Doubt is not a pleasant condition, but certainty is absurd. -- Voltaire
Challenge:
As servant leaders, we must be continuously asking ourselves how we are doing as a leader/supervisor. We need to ask ourselves how we can be better at what we do. We need to identify what changes we need to make in order to better serve both our staff and our organization. At Rising Sun, we like to ask ourselves: “How would I like to have me as a leader/supervisor?”
There are also a number of ways in which to seek feedback from others. Most obviously, we can simply ask them directly.
When was the last time you met with our staff, either one-on-one or in groups, and ask them for feedback on how well we are meeting their needs?
When was the last time you asked them if there is anything else you could be doing to better support their needs?
When was the last time you asked them for feedback on what they would do differently if they were the leader/supervisor?
Additional Resources:
White Paper: “Focus on Health, Not Problems: Building a Healthy Organizational Lifestyle”
(http://www.risingsunconsultants.com/images/white_papers/PDFs/focusOnHealth.pdf)
Showing posts with label Communication. Show all posts
Showing posts with label Communication. Show all posts
Tuesday, May 26, 2009
Monday, May 11, 2009
Thought for the Week - 5/11/09
Managers are people who do things right, while leaders are people who do the right thing. -- Warren Bennis
Challenge:
You probably see it every day, but when was the last time that you actually read your organization’s mission statement and reflected on each word? When was the last time you read your organization’s vision statement or statement of shared values? How well do you know what your organization stands for? How committed are you to seeing the mission and vision carried out? How clear are you as to how your role in the organization affects the mission and vision?
Equally important, how well do those you lead understand how their individual roles and responsibilities affect the mission and vision of the organization? How well do those you lead contribute to other areas in the organization? What are you doing to enhance your team’s understanding of the organization’s mission, vision and shared values? What are you doing to ensure collaboration across departments?
Additional Resources:
Book Review: “Gung Ho! Turn on the People in Any Organization” (http://www.risingsunconsultants.com/images/book_reviews/bookreviews_html/leadership1.html)
Challenge:
You probably see it every day, but when was the last time that you actually read your organization’s mission statement and reflected on each word? When was the last time you read your organization’s vision statement or statement of shared values? How well do you know what your organization stands for? How committed are you to seeing the mission and vision carried out? How clear are you as to how your role in the organization affects the mission and vision?
Equally important, how well do those you lead understand how their individual roles and responsibilities affect the mission and vision of the organization? How well do those you lead contribute to other areas in the organization? What are you doing to enhance your team’s understanding of the organization’s mission, vision and shared values? What are you doing to ensure collaboration across departments?
Additional Resources:
Book Review: “Gung Ho! Turn on the People in Any Organization” (http://www.risingsunconsultants.com/images/book_reviews/bookreviews_html/leadership1.html)
Monday, April 20, 2009
Thought for the Week - 4/20/09
Remember there's no such thing as a small act of kindness. Every act creates a ripple with no logical end. -- Scott Adams
Unfortunately, many leaders today still do not understand that in order to be successful, in order to inspire and motivate people, it takes more than telling them what to do and giving them a paycheck. The days of employees being grateful to their bosses because they were given a job and then being willing to be underappreciated or ignored are over. There is a new age of leadership emerging which focuses on caring for and serving others.
Challenge:
As a leader, do you allow room for mistakes and risks; do you provide support and resources along with positive coaching and strong feedback that builds people up?
When is the last time you placed emphasis on taking care of their employees?
When is the last time you went to see them rather then waiting for them to come see you?
As a supervisor, what are you doing to build a relationship with and between each one of your team members, both individually and as a team.?
Additional Resources:
“The Disconnect”
http://www.risingsunconsultants.com/images/white_papers/PDFs/theDisconnect.pdf
Unfortunately, many leaders today still do not understand that in order to be successful, in order to inspire and motivate people, it takes more than telling them what to do and giving them a paycheck. The days of employees being grateful to their bosses because they were given a job and then being willing to be underappreciated or ignored are over. There is a new age of leadership emerging which focuses on caring for and serving others.
Challenge:
As a leader, do you allow room for mistakes and risks; do you provide support and resources along with positive coaching and strong feedback that builds people up?
When is the last time you placed emphasis on taking care of their employees?
When is the last time you went to see them rather then waiting for them to come see you?
As a supervisor, what are you doing to build a relationship with and between each one of your team members, both individually and as a team.?
Additional Resources:
“The Disconnect”
http://www.risingsunconsultants.com/images/white_papers/PDFs/theDisconnect.pdf
Monday, March 16, 2009
Thought of the Week - 3/16/09
"Not everything that is faced can be changed. But nothing can be changed until it is faced." -- James Baldwin
In this time of economic crisis it is easy to bury your head in the sand and pretend that things aren’t so bad. Maybe things are not for you – but look around you, many people you know are suffering. Maybe you’re surviving, but at what cost to your friends, family and employees?
