As we celebrate America’s Birthday, we often think of the way American businesses are innovative. Sometimes, however, we may note, how they have failed to look ahead.
     In order to maximize our potential, it is important we look into the future and anticipate and create appropriately. Although there certainly have been some significant business success, there have been some significant misses as well. A “miss” often not recognized is the one that deals with people. It is also one that can have lasting ramifications. While commodity production can be altered significantly within a comparatively short time, there are personnel problems on the horizon that will be much more difficult to manipulate.
    Many American workers feel they are being exploited. That is, they are paid poor salaries and expected to produce more. Exacerbating the problem is a belief that the money is there to pay better wages –  leadership is being paid exceptionally well. Because of the tough economic situation and extensive layoffs, workers are willing to accept these conditions. This will not go on forever. As the economy improves, if worker conditions do not improve, several personnel factors will begin to impact the business world.
    First, as businesses expand – as they eventually will –  there will be a need for more workers. That will provide new opportunities for people to make choices – find better jobs. Individuals who work for companies that take advantage of them, will have opportunity to find better situations. The resulting lack of needed skilled workers will create problems, expenses (see: Hiring - The Cost)  and lower quality for those organizations.
    Second, with greater personnel needs will come competition. Those organizations that refuse to improve wages and conditions, will find  fewer competent workers willing to accept positions. And, even if improvements are made, reputation and past practices will have an effect on the quality of the hiring pool.
    Third, many workers who have found it difficult to find employment, are changing  occupations. Many have chosen to go to school and become qualified in higher demand fields. This shift will further stress businesses as they look for qualified employees.
    Fourth, as the low-end worker pool decreases in size, there will be a tendency to continue outsourcing to countries with lower pay standards. However, as the world continues to move toward become one giant connected industry, the standards of all workers will elevate, and the cost will rise; that is already happening. That coupled with the fact that maintaining offices in foreign countries will become more expensive, will result in that avenue becoming less attractive.
    Lastly, the longer it takes American businesses to take this trend seriously, the greater problem it will create. That brings us to the foundation for Critical Cornerstones for Success.
    Critical Cornerstones For Success, systematically considers the essential components required to achieve maximum success in any endeavor–business and profession to success in the home (see:: The Wrong Bottom Line . . . Still: Critical Components.

Graduation or commencement

    This is the time of year of excitement. Having been a high school principal, I can tell you from experience that there is a lot of anticipation, difficulty in concentration, and even craziness among seniors. Stop any member of that class in the hall and they can tell you exactly how many days until graduation – that starts sometime after Christmas.
    Then, there comes a change. Particularly during the graduation ceremony – even though there are a lot of smiles and joyous sounds – there come some tears and soberness, and a realization that what they longed to leave, doesn’t look so bad; it will be something that many of them miss. No longer will they have the schedules, checks and balances, and concerned adults. In their new life, they may punch a card, but an absence will still be an absence whatever the excuse. If they go on for advanced schooling and don’t show up for class, the attendance secretary won’t call to see if everything is okay.
    These confident high school seniors begin to realize that graduation is not merely the end of something; it is the commencement – the beginning of something new.
    At graduation ceremonies, these “mighty” seniors remind me of kindergarten children; they actually have that look in their eyes. Now, some may disagree. My recommendation for those individuals, is to visit a nearby university. I have also had the opportunity to teach at that level. It is amazing how young and often unsure the new freshmen look and act. They seldom resemble those recent self-assured seniors; a transformation has happened.
    There is a message here for everyone. Regardless of the business you run, the organizations in which you’re involved, or the household in which you dwell. Commencements don’t come in twelve years, in four years, or in two years. Commencements come every day. You have never lived this day before. You have never lived tomorrow. In fact, many will not live tomorrow – some know that, and others don’t. There is no time to be disrespectful to patrons, condescending to employees, surly at parents, mad at kids, or generally hurtful to others.
    It is wise to remember the old politician’s saying (not remembered by many politicians) when you are slinging mud, you are losing ground.
    Make every new commencement – every new day – something positive, exciting, and beneficial. If that brings a groan, do an attitude adjustment. Remember, the beauty and enjoyment of life is not in a plushy casket at the end; it is in the process along the way.

