Tag: training

My Kids Are My Heroes….Here’s Why

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Leaders and Heroes Overcome and Stand Out

The Victory of a Moment for Heroes

graduation day photoThis week we celebrated as my two youngest graduated high school. One after the other they walked from behind the curtain, accepted their diploma, and strode off the stage. It was incredibly exciting for them and joyful for Sherry and I.

As mundane as that sounds, it was a triumphant event. It is also a big reason why I gave the title to this post that you see.

It requires a little background, so bear with me.

You Want Humble Beginnings?

All our children were adopted from foster care. Adopted children always have challenges. Some have have enjoyed the benefit of being adopted as a newborn and thus never know any environment than the one with their adoptive parents. Ours were exposed to other environments less favorable, in some cases deplorable.

My two youngest, a boy and a girl, were both adopted at the age of two. In fact, their birthdays are exactly two weeks apart. We have jokingly called them “The Twins” even though they came from different birth families. Their backgrounds were varied.

My son was born in a house full of neglect and squalid conditions. There was also a very inconsistent adult influence. He came to us just as he turned two. Over time we saw that he was speech delayed and even later found out that he is on the Autism Spectrum. The results of that and other disorders created difficulties with relationships with teachers and others. Too many others around him and too much change created chaos for him. Changing situations created a lot of “do-overs” for him.

My youngest daughter was born premature and drug-addicted. Spent months in an incubator. Pediatric Asthma and prone to Febrile Seizures. When she first came into our lives we wondered if she was ever going to talk. Now we wonder if she is ever going to stop!

History Does Not Dictate Your Future

Both have risen from those backgrounds to become high school graduates with college ahead. He wants to become an engineer and she wants to become a voice-over artist for Disney.

They are My Heroes

because they overcame the odds. Like many, they navigate the challenges of daily life. But think about running a race where you have to start 20 yards behind everyone else. You have a lot of space to make up just to catch everyone else.

So Why Am I Sharing This Here?

You mean, other than a Blatant Dad-Brag?

I’m not above it and happy to do so. I am extremely proud of what they have done and who they are.

It is also because as a leader it tells me that where and what I have been in the past doesn’t keep me from being what I should be going forward.

If you have been the harsh, task-oriented leader in the past (or even the present) where employees were just assets – you are not doomed to stay that way.

If you have focused only on your own success, hogged all the credit and disseminated all the blame – today is the day you can start a new path. 

Nothing condemns you to repeat your failures except your unwillingness to take a new direction.

If you are ready to become the leader your employees want to willingly follow – know that you can.

What’s holding you back?

Six Reasons Leaders Are Great Listeners And How to Add It to Your Arsenal

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Are You a Great Listener?

Have you ever run into someone who seems to an excellent listener? Did you think they must have been born with it?

Truth is we are born to be lousy listeners. What listening we typically pick up tends to be determined by our training and environment.

For example, ancient man learned to listen carefully for the sounds of predators that may threaten his clan but probably turned off the chatter of his wife and kids. HIs job was detecting and protecting against danger, so his on-the-job training was in listening for threats. The need for food drove him, so as part of his training he learned to listen for signs of potential food sources he could hunt down. Nothing else mattered and so he wasn’t trained to listen to it.

A Good Listener is NOT Natural

listening earAt least, not naturally a good listener unless our instincts draw our focus to something. So we listen for signs of danger and we listen for opportunity to provide for ourselves. Everything else just whizzes by like an endless stream of 1s and 0s.

Too Much Listening to Do

Our world has changed, however, and there is much more listening we MUST do and much more to which we MUST listen. The challenging of listening is multiplied exponentially for leaders.

For a leader to succeed he has to be aware of the thoughts of his team; each person’s mindset, attitude, aspirations, and ideas. Leaders must have an antenna constantly in tune with the broadcast of each and every employee or team member.

[tweetthis]Leaders must have antennae tuned to the broadcast of every team member. #listening[/tweetthis]

Good Listeners Enjoy a Wealth of Benefits:

Listeners Builds Trust

Trust is the foundation for any relationship or connection. Why? Because when we actively listen to others it means we are telling them that what they have to say matters – that THEY matter. We treat their ego with respect.  Nothing shows love, respect, and esteem more than the intent listening ear.  Listening connects with others by putting them first.

[tweetthis]Nothing shows love, respect, and esteem more than the intent listening ear. #listening[/tweetthis]

Ever have someone interrupt you in the middle of your thought? How did that make you feel? Interruptions are one of my pet peeves. To me, it signals that someone has no respect for what you have to say; that their thought is more important that yours. We trust people who respect us.

