Showing posts with label Performance Management. Show all posts
Showing posts with label Performance Management. Show all posts

October 5, 2017

Reading Your Emails

So you know you typically get a message when you log on your computer at work that there is "no expectation of privacy."

Meaning...you're on the corporate network and so remember that you can be monitored. 

Well we all read that warning and sort of know it by heart.

But do you really think that someone is watching you.

Well be assured that they are!

Talking to one of my colleagues and friends recently and this is what happened.

He had to fire one of his senior guys. 

And I asked him why?

He said:
"Because he was dead wood."

I asked what he meant as this was a senior person in the organization that was being let go.

So he said:
"Well I read the last few days of his emails on his account and he was doing absolutely nothing!"

And I was like hmm, that's amazing that you actually go into his account and read his stuff.

Yeah, I know it's not really his employees--the guy is at work--but still it's his email account that he uses, seriously.

So it's not just some corporate spooks sitting in the bowls of the building in a darkened security operations center behind a lot of cool looking screens monitoring your accounts for suspicious activity.

It's your management too that can logon and see and read your stuff, whenever.

So this guy that was fired wasn't just dead wood, he was actually dead meat. 

"Smile you're on camera" in more ways then one.

So if you decide to write some juicy emails today or save some salacious files on "your" computer or on the network, the expectation surely is that they are being read--you can take that to your privacy bank. ;-)

(Source Photo: Andy Blumenthal)
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September 19, 2017

Customer Service NO-NOs

So if you're in customer service...

The answer is easy. 

It's always got to be YES. 

- Any less is a big No-No!

The customer's needs are paramount.

Their satisfaction is your goal. 

So your job is to figure out how to get from no to yes!

You've got to problem-solve and figure it out. 

And it's not enough to come up with any old solution.

When I said to my colleagues the other day:
"There's a solution to every problem."

Someone joked and answered back:
"It's just that the customer may not like it."

And I responded:
"Well then that's not the solution you are looking for!"

You've got to go back to the drawing board and get to a legitimate yes. 

Of course, it can difficult, especially when at times you deal with some challenging customers and problems.

But listen, this is the customer service field and in the end, the customer experience should be WOW fantastic!

It's the customer that is depending on you to come through for them and their mission. 

Doing your job isn't just a matter of reading off of some cue card or playbook. 

This is real life with real consequences. 

If you can deliver, the customer will be able to do their jobs, and they may even sing your wildest praises--wouldn't that be rewarding? 

Customer service means getting to YES from the earliest possible moment in the interaction, meaning it, and legitimately delivering on it--no other questions asked.  ;-)

(Source Photo: Andy Blumenthal)
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June 16, 2017

It Takes A Village

I wanted to share some good tidbits about effective management, collaboration, and engagement that I heard this week at a Partnership for Public Service event.

It Takes A Village - No I don't mean the book by Hillary Clinton, but rather the idea that no one person is an island and no one can do everything themselves. Rather, we need the strengths and insights that others have to offer; we need teamwork; we need each other!

2-Way Communication - Traditionally, organizations communicate from the top-down or center to the periphery (depending how you look at it).  But that doesn't build buy-in and ownership. To do that, we need to have 2-way communication, people's active participation in the process, and genuine employee engagement.

Get Out Of The Way -  We (generally) don't need to tell people how to do their jobs, but rather develop the vision for what success looks like and then get out of the way of your managers and people. "Make managers manage and let managers manage" and similarly, I would say, hold people accountable but let people work and breath!

Things Change - While it's important to have consistency, momentum, and stay the course, you also need to be agile as the facts on the ground change.  "Disregard what's not working, and embrace what is." But you must stay open to new ideas and ways of doing things.

This is our world of work--our village--and either everyone helps and gets onboard the train or they risk getting run over by it. ;-)

(Source Photo: Andy Blumenthal)
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April 28, 2017

Who's In Your Corner?

So as the saying goes...

It's not what you know, but who you know!

Relationships, connections, and networks are critical for all of us to work together and get things done. 

