The Enlightened Manager

Employee Turnover as a Ticking Time Bomb - Can You Diffuse It?

Every situation has pros and cons, and that goes for economic cycles as well.  One of the big "pros" of a recession is that you tend to see a sharp downturn in voluntary turnover.  An employee who is a bit frustrated with their job isn't likely to go searching when they know they are lucky to have a job to begin with. 

In short - dissatisfied workers are a bit like a time bomb - ready to go off as soon as jobs become plentiful again.

So what are you doing to retain your best and brightest?

Organizationally, this is a great time to put together some employee satisfaction surveys and see what issues are frustrating your workforce.

As individual managers, this is a great time to begin talking to your staff about their career goals, and how they can plan for a satisfying future at the company.

If you've been doing these things all along - that is great.  If not, light a fire under yourself.  It won't be too long before the recruiters start calling again, and you don't want your best people to jump ship when you need them most.

Just something to think about!

The Dynamics of the All Female Office

OK - I know I'm heading into dangerous territory this week.  Whenever you make generalizations about a group, you risk ticking people off.   It may not be politically correct, but I'd like to talk about the problems that can arise when you are working in an office that is full of women.

Standard disclaimer here - no two groups are the same, and I'm not implying that all female working groups have these issues. But I have observed personally (and through the stories of my clients) that there are certain patterns that tend to arise when a working group is exclusively female.  So let's look at them here:

1) Triangulation-  In plain speech, this means talking behind someone's back.  I don't like how Miranda handled that call, so I'm going to go tell the boss (or a friend) about it, but not talk to Miranda directly.  In bad situations, people call this "back stabbing."

2) Gossip -  Sharing personal information about your coworkers, either in a malicious fashion or without their consent.  Often times gossip is masked as concern, when the real reason is less polite.  For example: "Wow, Suzie had a margarita with lunch and I'm worried about her driving home!"

You can see how gossip can be tricky.  If it's true that Suzie's coworker was worried about her this might be an appropriate statement, but what if she wasn't worried; what if she just wanted to get a reaction?

3) Public Displays of Emotion -  I'd never say that we should be emotionless at work, but in an all female office, you are more likely to see open weeping than in a mixed office. 

4) Cliques - Who is in the "in crowd" this week?  Who has been banished to the "out crowd"?  I've seen this happen with adult women working in an office setting.

If you work in an all female office, and you experience these problems, what can you do?  Here are some tips:

1) Stay focused on your job - what you are there to do.
2) Don't engage in socializing.  Be polite, but socializing becomes a vehicle for these bad behaviors.
3) Don't speak about people who are not present.  (Don't Triangulate)
4) Don't accept "confidential gossip."  If people know you don't want to keep secrets, they won't whisper garbage in your ear.
5) Don't feed the beast.  If someone is trying to "get a reaction" out of you to feed their need for attention, simply don't respond.  Or respond briefly and return to your work.

I hope this post is helpful, and not too offensive.  Not all offices with women are this way, but it's happened often enough that I wanted to bring it up. 

By the way, I do hear that "all male workplaces" have their own unique set of dynamics, but I haven't experienced them, and as such I can't speak to it.  Perhaps the trick is to have diverse groups with men and women present.  It's not that these things won't occur in mixed groups, but the frequency seems to be less.

Any tips/comments on this topic?  Share with us below.

Tips for Building Trust

Good Morning Everyone,

Fall has arrived, the mornings are cool, but Seattle is still experiencing unusual weather.  It's been over 80 degrees in the afternoons, and it has hardly rained at all.  I don't know about you, but I am looking forward to autumn leaves, pumpkins, and even that steady hum of rain against the windowpanes.

I've been wrapping up summer with a group of speaking engagements, and I wanted to share some of that with you.  I recently did a workshop on "Management Coaching Skills for HR Professionals" for the South King County HR Association.  What a fun group!  I've spoken there twice, and there is something welcoming and relaxed about them.

One of the topics we covered was Trust.  Specifically, I asked the question "What makes trust possible between Managers and HR?"  Here are some of the smart suggestions that group came up with.

1) Be accountable.  - They must know you will do what you say you will.
2) Be consistent. - Again, they should know what to expect.
3) Get to know each other as people. - Build a relationship, invest the time to know your managers.
4) Know your Stuff.  -  Be ready to help, offer suggestions, and know what you are talking about.
5) Listen. - Get the whole story, don't jump to conclusions, give the benefit of the doubt.
6) Be available. -  Be there for them, even if it means getting calls after hours.
7) Have Good Values. - Be honest, humble, and caring.

Good stuff huh?  I think we can all build trust by practicing these habits.  That is what I'll be thinking about today!

PS: As a part of the "Coaching Skills" workshop, participants got a free packet of coaching tools and practice exercises to build better coaching skills.  If you know a group or team that would be interested in that workshop, I'd be happy to talk to them.

The Employer as Parent - and Other Thoughts

What is your employer to you?  What kind of power do you have in the relationship?  What do you expect in exchange for your labor?  These are questions with political implications.