This is a time when we all need to fall back on our deep American heritage and reach out and lend a hand. If you need to let people go, you need to let people go … but don’t just say “I’m sorry”, find out what you can do to support them through the transition.
Now is the time to live by the Golden Rule!!
Challenge:
In his book “Managing Transitions: Making The Most of Change – 2nd Edition” (2003), William Bridges suggests that change is not just making the new direction occur, but more importantly, helping people to transition through the changes.
What are you doing to emotionally support both those who are falling victim to the current economic crisis (i.e., those being laid off, those suffering cut-backs, etc.) and those who survive (i.e., those seeing their friends and loved ones being laid off, those who remain but must pick up the slack for those who are gone, etc.)?
Additional Resources:
“Managing Transitions: Making The Most of Change – 2nd Edition” (William Bridges, 2003
http://www.risingsunconsultants.com/images/book_reviews/bookreviews_html/changemain.html
In this time of economic crisis it is easy to bury your head in the sand and pretend that things aren’t so bad. Maybe things are not for you – but look around you, many people you know are suffering. Maybe you’re surviving, but at what cost to your friends, family and employees?
This is a time when we all need to fall back on our deep American heritage and reach out and lend a hand. If you need to let people go, you need to let people go … but don’t just say “I’m sorry”, find out what you can do to support them through the transition.
Now is the time to live by the Golden Rule!!
Challenge:
In his book “Managing Transitions: Making The Most of Change – 2nd Edition” (2003), William Bridges suggests that change is not just making the new direction occur, but more importantly, helping people to transition through the changes.
What are you doing to emotionally support both those who are falling victim to the current economic crisis (i.e., those being laid off, those suffering cut-backs, etc.) and those who survive (i.e., those seeing their friends and loved ones being laid off, those who remain but must pick up the slack for those who are gone, etc.)?
Additional Resources:
“Managing Transitions: Making The Most of Change – 2nd Edition” (William Bridges, 2003
http://www.risingsunconsultants.com/images/book_reviews/bookreviews_html/changemain.html
Monday, February 16, 2009
Thought of the Week - 2/16/09
“Because things are the way they are, things will not stay the way they are.” -- Bertold Brecht
One of the most challenging issues in organizations and business today is change. Some people love it and others hate it. But one thing is for sure, change takes time. We either make change happen so quickly that people don’t have time to get on board and make it happen effectively or we’re not given enough time to do what it takes to see change occur when it needs to.
Whenever change occurs, transition goes with it. In order to be effective, we need to involve the people affected by the change in the change process. We need to allow a process to occur which deals with people’s emotions.
The last time you experience a planned change, what intentional efforts were made to allow people to experience their losses and deal with their emotions?
What did you do to purposefully involve those who were not on board?
What did you do to engage them and support them through their feelings?
If you take the time to support those most affected by the change, you may find that some of your greatest advocates of the change you desire will be those who struggled the most with the change in the beginning.
One of the most challenging issues in organizations and business today is change. Some people love it and others hate it. But one thing is for sure, change takes time. We either make change happen so quickly that people don’t have time to get on board and make it happen effectively or we’re not given enough time to do what it takes to see change occur when it needs to.
Whenever change occurs, transition goes with it. In order to be effective, we need to involve the people affected by the change in the change process. We need to allow a process to occur which deals with people’s emotions.
The last time you experience a planned change, what intentional efforts were made to allow people to experience their losses and deal with their emotions?
What did you do to purposefully involve those who were not on board?
What did you do to engage them and support them through their feelings?
If you take the time to support those most affected by the change, you may find that some of your greatest advocates of the change you desire will be those who struggled the most with the change in the beginning.
Monday, December 22, 2008
Thought of the Week - 12/22/08
“The greatest problem in communication is the illusion that it has been accomplished.” -- George Bernard Shaw
Think back to a time when an important decision needed to be made in the workplace. What was your reaction? Did you make the decision on your own or did you seek the advice of others that report to you? If it was a group effort, was this the norm in your decision making process? If you felt that the decision needed to be made solely by you, then how did you communicate that decision to others?
The point to be made here is that the method in which communication takes place is crucial in creating a workplace community where people feel valued. The more you are seen as someone who is genuinely committed to listening and responding appropriately, the more committed those around you will be to organizational goals and initiatives.
Think back to a time when an important decision needed to be made in the workplace. What was your reaction? Did you make the decision on your own or did you seek the advice of others that report to you? If it was a group effort, was this the norm in your decision making process? If you felt that the decision needed to be made solely by you, then how did you communicate that decision to others?
The point to be made here is that the method in which communication takes place is crucial in creating a workplace community where people feel valued. The more you are seen as someone who is genuinely committed to listening and responding appropriately, the more committed those around you will be to organizational goals and initiatives.
