My Latest Articles,
If you have less than 10 years experience…no need to read this…
Older Leaders Only…
As I was riding home from a local Fayette County, Georgia Chamber event one night this week, I was dealing with a ton of emotions I have not felt in a long time. Some of these emotions dealt with excitement, surprisingly, some were remorse, and some were simply hard for me to even identify. But my head was spinning…
It was the first time for this new event in my community. This concept was a “Pitch Contest” for new entrepreneurs. Nine speakers of all ages and ethnicities gave brief presentations (seven-minutes) on their ideas for a new business, followed by another brief session of questions from the judges. The top three finalists were to receive great prizes on website development, mentorships, logo designs and other great donated prizes to help to launch their ideas.
The concept sounded so interesting to me, and Alice was out with old friends, and I thought it would get me out of the house and the location was minutes away. I did not expect to do much networking, and I did not. I did not really expect to meet any new target clients in leadership development, and I did not. I went just because I thought it would be interesting to listen. And it was… But what I did get was what I had never expected and invaluable.
Some were new apps projects, some were non-profits to help young kids, some had already started their businesses, some had not, some seemed concepts seemed legitimate, and some ideas (to me) were a little “out there.” Some had strong business plans, some did not, some had strong financial projections, some did not, some were very professional and some not as well polished presentations so much… Regardless they all had one thing in in common despite the individual differences. It was a deep passion and excitement that was somehow infectious throughout the evening.
I kept thinking “if I could only bottle this passion and share it or sprinkle it on my clients” and perhaps more poignantly “if on some days I could only sprinkle it on myself…”
For my older peers, can you remember the first day of your job? Can you remember the first time you hit $20K per year, or $40K per year? Can you remember the day you opened for business? The excitement, anticipation, and passion?
I am thinking to myself, “At the end of the day it is all under my control. ““After 40 plus years in the business world how many days do I look at my job without passion I once had.” I could easily list a litany of excuses and circumstances, but they are irrelevant.
I am so, so thankful that I attended the event. So appreciative of what I learned or re-learned from these beginner “dreamers” about passion. Now I am old and blessed with an impressive “resume” filled with awesome experiences, incredible management clients, local and national media appearances, decades of experience, and an MBA education…
Yet I learned so much from a local Chamber event three miles from my house. Hopefully, we are all in business to help people in some way shape or form. Controlling my/our excitement and passion is well within my/our control, and frankly we owe to ourselves and our clients to never lose sight of this. The details and daily activities are minor compared to our desire and passion to make a difference. Today is the first day of meeting new challenges, attack it with the passion that made you great!!!
Mike Muetzel, Author, Leadership Development, Speaker, Coach
www.unlockthemysteries.com
Older Leaders Only…
As I was riding home from a local Fayette County, Georgia Chamber event one night this week, I was dealing with a ton of emotions I have not felt in a long time. Some of these emotions dealt with excitement, surprisingly, some were remorse, and some were simply hard for me to even identify. But my head was spinning…
It was the first time for this new event in my community. This concept was a “Pitch Contest” for new entrepreneurs. Nine speakers of all ages and ethnicities gave brief presentations (seven-minutes) on their ideas for a new business, followed by another brief session of questions from the judges. The top three finalists were to receive great prizes on website development, mentorships, logo designs and other great donated prizes to help to launch their ideas.
The concept sounded so interesting to me, and Alice was out with old friends, and I thought it would get me out of the house and the location was minutes away. I did not expect to do much networking, and I did not. I did not really expect to meet any new target clients in leadership development, and I did not. I went just because I thought it would be interesting to listen. And it was… But what I did get was what I had never expected and invaluable.
Some were new apps projects, some were non-profits to help young kids, some had already started their businesses, some had not, some seemed concepts seemed legitimate, and some ideas (to me) were a little “out there.” Some had strong business plans, some did not, some had strong financial projections, some did not, some were very professional and some not as well polished presentations so much… Regardless they all had one thing in in common despite the individual differences. It was a deep passion and excitement that was somehow infectious throughout the evening.
I kept thinking “if I could only bottle this passion and share it or sprinkle it on my clients” and perhaps more poignantly “if on some days I could only sprinkle it on myself…”
For my older peers, can you remember the first day of your job? Can you remember the first time you hit $20K per year, or $40K per year? Can you remember the day you opened for business? The excitement, anticipation, and passion?
I am thinking to myself, “At the end of the day it is all under my control. ““After 40 plus years in the business world how many days do I look at my job without passion I once had.” I could easily list a litany of excuses and circumstances, but they are irrelevant.
I am so, so thankful that I attended the event. So appreciative of what I learned or re-learned from these beginner “dreamers” about passion. Now I am old and blessed with an impressive “resume” filled with awesome experiences, incredible management clients, local and national media appearances, decades of experience, and an MBA education…
Yet I learned so much from a local Chamber event three miles from my house. Hopefully, we are all in business to help people in some way shape or form. Controlling my/our excitement and passion is well within my/our control, and frankly we owe to ourselves and our clients to never lose sight of this. The details and daily activities are minor compared to our desire and passion to make a difference. Today is the first day of meeting new challenges, attack it with the passion that made you great!!!
Mike Muetzel, Author, Leadership Development, Speaker, Coach
www.unlockthemysteries.com
What Video Games Can Teach Leaders About Management and Reviews
What Video Games Can Teach Leaders About Management and Reviews
A lot is being written regarding employee reviews and feedback these days. If you are a Manager with a number of reports this can be a dreaded exercise. I have often suggested that employee reviews should be held separate from annual compensation reviews for a number of various reasons. Not the least of which is the fact that often we cannot give the increases our people may deserve or increases consistent with the marketplace due to the budget guidelines that come down from the top of the “Mountain.”
For Example: Your Department has 3.2% overall increase budget for the coming year, now we have to decide how to divide that among the individuals on our team. Sound familiar?
Typically, the main focus of an annual review is to have a dialog about performance, but it often falls on deaf ears due to the fact that all anyone really cares about is “First, what is my increase?” As soon as the employee hears the new number, they are disappointed, perhaps argumentative, or in some cases relieved or pleased, but employees (and managers too) come to the dialog with this as the number one priority. And dialog regarding performance is secondary priority in the eyes of or team reports. I will let it go at that,
But can you imagine a great coach not providing feedback for a year or so to any great athlete and expecting them to improve on their own until the annual meeting? The annual review of even the six-month update review just seems to fall so short of how we all could be improving.
According to Gallup, Millennials already are the largest segment in the workplace. Within the next two years, 50 percent of the U.S. workforce is expected to be made up of Millennials. It will be 75 percent by 2030, according to the U.S. Bureau of Labor Statistics. Factor in this additional information from Gallup, Millennials are the least engaged generation in the workforce. Only 29 percent are engaged while 55 percent are not engaged, and 16 percent are actively disengaged.
And with all this come new expectations from younger employees…
It might surprise you that although many of us in management have anxieties about these performance conversations. But you may be surprised that they are welcomed by Millennials, even expected. Remember it is a “rapid information-fire information” generation.
I remember my friend Ross Smith at Microsoft sharing how they utilized research on video games to help manage a number of areas putting a new perspective on managing Millennials. For this dialog might you be again surprised to learn a few pieces of data. The average age of a “Gamer” is 33 years old, and 46% are female. According to staista.com, 26% of all US Gamers are age 34-54, surprised? How about this 15% of US Gamers are over the age of 55. Thus, many of our employees by the time they are in their 30’s has engaged in 6,500 to 8,000 hours of video games.
Most of us agree that younger employees love instant gratification, recognition, having their voices heard, and then there is that “Trophy” business. But before we make too many assumptions, I suggest we step back, we can learn from this as well.
