Recently a client asked me to prepare a presentation on visionary leadership. Hopefully by now my regular readers will know that I strongly advocate that leaders work with their employees to create a vision and set challenging expectations for each individual in support of that vision.
Now, I do admit to being a little spoiled here. Between reporting to a series of presidents who spoke limited English, to owning my own firm; I haven’t had close supervision in a very long time. And, I will admit that there are times (like when training someone new) when close supervision is a really good thing. But after that, if people know what you expect and are bought into your vision, micromanagement will only serve to encourage them to limit taking ownership of their work.
At one end of the spectrum, Netflix has established themselves as the master of a no policy workforce. Being in a creative industry where the opportunity for damage due to the quality of their products is limited, they have taken visionary leadership to a new level. Netflix does not have a policy for vacation time. Their entertainment and business travel expense policy is simple: ”Act in Netflix’s best interest.” But my favorite is this comment on their dress code:
“There is also no clothing policy at Netflix, but no one has come to work naked lately.”
We’ve all heard the horror stories of the leaders that slow progress and frustrate their employees by reviewing every minor decision. Does this sound like you? If you are a control freak who needs to be involved, then identify the key things that are most important to your business, like product innovation, service quality, or quantity produced. Get your employees excited about your vision for those areas and leave the rest up to them. There’s a good chance that they will come up with suggestions for doing things better, faster, and will have more fun along the way. Process improvements can be a really great thing – and they rarely come from the top down, but rather the bottom up.
Visionary leaders focus on the big picture and the end results. They trust their staffs to handle the details. If you are a leader who can’t trust your staff to come to work wearing clothes, then you don’t have the right staff.
“If you want to build a ship, don’t drum up the people to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea.”
- Antonie De Saint-Exupery
Thursday, August 26, 2010
Monday, August 16, 2010
Anniversary Week
This week is a landmark for HRM Innovations, LLC. It was one year ago that I officially and publicly launched HRM Innovations by standing up in a KHRMA meeting to say “I’m going to do this!”
The year has gone quickly and I have been fortunate to have some great projects and many terrific customers. Last week, I placed an order for more business cards. What looked like a huge box of 500 cards a year ago is now an empty testament to the many people that I have met.
My clients have welcomed me into their organizations, trusted me with their systems and their employees. I thank them for their confidence and support.
I also want to thank the many people who volunteered to help with the activities required to start a business, including: proofreading my business plan, critiquing my marketing materials, providing coaching advice and moral support, offering me conference rooms and office space, introducing me to network contacts, serving as references, giving legal advice, and providing feedback on presentations. A couple of you even followed my blog!
Finally, I’d like to give a special thank you to my wife Tami, for giving me great support. Your confidence has meant a lot to me.
Year one was such a great experience that I can’t wait to see what happens in year two!
The year has gone quickly and I have been fortunate to have some great projects and many terrific customers. Last week, I placed an order for more business cards. What looked like a huge box of 500 cards a year ago is now an empty testament to the many people that I have met.
My clients have welcomed me into their organizations, trusted me with their systems and their employees. I thank them for their confidence and support.
I also want to thank the many people who volunteered to help with the activities required to start a business, including: proofreading my business plan, critiquing my marketing materials, providing coaching advice and moral support, offering me conference rooms and office space, introducing me to network contacts, serving as references, giving legal advice, and providing feedback on presentations. A couple of you even followed my blog!
Finally, I’d like to give a special thank you to my wife Tami, for giving me great support. Your confidence has meant a lot to me.
Year one was such a great experience that I can’t wait to see what happens in year two!
Thursday, August 5, 2010
What’s the Biggest Issue Facing HR Today?
In my efforts to keep up with the latest, I was reading some online articles. One article in particular caught my eye. In it, the author challenged the results of a recent survey by ComPsych (www.ComPsych.com) that states HR Managers are more concerned about morale than any other issue, even healthcare reform.
Here’s the survey breakdown of what HR Managers are most concerned about according to the ComPsych survey.:
31% - Maintaining employee productivity and morale
26% - Dealing with healthcare costs and new legislation
16% - Finding qualified candidates
14% - Handling organizational change
13% - Retaining top performers
In talking with my clients, I believe the survey is correct. Here’s why: Last year, people feared for their jobs, unemployment was high, and companies were downsizing. Throughout 2009, we saw fewer employee relations concerns, lower turnover, and a general decrease in “boat rocking.”
