Management Advice from Experts, Rich and Ellen Hohmann

Transforming Your Performance Management System - Getting Results is What Counts!

2015-06-09T21:02:00.000-04:00

These 10 Statistics About Performance Management That Will Blow Your Mind

45% of HR leaders do not think annual performance reviews are an accurate appraisal for employee’s work.
CFOs spend at least 40% of their time on business performance management, but they estimate that 30% of their company's performance potential is lost due to ineffective performance management processes and behaviors.
Only 23% of HR executives think that their PM process accurately reflects employee contributions.
Only 8% of companies report that their performance management process drives high levels of value, while 58% said it is not an effective use of time.
A poll with 2,677 respondents revealed that 98% find annual performance reviews unnecessary. Among the respondents were 645 HR managers, 232 CEOs, and 1,800 other employees.
Only 14% of organizations are happy with their performance management system.
Two-thirds of performance management systems misidentify high performers.
In 2013, most organizations needed a 20% improvement in employee performance, but typical performance management can only improve performance by 5%.
58% of organizations rated their performance management systems as “C Grade or below.”
30% of performance reviews end up in decreased employee performance.

Clearly, something is amiss when it comes to performance management and annual reviews. In fact, given the above statistics, it’s a relatively safe bet to say that performance management in your own company is lacking in some way or not delivering the kind of value you wish it could deliver.

The above facts were presented in an advertisement to promote their publication of the same name. I agree with the statistics that show that most Performance Management Systems are failing or not performing at the designed level. I believe that most of a company’s potential is lost due to ineffective performance management processes and behaviors. I believe that this concern is a direct result of the following:

· The lack of management and leadership training programs designed to help people reach potential and achieve results

· The lack of support from both Senior Management and the Human Resources Department

· The absence of a company culture that focuses on people development and high achievement

· The perception that the ROI associated with Leadership and Management Development is not significant.

Our region is made up of mainly small to mid-size businesses primarily focusing on providing income for the owners. Tourism, Gaming, Healthcare, Education, and public services are our primary industries that can support the growth and development of larger companies. We have little manufacturing and distribution companies in our region. We are basically a business environment that is seasonal in nature with little opportunity for growth and development.

Our talent pool is one of the weakest in the State and we still don’t get it. With the recent casino closings, much of our talent pool in that industry are seeking opportunities in other regions of the country. Graduates from our local colleges and universities are not staying in this region for jobs. Unemployment is high in all three counties: Atlantic, Cape, and Cumberland. Foreign owned companies are moving from the region and closing their local distribution or manufacturing plants as this article is being written.

Most businesses do not see the value in training their future or current management team yet most owners agree that their management team is the most valuable asset of their company. How contrary is that! Innovative Leadership of the Delaware Valley, LLC is the only company in Southern New Jersey that offers Leadership and Management Development Programs designed for the small to mid-size company. We provide programs that are facilitated by high achieving, experienced managers. We offer the programs at times that have a minimal effect on the work schedule of an employee or manager at a location ideally situated for the Cape May, Atlantic, and Cumberland county employer. Our references and outcomes are excellent, and most of our attendees have been promoted following the completion of the program. Last but not least, we are the only company to use a vehicle that will demonstrate the ROI of the program upfront…before the check is written.

I ask each of you to comprehend the fact that the future of your business lies in the hands of your future leaders….and we develop leaders in companies by training one employee at a time. It amazes me that we have difficulty filling a fifteen person Leadership Program from a region who talent pool is one of the weakest in the nation. Developing your talent can make you even more competitive in the marketplace. We can help you develop the talent you need for future business growth and people development. Please call us at 609-390-2830 for more information on our programs.

Best Practices for Assessment Selection

2014-08-05T18:13:00.000-04:00

Companies are starting to depend on assessments to help acquire, develop, and promote the best talent. Assessment instruments are one of the best tools to support your hiring and selection processes, people development initiatives including succession planning, and helping to define you high potential candidate or future leader.

The challenges facing companies today include employee turnover, lack of employee engagement in the work environment, recruiting the right person for the right job, and retaining the future stars of tomorrow. These are the major issues that affect the bottom line of any company today.

Most companies understand the various costs involved when a bad hire occurs. It is estimated today that the cost of replacing a high achiever in any company is between three and four times the individual’s annual salary. Your company’s investment spent on recruiting, development and retention can be a significant portion of your budget.

Cost savings and outcomes more than justify the cost of an effective assessment process. Here is how that assessment process can make it happen:

Identifies and attracts top talent
Reduces your recruitment time
Reduces unnecessary training costs
Identifies the behaviors and aptitudes needs for high achievement in all positions
Predict job success more accurately by benchmarking the position, not the person
Protects you from lawsuits, and
Helps you provide an effective succession plan

The selection of which assessment instrument to use can be unnerving. If you focus on the answers to the following questions, your selection process may become easier.

Is the assessment instrument valid and reliable?
Does the assessment instrument comply with all Federal and State regulatory criteria?
Does the scoring produce enough information to make consistent and accurate decisions?
Does the assessment instrument measure all the important factors relating to high achievement in the position?

Does the assessment instrument give you the opportunity to determine a “benchmark” for each position that can be customized for your company and its culture?

Innovative Leadership of the Delaware Valley, LLC offers numerous assessment instruments but only one can meet the above criteria. Let us help you with the selection process. Call 609-390-2830 for your complimentary Assessment Instrument – The Achiever. Test drive the instrument before you establish the Process.

The Problem With Leadership Development

2014-06-17T10:21:00.001-04:00

By Gordon Curphy, Robert Hogan, and Robert B. Kaiser

If leadership programs do not produce the bench strength, performance and behaviors desired, one or more of six problems could be the culprit.

During the past two decades, learning executives have persuaded U.S. corporations to double their
annual spending on various forms of leadership development to $14 billion. Yet over that same period, public confidence in leadership has dropped considerably. According to a 2012 poll by The Center for Public Leadership at Harvard University, 70 percent of Americans believe there is a leadership crisis that will lead to a national decline unless we find better leaders.

Many leaders, including some in the learning profession, recognize the problem. A 2011 survey by
consultancy Development Dimensions International Inc. of 14,320 executives reported that 38 percent of line leaders and 25 percent of HR leaders gave their organizations high ratings for leadership and only 32 percent and 18 percent, respectively, thought their organizations had the necessary bench strength to meet future business needs.

That leadership development is broken seems to be an open secret. In a 2013 survey by research firm Brandon Hall Group of 329 organizations, 75 percent of respondents described their leadership
development programs as ineffective. What accounts for this disconnect between money spent on
leadership development and leadership performance?

A Way Out of Darkness
Six problems undermine leadership learning and development initiatives, and these problems flow from deeply held convictions reinforced by so-called best practices. The evaluation problem. It is a dirty little secret that leadership development programs are rarely evaluated in a meaningful way. They are typically evaluated byasking participants how much they liked or benefited from it, or by using metrics such as how many directors received 360 feedback, how many managers watched an e-learning module and so on. But the real question is whether programs produce positive changes in behavior and financial results.

Thousands of leadership development programs are delivered in the U.S. every year, but a 2009 review article by Bruce Avolio and colleagues published in The Leadership Quarterly could only locate the results of 200 programs that were formally evaluated. Two-thirds of these programs were found to have positive outcomes. Because these programs likely were better designed and delivered than those not evaluated, the overall failure rate for the typical leadership program is probably higher than 1 in 3.