So, thanks for hanging in there with me, but my key point is there are lessons to be learned. One key element of video games is that the player or “Gamer” always knows where they stand in the game. If they get blown up, then they get blown up and start again. They are constantly made aware of how much time is on the clock, how many points they earned or even how many chances/lives they have left.
If you allow me to stretch a bit in this metaphor, would you play a video game where you did not know your score for six months or even a year? Managers have anxieties about these meetings but often or team members grew up in culture where this type of information, this type of feedback is available instantly. In today’s world could you imagine not being able to instantly get the weather report in seconds on your phone or laptop? Yet perhaps wait a year for a performance evaluation or meaningful feedback both ways?
Many great organizations (defined by higher levels of engagement,) have capitalized on these characteristics and have an informal / formal exchange of performance feedback on a monthly basis.
But how might all this work in real life?
Disclaimer: Clearly in some cases the reviews need to be written up and documented to HR to have a record that may ultimately lead to a termination; however, I am suggesting we do not throw the baby out with the bath water… hopefully the number of our reports in this category are minimal.
Try this on a much more frequent and informal basis. In just 15 minutes a month we can dramatically improve the coaching and performance updates as well as engagement. There are no forms, reports, and be conducted with a short walk outside, or casual visit to their desk.
3 Step Informal Progress Reviews
1. It would be helpful for me to know how you feel about your performance over the last month…
First, we want to give the team member an opportunity to share their opinions and perspectives first. Millennials want to be heard so lets take this step first. The key word here is the word “feel” as it is their perspective. Even if we as supervisors may disagree, it is impossible to debate how they feel or their perspective, sit back and listen…
2. Please share with me how you feel about the organization providing you the tools you need to do your job well… (development)
The key word here is “tools” as it is so broad by definition. In my experience coaching this technique, can uncover a wide variety of things that we as managers may have been unaware of. Or, in some cases it is an opportunity to identify areas where more training may be seen or requested by the team member, (in a non-intimidating way,) or in some cases (true story) it was a request for an additional phone line to better address client questions, or issues, or just provide better service. Many times, it is an easy thing to address and gives the team member direct input in the improvement. The response here needs to be positive reinforcement as it shows interest in being better.
And if there is no response, the inherent assumption is that they have the “tools” they need to do their job well. I love this.
3. Let me share with you how I feel about your job performance over the last month…
OK, here is where we honestly share or feedback or coaching. Again, by using the word “feel” we remove the possible debate, as one cannot disagree with how I feel. Thank the team member for their input then share your thoughts openly, with empathy, and with transparency.
If you decide to consider this technique remember that the ultimate goal is to improve. We want to improve individual performance, organizational performance, as well as becoming more informed managers and leaders.
Love to get your input, mxmm@bellsouth.net, or visit www.unlockthemysteries.com
Mike Muetzel is a speaker and consultant driven to improve Human Capital Management through working with people. Author of They’re Not Aloof, Just Generation X, Unlock the Mysteries to Human Capital Management.
What Video Games Can Teach Leaders About Management and Reviews
A lot is being written regarding employee reviews and feedback these days. If you are a Manager with a number of reports this can be a dreaded exercise. I have often suggested that employee reviews should be held separate from annual compensation reviews for a number of various reasons. Not the least of which is the fact that often we cannot give the increases our people may deserve or increases consistent with the marketplace due to the budget guidelines that come down from the top of the “Mountain.”
For Example: Your Department has 3.2% overall increase budget for the coming year, now we have to decide how to divide that among the individuals on our team. Sound familiar?
Typically, the main focus of an annual review is to have a dialog about performance, but it often falls on deaf ears due to the fact that all anyone really cares about is “First, what is my increase?” As soon as the employee hears the new number, they are disappointed, perhaps argumentative, or in some cases relieved or pleased, but employees (and managers too) come to the dialog with this as the number one priority. And dialog regarding performance is secondary priority in the eyes of or team reports. I will let it go at that,
But can you imagine a great coach not providing feedback for a year or so to any great athlete and expecting them to improve on their own until the annual meeting? The annual review of even the six-month update review just seems to fall so short of how we all could be improving.
According to Gallup, Millennials already are the largest segment in the workplace. Within the next two years, 50 percent of the U.S. workforce is expected to be made up of Millennials. It will be 75 percent by 2030, according to the U.S. Bureau of Labor Statistics. Factor in this additional information from Gallup, Millennials are the least engaged generation in the workforce. Only 29 percent are engaged while 55 percent are not engaged, and 16 percent are actively disengaged.
And with all this come new expectations from younger employees…
It might surprise you that although many of us in management have anxieties about these performance conversations. But you may be surprised that they are welcomed by Millennials, even expected. Remember it is a “rapid information-fire information” generation.
I remember my friend Ross Smith at Microsoft sharing how they utilized research on video games to help manage a number of areas putting a new perspective on managing Millennials. For this dialog might you be again surprised to learn a few pieces of data. The average age of a “Gamer” is 33 years old, and 46% are female. According to staista.com, 26% of all US Gamers are age 34-54, surprised? How about this 15% of US Gamers are over the age of 55. Thus, many of our employees by the time they are in their 30’s has engaged in 6,500 to 8,000 hours of video games.
Most of us agree that younger employees love instant gratification, recognition, having their voices heard, and then there is that “Trophy” business. But before we make too many assumptions, I suggest we step back, we can learn from this as well.
So, thanks for hanging in there with me, but my key point is there are lessons to be learned. One key element of video games is that the player or “Gamer” always knows where they stand in the game. If they get blown up, then they get blown up and start again. They are constantly made aware of how much time is on the clock, how many points they earned or even how many chances/lives they have left.
If you allow me to stretch a bit in this metaphor, would you play a video game where you did not know your score for six months or even a year? Managers have anxieties about these meetings but often or team members grew up in culture where this type of information, this type of feedback is available instantly. In today’s world could you imagine not being able to instantly get the weather report in seconds on your phone or laptop? Yet perhaps wait a year for a performance evaluation or meaningful feedback both ways?
Many great organizations (defined by higher levels of engagement,) have capitalized on these characteristics and have an informal / formal exchange of performance feedback on a monthly basis.
But how might all this work in real life?
Disclaimer: Clearly in some cases the reviews need to be written up and documented to HR to have a record that may ultimately lead to a termination; however, I am suggesting we do not throw the baby out with the bath water… hopefully the number of our reports in this category are minimal.
Try this on a much more frequent and informal basis. In just 15 minutes a month we can dramatically improve the coaching and performance updates as well as engagement. There are no forms, reports, and be conducted with a short walk outside, or casual visit to their desk.
3 Step Informal Progress Reviews
1. It would be helpful for me to know how you feel about your performance over the last month…
First, we want to give the team member an opportunity to share their opinions and perspectives first. Millennials want to be heard so lets take this step first. The key word here is the word “feel” as it is their perspective. Even if we as supervisors may disagree, it is impossible to debate how they feel or their perspective, sit back and listen…
2. Please share with me how you feel about the organization providing you the tools you need to do your job well… (development)
The key word here is “tools” as it is so broad by definition. In my experience coaching this technique, can uncover a wide variety of things that we as managers may have been unaware of. Or, in some cases it is an opportunity to identify areas where more training may be seen or requested by the team member, (in a non-intimidating way,) or in some cases (true story) it was a request for an additional phone line to better address client questions, or issues, or just provide better service. Many times, it is an easy thing to address and gives the team member direct input in the improvement. The response here needs to be positive reinforcement as it shows interest in being better.
And if there is no response, the inherent assumption is that they have the “tools” they need to do their job well. I love this.
3. Let me share with you how I feel about your job performance over the last month…
OK, here is where we honestly share or feedback or coaching. Again, by using the word “feel” we remove the possible debate, as one cannot disagree with how I feel. Thank the team member for their input then share your thoughts openly, with empathy, and with transparency.
