People have often heard me say, “I’m not trying to make happy employees.”
It’s true. Now, I’m plenty happy if they are happy, but their happiness isn’t the goal. Their engagementand satisfaction are. And though similar, they aren’t the same thing.
Happiness is fleeting, determined by current situations, and frankly, it’s flaky. People get happy and or sad/angry at the snap of a finger. Sometimes for good reason, other times just because.
Engagement and job satisfaction are developed over time, and generally not subject to hormonal, societal, or mood whims. In other words, kind of like luck over skill in golf; engagement and job satisfaction are more predictable and more dependable.
So, how then, do we get there? Well, there are certainly myriad inputs, including culture, values, development, etc. But instead of looking at these bigger picture, organizational glaciers trying to move the needle, let’s focus on what we as leaders can do.
Now.
Enter: Recognition.
Studies from HBR and others, show that recognition directly and positively impacts morale, engagement and job satisfaction. I only offer that in case you’re either a slug or playing intentionally obtuse to not recognize that obviosity.
Recognition matters. And it works. And it’s almost entirely free.
I’m looking for a down-side here and having difficulty finding one.
Recognition is easy and impactful. That’s the good news. It’s also short-lived. That’s the bad news. It just means you need to do it on a regular basis. Continuous, in fact. Monthly at the very least, for you detail-types. Schedule it if you must.
Now, for some “how-to” pointers. And we’re just talking about the recognition that can occur as a normal course of daily efforts. You’ll still need to consider things like bonuses, promotions, fancy titles, and the like. This isn’t that.
These are things you can do now. Today. Right after you finish reading this article. And though there may be 100 of these things to offer, we’re going to keep things simple here (I like simple). I’ll offer just three.
Personal communications. Handwritten notes, in-person visits and/or phone calls. Zoom is so over-used in some organizations as to be impersonal, so don’t include that (unless it’s a rarity in your house).
Write a note (yes, using a pen and paper), walk down the hall or pick up the phone.
And begin these conversations or notes with “I wanted to personally thank you.” Jobs well done mostly benefit the larger organization; showing personal gratitude shows the impact their efforts had on you.
Public gratitude. Speaking of gratitude… instead of staff meeting eye-rollers like “I wanted to say good job to the Accounting team…,” use something like “I’d like to take a moment to offer a warm ‘thanks’ to Alyssa and her folks – they rocked it with last month’s closing!”
Personal leadership gratitude… it matters. Subtle difference, but a difference, nonetheless.
Send it down, bump it up! I created a video for this if you’d prefer to watch over reading (don’t worry, it’s less than 3 minutes).
This recognition technique is fast and far-reaching.
You receive an email from someone that works for you. They let you know they finished something, completed a project, or maybe achieved a particular result. Instead of simply responding with “thanks,” you send it down and bump it up!
You send it down by responding to that email with a 2-3 sentence uniquely worded “thank you” (gratitude again), copying all those on the team or contributing to that success.
Then you bump it up, by putting your boss on the cc: line (not bcc). Everyone gets to see that (a) you thanked them and (b) you also showed your boss what they did.
Then your boss, after receiving the email, must send it down with relevant gratitude, and make the decision whether to bump it up to her boss.
Rinse and repeat.
Recognition isn’t difficult, time-consuming, or costly. In fact, there’s no good reason we don’t do it all the time.
Unsolicited advice or feedback is always for the benefit of the giver, not the receiver.
Period.
Think about it. How did you react the last time someone gave you unsolicited advice or feedback – in the office or out in the big mean world – that started with “You should…” or “You need to…” or “Have you tried…” or “Did you think about…” or “If you just…” ad infinitum?
Did you immediately think “What a great idea! Why didn’t I think of that?” Or did it sting a little bit and you wished the other person would keep their opinions to themselves?
I’m in the latter category but am trying to get better at remembering the giver is only trying to help.
You see, giving the advice makes the giver feel better about themselves because they’re trying to help us (or tear us down because they’re a jerk). Either way, they feel better, and we generally feel worse.
In life, it’s usually our mothers who are full of unsolicited advice.
But at work, we’re surrounded by people who are pretty sure they could help by offering an unasked-for suggestion. Thankfully, only those at or above our level on the food chain have the gonads to speak up and give us advice or feedback they think we’ll follow.