Last fall, a recruiter friend of mine predicted companies that didn’t treat their employees well during the recession would experience significant turnover at the end of it. I’m sure she was right. Now, the job market is opening back up. Companies are hiring, but on a limited basis. Workloads are higher than ever. As a result, turnover is creeping back up. Regardless of what happened during the past year, there are some things you can do now to reduce the risk of losing your best performers. Try these steps:
▪ Provide recognition for your top performers and for anyone who has gone above and beyond during this period. Let them know you appreciate their efforts.
▪ Make certain that their current workloads are manageable. People will work extended hours for short periods of time, but it’s not sustainable unless there’s a light at the end of the tunnel.
▪ Open up those lines of communications. People want to feel in on the things that matter. Even if you can’t give them what they need now, let them know you’re aware of their needs and are planning for the future.
▪ Don’t subscribe to the “Employees should be thankful for a job” management theory. That’s a sure recipe for the need to recruit replacement employees.
What about Healthcare reform? I predict that the biggest healthcare challenges for HR professionals are 9-12 months away. That’s when our employees will be looking at neighboring companies and asking: “Why didn’t we handle the healthcare reform implementation like they did?” Of course, if we don’t take steps to retain our best employees now, we won’t need to worry about providing medical benefits later.
Here’s the survey breakdown of what HR Managers are most concerned about according to the ComPsych survey.:
31% - Maintaining employee productivity and morale
26% - Dealing with healthcare costs and new legislation
16% - Finding qualified candidates
14% - Handling organizational change
13% - Retaining top performers
In talking with my clients, I believe the survey is correct. Here’s why: Last year, people feared for their jobs, unemployment was high, and companies were downsizing. Throughout 2009, we saw fewer employee relations concerns, lower turnover, and a general decrease in “boat rocking.”
Last fall, a recruiter friend of mine predicted companies that didn’t treat their employees well during the recession would experience significant turnover at the end of it. I’m sure she was right. Now, the job market is opening back up. Companies are hiring, but on a limited basis. Workloads are higher than ever. As a result, turnover is creeping back up. Regardless of what happened during the past year, there are some things you can do now to reduce the risk of losing your best performers. Try these steps:
▪ Provide recognition for your top performers and for anyone who has gone above and beyond during this period. Let them know you appreciate their efforts.
▪ Make certain that their current workloads are manageable. People will work extended hours for short periods of time, but it’s not sustainable unless there’s a light at the end of the tunnel.
▪ Open up those lines of communications. People want to feel in on the things that matter. Even if you can’t give them what they need now, let them know you’re aware of their needs and are planning for the future.
▪ Don’t subscribe to the “Employees should be thankful for a job” management theory. That’s a sure recipe for the need to recruit replacement employees.
What about Healthcare reform? I predict that the biggest healthcare challenges for HR professionals are 9-12 months away. That’s when our employees will be looking at neighboring companies and asking: “Why didn’t we handle the healthcare reform implementation like they did?” Of course, if we don’t take steps to retain our best employees now, we won’t need to worry about providing medical benefits later.
Thursday, July 22, 2010
Good HR Could Have Saved Shirley Sherrod’s Job
You may have seen the news about the USDA employee, Shirley Sherrod, who was asked to resign on Monday. In a nutshell, a video of a presentation she gave was edited to appear that she denied aid to white farmers based on their race. In a matter of hours after the firestorm started on Monday, she was suspended. She was then told to resign and, before the day was out, was told to leave immediately and to return her government car. On Tuesday, they found out that she hadn’t actually done anything wrong…
This is where good HR practices come in. Firing people is a highly emotional business, but it never has to be immediate. When training leaders I always advocate taking the time to thoroughly investigate a situation. After all, what’s the rush?
There’s a simple tool, called a “suspension pending investigation,” that leaders should always use prior to rule violation terminations. The USDA started there. Unfortunately, they rushed past the investigation process on their way to the firing line.
Temporarily removing the person from the organization gives you time to do a thorough investigation. It should include: interviewing the person, their co-workers, the supervisor, and reviewing your policy on the violation. It also provides time to allow cooler heads to prevail.
As of this morning, the USDA has offered Shirley a new position. The verdict is out on whether she will accept; unfortunately the damage has already been done. Firing is a last resort action for employees that can’t or won’t positively contribute to an organization. Before you fire someone, make certain that you get ready, take aim, and then fire.
This is where good HR practices come in. Firing people is a highly emotional business, but it never has to be immediate. When training leaders I always advocate taking the time to thoroughly investigate a situation. After all, what’s the rush?
There’s a simple tool, called a “suspension pending investigation,” that leaders should always use prior to rule violation terminations. The USDA started there. Unfortunately, they rushed past the investigation process on their way to the firing line.
Temporarily removing the person from the organization gives you time to do a thorough investigation. It should include: interviewing the person, their co-workers, the supervisor, and reviewing your policy on the violation. It also provides time to allow cooler heads to prevail.