If you decide to consider this technique remember that the ultimate goal is to improve. We want to improve individual performance, organizational performance, as well as becoming more informed managers and leaders.
Love to get your input, mxmm@bellsouth.net, or visit www.unlockthemysteries.com
Mike Muetzel is a speaker and consultant driven to improve Human Capital Management through working with people. Author of They’re Not Aloof, Just Generation X, Unlock the Mysteries to Human Capital Management.
Leading…Change
Michael Muetzel
For me, perhaps like you, personally, 2020 has been the most challenging period in my 64 years. But I am so blessed in so many ways. Time to make the good opportunities in my life even better…
I just moved my Pilates Tapes and Workout Book again from one shelf in my office to the other. Actually I placed them right next to some of my other dusty books: Microsoft Word for Dummies, How to Stop Worrying and Start Living, The Ultimate Self Help Book; 31 Days in Proverbs, a host of “Diet” Books, Self Help Stuff That Works and finally, How to Write a Best Selling Self Help Book. Just kidding.
My publisher tells me that the “Self-Help” category is perhaps the fastest growing category in America today, as we all search for specific recipes for being better. I rarely find any that seem to meet my needs. Or find any authors that can really hit my ever-moving target.
Unfortunately or inherently, they all seem to deal with “Change.” Change seems to bring anxieties, anxieties lead to a feeling of being uncomfortable, and being uncomfortable just isn’t any fun, so the way things used to be all of a sudden looks pretty good. And frankly, next year is not that far away.
I think that as I continue to talk to many of the successful executives that I have been blessed to work with over the last 20 years they are all singing out of the same hymnal. Keeping the cozy comfortable warmth of status quo is no longer a realistic option. And as difficult as it is to simply identify where we want to go, a specific map on how to lead any organization to a “Mission-Centric” cultural change is even tougher.
I would like to share a terrific resource that may help. In John P Kotter’s Book, Leading Change, Mr. Kotter provides and extremely well organized, thought provoking specific action plan for Leading Change. Although Kotter proposes an 8 Stage Process, there were three key stages that I could not stop thinking about in terms of how Senior Managers in Credit Unions might better lead a changing culture. My thoughts…
Establish Urgency !!!! Today!
For some reason phrases such as “Strategic Planning’ or “Cultural Shifts” or perhaps even “Vision” carry a connotation of a long-term realization, or goals for a future that seems so far away. They get discussed in a “SWAT Retreat,” then documented, some even receive an Action Plan then often they go back in the drawer until next year’s retreat.
Lacking a sense of urgency can often result in never getting there at all. My rhetorical questions for your review include: When is it too soon to build a new vision for the future above all else? When is it too soon to make our Mission an inherent part of every decision, every day? As I look at some organizations I have to wonder, “What are you waiting for?”
It is an interesting paradox that many organizations that have been successful because of their ability to change to meet a changing market, seem to fall into a Culture of Complacency. Sometimes, the more successful we are, or the better our Financials read, the more we fall into the sense of complacent comfort.
Leading a change to incorporate a re-newed passion to our clients as well as our employees (Internal and External) every moment of every day can only be realized with a sense of urgency. Perhaps we might realize more of a sense of urgency if we were to share the possibility that without a unique edge, or a cultural shift to a “People First…and Always” we may end up as the “Wanna-Bes” of the future. Perhaps, it is no longer about a slight improvement in our Service, but rather a necessity for survival. At the risk of being perceived as somewhat melodramatic, the term “Survival” just seems to communicate the sense of urgency in a way that takes the cultural shift out of the drawer and into everything we do.
It seems as though everyone might agree that all this cultural shift would be a great destination, especially in the midst of COVID but might disagree on how urgently we practice the tools, techniques and programs to get us closer, sooner rather than later. If you were to gauge “Sense of Urgency” in your organization on a scale of 1 – 5, how would you score?
Communicate the Vision
In the past, Great Leaders were often thought of as charismatic communicators. These are the type of people that could rally people around an enthusiastic motivational message and step off of the podium to a round of standing ovations and frenzied employees. The research on today’s successful Leaders (even via Jim Collins’ Book, Good to Great) reflects a slightly different CEO.
Collins identifies Great Leaders as ones who can clearly communicate the destination. But the destination is often one of Mission and Purpose rather than personal vision. Today’s successful organizations have turned the tables slightly. They are creating a culture of a Mission over individual charisma and pep rallies. But it not only needs to be enhanced and repeated, but practiced deeply in every decision. The symbolism of “Living the Mission” for Leaders is key.
Most managers have a tendency to “under-communicate” the Mission. Some days it is a popular thing to say, most days it just goes unsaid. The sad result is an inconsistent message sent to the employees. The perception of many employees is that if it were really important, it would be out front every day. And at this point the movement to the “Mission Destination” gets stalled or stopped completely. The Mission-Centric Cultural Movement often stalls due to signals sent by managers that they never even realized that they sent.
The most effective way to “Communicate the Vision,’ is to “Live the Mission.” As an example, when we go to pick out the new chairs for the Branch, “How does the simple selection of the chairs enhance the mission? When we conduct reviews for our employees, rather than discuss our personal expectations as leaders, how have their daily activities contribute to being passionate about working in a team to a great mission message?
Short Term Wins
Only one man, a man in blue tights and red cape can leap to the top of the highest mountain in a single bound (not me). The best way to build a successful Culture is with a firm solid foundation. Solid foundations are built on top of small victories and short-term wins.
Many of you may have read “Whale Done” and truly will understand the power of positive reinforcement. Success stories need to be publicized both internally and externally. It is so easy to do, yet so effective. Are we documenting two or three Success Stories a week to the employees or even clients? Are we recognizing our small victories annually at the meeting, or daily in our communication with our peers? Every short-term win provides evidence that the anxieties associated with changing a culture are worth the sacrifice and also further discourage the “ney-sayers” resistant and reluctant to change.
Short term Wins can help “fine tune” Missions and Vision. But most importantly, these small victories build momentum, communicate the deep truth and commitment of the Mission, and provide the firm foundation necessary to build the organization to the next level…and the next level. And finally, by consolidating the “Gains” we are all in a better position to deal with a Culture of Passionate Success and positioned to deal with even more change.
It is time to renew passion around our mission, and be great going forward. As you look for tools to make your Leadership Teams more effective I strongly recommend Kotter’s Book, Leading Change as vehicle that provides some great self-help ideas that do not require financial resources, just provide some solid answers. Time to make the good opportunities even better…
Michael Muetzel
For me, perhaps like you, personally, 2020 has been the most challenging period in my 64 years. But I am so blessed in so many ways. Time to make the good opportunities in my life even better…
I just moved my Pilates Tapes and Workout Book again from one shelf in my office to the other. Actually I placed them right next to some of my other dusty books: Microsoft Word for Dummies, How to Stop Worrying and Start Living, The Ultimate Self Help Book; 31 Days in Proverbs, a host of “Diet” Books, Self Help Stuff That Works and finally, How to Write a Best Selling Self Help Book. Just kidding.
My publisher tells me that the “Self-Help” category is perhaps the fastest growing category in America today, as we all search for specific recipes for being better. I rarely find any that seem to meet my needs. Or find any authors that can really hit my ever-moving target.
Unfortunately or inherently, they all seem to deal with “Change.” Change seems to bring anxieties, anxieties lead to a feeling of being uncomfortable, and being uncomfortable just isn’t any fun, so the way things used to be all of a sudden looks pretty good. And frankly, next year is not that far away.
