Category Archives: Organizational Climate

Can you really say no to your boss?

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Even when you have a positive relationship, bringing bad news to the boss is something most people would rather avoid. This includes telling the boss, “no,” even when it’s the right thing to do.

Sure, the supervisor should welcome honesty and candor – and most do. However, when delivering a “no” message, it’s also important to know what to tell your boss, when and how.

Katherine Reynolds Lewis of Fortune wrote, “companies that foster a fear-free culture enjoy better decision-making, more ethical behavior and the ability to truly harness the collective brainpower of the workforce.”  Creating and maintaining a positive culture isn’t just the boss’ job. How direct reports share information and team with their bosses for mutual success contributes to a transparent culture as well.

How do you effectively tell your boss “no?”

Communicate when an important result is at stake. If a key project or outcome is at risk, you need to tell your boss. State the situation clearly and provide possible solutions. “The software integration is 2 months behind schedule and 40% over budget. Options include adding a person to the team or finding an alternative vendor.”

Be honest about what you can and cannot do. Speak up if your boss assigns you something that is outside your skillset and more than a stretch goal. However, don’t leave her holding the ball. Suggest what you can do and who might fill the gap. “My skills would be better utilized on the project management end, with Sean on the technical side.”

Prepare the boss and speak in private. Your boss may be less willing to be open to input if it comes out of the blue. Send him an email, letting him know that you have some ideas you’d like to share. Meet one-on-one to explore these ideas without an audience that could have an unanticipated impact.

Say thanks. Even if she doesn’t agree with your perspective, your boss took the time to listen (hopefully). No matter how the meeting goes, genuinely thank her for her time. You’ll build some relationship capital that may be helpful in the future.

When saying no, or delivering any message that might be hard to hear, use as few words as possible. There is no need to use giant words, spin, lecture or defend. Remember the advice of John Kotter. “Good communication does not mean you have to speak in perfectly formed sentences and paragraphs. It isn’t about slickness. Simple and clear go a long way.”

 


Stop tolerating dead weight

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Is there an employee in your organization who is dragging everyone down? There may be several. These are the employees who appear to be busy but don’t consistently produce good results. (Forget about great.) They have ready-made excuses for why they fall short, and they thrive in environments where expectations are vague.

When even one employee is glaringly unproductive, others notice. Even if they try not to care, they will begin to wonder why the expectations are so different. Over time, morale drops.

How do you clear out the dead wood in your organization?

Define expectations and give feedback. If you don’t have clear goals, roles and best practices, there can be no easy way to define a lack of productivity. Regular, formal and informal feedback to employees on what’s working and what is not will help them to maintain motivation and make adjustments as needed.

Figure out if the wood is really dead. There can be many reasons for under-performing. Some people look like failures because of a single, fixable flaw. With a strong desire to learn and change, these employees can mitigate the effects of their weakness and succeed in their jobs. Other employees may have had insufficient training. Consider fit and whether the person would be a good performer in another role. Seek the truth before you cull the dead wood.

Pinpoint who has the problem. Sometimes the problem is a lack of appropriate hiring, supervision, coaching or delegation. The results will be poor, but not because the performer isn’t giving it her all.

Act deliberately. Don’t adopt a wait-and-see approach. This may seem easier in the short term, but your organization’s culture will be negatively impacted. If you worry about losing an employee, remember that you will be more successful with fewer people aligned to the right standards than having more people orienting to mediocre or poor benchmarks.

Holding people accountable to high standards works for organizations and their employees. People thrive in environments where they are recognized and rewarded for hard work and results. In organizations with high standards and accountability, the choice for a dead-weight employee is clear. Change or leave.

 


How to respond to offensive remarks

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How many times have you heard a comment that struck you as disrespectful or offensive, and you didn’t respond? Maybe you didn’t know the other person, and felt too awkward to comment. Maybe you just weren’t sure you wanted to wade into the issue. Many of us (myself included) have opted not to comment, because we are afraid of the consequences or are unsure of what to say.

You don’t have to confront every piece of communication with which you don’t agree. When should you engage, having heard what you feel is a demeaning remark?

When it offends you. This may be obvious, but sometimes we think, “maybe I’m being too sensitive.” That’s usually just a way of avoiding the issue. If you find the remark offensive, that’s grounds enough to comment on it. You don’t need a panel of experts backing you up.