Monday, December 15, 2008
Thought of the Week - 12/15/08
“In order to have a winner, the team must have a feeling of unity; every player must put the team first – ahead of personal glory.” -- Paul Bear Bryant
In addition to building a positive relationship between you and your employees, we believe that cultivating positive relationships between and among employees is one of the most important, yet challenging goals facing today’s leaders. Building a successful organization depends on the ability of a leader to create a positive organizational culture which focuses on cooperation and collaboration, as well as strong relationships among and between employees (peers), departments and employees and management. Actively building a positive culture of employee relationships is contagious and leads to both improved customer service and improved relationships among and between all members of the organization’s community.
Ultimately, the success of any organization is largely dependent upon the strength of the relationships formed and maintained within an organization. The capacity to communicate effectively, to trust and to develop healthy teams relies on the strength of relationships. Stronger relationships between staff and supervisors and their teams are directly linked to increased productivity, increased retention and overall success of an organization.
What are you doing to let your staff know that relationships are important?
What strategies have you developed in order to create a safe environment for dialogue and discussion within your organization?
What have you done consciously in order to create opportunities for staff to share personal and family accomplishments?
In addition to building a positive relationship between you and your employees, we believe that cultivating positive relationships between and among employees is one of the most important, yet challenging goals facing today’s leaders. Building a successful organization depends on the ability of a leader to create a positive organizational culture which focuses on cooperation and collaboration, as well as strong relationships among and between employees (peers), departments and employees and management. Actively building a positive culture of employee relationships is contagious and leads to both improved customer service and improved relationships among and between all members of the organization’s community.
Ultimately, the success of any organization is largely dependent upon the strength of the relationships formed and maintained within an organization. The capacity to communicate effectively, to trust and to develop healthy teams relies on the strength of relationships. Stronger relationships between staff and supervisors and their teams are directly linked to increased productivity, increased retention and overall success of an organization.
What are you doing to let your staff know that relationships are important?
What strategies have you developed in order to create a safe environment for dialogue and discussion within your organization?
What have you done consciously in order to create opportunities for staff to share personal and family accomplishments?
Monday, December 1, 2008
Thought of the Week - 12/01/08
“I remind myself every morning: Nothing I say this day will teach me anything. So if I'm going to learn, I must do it by listening.” -- Larry King
Effective supervisors are proactive in their pursuit of employee feedback. They know and believe that their employees are an important source of information about how to do a job and how to do it better. They do not wait for their employees to come to them with issues and complaints, they go to them and create a safe and positive environment in which to share information back and forth. This can be done either individually or in a group setting. What is important is that it is being done.
When was the last time you ask your employees what they thought about a project or how to improve productivity?
When was the last time you actually sat quietly and really listened to what your staff had to say?
Effective supervisors are proactive in their pursuit of employee feedback. They know and believe that their employees are an important source of information about how to do a job and how to do it better. They do not wait for their employees to come to them with issues and complaints, they go to them and create a safe and positive environment in which to share information back and forth. This can be done either individually or in a group setting. What is important is that it is being done.
When was the last time you ask your employees what they thought about a project or how to improve productivity?
When was the last time you actually sat quietly and really listened to what your staff had to say?
Monday, November 17, 2008
Thought of the Week - 11/17/08
“The resentment that criticism engenders can demoralize employees, family members and friends, and still not correct the situation that has been condemned.” -- Dale Carnegie
As the old saying goes, “You can catch more flies with honey than you can with vinegar.” In other words, you will get far more from your employees by catching them doing what’s right, rather than catching them doing what’s wrong. Praise and encouragement will do far more to reinforce desired behavior than criticism ever will.
Genuine praise is a critical tool in both developing and maintaining positive employee morale and engagement. However, praise alone (i.e., general statements of appreciation, “pats on the back,” etc.) often falls short of the mark. Moreover, if given continuously or without specific examples it can seem shallow and/or contrived. What’s worse, it may even send the message that you really don’t know specifically what the individual does or how they are actually performing.
On the other hand, providing “encouragement” in addition to praise can go a long way to building self-esteem and pride in one’s work. For example, being specific about a positive interaction you see between an employee and customer or between two employees not only tells the employee that they are doing a good job, but it also lets them know that you are noticing what they are doing.
What have you done lately to show your staff that you are aware of the positive things they are doing to help move your organization forward?
How much of your time do you spend trying to catch your staff doing what’s right, rather than doing what’s wrong?
When you do catch them doing what’s right, how specific are you in the praise and encouragement you offer?
As the old saying goes, “You can catch more flies with honey than you can with vinegar.” In other words, you will get far more from your employees by catching them doing what’s right, rather than catching them doing what’s wrong. Praise and encouragement will do far more to reinforce desired behavior than criticism ever will.