Good Listeners Gain Understanding

When we listen actively we increase our chances of grasping what someone is really trying to say. Far too often, we listen just enough to hear the trigger word that allows us to formulate and deliver a reaction, usually negative. You cannot truly understand when your own thoughts get in the way. Active listeners learn to put their own thoughts aside to consider others.

Effective Listeners Add to their Knowledge Bank

The purpose of communication in general is to gather or exchange information. Great leaders know that by being a good listener they get more information. Information is invaluable to a leader. Things you need to know such as how people are really feeling about things, their likes and dislikes, their dreams and desires, and what they value. The more you know, the better you can serve them.

Listeners Create Pause

The stillness of listening allows us to absorb and think through rather than react. Too many leaders tend towards react; thinking that as a leader they must be able to make immediate decisions and reactions. I have to temper myself constantly with this, being a highly interactive and fast-paced person. I remind myself to listen and not react. The stillness of listening and not reacting allows me be more deliberate, make better decisions, and respond instead of react.

Active Listeners Encourage Connection

People connect with people who can empathize and relate to them. They don’t want judgement and really don’t want answers. Philip Stanhope, once Earl of Chesterfield, said that “most people would rather you heard their story than granted their request.” When you listen to their story, value it and them, you open up the clear path to deeper connections. Until you connect, you cannot influence or lead.

True Listeners Discover Sparks of Creativity

Listening allows new thoughts and new ideas to enter our consciousness. I often find that something someone else says ignites an idea in my mind. From that also comes collaboration – working together to build and bring an idea to fruition. In addition, once you demonstrate your willingness and ability to listen, people will open up to you even more with the seeds for great ideas.

How to Start Listening Better

  • MAKE THE SPEAKER THE PRIORITY
    In that moment, the speaker needs ALL of your intention. Put the smartphone down, stop tapping the keys on the keyboard, don’t do anything else but focus on the speaker.
  • MAKE EYE CONTACT
    Eye contact lets them know you are paying attention and that you value them. Here’s the caveat: don’t start them down. In general, make eye contact about 60-80% of the time.
  • ASK QUESTIONS
    Don’t interrupt them, but ask questions that help seek clarity. Jim Rohn used to say one of the best phrases to use to spark conversation is simply to say “That’s interesting! Tell me more!“
  • REPEAT THE MESSAGE
    After they finish, repeat back them what you understood them to say. This allows them to either affirm or correct your understanding. This insures the message is fully received. Begin with “What I heard you say is…” and finish with “Is that correct?” Then let them confirm it or change it.

What is the biggest challenge you face to become a better listener? Share when you feel you listened very well and what resulted from it. Share when you experienced a bad circumstance from someone not listening well.

Don’t want to share your story here? Email me at psimkins@BoldlyLead.com

How the Right Corporate Culture Keeps Your Customers From Kicking and Screaming

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Let’s Lay It on the Line! United Airlines Corporate Culture Failed!

Corporate Culture drives customer service and this story is a great example. By now, if you aren’t hiding in a cave, you have likely seen the video of a United Airlines customer being dragged down the aisle by Chicago Police. If you haven’t, you view it here.

United Airlines Passenger Removed Forcibly

picture of broken guitarIf you are not outraged, you should be. And this is just one of the many errors in judgement that has created problems for United.

  • Do you remember “GuitarGate“? United insists on checking a performer’s expensive guitar-  the one he makes a living with – and damages it while loading.
  • How about when United threw an girl with Autism Spectrum Disorder and her family off the plane?
  • At another time United removes a passenger from the boarding list because she complained about the bad service.

And there are other incidents documented out on the Internet, but you get the idea.

Operational Excellence is NOT a Corporate Culture

According to story by NPR in 2015, United had one of the worst records of customer satisfaction, poor record of on-time performance, and other issues; making it the lower tier of the airline industry. More recent studies show slight improvement but still rank United near the bottom.

United has struggled with that image for years. In an effort to become more profitable, United placed “operational excellence” as their high priority, shrugging off concerns of customer service in favor of cost-cutting and efficiency.

No Service, No Excellence

And now they not only have poor customer service standards, but it seems that excellence is eluding them as well.

See, operational excellence may be a strategy for running an organization but it can’t be the only one. It certainly can’t be the high priority. More so, operational excellence cannot be the driver for the culture of the organization.

And at United Airlines, it apparently is.

A Corporate Culture of Re-Accommodating

Following the hoopla over this latest episode of dragging the doctor off the plane, United Airlines CEO Oscar Munoz issued the following statement:

“This is an upsetting event to all of us here at United. I apologize for having to re-accommodate these customers. Our team is moving with a sense of urgency to work with the authorities and conduct our own detailed review of what happened.”

