Friday, September 30, 2016

Reflection Time: Spiritual Self-Appraisal



This Sunday night Jews around the world will begin celebrating Rosh Hashanah, which is the Jewish New Year. This is a somber holiday; no late night partying or kissing at midnight. It is a deeply religious holiday. The truly observant spend most of the holiday at the synagogue attending services. For most it’s about keeping with the tradition of the special foods and blessings. And for me, it’s a day of reflection and spiritual stocktaking; my own self-appraisal, my review 365. Just as I’ve launched and managed the annual performance review process throughout my career in HR, in my personal life, ‘tis is the season dedicated to self-appraisal and celebrating the possibility of change, renewal and a better tomorrow. 

The tradition of Rosh Hashanah is to gather together as a community to honor the history of our people and our heritage, and our ties and connections to others. It’s the time of year to think about my relationships; those I may have hurt and need to apologize to and make amends, and where I could potentially do better and give more, be more accepting and loving. Rosh Hashanah is my annual wake-up call to resolve to be a better person and do the best I can for my family, my community and the clients I serve. It’s the time of year to re-commit to self-improvement and growth. It’s not a commitment to be perfect, just to take steps, however tiny, towards greater meaning, contributions, and fulfillment.

One of my favorite holiday rituals is Tashlich (loosely translated “casting off”, or letting go.) On the first afternoon of Rosh Hashanah, it is customary to go to a body of water (ocean, river, pond, etc.) and perform the Tashlich ceremony, in which we ceremonially cast our sins into the water. While I haven’t been to a synagogue to perform the traditional Tashlich ritual in years, I’ve created my own symbolic ritual to let go of what is no longer working for me to leave room for change and to embrace new beginnings. Here goes:

Breathe. Let go.

There is nothing I can do about the wrongs of yesterday.
This very moment is the only one I have for sure.
I am ready to cast away all my jealousies, selfishness, and fears.

I ask for the courage to let go; to
Stop blaming, judging & criticizing
Stop nagging, scolding, or arguing
Stop regretting the past
Stop living in fear

I ask for the wisdom to grow; to
Accept others
Take each day as it comes and cherish the moment
Laugh & be cheerful
Love more fully
Live my dreams

I can. I will. I am ready!

Wishing everyone, whether observing the holiday or not, a life filled with meaning, fulfillment and joy. May we all have the courage and stamina to continue on our personal journey toward being the best that we can be as individuals and as a community!


Thursday, September 29, 2016

5 Steps for Success: Constructive Feedback

It is a manager’s responsibility to provide employees with continuous feedback. Performance reviews are not an effective tools in today’s fast changing work environment. To be useful, feedback must be timely and relevant in recognizing good performance and providing constructive feedback to correct any issues impeding employee’s success. Generally speaking, if an employee is underperforming, the first step is to have a candid conversation with them. It’s a manager’s responsibility to address poor performance or any unproductive behaviors which are not aligned with corporate culture, values, and goals. The goal is to engage the employee in the conversation to gain perspective on what’s going on and then create an action plan to address the poor performance and correct the inappropriate behavior. Performance conversations should always be solution-focused based on behaviors that were actually observed.

5 steps for success in addressing poor performance or unproductive behaviors:

1.      Get to the source

Do not ignore poor performance or behavior and be proactive in addressing situations in which employees are not meeting your expectations. The vast majority of employees are responsible adults. If a problem develops and is brought to their attention, they want to solve it. Showing concern and trust, and involving the employee in finding a solution, you are likely to get the desired results. Be direct. Explain what you’ve observed sticking to facts and concrete examples and ask for the employee’s insights and perspective on what’s going on. Only once you uncover the reasons for the poor performance or behavior you’d be able to work towards a solution.

2.      Create a Plan

Taking a long-term view, help the employee develop a short-term plan “must improve and achieve” focusing on desired outcomes as well as a long-term road map to success plan mapping out long term objectives relating to specific career goals. Obtain employee’s commitment to take positive action steps forward. Help the employee identify available resources for support.

3.       Solicit Commitment

Review the job responsibilities and expectations with underperforming employees and help them better understand their role and the impact on the business when they are not pulling their weight. Make sure you are setting clear deliverables and hard deadlines. It is a manager’s job to assign responsibilities and divvy up the team workload fairly and make sure everyone is toeing the line.