When the comment is made within your conversation. Overhearing a rude outburst from afar might give you a free pass. However, if someone makes an offensive remark in the context of your discussion, you can and should respond. Even if the words weren’t directed at you, it is still important to weigh in.

When you know the person. Strangers behaving badly may benefit from some type of intervention. Friends and colleagues definitely would. The difference here is your ability to influence their thinking and behavior. You owe it to the other person to bring the matter to their attention.

When you have the power. Let’s face it. There are some people who are in a much better position to confront distasteful speech. Leaders must role model the standards of the organization and confront those who disregard those standards. The implicit message when you say nothing is to approve.

When you know you should weigh in, how can you do so in a way that is maximally constructive?

Be brief. There is no need to launch into a protracted speech on the distasteful statement. Get to the point. “I found the term “fairy” to be offensive,” for example.

Stay focused on observable behavior. Resist the urge to extrapolate and comment on the person’s attitude or beliefs. “You used the word “girl” to refer to a grown woman.” Leave out your personal opinion that the person is a sexist.

Be willing to educate. Often people are operating out of ignorance and do not intend to be disrespectful. Assume that this is the case, until proven otherwise. A comment like, “that term has negative connotation you may not be aware of,” may pave the way to increased awareness.

State your feelings. After you’ve named the behavior, it is more than appropriate to state how you felt about it. “I felt offended [hurt] [angry].” This will help the other individual understand your true perspective and the impact of his behavior.

Be respectful and loving. It might seem strange to respond with care to a person who has said something you found repugnant. However, don’t give in to your urge to demean the speaker. Doing so would only inflame the situation, and may cause the other person to shut down and stop listening. Remember that your goal is to promote and model respectful communication; you won’t do that if you respond angrily.

Remain firm in your feedback. “Hey, lighten up,” can be a common response to being confronted. Simply stated, offensive speech is not trivial. At work, it can be illegal or at least highly disruptive. Your feedback is valid, regardless of the other person’s receptivity (or lack thereof).

Report abuse or discrimination. Persons who are verbally abusive or practice discrimination have no place in your organization. Take action, either yourself or by reporting such behavior to the person’s boss.

Part of our responsibility as human beings is to preserve the dignity of others. Caring enough to speak the truth is not always easy. It is, however, one of the most important things we can do. It may not feel that way at the time, but refuting objectionable comments is a courtesy we extend to the speaker. Giving difficult feedback means, “I care about you too much to let this go.”

 

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Start a revolution of kindness

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The other day my ten-year-old was pondering the future of her big sister, Shannon, who has graduated from college and is living and working away from home. Little Maggie wondered if Shannon would stay in Grand Rapids and buy a house there. I told her that houses are expensive, and Shannon would have to save for many years before she could buy one. Maggie’s answer? “Well, I’ll have a lemonade stand and give her the money to help out.”

I didn’t dampen Maggie’s enthusiasm by informing her of the microscopic nature of her gift. No act of kindness is meaningless. The interaction did make me think of times when I didn’t do something nice for another person, thinking it would be too little or too late. Have I stopped myself from expressing a kind word, thinking it might be inadequate to the situation? Or, when have I not taken the time to reach out, when it would have made someone’s day better?

What difference does simple kindness make to the quality of our leadership? Thoughtless, selfish leaders may be able to get the job done in the short run. However, they will not create the type of employee loyalty and sense of ownership that are the hallmarks of a resilient, successful organization.

Leaders can and should model generosity of spirit. How can we, as leaders, celebrate and evangelize thoughtfulness at work?

Look around. Tunnel vision abounds; people are maxed out with work and highly focused, and they often don’t notice what is going on with co-workers unless it directly impacts their work. Take time to notice the demeanor of your people. Then you’ll see where a touch of care might be most needed.

Be courteous. Pretty elementary stuff, but manners are incredibly important. In our rush to get things done, we can forget the basics. “Please” and “thanks” go a long way, especially when accompanied by a genuine smile.

Identify greatness. “That report was thorough and concise. Well done.” Specific feedback about what went well feeds the spirit and boosts morale. It also helps people replicate high performance, since they know the qualities and outcomes that made the difference.

Ask questions. Take a break from passing on sage advice, and ask a question or two. I love Michelle Price’s blog post called 12 Most Simple Acts of Kindness as a Leadership Tool. When you ask, “How are you?” make sure you really listen to the answer.