[While you are pondering all of this, go visit the Book Nook, Hastings, ShopKo, Walmart, and the many other local stores, and pick up a gift for your favorite graduate – high school or college.]

Leadership sets the example

Recently, there has been a discussion on Linkedin entitled “ is it okay for a leader to bend a rule or policy?” Although the answers have come back mixed, a number have been quite supportive of the idea that it is okay for leadership to disregard rules and policies to some extent.

On the plausible and positive side there are some reasons that can make sense. For example, to lean toward the accommodation of a customer even though policy may indicate a different path. And perhaps applying common sense in a poor-policy situation sounds like an acceptable variance. But these are traps, and  there are better ways.

First, in arguments against deviation from policies by leadership, are legal issues; bending the rules is a legally dangerous choice. It opens the opportunity for successful lawsuits and grievances, as well as criticism and the loss of jobs – as in the recent Secret Service escapade.

Second, if leadership sets the example of disregard for policy, it opens the gate for everyone else in the organization. For the boss to proclaim or demonstrate that he or she can do whatever because he or she is the boss is not only poor leadership, it creates tremendous resentment within the group.

So, how does one get around  policy.

First, policy that is inappropriate, outdated, unnecessary, or just plain stupid, should be dumped. If, on the other hand, it is one in which some discretion in favor of the customer, for example, really needs to be made, change the wording. Instead of an ironclad decree, try substituting the word “recommended.” “At the discretion of” can also be a way of accepting the intelligence of the individual involved while at the same time providing a checkpoint that must be considered.

A good test is to put yourself in the subordinates position: how do you like it when your superiors disregard rules and policy, but you get called on the carpet for little infractions? One of leadership’s goals ought to be to build a team. That doesn’t happen when one individual can do whatever while the rest have to  follow the rules. In a way, to you, this boss person feels like a cheat.

The best leaders play the game fair. If it doesn’t work, fix it. Otherwise, observe it.

Building others–and you

It really doesn’t matter how old you are, how famous, or what your position, personal attention makes a difference.

If you want to get close to children, get on the floor with them. You will be amazed at how much more involved with you they become. If you are a teacher, paying attention to individual students makes a big difference in their success. As the top dog in your department, your store, or your organization, you can make significant inroads and great impact when you deal human to human.

A couple of examples on the positive side. I contacted the manager of the local WinCo food store. This is a large store with many employees. I had a question. I called the manager. Instead of someone down the line, he answered the phone. He dealt with my question openly and honestly even though part of the answer was not to my liking. He was fair, straight, and personal. When I went into the store to talk with him, he was very willing and friendly. Will I shop at that store again? Absolutely.

A superintendent of the Boise public schools was riding in an elevator. He was recognized by a district teacher. She introduced herself and told him about a program she was running in her classroom. He said he would like to see it and that he would drop by sometime. Not too long after that meeting, she was surprised to find him in her classroom, remembering her name, and sincerely interested in what she was doing. As she related the story to me, she glowed. He made a positive lasting impression: he really was interested in her, the classroom and what was going on with kids.

A couple of negative examples. I knew a local politician who routinely called and asked for my input.  He was elected governor. From then on, he did not even know me. Another politician – a representative to the congress – continually asked for input. However, when my input did not agree with his philosophy, I received no communication back. To these individuals, I became invisible, unimportant, and of little consequence. Would I vote for them? Absolutely not.

One of the best things you can do for your business or associations, even family, is to pay sincere attention to individuals. Not only will it be good for your business, situation, and them, it will benefit you. You will become a better listener and a better learner.

As always, when you are building others, you are building you.

[You can still get your free download of the new book: "The Wrong Bottom Line. . . Still: Critical Components."  Offer ends Monday, April 16. Email to rummler@appliedfocus.com]

Spring and the right wall

Stephen Covey notes that it is commendable and necessary to exert efforts to “climb the ladder” to reach our goals. However, he sagely advises us to make sure the ladder is propped against the “right” wall–our energy is exerted appropriately.

As blossoms bloom and flowers begin to spring up to the warming sun, it is a good time to look ahead and back, to make sure our “ladders” and our efforts are propped the most productive way.

Sometimes we get into a habit of operating based on what we have always done. That isn’t necessarily wrong. A lot can be positively said for maintaining an established routine, organization, or process. However, have you checked that process against your focus or proclaimed mission? Spring is a good time to take a new look.