Learning leaders normally use evaluations to justify return on investment, but evaluations also can be used to improve programs. Without formal evaluation, many programs will use questionable methods, and no industry is more susceptible to fads than leadership development. The definition problem. Evaluation requires specifying desired outcomes, and this requires defining leadership correctly. Unfortunately, leadership is most often defined by a position — Marissa Mayer is
the leader of Yahoo Inc., or the senior vice president of marketing is the leader of that group. This
confuses status in organizations with leadership, and many senior managers are better at promoting
their careers than they are at leading.

Competency models also can be used to define leadership. But competency models are idiosyncratic lists of skills and abilities composed by asking senior managers what is needed to lead in particular jobs. Because few senior managers are good leaders, asking them about effective leadership is like asking a doctor for investment advice. He or she probably has an opinion, but it may not be a good one.

Teams are the building blocks of organizations. The essence of leadership is persuading individuals to work together to achieve a common goal. Thus, many believe leadership should be defined as the ability to build and guide teams that outperform the competition. Leadership development programs should be constructed from this perspective and should be evaluated in terms of whether they help leaders build high-performing teams.

The people problem. Many of the people who attend leadership development programs are drawn to high-status and high-paying leadership positions, but they have little talent for leading a team. These people fall into three broad types: savvy politicians who can play the game; technically competent individual contributors; and ambitious people who are also arrogant, defensive, incapable of selfreflection, and not open to learning and growing.

As a result, many people who attend leadership development programs lack the motivation and interest to do the hard work and learn how to lead a high-performing team. Organizations need to rethink who they send to leadership development programs. They should focus on identifying individuals with people skills who are also team-oriented, results-driven and curious learners. It would also help to screen out self-promoters, satisfied technical experts and those unable to
change.

The content problem. Little of what is taught in leadership programs concerns the actual tasks of
leadership. Courses are often based on competency models which, in addition to being ad hoc, rarely concern how to build teams that get results. A review of the most popular, commercially available competency models shows they almost never include competencies specifically about getting results through teams. The same is true for the homegrown competency models used in most organizations.

Nonetheless, people in positions of authority often struggle to staff teams, launch virtual teams, fix
dysfunctional teams, and align competing interests and egos. Focusing leadership development efforts on these team concerns is essential if programs are to have a demonstrable impact on results.

The pedagogy problem. Most leadership programs are taught in inappropriate ways. They tend to be events with little follow-up support or accountability for transferring learning back to the job. Further, research summarized by author Malcolm Gladwell in his book "Outliers" shows that developing expertise — in writing fiction, figure skating or leading — requires 10,000 hours of practice, far more than a one-day seminar, weeklong training program or two-year MBA. Worse, leadership programs are often taught by HR staff, talent managers and consultants — individual contributors with no real leadership experience — which makes it difficult to translate theory into practice.

There are four ways to improve leadership training. First, reinforce learned lessons back on the job. For example, reporting back to the participants’ bosses, having a clearly defined action plan and periodically reviewing progress will add support and accountability. Second, provide l earning environments that allow experimentation and practicing new skills with real-team feedback. Third, use teachers who have track records for building high-performing teams. Fourth, involve intact teams together in the learning and development process.

The rationale problem. Leadership development programs are often launched for questionable reasons: A CEO decides a leadership book is the key to organizational salvation. Someone thinks the organization needs a leadership development program to teach "best practices." Or a senior manager wants a coach as a perk after reaching a certain level. Although these programs cost millions of dollars, they rarely improve his performance.

To get the best return on investment, start leadership programs for at least one of three reasons: to
help leaders learn how to develop the strategies and tactics needed to beat the competition; to help
leaders learn how to build and maintain a team; or to improve team dynamics and results.

Where Do We Go From Here?
The shortfall in leadership talent will continue unless learning leaders change their approach to
leadership development. CLOs are uniquely positioned to drive this change because they are responsible for talent development, they understand the mechanics of adult learning and they control leadership development budgets. The following recommendations are not expensive but do require learning leaders to think differently about leader development.

1. Clearly define leadership. Organizations need a clear definition of leadership to organize their
development efforts. If leadership is defined as the ability to build teams that outperform the
competition, this definition has specific implications for how to hire, develop and promote leadership talent.

2. Build better competency models. Organizations should build competency models either by observing what distinguishes leaders with track records for building high-performing teams or by interviewing these leaders. Including those who are not proven team builders muddies the waters.

3. Rethink who attends leadership programs. Well-validated assessment tools can be used to identify those with the right motivation, interest and talent for leadership. These tools also can be used to screen out those who are not likely to benefit from the training.

4. Offer programs on teams. Most leadership programs nibble around the edges of team development. They often concern goal setting, communication, coaching, delegation and performance management as applied to direct reports with no concern for how the concepts work with teams.

5. Teach intact teams. Because teams are the building blocks of organizations, leadership development programs should target intact teams rather than isolated individual leaders. This is particularly true for teams critical to driving the business strategy.

6. Resist the magnetic pull of fads. Far too many leadership development programs are based on the latest fad. Programs should be aligned with an organization’s definition of leadership, business strategy and the knowledge, behaviors and skills needed to guide teams to execute that strategy. Everything else is just noise.

7. Evaluate, evaluate, evaluate. Although the effect of some leadership development initiatives is more easily studied than others, all programs should be evaluated in terms of meaningful outcomes. The outcomes should focus on the skills, behaviors and competencies individual leaders need to build a high performing team as well as team performance.

Gordon Curphy is president of Curphy Consulting and Robert Hogan is president of Hogan Assess

The Problem with Leadership Development

2014-06-17T10:02:00.000-04:00

I really enjoyed an article by that appeared online in the Chief Learning Officer blog on May 22^nd titled, The Problem with Leadership Development. I was particularly interested in their six problems that undermine leadership learning and developmental initiatives. Also, that these problems flow from deeply held convictions reinforced by so-called best practices. The problems noted are as follows: 1) Evaluation, 2) Definition, 3) People, 4)Content, 5) Pedagogy, and 6) Rationale.

Focusing on the Evaluation Problem, I agree that leadership development programs are rarely evaluated in a meaningful manner. This is why most training programs end up becoming failures. In most cases, no real metrics for success are defined prior to the start of the program, therefore there is no foundation or baseline on which to base success or failure. I wouldn't call it a “dirty little secret” but it is true.

I don’t mean to “toot my own horn” but we are the only company in our area that provides a 180 degree feedback mechanism for each participant and the course evaluation is completed by not only the participant but the participant’s immediate supervisor or sponsor. Our entire learning process focuses on getting results. We really focus on behavioral change that results in:

Support individual development goals
Improve morale
Enhance engagement
Strengthen participant skills for future career opportunities
Helps the company build their succession plan

I would like to say that the problem with Leadership Development today is the fact that companies are not focusing on the future of their company regarding the development of their future leaders. Most personnel departments or HR professionals now report directly to the financial officer and the attitude coming from that department usually reflects some sort of “cost cutting measures”. Leadership Development does cost money and requires an investment in your future leaders but there are metrics that can determine your ROI.

Don’t let the financial commitment hold you back, because the talent that you develop today directly correlates with the future success of your company. The most valuable asset you have is the talent and skills that your people bring to the workplace.