I think that as I continue to talk to many of the successful executives that I have been blessed to work with over the last 20 years they are all singing out of the same hymnal. Keeping the cozy comfortable warmth of status quo is no longer a realistic option. And as difficult as it is to simply identify where we want to go, a specific map on how to lead any organization to a “Mission-Centric” cultural change is even tougher.
I would like to share a terrific resource that may help. In John P Kotter’s Book, Leading Change, Mr. Kotter provides and extremely well organized, thought provoking specific action plan for Leading Change. Although Kotter proposes an 8 Stage Process, there were three key stages that I could not stop thinking about in terms of how Senior Managers in Credit Unions might better lead a changing culture. My thoughts…
Establish Urgency !!!! Today!
For some reason phrases such as “Strategic Planning’ or “Cultural Shifts” or perhaps even “Vision” carry a connotation of a long-term realization, or goals for a future that seems so far away. They get discussed in a “SWAT Retreat,” then documented, some even receive an Action Plan then often they go back in the drawer until next year’s retreat.
Lacking a sense of urgency can often result in never getting there at all. My rhetorical questions for your review include: When is it too soon to build a new vision for the future above all else? When is it too soon to make our Mission an inherent part of every decision, every day? As I look at some organizations I have to wonder, “What are you waiting for?”
It is an interesting paradox that many organizations that have been successful because of their ability to change to meet a changing market, seem to fall into a Culture of Complacency. Sometimes, the more successful we are, or the better our Financials read, the more we fall into the sense of complacent comfort.
Leading a change to incorporate a re-newed passion to our clients as well as our employees (Internal and External) every moment of every day can only be realized with a sense of urgency. Perhaps we might realize more of a sense of urgency if we were to share the possibility that without a unique edge, or a cultural shift to a “People First…and Always” we may end up as the “Wanna-Bes” of the future. Perhaps, it is no longer about a slight improvement in our Service, but rather a necessity for survival. At the risk of being perceived as somewhat melodramatic, the term “Survival” just seems to communicate the sense of urgency in a way that takes the cultural shift out of the drawer and into everything we do.
It seems as though everyone might agree that all this cultural shift would be a great destination, especially in the midst of COVID but might disagree on how urgently we practice the tools, techniques and programs to get us closer, sooner rather than later. If you were to gauge “Sense of Urgency” in your organization on a scale of 1 – 5, how would you score?
Communicate the Vision
In the past, Great Leaders were often thought of as charismatic communicators. These are the type of people that could rally people around an enthusiastic motivational message and step off of the podium to a round of standing ovations and frenzied employees. The research on today’s successful Leaders (even via Jim Collins’ Book, Good to Great) reflects a slightly different CEO.
Collins identifies Great Leaders as ones who can clearly communicate the destination. But the destination is often one of Mission and Purpose rather than personal vision. Today’s successful organizations have turned the tables slightly. They are creating a culture of a Mission over individual charisma and pep rallies. But it not only needs to be enhanced and repeated, but practiced deeply in every decision. The symbolism of “Living the Mission” for Leaders is key.
Most managers have a tendency to “under-communicate” the Mission. Some days it is a popular thing to say, most days it just goes unsaid. The sad result is an inconsistent message sent to the employees. The perception of many employees is that if it were really important, it would be out front every day. And at this point the movement to the “Mission Destination” gets stalled or stopped completely. The Mission-Centric Cultural Movement often stalls due to signals sent by managers that they never even realized that they sent.
The most effective way to “Communicate the Vision,’ is to “Live the Mission.” As an example, when we go to pick out the new chairs for the Branch, “How does the simple selection of the chairs enhance the mission? When we conduct reviews for our employees, rather than discuss our personal expectations as leaders, how have their daily activities contribute to being passionate about working in a team to a great mission message?
Short Term Wins
Only one man, a man in blue tights and red cape can leap to the top of the highest mountain in a single bound (not me). The best way to build a successful Culture is with a firm solid foundation. Solid foundations are built on top of small victories and short-term wins.
Many of you may have read “Whale Done” and truly will understand the power of positive reinforcement. Success stories need to be publicized both internally and externally. It is so easy to do, yet so effective. Are we documenting two or three Success Stories a week to the employees or even clients? Are we recognizing our small victories annually at the meeting, or daily in our communication with our peers? Every short-term win provides evidence that the anxieties associated with changing a culture are worth the sacrifice and also further discourage the “ney-sayers” resistant and reluctant to change.
Short term Wins can help “fine tune” Missions and Vision. But most importantly, these small victories build momentum, communicate the deep truth and commitment of the Mission, and provide the firm foundation necessary to build the organization to the next level…and the next level. And finally, by consolidating the “Gains” we are all in a better position to deal with a Culture of Passionate Success and positioned to deal with even more change.
It is time to renew passion around our mission, and be great going forward. As you look for tools to make your Leadership Teams more effective I strongly recommend Kotter’s Book, Leading Change as vehicle that provides some great self-help ideas that do not require financial resources, just provide some solid answers. Time to make the good opportunities even better…
“Leadership” are You a D1 Leader?
Michael Muetzel
Although I have continued working and speaking in the world of generational leadership, I had not done any executive coaching for a decade or more. I kind of came to the realization back then that most leaders are not willing or deep down, see the need to change. Then for the last two years I have been working with some incredible upper middle management folks in helping them be better leaders in addition to being steady managers. These have evolved into great relationships and frankly as good for me as it has been for them.
Many of you are also aware of the time I spend in the world of Lacrosse Coaching. There are interviews, podcasts, website, articles and clinics and coaching. It is kind of amazing how in the unique characteristics of today’s employees and the unique characteristics of today’s athletes in these two worlds for me intersect.
I am amazed in interviewing NCAA Coaches how they aggressively attack thinking about change. For them any success is directly related to the talent on their squad. Honestly perhaps good companies are just slow to move, or maybe the current success for them has them a bit complacent, although few would recognize it.
But for a D1 Coach, Talent and “Buy In” (in the corporate world we call it “Engagement”) is so much more paramount to job security. There is just no such thing as “long term.”
I understand that all corporate executives are under fire and evaluated with every press release if not at least annually. I have been in that world, and now have small companies of my own. But I am not sure I ever understood the difference in these two viewpoints.
But the “Urgency” (great reference back to Dr. John Kotter’s Book Leading Change,) is so much different from my perspective now. Honestly, I think if we were to examine our Leadership Style and the performance of our teams, compared to great coaches, we would see some opportunities to grow,
3 Key Comparisons
Self-Analysis
I was raised to manage off my MBA, if you can’t measure it, then don’t do it. But in the world of college coaches every day involves film study and analysis and a sense of “Urgency.” And most I have interviewed over the last ten years spend a lot of time on self-analysis as well as team analysis.
Yes, we as Leaders analyze and measure. But for Leaders in the corporate world it is a monthly or quarterly exercise at best. And it is done in the “Conference Room” not done daily or weekly or being evaluated week to week. Nor is it in the media or on the internet every day.
What if we were to, metaphorically of course, look at film every Monday morning of our key Leadership performance or activities, maybe our “Top Ten” key communication moments of the week. How would we react? If we were to improve or emphasize a sense of urgency in our own growth every Monday, how many books or podcasts would you buy, how many new ideas would you be exposed to and consider?
Dealing with Change
College coaches deal with change as a matter of course and possibly it is also one of the key elements relating back to urgency. Imagine if you will, your entire employee base turning over every four to five years. Or after every successful season your two top coordinators left for their own personal shot at the top.
Would this change the way we lead? Would it change our organizational structure?
I can assure you that most companies have a good handle on what they do well… but the focus is what they do well as a company… One key lesson that all top coaches share is that they cannot adjust their players to their way of doing things as successfully as if they were to change the way they do things to match the strengths of their personnel.