And sure, it's good to have some reliable people in your corner who know you and can speak good about who you are, what you represent, and what you're doing.

However, let's face it, there are some people out there that take advantage and don't just have advocates, but rather protectors, and it's a way for those who may be unqualified, unsavory, and incompetent--as individual--to sustain themselves.

Frankly, some of these people should never be in their jobs and should never be a leader over anything or anybody--but they are enabled, because of who and not what they know or are able to do. 

Whether it's the Peter Principle or bullies and those without a working moral compass or sometimes it seems even a conscience, it can be very scary at times for what suffices as leadership in many organizations. 

Yes, of course, Thank G-d for the many good, well-meaning, and hardworking folks that make getting up in the morning as well as going into the office, worthwhile.

But for those that hide behind the skirts of others, so that they can get away with things that they should never ever be getting away with...well those are not fruitful relationships being maintained, but rather caustic ones that radiate concentric circles of toxicity to organizations, people, and mission. 

People know it when they see it--because it stinks from the stench of bad apples, bullying, disengagement, lack of accountability and ultimately failure. 

We desperately need each person to perform and to band together as an A-Team. 

However, sink or swim--as individuals, each person in their own based on their conscience and contribution without a phony mask of a protectorate accomplice. ;-)

(Source Photo: Andy Blumenthal)
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January 18, 2017

What's With All The Finger-pointing

Have you ever seen someone point fingers at the next guy/gal (a classmate, neighbor, co-worker, or even family and friends)?

It's the blame game, the one-upmanship, the I'm golden and your mud way of doing business--can you really push that knife in any further?

And whatever finger your pointing, frankly it might as well be your middle finger in terms of the message you are sending. 

The old saying is that when you point fingers at others, there are three fingers pointing back at you--try it with your hand now and see what I mean.

Getting the job done--means working collaboratively and cohesively--we all contribute from our unique perspectives and skills sets. 

It's synergy where the whole is greater than the sum of the parts, rather than I think I'll take all the darn credit--hey, I really do deserve it (in my own mind anyway)! 

Really, it's not who did what to whom, but who helped whom and giving credit amply all around.

Ultimately, when we work together, we are strong, and when we point fingers at each other, it's because we are weak, and we are weakening our relationships and the organization. 

The only time to point a finger, for real, is when you are gesturing to the Heaven, where all blessings come and from whom we are all created in His image. 

Otherwise, keep your fingers to yourself unless your fixing something that's broke. ;-)

(Source Photo: Andy Blumenthal)
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January 10, 2017

Whose Throat Do You Choke

So this was an interesting term that I heard about getting people to take responsibility for their actions.

"Whose throat do I choke for this?"

Sounds a little severe, no?

I think this is partially an adverse reaction to "analysis paralysis" and "death by committee" -- where no decisions can ever get made. 

And organizations where lack of accountability runs rampant and it's more about finger pointing at each other, rather than owning up to your responsibilities, decisions, and actions.

So with dysfunctional  organizations, the pendulum swings aimlessly being no accountability and the ultimate chopping block. 

But choking off the life blood of our human capital certainly isn't conducive to innovation, exploration, and discovery or to productivity, employee morale and retention.

So when it's simple human error with our best effort and no bad intentions, how about we say a simple "Who done it this time," do a post-action, figure out the valuable lessons learned, and resolve how we do better going forward. 

No throats or heads necessary (most of time). :-)

(Source Photo: Andy Blumenthal)
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January 9, 2017

Getting Valuable Performance Feedback

So here are three simple questions to ask your boss that can help you get valuable performance feedback and advance yourself and your career:

1) What am I doing that you want me to keep doing?

2) What am I doing that you want to me quit doing?

3) What am I not doing that you'd like me to start doing? 

There you have it in a nutshell--you can partner with your boss to improve yourself and get ahead. 

Just three easy questions gets you a lot of good information. 

The hardest part is getting up the nerve to ask and then being willing to really listen to what's said. ;-)


(Source Photo: Andy Blumenthal)
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December 18, 2016

Survey The Performance

So I was in the Apple store recently and made a purchase to upgrade some technology.

