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.)

Psyched about startups.

So, I've had this itch for while...a hankering if you will. Ever since I worked for my old neighbor/bishop at his hardware store when I was 18 years old, I've wondered what it would be like to run, perhaps even start, my own business.

Sometimes, I fantasize about launching the latest and greatest business model, the next breakthrough technology, the gotta-have-it product. I even naively think about being able to set my own hours, work with who I WANT to work with, and establishing the kind of culture I like.

Lately I've read a few articles about how a downturn in the economy is actually one of the best times to start a business--due to discounted labor, cheaper overhead costs, opportunity to be 'leaner, meaner, and cheaper' than the established competition--and it gets me thinking again about small startup companies.

Well, after a meeting I had today with John Richards, it turned my itch into a full-fledged rash! John is a successful entrepreneur, startup consultant, venture investor/coach, and BYU professor. His passion is pretty much starting companies as well as teaching others how to do it. His enthusiasm was contagious! He highlighted some of the opportunities startups offer. And I'm intrigued.

Now, due to current circumstances, I can't afford to be too terribly risk-taking, so the next best thing is a small company still in the early stages of growth...ya know, with 20-50 employees. Doesn't that sound awesome?? It does to me. Psycha-delic baby.

How to Place New Hires

Came across this, got a chuckle. Hope you do too.

How to Place New Hires:

1. Put about 100 bricks in no particular order in a closed room with an open window.
2. Send 2 - 3 candidates into the room and close the door.
3. Leave them alone and come back after 6 hours.
4. Then analyze the situation.

• If they are counting the bricks, put them in the accounting department.
• If they are recounting them, put them in auditing.
• If they have messed up the whole place with the bricks, put them in engineering.
• If they are arranging the bricks in some strange order, put them in planning.
• If they are throwing the bricks at each other, put them in operations.
• If they are sleeping, put them in security.
• If they have broken the bricks into pieces, put them in information technology.
• If they say they have tried several combinations but are still working on it, yet not a brick has moved, put them in sales.
• If they have already left for the day, put them in marketing.
• If they are staring out of the window, put them in strategic planning.
• If they are talking to the bricks and creating brick ‘families,’ put them in Human Resources.
• If they are talking to each other, and not a single brick has been moved, congratulate them and put them in top management.

Have You Been Catapulted Lately?

Currently I am working with a consultant by the name of Dave Jennings of Business Acumen, Inc.--his independent consulting company. Besides helping him with some critical research, it has really been an eye-opener for me to learn about the consulting world and gain exposure to some of the biggest needs organizations are facing. He is currently launching a book, "Catapulted: How Great Leaders Succeed Beyond Their Experience" that gets to the heart of some real leadership issues. It's directed towards anyone who bas been thrown in over their head. Written in a narrative, like "Who Moved My Cheese" or "The Goal", it's easy to read and deceptively insightful. (Thankfully, Dave does not try too much to turn it into a emotionally-charged novel, but keeps it a simple story.)

Specifically, one of the topics I have been researching lately is why CEOs fail. Surprisingly (or not so much), often it is the softer skills and lack of vision and direction that lead to a CEO's downfall. Catapulted addresses these quite well and gives great advice for creating such vision and distributing onus for results throughout an organization.

It's a quick, but worthwhile read. To find out more, visit the book website or go to Dave's home page. I've implied that this book is only useful for C-level executives. This is most definitely NOT the case. It is extremely relevant for anyone at any level who is expected to do more than they've done in the past...which I think is just about everyone. Even I, who am still looking for the next "big thing" as far as employment goes discovered much application in my situation. So, go check it out. And here's hoping you and I get 'catapulted' soon!

Ya Gotta Love it Baby!

Remember Hot Rod Hundley and his barely-restrained exhilaration as he practically shouts out the plays in an exciting Jazz game?!? Maybe I'm a nerd, but the past few days have left me pretty 'jazzed' (har har har) about my field and the potential that strategic HR has on impacting the corporate world and by extension, most of mankind. When used in conjunction with effective OD principles/theories and sane management, history-altering--more importantly, human-altering--innovations abound.