Genuine praise is a critical tool in both developing and maintaining positive employee morale and engagement. However, praise alone (i.e., general statements of appreciation, “pats on the back,” etc.) often falls short of the mark. Moreover, if given continuously or without specific examples it can seem shallow and/or contrived. What’s worse, it may even send the message that you really don’t know specifically what the individual does or how they are actually performing.
On the other hand, providing “encouragement” in addition to praise can go a long way to building self-esteem and pride in one’s work. For example, being specific about a positive interaction you see between an employee and customer or between two employees not only tells the employee that they are doing a good job, but it also lets them know that you are noticing what they are doing.
What have you done lately to show your staff that you are aware of the positive things they are doing to help move your organization forward?
How much of your time do you spend trying to catch your staff doing what’s right, rather than doing what’s wrong?
When you do catch them doing what’s right, how specific are you in the praise and encouragement you offer?
Monday, November 10, 2008
Thought of the Week - 11/10/08
“If there is any great secret of success in life, it lies in the ability to put yourself in the other person’s place and to see things from his point of view – as well as your own.” -- Henry Ford
The point to be made here is that the way in which we listen to others, listen to their thoughts, their feelings and their needs is crucial in creating a workplace community where people feel valued. The more you are seen as someone who is genuinely committed to listening and responding appropriately, the more committed those around you will be to organizational goals and initiatives.
How good are your skills at “active listening”? Are you able to sit silently are truly listen to understand or are you thinking about what you want to say rather than listening to others?
How good are you at demonstrating true empathy, true understanding, even when you do not agree with what the other person is say or feeling?
How effective are you as a communicator?
The point to be made here is that the way in which we listen to others, listen to their thoughts, their feelings and their needs is crucial in creating a workplace community where people feel valued. The more you are seen as someone who is genuinely committed to listening and responding appropriately, the more committed those around you will be to organizational goals and initiatives.
How good are your skills at “active listening”? Are you able to sit silently are truly listen to understand or are you thinking about what you want to say rather than listening to others?
How good are you at demonstrating true empathy, true understanding, even when you do not agree with what the other person is say or feeling?
How effective are you as a communicator?
Monday, October 20, 2008
Thought of the Week - 10/20/08
"A genuine leader is not a searcher for consensus but a molder of consensus." - Martin Luther King, Jr.
Like all great Servant Leaders, King knew the value of the art of gentle persuasion. This concept sets servant leadership apart from past leadership styles in the fact that instead of dictating to staff members the decisions that are made, buy-in is obtained by the leader setting the stage simply through open communication. By creating awareness through gentle persuasion, listening and offering empathy, the most difficult situations can be eased.
What strategies or techniques do you use to help “mold” consensus within your organization?
Like all great Servant Leaders, King knew the value of the art of gentle persuasion. This concept sets servant leadership apart from past leadership styles in the fact that instead of dictating to staff members the decisions that are made, buy-in is obtained by the leader setting the stage simply through open communication. By creating awareness through gentle persuasion, listening and offering empathy, the most difficult situations can be eased.
What strategies or techniques do you use to help “mold” consensus within your organization?
Monday, June 16, 2008
Thought for the Week - 6/16/08
“Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves, it's amazing what they can accomplish.” -- Sam Walton
As the old saying goes, “You can catch more flies with honey than you can with vinegar.” In other words, you will get far more from your employees by catching them doing what’s right, rather than catching them doing what’s wrong. Praise and encouragement will do far more to reinforce desired behavior than criticism ever will.
However, we must be genuine and timely in our praise in order for it to have any real positive impact. If you can not be genuine in your praise, you might as well save your breath. Too many employees have been burnt in the past by false praise and have learned to question the motives of the people giving the praise.
Genuine praise is a critical tool in both developing and maintaining positive employee morale and engagement. However, praise alone (i.e., general statements of appreciation, “pats on the back,” etc.) often falls short of the mark. Moreover, if given continuously or without specific examples it can seem shallow and/or contrived. What’s worse, it may even send the message that you really don’t know specifically what the individual does or how they are actually performing.
On the other hand, providing “encouragement” in addition to praise can go a long way to building self-esteem and pride in one’s work. For example, being specific about a positive interaction you see between an employee and customer or between two employees not only tells the employee that they are doing a good job, but it also lets them know that you are noticing what they are doing.
How often do you praise your employees?
What are some of the ways you encourage your employees?
What do you believe to be the difference between praise and encouragement?
As the old saying goes, “You can catch more flies with honey than you can with vinegar.” In other words, you will get far more from your employees by catching them doing what’s right, rather than catching them doing what’s wrong. Praise and encouragement will do far more to reinforce desired behavior than criticism ever will.
However, we must be genuine and timely in our praise in order for it to have any real positive impact. If you can not be genuine in your praise, you might as well save your breath. Too many employees have been burnt in the past by false praise and have learned to question the motives of the people giving the praise.