4.      Build on Strengths

You’ll see more success when you take advantage of employees’ strengths and interests rather than investing scare resources such as your time in correcting weaknesses. Get to know what excites your team members about their jobs and try to create opportunities that closely aligned to their strengths and interests. Give people a chance to shine.

5.      Establish Goodwill

Recognize good performance and provide tangible incentives for people to work toward, on a group and individual basis, within the company’s incentive system: a catered lunch, offsite group fun activity, a day off, and monetary incentives such as bonuses or prepaid trips. Listen to what is meaningful to your people, and make it worth their efforts.

Best practice is to document conversations with employees, good and bad, as a strategy for long term employee development. Human memory is quirky and unreliable. We need to forget things to avoid memory overload and clear more memory space for immediate more relevant information, and thus we may forget important information or details in the process. The benefits of documentation far outweigh the time required to write a brief report of the discussion. Sticking to the facts note what topics were discussed, the issues or concerns and the commitments and agreements for future reference. When both you and the employee review and initial the document and keep a copy, it can prevent future misunderstanding. It’s always best to take a few minutes to do the write-up on the same day that the conversation takes place.

Using continuous employee feedback is the best talent management strategy to improve employee engagement and performance as well as invest in employees’ long term development and growth.

Wednesday, September 28, 2016

The Weakest Link: Fast Track to Nowhere



It seems my blog post about layoffs struck a nerve with those who have to deal with problem employees. I’ve received many requests to write more about those employees who are a manager’s and co-workers’ worst nightmare being a constant pain in the neck because they have a bad attitude and take longer than everyone else to complete their work leaving everyone underwhelmed. When a team member is not pulling his weight, other team members have to work harder to pick up the slack. And yes, a bad attitude is a performance problem. One negative Ned or Nancy can bring an entire team down. If not managed overtime, such situations have a devastating impact on productivity and team morale. Anyone comes to mind?

Five types of problem employees:

The Entitled
These employees have lots of pride but no sense or sensibility. It’s all about “me, me, me;” always wanting more believing they are more deserving than others. They have an inflated sense of self-worth and an exaggerated view of their talents and contributions. They feel they are doing the company a great favor by simply showing up at work and expect constant praise, rewards, and fawning at their feet for gracing the office with their presence. They are overly sensitive to criticism. When receiving constructive feedback they tend to be offended believing they’ve been mistreated or unfairly singled out. They have perfected the art of the blame game never taking responsibility for their actions.

The Victim
These employees thrive on being miserable. They believe they are always on the losing end of things suffering particularly unfortunate circumstances. They see the glass half empty always finding the down side. They constantly complain, an “oy to the world.” They focus on their self-inflicted misery not realizing the negative impact they have on others. It’s always “excuses, excuses, excuses!” blaming their circumstances taking no responsibility for missed deadlines or incomplete work. Taking ownership in their jobs and work is the equivalent of a student’s “the dog ate my homework” timeless excuse. They are habitually tardy or absent making things up to get out of trouble. They’ve perfected the art of making excuses.

The Slacker
These employees try to avoid work at all costs. It’s all about passing the buck. They are the ones spending hours surfing the net, taking long lunch breaks, making personal calls, or socializing extensively. It’s all about putting in the least amount of effort doing the least amount of work possible to get by. They are unproductive and under-performing and seem to intentionally and repeatedly use others to pick up the slack and do their work. It seems they are clueless about what having a good work ethic is all about. They lack motivation and focus. Similar to that sibling having a knack for walking into the kitchen when the last dish was dried and the trash was taken out, the slacker has perfected the art of work-avoidance.

The Drama Queen/King
These employees thrive on attention. They are always seeking to stir up drama throughout the office. They live life as an exclamation point, “OMG!!!” They are overly reactive in their emotions and actions living from one crisis to another. They make huge mountains out of molehills handling each freak-out with all the grace and finesse of a baby hippo. They crave excitement and are addicted to drama making a scene wherever they go and leaving chaos in their wake. But they can be extremely charming and are known to enliven dull parties. They do not mean to cause others stress and are typically blissfully unaware of the negative impact that they have on those around them. They’ve perfected the art of emotional manipulation.