As of this morning, the USDA has offered Shirley a new position. The verdict is out on whether she will accept; unfortunately the damage has already been done. Firing is a last resort action for employees that can’t or won’t positively contribute to an organization. Before you fire someone, make certain that you get ready, take aim, and then fire.
Thursday, July 15, 2010
Healthcare Reform: Are you ready for September?
It’s been a little while since we’ve talked about healthcare reform, but that doesn’t mean that the changes are coming any slower. In fact, there’s a lot happening in September. Here’s a list of changes effective September 23rd, 2010 for all new plan years starting on or after that date. I picked the topics that I believe will impact business owners the most, but this is by no means an exhaustive list:
• Young adults that are covered by your plan as dependents must be offered coverage until they reach age 26 (unless covered by an employer of their own).
• Plans must include preventive care services such as mammograms and colonoscopies for free. Co-pays, deductibles, and co-insurance are not allowed.
• Insurance companies cannot rescind coverage for someone who is ill due to a technicality or application error.
• There is a new external review process for individuals to appeal insurance company decisions.
• Lifetime benefit maximums have been eliminated
• Annual limits on essential services have been eliminated
• Pre-existing condition clauses have been eliminated for all children under the age of 19.
Those are the key changes for September and there are some additional changes that will take effect on January 1st, 2011. Those changes include:
• Large employer plans will be eligible for rebates if medical claim costs are less than 85% of the insurance costs.
• Small employer and individual plans are eligible for rebates if medical claim costs are less than 80% of the insurance costs.
The rebates are designed to limit the profit and administrative expense amounts available to insurance companies.
If you have not yet reviewed your plan for changes, I would strongly encourage you to do so soon. Additional information is available on the web at: www.healthcare.gov
• Young adults that are covered by your plan as dependents must be offered coverage until they reach age 26 (unless covered by an employer of their own).
• Plans must include preventive care services such as mammograms and colonoscopies for free. Co-pays, deductibles, and co-insurance are not allowed.
• Insurance companies cannot rescind coverage for someone who is ill due to a technicality or application error.
• There is a new external review process for individuals to appeal insurance company decisions.
• Lifetime benefit maximums have been eliminated
• Annual limits on essential services have been eliminated
• Pre-existing condition clauses have been eliminated for all children under the age of 19.
Those are the key changes for September and there are some additional changes that will take effect on January 1st, 2011. Those changes include:
• Large employer plans will be eligible for rebates if medical claim costs are less than 85% of the insurance costs.
• Small employer and individual plans are eligible for rebates if medical claim costs are less than 80% of the insurance costs.
The rebates are designed to limit the profit and administrative expense amounts available to insurance companies.
If you have not yet reviewed your plan for changes, I would strongly encourage you to do so soon. Additional information is available on the web at: www.healthcare.gov
Tuesday, July 6, 2010
Michigan's New Law: To Text or Not to Text?
First, a confession: I’m addicted to my phone. I’ll be the first to tell you that I travel a fair amount in my work and my phone is a key part of my ability to stay connected to my customers. I do use a hands free one while driving, but I am definitely guilty of checking my email at traffic lights.
Effective, July 1st, Michigan made it illegal to text while driving. While I’m not crazy about the idea of having laws that cover every aspect of our lives, I honestly don’t feel safe passing someone on the highway that is looking down at a phone, texting with both hands and steering with his knees. I remember getting hit from behind by a teenager who was talking on his cell phone a few years back. That experience didn’t exactly leave me with a warm safe feeling.
In a related development back in April, the Supreme Court heard oral arguments in the case of City of Ontario v Quon. The case involves Quon, a SWAT team member in California, who was sending and receiving sexually explicit text messages using his city owned and provided pager. While the court has yet to issue a decision in the case, it’s safe to say that the case is where it is because the city did not have a policy that covered this scenario. They did have a general policy regarding email and the use of company equipment, but not texting, and their actions did not always conform to the policy. So what do we need to do?
First, make certain your policy is clear and specific: Explain that no employee should have any expectation of privacy while using company equipment at any time. Then, specifically define what equipment is covered by this and update your policy on a regular basis as technology changes.
Second, think safety: Do your employees drive as a part of their jobs? Do they send text messages to their kids as they navigate their way through a forklift aisle on their way to the cafeteria for breaks? Cover this in your policy as well.
Finally, enforce your policy: If your policy says one thing, but you do another (even for your executives), your policy won’t help you defend any disciplinary action that you may end up taking.