Clearly the Gen Z and Millennials come to work with different opinions and mindsets on a myriad of issues. But there are also great opportunities in these differences. At least in my experience we corporate folks tend to say “if it ain’t broke don’t fix it” when perhaps we should be looking at identifying the next series of “Changes” ahead of the curve before they become necessary.
Most organizations, especially successful organizations hesitate to change, where successful coaches see change as an inherent part of their jobs and cultures. They really don’t necessarily see it as change but as part of the culture.
Recruiting and Retention – Teaching Training
I believe in today’s world key leaders should look at Recruiting and Retention equally as weighted as financial performance. As a former college coach, I can share that recruiting is everything. There are a lot of great leaders out there just like there are a lot of great coaches. But imagine if you will all things being equal at the leadership or coaching level the team with the most skilled players or employees will most often come out on top.
And the best coaches see themselves and their staffs as “Teachers” more than as Leaders. I wonder how many corporate leaders would see themselves as primarily teachers. It is interesting to think about. And if you do not see it as a role of you as a Leader, then your top people need to be even stronger at teaching and coaching.
The data on engagement and retention from Millennials and Gen Z is fascinating in the perspectives in this area. Organizations that have embraced coaching for their middle managers, and mentor programs are way ahead of the curve on retention and success.
Again, as always, this was never intended to change the way you lead, but to get you to consider change as an inherent part of Leadership.
Embrace a “Bad” Idea…
Michael Muetzel, President, Mx Marketing, Management Solutions
Companies are investing thousands of dollars in Employee Engagement programs. Turnover numbers with Millennials remain consistent with over half desiring to leave after two to three years. Sadly, the talent leaves and the mediocre talent remain for their anticipated 3% increase each year. And I am betting they are in the “Dis-Engaged” segment.
The traditional grid models for Succession Planning have often proven to be ineffective and organizations are struggling to find resources and vehicles to provide growth opportunities for young talent. The world of Human Capital Development has become a moving target to say the least.
Maybe it is time for a Bad Idea…
After researching and writing about engagement and retention for 17 years one thing remains consistent, young employees want to be heard. In my Boomer generation we followed blindly and learned what we perceived to be “our roles.” Employees, especially young employees today want a voice, and they want it immediately. For all of us as Managers and Leaders it is more critical than ever before. If not, the good employees leave, and those that remain become disengaged at best.
Earlier this year I read a 2017 report from Deloitte suggesting “Culture is no longer a statement on the website or a poster on the wall.” But Culture is rather (my words) a thread that is woven through the entire fabric of successful organizations. So how do our cultures stand up to voices being heard?
In my career I was blessed to have spent nine years with Yamaha Motor Corporation. It was an incredible foundation to learn about “5S,” and Kaizens and actually see them in action. I think the most significant element, and somewhat surprising to me at the time, coming out of a traditional corporate environment, was the total inclusion in the recognition programs.
For example, all ideas, or “voices wanting to be heard,” were recognized equally. Although not all ideas were implemented equally, the recognition for any new idea was recognized. And yes, even bad ideas (sorry to be so blunt,) were recognized as well, or rather the employee offering the suggestion was recognized for the fact that they stepped forward with a new idea to improve the operation.
Sounds pretty idealistic eh? Now fast forward to the real world we all live in. We all have employees that think they know more than we do. We all have employees to spend a lot of time whining… there I said it. But what if we were to reverse the perspective? In these examples, how might it be seen from the eyes of an employee?
Most times when an employee, especially a new employee offers an opinion or a suggestion it comes with a fair amount of anxiety. It actually takes a little bravery to speak up. Imagine if after the employee speaks up, the response is a very curt, “We tried that before and it did not work.” Imagine if the response was, “We just do not have the budget for that.”
A very curt, “We tried that before and it did not work.”
What are the chances that the employee would ever offer another idea? I know in consulting work I have initiated dialog to be shut down with the same response, or the “evil stare” telling me so much more about the client’s culture. That statement alone taught me lot about challenges with this particular client.
So my recommendation?
Good Managers and Leaders are more than willing to positively reinforce even a bad idea, for the sake of positively reinforcing and encouraging more ideas to come. Thus we are developing a culture of open ideas. For example, we have an employee who has offered five ideas and all of them are not very good ideas. In my mind (I am not proud of this,) I had them labeled as whiner. And often time I shut off my listening never giving them a chance. What are the chances that idea number six is going to be a good suggestion? Most likely not… But can we be sure? Can we be 100% certain?
What if … in a group session a bad idea initiates a dialog resulting in a pretty cool idea? At perhaps once recognized reduces the anxieties for a fellow employee not brave enough to speak up, to ultimately speak up and initiate a great idea?
Shutting down one idea may discourage all ideas. And we as Managers may not even recognize this at the time. And I would go on to say we have just taken a huge step backwards on employee engagement within our teams without even knowing what has happened.
Potential Managers Responses,
To a bad idea,
“I love your new ideas, but it might be a challenge, could you give some thought to overcoming the specific challenges,” and then schedule a time to review.
To an idea that failed before,
“Love the fact that you are trying to help, but when we tried that before we never got over this particular hurdle or challenge,”
Then schedule a specific time to review, “might you give the hurdle some thought and perhaps next Tuesday we can review?
It is critical to recognize the fact that “voices are welcome here.” I can remember
Ken Blanchard quote, “None of us is as strong as all of us.” The techniques are pretty simple if we coach/train our Managers to use them.
Employees recognize that your time is critical, so by making sure to schedule a time to follow up on the issues we are demonstrating that we take their willingness to offer ideas and address the challenges are extremely important. If the identified challenges could not be resolved by the employee we have firmly identified our culture to encourage new ideas, or new twists on previous ideas.
So we may not want to positively reinforce a bad idea, but we definitely do want to positively reinforce a culture that allows and encourages ideas, all the time, from all of our employees.
Engagement – When is it Too Soon?
New Thoughts for Leaders
Michael Muetzel, President, Mx Marketing, Management Solutions
When is it too soon to build a culture of employee engagement? I might argue that it begins in the interview process, but at the very least we can integrate an engagement culture from day one without spending a lot of money. It may be time to change the traditional mindset on employee orientation.
How many managers consider an employee’s first day as an opportunity to build engagement, increase productivity and reduce turnover? Millennials are changing jobs every 24 months, Engagement Surveys typically reflect 60-70% employee disengagement and the costs are staggering. Can you think of a better time to begin working on a better culture for your teams?
I am suggesting that progressive organizations see an employee’s first day as a dramatic opportunity to clearly demonstrate why our company is successful with a culture of engagement. Clearly, productivity, ROI, reduced turnover, internal growth, creativity and increase customer service are all benchmarks of organizations with above average engagement. So when is it too soon?
Most often, the first day begins with paperwork in the HR Department… Really? Could we hold off on paperwork for an hour or two to send the message we want to send? The we proceed to a classroom “Orientation Program” that is often a history lesson, more paperwork, a review of our Employee Manual (incidentally a ‘riveting read’ that no one has read…,) and words from the HR Department.
Change the Participants Leaders
Traditional orientation programs are often developed and conducted by the HR department, and are often interpreted by Millennials as as traditional corporate rhetoric. We have all been there, the Boss walks in, says, “My door is always open… our employees are outr best asset…” then - the Boss leaves the room. Think of that symbolism… It has happened to all of us,
Where is it written that one’s future peers, specifically, non-management employees are not qualified to conduct orientation programs? Millennial employees are more likely to relate, and listen to Millennial counterparts, or at the very least real-life co-workers. And the participation should not be limited to a single person, or even a single department.
Before paperwork… Before the Employee Manual… orientation begins with “New Hires” listening to hourly or mid level co-workers sharing how what they have done in their departments or teams in the last three months, (this is important, it demonstrates urgency and timeliness) to fulfill the Mission of the organization. Maybe it is unparalleled service, maybe it is innovation, it is always about better solutions. Please note, there are no senior level managers preaching to New hires in this technique.