The Saboteur
These employees thrive on competition. These are the people who don’t play fair in the corporate sandbox. They are the office bullies seeking to gain an edge at the expense of others. It’s all about “I come first no matter what.” They want to see others fail and thus increase their relative standing within the team. Saboteurs are malevolent deliberately wishing for evil. They wage war on anyone they perceive as a threat. They would intentionally make others look incompetent, damage someone’s work, and withhold crucial information. To them the end always justifies the means. They excuse any wrongs committed, such as breaking equipment or falsifying reports, to attain their goals. They perceive themselves as misunderstood geniuses in a world of average people. They are toxic and destructive.

The behaviors of the first four employee types; the entitled, the victim, the slacker, and the attention hog, can be corrected. However, great caution should be applied when dealing with malicious employees. Generally speaking, if an employee is underperforming, the first step is to have a candid conversation with them. While the labels above are useful in calling out ineffective and problematic behavior patterns, they should never be applied to any one individual. People are multifaceted and cannot be defined by one short label. Each individual presents varied personality traits, behaviors, strengths and weaknesses. When managers feel an employee is underperforming or behaves inappropriately, or in ways not aligned to the corporate culture, it is their responsibility to provide constructive feedback. The goal is to engage the employee in the conversation to gain perspective on what’s going on and then create an action plan to address the poor performance and correct the inappropriate behavior.

More on how to address poor performance or unproductive behaviors in my next post: 5 steps for success in addressing poor performance or unproductive behaviors.



Friday, September 23, 2016

Corporate Coaching: When People Grow, Companies Grow Tenfold

Coaching provides a structure for professional development and continuous growth. It offers a strategic solution-oriented approach to setting and achieving career goals.

Until fairly recently, most Fortune 500 companies have been hiring coaches for their senior staff to strengthen leadership performance. With accumulating evidence of the benefits of coaching, employers understand the value of offering career coaching to employees at all levels to leverage business coaching for growth. We are quickly moving toward a new paradigm for talent management and development across the career continuum; a future in which professionals work with a coach just as serious athletes do today. 

There’s a lot of data showing the positive effects of coaching on employee engagement, performance, and retention. In a 2014 benchmarking research study conducted by the Internal Coach Federation (ICF) and the Human Capital Institute (HCI), organizations offering coaching reported the following:
  • 79% saw improved employee engagement
  • 74% saw improved employee relationships
  • 81% saw improved team functioning
  • 69% saw increased job satisfaction
  • 70% saw increased productivity
  • 46% saw reduced turnover
*The Building a Coaching Culture full report and other surveys can be purchased on the ICF website.

Having served as an internal organizational coach and now working with global companies to implement coaching programs, I’ve seen the power of coaching first-hand.  The key is in designing and implementing the right coaching program to align with the corporate culture and strategy.

Benefits Associated with Internal Coaching
  • Internal coaches have ready access to information about the organization’s culture, challenges, strengths, and values.
  • Internal coaches have the opportunity to quickly identify and address needs for improved alignment within a specific management chain. 
  • Internal coaches are uniquely equipped to work across organizational lines and know what is needed for success.
Challenges Associated with Internal Coaching
  • Role clarity: differentiating a coach’s functional role and the role of an internal coach.
  • Confidentiality: managing any potential conflicts between the needs of the immediate client (the coachee) and the overall business. 
  • Accountability: establishing trust in offering coaching as a means for professional development and growth and NOT as a tool to address performance problems.
When designed and implemented well, coaching programs are the most cost effective and efficient system-level intervention to bring out the best in people.

If you are interested in offering coaching to key strategic employees, or if you are considering implementing an internal coaching program, please contact me for information about coaching packages and/or an in-house coaching certification program.

Thursday, September 22, 2016

When Your Office Chair is Pulled Out From Under You



Life is filled with chairs being pulled out from under us. A new client shared that for the first time in her life, with over 20 years of work experience under her belt and great performance reviews and references from previous employers, she was laid off after being at a new job for six months. She’d left a good job for what seemed like a promising opportunity only to be let go when the company hit a rough patch and applied the  “Last In, First Out” (LIFO) policy in the redundancy process.