Here are a few of the nuggets I've gleaned over the past few days...mostly from the aforementioned conference.

Regarding leadership and the concept of hope over fear: "It's easy to be a cynic. Dissonance is the [human] default. Resonance and hope take effort. ...a leader must choose hope over fear and cynicism." -NJ & Greg Pesci-

Their solution: The 6 Ps of Leadership

1. Purpose - Critical as a leader (and I would add, in life)
2. Principles - These matter. Establich core, relevant principles and hold to them!
3. Persistence
4. Perspective - Give the truth and the context to your people. Tell them how and why.
5. Persuasion - Must deliver a consistend and constant message.
6. Passion - People need to see and feel a leader's dedication.

From Al Switzler of VitalSmarts: Will is a Skill! Or in other words, one can/must train themself to have a planned--strategic is a better word--reaction or approach in the moment to maintain his/her will.

For example, if tempted to violate your commitments to a goal (i.e. dieting, emotion mngt, etc.) often distracting yourself for a minimum of a few seconds will allow the desire to pass and willpower to re-engage. Al addressed much more--including the good ole 6-cell model from their book, the Influencer--but that's all I will say for now.

There were many more fantastic discussions and learnings--a great model and a practical summary of strategic HR imperatives from Eric McAllister of Omniture, killer examples of leaders who have made a difference from Dave Hanna, and practical customer retention strategies (b/c "You can shear a sheep a thousand times, but you can only kill it once.") from the Cornerstone Group.

However, perhaps the most poignant and lasting take-away for me from this conference was from Grover Wray of Western Union. Grover didn't focus very much on lessons learned or strategies that work or models to use. He told a story. A story that he didn't even get to finish in 90 minutes. He relayed the story of Arthur Anderson during the unfolding of the Enron scandal.

(As a side note, much was publicized by the media that was apparently not true. Much was misinterpreted about the real issues of the case. Many--former employees and clients--still defend the integrity of the company. And FYI--the conviction was subsequently overturned in 2005...offering some moral recompense and justification to those tied to the company.)

Grover's critical point was that after all was said and done, he still had his faith, his family, and his health...and he was grateful, as many partners did not walk away with as much. He spoke humbly and sincerely of the importance of keeping things in perspective and maintaining appropriate priorities. In his words, "I woke up one day and realized almost everything I had dedicated my life to was gone." Only then did he get the proverbial slap in the face to remember where his values and his treasures really lay. Powerful stuff. Great vicarious lesson for the rest of us.

Ya gotta love it baby!

Strategic HR Confernence - BYU Marriott School

OK. Forgive the shameless plug. I am, after all, a proud BYU Alum and OB/MBA graduate. More importantly, I volunteered to help with preparation for the conference and am now so involved that I want people to now about it. Furthermore, it's where I'll be for the next 3 days, so I'm excited!

On one of the fact sheets, I discovered that BYU is ranked among the Top 10 OB programs in the world! And this conference will demonstrate that. Most of the presenters have some affiliation with BYU (alum, recruiter, former professor, etc.), but all are leaders in their field(s). It should be a fascinating and enlightening few days.

For more information (presenters, topics, etc), click here.

When the going gets tough...act like a king!

Came across this quote recently in the Auto News section: "It's tough going right now. This is where the good companies duck down and try to get through it and the great companies restructure, work on product development and position themselves for growth." (Ian Walsh, Vice President and General Manager of Lycoming Engines)

I'm reminded of my Talent Management class when we discussed how good companies retain talent during trying economic times, but great companies recruit to gain talent during tough economic times. Essentially, a company ahead of the curve will take advantage of the labor pool surplus that exists in a downturn like the current one.

Unfortunately, as I interact with dozens of HR reps from as many companies, I hesitate to say--but I must--that I don't see too many 'great' recruiting strategies.

Yes, because there are so many applicants, employers can be choosy...and I mean down to the specialty, down to the years of experience, down to the sliver of compensation--and they can get it! But is that really smart recruiting? This is the time to be investing in employees with a high future potential. Especially because they're 'on sale today!'

One of my fellow students put it this way, “If you want to be a king, act like a king.” I, for one, want to work for a king.