Organizations need people to work together effectively to accomplish goals, overcome problems and create lasting solutions. It is not always fun, and interpersonal friction can create noise that gets in the way. Counteract the ambient negativity with a daily routine of simple, thoughtful actions. Think big by doing small things. It only takes a few seconds each day to start a revolution of kindness.


Rituals at work

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We typically associate ritual with religious services, mystical practices or organizations like the Masons. A ritual, according to the Merriam-Webster online dictionary, is 1) the established form for a ceremony or 2) a ritual observance, ceremonial act or an act (or series of acts) regularly repeated in a set precise manner.

Lindsay Mannering wrote in the Huffington Post about rituals, saying, “I like to think that rituals are our way of telling the future: we know what to expect when, and we know what to do how.” In addition to helping us anticipate the future, are there other useful aspects of workplace rituals?

Rituals reduce stress and increase focus. I have loved my summer work schedule, which includes arriving early in the morning, before anyone else is in the office. In addition to checking voicemail and email, I open the front door and take a moment to appreciate the day’s weather. I breathe deeply and get ready to start the day. This daily ritual has allowed me to be more productive, because I begin the day more calm and relaxed.

Rituals bind people together. When Humanergists bring in new work, we ring a bell dedicated to that purpose. Bell ringing has become a joyful act, even if it is a little corny. It forms a shared memory that unites us, signifying that something wonderful has happened as a result of our work together.

Rituals make best practices stick. Some people have a daily practice of walking around and touching base with people in the workplace. Because it’s a routine (or ritual), they don’t make a conscious choice each day. It’s just what they do. The benefits of this discipline are many – increased connection, better communication flow and an accurate understanding of the “pulse” of the organization.

Rituals allow us to free our minds and focus deeper, increasing our presence on the task at hand. Adam Kayce blogs about the intention that is required:

“What makes the difference? Intention. Have the intention to carry your focus and presence deeper as you do your daily rituals, and see what happens. If you’ve never thought of your work as potential for ritual before, take a moment and reflect on your day… where does this idea of ritual make perfect sense?”

Do you want to use ritual to build best practice and make work more meaningful? Or, do you want to chat about another topic that’s on your mind? Contact Humanergy.

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What you need is some tension!

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Few people would lobby for more tension at work. Yet there are ways in which tension can not only be helpful, but transformative. Artists talk about the need to linger in a state of tension in order for the creative juices to flow. Likewise, people in organizations need a little agitation to keep collaboration alive.

Jim King wrote in an HBR blog that tension in teams is a good thing. He praises teams who handle it openly and don’t bury discomfort in the name of team unity. To keep discomfort to a minimum, Mr. King recommends physically arranging the team around a whiteboard, so that they are facing “the issue” instead of other team members. He also reinforced the need to keep the discussion focused on facts, not personal aspects. Too often, people assume that others have the same knowledge, when in fact they see reality much differently. Aligning on the verifiable truth early will avoid angry outbursts later.

Taken too far or dealt with inappropriately, tension can be destructive. How can you diagnose whether the tension your team is experiencing is destructive or transformative? The telltale signs of destructive tension are:

  • People frequently use the phrase, “Yes, BUT…”
  • Thinking is narrow, limited to short-term or the current situation only
  • Individuals “own” parts of the process or project and aren’t open to others’ ideas
  • There is lots of talking, but little listening
  • Little to no mutual understanding
  • Tension is not dealt with openly, but shows itself indirectly (e.g., snide remarks, silos and lack of communication)

When you have transformative tension in your team, you will see an increase in:

  • Creativity and innovation
  • Free flow of ideas
  • Listening for deep mutual understanding
  • Respectful treatment of everyone
  • Valuing ideas, even if they are new or unusual
  • Use of the term “Yes, AND…” to build on suggestions
  • Group ownership of projects and processes
  • Acceptance that positive tension can be productive and necessary

Maybe we should embrace the fact that tension is an inevitable and even necessary part of work life. As the old saying goes, Goodbye tension, hello pension!

Have a question about this topic or want some input from Humanergy? Contact us!

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Are you part of a culture of intimidation?

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You may be thinking, “Me? I’d never be a leader in an organization whose culture was intimidating! I’m a nice person!” Unfortunately, organizational culture and habits have a tendency to creep, if we’re not careful. There may be some ways in which you and other leaders contribute to people feeling constrained and bullied. You’ve just been too busy or narrow in your focus to recognize it. What are the symptoms of subtle intimidation?