I've been watching the debate about Unions in Congress, and it's got me curious about how people view the employment relationship.  Here are some common views:

Employer as "benevolent parent" - My company will take me in, provide me with a career and stable pay, and try to keep me happy.  My company is responsible for these things, in exchange for my labor and loyalty.

Employer as "investment" - I choose a company that gives me the best "return" on my investment of time and effort.  I look for the best pay, benefits, and opportunities.  Companies look for the best talent.  When either of us gets dissatisfied and we can't work it out, we dissolve the relationship and look for another.

Employer as "overlord."- Companies are out to suck as much from you as they can, and the pay is never worth it.  Overtime is time that is "stolen" from the employee.  The employment relationship is a battle between the evil corporation and the underappreciated employees.

So how do you view your employment relationship?  I've been in the "employer as investment" category for all of my career.  That isn't to say that I haven't felt loyalty to a company and it's mission, but I've built a career based upon finding the best opportunities to learn skills, make a difference, and earn money.   I've never expected my company to "take care of me."

It probably comes down to expectations.  If your employer views you as an investment, but you want them to be a parent, you'll be unhappy.  The same is the true in reverse.

Does your philosophy match that of your company?  If so, I imagine that makes it easier to fit in and be happy where you work.

Just some thoughts for the day.

Policies, Rules, and Mandates: Communicating the Non-Negotiables at Work

I had a fun and an interesting morning.   I was giving a talk on Change Management to a group of project leads, trainers, and managers in the Utility Industry, when I got a great question from one of the participants.

We were talking about the idea of giving people time to cope with change, and the example was about a new dress code.  I suggested that rather than "dropping" the new dress code on staff and telling them it is effective immediately, a better strategy would be to give it out in advance, ask people to think it over, and then come back to talk about it in a few days.

The question I got was this:  "If we ask people to think it over, isn't that the same as saying it's negotiable?  What if it's not negotiable?"

It's a great question because it sheds light on our assumption that people are not supposed to "think" when a mandate comes down.  The idea seems to be "Some things are up for discussion, and some things are not."  While it is true that we may have mandates from time to time, why wouldn't we want our teams to think about them? 

Let's follow the example.  You've handed out a new dress code.  You've asked them to think about it.  What are the possible outcomes?

1. They think it over and agree with it.
2. They think it over and don't agree with it.
3. They think it over and have questions.
4. They don't bother thinking it over.

All of these are constructive.  Even if someone doesn't agree, it opens up an opportunity to talk about it.  And it's appropriate to talk about the things we don't agree with, even if they are not likely to change.  In such a case, the manager could:

1) Listen and empathize, but confirm that the rule is a firm one.
2) Try to address the concern by sharing an alternative view of the situation. "It may seem unfair, but look at it this way...."
3) If the concern is valid, share it up the management chain.

In any case, I am a big fan of thinking.  We should always ask our teams to think about what they are being asked to do, even when they are non-negotiable.  Otherwise, we end up treating our people like a "pair of hands" instead of a fully functioning human with an attached brain.

Managers should try and set an environment where is OK to express disagreement with the rules.  Talk about those disagreements.  Learn from them.  Even when a rule is a rule, the conversation itself demonstrates your respect for each other.

Other thoughts on this?

The Subtle Facilitator: Effective Leadership Out of the Spotlight

Hi Everyone.  Sorry that my posts have been a bit sparse the last few weeks, life has been nuts.  You know how you wait for things to happen then they all come at you in a rush?  Well, we've accepted an offer on our house, I've been busy with clients, trying to wrap up the final pieces of my new website (coming very soon), I'm teaching two university classes, and I've got two speaking engagements this week.  All good stuff, just a bit too much of it at once!  Life should get more manageable after the next few weeks.  Meanwhile, thanks for bearing with me.

Of course the plus side of all this craziness is that it gives me plenty to write about.  Today I wanted to share some observations I've made about facilitating without taking up too much air in the room.

Back when I took an improv class last year, I learned a few tips that help you speak with confidence and impact in the front of the room.  Plant your feet firmly on the ground, and feel connected to the ground.  Stand tall and speak, feeling the words come all the way from the soles of your feet.  This can help you appear and feel more confident.

But what happens when the facilitator is "too present?" in a room. What happens when the spotlight stays on you, instead of the people in the room and the topic at hand? It does happen once in a while. Here are some tips for lowering your presence as a facilitator:

1) It makes sense for a facilitator to be front and center during certain points of the meeting.  When you are convening the group, giving instructions, etc.  But during the majority of the meeting, you want participants to engage with the material and each other, not you as a "meeting leader."

2) One way to de-emphasize your presence is to change your position in the room.  If you are standing, and your group is sitting, you can step back a bit, lower your position by sitting, or move quietly out of the "presenter" position in front of the room.  The trick is to use your body position to de-emphasize your presence without jumping up and down like a demented jack in the box. 

3) The simplest way to break the "speak to the front of the room" dynamic is to get people up and moving around.  I like to mix things up by putting some of the topics around the room on flipcharts, and getting people to interact with them by walking around, speaking informally, and making notes.

