Tuesday, September 26, 2006
Wednesday, September 20, 2006
CCH® HR MANAGEMENT —
Employee engagement still isn't a reality warns BlessingWhite
The latest Employee Engagement Report by global consulting firm BlessingWhite indicates that even though the majority of employees express positive feelings about their work, their employers and even their managers, less than one-fifth are fully engaged in their work. "Engaged employees are not just happy or proud. They are what we call 'enthused and in gear,' focusing their talents to make a difference in their employer's success," explains Christopher Rice, BlessingWhite's President and CEO. "We found that only 18 percent of our survey respondents had all the pieces of this engagement puzzle in place." There were 714 participants in the survey.
According to the report, lack of alignment is a primary reason for so few employees being fully engaged. Rice observes, "For the third year in a row, our survey results indicate that strategy isn’t getting very far out of the boardroom. Although more respondents this year indicate that their organization's strategy is well communicated (41 percent vs. 33 percent in 2005), only 19 percent indicate that they believe daily work priorities are linked to a clearly communicated strategy. Our findings suggest that a lot of well-meaning, hard-working employees are spinning their wheels on work that may not matter much to their employers. Sooner or later, their attitude will take a nose-dive or they’ll burn out."
Another key finding: Strong manager-employee partnerships lead to more engaged employees.
Tuesday, September 19, 2006
People skills are the key to leading and managing people, but obviously many businesses don't invest in making certain they are a part of their culture.
Recognition is involvement.
It is equally the case that involving people in problem-solving and decision-making adds to their sense of value and worth.
Asking employees their opinions, asking them to help solve problems or implement improvement and providing them with opportunities to discuss important decisions goes a long way towards minimizing the social distinction of the management hierarchy.
But many organizations still don't get it. Instead, they try to persuade employees that they are respected by simply handing out snappy titles and business cards. But the realities of status are not mitigated by slogans that only profess equality.
If leaders do not value their employees, then calling them 'associates' – just like canned praise, cheap merchandise and clichéd mission statements - cannot camouflage that reality.
It appears to be somewhat complex and confusing to my keep-it-simple mindset.
It all began the day it occurred to me that evidently it is new news to many that the reason many employees leave a company is because they are dissatisfied with their immediate supervisor. Or that engaged employees are significantly more productive than employees who are not engaged. (When did "engagement" replace "involvement?") Or that praising employees can be highly beneficial and motivational? Or that people who are treated fairly respond to direction better than people who are treated poorly. etc, etc...
After thirty years of leading highly successful "teams" through an educate, motivate, and appreciate philosophy, I assumed those "management concepts" were simple common sense that most people would have learned long before they became leadersa and mangers.
So when and why did they forget?
Thursday, August 31, 2006
What Makes A Winner
Great issue that should be stimulating to achievers. It so thrilling to read about excellence.
The Poll section , a survey of 2,509 Americans in middle management and above, was interesting in a number of areas, but the fact that 45% of young (ages 25-34) workers "think it's a good idea to fire the bottom tenth of the performers each year" was especially interesting to me.
I could find no explanation of why they believe that it's a good idea, but my guess is that they "get it." Educate, motivate, and appreciate your employees, but for the good of the organization (and the people that put up with their lack of performance) accept their resignation when the challenges of improving themselves prove to beyond their abilities.
As Jim Collins points out, not everyone qualifies to ride the bus.
Which part of your company has the most competitive employees? The results here were expected, but also further evidence of why "performance management" is so difficult for many businesses to do well, if at all.
Executive suite 15%
Human resources 3%
Customer service was not mentioned because??? No department? I'll cover that another day.
15% thought the Executive suite had the most competitive employees. A better question would have been, "Excluding sales....?" So, let's say 10% of votes that went to Sales would have been for corporate, that is still only 25% who believe top leaders are highly competitive people. In other words, few of them have the stuff found in books like "In Search of Excellence," "Built to Last," and "Good to Great."
I believe it. Super achiever arrive in corporate and immediately begin going through the motions, but not having the courage to lead. THEY DO NOT KNOW WHAT TO DO. They are still competitive, but it's hard to compete when you don't know how to win.
They are in a pickle. They had all the answers, but now they need new ones and they don't have a communication system that leads them to new strategies, solutions, and systems. They don't know how to ask for help and then listen, learn, and lead.
Performance leadership and management is driven by communication, cooperation, and competition and the will to win. If you are not in it to win it, if you lose your passion because tou are out of answers, you don't have a chance of creating something special.
So they don't. They create people and programs to blame poor performance on. Or they buy more software, take more surveys, do more team building games and exercises...
A communiaction system that allows the maintenance staff to take a crack at improving the status quo. Thank you JC Penney for teaching me the value of getting EVERYONE into The Game.
Wednesday, August 30, 2006
Why is the HR department responsible for performance management? How do they interact with frontline team leaders? How do they make their jobs easier, more productive? How do they help them motivate, educate, and appreciate? How do they keep out of the way and allow someone to do their job?
The article in the previous post says it. Frontline team team leaders and managers don't have SYSTEM that motivates exceptional performance. Well, I do. It's easy, enjoyable, engaging, exciting, and energizing.
I am getting more excited every day! A week ago I set up google alerts for "performance management," "performance leadership," and "management performance leadership" fully expecting I would get a few articles a day similar to what my "engaged employees," "employee engagement," and "management training" alerts generate.
Wow! Was I mistaken. There are a lot of people going in the wrong direction in the performance leadership and management arenas. It's not a matter of better software, HR, consultants, theories, five things to remember, ten tips to keep in mind, etc.