Genuine praise is a critical tool in both developing and maintaining positive employee morale and engagement. However, praise alone (i.e., general statements of appreciation, “pats on the back,” etc.) often falls short of the mark. Moreover, if given continuously or without specific examples it can seem shallow and/or contrived. What’s worse, it may even send the message that you really don’t know specifically what the individual does or how they are actually performing.
On the other hand, providing “encouragement” in addition to praise can go a long way to building self-esteem and pride in one’s work. For example, being specific about a positive interaction you see between an employee and customer or between two employees not only tells the employee that they are doing a good job, but it also lets them know that you are noticing what they are doing.
How often do you praise your employees?
What are some of the ways you encourage your employees?
What do you believe to be the difference between praise and encouragement?
Monday, June 9, 2008
Thought for the Week - 6/9/08
Conformity is the jailer of freedom and the enemy of growth. -- John F. Kennedy
If you’ve hired someone for a particular job, you must have believed they were capable of doing that job. So why not get out of the way and let them do it? You hired them because you believed they were going to do the job, and you need to maintain that belief and treat them as such. The day that you believe that they can't do the job, is the day that you need to start doing something different, possibly even saying this is not the right place for them.
Empowerment has been defined as the process of enabling employees to reach their own potential in ways that help the team or organization. This definition focuses less on control and power and more on the effective use of autonomy and delegation. This allows employees both controls over and responsibility for the work they have been assigned.
If you’ve hired someone for a particular job, you must have believed they were capable of doing that job. So why not get out of the way and let them do it? You hired them because you believed they were going to do the job, and you need to maintain that belief and treat them as such. The day that you believe that they can't do the job, is the day that you need to start doing something different, possibly even saying this is not the right place for them.
Empowerment has been defined as the process of enabling employees to reach their own potential in ways that help the team or organization. This definition focuses less on control and power and more on the effective use of autonomy and delegation. This allows employees both controls over and responsibility for the work they have been assigned.
Unfortunately, many managers and supervisors struggle with the act of delegation. Effective delegation requires being very specific about what you want, setting clear parameters and timelines, making sure the resources are available to accomplish the task, setting up regular “touch base” meetings to check on progress (if necessary), and being available for support if requested.
One of the most critical rules of delegation is making sure you set appropriate limits, establish necessary ground rules, and clearly stating your expectations. If you can only spend a certain amount of money and you have a limited timeline, share that up front.
As long as those you delegate responsibility to meet the criteria that you gave them, you need to accept whatever they come back with. The worst thing you can do as a supervisor is send them off, let them work for two months, and when they come back and have met your criteria, you say that it's not what you wanted. You will kill morale.
We have all probably been in that boat where we asked “why didn't you just do it yourself the first time then, and save me the two months of work if you already knew what you wanted?” Your job is not to do the work for your employees. If that were the case, why would you need them in the first place?
Effective delegation not only instills independence in your employees, it also frees you up to do the job you were hired for. As suggested earlier, your role as a servant leader shifts from “managing” the productivity and progress of employees to coaching and mentoring their continued growth and development.
Have you ever been micromanaged?
How did it feel?
Did you like it?
Did you feel respected?
Did you respect the person who micromanaged you? I
t is always interesting to us that no matter how many people we ask, almost all have been micromanaged, but no one likes it!
So who is doing all the micromanaging and why?
Have you ever been micromanaged?
How did it feel?
Did you like it?
Did you feel respected?
Did you respect the person who micromanaged you? I
t is always interesting to us that no matter how many people we ask, almost all have been micromanaged, but no one likes it!
So who is doing all the micromanaging and why?
Monday, May 26, 2008
Thought for the Week - 5/26/08
Effective teamwork is all about making a good, well-balanced salad not whipping individuals into a single batch of V8. -- Sandra Richardson
Coming from a Servant Leadership perspective, we believe that cultivating positive relationships between and among employees is one of the most important, yet challenging goals facing today’s leaders. Building a successful organization depends on the ability of a leader to create a positive organizational culture which focuses on both cooperation and collaboration, as well as strong relationships among and between employees (peers), departments and employees and management. Actively building a positive culture of employee relationships is contagious and leads to both improved customer service and improved relationships among and between all members of the organization’s community.
Several critical factors in building a positive culture of employee relationships include, but are not limited to:
Coming from a Servant Leadership perspective, we believe that cultivating positive relationships between and among employees is one of the most important, yet challenging goals facing today’s leaders. Building a successful organization depends on the ability of a leader to create a positive organizational culture which focuses on both cooperation and collaboration, as well as strong relationships among and between employees (peers), departments and employees and management. Actively building a positive culture of employee relationships is contagious and leads to both improved customer service and improved relationships among and between all members of the organization’s community.
Several critical factors in building a positive culture of employee relationships include, but are not limited to:
- Ensuring understanding and buy-in to a shared mission and vision.