For example, a delivery driver or warehouse attendant sharing what they have done to insure orders are processed accurately, quickly and directly, or a marketing coordinator explaining how they are introducing new communication vehicles or social media to share how our organizations is a true consultative partner to our clients? Or even administrative folks sharing how they are often the “First Line” in communication on any issue, and how important it is to them to be great.
With companies I have worked with, I have been in a number of these meetings. It is amazing and inspiring. The hourly worker is reading nervously from a handwritten page of notes… and before long the pride begins to speak louder than the words… And people in the audience are listening. Now, perhaps you are skeptical about how successful your employees are about directly delivering such an unusual message. Trust in them, and they will trust in you.
A powerful “Engagement” orientation not only introduces the culture of engagement to the New Hires… but enhances engagement with the true foot soldiers that make us successful.
There will be significant benefits to including other employees in this event. By having different people from different departments conduct brief messages or even power point presentations on their individual departments, we have now initiated a new inexpensive team-building activity. In addition, the employees now have “equity” in the orientation process, and this “equity” has been a proven technique for reducing turnover, especially with Millennial employees.
All new hires have a learning curve. By learning from other employees in the organization about their challenges, milestones and accomplishments, new hires will shorten the learning curve about what the total organization is all about. In addition, rather than losing a new hire in an individual department when they get restless, they will may more learn more about other areas that may meet their interests or needs within your organization, rather than outside the company.
The final tip for better orientation days is the critical nature of follow up activities. Mentoring programs, 60 or 90 day follow up interviews or general performance expectation discussions are easy inexpensive ways to maximize the potential of your new employees.
Love to get your thoughts,
mxmm@bellsouth.net
2 Hidden Myths About Employee Engagement!
Mike Muetzel, Author and President Mx Marketing, Management Solutions
OK, in this world of Millennials keeping an eye on the next job even on the first day they begin working for us … If we are not measuring Employee Engagement, perhaps we should be. And at least for me there might be al lot more to getting a real understanding of what this really means.
The Gallup Data has not changed in years, 7 out of 10 employees see themselves as not fully engaged in our organizations. But most leaders and managers are not aware of true employee perspectives, or in fact the true reality of employee engagement.
There is no question that clearly, companies that have above the norm levels of employee engagement are always more profitable, have higher service metrics and less turnover than those with normal or even below normal engagement scores. Engagement is perhaps a true barometer of an organization’s internal health… or at the very least of their true potential.
The key differences in these “Myths” are due to perspective. Leaders and Managers have a given perspective on how an employee feels about being engaged, but often the employee perspective is often much different. We may not “know” our employees as well as we think we know them. This is especially true in terms of their potential to demonstrate what truly engaged employees do… commit and give 100% or close to it.
Engagement might be better defined for Mangers and Leaders as a barometer of an employee’s “full” or close to “full” dedication to our organizations, from the individual employee perspective. Clearly recognition, defined career potential, friends at work, an understanding of your true “Holy Grail” (Thanks Ken Blanchard!), learning and advancement are key components - but in the eyes of management” Or in the eyes of our employees?
Myth #1, “ A Happy Employee is always an Engaged Employee”
Please understand almost always -- Engaged Employees are ”Happy Employees.”
However data and detailed employee interviews reflect that the converse is not always true. I know at least for me, it is not always easy to understand the differences here. An employee can be happy at work, receiving reasonable compensation, benefits, and even learning additional skills but not be fully engaged. Or perhaps they love their co-workers, but still not fully engaged.
Even employees in a “McJob” (a term popularized by Douglas Copeland in his Novel Generation X…, and included in the Merriam-Webster Dictionary believe it or not,) can be happy but not necessarily engaged.
Myth #2, “ A Good Employee is always an Engaged Employee”
Please understand that almost always – Engaged Employees are “Good Employees”
But the converse, Good Employees are Engaged Employees may not be true. “Good Employees” is a phrase for and from managers… In my corporate work, surveys and interviews, I am often amazed at how this key “Good does not equal Engaged -- Perception Gap” exists even in great organizations. This is also especially true regarding “trust” in organizations.
Again the “proof “ is in the eyes of the beholder. In my workshops we always ask managers to define a “Good Employee.” Often responses include:
It seems to make sense right? I have interviewed many Good Employees, off the record, and I often hear that in their eyes they are capable of so much more. From their perspective, they can operate on five out of eight cylinders and still do a “Good Job.” But also from their perspective they have even more potential and more they could be giving…
It is far easier for us as Leaders to identify those employees that are Actively Dis-Engaged. Why we keep them nobody knows…
Where we as managers often miss the boat is thinking any employee that is not “Actively Dis-Engaged” is then in the manager’s eyes …Engaged. However, by definition, in the eyes of the employee they see themselves as simply “Dis-Engaged”.
Now the challenge becomes how to bring it out in more than three or four out of ten of our employees. There is far more potential to increase creativity, productivity, and service, we just need to tap into the potential.
In the words of Forbes Magazine, (Article by Kevin Kruse) Employee engagement is the emotional commitment the employee has to the organization and its goals. This emotional commitment means engaged employees actually care about their work and their company.
Please understand, Happy Employees and Good Employees will make our companies really good at servicing our customers. But if we can improve true engagement, even by 10% fully engaged, productivity and profit will follow quickly.
The good news might lie in the fact that the jump from Happy and Good to more engaged may not be as difficult or as expensive as we might think. And often times the true answers are not found in Consultants but from our own employees.
Shorten the Curve in Hiring Quality Millennials
Mike Muetzel, Mx Marketing, Management Solutions
As leaders in our organizations it is essential for us to first understand the 2016 national data from Deloitte reflects that 66% of Millennial employees expect to leave their current employers in two to five years, and the hidden costs of this trend are far more than you might expect. Thus the significance of engagement, development programs and the need to understand what it takes to keep them active and interested is more important than ever before.
The backside of this data presents an opportunity for us. It is also true that in today’s world, the talent leaves, and the non-productive employees stay. Why wouldn’t they? So how can we shorten the curve in attracting top Millennial talent?
It is a video world
If employees and good young managers are as important to your success as you believe, then attracting talent needs to be an important part of your company or organization’s website, far beyond listing job opportunities on a career page.
The fact is that any prospects interested in you will have checked five or more on line sources about your organization, reviews and reputation long before you ever see their first resume. I might even recommend that this video finds a place on your Home Page, although this may be a little much for most of you. At the very least it needs to be easily accessible…
The most effective, inexpensive tool is an effective video, but with key elements to insure you hit all the right buttons…
You can simply film and edit your video in house, but make sure you publish or list it on YouTube and link it to your site and it should be under 3:30 minutes. There are many reasons for all of this, not the least of which is SEO exposure and attention span. Here are three “must haves” for your video.
The video should be a series of positive comments - almost testimonials from current employees and mid-level managers NOT your CEO, metaphorically, of course. It should however include your Holy Grail or brief (remember the 140 word ‘Twitter’ mentality,) statement of what you are really about, this is not the place for your albeit noble Mission statement as they rarely reflect on employees for some reason. And please be consistent.
And of course it needs to be extremely current. If a participant on the video leaves your organization is promoted, it needs to updated immediately. You never know who might be connected to whom…
Finally, this is a great project idea for a select group of your employees. They can take additional pride in the project, film it on their iPads or mobile phones and edit the video far better than you or I might be able to do.
Love to get your comments, Mike
Michael Muetzel
Although I have continued working and speaking in the world of generational leadership, I had not done any executive coaching for a decade or more. I kind of came to the realization back then that most leaders are not willing or deep down, see the need to change. Then for the last two years I have been working with some incredible upper middle management folks in helping them be better leaders in addition to being steady managers. These have evolved into great relationships and frankly as good for me as it has been for them.
