Showing posts with label employee engagement. Show all posts
Showing posts with label employee engagement. Show all posts

August 8, 2019

Who's In Charge Here?

This was a funny photo...

Sign around the ape says:
Laugh now, but one day, we'll be in charge

I guess you never know who will be in charge. 
  • Be nice to everyone. 
  • Never burn bridges.

All of life is a circle--and everything and everybody goes around and around.  ;-)

(Credit Photo: Andy Blumenthal)
Share/Save/Bookmark

April 12, 2018

Leave The Bad Bosses Behind

So an executive colleague reminded me of something about bad bosses:
People don't leave jobs, they leave [bad] bosses.
It's very interesting and so often true. 

Of course, people leave for all sorts of reasons, but one of the most important aspects of job satisfaction for employees is their boss!

When you have a good boss--someone with integrity, good communications, trustworthy, fair, and who empowers, develops, and supports you then that goes a very long way towards positive employee engagement and retention. 

However, when the boss is a bad apple and usually everyone knows it, then there is often a mass exit out the organizational door. 

Occasionally, the organizational culture is bad too, and that attracts those bad bosses, promotes their bad behavior, and keeps their bad butts in the corner office seats--this situation is even worse because bad culture and people are mutually reinforcing. 

For the good people out there, leave the bad bosses behind and never look back. ;-)

(Source Photo: Andy Blumenthal)
Share/Save/Bookmark

September 28, 2017

No Smokestacks Here

So I heard something good about human capital that I wanted to share:

It goes like this:
"There are no smokestacks here, only people!"

We can't treat "human capital" in our organizations the way we treat industrial/capital assets in our factories. 

The industrial revolution--along with the sweatshops and smokestacks--have been overtaken by the service and information age.

G-d has blessed us with an abundance of wonderful material things that can now be largely produced by automation and robotization--letting us focus more than ever on developing our people, nurturing their ideas, and realizing their innovations. 

In our organizations, the human assembly line has given way to thinkers and innovators.

Sure, we have to build things and sustain ourselves, but the people behind the things are what counts and not just the things themselves. 

We've grown from heartless slave labor and sweatshops to emotionally intelligent, compassionate, and thriving humans beings in the workspace--or so we strive for it to be. ;-)

(Source Photo: Andy Blumenthal)
Share/Save/Bookmark

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)
Share/Save/Bookmark

April 9, 2017

Third-World Office

So hooray for paper towels. 

A good workspace is definitely conducive to productivity and morale. 

That means cleanliness, open collaborative spaces, quiet work areas/offices, ample supplies, and obviously good technology. 

I've been in world-class institutions in terms of their mission, but that were third-world in terms of their work conditions. 

In one place, the bathroom toilets kept getting clogged with paper towels, so they got rid of them altogether, which forced the employees to use toilet seat covers for hand towels--yes, believe it!

Of course, at least we had running water, but there was also often flooding in the cubicle areas and the windows were nailed shut--high-tech security, not. 

In another place, in the private sector, I remember a new CFO coming in and being so cheap that he actually got rid of the milk and creamer from people's coffee. 

Talking about pennywise and dollar foolish. 

Don't these institutions get that the way you treat people impacts the way they respond to their work.

How can we be the Superpower of the planet and can't provide decent, normal work conditions to our workers. 

It goes without saying that treating people with respect, dignity, and value should be happening all the time, but doesn't.

We're not even talking six-figure bonuses and stock options either--just treat people like human beings and not indentured slaves or cattle. 

Wake up America--you're people are worth working plumbing, paper towels, and some milk and creamer for their coffees and really a heck of a lot more than that. ;-)

(Source Photo: Andy Blumenthal)
Share/Save/Bookmark

March 18, 2017

The Greatest Failure of Leadership

So perhaps the most damaging trait of failed leadership is hubris.


When a leaders exhibits arrogance--bullies and degrades others, especially underlings--then that absolutely destroys the moral fiber of and the employee engagement in the organization.


No, it's not the salary and benefits, or recognition, or position title, or even the grandness of the mission of the organization itself--although they are all important--but rather, the key ingredient to employee satisfaction is the common sense fundamental of how we treat our people.


People rising or elevated in the organization frequently forget the humble beginnings from whence they and their families likely began.


They see their honor and fat pay check and power--and they start to perhaps think of themselves as (close to) G-d Almighty, Him/Herself.


But it is not their position that makes them in the image of G-d, but how they care for and treat others.


If they shepherd their flocks meekly and with empathy and kindness to all then they emulate G-d, the creator and sustainer.