- Understanding differences and valuing diversity in the workplace,
- Creating a safe environment for dialogue and discussion,
- Creating opportunities for staff to share personal and family accomplishments.
- Letting staff know that relationships are important,
- Promoting car pools, summer barbecues, family health and fitness programs, and of course
- HAVING FUN!!!
Ultimately, the success of any organization is largely dependent upon the strength of the relationships formed and maintained within an organization. The capacity to communicate effectively, to trust and to develop healthy teams relies on the strength of relationships. Stronger relationships between staff and supervisors and their teams are directly linked to increased productivity, increased retention and overall success of an organization.
What are you doing to actively build relationships in your organization?
Monday, May 19, 2008
Thought for the Week - 5/19/08
If you want to build a ship, then don't drum up men to gather wood, give orders, and divide the work. Rather, teach them to yearn for the far and endless sea. - Antoine de Saint-Exupery
Lat week we shared some initial thoughts on training and professional development. Here are a few more ...
Nothing is more important to the success of an organization than the quality or professionalism of its staff. As we suggested last week, however, all too often organizations approach professional development from an issue based or single minded perspective rather than from a comprehensive perspective. Creating a professional staff requires more than just a hiring process, or more than just a training program, creating a professional staff requires a holistic or systems approach.
Think back to your own personal experience with professional development over the years. How often did the company you worked for bring in the “Guru of the Year,” change systems or practices to support his or her approach, only to change everything around again once the new Guru came to town? How often did the company you worked for change one aspect of the professional development program without changing related aspects – only to leave employees confused and frustrated. Perhaps most common, however, how often did the company you worked for bring in a high paid consultant or trainer who seemed to know nothing about your company and whose program was misaligned, or perhaps even inconsistent with the company’s stated mission and vision?
In order for any professional development program to be truly effective, it is essential that it be directly connected and related to the outcomes or products of the organization and that it be based on a fundamental belief system that values learning throughout the organization. More specifically, in order for a Professional Development program to be truly effective: 1) it must be directly linked to the organization’s stated objectives, and 2) the organization must create, develop, embrace, and maintain an environment rooted in life-long learning. As such, organizational training and development needs to be operationalized in a Professional Development program which is sustained, systemic, and systematic:
A “sustained” professional development program is one which occurs over time. Professional development is not a single event, but a series of interrelated learning opportunities that supports individual growth and organizational success.
A “systemic” professional development program is one which plays a critical role within an organizations culture. The focus of learning opportunities remains consistent and aligned with organizational goals and does not change depending on who is responsible for professional development. In other words, professional development needs to be integrated throughout all aspects of the organization and needs to remain consistent over time.
A “systematic” professional development program is one which is developed and implemented in a methodical and intentional manner. It is directly aligned to the mission, vision, and guiding principles of the organization. Systematic professional development programs provide consistent themes across all work groups, while providing support for specific departments and individual needs.
A core component of this integration (sustained, systemic, and systematic professional development) is a clear and comprehensive leadership model. The organizations success will rely heavily on its leaders. However, as we have share numerous times before, it is important for an organization to realize that leadership is no longer exclusive to “upper administration,” but rather, all staff should be encouraged to become leaders.
How well integrated is your organization’s current professional development program?
Is it designed as a series of interrelated learning opportunities that supports individual growth and organizational success?
Is it integrated throughout all aspects of the organization and consistent over time?
Does it provide consistent themes across all work groups, while providing support for specific departments and individual needs?
Let us hear from you ...
Lat week we shared some initial thoughts on training and professional development. Here are a few more ...
Nothing is more important to the success of an organization than the quality or professionalism of its staff. As we suggested last week, however, all too often organizations approach professional development from an issue based or single minded perspective rather than from a comprehensive perspective. Creating a professional staff requires more than just a hiring process, or more than just a training program, creating a professional staff requires a holistic or systems approach.
Think back to your own personal experience with professional development over the years. How often did the company you worked for bring in the “Guru of the Year,” change systems or practices to support his or her approach, only to change everything around again once the new Guru came to town? How often did the company you worked for change one aspect of the professional development program without changing related aspects – only to leave employees confused and frustrated. Perhaps most common, however, how often did the company you worked for bring in a high paid consultant or trainer who seemed to know nothing about your company and whose program was misaligned, or perhaps even inconsistent with the company’s stated mission and vision?
In order for any professional development program to be truly effective, it is essential that it be directly connected and related to the outcomes or products of the organization and that it be based on a fundamental belief system that values learning throughout the organization. More specifically, in order for a Professional Development program to be truly effective: 1) it must be directly linked to the organization’s stated objectives, and 2) the organization must create, develop, embrace, and maintain an environment rooted in life-long learning. As such, organizational training and development needs to be operationalized in a Professional Development program which is sustained, systemic, and systematic:
A “sustained” professional development program is one which occurs over time. Professional development is not a single event, but a series of interrelated learning opportunities that supports individual growth and organizational success.
