes, until finally they just gave in and gave them the rooms. That’s right… they had the rooms available for early check-in; they simply wanted my sister to know that they couldn’t promise anything!
No less than a half-dozen staffers opening the doors and welcoming people; my sister, hands full with wedding “stuff,” slips and falls on the steps. They watch, but do not move a muscle. My sister collects herself, and moves toward the door. Courteously opening the door, the nearest bellman says, “be careful, the steps can be slippery.”
Ya think??
When I checked in, I needed the front desk to break a $20 bill. The guy (Tommy) says, “I’m sorry, I can’t make change.” WHAT? “Yes,” he says, “I don’t have access to cash. Perhaps you can go over there and ask a bellman.” I needed the change FOR the bellman, and had no intention of walking anywhere to get it. I exclaimed how surely some people still actually use cash, and perhaps he should find a manager.
Manager comes over, takes my $20 bill, opens a cash drawer and makes change. Complete with “have a nice day!”
Sunday morning, we’re running late (I have a wife, remember?), so I call the operator to get a late check out. I say, “I’ll need a late check-out, say, until 12:30.” Guy says, sorry, 12:00 is best he can do. I respond, “whatever, but I’ll be here until 12:30.” He asks me to hold… a manager comes on the line, repeats my request to me, taps a few computer keys, and says, “There you are, sir. All set!”
No execution. No one, save a few poorly positioned managers, seemed capable of making even rudimentary customer service decisions.
Did I even mention the part about the newlyweds reaching their room around midnight, to discover they had twin double beds?? Don’t get me started again…
Great looking hotel, lots of dinero spent on staff, money leaking out like a drain because of the real, obvious, lack of leadership authenticity.
All hat and no cattle.
Now, no, this isn’t turning into a travel review site (I give the Contessa one of four stars); I merely wanted to demonstrate how leadership must be applied — it must be authentic — to make a difference. Otherwise, it’s just an act.
And not a very good one.
by D. Kevin Berchelmann | Jun 17, 2015 | Brazen Leader, Executive Improvement, Uncategorized
A recent HBR blog post mentioned the results from a recent Gallup survey: Less than one-third of Americans are engaged in their jobs in any given year.
This is a great topic. Many leaders get wrapped up around money, which is never, ever, a
long-term motivator or anything but a short-term, artificial boost to engagement. Engagement—real employee ownership– requires
leadership, thoughtfulness, and a demonstrated compassion for employees; we
must sincerely care as much about their well-being as we do our own.
Misguided leaders believe that motivation and engagement is
about dollars–that if you have sufficient, budgeted dollars, you can
motivate effectively; if you’re cash-poor, then suddenly you are
de-motivating…making a disengaged workforce “not my fault.”
Absolute malarkey. BS. Balderdash. Pure unadulterated bunk.
Here’s 3 things within your grasp today that can drive
employee engagement: Communications, Involvement, & Recognition.
- Communications.Make sure performance and objectives
expectations are realistic and equally aligned. Be honest and open with data
and information; allow your staff to determine what “enough”
information is, before you arbitrarily decide. Provide a good, forthright look
at the “big picture.” Eliminate unnecessary blaming, and be
transparent.
- Involvement. Here, you’ll determine what your staffs’ key
motivators really are. Not just parties, but provide opportunities for real,
substantial input. Force decision-making down to more appropriate levels.
Increase ownership and buy-in through inclusion in both front-end planning and
progress efforts. Eliminate unnecessary hierarchy.
- Recognition. I’m not talking here about “employee of
the month/quarter/millennium.” I am speaking about making sure your
management attention is appropriate for someone’s performance level–don’t
micromanage a key performer just to satisfy your control-freak tendencies.
Provide developmental/learning opportunities within the work and project
itself–allow employees to grow through “doing.”
Engagement isn’t about the money. It’s about effective
leaders stepping up to lead, and taking personal accountability for that
leadership. Money can certainly provide an incentive for behavior changes and
specific performance, but you can’t buy the real engagement that provides
impetus for employee acceptance of personal accountability–the responsibility
to do “whatever is necessary.” That comes from skilled leadership,
not the ATM.
by D. Kevin Berchelmann | Jun 3, 2015 | Executive Improvement
Leadership Presence—when being trumps doing
Kevin Berchelmann
You walk into a room full of business people. Your eyes scan quickly. In short order, you spy the person in charge. No name tags, no place cards, no thought balloons over their heads saying “Grand Poobah.”
You just know. Like Justice Potter Stewart opined on pornography, “I know it when I see it.” (more…)