Afterwards, I got an email asking:

"How was your experience with Beverly?

When I opened this my wife saw this and was like, "What the heck is that?!"

We should be surveying the work performance and not the experience with the person.

I can't imagine that super smart Apple didn't see this sort of double entendre about sweet Beverly.

All Apple needed to do was add in the word(s) at the top, shopping and/or at Apple, as in "How was your shopping experience with Beverly at Apple? (rather than burying it in the subtext later)"

But then their customer satisfaction survey maybe wouldn't get as much attention.

Sexualizing the customer experience shouldn't be part of marketing, unless maybe your purposely visiting a shady part of town for unscrupulous reasons. 

Anyway, I did respond that Beverly was a definite 5!

Thank you for the wonderful technology Apple and for the experience with Beverly--it was great! ;-)

(Source Photo: Andy Blumenthal)
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December 13, 2016

Balancing Change and Stability

So new leaders frequently want to come into town like a knight in shining armor riding speedily on their white stallions to "save the day." 

Being new and needing to prove themselves, change and quick results are the imperative.

The problem is that fast, quick wins can be mistakenly and superficially achieved while sacrificing longer-term organization success.  

We push people to hard, too fast, and without the underlying care and emotional feeding to duly support the rainbow in the sky changes being sought. 

People are human beings that need to be brought along in a unified manner and with a solid infrastructure and not plowed over for the sake of some short-term gains.

You can push for change so hard--you can crack the whip and you can demand what you want when you want--but rest-assured that you are leaving a great pile of destruction in your wake. 

Performance results are built by maintaining a sane balance between change and stability--pushing others to do more with less has to be replaced instead with getting out front yourself and pulling the organizational weight at a measured pace so that workers aren't trampled by the raw, unbridled ambition of the leadership. 

You may have a great scorecard of accomplishments, but they may be the tip of what is otherwise an iceberg of discontent and disaster beneath. 

(Source Photo: Andy Blumenthal)
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October 23, 2016

Your Score Is Your Life

Absolutely fascinating article in the Washington Post

China is working on a plan to use big data to score people on their social behavior. 

Every interaction you make in life either increments or decrements your social score. 

You social score determines how trustworthy you are. 

The social score would vacuum up data from the "courts, police, banking, tax, and employment records."

People in service professions like teacher, doctors, and business could be scored for their professionalism. 

Doing positive social actions like caring for the elderly earn you added points and doing negative social actions like DUI or running a red light subtracts points from your score. 

As the score includes more and more data feeds over time, you could eventually be scored for doing your homework, chores in the home, how you treat your wife and children, the community service you do, how hard you perform at work, how you treat people socially and on dates, whether you are fair in your business dealings and treat others well, whether you do your religious duties, and so on. 

People can get rated for just about everything they do.

And these rating get aggregated into your social score. 

The score is immediately available to everyone and so they know how good or bad you are on the scale of 1 to a 1,000.

If you think people are stressed out now, can you imagine having to worry about everything you do and how you will be rated for it and how it can affect your score and your future. 

If you have a bad score, say goodbye to opportunities for education, employment, loans, friends, and marriage prospects. 

Imagine people held hostage by others threatening to give you a bad score because they don't like you, are racist, or for blackmail. 

What about society abusing this power to get you to not only follow positive social norms, but to enforce on you certain political leanings, religious followings, or policy endorsements. 

Social scores could end up meaning the ultimate in social control. 

Personal scores can manipulate your behavior by being rewarding or punitive and rehabilitative to whatever end the scoring authorities dictate. 

Moreover, hackers or the people who control the big data machinery could destroy your life in a matter of milliseconds. 

So this is what it comes down to: You are your score!

Play along and do what you are told to do...you are the Borg and you will follow. 

Conform or you are dead by number!

Transparency is everywhere. 

Pluses and minuses every day. 

What is my score today? 

Today, I am desirable and successful, and tomorrow, I am disregarded and a loser. 

Please don't kill my score.

Please don't destroy me. 

Please, I will be socially good. 