Call 609-390-2830 to discuss the learning process that incorporates the most effective evaluation procedures. Let us show you the value of Leadership Development

Please pass this article on the decision maker for Leadership Development

Executive Coaching: A Leadership Development Tool for Top Performers By Gayle Lantz

2014-06-02T19:19:00.002-04:00

"Coaching" used to be a popular approach for derailing executives or professionals whose performance needed a lot of work. Got a problem? Get a coach. However, increasingly, coaching is being sought by some of the most successful executives in their field - those who want to get even better at their business game. So the new thinking is…

Got a goal? Get a coach.

Executive coaching has evolved quickly over the years. Some consider it a field in itself; others consider it a form of consulting. There are many interpretations for "executive coaching". No matter how you define it, coaching can be a useful tool for executives who want to develop as leaders. Rather than debate the definition of coaching, it's more important to consider the type of coach and approach that's most appropriate for you given the results you want to achieve. Some executives have difficulty art iculating concrete desired results, but a skilled coach can help. Often executives simply haven't taken the time to slow down and think things through.

Coaches come in the form of business professionals, psychologists, trainers, consultants, authors, etc. They come from all walks of life. Some are tough, challenging and direct. Some are sensitive, encouraging and indirect in their style. Some impose a particular process. Some are more flexible. A consultant with expertise in communication may focus on executive coaching that emphasizes presentation skills. A fashion consultant may offer executive coaching with an emphasis on professional appearance. Other executive coaches focus on leadership skills or business strategy. The approaches are as varied as the professionals who deliver coaching services.

Selecting a Coach
Ultimately the most important factor in selecting a coach is the coach's track record and his/her ability to establish the kind of relationship with you that helps you achieve results. Senior leaders who have few peers seek out coaches to discuss business and professional goals. It's a decision that should not be made lightly.
Coaching relationships can be structured a variety of ways. Consider whether you want to work with a coach in person, by phone or both. Know what's most important to you in selecting a good coach. Finding the right fit is everything. You'll know you have the wrong fit if you feel you're wasting your time, dread your coaching conversations, or focus on issues that aren't directly relevant to your goals. Listen to your instincts and find the best fit.

Coaching Issues
With the complexity of issues that challenge executives, there is never a loss for discussion topics between a coach and client. Below are a few of the issues that many of today's top-performing leaders discuss with their executive coaches:

Staying focused on top priorities
Increasing accountability for follow-through
Building skills in particular areas
Dealing with organizational politics
Thinking strategically
Handling stress & avoiding burnout
Managing teams & dealing with sensitive personnel situations
Influencing others
Negotiating
Brainstorming new ideas/creative thinking
Personal career planning
Life-work balance issues
Establishing clear goals and action plans

Success Factors
In addition to finding the right coach, here are a few success factors to keep in mind for those who engage in a coaching process.

Establish clear guidelines for the relationship and coaching process on the front end. Don't make assumptions.
Share feedback. If something is not working, discuss it.
Acknowledge progress and successes along the way. This helps build momentum.
Involve other stakeholders if necessary. In some cases, others in the organization can participate in the process to share input and feedback.

Executive coaching is not for everyone. It's only for those executives who are highly motivated, who are committed to leadership development and who want to engage in the process. Expect a minimum commitment of six months to a year.

Company Sponsored Coaching Programs
Many more companies now recognize the importance of promoting coaching within their organizations. Many have formal coaching programs that include internal and external coaches. Organizations that sponsor coaching programs need to be diligent about connecting the benefits of coaching with business results in their organizations. Without a results focus, organizations run the risk of promoting coaching for its own sake - a "campaign for coaches," instead of solutions for executives. Coaching is simply a means.

Corporate initiatives that mandate or roll out a coaching program too broadly jeopardize the effectiveness of the program. Often those who need coaching most are least likely to be open to the process, but top performers are always looking for a leading edge.

Finding the right coach can be the leading edge you need to succeed professionally.

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Call now for a complementary Coaching Conference to discuss how we can provide the best practice for Leadership Development at 609-390-2830.

Hiring For Attitude

2014-05-14T08:37:00.000-04:00

Everything in the business journals points to a dramatic shortage of talent in the workplace today. I can’t tell you how many articles on “hiring for attitude” I have read in the past three months. If all of this is true, then I know one thing for sure. Companies must change their approach when it comes to the selection of new hires.

Recruiting today is much more difficult than it has been in the past. Finding qualified people for certain job roles is becoming a real art. It is certainly a fact of life that our management talent pool is shrinking and that experience or specialization is in great demand. Experience or technical proficiency has become a commodity and the hiring focus has shifted toward attitude. And this shift has precipitated tactical changes in how job selection is being conducted. It is important that you focus on your talent management processes before it is too late.

Here are some suggestions for recruiting and selection improvement:

1. It is important that you use the most talented employees in your company to help with the recruiting process. You can use them to create a benchmark or hiring profile that is truly representative of what you need in your workplace to be highly successful.

2. Use a well defined Behavioral Interviewing Process that includes a scorecard based on the people that achieve at a high level in that particular position and what accounts for high achievement.

3. Use an Assessment Process to help you not mistake a low performer for a high performer. Our assessment instruments focus on both the aptitude and behavioral traits needed for high achievement. Make sure you use an effective hiring and selection instrument and not just a “personality” test. Use this instrument to create a benchmark for talent.

4. In the interview, ask the candidate to relate skill sets and competencies to their past work environment and make sure you listen to their complete answer and note the language they use in terms of how they describe themselves, the tense of the verbs used, and much, much more. Don’t answer the question for them. Keep the question simple in nature and make them focus on the work environment and their past experiences.

5. Make sure your management team is trained on Interviewing Skills. The high achievement for the specific job role starts with the interview. The technical and performance skills of the candidate must be determined in the interview and the commitment to success should be presented by the candidate during the selection phase as well. This is where a high performer is found!

I really feel that most companies fall down with their hiring and selection because they do not create a process and the managers feels that the interview is an event and nothing more. I highly suggest that you formalize your process by using a checklist that includes all of the steps in the process from the classified advertisement, the phone screening interview, the initial face to face interview, the team interview, the interview with the immediate supervisor and/or owner, the Action Plan and Scorecard, the job description analysis, Assessment instruments, as well as background and reference checks. Create a step to step action plan for talent acquisition. The key it to complete the process in its entirety without skipping a step.

Innovative Leadership of the Delaware Valley, LLC has the experience and the tools to make your Hiring and Selection Process more effective.

Interviewing Skills Workshop
The Achiever Hiring and Selection Assessment Instrument
The Behavioral Action Plan including Scorecard

Talent management is the #1 concern for most businesses today. Please call us at 609-390-2830 for more information on our Talent Management Process for Recruitment.

Are You Overlooking Leadership Talent?

2014-02-18T18:45:00.002-05:00

By Jennifer Jones - 1/31/14

Global leadership development should identify individuals whose influence and following make them leaders, regardless of their position on the organizational chart.

More than half of global companies define leaders not by their position on the organization chart, but by their influence and performance. Findings from the fourth annual “Global Leadership Development: Everybody’s Game” survey from AMA Enterprise also indicate that organizations need to consider broadening their approach to leadership development programs, in terms of who participates and in content.

AMA Enterprise, where the author works, partnered with the Institute for Corporate Productivity and Training magazine to evaluate a study of 1,174 senior-level business, human resource and management professionals from 37 industry sectors in 40 countries. The survey was conducted in January 2013.

