Tag Archives: Engagement

Suffering from Organizational ADD?

Ambition is great.  Having it can help people set lofty goals which they might not otherwise achieve.  As NASA winds down the space shuttle program the world loses the urgency of Kennedy’s commitment to exploration and seemingly insurmountable goals.  That such a journey succeeded is not so much a testament to the audacious goal as it is to the single-minded focus of its attainment.

Do we have the focus required to achieve our business goals?  Can the people in our organizations depend on us to execute on a sharp vision of future, or, like Dug in Disney’s “Up” are we easily distracted?  Are we tempted to try to do everything at once?  Organizational ADD benefits no one; not customers, not employees, and not shareholders.

  • Employees suffer because each day brings a confusing array of new #1 priorities.  Without a clear and common objective we lose their engagement, loyalty and dedication.
  • Customers suffer because they lose faith in our ability to do what we say.  We lose their trust.
  • Shareholders suffer because our customers seek more dependable vendors/suppliers.  We lose their investment as we lose market capitalization.

What to do?

Chose a few good ideas and commit to doing them (the secret to accomplishing more).  Commit equally to not be pulled astray by flavor-of-the-month ideas.  The pivot point is that focus is the partner of ambition while squirrels are the enemy.

Believe, Change, ACHIEVE!

I read an article about employee attrition recently that rehashed many well-known points.  What struck me was a comment by a person who had been in a dead-end job for 10 years (ugh) and who is slogging it out to retirement (another 10+ years away).

For this person, and others in similar situations, buy and read a copy of Now, Discover Your Strengths.  Then, believe, change, and achieve!

  • Believe – Marcus Buckingham and Donald Clifton’s book illustrates that we each have a multitude of talents, gifts, strengths.  Whatever you choose to call them, we are good at certain things, and struggle with others.  This richness of ability is at the heart of diversity in the world.
  • Change – A popular quotation says: “Insanity is doing the same thing over and over again but expecting different results.” For those who feel “stuck” in jobs, it can be empowering to realize that the constraint is self-imposed.  Take the necessary step and stop repeating the insanity.  Find something new.  Find somewhere new where people value your contributions and where you get to do what you do best each day.
  • Achieve – A certain amount of self-confidence is required to believe in oneself.  Once you believe, it makes considering a change possible.  And once you make the change you will have new chances to use your unique strengths.  Exercising those strengths feels good and creates a self-perpetuating cycle of achievement.

The pivot point is that when we use our strengths on a daily basis we are energized, engaged, and contribute at our highest level.  The work seems more like fun than drudgery.  We owe it to ourselves to be the best we can be.  When we do, the companies we work for benefit, shareholders benefit (through improved profitability) and society benefits.  Life is too short to merely mark time in an unfulfilling job so… Believe, Change, ACHIEVE!

Help someone who’s discouraged by sharing examples of people who have found new ways to use their inherent strengths.

Retaining your Worst Employees is Selfish

Most managers agree that the best companies are comprised of the best employees.    But most managers struggle to apply the concept because it comes with a tough corollary – keeping the best means shedding the worst.

NYTimes.com had an interview not too long ago with the CEO of the U.S. Fund for Unicef, Caryl M. Stern.  She made a point with which many in management struggle.

“I want your brightest and your best. Give me a list. Who are your brightest and your best?” I didn’t tell them how many names. They all gave me their lists, and I said: “O.K., you’ve got one year. At the end of the year, either everyone working for you is on this list, or you’re telling me how you’re getting them there or you’re getting rid of them. If we are going to attract the brightest and the best, then we’ve got to keep only the brightest and the best.”

Consider these points when thinking about how to develop a top-performing team:

Retaining the Worst is Selfish – We want to be liked (his Trumpness excluded of course).  Wanting to be liked is selfish.  But managing should be an unselfish act.  Yes, we have corporate goals to attain, but those goals are achieved by people.  When we help people get the most from their talents we engage the very best in them, they give their very best to us, and we achieve at the highest levels (employee engagement leads to profitability.)  Sometimes, in our efforts to avoid difficult situations and conversations, we do more harm to our employees than good.

The “Worst” Aren’t the Worst – The worst employees aren’t the worst at all.  More likely they are in the wrong place.  One of the points Ms. Stern doesn’t quite make, though I surmise she’d agree with me, is that good people sometimes end up in bad roles (e.g. mismatches with their skills, interests, and passion).  She does state that managers should help people reach their potential.  I am reminded of a bit of wisdom I once heard about reaching one’s potential:

“To reach the top of the next mountain, you must first climb to the bottom of the one you are already on.”

The pivot point is that shedding the worst employees should be an unselfish act designed to help people find the right role where their skills, interests, and passions can be used fully, each and every day.  We owe it our people to apply the same energy and diligence in letting people go as we do when retaining the best.