And the funny thing is, while most people are perfectly willing and able to give unsolicited feedback at the drop of a hat, when we honestly want some feedback about self-improvement or advice on overcoming a roadblock we’ve run into, getting solicited, constructive feedback or suggestions is like pulling teeth.
Ok, it’s look in the mirror time, folks. If you identify with either the giver or receiver of unsolicited feedback, read on.
If you’re perfectly happy shooting advice from the hip and taking pot shots from your boss and coworkers (or your mother), you need a kind of help I can’t offer.
First of all, I recognize that feedback and advice (aka helpful suggestion) aren’t the same thing. One is information and the other is a recommendation. Both should be intended to be helpful, but the delivery is often so badly mangled, the receiver gets no benefit.
Look, feedback is not a four-letter word. We shouldn’t dread giving or receiving it, and there are some best practices for both that you already know. What we tend to forget is giving and receiving effective feedback are leadership skills that have to be honed and practiced intentionally.
For starters, go back and read Kevin B’s Effective Feedback in Today’s Crazy Times in February’s At C-Level. Kevin reminds us, “Feedback is [simply] information provided to another person to help him or her grow and improve.” And the feedback you’re giving has to be either requested or expected for it to be useful. Unsolicited and unexpected feedback or suggestions almost always generate negative emotions in the receiver, and when that happens, you’ve lost your audience.
“I’m only trying to help” is not a justification (or excuse) for blindsiding someone.
Helpful suggestions follow the same pattern. If the advice hasn’t been requested (effective leaders actually do ask for feedback from others), then the only way it will be received in an ‘expected’ way is if you preface what you want to say with something like: I have some ideas; would you like to hear them? If the answer is no, zip it and walk away.
And don’t think disguising your unsolicited helpful suggestions as feedback sandwiches makes them more palatable. Feedback sandwiches are an idea whose time is long past. Receivers who don’t recognize a feedback sandwich usually miss the important information in the middle and leave the conversation focused on the bread. Those who recognize the sandwich dismiss the bread as fluff and interpret the meat in the middle as criticism.
Hardly the intention of the giver.
So, let’s stop with the unsolicited advice. When we’re about to open our mouths with some “helpful” information, let’s pause to consider how the message is going to be received. Let’s remember how it feels to be the recipient of unasked-for (and usually unwanted) suggestions.
That’s a leadership skill that has to be practiced.
Disclaimer: the opinions expressed here are that of the author. Caution: some of you may agree with them.
Some of you may be offended by this. Me saying sorry you’re offended probably won’t make you feel any better.
It’s a good bet that you and I have different ideas about the goals of well-intentioned DEI efforts, how they should be measured, and the benefits they can bring an organization. And I would argue that’s a good thing; after all, that’s what diversity of thought is all about.
But we have absolutely ruined what diversity, equality, and inclusion policies were meant to bring to the workplace by the heavy-handed and ham-fisted way we’ve shoved them down people’s throats.
And we wonder why people aren’t embracing what should have already existed in the organization… as if the unreceptive employees are heretics who should be burned at the stake.
Obviously, something set me off and, as usual, it was another close encounter with a friend who’s struggling in a business turned upside down by a new CEO top-down driven DEI agenda. After the swift exodus of high-performing talent who didn’t like to be told what they had to believe, there’s yet another new CEO who’s left to hold together a business that may not survive.
Probably not the goal of the DEI-focused CEO.
Let’s dissect this DEI, shall we? It used to be diversity, equality, and inclusion and has evolved somewhat (unfortunately, in my opinion), so let’s take each part as it has to do with your BUSINESS. That’s right, a change in your business, not society.
DIVERSITY: We have always believed that when reasonably intelligent, well-intentioned people with the company’s best interests in mind have a difference of opinion and are able to have an adult conversation about it – no matter what they look like – it’s good for the company. This is the essence of diversity of thought. And for it to be part of your culture, it has to be promoted and practiced at the very senior levels of leadership.
Group-think is a virus that grows quickly in an organization and usually dooms it to failure. A group of old white men can group-think just as easily as a rainbow-colored group of men and women who are hesitant to raise their voice in dissent around the boardroom table.
Deny it and you’re lying to yourself.
If you want more physical diversity in your organization, you have to hire differently than you have in the past. Plain and simple.
Butthat doesn’t mean lowering hiring standards! No, you need to expand your recruiting pool, create programs (internships) that attract talent, and invest in programs that develop the kind of future talent you’re looking for to lead your company in the coming years.