The largest proportion of participants, nearly four in 10 (Figure 1), said their definition of a leader is anyone whose role allows him or her to influence a group, regardless of direct reporting relationships. According to another 14 percent, a leader is anyone, whether they manage others or not, who is a top-performer in their specific role. In all, 53 percent of respondents consider people to be leaders not according to their authority, but their impact.

In global terms, pace-setting companies now recognize that leaders can emerge from a far broader group than those at the top of the organization chart. Teamwork, collaboration and contribution to success played key roles in shaping this trend.

“With organizations flattening and workplace challenges being more complex and requiring significantly broader collaboration, everyone needs to be able to step up,” said Brad Federman, founder and president of Performancepoint LLC, a performance management and employee engagement company. “Organizations that align structure, development and strategy around contribution and leadership capability will outperform those that don’t. The bottom line is … leadership development now needs to be an inclusive effort.”

Article reprinted fro Chief Learning Officer Online, January 31, 2014

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Innovative Leadership of the Delaware Valley, LLC offers the tools and processes to both identify and train future leaders at all levels of your organization. Call us at 609.390.2830 to discuss our Total Leader Concept and the processes that can make a difference in your future.

Click Here to Download "The Total Leader Concept"

10 Key Skills Today’s Leaders Need to Succeed

2014-01-26T10:43:00.001-05:00

By Jill Geisler

What sets the most successful managers apart from others? You might be an expert in your field, even the smartest person in the room — but that’s no guarantee of success. You need an array of skills that are particularly well-suited to times of change and challenge. Here are 10 I recommend.

1. Strategic Thinking
Don’t just immerse yourself in today’s tasks. Think big picture. Step back from the dance floor from time to time and take the balcony view (Hat tip for that great metaphor to the book, “Leadership on the Line.”) Review systems. Set priorities aligned with major goals. Learn new and scary things. Encourage innovation by backing good people who take smart risks.

2. Collaboration
Overcome the four barriers to collaboration I’ve written about before.

Distance: Stay on the radar with people you don’t see regularly.
Dominance: Change assumptions about the importance/subservience of certain roles in your organization.
Discomfort: Educate yourself and your staff about the work of others.
Dissonance: Check your demands and systems to make certain they aren’t undercutting collaboration.

Be a role model for effectively networking by showing the value of spanning old boundaries and busting old silos.

3. Emotional Intelligence
Your IQ alone can’t fuel the group’s success. Emotional intelligence is critical. Build your self-awareness, self-management, social awareness and relationship management. Recognize that as a leader, you are contagious. Be a source of energy, empathy and earned trust, proving optimism and realism can co-exist. Understand that resilience is key to leadership, especially in stressful times. One of my favorites reads of the past year, “The Emotional Life of Your Brain,” lays out the neuroscience of resilience and underscores that we can consciously build our capacity.

4. Critical Thinking
Critical thinkers question conventional wisdom. They are vigilant about identifying and challenging assumptions that underlie actions or inaction. They are automatically wary of generalizations, inferences and unproven theories. Among their favorite questions is: “How do we know that?” They strive to independent thinkers, careful to check how their own biases might color their decisions. They do this automatically to speed up good decision-making, not to cause “paralysis by analysis.”

5. Communication
This one seems so simple, yet it comes up continually in my seminars as a deficit in organizations — and it’s managers who point out the problem! Bosses who don’t communicate effectively get in the way of their team’s effectiveness. Make it your goal to master every form of interpersonal communication and make it powerful: one-to-one, small group, full staff, email, social media, and of course, listening.

Become an expert on framing, storytelling and finding the master narrative in a situation. If you don’t, others will — and the others may be your internal critics or your external competitors.

6. Motivation
Telling people “You are lucky to have a job” in no way qualifies as motivation. Nor does fear, unless it is fear of letting a great boss down. Nor, interestingly, does throwing money at people. Pay them fairly, of course, but don’t stop there.Understand the key intrinsic motivators: competence, autonomy, purpose and growth. Determine the prescription for each of your employees.

7. Feedback
Commit to wearing what I call “feedback glasses” — new lenses through which you look at people and their work. Through these lenses, you are always on the alert for opportunities to deliver specific, helpful information to people about their performance and their value to the organization. Upgrade the quality of all of your interactions by using them as opportunities for customized, effective feedback. In my new book, “Work Happy: What Great Bosses Know,” I devote a chapter to feedback as the key to performance management, with a complete tool kit of options.

8. Tough Conversations
Don’t avoid tough talks. Learn to do them deftly, avoiding the many pitfalls they can present. Become an expert at addressing challenges and problems early and often. Don’t let problems fester or bullies prevail. Build trust as a leader so people recognize your good intentions even in the midst or wake of challenging conversations.

9. Coaching
Are you among the legions of managers who habitually fix the work of others? Are you the non-stop answer machine for people who are overly reliant on you for decisions? And at the end of the day, do you wonder why you’re frustrated and exhausted and employees aren’t getting better on your watch? You need to learn to coach their growth.

Coaching is an entirely different skill from fixing. It helps people learn to improve their work and make decisions for themselves. Don’t just take my word for it; a2012 study from the National Bureau of Economic Research says the most important tasks of effective managers are teaching skills that endure and fueling the motivation of employees.

10. Making Values Visible and Viral
Let people know what you stand for. Make those conversations a part of your daily work. Lose your fear of coming off as corny or holier than thou. Tap into the great reservoir of commitment and care that people bring to their work lives, but often fail to talk about unless they’re at some professional seminar (like ours), where it pours out. Why? Because we make it safe to talk about values like integrity, diversity, community, and service. All we have to do is start those conversations, and they always take off organically. It should happen in the workplace, too. If you don’t inspire, who will?

Each of these is a skill you can learn.

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Our "Making of an Effective Manager", a 9 session course, gives your managers the edge, improved efficiency and a higher level of confidence in your managers company wide. This is the only management training course with RIO determined upfront with guaranteed results! Click Here to Learn More

Feedback - The Key to Employee Engagement

2013-09-18T07:51:00.000-04:00

The real key to engagement, emotional intelligence, is understanding how to communicate according to the behavioral style of the person you are talking to. It is important that feedback becomes the mainstay of any communication within an organization. It is a two-way dialog that is the responsibility of both the manager and the employee to provide feedback in a timely manner that can support the company in this highly competitive world. Proper feedback can provide enhancements in policy and procedure, quality assurance, rapid responses to customer needs, and much more.

Here are a few guidelines for proper feedback:

1. Make feedback Routine – don’t wait to communicate a success story or a customer complaint, or whatever so that others are able to provide resolution if necessary in a timely manner…..make feedback part of your communication plan of action.

2. Make feedback yours – own the feedback by using personal pronouns like “I” and “We” and make sure the wording of your sentences eliminate any potential for “accusatory” comments.
3. Make feedback timely – it is so important and much more effective to offer corrective instruction or solutions immediately after the behavior or action in question rather than waiting hours, days, weeks or months.

4. Make feedback clear – make sure your feedback is understood both in the right context but also in regard to the recommended action. Everyone should be encouraged to speak up about any reservations or questions they may have with the feedback information.
Use your planning and administration system or tools to compliment and support your communication. An effective feedback process can certainly keep everyone engaged.