Please, I will not resist. ;-)

(Source Graphic: Andy Blumenthal)

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September 2, 2016

Polarized = Broken!

As a country, we need to be very concerned at how ridiculously polarized things have gotten. 

It is one thing for right and left to disagree, but still practicably negotiate, compromise, and forge a united and decided path forward.

And it is quite another for the polarization to become so deep-rooted that it becomes obstructionist to our national security and progress. 

Unfortunately, we are beyond the point where large portions of the governing of this country has become fundamentally go nowhere and do nothing

Whether from immigration control to closing Gitmo, from reducing the national debt to tax reform and robust economic growth, from funding the fight against the Zika virus to developing a meaningful space exploration and colonization program, from controlling the proliferation and dangers of weapons of mass destruction to sensible policies on gun rights/control, we are deep in political gridlock. 

The result is lots of executive orders and regulations, but little significant lasting legislation, abiding decisions, or national momentum in any particular direction. 

Our red lines are erased and our finish lines are grossly undefined--we are becoming a nation aimless, adrift, and without directed and meaningful goals.  

Further, in the process of mental, emotional, and global disengagement, we have alienated our friends and embraced our foes and confused everyone in between. 

Moreover, our inconsistency and weakness has made us less safe and emboldened the resurgence and militarization of deadly adversaries like Russia, China, North Korea, Iran as well as radical Islamist terrorism

As a nation, we cannot be ruled by spectrum divisiveness between Democrats and Republicans, between races, between genders, between socio-economic classes, between religions, and between the public and the police.  

There are two critical things we need to bridge the huge divide that is engulfing us: 

One is strong leadership with the integrity that can be respected and followed by everyone on all sides of every aisle.

Two is focused commitment to our underlying values of democracy, freedom, human rights, entrepreneurship and innovation.  

When we have leadership that unites rather than divides, and we maintain our good and fundamental identity then once again, we will be able to go forward together towards peace and prosperity for not only ourselves, but ultimately the progress and good of the world. ;-)

(Source Photo: Andy Blumenthal)
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August 31, 2016

Driving Your Organization Off A Cliff

So life is generally supposed to be a series a peaks and valleys. 

There are highs, but also lows.  

No one and nothing can perform at peak all the time. 

Like the commandment to keep the Shabbat, everyone needs a rest. 

And studies have shown that getting a healthy dose of sleep, pause, and rest in life is healthy.

When we force ourselves or others to perform past their "designed" limits, then we risk a breakdown. 

Machines break and people can break. 

The risks are either explosion or implosion: some people can frighteningly "go postal" and others end up on psychiatric medication or even sick and in the hospital. 

What is key to remember is that you can push the limits of performance so far, but then no further without a healthy, recuperative rest period and down time. 

If you want to raise the bar on yourself, others, or your organization, you need to do it strategically so there is a surge forward and then a normative recovery and energy buildup again. 

As we all know, life is a marathon and not a sprint, and the journey is as important as the destination. ;-)

(Source Photo: here with attribution to Alan Levine)
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May 28, 2016

The Federal Island of Insanity

So a colleague at work was supposed to get something done. 

Well it didn't happen, and someone else got left holding the bag--not really very fair.  

Too make matters worse, the guy sort of unapologetically and clouded pops in my door and says to me, "What are we doing here?"

Taken aback and not sure what this guy is talking about, I say "Excuse me?"

He looks up into space for a moment, and turns back toward me and repeats emphatically, "I mean, like what are we e-v-e-n doing here?"

Getting more than a little frustrated at this point, I ask quizzically and with some sarcasm, "You mean on planet Earth?"

Again, turning and looking oddly away and then back my way, he says, "In this building!"

I must've been looking at him at this point like is he on drugs, and I say, "We'll there are important laws that we're fulfilling here (implicitly referring to FOIA, Records Act, Privacy Act, E.O. 13526, etc.)."

Unbelievably, he continues, now shaking his head, "Well that's what I mean...why we need that?"

Having too much work to play out whatever this toxic game was any longer, I'm like, "[if you don't believe in transparency and safeguarding/security of information,] Maybe you should write your Congressman," [smile!] and with that went back to the million and one serious work things I still had waiting for attention.