Fuzzy accountability, blame and consequences that don’t fit. People aren’t exactly sure what they should be doing or what boundaries exist for their work. Expectations are unclear or inconsistent from one day to the next or one leader to the next. When things go wrong, the finger gets pointed, and the consequences don’t seem appropriate given the mistakes that were made.

Intense focus on what’s going wrong. Time, energy and emotion are invested in communicating about the problems and errors, and little is said about what’s working. Employees keep their heads down and hope for the best (or at least that they’re not the ones in the wrong this time). Sometimes negative feedback is delivered indirectly, such as jabs disguised as jokes.

Intermittent, inconsistent communication. Employees hear different messages from leaders, if they hear much at all. There is no context to what is communicated, so people don’t understand the importance and priority of the message. Confusion is common, and solutions are imperfect, since people don’t have access to necessary information.

Delegation is usually “swoop and poop” or micromanaging. Lacking the time (really, it’s commitment) to delegate appropriately, leaders plop projects in people’s inboxes, give direction via short, curt email or only half-delegate and then hover to make sure the work is getting done right.

Leaders don’t want feedback. Leaders may say they want critical feedback, but employees understand that this would come with grave consequences. “Remember Joe? Well, he criticized the boss and got canned.”

Leaders give feedback indirectly or vaguely. Often the person who needs the feedback is the last to know, as people discuss Sue’s problem with everyone but Sue. When leaders give feedback to their direct reports, they beat around the bush and don’t connect the dots between the direct report’s behavior and its impact. This leaves employees wondering what they did in the first place and uncertain about where they stand with their boss.

People create silos for support. To protect themselves or to gain power, people develop a group of allies within the organization. “You scratch my back, and I’ll scratch yours.” Invisible silos of alliances exist and everyone knows who is in whose camp, even if it is not openly acknowledged.

If even one of these statements ring true, it’s time to take a stand and promote change. Start by modeling effective listening and openness yourself. Like everyone, you are not fully aware of the impact of your own behavior. Seek information to decrease your own self-deception. Then find like-minded people within the organization and ask, “Is this culture one that enables us to meet tomorrow’s challenges and achieve necessary results?”

Work together to build a safe, healthy and productive culture that allows people to fully engage in the organization’s mission and make a difference. Good intentions won’t change anything. As Mae West said, “An ounce of performance is worth pounds of promises.”

Have a question about this topic or want some input from Humanergy? Contact us!

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Most rules are unnecessary and some are really dumb

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Let’s just clear this up, for those of you who are rule followers: Yes, there are a few rules that organizations need in order to comply with the law and create necessary structure and standards. Other than a scant supply of dictates, what more do you really need? (Even Moses came back down the mountain with only 10 commandments!)

The whole question of rules was reinforced by a blog called “What Every Manager Should Know About Managing Gen Y.” It advised leaders to create ‘Gen Y-friendly rules.” In fact, the authors recommend that you review all rules that people seem to try to work around.

Better yet, put all rules on the chopping block. Start with these:

Rules you can’t or won’t enforce. If people are breaking a rule right and left, ditch it. Either it’s impossible to enforce or the organizational will isn’t there. Lack of enforcement promotes cynicism and apathy about rules in general, even the ones you really need.

Rules that upper management folks break. If rules apply to some and not to others, get rid of them. Selective enforcement of the rules contributes to a toxic work environment.

Rules that don’t help you achieve your goals. We could insist that all of our staff maintain X hours of office time. We don’t because we realize that time in the office has little, if any, relationship to our goal – delighted clients. Keep your eyes on the prize and only create rules that are necessary for achieving it.

Rules that are micromanagement in disguise. Rules that tell people what to do and how to do it should raise alarm bells. Instead of dictating the “whats” and “hows,” only require that people orient towards the right goals and adhere to your ethical standards. Then let them exercise judgment and creativity in their work.

There are some pretty outrageous rules out there, if online postings are to be believed. Even if your policies don’t include a requirement that you give 2-weeks’ notice before dying, you may want to review your list. There may be some oppressive or just unnecessary rules that are doing your organization more harm than good.

Lots of rules may be an indicator that you’re spending way too much time on the activity of work – what you will DO. When your focus in on what you will ACHIEVE, you need fewer rules. Organizations can’t dictate their way into success – that requires an unrelenting focus on where you’re going and the crucial few non-negotiable rules that will help you get there.

Have a question about this topic or want some input from Humanergy? Contact us!

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Do you have leadership presence?