How to Motivate Employees in an Average Busy Day of a Manager

2013-08-24T13:56:00.001-04:00

An average manager's day consists of meetings and conference calls with senior members and handling employee concerns on top of everyday responsibilities. Days running long and lunches quickly eaten, one of the most important tasks that a manager needs to focus on is motivating their team.

How do you accomplish this with so many other tasks to focus on? Two "simple" words. Employee Engagement. Stop telling employees what they have to do, and instead tell them why the company's success is dependent on them performing at their highest level. The following are a few steps to implement today for higher employee engagement:

Ask for Employee Input - Use surveys, or simply ask if they see something that they could do differently and more effectively in their every day tasks.
Recognize Employees - Do this on a normal basis, monthly or quarterly. This engages and encourages employees, even if their not the one recognized because it shows that there is a level of engagement from the company.
Promote and Plan for Individual Goals - Personal goals, with follow up, gives the company an overall productivity boost.

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Our "Making of an Effective Manager Course", Voted the #1 Management Development Program by Entrepreneur Magazine, is just a vehicle that shows Managers how to engage employees and become more productive. (See Below for More Details) Your middle management delivers your desired outcome by implementing the business strategy and engaging the workforce by demonstrating their value to the designed outcome. Our Course provides a better understanding of the problem with the methods for providing solutions, and the need for demonstrating the appropriate behaviors to elevate the productivity and performance of your people and company

Learn More or Enroll Your Middle Management Team Now and see the difference.

Steps for a Successful Delegation Pipeline

2013-08-21T08:01:00.000-04:00

Delegation takes planning. Delegation is the key ingredient to time management and allows the manager to concentrate on the important tasks, not just the urgent tasks. The use of a planning and administration system that allows you to track delegated assignments can improve performance and communication.
Below are 5 Steps to a Successful Delegation Pipeline

Make a list all of your tasks and then create categories such as the things only I can do, things that can be simplified, things that can be eliminated, and things that can be delegated (Simplify, Eliminate, or Delegate).
Set levels of delegation and formulate goals to move as many people as possible to the highest level.
Communicate expectations clearly with measurable results.
Provide feedback continuously with a clear check-in process (daily, weekly, monthly).
Give credit where credit is due. This encourages those who helped in the initial task and makes it easier for you to delegate in the future.

Making of an Effective Manager Course by Innovative Leadership

"The immediate practical application of the management techniques offered in 'The Making of an Effective Manager' has made all the difference in my personal and professional life." - Chris Kent, Controller, Ocean City Home Bank

What are you waiting for?

Click to Enroll Now! or Click Here to Learn More

5 Things Managers and Leaders Must Do

2013-08-14T08:25:00.000-04:00

Communication, forward thinking, prioritization, and other skills must be learned and applied in the workplace by managers if we can expect to improve employee engagement. Employees need a manager who is willing to provide an “open” communication platform that includes feedback in a timely fashion, candid discussion on performance and appropriate behavior, a willingness to clarify expectations and use metrics to measure results, and to include the employee in the awareness and planning stages for the company’s vision.
Here are 5 Tips that we believe makes a difference in your business if put into practice:

Work with each employee's style - Understanding what motivates and demotivates each of your employees based on their style can turn business into a success.
Learn to delegate effectively - Start with a list of all of your tasks and simplify it down to things only you can do and things that can be delegated.
Be approachable - Meet with employees regularly. If employees can't talk to yo, then you do not know what is going on in the front line.
Conduct consistent performance appraisals - This is one of the best means to communicate workplace expectations and key to retention.
Become an active listener - Comprehending, retaining, and responding to employee's needs is an important business skill.

Need help in implementing these steps? Contact Us or call 609-390-2830

Your Management Team is the single most important factor in achieving your business goals. The Making of an Effective Manager is the only program to determine ROI upfront with guaranteed results. Our unique adult learning process allows participants to put learned content into practice immediately. You and your managers will see a higher employee satisfaction during and continually after training. Click Here to Learn More about Innovative Leadership's Making of an Effective Manager

10 Steps to a Sucessful Talent Management and Development Process

2013-08-06T07:43:00.003-04:00

There is no cookbook or guarantee for success in business but everyone wants a recipe. Leadership is the competency most needed in any recipe designed around achievement. Teamwork should be viewed no differently than we view organizational effectiveness. This effectiveness, without question, always comes back to the leader. The development of the leadership within any company should be the goal of every executive team.

Companies talk a good game about the need for leadership and people development, but when the water starts getting a little rough, they start treating their people as an expense and don’t hesitate to throw them overboard. Yet, the employee is listing their development and the opportunity to participate in training programs as their number one reason for selecting companies for employment.

10 Steps in Talent Management and Development Processes

1. Create a vision and expectation from your leadership team regarding people development.
2. Develop competency models that will focus on the core skill set that will lead to the success of the individual and the effectiveness of the company.
3. Make sure that you have a Performance Management System in place that focuses on performance and development, not just one.
4. Implement a Performance Coaching or Mentoring Program to foster individual growth and development coupled with shared knowledge
5. Use a variety of assessment tools designed for individual and organizational development coupled with the use of competency and leadership modeling.
6. Implement the use of a Developmental Plan (or Achievement Plan as I like to call it) and incorporate it as the most important aspect of the Performance Appraisal Process.
7. Formalize a plan that uses quarterly developmental counseling sessions with the individual and their manager and his manager
8. Create a Talent Management Pool based on strengths or the individual and the potential of the individual.
9. Monitor the Talent Development Process to make sure the pool is growing or the flow of talent achieving higher positions and reaching their goals
10. Make Talent Management part of your annual Strategic Planning process with analysis and progress noted no less than semi-annually.

I really believe that our under-estimation of this Talent Management Process will be the downfall of many a small to mid-size company. Don’t over-look your need for talent and it’s the talent in the management and leadership positions that will make the difference.

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Make sure your managers know the law, and their people!

2013-08-01T07:09:00.000-04:00

Read this article to see why....

Supreme Court Redefines Supervisor in Discrimination Case

In June, the Supreme Court issued a ruling that made it harder for workers to prove they had been a victim to employment discrimination. The first ruling narrows the definition of what classifies a supervisor, thus leaving plaintiffs with a different burden of proof. In Vance vs. Ball State University, Maetta Vance – an African American worker, accused her supervisor Saundra Davis –who is white and described as a catering specialist, of racial harassment claiming that Davis had glared at her, slammed pots and pans, and blocked her on an elevator. However, both sides agreed that Ms. Davis did not have the authority to hire or fire employees.

Justice Samuel A. Alito Jr. rejected the EEOC’s definition of a supervisor and ruled that “being a supervisor should be limited to someone authorized to take ‘tangible employment actions’ like hiring, firing, promoting, demoting, or reassigning employees to significantly different responsibilities,” according to the New York Times. This ruling specifies that an employer could not be held liable in a co-worker to co-worker claim unless it can be proven that the employer failed to exercise reasonable care to prevent or correct any harassing behavior.

Employers should be aware of this ruling that clearly defines the difference between co-workers and supervisors. The employer’s liability is greatly increased if a supervisor is accused of employee harassment or discrimination. Therefore, companies should be aware of the EEOC and OFCCP compliance regulations that they are required to adhere to.

Innovative Leadership can help your company in various ways! Contact us to find out how http://www.innovativeleadershipdv.com

Stress and Leadership

2013-07-31T07:39:00.001-04:00

Stress is part of any job, and being in a position of leadership can add a certain level of constant pressure. Negative external stressors like the economy and even positive stressors like rapid growth can significantly add to the stress level in a leader’s life. And while some level of stress is normal, too much stress can cause irritability, poor decision-making and even take a toll on your health.