I didn’t even know re-accommodate was a word, but let’s not go there. It’s not so much what Munoz said as what he didn’t say. He didn’t say “this is not the way we do business here!” or “I apologize to David Dao and we will do whatever is necessary to make it right”.

In fact, what Munoz did allegedly do was send a letter to the employees on Sunday praising them for how they handled the situation and for following operational procedures.

In doing so, Munoz reinforced that employees are not to think but simply follow operational parameters even to the extreme.

Lack of Empowerment

Travel Blogger Patrick Smith on his blog Ask the Pilot says it is a prime example of the lack of empowerment in the airline industry as a whole, not just at United. He makes the point that in the case of David Dao it never should have come to the point of dragging him off the plane. There had to be a better solution and yet no one bothered to figure it out.

Why?

Smith essentially says it’s because the United Airlines corporate culture doesn’t support it. The culture emphasizes following procedure over finding solutions. Have you ever had a boss essentially tell you that you were not paid to think or make decisions? I believe (and I think Patrick Smith agrees with me) that is what is happening here.

Let’s Empower You

What should United have done instead? In what ways could this have been avoided? What are your corporate culture war stories?

Share your thoughts here or email me at psimkins@BoldlyLead.com

 

 

 

Six (6) Reasons Your Employee Engagement Survey Fails and What to Do About It

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The Employee Engagement Survey Says….

The Employee Engagement Survey is likely the biggest FAIL in our efforts to bring people back into workforce activity.

Dissatisfied survey with red circle and pencil on textured paperIf you want evidence of this, simply look at the survey numbers. According to the 2016 Gallup Employee Engagement Report, the most any particular industry has risen in employee engagement in four years is only four points. Note that those numbers were pretty low to begin with. So we haven’t exactly made leaps and bounds.

Same Song, Different Title

The Annual Employee Engagement Survey is really just a new name for an old system. For years it was called the Annual Employee Satisfaction Survey. It was typically only done at large enterprise organizations. Siemens, Lockheed Martin, and countless others would produce a survey every December. They would then spend so much time compiling the feedback; guaranteeing that the results were dated and no longer valid. At that point they do it all over again.

What’s the old adage about insanity?

Isn’t it doing the same thing over and over again and expecting different results?

The outcome is that the newly named survey gets the same results as it did before.

Think about it. Have you ever really had a company announce a positive initiative based on last month’s employee survey? If you did, it was likely a small company.

Here are some reasons Annual Employee Engagement Surveys don’t work:

  1. The word ANNUAL

    Determining where your employee engagement stands cannot be successful if only done once a year. It’s hard to be agile when your measurement of progress and direction is so infrequent. What if you conducted a survey quarterly instead of annually? How about monthly?

  2. They ask the wrong questions

    Typical questions asked on the survey are things like “Are you happy in your work?”, “How do you rate your supervisor?”, “What’s the one thing you would change about your job?”, “Do you think you have a future here?”

    The first question is irrelevant because happiness is not your job. An employee can be unhappy and still be engaged. It’s better when they are happy AND engaged, but that’s their choice and not a factor you can affect.

    The second question is usually given using a scale of some sort. What makes it useless is that one person’s 7 is another person’s nine or five. Unless very well defined criteria is given, scales aren’t very useful.

    The third question is limiting on the one hand and ambiguous on the other. It allows for too many different answers; making it hard to get a consensus and also most answers can’t be implemented. Better to ask about specific initiatives that are already in the works or in place.

    The fourth question is not really applicable anymore, particularly with Millennials in the workplace. In general, they can’t imagine a long-term future anywhere, good or bad. With few exceptions, the days of long-term, single-company employment are over. Why ask about it?

  3. They ask the wrong people

    Most surveys are voluntary; heaven help you if it isn’t. Most of the people who voluntarily take engagement surveys are the ones who are already engaged. The disengaged – the ones you hope to actually learn something about – are not very open to taking a survey, because they don’t believe anything positive will come out of it. Think about ways to directly reach the disengaged – I guarantee you it won’t be through a survey. It requires a personal touch.

  4. They are not trusted

    We are going to use the results of this survey to improve the work environment.
        “Yeah, sure!”

    You will be totally anonymous on this survey. No one will know what results you submitted.
        “Ri-i-i-i-i-i-i-ght!”

    A whopping 80% of employees, according to one study, do not believe there will actually be a positive outcome to an employee engagement survey.In addition, they don’t believe they will actually remain anonymous and believe they may face repercussions from their responses. Usually, they are right on both counts.

    As a trainer, I have asked hundreds of groups to complete course evaluation surveys for me. I read every one of them, usually immediately after the class. I can look through them and identify exactly who completed it based on responses and my memory of their attitude and behavior.

