Tough Times...Can Lead to a Positive Response

On Friday, we shuttered another grocery store...well, we sold it actually. This was the best option for a store that was, regrettably, underperforming. Every time we have to do this--and we've done it more than I want--I am taken back to my own traumatic layoff and subsequent period of unemployment. (OK, it wasn't terribly traumatic during the actual notification, but the extended period out-of-work certainly took its toll.) And I can't help think about a couple of close friends who are still looking for employment after being laid off. One even joined the military, leaving his wife and 3 kids for months on end, to secure stable opportunity. As I think about the life changes our company has unwittingly imposed on these people, I pray they're able to land on their feet and I hope they realize this is no picnic for us.

In fact, even the corporate office is in turmoil--as a pending consolidation of entities most likely will preclude pending layoffs within our own office. So, amongst all these bad news bodings, I recently reviewed a topic I studied while in a Coaching Seminar with a former employer, "Appreciative Inquiry." It provided a spark as it focuses on asking [ourselves] "What are we doing right?" instead of "What problems do we need to address?"

The premise of Appreciative Inquiry is that if we focus on what we do well, we may be able to gain more traction in mobilizing change than if we continue dwelling on the challenges...kind of a "Focus on your strenghts" approach. Though I've certainly not exhausted a study of the topic, the initial support is somewhat compelling. The argument, or theory, why this approach is for efficable is 1) it's something you're ALREADY doing--hence it should be easier to continue doing it and do it more/better 2) it generates positive energy and support by exploiting success instead of failure, allowing people to do things that they know will bring results 3) focusing enough on the "what's right" will eventually crowd out (or in the least, clearly identify) the areas of weakness.

A great example, and one relevant to our business, is customer service. Instead of focusing on the minority (hopefully) of customers who experience poor service, we could focus on the 90-something% that had a great experience. What worked? Why were they impressed? How did we 'Wow' them? It does ring true that it is a lot easier and more positive to identify the things that went right than training our staff "Don't do this. Don't do this." It also seems innate that when you start giving examples of what's working, it's easier to extrapolate and do more of the same kind of stuff without being told. On the contrary, think about sexual harassment training. It seems like our focus is often to try and capture everything that is inappropriate.

Anyway, I don't suggest it's the end-all-be-all, but for a change of perspective, it's been refreshing to think about. Seems to work with kids too. Tell me what you think.

The Four Pillars

So last week I presented training to 8 schoolteachers and staff—my first official training as a public educator. While a little intimidating, I found my groove quickly and delivered (hopefully) a useful and enlightening presentation. What made it manageable was the fact the true principles are true principles no matter where they’re applied. Essentially, I adapted the Four Pillars of Successful Executives/Leaders to become the “Four Pillars of an Excellent Teacher.”

Without further adieu, the Four Pillars:

1. Self Acumen
- Self-Awareness
- Seek/Receive Feedback
- Control
- Ability to ‘read’ people
- Politeness

2. Person Acumen
- Personal Skills
- Empathy
- Read People

3. Subject Acumen—“Know Your Stuff
- State Standards
- Current topical knowledge
- Have a [visible] passion about XYZ
- Although you should have planned lessons, be able to talk extemporaneously.

4. Classroom Acumen (Organizational)
- Establish Vision
- Structured curriculum/lesson plans
- Know the school culture & expectations
- Classroom Management

It should be obvious that I’ve tailored this for the educational arena, but it’s also apparent how the concepts could easily be transferred to any area where leadership and influence is inherently necessary.

One other idea that I addressed that has always been definitive for me is the idea of being personal. Despite all the worldly mantras about business not being personal, I feel that its impossible to avoid being personal and what truly defines the character of a person is how they consider personal effects in EVERYTHING, not just in matters that relate to them, their family, or those they know well.

To cite a not-very-credible-but-relevant supporting source, Meg Ryan as Kathleen Kelly on You’ve Got Mail says, “ And what's so wrong with being personal, anyway? …whatever else anything is, it ought to begin by being personal.”

I welcome comments. Feel free to disagree, offer insight, or just tell me what you think.

What is the RIGHT thing to do?

I was thinking about a former colleague of mine... whenever we had a difficult decision to make or a challenging dilemma, he would wisely, but discretely chime in with, "What is the right thing to do?" It resonates with me, because I would hope that sums up my approach to Human Resources and business in general. I know such a question does not always have a singular, nor especially an easy answer, but it certainly serves to cause one to reflect on taking care of the most important asset, your people. Unfortunately, the 'right' thing to do may not always be the "best for the bottom line" or favorable for the reputation of the involved person/department/company. Nonetheless, its always the decision that allows you to sleep at night, to be at peace with our Maker, to look your spouse/child/friend/self in the eye and feel a clear conscience... and, in my opinion, it is always the decision that wins you the best effort from employees.