But when it goes to their heads and they become fat and haughty with themselves and are above everyone and care not for the basic dignity and respect of each individual in their steward then G-d sees and G-d hears the cry of the oppressed, and the mighty will surely fall and hard.


As it says in Isaiah 13:11:

I will punish the world for its evil, the wicked for their sins. I will put an end to the arrogance of the haughty and will humble the pride of the ruthless.


Those who are blessed by G-d with position, money, and power--their challenge is to be gracious and giving with it. 


When they "laud it" over others and when they think that they are truly "all that"--rest assured that G-d does not let any tree grow or tower (of Babel) build into the Heavens themselves. 


Empathy, kindness, graciousness, and generosity--that is true leadership--and that is when employee engagement, satisfaction, and productivity will bear the mark of the meek and the truly great person and leader. ;-)


(Source Photo: Andy Blumenthal)
Share/Save/Bookmark

January 1, 2017

2017 Year Of The Customer

So here's a resolution for all of us for 2017...

How about this year be the year of the customer!

- Where we care more about doing a good job for someone than we do about what time we get off from work.

- Where we talk to and treat customers with respect, dignity, and ultimately to solve their needs, rather than it escalating to a yelling match and oh, did I accidentally hang up the phone on you?

- Where we make the customer feel good about dealing with us and our organization, rather than wanting to beg for a supervisor or cyanide please!

- Where the customer isn't lied to, manipulated, and taken advantage of just so someone can make another quick buck!

- Where the quality and value is #1 and it's not just a shinny veneer on a car that accelerates on it's own and with fake emissions test results or smartphone batteries that light up on fire and explode

- Where we don't cross-sell and up-sell customers, like phony bank accounts or other things they don't want, need, and never asked for just to make our sales quotas, and accrue the fine bonuses and stock options that go with them. 

- Where we don't oversell the capability of a product, like fraudulent blood testing devices and medical results, and instead deliver what's really doable and as promised. 

- Where there's no error in the charge to the customer or it's in the customer's favor, rather than always an overcharge in the seller's favor, and the price from the beginning is fair and reasonable and not hiked up 400% like on critical medicine that people's lives depend on. 

- Where items arrive on time and work the first time, rather than having delays, making excuses, and causing endless customer returns of defective items or those that didn't fit, look, or work as advertised. 

- Where the customer is happy to come back to and where they feel trust in the people, products, and services offered--not another Home Shopping Network or QVC shoddy experience of "It slices, it dices...the only tears you'll shed are tears of joy!"

- Where we solve genuine customer needs or problems and not just "build it and they will come."

- Where rather than a pure what's in it for me (WIIFM) mentality, we suspend our self-interest and greed for the moment and we do for others, because it's not just a job and we actually have a work ethic and care about what we do. 

- Where we delight! and wow!, rather than disengage and disappoint, and we put the customer first, and like first responders, we run to help and not run away. 

(Source Photo: Andy Blumenthal)
Share/Save/Bookmark

January 19, 2014

Gaming to Get More Bricks and Mortar

Farhad Manjoo has an interesting piece in the Wall Street Journal on the gamification of the workplace. 

In office gamification, employees are treated like gamers--they are measured, given points, and recognized/rewarded for meeting objectives as if you are playing an arcade game or Angry Birds. 

The problem is that this is really nothing new and also not very motivating to the workforce. 

Already in the Bible the Egyptians oppressed the Israelites by giving them ever crushing quotas for gathering straw and building the great pyramids.

And if they didn't measure up, the Bible tells us that, "They made their lives bitter with harsh labor...the Egyptians worked them ruthlessly."(Deut. 1:14)

You see while measuring performance is a good and important part to managing and maturing processes and the workforce, tracking people in real life with plus ups for every good thing and minuses for every mistake or failure treats this whole thing as one big game, but it's not.

A mature adult workforce doesn't need points and bonus time for doing their jobs, and shouldn't be made to fear losing their jobs for not meeting their daily numbers.

Even Manjoo admits that he dreads working in a work environment where everything is measured and monitored to the nth-degree.

He says that even in a field like Journalism, he feels undue pressure to produce and that "every time I write a story that doesn't make the paper's most-popular list, I consider it a tiny failure. If I do that too many times in a row, I begin to wonder if I should look for a new line of work."

Now perhaps, many of you are saying, that if you can't perform at expectations, maybe you should be looking for another job, but the point is that performance measurement should be humane--working toward the long-term benefit of the company and the development of the employees--and not one miss and it's "Game Over!"