During stressful times in an organization, a leader’s role becomes even more important. Some leaders are naturally calm in the face of stress. Others may withdraw. Some exhibit extreme emotion.
Everyone has a different style of leadership, and each person reacts in a different way when faced with stress. By examining our natural reaction to stress and how it manifests itself in our leadership style, we can equip ourselves with leadership qualities that are essential in stressful situations. This ability to adapt our leadership style to exemplify stability, control, and transparency will aid in successfully leading through stress.

Being able to manage through stress is so important in today’s workplace that leadership training organizations are beginning to build programs to help people learn to more effectively deal with stress in the work environment. Corporations are developing employee wellness programs centered around both physical and emotional health.
Most experts agree that the best ways to deal with stress include:

First, identifying that you ARE under stress
Becoming better at planning and managing your time
Exercising, eating right, and getting enough sleep
Having a relaxation program that might include massage, meditation or reading

*What have you noticed about your own reaction to stress?
*How do others tend to react when you are dealing with a stressful situation?
*What tools or techniques have you found to be effective in managing stress?

Original post from http://blog.everythingdisc.com/380/stress-leadership/

Do you have trust in your company?

2013-06-13T07:48:00.000-04:00

96% of engaged employees trust their leaders vs
46% of the disengaged employees trust their leaders

I was reading an article this past weekend where it refers to a Gallup poll that estimates that 71 percent of employees are not “engaged” on the job. This result tells me that employees have lost their motivation to give 100%. Disengaged employees believe that their time and energy is being wasted on others and they're working to fulfill the goals and dreams of others and not theirs.

It is no longer about the shareholder ROI but it is all about me, the employee. It is time for the employee to get motivated. Motivation is internal and we have to create a work environment that allows the employee to be motivated to take an action that will demonstrate his or her “all” and insure that the employer gets the ROI.

Employers and employees both have expectations, yet rarely are they on the same page.
Basically, clarification of these expectations is not always present so the understanding is not achieved and we have an unmotivated employee and a dissatisfied employer.

As a manager, you must make sure that you understand the strategy of the company and you have a clear vision of their desired outcome. You need to know where they are guiding the company and what they want the outcome to look like when they arrive. Understanding breeds connectivity and good communication avenues solidifies this knowledge or understanding. How can you get an employee to come “on board” when you can’t tell them where you are heading?

Tim Rutledge, Author of “Getting Engaged: The New Workplace Loyalty” defines engagement as employees who are attracted to, inspired by, committed to and fascinated by their work”.

The various levels of engagement involve certain ingredients that do make a difference:
• Relationship Building
• Goal-orientation
• Passion, and
• Forward Thinking

Isn’t it time that your company’s leadership team focus on Motivation
– with the end result of Engagement.

Your Management Team is the single most important factor in achieving your business goals. The Making of an Effective Manager is the only program to determine ROI upfront with guaranteed results. Our unique adult learning process allows participants to put learned content into practice immediately. You and your managers will see a higher employee satisfaction during and continually after training. Learn More about Innovative Leadership's Making of an Effective Manager

10 Reasons Why Companies Should Invest More In Management Training

2013-06-03T08:25:00.000-04:00

I’ll get straight to the point. Why should companies invest more in management training? Here are 10 simple reasons.
1) An employee’s relationship with his or her direct manager is the most important single factor in employee engagement.

2) Engaged employees are happier and more productive. Disengaged employees are frustrated and more disruptive.

3) Because there’s no widely agreed-on skillset for management (good managers come in all shapes and sizes), there’s an assumption everyone knows how to do it. This is akin to someone who’s never driven before being given keys to a car and told: “Drive.” (Many many years ago, this is how I first learned to manage. I blundered my way through it. Trial and error. It wasn’t pretty.)

4) The basics of sound management – clear objective setting, structured performance evaluation systems, honest and open feedback and communication, etc. – aren’t rocket science. In fact, they’re way easier than rocket science. Which is why companies ought to get them right.

5) Your young managers of today will become your leaders of tomorrow. (And if your company is just going out and hiring leaders instead of developing your own, you have to ask: Why?)

6) Many companies invest heavily in training at the top (leadership development, executive retreats, etc.) but less at the bottom or the middle, where it may well be more needed.

7) Management is often uneven throughout an organization. You have your outstanding ones, your okay ones, and your downright incompetent ones who can do a lot of damage. In this biz, as in so many, consistency is a good thing.

8) Respected well-trained managers boost morale, and improved morale boosts retention. And as you of course know, it’s wicked expensive to hire and fire.

9) Litigation protection. To amplify on point 8, it’s even more wickedly expensive to deal with employee lawsuits… plus the resulting bad PR.

10) Let’s return to number 1. The point’s too important not to emphasize. In the big picture, an employee’s relationship with his or her direct manager is the most important single factor in employee engagement. It all starts with this day-to-day, in-the-trenches relationship – this is the thread from which the cloth is made. If your managers are doing their job (assuming of course you offer products or services that people want and need), you’ll have a productive work force. If they’re not doing their job, look out below…

Article by Victor Lipman - Original Article found on Forbes.com

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Your Management Team is the single most important factor in achieving your business goals.

The Making of an Effective Manager is the only program to determine ROI upfront with guaranteed results. Our unique adult learning process allows participants to put learned content into practice immediately. You and your managers will see a higher employee satisfaction during and continually after training. Learn More about Innovative Leadership's Making of an Effective Manager

What is a Leader's Primary Role?

2013-04-11T17:43:00.002-04:00

When will the current leaders realize that their primary role and responsibility is to develop their people? In other words, developing the future leaders of the company should be the one skill set that carries the most weight with any performance evaluation. For a People Development process to succeed, it must be totally supported by the Board of Directors and Senior Leadership Team.

The key to any succession planning process or high potential development tract is the fact that all involved have a complete understanding of the design for the outcome. The goal should be a stable of future leaders that can assume a more advanced role if needed to do so tomorrow. With warmer weather around the corner a great example is Baseball Season starting; it is similar to creating all-star utility infielders. Multi-positional players that have the talent to assume any position when needed. That's the design of the final three positions on any major league team.

First, a plan must be established to create the process that will satisfy that goal or objective. This plan must include the selection criteria, the course curriculum, presentation of the vision, mission, core values and culture of the company to each candidate, integration of the business strategy, implementation of a coaching/mentoring program in association with the process, realistic expectations including drop-outs, and most importantly the measuring sticks to define success or failure. The primary question is how are we going to determine a high potential candidate and how are we going to measure the candidates progress. Make sure that you have the tools and vehicles in place to do just that!

Second, you must implement the plan and review the progress on a fixed timeline. It may be quarterly, semi - annual or annual. This review is of the entire process not the individual process. This should be done on a weekly or bi-weekly basis with the participant and their coach.

Last but not least, the progress and success of the process must be monitored and measured with a willingness to change if necessary. Make sure the Senior Leadership Team is willing to spend the time to do this since this is their primary role and responsibility. This allows them to focus on other aspects of their business strategy but still prioritizing the People Development Process.