That’s what we should have been doing all along.
How about EQUALITY? Equal compensation for equal value to the company? Equal opportunity to advance in the organization for qualified individuals? Of course it should be that way! It should have always been that way. The best way to make sure that happens is to have a system of checks and balances to review both; you probably have perfectly capable people to do that already. I added that last bit because you don’t have to hire a slew of self-proclaimed DEI “experts” to do the job. Just don’t leave it in the hands of a single individual or you invite (and encourage) bias and favoritism into the process.
EQUALITY does not mean EQUITY! Equity has come to mean giving a few smaller pieces of the pie so others get more. And I don’t even mean everyone gets an equal share of the pie… that’s called socialism.
I once explained the concept to my socially liberal daughter by using her grades in school. As a straight A student, I suggested she give a letter grade to those who weren’t passing so that, while she would still be above average, the other students could pass and be promoted to the next level. Not surprisingly, she protested the proposal.
Some cry “that’s not fair!” You want fair? It comes once a year with cotton candy and fun rides. Equality is fair; equity is not. As leaders, we have to understand the difference.
INCLUSION. Merriam-Webster does a fine job of defining it for me: “the act or practice of including and accommodating people who have historically been excluded (as because of their race, gender, sexuality, or ability).” It’s the opposite of exclusion. I’m good with the definition because we (the we who these programs are meant to help) have historically been exclusive – discriminatory, if you will – in hiring, paying, and promoting practices.
But give me a break, WE have been doing bad things to each other since the advent of the human condition. Mostly out of ignorance, pride, and jealousy (think Cain and Abel).
Here’s why inclusion gets a bad rap, with an apology to Lewis Carroll:
“When I use a word,” Humpty Dumpty said in rather a scornful tone, “it means just what I choose it to mean — neither more nor less.”
“The question is,” said Alice, “whether you can make words mean so many different things.”
“The question is,” said Humpty Dumpty, “which is to be master — that’s all.”
The military ensured I worked with a number of people I didn’t particularly care for over the years, mostly for their work ethic, and I’ve been in the EEO crosshairs for it more than once.
Naturally, I didn’t hang out with those outside work.
The fact is, regardless of anyone’s beliefs, if someone wasn’t pulling their weight around the office, I didn’t like it and might not have expressed my opinion in the most mature fashion. Sue me; I’m human.
That both behaviors were tolerated is a leadership issue, but that’s the subject of other articles.
So, for you leaders out there, here’s how to promote inclusion in the workplace:
Hire talented people.
Don’t tolerate discrimination, harassment, or offensive behavior. What you tolerate, you endorse.
Don’t put someone who’s easily offended in the role of enforcing behavior problem.
If someone’s behavior is unacceptable, don’t let them continue to work for you.
See, you can change behavior if the individual (or group) is willing to change, but you can’t change a person’s beliefs by force. No one – no one – has ever changed their beliefs through argument or intimidation. You can brow beat someone with a stick of another color all you want, but it’s not going to change their mind.
I’ll end my rant with this: if leaders are going to change culture in regard to DEI, they’re going to have to lead from the top and by example. They’re going to have to communicate to those they lead why a change is important to the survival of the company and why the efforts are the right thing to do.”
If they don’t, hiring all the DEI specialists in the world aren’t going to fix their leadership problems.
Effectively managing performance today is a bear. It’s tough. And can feel thankless… sometimes even pointless.
It’s also one of the most important things we do as senior managers – setting, and managing to, performance expectations.
Why, then, do we anguish about it so?
The problem, of course, is we frequently confuse performance reviews with performance management. We make the appraisal process so onerous that no one wants to do anything but the appraisals… forgetting, of course, why we do those troublesome things in the first place.
It’s because we don’t take ownership of the process. It’s not the form we use, the rating scale identified, nor the percentage of pay increase associated with various rankings. It’s that we just don’t see the process as significant in our pursuit for business success.
It is, however, as necessary as breathing for an organization’s success, so let’s stop complicating it unnecessarily. It’s actually pretty damned simple.
In that vein, I’m not going to offer some academic treatise BS here; I’m just going to share what I believe are the components of applying successful performance management. Here goes:
There are three key components to this stuff: Communication—Feedback–Assessment.