In this day and age, everyone is at risk to be “fired,” “terminated,” “let go,” or “made redundant.” Yes, we’ve all run into a bad, lazy employee who is incapable of doing a hard day’s work. However, the vast majority of job losses have nothing to do with job performance and everything to do with the bottom line. When employers experience financial hardship the standard mode of operation is to lay off employees. So if you’ve lost your job, it’s likely due to economic and political forces at work.

Throughout my career I served as the messenger delivering the bad news that “your position has been eliminated” or “your services are no longer required.” It is the most difficult job responsibility of Human Resources professionals. It can’t be said enough – it is painful, and it sucks. In the words of Socrates: “no one likes the messenger who brings bad news.” And as hard as you try to get it done with sensitivity and tact, there’s no way to make it better or right. You are causing great harm to another person, often someone you care about. And you sure do understand the emotional and financial implications of a job loss. Although it is not your personal decision, you are in a leadership role; you are a part of the decision.

It is a rude awakening when we are thrown off course. It’s painful to feel we’ve done everything right and get the “wrong” outcomes despite of our best efforts. For those facing a similar situation and looking for advice, I am sorry to say I don’t have all the answers. But I have seen many people successfully manage the stress of losing a job to be able to seize the opportunity to explore new careers, find better jobs, and move on to greater things. The key is to be able to mourn the loss of the job, but quickly move on from self-pity to self-discovery. Just because you were thrown a curve ball and had the wind knocked out of you, it doesn’t mean you are doomed to fail. This is a temporary setback. You never know what’s around the corner. What looks like a great loss could be a blessing in disguise. You just don’t know it, yet.

Consider the Taoist story of the old farmer. The old farmer had worked diligently in the fields for many years when his horse disappeared. All his neighbors came to express their sympathy at the unfortunate turn of events. But the farmer remained calm saying “whether this is good or bad remains to be seen.” Within a few days the horse returned home with two wild horses. The neighbors came back offering their congratulations on his good luck. And again the farmer remained calm saying “whether this is good or bad remains to be seen.” The farmer’s son decided to tame the wild horses, and in an attempt to mount the animals, he was thrown off and broke his leg. The neighbors bearing small gifts and good wishes for a speedy recovery cluck their tongues at the terrible misfortune. But the farmer held firm maintaining that “whether this is good or bad remains to be seen.” Within a week, the country went to war, and military officials came to the village taking all the young men into the army. The farmer’s son was not drafted since his leg was broken. To his neighbors, who were worried about their sons, the farmer’s words of encouragement were “whether this is good or bad remains to be seen.”

Our most significant growth often comes following a serious setback. They key is to turn a negative event into a positive opportunity to start over fresh.

Here’s how you move forward:

Process the job loss: manage the whirlwind of emotions that accompany a job loss; the anger, sadness, fear, etc. Accept your feelings. Take a couple of days to wallow in self-pity: wear your PJ's all day long, eat ice cream out of the container, indulge in comfort food, watch your favorite movies, play sad songs, and do whatever you want. But then get up and get on with your life. Focus on what’s next for you.

Re-engage: make sure you take full advantage of your new-found free time to do all the things you haven’t had time for before – work out, eat healthy, catch up on your reading and to-do list. And spend a significant part of your days doing things that will make you more appealing to prospective employers; for example, join professional development groups, find volunteer opportunities, reach out and connect with your network.

Get perspective: look within yourself and ask yourself the tough questions:
  1. What do I need to get through this?
  2. What can I learn from what happened?
  3. What will get me what I want?
Answering these questions and having clarity must be a first step before pursuing new opportunities. Outline past accomplishments and articulate your compelling story to rebrand yourself in the job market.

Persevere: don’t panic when you send a hundred applications and receive only a few calls back for interviews. It’s a numbers game. Create your bucket list of companies you want to work for and network your way into a new job. Creating a target list of desirable companies and working a plan to build relationships with them is the smartest way to land a job with a company you admire and respect.

Becoming unemployed is a huge kick in the gut. But don’t let a job status, whether employed or unemployed, define you. Success in life is defined by how we respond to life’s challenges. Stay positive and confident. Positive attitude will help you move forward faster and more constructively.