The cost per candidate usually falls in the $2500 to $5000 range depending on the course structure, curriculum, assessment instruments, consulting fees and other miscellaneous items. Make sure that they expect a certain percentage to "wash out" but the final ROI is determined by how many people we can develop and to keep the leadership roles in the company filled with little or no gaps in between. So, do you believe that People Development is the primary responsibility of your leadership team today? If not, it might be time to sit down and focus on the future!

Article by Richard Hohmann, Senior Business Consultant at Innovative Leadership He also facilitates the Leadership and Management Development Programs offered by his company. Richard adds that “real life” experiential learning component that many training programs do not. He is a certified Corporate Business and Executive Coach and works with many successful business executives worldwide. The integration of his experience and his skill sets relative to facilitation and coaching can provide a much better outcome than one by itself.

Everything DiSC Workplace Case Study

2013-04-01T18:08:00.002-04:00

This case study focuses on two people from one company that used the Everything DiSC Workplace Profile and the companion Everything DiSC Comparison Report to make progress toward improving the quality of their workplace.. Jennie and Joe (names have been changed) worked closely together on the Marketing Team.    While pay and benefits were above average, their job satisfaction and relationship was rapidly deteriorating.

Jennie's priorities and strengths were generating enthusiasm, taking action, and collaborating with others. She was motivated by working in a high energy environment where everyone could express themselves and build warm relationships.   Being isolated in a dull, unsocial environment and being forceful or insistent with others were stressful and sapped her energy.

Joe's priorities and strengths were getting immediate results, taking action and challenges which pushed himself and others. He was motivated by working independently, controlling how things got done, and implementing ideas quickly. Slowing down the pace, inefficiency, and paying attention to the emotional needs of others were stressful and sapped his energy.

Jennie's perception of Joe was he's too driven, blunt, outspoken, and forceful. Joe's perception of Jennie was she's too talkative, unrealistically optimistic and emotional, with little concern about getting tangible results. Judging had become their m.o. Joe wanted to control how things got done so didn't appreciate Jennie's collaborative nature. Jennie wanted to enthusiastically embrace everyone's ideas so didn't appreciate Joe's driven results oriented nature.

The Everything DiSC Comparison Report revealed Joe was more Skeptical and Jennie was more Accepting. Joe's Action Plan included avoiding coming across as overly critical of her ideas and appeal to her need to participate in the discussion. Jennie's Action Plan included being ready with facts and evidence in response to his questions, thereby appealing to his more logical side.

While things aren't perfect, they have definitely moved from judging to understanding and respecting each other's differences and have concrete action plans for improving their relationship.
They both said the Everything DiSC Workplace Profile and Everything DiSC Comparison Report was invaluable as it provided focused dialogue and gave them specific strategies for working together more effectively.   And.....they have inspired the rest of their team to take the Everything DiSC Workplace Profile.

via Zitzloff Training

What comes first, the Culture or the Strategy

2013-01-10T15:53:00.000-05:00

Well, which comes first, the chicken or the egg? The HR professional is starting to ask themselves a
similar question; “which comes first, the development of the culture or the development of the strategy.

Culture is defined as a blend of attitudes, behaviors, actions and beliefs that flourishes with a clear set of
values and norms that actively guide the way an organization operates. I like to say that it is the taste,
smell and feel we can when we come in contact with the organization. This is the origin for the term,
“a fun place to work”. The culture does define the work environment to both the internal and external
customer. Many believe that culture is the environment in which your strategy and your brand lives
or dies. I, like many others, believe that creating the appropriate culture is one of the most important
factors in determine future success.

It has been almost a decade since we feverously created our vision and mission statements. In the
majority of organizations, you will usually find the mission and/or vision statements hanging on the
walls and they probably have not been revised in over ten years. Vision, to me, is the dream of the
organization usually provided by the leadership team. It is a view of what they would like the company
to look like in the future. The Mission Statement on the other hand should be the reason each and
every employee wants to come to work and exhibit a high achieving performance on a daily basis.

We used to break the mission down into purpose. Now, many organizations are translating the purpose
into core values or statements of excellence. This is where the organization needs to associate the
values with the culture. Make sure the values and culture reflect the same meaning to everyone that
enters the building. The culture has to be genuine.

Tips to Maximize Your Productivity

2013-01-08T15:35:00.000-05:00

Productivity is getting the desired results by focusing on your high payoff activities
and spending little or no time on your low payoff activities. It is not rocket
science…just a commitment to excellence.

Here are some tips to help you maximize your productivity:

- Keep track and analyze your daily productivity so that you can improve right out of the gate.

- Stop wasting the first hour of your workday. Having the chat and first cup of
coffee, reading the paper, and socializing are the three costliest opening exercises
that lower productivity.

- Do one thing well at a time. It takes more time to start and stop work on each
activity. Stay with the task until it is completed.

- Don’t open unimportant mail. More than a fourth of the mail you receive can be
tossed before you open or read it, and that included e-mail.

- Write down in one place all the important contacts you have and all of your goals
and priorities. Make a backup copy, preferably on CD, DVD, or Zip disc. Write
down every commitment you make at the time you make it.

- Handle each piece of paper only once and never more than twice. Don’t set aside
anything without taking action. Carry work, reading material, audiotapes, and
your laptop computer with you everywhere you go. Convert down time into
uplink time.

- Spend twenty minutes at the beginning of each week and ten minutes at the
beginning of each day planning your to do list.

- Set aside personal relaxation time during the day. Don’t work during lunch. It’s
neither noble nor nutritional to skip important energy input and stress-relieving
time. Throughout the day, ask yourself, “what’s the best use of my time right
now?” As the day grows short, focus on projects you can least afford to leave
undone.

- Take vacations often, mini vacations of two of three days, and leave your work
at home. The harder you work, the more you need to balance your exercise and
leisure time.

Adapted from Denis Waitley’s Ezine, July 4, 2007

Generational Difference at the School Bus Stop!

2012-12-27T15:52:00.000-05:00

The difference in generations can be found at the bus stop - and it can be applied to your company today.

The loyalists told us over and over that they had to walk for miles through rain, sleet and hail to get to
school some five miles away.

The Baby-Boomers would have walked to elementary school if it didn't exceed a certain mileage, and if
it did, you would have bus service. Few would drive to High School.

The X and Y generation would rush to the bus stop and make it in the nick of time. Most would drive to
High School in vehicles their parents would die for.

Today’s generation today is driven to the bus stop mostly in Lexus’. All of the children remain in the
vehicle when the weather is too cold or hot (Below 50 or above 70). Only when the school bus comes
to a complete stop do they start to prepare for the 10 yard walk to the bus. No sense of urgency is
exhibited at any point in time. The pace was classified as “snail-like”.

Cars behind the stopped school bus are now backing up for miles. Most of the people in those cars will
now be late for work.

Their boss has heard this excuse before….but it is very real!

Resolution - Develop Leadership, Don't Train - The #1 Reason Leadership Development Fails

2012-12-20T13:32:00.001-05:00

The #1 Reason Leadership Development Fails

Over the years, I’ve observed just about every type of leadership development program on the planet. And the sad thing is, most of them don’t even come close to accomplishing what they were designed to do – build better leaders. In today’s column I’ll share the #1 reason leadership development programs fail, and give you 20 things to focus on to ensure yours doesn’t become another casualty.

According to the American Society of Training and Development, U.S. businesses spend more than $170 Billion dollars on leadership-based curriculum, with the majority of those dollars being spent on “LeadershipTraining.” Here’s the thing – when it comes to leadership, the training industry has been broken for years. You don’t train leaders you develop them – a subtle yet important distinction lost on many. Leadership training is alive and well, but it should have died long, long ago.