Communications are the foundation. Negotiating, then setting, clear expectations is where it all starts. Frequent follow-up conversations are essential, as is some method of tracking so all can keep an eye on progress. Your regularly scheduled 1:1 conversations are a big part here.
You are having regularly scheduled (weekly preferable, no less than monthly) 1:1 discussions, aren’t you?
Feedback is essential for calibration. This includes briefs and debriefs of events, like key meetings, project completions, necessary interactions, obvious conflicts, etc. This event feedback is some of the most valuable fodder for learning – don’t miss out.
I had a board chair once tell me his role was to simply “tap the rudders” behind the ship. This is what feedback does. It allows for target assessment, recognition of successes and opportunities, and allows us to use “tracer rounds” to focus our efforts.
Assessment occurs as an amalgam of expectations, tracking and feedback, Here we determine “good,” or “needs improvement;” “on target,” or “3 inches to the left;” “success” or “do-over.” It must be clear that assessments use clear expectations as the yardstick, and that well-intentioned failures are a path to success, not a clear shot to termination.
But Kevin, what about our corporate Performance Review form? Where does that fit in? Well, frankly, it doesn’t. At least it doesn’t need to. All that form should be used for is to memorialize the ongoing communication—feedback—assessment that occurred throughout the year (quarter, month, whatever).
Nothing new. No surprises.
Realize that the goal here is not a form… it’s managing/improving performance. Oh, yeah… we sometimes get so lost in the process, that we forget the real purpose. To manage and improve performance.
Let’s not lose sight of that objective.
And as presented in a recent AMA on “Should Performance Reviews be used for Layoffs?” – No, that performance review should not be the sole determinant for a layoff, nor should they be “shifted” in focus or substance at the end of a review period.
Performance management is essential for growth, improvement, and success. Performance reviews are a repository; a memorialization of ongoing performance management. Know the difference.
Performance matters. We all know this intuitively, yet we wrestle with the best way to manage that performance in our workplace. Own the process, decide that it’s about success, not perfection, and schedule the conversations.
Feedback’s not getting easier, just a damned sight more essential.
Tom Peters once described a really unique method of communicating at a client company… he said they talked to each other. Now this was some years ago, so talking may have morphed into various forms today (email, text, etc.), but the concept is still true—personal communications is a necessity and will be crucial for leadership success in the future.
This is where you slap your head, à la Homer Simpson, with a resounding D’oh!
Our biggest challenge with feedback is usually the definition: it doesn’t mean “talking to someone,” and it certainly doesn’t mean “telling someone what you think.” Both of those may to the untrained observer, look like feedback. Neither actually is.
And it’s not simple criticism, either. See my AMA video for a discussion on this.
Let’s cut to the chase:
Feedback is information provided to another person to help him or her grow and improve.
Do I need to repeat that?? If you aren’t trying to help someone grow and/or improve, it isn’t feedback. It may be something else (and likely not something good), but feedback?
No.
Feedback neither requested nor expected is for the sender, not the receiver. Telling me that I’m fat and ugly (a bald-faced lie, by the way) does nothing to help me improve, which should be the cornerstone of any feedback effort.
And saying “well, it’s true” is no defense. Too many people wield the “truth” like some invisible sword and shield. It’s not. And in feedback, it must be balanced with the overarching need to help. So, how do we do that?
Make it personal. Feedback needs to be directed to someone specifically to be relevant. All-hands communications are so frequently ignored, they’ve lost all effectiveness for real feedback. Though face-to-face is best, video works well also, as can telephone or emails, or even text (decidedly least effective) directed to a specific individual, with specifics on the feedback topic.
And never forget; we need to communicate in a manner that can be best received by the other person. Decide in advance whether you’re trying to win, or to change behavior. Your communications—style, method, frequency—will then drive how you execute that feedback.
Be timely. Note, I didn’t say immediate. If you are so fired up right now because someone made such an egregious error that you would like to strangle them, “timely” means waiting until you can give feedback in a way that can be best received by that same person (see above). Preferably sans strangulation.
Being timely also means delivering feedback when its relevance can be understood and acted upon if necessary. This usually (barring the notable “strangulation exception” mentioned earlier) means as soon as practical to the event, behavior, or action driving the feedback subject.
Feedback must be two-way. Here’s the formula: The more we share relevant parts of ourselves—what we like, don’t like, expect, demand—the more others understand and trust us. The more they trust us, the more they share, and the more we share together, the higher the overall level of trust between us.