It's frontline team leadership with a system that people respect and buy into because it is the right thing to do. The right, ethical, sensible, and intelligent thing to do. It's not for everyone (no jerks, crooks, or politicians) thank goodness, but for quality leaders and managers it is an awesome way to create, energize, and retain a team of achievers focused on excellence.
My plan was to finish my book before beginning my seminars and marketing my video. But now that I know what I am selling-a Performance Management System-I think I'll get on with the video and start marketing it.
Just imagine. Entire teams of people who enjoy working together and love helping each other achieve (improve). Team pride, spirit, and synergy.
I had no idea that the "corporate world" was struggling with how to get people excited about doing their jobs well. I spent months wondering if anyone would care about "The Excitement Program" my Team Leadership Game that rapidly creates extraordinary business teams.
According to this article I'm a Genius. Cool....
You Could Be A Genius...If Only You Had A Good System
Performance management is one of those many management issues (leadership is another) that becomes more puzzling the more you look at it. At first sight it seems evident that teams and individuals should be managed to produce good performance. But that doesn't make it effective or easy. A recent report by the Work Foundation notes that despite intensive attention from academics and practitioners over the last two decades, for many organisations performance management remains a vexed subject with a 'grail-type quality' always out of reach. more...
It is not difficult to see where the "vexed subject" challenges people. Most businesses are so overburdened with a Human Relations department justifying its existence, continual upgrading of software that most often tells them what they already know, and a never-ending focus on more and more layers of management who are also often justifying their existence.
You want to learn how to motivate performance? Get the largest group of frontline team leaders you can squeeze into a room, tell them you want to lead your industry, tell hem you want to do it the right way, and you want to know how they will do it. Tell them you don't expect to get all the answers in this meeting, but you want to know what they think being the leader would mean to the company and how do you start the process.
Then invest in a copy of "The Enthusiastic Employee" for all of them. Send it to them three days later without any explanation (or warning) and see who brings it up.
You want to do The Performance Management Game? It takes a system, which takes getting their attention.
You get what you emphasize. Talk abou excellence ALL THE TIME and you'll get the ball rolling.
The biggest Big Hairy Audacious Goal of them all is to concentrate on becoming the very best. It elimates acceptance of OK, fine, good, etc. as a response to individual and organizational performance.
Tuesday, August 29, 2006
If I had a team, I'd be talking about it daily. I'd have people saying, "Here he comes, good grief will this ever end?" (It ends when they "get it.")
I think it's the best management show I've ever seen. She just keeps them moving with a purpose that focuses on doing it right and getting it done today. We're in an urgent business and we're going to be urgent!
It is also a great show.
I will soon be telling "The Dave Sovde Story" so you can learn to trust me.
For now, I want you to know I an a Golden Rule guy. I was blessed with the opportunity to work with JC Penney after I graduated from college. I was planning to become a lawyer. Primarily because I wanted people to know I had grown up and entered the game. (I was no longer a flake.)
I got my degree in January and Willamete law school began in September, so I contacted an employment agency for a job in the business world for a few months. I think his name was Jim Collins and he said, "The Penney company has the best management training program in America." I was still in a learning mode after a year of straight A's. So it was perfect.
Th first words i heard as a new recruit were, "we are a Golden Rule company. All decisions are based on the Golden Rule."
And I like to have fun. That means no "hu-hu's", a lot of truth, and constant smiles. Have you ever noticed that people who are learning how to improve themselves always seem to be having fun? Have you ever been a part of a group of people improving themselves together?
I like to be wrong. I love to be proven wrong. That means there is better way than i was doing it.
Tuesday, August 08, 2006
This is the front page http://www.OneByOneTeamAchievement.com of my website. It covers the benefits of my team achievement program which separates businesses from the competition with a system that is easily adapted to any team leadership style.
Michael E. Gerber, in The E-Myth Revisited, speaks at length about the value of a system. He is definitely on point when he says, "And just as in the hotel we've visited, it is the system, not only the people, that will differentiate your business from everyone else's. Imagine trying to produce such a consistent result without a system! Imagine each manager in each of your future stores doing his or her own thing."
Managers doing their own thing is the way that most sales and customer service organizations are led and managed. They don't have a system, so they just accept the status quo of continual management and frontline personnel.
Frontline Sales or Customer Service Team Leaders: Optimize Your Revenues and Your Reputations
OneByOne Team Achievement is guaranteed to transform a sales or customer service staff into a unique, uncommon, and unconventional team with "Best of the Best" motivation, mindsets, methods, and mission that will:
Set High Standards and Goals For Individuals, Teams, and Businesses
Develop or Attract, Energize, and Retain Entire TEAMS of Memorable Achievers
Guarantee Exceptional Attitudes, Work Habits, Sales, Service, and Team Skills
Create the Contagious Energy of Team Pride, Spirit, Synergy and Chemistry
Optimize First-visit Results, Repeats, Referrals, Revenues and Reputations
Minimize Turnover Expense: Personnel Advertising, Training and Learning Curves
Eliminate Personnel Mediocrity, Excuses, Indecision, Laziness, Favoritism, Cronyism
Prevent Cliques, Apathy, Indifference, Controversy, Blame, Dissension, Boredom
Frontline team leaders make the difference. Is there a better return on investment than learning how to create, energize, lead, and retain an entire TEAM of sincere, friendly, and memorable frontline sales or customer service personnel?