4) Your phrasing will also make a difference.  Rather than asking a question of one individual, outline the task or activity, then ask the questions of the whole group.  "Let's talk about ..." is a way to kick this off.  Or you can do a "round robin" to get each person's view before opening it to the full group.

5) When the group "goes off the rails" topic wise, don't put the smack down.  Don't take control by saying "this is off topic."  Instead, share what you observe and let the group decide.

"I'm noticing that we're talking about how to fix the problem.  That's important, but it is not what we are trying to accomplish in this meeting.  Would it be OK to switch back to the agenda, or do you want to continue with the new conversation?"

Great facilitation is about helping people have conversations that matter, and come to their own conclusions.  That happens best when the focus is on the group, not you. I hope these tips help you create that dynamic.

E-Learning Tools: Blessing or Curse?

Adult education isn't what it once was. Our teams are often geographically distant from each other, classroom time is harder than ever to come by, and college students are often working full time jobs, raising families; our demands are higher than ever.

And so we take those demands, cross them with the new online tools, and voila! We take online college classes and replace company training with webcasts.

When trainers say "online tools don't provide the same quality results as face to face interaction" I find myself both sympathetic and skeptical.  I know that I wonder about the differences between "virtual" training and live training, but I can't say I've seen any compelling studies that distinguish between the results of each.

Yet as a trainer and professor who has taught in both online and live formats, I have made some observations about the pros and cons of e-learning.

Advantages of E-Learning:

Convenient for learners - In that the learning can take place at a time and location that works for the individual.
Consistency of the message.  A webcast or other online training can be viewed thousands of times, and the message will be more consistent than with a variety of live trainers.
Potential for Lower Costs.  Once a program is developed, it can often be re-used.
Interactive Tools - Smart E-Learning tools incorporate "knowledge checks" or interactive components - encouraging reflection and learning.

Disadvantages of E-Learning:

No/Low Impact on Group Dynamics:  In a live class, it's possible to both increase knowledge *and* gain agreement to shift group norms. I'm skeptical that E-Learning can impact group dynamics the way live interaction can.
Limited Learning Styles- Visual and Auditory learners will do well, Kinesthetic learners will not.  We miss out on body language, live practice, and the feedback of interacting face to face with our peers.
Limited Creativity - In a live class, some of the most profound learning is spontaneous. A student reacts to the material, and a great conversation is sparked.  This kind of generative learning is rare in a world of chatrooms and online message boards.
Lack of Group Cohesion - This is less damaging in a college environment than in a corporate one.  In a live class, a group can build relationships while learning together.  That kind of relationship building is less common with virtual tools.

So what do we make of all this?  As a very smart trainer I know told me "These tools are here to stay.  It's now our job to make them better - instead of complaining about their limitations."  I know that's what I'm thinking about.

What ideas do you have for increasing the effectiveness of E-Learning? Or will you remain firmly in favor of live education whenever possible?

Self-Promotion @ Work: Strategies for Nice People

The difference between those who climb the organizational ladder and those who don't can sometimes come down to a series of opportunities.  You might be the best manager in the company, but if you're never selected for advancement, reaching your career goals may be impossible.

Finding the Right Moment

Advancement opportunities usually spring up around an event: someone leaving the company, a reorganization, the creation of a new team/product/service, etc.

Being Visible

Great opportunities usually go to someone who seems like the obvious choice.  Someone who has the right skills, who has been "groomed" for the role, and who has a history of asking for growth opportunities.  Often - great opportunities usually go to people who are strong self-promoters.

The trick is to position yourself well before those great advancement opportunities arise.  Here are some self-promotion tips to get you started.

Strategies for Self-Promotion

1. Share your enthusiasm for the work.  - Talk with your leaders and peers about what you are working on, and why it excites you.  Speak about your personal interest, but also the contributions you hope you are making to others.  When you say "I am awesome." you might sound arrogant, but when you say "I'm so excited to see the difference this will make" you are a champion.

2. Share your Knowledge -  If you are a project manager, offer to mentor or help other project managers.  Share your lessons learned.  You'll make a difference for them, and a side benefit is that you'll be seen as a leader.

3. Volunteer for Important but Difficult Work - Important Opportunities often masquerade as a pile of difficult work no one will touch.  When you see a challenge that will enable you to come into contact with more of your leadership team, increase your breadth of experience, or make a mark on the organization, raise your hand.

4. Share your Goals - I'm always surprised by how few people go to their leaders and say "I want to do.."  or "I want to become a..."  I've always found that sharing a lofty goal and expressing your willingness to work hard to achieve that goal is a great way to win allies. 

5. Celebrate Team Successes - To "toot your own horn" - focus on team achievements. Tell your leadership how proud you are of your team for the great work.  If they talk about your role in the success, simply thank them and remind them that it wasn't a solo effort.  Be humble, and give credit where it's due. 

See? Self promotion doesn't have to be about arrogance or putting others down.  These strategies will help you "get seen" in a positive way, leaving your humility and grace intact.

Any other ideas? I'd love to hear them.

Financial Incentives - Do they Motivate?

I was forwarded this video by a friend.  It's a fascinating look into when money changes behavior, and when it doesn't.