First, what is your focus? Why does your organization exist? Hopefully, the answer is tied into a benefit or service, not to just making money. Hopefully, your legacy will be more than a beautiful casket at the end of your journey.

Second, are your objectives, goals and processes aligned as closely as possible to that focus. Is all of your hard work–your ladder to climb–leaning against the right wall? Are your efforts and energies aligned to get the maximum? Is what is done the result of careful consideration or merely a holdover from the past?

While watching those tulips struggle through the soil with colorful blooms, pause and take a few minutes – or hours – by yourself, with your team, or even in your family. Review what you are all about and determine if you are moving toward that vision.


[In a short time I will be making my new book: The Wrong Bottom Line and How to Fix It… Still: Critical Components, available.]

Force Field analysis to your advantage

In a well-established, internationally known company, there is a supervisor who is caught in a problem that a little Force Field analysis could help. Debbie, as we shall call her, is required to complete reports on a timeline set by her administrative head. However, the timelines are set so close to the end of projects that the data is not accurate.

Force Field analysis, as you may recall, involves an examination of the positive and negative factors of an endeavor. It can assist us as we review the positives and negatives of our policies, procedures, and decisions. In Debbie’s case, that is not happening.

Debbie believes that handing in inaccurate reports, regardless of the timeline, is a waste of time and a misrepresentation of information.

However, some colleagues–other supervisors–make sure their reports are provided as requested–accurate or not. This tends to make them look better, receive better evaluations, and more bonuses than Debbie.

Debbie believes the practice should change, and at the very least, ought to be examined, and the positive and negative sides be addressed.

She has talked with her administrative head regarding this concern. Nothing changed. What can she do? She has three choices: (1) turn in the reports, although inaccurate, on the timeline given; (2) continue providing accurate data, but late, receive poorer evaluations, less chance for bonasus; or (3) quit. None of these choices are good. About the only positive force in this situation, is that she has a job. She has a tough dilemma.

However, the company also has at least two problems: (1) they are frustrating and potentially losing effective employees–a problem that will become more critical as the workforce better aligns itself with the jobs available; and (2) using inaccurate data.

Traditions are great. Routines can be very helpful. Policies eliminate confusions. At least, that is one side of the story–don’t forget the other.


 

The triple–benefit approach

The last article noted that extensive research –  involving more than 17 million employees – had been done by the Gallup organization on what they called employee engagement. They estimated that not engaging employees cost US businesses some $300 billion in lost productivity.

As we all know, studies are worthless unless they result in some kind of action. Let us talk about some actions.

Previously, we suggested that leadership’s attitude had to be ready to embrace this idea – had to be willing to learn. Assuming that step has been acquired, let us move on.

Step two is the most beneficial, simplest, and most resisted. It is listening – really listening. That sounds so trite and unsophisticated that too many leaders don’t take it seriously. Add to that the number of ineffective practices used by organizations to gather information, and it explains gallop’s setting a $300 billion loss.

First, leadership at every level must be sincerely focused on the workers’ observations, opinions, and recommendations. Put aside what you think. If they believe a pole is a tree, it is a tree to them.

Second, the approach needs to be simple. Start with a simple questionnaire. Ask four questions:
    1. What do you like about the organization (business, operation, way we work, whatever) that you would like to see continued?

    2.what do you not like about the organization (etc.), that you would like to see changed?

    3. What do you like about me (could be the CEO, supervisors, etc.), and that you would like not changed?

    4. What do you not like about me (CEO, supervisors, etc.) and/or the way I operate, and that you would like to see changed?

Be sure that anonymity is protected. The ultimate goal is that eventually each individual would feel comfortable about sharing answers to these questions with you. An important note here: even if you believe there is excellent rapport and opportunity for worker input, the first time do the four questions under a system that assures anonymity. You may be surprised at the information provided.

If done correctly, this little exercise will provide: (1) succinct information that highlights the very best and the very worst – an excellent place to begin; (2) the belief, or the beginning of a belief by the worker, that his/her opinion counts; (3) greater worker support and effort.

Yes, you can think of many reasons to throw this out and continue as usual. Of course, that may be a red flag about you or the organization. Just do it.