In retrospect, I can't help but think that incredibly, there are people coming to work here in D. C. that either don't know why they are there in the first place (but should know!) or don't believe in the mission or meaning of what they are doing.  

In the private sector, I certainly don't think this conversation would've even gone on as long as it did...the consequences there seeming more pronounced, abrupt, and in a definite way connected with reality. 

With more than 16 years into the Federal sector, I still can't believe a lot of what goes on--both good and hopeful, and bad and more than a little disappointing. ;-)

(Source Photo: Danielle Blumenthal)
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April 8, 2016

Help Is Coming

So I used to have a boss who said something really funny.

He used to go, "Everybody says they want to help us" and then bemoaningly he would seem to repeat that a few times. 

The next part which he didn't need to explicitly say was that "But no one does!"

It was the words, but also much the tone--yes, the walls could be caving in, the ship could be sinking, everything going up in flames, and of course, everyone is there looking on, shaking their heads pitifully, and seemingly stretching out their hand in an offer of help. 

For this boss though, the help couldn't come fast enough or with enough resources to help resolve all the issues going on at the time. 

I suppose first and foremost, we have to help ourselves. 

Secondly, there needs to be a core understanding from the beginning of what is really doable and what is simply fantasy fare. 

Third, if help is on the way--great, but it's got to be timely enough and come with enough raw horsepower to make a genuine difference. 

Finally, sometimes miracles do happen and everything works out great--the day is saved--but even then so much underlying damage has been done that you need to rebuild from the core foundations again. 

And for the next time, you'll need to ensure capabilities beyond what was ever imagined before. ;-)

(Source Photo: Andy Blumenthal)
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April 3, 2016

Not Your B*tch

Another story from a friend of a friend in the office.

A person has someone working for them who hasn't been working out all that well. 

Basically, the staff person is having challenges simply getting their job done. 

The boss asks what the problem is and if there is anything they can do to help the person be successful. 

The staff person blurts out to their boss that "Nothing is wrong--I just don't want anyone to say I'm your b*tch!"

For all the possible reasons for not doing your job this one was quite a shocking one. 

Sure people have challenges--not everyone is good at everything and it's not always a right fit, but being worried about what other people think about your doing your job...uh, not a very good excuse. 

Seems like something the boss is not going to be able to really fix...maybe a shrink. ;-)

(Source Photo: Andy Blumenthal)
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March 3, 2016

Relationships Matter Most

So if I have only learned one thing from work and office politics...it is that relationships matter to results!

And not only that they matter, but that they matter the most. 

Results are great and important; however if they come at the expense of relationships or it's a "burn the bridges" type deal--then the results are not just tainted, but perhaps will be doomed to fail anyway and all the more so. 

The way we treat others is paramount to what we do. 

G-d watches us--and He/She will judge us accordingly. 

Every interaction with others is a test for us. 

How do we speak to and act with another one of G-d's loving creations. 

Treating people well does not need to come at the expense of results--rather it is the secret sauce to getting results. 

This doesn't mean that you have to be liked or loved, but that you do the right thing and for the right reasons--great deeds come with truly best intentions. 

Integrity is not just a word--it is a life principle!

When you treat people badly--how do you think that impacts the office and the ultimate mission?

Success is people and product.

And life has a funny way about it with karma being ever present.

(Source Photo: here with attribution to PoYang) 
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February 21, 2016

Random Luck My A*s

Here's an interesting enterprise architecture themed fortune cookie. 

"Good luck is the result of good planning."

Everybody wants good fortune, but a big differentiator is whether you are willing to think through life's scenarios, pull together a solid plan (A, B, and C to be on the safe side) and put in the effort and hard work to achieve your dreams and goals.

Fortunes rise and fall likes the tides, but a solid plan (with G-d's blessings) can take you further than any ocean spans.  ;-)

(Source Photo: Andy Blumenthal)
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June 23, 2015

Team, It's Not About You

This mug on teamwork was really funny.