A “systemic” professional development program is one which plays a critical role within an organizations culture. The focus of learning opportunities remains consistent and aligned with organizational goals and does not change depending on who is responsible for professional development. In other words, professional development needs to be integrated throughout all aspects of the organization and needs to remain consistent over time.
A “systematic” professional development program is one which is developed and implemented in a methodical and intentional manner. It is directly aligned to the mission, vision, and guiding principles of the organization. Systematic professional development programs provide consistent themes across all work groups, while providing support for specific departments and individual needs.
A core component of this integration (sustained, systemic, and systematic professional development) is a clear and comprehensive leadership model. The organizations success will rely heavily on its leaders. However, as we have share numerous times before, it is important for an organization to realize that leadership is no longer exclusive to “upper administration,” but rather, all staff should be encouraged to become leaders.
How well integrated is your organization’s current professional development program?
Is it designed as a series of interrelated learning opportunities that supports individual growth and organizational success?
Is it integrated throughout all aspects of the organization and consistent over time?
Does it provide consistent themes across all work groups, while providing support for specific departments and individual needs?
Let us hear from you ...
Monday, May 12, 2008
Thought for the Week - 5/12/08
Of all the things that can have an effect on your future, I believe personal growth is the greatest. We can talk about sales growth, profit growth, asset growth, but all of this probably will not happen without personal growth. - Jim Rohn
One of our associates, Lynn Lehman, wrote a white paper in which she stated that in every organization, people have to learn how to do their jobs. People are rarely hired who already have 100% of the knowledge and skills necessary to complete the work for which they will be held accountable. If nothing else, they must learn the company culture, where resources are located, and who the people are with whom they need to collaborate to be successful.
What is not universal is how companies approach employee training. These methods range from a complete lack of training (considered as a method because this is an intentional choice) all the way to spending upwards of 6.61% of profit on organizational learning.
To identify which methods your organization has adopted to train its employees, consider the following approaches:
Survival First: This is the belief that training takes too much time away from the day-to-day operations of the company, and if anyone stopped doing their job to be trained, the very survival of the company would be in jeopardy.
Sink or Swim: Usually found hand-in-hand with the Survival First approach, this is the process by which new employees, or those transferred to different positions, must discover the structures and systems to accomplish their work completely on their own.
Same Boat: This is the scenario in which the organization assigns a mentor or buddy among the employee’s peers to show the new employee the ropes.
Supervisor Shuffle: When it is left up to the supervisor to do all the training of an employee. If you have a good supervisor, then you may get the coaching and learning opportunities needed. If you have a poor supervisor, then you don’t. It’s a gamble.
Shields Up: When a company provides the training required by law (OSHA, CPR, and other safety, ertification and licensure instruction), but no more.
Senior Special: The company executives get to go to conferences, often out of state, and sometimes for several days at a time, but the organization spends absolutely no money on any other employee training. Often these company leaders see training as an opportunity for R&R (rest & relaxation), not as actual learning opportunities.
Stimulus & Response: In this situation, company leaders react to something that has happened in the rganization – usually something that is negative – and insists on putting employees through specific training classes to “fix” the problem.
Soup of the Day: This is another reactionary process, but in this one, the leadership orders employee training based on trends in the industry or business world.
Spaghetti Test: In these organizations, a variety of training sessions are designed and/or brought in. Those sessions that the employees enjoy are the ones that “stick to the refrigerator,” and are offered again.
Shotgun: These organizations often provide training on a variety of topics and for a variety of reasons (see the other approaches above). These sessions are usually selected by one individual, such as a training director or human resources manager, and are chosen based on his/her individual perspective on what is needed in the organization. The training offered may improve performance, or it may not. Either way, the results aren’t measured so it is impossible to tell.
Status Quo: There is a training program of some kind in place, and it is the same program that has been offered for a long, long time. This comes from the mindset of “if it ain’t broke, don’t fix it.” It is important to point out that many of these approaches are not necessarily bad approaches. For example, having a peer help train an employee and ensuring that the safety training required by law takes place are terrific options for an employee training program. However, it is when they are the only approaches within an organization that any positive impact is severely restricted.
Do any of these approaches to employee training sound uncomfortably familiar?
Can you see one or more of these methods in action today in your company?
If so, please share your experiences with us ...
Keep an eye out later this week for more on professional development.
One of our associates, Lynn Lehman, wrote a white paper in which she stated that in every organization, people have to learn how to do their jobs. People are rarely hired who already have 100% of the knowledge and skills necessary to complete the work for which they will be held accountable. If nothing else, they must learn the company culture, where resources are located, and who the people are with whom they need to collaborate to be successful.
What is not universal is how companies approach employee training. These methods range from a complete lack of training (considered as a method because this is an intentional choice) all the way to spending upwards of 6.61% of profit on organizational learning.