Speaking of right, another quote that has always hung on the wall in my office is, "If you start right, it is easier to go right." Ingraining patterns of correct behavior, appropriate decision-making, and good relations will set a trend that usually only gains momentum over time. I've learned, (in many cases, the hard way) that setting the highest expectations up front leads to a higher overall level of performance. Now if I could just accomplish that as a father!

Anyway, those are my thoughts at present. Too right mate.

Good HR Blogs

Here are a couple of blogs to check out:
Evil HR Lady - Funny at times, quite insightful still.
Chief Happiness Officer - Not very technical. Entertaining and a valuable perspective in my opinion.
Bob Sutton, Work Matters - I've seen it referenced a few times. Haven't read it yet. (Hope I'm making a good reccomendation.)
HR Capitalist - Good stuff.

Oh, and of course mine. Happy reading.

Potential vs.Skill

I found this article yesterday. Though it is a couple of years old, I think it is very relevant. I like the continuum concept and would hope that whatever philosophy an organization takes, they at least make a conscious intentional decision regarding it. (Also, the comments, though few, make a couple good points as well.)

Communication Communication Communication

You know the old adage about the 3-fold secret to running a successful business is 1) Location 2) Location 3) Location?? Well, let me put a spin on that. Time and time again in my experience, it seems the key to successfully influencing...or "transforming" a culture, workforce, process, etc WITHIN an organization is communication, Communication, COMMUNICATION! During one internship with Ford Motor Company, I ran across an HBR article by none other than good old Kotter himself who estimated that executives under-communicated to a power of 10 in major change initiatives! Even though they often felt they were communicating until they were blue in the face, what trickled down or what was received on the front line was only a fraction of what was needed. So often, in failed change attempts and even in relationships, doesn't it come down to "We just didn't REALLY communicate (e.g. understand each other) enough."

So, what is this post about? Well, first: unless you're just speaking to your very bright co-worker who usually gets things the first go-round (we know who we are), it's best to overcommunicate... at least relative to what is natural and what you think is sufficient. Overcompensate with a flood of communication and make sure the people in your organization have every opportunity to receive your message. That being said, here's number two. This is HOW you should communicate. (Compliments of your humble blogger.)

The Communication Map
Each quadrant is labeled with either 'how' or 'what' should be communicated (especially when its communication coming from the top of the org). Each quadrant in the matrix highlights characteristics or the type or the extent of communication -- each adjective identifies one end of the spectrum. For example, if communicating the new vision, it should be both believable (credible) and compelling. Clearly explain the realities -- both inside the company and outside. Honest communication is critical, meaning it has to be accurate AND adequate. We've all probably known someone to give us an "honest" explanation that was well short of sufficient information to entice us to jump in with both feet. Finally, being "open" is a no-brainer, but making the communication comprehensive and reaching all levels is only half as effective as also making all feel included in the information and decision-making. It should be sincere and promote feedback.

I like to think of this model being used as a radar map with each aspect measured and plotted on an axis. The more surface area your footprint, the better you are at communicating. In summary, once your organization realizes the need for effective communication, perhaps this will be an effective tool for HOW to do it well.

HRM Continuum

A few nights ago while I was studying for the SPHR certification exam (yes, by the way, I am now SPHR certified!), I got to thinking about the wide range of companies I've researched lately and the even broader range of their approaches to Human Resource Management. As I was about to take a test on "Strategic HR Management," it was very much on my mind what constitutes "Strategic." I thought about the extremes, the continuum if you will, of various HR departments' Modi Operandi and visualized this simple model.

I'm sure the extremes are familiar--I know I've heard professionals talk about 'transactional' vs. 'transformational,' but I propose that many HR professionals assume they're 'transactional' when they're really only 'transitional.' So, this is what I think the progression is:

TRANSACTIONAL => TRANSITIONAL => TRANSFORMATIONAL.

I threw this pictorial representation together and also fleshed out these descriptors to give you, in my opinion, what it means to be in each category.

Anyway, hope someone out there likes it. I thought it was a simple, relevant way to depict how companies approach HR...and maybe incite some thought on how to move up the continuum.

(There are various graphs/models that could probably be overlaid this to add more understanding--I.E. "Value to the Organization" sloping up left to right, "Critical Skills", "Adaptability" also increasing as you move to the right, etc.)