    If trust does not exist to begin with, the survey will not improve it; in fact, it will break it down even farther.

  5. No real commitment from executive level management

    The upper management is willing to put out a survey but not willing to dedicate themselves to taking action. They would rather wait and see what the responses are. From that point they either say “that’s nice” or “what should we do now?” That leads to the last reason.

  6. There is no action plan

    When there is no commitment there is no plan. For a survey to be effective, you must have a pre-determined plan of how to analyze the responses and act upon the results. Too many times we spend a lot of time and money creating the survey but very little for making it productive for our organization. What good is it to know about a problem if we have no idea what we are going to do about it? It’s money thrown to the wind.

Step up and Boldly Lead

Most organizations are implementing or allowing some sort of social media now. Microsoft Office 365 has a social media feature in it. Many organizations are using SharePoint. It’s possible to create private social media pages for your company or initiative.  What if you used that medium for reaching your employees in a more real-time manner?

How about a question of the week? Ask about their opinion on a very specific project or service for employees; no more than 2-3 questions. It’s quick and easy, it’s engaging, and it’s actionable.

Throw the surveys out. Step up and Boldly Lead. Gauge your employee engagement by being more engaging.

[tweetthis]Gauge your employee engagement by being more engaging.[/tweetthis]

How have you see surveys work (or not work) in the past? What’s the funniest or dumbest question you have ever seen on a survey? Share your thoughts here or email me at psimkins@BoldlyLead.com.

Why a Little Pruning on Your Team Leads to More Growth

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Growth Occurs Out of Change

The hardest decisions we make are the ones that can lead to the greatest growth.

Our family enjoys our Tower Gardens. We buy very little produce at the store now because of what we get off the towers. Lettuces, tomatoes, bell peppers, herbs, strawberries, and eggplant among many others. It all grows in large quantities when we pay a little attention to them.

pruning helps your garden be more fruitfulMaintenance of the garden somehow became primarily my realm. One of the things I have to do is trim back plants, called “pruning“. The idea is that you can help a plant become more fruitful by cutting back dead leaves and branches as well as areas where branches are growing out too much. When the plant doesn’t have to spend a lot of energy trying to maintain dead or overgrown branches, it can focus instead on flowering and growing it’s fruit.

The Struggle to Change

I have a hard time with pruning back, especially when the plant seems to be doing so well. Like my eggplant. LIttle buds all over the place that can potentially turn into eggplant. While I KNOW that pruning back is necessary to foster growth and make the remaining fruit better, I also deal with the hesitation of making the wrong choice and ruining the whole dynamic of the plant. I am afraid if I make the wrong choice that somehow I will kill the plant.

Realistically, I know the only way I could really do that would be to hack the thing down to nothing. But the hesitation is there anyway. Yet hidden among all the overgrowth is sometimes a lot of fruit waiting to develop.

Where is Growth Hiding for You?

Comfort and stability are the enemies of increasing our team productivity and growth. As our team becomes more familiar and settles into a system or process; things become more habit or rote. We no longer remember the core of who we are or what we are; we simply keep doing it because it looks good and feels good. We may be bearing some fruit but not as much as we could be or should be.

[tweetthis hidden_hashtags=”#BoldlyLead” display_mode=”box”]Comfort and stability are the enemies of increasing our team productivity.[/tweetthis]

As a leader we should spend more time looking for the indicators that we have gotten too comfortable. When productivity starts to level off, new ideas are not coming forward as often, and statements like “that’s not the way we do it.” pop up, it’s time to look at how things can change.

Pruning for Growth

This is time to break out those pruning shears and start to work. And guess where you are going to start?

Take a look at how you might be causing or contributing to the current situation. Are you engaged in any practices that you have comfortably settled in to? Are you hesitant to elicit or support change for fear of disturbing the status quo? Have you moved away from the open door to suggestions and ideas?

Prune back those areas within yourself to more readily see where things can be improved. The more you can see, the easier the pruning becomes for the rest of the process.

Keep in mind that when we talk about pruning back, we are almost never talking about pruning back people but rather what the people do. In fact, it’s usually the opposite; instead of looking at who we can do without we look for how we can have them provide more. How can we can the most out of the strengths of our team members? What do we need to change for that to happen?

eggplant from our tower gardenHidden Fruit

If you want to know the outcome of the eggplant pruning, I forced myself to do a little bit of cutting back on the overgrowth. Not a lot, just a little. Hidden behind all that overgrowth was some very hearty eggplant fruit. Who knew?

Where do you see the need for pruning back for yourself? How about for your team or organization?

Share your thoughts here or you can email me at psimkins@BoldlyLead.com

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