Many of you are also aware of the time I spend in the world of Lacrosse Coaching. There are interviews, podcasts, website, articles and clinics and coaching. It is kind of amazing how in the unique characteristics of today’s employees and the unique characteristics of today’s athletes in these two worlds for me intersect.
I am amazed in interviewing NCAA Coaches how they aggressively attack thinking about change. For them any success is directly related to the talent on their squad. Honestly perhaps good companies are just slow to move, or maybe the current success for them has them a bit complacent, although few would recognize it.
But for a D1 Coach, Talent and “Buy In” (in the corporate world we call it “Engagement”) is so much more paramount to job security. There is just no such thing as “long term.”
I understand that all corporate executives are under fire and evaluated with every press release if not at least annually. I have been in that world, and now have small companies of my own. But I am not sure I ever understood the difference in these two viewpoints.
But the “Urgency” (great reference back to Dr. John Kotter’s Book Leading Change,) is so much different from my perspective now. Honestly, I think if we were to examine our Leadership Style and the performance of our teams, compared to great coaches, we would see some opportunities to grow,
3 Key Comparisons
Self-Analysis
I was raised to manage off my MBA, if you can’t measure it, then don’t do it. But in the world of college coaches every day involves film study and analysis and a sense of “Urgency.” And most I have interviewed over the last ten years spend a lot of time on self-analysis as well as team analysis.
Yes, we as Leaders analyze and measure. But for Leaders in the corporate world it is a monthly or quarterly exercise at best. And it is done in the “Conference Room” not done daily or weekly or being evaluated week to week. Nor is it in the media or on the internet every day.
What if we were to, metaphorically of course, look at film every Monday morning of our key Leadership performance or activities, maybe our “Top Ten” key communication moments of the week. How would we react? If we were to improve or emphasize a sense of urgency in our own growth every Monday, how many books or podcasts would you buy, how many new ideas would you be exposed to and consider?
Dealing with Change
College coaches deal with change as a matter of course and possibly it is also one of the key elements relating back to urgency. Imagine if you will, your entire employee base turning over every four to five years. Or after every successful season your two top coordinators left for their own personal shot at the top.
Would this change the way we lead? Would it change our organizational structure?
I can assure you that most companies have a good handle on what they do well… but the focus is what they do well as a company… One key lesson that all top coaches share is that they cannot adjust their players to their way of doing things as successfully as if they were to change the way they do things to match the strengths of their personnel.
Clearly the Gen Z and Millennials come to work with different opinions and mindsets on a myriad of issues. But there are also great opportunities in these differences. At least in my experience we corporate folks tend to say “if it ain’t broke don’t fix it” when perhaps we should be looking at identifying the next series of “Changes” ahead of the curve before they become necessary.
Most organizations, especially successful organizations hesitate to change, where successful coaches see change as an inherent part of their jobs and cultures. They really don’t necessarily see it as change but as part of the culture.
Recruiting and Retention – Teaching Training
I believe in today’s world key leaders should look at Recruiting and Retention equally as weighted as financial performance. As a former college coach, I can share that recruiting is everything. There are a lot of great leaders out there just like there are a lot of great coaches. But imagine if you will all things being equal at the leadership or coaching level the team with the most skilled players or employees will most often come out on top.
And the best coaches see themselves and their staffs as “Teachers” more than as Leaders. I wonder how many corporate leaders would see themselves as primarily teachers. It is interesting to think about. And if you do not see it as a role of you as a Leader, then your top people need to be even stronger at teaching and coaching.
The data on engagement and retention from Millennials and Gen Z is fascinating in the perspectives in this area. Organizations that have embraced coaching for their middle managers, and mentor programs are way ahead of the curve on retention and success.
Again, as always, this was never intended to change the way you lead, but to get you to consider change as an inherent part of Leadership.
Embrace a “Bad” Idea…
Michael Muetzel, President, Mx Marketing, Management Solutions
Companies are investing thousands of dollars in Employee Engagement programs. Turnover numbers with Millennials remain consistent with over half desiring to leave after two to three years. Sadly, the talent leaves and the mediocre talent remain for their anticipated 3% increase each year. And I am betting they are in the “Dis-Engaged” segment.
The traditional grid models for Succession Planning have often proven to be ineffective and organizations are struggling to find resources and vehicles to provide growth opportunities for young talent. The world of Human Capital Development has become a moving target to say the least.
Maybe it is time for a Bad Idea…
After researching and writing about engagement and retention for 17 years one thing remains consistent, young employees want to be heard. In my Boomer generation we followed blindly and learned what we perceived to be “our roles.” Employees, especially young employees today want a voice, and they want it immediately. For all of us as Managers and Leaders it is more critical than ever before. If not, the good employees leave, and those that remain become disengaged at best.
Earlier this year I read a 2017 report from Deloitte suggesting “Culture is no longer a statement on the website or a poster on the wall.” But Culture is rather (my words) a thread that is woven through the entire fabric of successful organizations. So how do our cultures stand up to voices being heard?
In my career I was blessed to have spent nine years with Yamaha Motor Corporation. It was an incredible foundation to learn about “5S,” and Kaizens and actually see them in action. I think the most significant element, and somewhat surprising to me at the time, coming out of a traditional corporate environment, was the total inclusion in the recognition programs.
For example, all ideas, or “voices wanting to be heard,” were recognized equally. Although not all ideas were implemented equally, the recognition for any new idea was recognized. And yes, even bad ideas (sorry to be so blunt,) were recognized as well, or rather the employee offering the suggestion was recognized for the fact that they stepped forward with a new idea to improve the operation.
Sounds pretty idealistic eh? Now fast forward to the real world we all live in. We all have employees that think they know more than we do. We all have employees to spend a lot of time whining… there I said it. But what if we were to reverse the perspective? In these examples, how might it be seen from the eyes of an employee?
Most times when an employee, especially a new employee offers an opinion or a suggestion it comes with a fair amount of anxiety. It actually takes a little bravery to speak up. Imagine if after the employee speaks up, the response is a very curt, “We tried that before and it did not work.” Imagine if the response was, “We just do not have the budget for that.”
A very curt, “We tried that before and it did not work.”
What are the chances that the employee would ever offer another idea? I know in consulting work I have initiated dialog to be shut down with the same response, or the “evil stare” telling me so much more about the client’s culture. That statement alone taught me lot about challenges with this particular client.
So my recommendation?
Good Managers and Leaders are more than willing to positively reinforce even a bad idea, for the sake of positively reinforcing and encouraging more ideas to come. Thus we are developing a culture of open ideas. For example, we have an employee who has offered five ideas and all of them are not very good ideas. In my mind (I am not proud of this,) I had them labeled as whiner. And often time I shut off my listening never giving them a chance. What are the chances that idea number six is going to be a good suggestion? Most likely not… But can we be sure? Can we be 100% certain?
What if … in a group session a bad idea initiates a dialog resulting in a pretty cool idea? At perhaps once recognized reduces the anxieties for a fellow employee not brave enough to speak up, to ultimately speak up and initiate a great idea?
Shutting down one idea may discourage all ideas. And we as Managers may not even recognize this at the time. And I would go on to say we have just taken a huge step backwards on employee engagement within our teams without even knowing what has happened.
Potential Managers Responses,
To a bad idea,
“I love your new ideas, but it might be a challenge, could you give some thought to overcoming the specific challenges,” and then schedule a time to review.
To an idea that failed before,
“Love the fact that you are trying to help, but when we tried that before we never got over this particular hurdle or challenge,”
Then schedule a specific time to review, “might you give the hurdle some thought and perhaps next Tuesday we can review?