While it may be impossible to cover every potential possibility in a policy, this is one area where you really should carefully consider your operation, expectations, and potential pitfalls. Get a team together to brainstorm scenarios – and include your IT person (and your favorite consultant). Setting clear expectations now may just save you a lot of frustration later.
Effective, July 1st, Michigan made it illegal to text while driving. While I’m not crazy about the idea of having laws that cover every aspect of our lives, I honestly don’t feel safe passing someone on the highway that is looking down at a phone, texting with both hands and steering with his knees. I remember getting hit from behind by a teenager who was talking on his cell phone a few years back. That experience didn’t exactly leave me with a warm safe feeling.
In a related development back in April, the Supreme Court heard oral arguments in the case of City of Ontario v Quon. The case involves Quon, a SWAT team member in California, who was sending and receiving sexually explicit text messages using his city owned and provided pager. While the court has yet to issue a decision in the case, it’s safe to say that the case is where it is because the city did not have a policy that covered this scenario. They did have a general policy regarding email and the use of company equipment, but not texting, and their actions did not always conform to the policy. So what do we need to do?
First, make certain your policy is clear and specific: Explain that no employee should have any expectation of privacy while using company equipment at any time. Then, specifically define what equipment is covered by this and update your policy on a regular basis as technology changes.
Second, think safety: Do your employees drive as a part of their jobs? Do they send text messages to their kids as they navigate their way through a forklift aisle on their way to the cafeteria for breaks? Cover this in your policy as well.
Finally, enforce your policy: If your policy says one thing, but you do another (even for your executives), your policy won’t help you defend any disciplinary action that you may end up taking.
While it may be impossible to cover every potential possibility in a policy, this is one area where you really should carefully consider your operation, expectations, and potential pitfalls. Get a team together to brainstorm scenarios – and include your IT person (and your favorite consultant). Setting clear expectations now may just save you a lot of frustration later.
Thursday, June 10, 2010
Creating Caring Communities
Recently, the son of a neighbor was diagnosed with cancer and our neighborhood support network immediately sprang into action. Family support was coordinated, communication channels were set up, and trees throughout the neighborhood were decorated with ribbons.
Surprised? We weren’t. This is standard fare for our neighborhood. It’s just that kind of place. But can employers create these types of caring communities in the workplace? Absolutely they can, and here’s how great leaders do it:
1. Know your employees: Make it a priority to know your employees, by name, and to know something about them personally. If yours is a small organization, this part is easier, but the need doesn’t go away for larger groups. Maybe you can’t know everyone, but you should certainly make the effort to try. Set aside time every week to go talk with them.
2. Be human: While they don’t want you to share every detail, people will feel closer to you if you open up to them about your personal life. Sharing key milestones and proud moments helps to create a bond and build trust.
3. Lead by example: If you want your employees to care about each other, start by caring about them. Provide support for them when they are in a difficult situation. Attending the funerals of employee’s loved ones and celebrating their milestones will send a strong message about your concern for them.
4. Don’t start a committee: Having a person to coordinate support in a crisis is a good thing, having a committee that provides flowers for every special occasion is generic and half hearted. Keep it genuine, keep it unique. Does this mean everyone will get the same treatment? Probably not, but what two situations are the same?
5. Focus on the positive: Look for the good things that happen everyday and your employees will start doing the same. If they feel good about the work they are doing and aren’t afraid of being punished for mistakes, they will be more likely to apply energy to helping others.
Surprised? We weren’t. This is standard fare for our neighborhood. It’s just that kind of place. But can employers create these types of caring communities in the workplace? Absolutely they can, and here’s how great leaders do it:
1. Know your employees: Make it a priority to know your employees, by name, and to know something about them personally. If yours is a small organization, this part is easier, but the need doesn’t go away for larger groups. Maybe you can’t know everyone, but you should certainly make the effort to try. Set aside time every week to go talk with them.
2. Be human: While they don’t want you to share every detail, people will feel closer to you if you open up to them about your personal life. Sharing key milestones and proud moments helps to create a bond and build trust.
3. Lead by example: If you want your employees to care about each other, start by caring about them. Provide support for them when they are in a difficult situation. Attending the funerals of employee’s loved ones and celebrating their milestones will send a strong message about your concern for them.
4. Don’t start a committee: Having a person to coordinate support in a crisis is a good thing, having a committee that provides flowers for every special occasion is generic and half hearted. Keep it genuine, keep it unique. Does this mean everyone will get the same treatment? Probably not, but what two situations are the same?
5. Focus on the positive: Look for the good things that happen everyday and your employees will start doing the same. If they feel good about the work they are doing and aren’t afraid of being punished for mistakes, they will be more likely to apply energy to helping others.
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