Gamification software, like Badgeville, that gives points for everything from creating a sales lead to responding to a lead and converting a lead to sales opportunities is nothing short of childish micromanagement.

Employees shouldn't treated like children working for points and prizes and titles like "Super Converter" or "Super Dealer" (like in the demo video), but rather should be treated as professionals, who work for the mission and based on an ethos of excellence, where they are committed to doing their best for the organization, and the organization is committed to developing them and making them a ever better and satisfied workforce--not making them feel like they are coming to a surveillance, tracking, and fear-inspired workplace. 

Can gamification have a place in creating some healthy workplace competition and fun? Sure, but when it's masquerading as a serious tool to engineer people to do their jobs and have a meaningful career, then someone in the C-suite has been playing Farmville a little too long. 

My father used to tell me, "You catch more flies with honey than you do with vinegar," and employees will be far more motivated if they know you are working with them as a team to "get to the next level" rather than infantilizing and prodding them with ridiculous amounts of workplace surveillance to force them to collect more straw and build more pyramids. ;-)

(Source Photo: Andy Blumenthal)
Share/Save/Bookmark

October 23, 2010

Beyond The Stick

Over a number of years, I’ve seen different management strategies for engaging employees. At their essence, they typically amount to nothing more than the proverbial “carrot and stick" approach: Do what you’re supposed to do and you get rewarded, and don’t do what your superiors want and you get punished.

Recently, the greater demands on organizational outputs and outcomes by shareholders and other stakeholders in a highly competitive global environment and souring economy has put added pressure on management that has resulted in

the rewards drying up and the stick being more widely and liberally used.

Numerous management strategists have picked up on this trend:

For example, in the book, No Fear Management: Rebuilding Trust, Performance, and Commitment in the New American Workplace, Chambers and Craft argue that abusive management styles destroy company morale and profitability and should be replaced by empowerment, communication, training, recognition, and reward.

In another book, Driving Fear Out of the Workplace: Creating the High Trust, High Performance Organization, Ryan and Oestreich confront how “fear permeates today’s organizations” and is creating a pandemic of mistrust that undermines employee motivation and commitment.

I can’t help but reflect that the whole concept of managing employees by the carrot and stick approach is an immature and infantile approach that mimics how we “manage” children in pre-school who for example, get an extra snack for cleaning up their toys or get a demerit for pulling on little Suzy’s hair.

As leaders, I believe we can and must do better in maturing our engagement styles with our people.

Regular people coming to work to support themselves and their families and contribute to their organizations and society don’t need to be “scared straight.” They need to be led and inspired!

Monday’s don’t have to be blue and TGIF doesn’t have to be the mantra week after week.

People are naturally full of energy and innovation and productivity. And I believe that they want to be busy and contribute. In fact, this is one of life’s greatest joys!

Leaders can change the organizational culture and put an end to management by fear. They can elevate good over evil, win the hearts and minds of their people, and put organizations back on track to winning performance.


Share/Save/Bookmark

May 9, 2010

Who Are Your High Potential Employees?

It is easy to confuse high performing employees with high potential employees (HIPOs), but they are not the same.

An article in Harvard Business Review called “How to Keep Your Top Talent” (May 2010) states that “only about 30% of today’s high performers are, in fact, high potentials. The remaining 70% may have what it takes to win now, but lack some critical component for future success.”

According to HBR, the litmus tests for discerning which high performers are also your high potential employees, are as follows:

1) Ability—High performers need to have the ability to not only do what they are doing now, but to take it to the next level to be high potentials.

2) Engagement—High performers must have “commitment to the organization to be prudent bets for long-term success.”

3) Aspiration—High performers who aspire to more senior-level roles and “choose to make the sacrifices required to attain and perform those high-level jobs” are aligned for future success.

These three traits together help to pinpoint the genuine HIPOs—those who have the ability, the engagement, and the aspiration for probable future success.

Of course, having these traits does not guarantee success, since leadership development is tested “under conditions of real stress.”

Many organizations test their HIPOs by identifying risky and challenging positions—developmental opportunities—and putting their rising starts in these positions to see who can meet the challenge.

These stretch positions are what I would call “the moment of truth” when people either sink or swim.

In some extremely competitive organizations, employee failure (contained of course in terms of organizational damage) is just as much valued as their success—because it weeds out the true stars from the runner-ups.

This can be taken to an extreme, where even strong performers are managed out of the organization simply because they didn’t win the next round.

However, rather than weeding people out and treating employees as gladiators—where one wins and another loses—organizations are better served by helping all their employees succeed—each according to their potential.