To identify which methods your organization has adopted to train its employees, consider the following approaches:
Survival First: This is the belief that training takes too much time away from the day-to-day operations of the company, and if anyone stopped doing their job to be trained, the very survival of the company would be in jeopardy.
Sink or Swim: Usually found hand-in-hand with the Survival First approach, this is the process by which new employees, or those transferred to different positions, must discover the structures and systems to accomplish their work completely on their own.
Same Boat: This is the scenario in which the organization assigns a mentor or buddy among the employee’s peers to show the new employee the ropes.
Supervisor Shuffle: When it is left up to the supervisor to do all the training of an employee. If you have a good supervisor, then you may get the coaching and learning opportunities needed. If you have a poor supervisor, then you don’t. It’s a gamble.
Shields Up: When a company provides the training required by law (OSHA, CPR, and other safety, ertification and licensure instruction), but no more.
Senior Special: The company executives get to go to conferences, often out of state, and sometimes for several days at a time, but the organization spends absolutely no money on any other employee training. Often these company leaders see training as an opportunity for R&R (rest & relaxation), not as actual learning opportunities.
Stimulus & Response: In this situation, company leaders react to something that has happened in the rganization – usually something that is negative – and insists on putting employees through specific training classes to “fix” the problem.
Soup of the Day: This is another reactionary process, but in this one, the leadership orders employee training based on trends in the industry or business world.
Spaghetti Test: In these organizations, a variety of training sessions are designed and/or brought in. Those sessions that the employees enjoy are the ones that “stick to the refrigerator,” and are offered again.
Shotgun: These organizations often provide training on a variety of topics and for a variety of reasons (see the other approaches above). These sessions are usually selected by one individual, such as a training director or human resources manager, and are chosen based on his/her individual perspective on what is needed in the organization. The training offered may improve performance, or it may not. Either way, the results aren’t measured so it is impossible to tell.
Status Quo: There is a training program of some kind in place, and it is the same program that has been offered for a long, long time. This comes from the mindset of “if it ain’t broke, don’t fix it.” It is important to point out that many of these approaches are not necessarily bad approaches. For example, having a peer help train an employee and ensuring that the safety training required by law takes place are terrific options for an employee training program. However, it is when they are the only approaches within an organization that any positive impact is severely restricted.
Do any of these approaches to employee training sound uncomfortably familiar?
Can you see one or more of these methods in action today in your company?
If so, please share your experiences with us ...
Keep an eye out later this week for more on professional development.
Monday, April 21, 2008
Thought for the Week - 4/21/08
"Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results." - Andrew Carnegie
As we have stated many times in previous posts, the heart of Servant Leadership is an emphasis on others first, above or beyond self. In other words, it is the people, the team that matters. Great leaders learn the importance of finding way to involve the team in all aspects of goal setting and decision making.
This does not mean that as a Servant Leader you abdicate either your responsibility or accountability for leadership. Rather, Servant Leaders set the direction (the "whats"), provide the rationales (the "whys"), delegate implementation (the "hows") and then are available for support, encouragement and resources as necessary.
What are some effective ways in which you have found to empower others?
As we have stated many times in previous posts, the heart of Servant Leadership is an emphasis on others first, above or beyond self. In other words, it is the people, the team that matters. Great leaders learn the importance of finding way to involve the team in all aspects of goal setting and decision making.
This does not mean that as a Servant Leader you abdicate either your responsibility or accountability for leadership. Rather, Servant Leaders set the direction (the "whats"), provide the rationales (the "whys"), delegate implementation (the "hows") and then are available for support, encouragement and resources as necessary.
What are some effective ways in which you have found to empower others?
Monday, March 24, 2008
Thought for the Week - 3/24/08
“Seek First to Understand, Then to be Understood.” – Stephen Covey
We have often heard that effective communication is a critical skill needed for success. Whether we are leading, supervising, teaching, selling or any other job, communication skills are important.
We believe, however, that there is an even more important skill ... the skill of silence.
Are you willing to simply listen? How much more powerful would your communication be if you were actually "invited" to communicate.
Stephen Covey suggests that we should be listening and asking questions first. Then, when we do this well, Covey believes, people have a tendency to invite us to share our thoughts and opinions. When this happens, we are set up, even before we say a word, to be heard by the other person.
What do you think?
We have often heard that effective communication is a critical skill needed for success. Whether we are leading, supervising, teaching, selling or any other job, communication skills are important.
We believe, however, that there is an even more important skill ... the skill of silence.
Are you willing to simply listen? How much more powerful would your communication be if you were actually "invited" to communicate.
Stephen Covey suggests that we should be listening and asking questions first. Then, when we do this well, Covey believes, people have a tendency to invite us to share our thoughts and opinions. When this happens, we are set up, even before we say a word, to be heard by the other person.
What do you think?
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