This may be heresy to some – but training is indeed the #1 reason leadership development fails. While training is often accepted as productive, it rarely is. The terms training and development have somehow become synonymous when they are clearly not. This is more than an argument based on semantics – it’s painfully real. I’ll likely take some heat over my allegations against the training industry’s negative impact on the development of leaders, and while this column works off some broad generalizations, in my experience having worked with literally thousands of leaders, they are largely true.

An Overview of The Problem
My problem with training is it presumes the need for indoctrination on systems, processes and techniques. Moreover, training assumes that said systems, processes and techniques are the right way to do things. When a trainer refers to something as “best practices” you can with great certitude rest assured that’s not the case. Training focuses on best practices, while development focuses on next practices. Training is often a rote, one directional, one dimensional, one size fits all, authoritarian process that imposes static, outdated information on people. The majority of training takes place within a monologue (lecture/presentation) rather than a dialog. Perhaps worst of all, training usually occurs within a vacuum driven by past experience, not by future needs.

The Solution
The solution to the leadership training problem is to scrap it in favor of development. Don’t train leaders, coach them, mentor them, disciple them, and develop them, but please don’t attempt to train them. Where training attempts to standardize by blending to a norm and acclimating to the status quo, development strives to call out the unique and differentiate by shattering the status quo. Training is something leaders dread and will try and avoid, whereas they will embrace and look forward to development. Development is nuanced, contextual, collaborative, fluid, and above all else, actionable.

The following 20 items point out some of the main differences between training and development:

1. Training blends to a norm – Development occurs beyond the norm.

2. Training focuses on technique/content/curriculum – Development focuses on people.

3. Training tests patience – Development tests courage.

4. Training focuses on the present – Development focuses on the future.

5. Training adheres to standards – Development focuses on maximizing potential.

6. Training is transactional – Development is transformational.

7. Training focuses on maintenance – Development focuses on growth.

8. Training focuses on the role – Development focuses on the person.

9. Training indoctrinates – Development educates.

10. Training maintains status quo – Development catalyzes innovation.

11. Training stifles culture – Development enriches culture.

12. Training encourages compliance – Development emphasizes performance.

13. Training focuses on efficiency – Development focuses on effectiveness.

14. Training focuses on problems - Development focuses on solutions.

15. Training focuses on reporting lines – Development expands influence.

16. Training places people in a box – Development frees them from the box.

17. Training is mechanical – Development is intellectual.

18. Training focuses on the knowns – Development explores the unknowns.

19. Training places people in a comfort zone – Development moves people beyond their comfort zones.

20. Training is finite – Development is infinite.

If what you desire is a robotic, static thinker – train them. If you’re seeking innovative, critical thinkers – develop them. I have always said it is impossible to have an enterprise which is growing and evolving if leadership is not.

Resolution - Retain Top Talent - 10 Reasons Your Top Talent Will Leave You

2012-12-20T13:27:00.003-05:00

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Have you ever noticed leaders spend a lot of time talking about talent, only to make the same mistakes over and over again? Few things in business are as costly and disruptive as unexpected talent departures. With all the emphasis on leadership development, I always find it interesting so many companies seem to struggle with being able to retain their top talent. In today’s column, I’ll share some research, observations, and insights on how to stop the talent door from revolving.

Ask any CEO if they have a process for retaining and developing talent and they’ll quickly answer in the affirmative. They immediately launch into a series of soundbites about the quality of their talent initiatives, the number of high-potentials in the nine box, blah, blah, blah. As with most things in the corporate world, there is too much process built upon theory and not nearly enough practice built on experience.

When examining the talent at any organization look at the culture, not the rhetoric – look at the results, not the commentary about potential. Despite some of the delusional perspective in the corner office, when we interview their employees, here’s what they tell us:

More than 30% believe they’ll be working someplace else inside of 12 months.
More than 40% don’t respect the person they report to.
More than 50% say they have different values than their employer.
More than 60% don’t feel their career goals are aligned with the plans their employers have for them.
More than 70% don’t feel appreciated or valued by their employer.

So, for all those employers who have everything under control, you better start re-evaluating. There is an old saying that goes; “Employees don’t quit working for companies, they quit working for their bosses.” Regardless of tenure, position, title, etc., employees who voluntarily leave, generally do so out of some type of perceived disconnect with leadership.

Here’s the thing – employees who are challenged, engaged, valued, and rewarded (emotionally, intellectually & financially) rarely leave, and more importantly, they perform at very high levels. However if you miss any of these critical areas, it’s only a matter of time until they head for the elevator. Following are 10 reasons your talent will leave you – smart leaders don’t make these mistakes:

1. You Failed To Unleash Their Passions: Smart companies align employee passions with corporate pursuits. Human nature makes it very difficult to walk away from areas of passion. Fail to understand this and you’ll unknowingly be encouraging employees to seek their passions elsewhere.

2. You Failed To Challenge Their Intellect: Smart people don’t like to live in a dimly lit world of boredom. If you don’t challenge people’s minds, they’ll leave you for someone/someplace that will.

3. You Failed To Engage Their Creativity: Great talent is wired to improve, enhance, and add value. They are built to change and innovate. TheyNEED to contribute by putting their fingerprints on design. Smart leaders don’t place people in boxes – they free them from boxes. What’s the use in having a racehorse if you don’t let them run?

4. You Failed To Develop Their Skills:Leadership isn’t a destination – it’s a continuum. No matter how smart or talented a person is, there’s always room for growth, development, and continued maturation. If you place restrictions on a person’s ability to grow, they’ll leave you for someone who won’t.

5. You Failed To Give Them A Voice: Talented people have good thoughts, ideas, insights, and observations. If you don’t listen to them, I can guarantee you someone else will.

6. You Failed To Care: Sure, people come to work for a paycheck, but that’s not the only reason. In fact, many studies show it’s not even the most important reason. If you fail to care about people at a human level, at an emotional level, they’ll eventually leave you regardless of how much you pay them.

7. You Failed to Lead: Businesses don’t fail, products don’t fail, projects don’t fail, and teams don’t fail – leaders fail. The best testament to the value of leadership is what happens in its absence – very little. If you fail to lead, your talent will seek leadership elsewhere.

8. You Failed To Recognize Their Contributions: The best leaders don’t take credit – they give it. Failing to recognize the contributions of others is not only arrogant and disingenuous, but it’s as also just as good as asking them to leave.

9. You Failed To Increase Their Responsibility: You cannot confine talent – try to do so and you’ll either devolve into mediocrity, or force your talent seek more fertile ground. People will gladly accept a huge workload as long as an increase in responsibility comes along with the performance and execution of said workload.

10. You Failed To Keep Your Commitments: Promises made are worthless, but promises kept are invaluable. If you break trust with those you lead you will pay a very steep price. Leaders not accountable to their people, will eventually be held accountable by their people.

If leaders spent less time trying to retain people, and more time trying to understand them, care for them, invest in them, and lead them well, the retention thing would take care of itself. Thoughts?

Originally posted on Forbes.co
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Resolution - Get Your Employees Engaged

2012-12-20T12:59:00.002-05:00

Although this video is from the UK, the point is that engagement is extremely important no matter what position your employees hold. Make employee engagement a resolution this year.......