So instead of an “up or out” mentality, the organization can value each high performing employee for what they bring to the table.

Too often we only value the highest achievers among us and we forget that everyone has an important role to play.

While organizations need to differentiate their high potential employees—those who can really do more—to meet succession-planning goals—organizations will also benefit by nurturing the potential of all their high performing employees and taking them as far as they can go too.


Share/Save/Bookmark

March 2, 2008

Types of Followers and Enterprise Architecture

A leader directs or guides and is in charge or commands others. Almost by definition, a leader must have followers. An enterprise architect leader influences and guides decision-making and direction of the enterprise business and IT planning and governance.

Harvard Business Review, December 2007, reports “there is no leader without at least one follower” and “increasingly, followers think of themselves as free agents, not as dependent underlings.

HBR provides an interesting typology of followers based on their engagement—there are five types:

  1. Isolates—“completely detached…scarcely aware of what’s going on around them. Moreover, they do not care about their leaders, know anything about them or respond to them in any obvious way. Their alienation…by knowing and doing nothing...[they] support the status quo…[they] can drag down their groups or organizations.”
  2. Bystanders—“observe but do not participate. These free riders deliberately stand aside and disengage, both from their leaders and from their groups or organizations. They may go along passively when its’ in their self-interest to do so, but they are not internally motivated to engage in an active way.”
  3. Participants—“are engaged in some way. Regardless of whether these followers clearly support their leaders and organizations or clearly oppose them, they care enough to invest some of what they have (time or money, for example) to try and make an impact.”
  4. Activists—“feel strongly one way or another about their leaders and organizations, and they act accordingly. These followers are eager, energetic, and engaged. They are heavily invested in people and process, so they work hard either on behalf of their leaders or to undermine and even unseat them.
  5. Diehards—“are prepared to go down for their cause-whether it’s an individual, an idea, or both. These followers may be deeply devoted to their leaders, or they may be strongly motivated to oust their leaders by any means necessary…they are willing, by definition, to endanger their own health and welfare in the service of their cause.”

Some lessons for leaders:

  • Follower engagement--“Followers who do something are nearly always preferred to followers who do nothing.”
  • Leadership support--“Good followers will actively support a leader who is good (effective and ethical) and will actively oppose a leader who is bad (ineffective and unethical.”
  • Organizational contribution—“Bad followers will do nothing whatsoever to contribute to the group or organization.”
  • Power and influence--“Followers act in their own self-interests, just as leaders do. And while they lack authority, at least in comparison with their superiors, followers do not lack power and influence.”

From a User-centric EA perspective, it is helpful to focus not only on leadership qualities, skills, and their development, but also on the types of followers and on their engagement, support, contribution, and power.

To lead an enterprise--establishing a target architecture, transition plan, and governance--the chief architect, must be able to develop a high energy, synergistic, A+ team of individuals that care, can perform, and are engaged and committed to drive effective change and organizational excellence.


Share/Save/Bookmark

October 11, 2007

Engaging Employees Hearts and Minds and Enterprise Architecture

The Wall Street Journal, 1 October 2007 reports that “employers should—and increasingly do—care about creating a great workplace.”

Companies are realizing the “the human beings who execute the goals of business are more than just cogs in a wheel.” Companies are now showing they do care more about their workers, through:

  • Best workplace lists—vying for venerated positions on best-workplace lists
  • Luring recruits—“pledging their devotion to work-family balance” and other employee-friendly benefits
  • Employee engagement—boasting about their level of worker-commitment, which manifests itself in low employee turnover; or employees volunteering to make an extra effort on the job

In the traditional rigid, controlling workplace, workers’ needs are left unmet; over time, this “erodes concentration, commitment, and creativity.” Good workplace policies “enable employees to manage their large lives, freeing them to apply more brainpower to complex information-age jobs.”

What’s more, organizations are finding that creating a great workplace for employees actually pays off in dollars (i.e. it “actually causes an increase in a company’s overall financial performance.”)

The New York Conference Board found in a study last year “clear and mounting evidence that employee engagement is strongly correlated to ‘productivity, profit, and revenue growth.’”

User-centric EA is driven to mission execution and meeting end user needs (including employee satisfaction). This is why I have been a long-time proponent for adding a human capital reference model and perspective to the Federal Enterprise Architecture. Balancing these two approaches (mission and employee) creates the synergy that organizations need for long-term success. There is a motto that I often use that expresses this right on—“mission first, people always!”


Share/Save/Bookmark