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You recognize it instantly. People with leadership presence exude an aura of command, a confidence that they are in control of themselves and the situation at hand. It’s different from charm or charisma, though they may be very engaging qualities.  Leadership presence can be high in people who are extroverts or introverts, so it is not necessary to be the most talkative person in the room.

George S. Barrett, CEO of Cardinal Health, in an online New York Times interview, talked about the importance of people believing in their leader, and trusting the competence and judgment of the person at the helm. He articulated leadership presence as a combination of doing the right things and forging a connection at a human, fundamental level.

What qualities make you a leader with presence, one with an aura of command?

Confidence. Leaders with presence use language that is strong, positive and based on facts.  They are calibrated about what they know and don’t know.  Because of that calibration, they don’t oversell themselves or their ideas, and are not falsely humble. They are a visible, passionate force within the organization.

Vision. Leaders with presence have a strong clarity of purpose, a compass that guides not only what the organization does, but why. They share this vision widely and engage others within the organization in shaping how the vision will be realized.

Strength under fire.  Even in the most arduous circumstances, leadership presence requires self-control and poise. Leaders with presence are grounded in the facts, and do not allow emotions to skew their perspective about what is important. They remain focused and responsive to changes around them and are not afraid to make the tough calls when necessary.

Judgment. Leaders with presence use judgment to achieve excellence. They establish mechanisms for accessing the critical information needed to understand the current reality and predict the future. Like good chess players, leaders with presence think 1, 2 or 3 moves ahead in terms of strategy. They focus only on what’s most important and are prepared with contingency plans for both the foreseeable, as well as the unpredictable, future scenarios.

Learning. Leaders with presence are continual learners. They gain insight first and foremost by listening and asking the right questions. They are disciplined in their efforts to better understand themselves, their people and the world around them.

Humility. Leaders with presence recognize that they don’t know everything and actively ask for help when needed. They admit mistakes and take action to ensure that they are not repeated.

Engagement. Leaders with presence create space for people to own their work and express their passion, thinking and creativity. At the same time, they ensure that people know what results are needed and why and provide the necessary support and accountability.

Image. Leaders with presence project a professional image through appropriate dress, grooming, behavior and language. They freely express their own unique personality within these boundaries, and are comfortable in their own skin.

Leadership presence is an intangible that can be readily observed, and difficult to achieve. The payoff is that leaders with this aura of command can more easily create a work environment where people relax, engage and confidently take action themselves. Without this intangible, others in the organization may feel anxious and uncertain because of the leadership vacuum. Assess yourself today and begin addressing the gaps in leadership presence, so that you can earn the respect and trust of your people.

Have a question or want some input from Humanergy about this topic? Contact us and we’ll get right back to you!


Winning hearts and minds

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Although typically thought of as a military strategy, leaders in other organizations must also win the hearts and minds of their people. The reality is that if you lose your people’s hearts and minds, then you will have lost their passionate engagement in the organization. They may still show up, but they will not devote their full emotional and physical energy to the job at hand. How do you win hearts and minds?

Speak directly. Like Voice of America, the U.S. government-funded radio broadcasts during the Cold War, you need a direct way of communicating with the organization’s people. Not all messages need to come directly from the top leaders, however mission-critical communications must. Use email or telecommunication to make it more feasible.

Make your message clear. Think about the one or two take-aways you want people to remember. Then plan carefully to ensure that your message is unmistakable. Use plain language, and keep it brief. If people need to take action, make the next steps unambiguous.

Challenge disinformation. You may not encounter an active counterinsurgency, but rumors and misinformation are probably inevitable. Don’t wait for rumors to die out on their own. Address  inaccuracies and falsehoods that surface, so that people don’t get distracted or confused.

No platitudes. In the end, hearts and minds are won by what you do, not what you say.  Listen. Provide a balance of challenge and support. Share decision-making. Encourage innovation. All of these efforts make a real difference in people’s work lives and build loyalty, engagement and satisfaction.

Don’t rely on charisma. Personal charm is important, but not sufficient. Humility, integrity and honesty are the foundational keys to keeping people on board for the long haul.

You may not be waging a war, but you do need to attend to the hearts and minds of the organization’s people. The payoff? Folks who not only are dedicated to their work, they also have enthusiasm and zeal for the work that is unmatched by your competition. That’s a battle well worth winning.

Have a question or want some input from Humanergy about this topic? Contact us and we’ll get right back to you!