Teamwork (noun):
1) A group of people doing what I say.
2) Work done that I can take credit for.

Of course, this really isn't teamwork, unless you consider it the "I Team." 

Yes, this is sort of sterotypical of bad bosses:
- They take the credit for the team's work when everything goes well.
- But they pass along the blame when something goes wrong. 

Has this ever happened to you?

It reminds me of another funny saying about how greedy, narcissistic people think:

"What mine is mine, and what's yours is mine."

In other words--mine, mine, and mine, why thank you!

The best bosses are humble and giving. They make sure everyone knows what the goals are and are working efficiently to achieve them. 

The credit goes to the indivudals and team who are working their butts off, and when appropriate, the boss will take the heat to help others save face and enable them to press forward with the mission. 

I remember one of my colleagues who is a supervisor and he was called out for doing a great job. Immediately he goes, "It's my team that make me look good." And knowing this person, that wasn't just talk or a show...he was completely sincere. 

That's leadership and an impressive human being--someone to emulate!

(Source Photo: Andy Blumenthal)
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May 12, 2015

Yeah, A Pat On The Back

Ah, this doodle says it all...

Some people deserve a pat on the back--truly great job, went the extra mile, great collaboration, communication, and results. 

Others deserve A PAT ON THE BACK (or a good kick in the behind)--nasty, dirty, selfish, do little, take a lot, backstabbers.

I only know people in the first category. ;-)

(Source Doodle: Linkedin)
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May 2, 2015

You Can Always Go, Downtown!

This was fascinating to me at work this week...

I learned how people perceive who sits where and what it means to them.

They even come up with naming conventions for it.

So where (some) of the managers sit, that's called "The White House."

If you turn around and go towards the other end of the building, that's called, "downtown."

And crossing the hallway, past the elevators, that is called, "across the bridge,"

Clearly, the culture of each of these areas within the very same building can be completely different--some may be upbeat, friendly, and productive, and others not so much so or even the opposite with the folks running and screaming, "Get me outta here!"

The message...where people sit and even who sits next to whom is a big deal. 

Where you sit can indicate power, alliances, what is getting done, and at the other extreme who is on "the outs."

Like in the movie, Office Space,  when the guy with the red stapler is moved with his desk and all into the caverns of the building--basically to rot because management didn't quite like him. 

Often people who are in disfavor aren't fired, they are simply put in cherem--excommunicated--and to die a slow and painful career and emotional death. 

On the other hand, those who are the shining stars of the organization get moved to a higher floor, with a better view, possibly a corner office, and near the boss--aha, you're needed!

At work, I suggested a little enterprise architecture challenge to look at the three office areas: White House, Downtown, and Across the Bridge and to define the culture of these--what they are and also what do we want them to be for the people and how can we change to get there. 

No one should feel alienated, "less than" (as human beings), or put out to pasture (if they can be and want to be salvaged). 

The messages that are sent to people by assigning fancy titles, fatter paychecks, providing bigger and more luxuriously adorned offices is a form of performance management (reward and punishment)--but remember that those downtown or across the bridge--who may feel underutilized and not valued in the organization, may become the aggrieved marauding mobs that want to take the proverbial "kings head."

While there are differences in where people are at in their careers and where they sit, generally-speaking advancement and mobility should always be based clearly on fairness, equal opportunity, and respect and dignity for all people regardless of race, color, religion, sex, etc. No one should be sitting in the leaky basement!

Also, sometimes it really is just "the luck of the draw" where people end up--truly--where G-d provides the right opportunity, you have the right skill set, those involved have the right personalities "to click", and it's at the right time "to work out.".

What was also interesting about this to me is that one's persons White House is another person's downtown or across the bridge--it's all relative and we are all part of the carnivorous food chain. 

Just to share something personal for me at work is that one thing that I do when setting up a meeting is that I never put in the meeting notice that the location is my office, but rather, I put it down as "my space," because some people don't have offices, but rather cubes, and I don't want to make anyone feel bad. 

In the end, it's all G-d's space!  ;-) 

(Source Photo: Andy Blumenthal)
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