Trust is the very currency of leadership; we simply cannot succeed without it This is one of the few things that will not change in future years. What may evolve, however, is the manner in which trust is created, built, and fostered.
We must accept—insist on—regular feedback from those we lead. Find a way that works; you can always start with getting good at providing feedback yourself, and consistently asking for same. Some may still be hesitant, and you’ll need some help. 360s are a great tool for this. My Start-Stop-Continue worksheet can sometimes lower the resistance.
Feedback—helpful, relevant, and regular—will be essential to building trust today, tomorrow and beyond, and trust is essential to leadership. Without trust, there can be no discretionary effort; without discretionary effort, we only get what we pay for. Is that really what we want?
Educating executives, managers, supervisors and other leaders remains a major concern for companies eager to keep their organizations afloat or even thriving in a challenging economic environment. Frankly, the limiting factor for most organizations continues to be leadership.
Leader development is not a new concept. It continues, however, to be practiced in ways that – at best – do little to develop successful leaders and – at worst – damage functional relationships by allowing learning to exist in silos and independent “vacuums.”
The problem is not content. Adequate topical content is a dime-a-dozen and represents time-tested applications and concepts that have not changed much in a couple of millennia. Any of several firms create and publish reasonably valid content.
The principal challenge around effective development is relevancy. The content mentioned above is generic and must be made relevant for a specific functional or hierarchical group, within a specific organization. Then, when properly facilitated, we can at least hope to successfully develop a group of leaders.
The biggest issue, though, in effectively developing a group, team, gaggle, or flock of leaders is making sure they all learn the same things, the same way, and in the same context. Further, they should be able to test relevant applications and concepts together, for best learning and application.
Enter Team-Based Leader Development.
Now, I’m not speaking of team-building, per se, nor am I talking about campfires, challenge/ropes courses, falling-backward trust exercises, or other hardly-effective methods of development.
Those have value in team-bonding, but not real team development. And no, bonding and development are not the same things… in fact, it’s not actually a team just because you call it a team. See our article on The First rule of the Leadership Team.
I’m simply talking about developing a team or group of leaders at the same time, together. At our firm, we see more and more organizations wanting – needing – content specific for their groups; you just can’t get there when sending people out to some public session or seminar trying to be all things to all people.
You need your leaders developed together, learning applications and concepts relevant to your organization. By using team-based leader development, all leaders of a particular level or function learn these things at the same time, in the same room, using each other as learning tools.
The advantages of this approach should be obvious, and include demonstrated successes in:
Improving communication flow within the team and out to the organization. This can occur naturally, and in a less stressful, facilitated environment. Conversations like this…
…benefit the organization, by providing calm discussions among leaders of similar hierarchical or functional levels, about just about anything important occurring in the organization today, and
…benefit the specific leaders involved, as they not only are discussing new learnings and applications, but they now have the opportunity to discuss things not normally discussed.
For example, without a safer venue, how many mid or senior-level managers would ask a peer “Hey, John, what’s the best way for me to resolve a conflict in my department?” Or “Say, Susan, I’m having some issues in driving empowerment to my hourly employees – any suggestions?”
I’m guessing those conversations/questions, in the midst of our brutally hectic workdays, would be damned rare.
Fostering mutual accountability for behaviors and results. One of the biggest advantages in having all these leaders in one location discussing the same things is that accountabilities can become institutionalized. It’s one thing to make a casual mention in the hallway; another thing altogether to commit to a group today, then speak with them a month or so later about your progress.
Also, this close-in work environment creates team ground rules that foster cohesion; if we agree in a group that behind-the-back caucusing is not something we’ll do, then having those back-stabbing conversations later just doesn’t feel right. Further, open communications in a facilitated setting inevitably translate to more open conversations in the open workplace.
Faster assimilation, shared accountabilities, and increased understanding. This is the financial “why?” answered. Homogeneous participants learn faster, and the learning is more relevant. Therefore, an organization’s return on those development dollars is quicker, and the skills are more appropriate for the organization’s needs.
Understanding is accelerated; participants can discuss/explain with each other on various points and concepts, making sure that the meaning is the same for all, and that more realize how they can actually be used for leader success.
Participants in team-based development are able to identify their primary strengths quicker, and better understand how building on those contributes to higher levels of personal satisfaction and team success.
In short, all win. And the organization is better for it, all the time.