It is critical to recognize the fact that “voices are welcome here.” I can remember
Ken Blanchard quote, “None of us is as strong as all of us.” The techniques are pretty simple if we coach/train our Managers to use them.
Employees recognize that your time is critical, so by making sure to schedule a time to follow up on the issues we are demonstrating that we take their willingness to offer ideas and address the challenges are extremely important. If the identified challenges could not be resolved by the employee we have firmly identified our culture to encourage new ideas, or new twists on previous ideas.
So we may not want to positively reinforce a bad idea, but we definitely do want to positively reinforce a culture that allows and encourages ideas, all the time, from all of our employees.
Engagement – When is it Too Soon?
New Thoughts for Leaders
Michael Muetzel, President, Mx Marketing, Management Solutions
When is it too soon to build a culture of employee engagement? I might argue that it begins in the interview process, but at the very least we can integrate an engagement culture from day one without spending a lot of money. It may be time to change the traditional mindset on employee orientation.
How many managers consider an employee’s first day as an opportunity to build engagement, increase productivity and reduce turnover? Millennials are changing jobs every 24 months, Engagement Surveys typically reflect 60-70% employee disengagement and the costs are staggering. Can you think of a better time to begin working on a better culture for your teams?
I am suggesting that progressive organizations see an employee’s first day as a dramatic opportunity to clearly demonstrate why our company is successful with a culture of engagement. Clearly, productivity, ROI, reduced turnover, internal growth, creativity and increase customer service are all benchmarks of organizations with above average engagement. So when is it too soon?
Most often, the first day begins with paperwork in the HR Department… Really? Could we hold off on paperwork for an hour or two to send the message we want to send? The we proceed to a classroom “Orientation Program” that is often a history lesson, more paperwork, a review of our Employee Manual (incidentally a ‘riveting read’ that no one has read…,) and words from the HR Department.
Change the Participants Leaders
Traditional orientation programs are often developed and conducted by the HR department, and are often interpreted by Millennials as as traditional corporate rhetoric. We have all been there, the Boss walks in, says, “My door is always open… our employees are outr best asset…” then - the Boss leaves the room. Think of that symbolism… It has happened to all of us,
Where is it written that one’s future peers, specifically, non-management employees are not qualified to conduct orientation programs? Millennial employees are more likely to relate, and listen to Millennial counterparts, or at the very least real-life co-workers. And the participation should not be limited to a single person, or even a single department.
Before paperwork… Before the Employee Manual… orientation begins with “New Hires” listening to hourly or mid level co-workers sharing how what they have done in their departments or teams in the last three months, (this is important, it demonstrates urgency and timeliness) to fulfill the Mission of the organization. Maybe it is unparalleled service, maybe it is innovation, it is always about better solutions. Please note, there are no senior level managers preaching to New hires in this technique.
For example, a delivery driver or warehouse attendant sharing what they have done to insure orders are processed accurately, quickly and directly, or a marketing coordinator explaining how they are introducing new communication vehicles or social media to share how our organizations is a true consultative partner to our clients? Or even administrative folks sharing how they are often the “First Line” in communication on any issue, and how important it is to them to be great.
With companies I have worked with, I have been in a number of these meetings. It is amazing and inspiring. The hourly worker is reading nervously from a handwritten page of notes… and before long the pride begins to speak louder than the words… And people in the audience are listening. Now, perhaps you are skeptical about how successful your employees are about directly delivering such an unusual message. Trust in them, and they will trust in you.
A powerful “Engagement” orientation not only introduces the culture of engagement to the New Hires… but enhances engagement with the true foot soldiers that make us successful.
There will be significant benefits to including other employees in this event. By having different people from different departments conduct brief messages or even power point presentations on their individual departments, we have now initiated a new inexpensive team-building activity. In addition, the employees now have “equity” in the orientation process, and this “equity” has been a proven technique for reducing turnover, especially with Millennial employees.
All new hires have a learning curve. By learning from other employees in the organization about their challenges, milestones and accomplishments, new hires will shorten the learning curve about what the total organization is all about. In addition, rather than losing a new hire in an individual department when they get restless, they will may more learn more about other areas that may meet their interests or needs within your organization, rather than outside the company.
The final tip for better orientation days is the critical nature of follow up activities. Mentoring programs, 60 or 90 day follow up interviews or general performance expectation discussions are easy inexpensive ways to maximize the potential of your new employees.
Love to get your thoughts,
mxmm@bellsouth.net
2 Hidden Myths About Employee Engagement!
Mike Muetzel, Author and President Mx Marketing, Management Solutions
OK, in this world of Millennials keeping an eye on the next job even on the first day they begin working for us … If we are not measuring Employee Engagement, perhaps we should be. And at least for me there might be al lot more to getting a real understanding of what this really means.
The Gallup Data has not changed in years, 7 out of 10 employees see themselves as not fully engaged in our organizations. But most leaders and managers are not aware of true employee perspectives, or in fact the true reality of employee engagement.
There is no question that clearly, companies that have above the norm levels of employee engagement are always more profitable, have higher service metrics and less turnover than those with normal or even below normal engagement scores. Engagement is perhaps a true barometer of an organization’s internal health… or at the very least of their true potential.
The key differences in these “Myths” are due to perspective. Leaders and Managers have a given perspective on how an employee feels about being engaged, but often the employee perspective is often much different. We may not “know” our employees as well as we think we know them. This is especially true in terms of their potential to demonstrate what truly engaged employees do… commit and give 100% or close to it.
Engagement might be better defined for Mangers and Leaders as a barometer of an employee’s “full” or close to “full” dedication to our organizations, from the individual employee perspective. Clearly recognition, defined career potential, friends at work, an understanding of your true “Holy Grail” (Thanks Ken Blanchard!), learning and advancement are key components - but in the eyes of management” Or in the eyes of our employees?
Myth #1, “ A Happy Employee is always an Engaged Employee”
Please understand almost always -- Engaged Employees are ”Happy Employees.”
However data and detailed employee interviews reflect that the converse is not always true. I know at least for me, it is not always easy to understand the differences here. An employee can be happy at work, receiving reasonable compensation, benefits, and even learning additional skills but not be fully engaged. Or perhaps they love their co-workers, but still not fully engaged.
Even employees in a “McJob” (a term popularized by Douglas Copeland in his Novel Generation X…, and included in the Merriam-Webster Dictionary believe it or not,) can be happy but not necessarily engaged.
Myth #2, “ A Good Employee is always an Engaged Employee”
Please understand that almost always – Engaged Employees are “Good Employees”
But the converse, Good Employees are Engaged Employees may not be true. “Good Employees” is a phrase for and from managers… In my corporate work, surveys and interviews, I am often amazed at how this key “Good does not equal Engaged -- Perception Gap” exists even in great organizations. This is also especially true regarding “trust” in organizations.
Again the “proof “ is in the eyes of the beholder. In my workshops we always ask managers to define a “Good Employee.” Often responses include:
- Come to work on time
- Reliable transportation
- Do high quality work
- Work is done on time and done correctly
- Work well with co-workers
- Care about co-workers and customers
- Good attitude at work
- Never a problem
It seems to make sense right? I have interviewed many Good Employees, off the record, and I often hear that in their eyes they are capable of so much more. From their perspective, they can operate on five out of eight cylinders and still do a “Good Job.” But also from their perspective they have even more potential and more they could be giving…
It is far easier for us as Leaders to identify those employees that are Actively Dis-Engaged. Why we keep them nobody knows…
Where we as managers often miss the boat is thinking any employee that is not “Actively Dis-Engaged” is then in the manager’s eyes …Engaged. However, by definition, in the eyes of the employee they see themselves as simply “Dis-Engaged”.
Now the challenge becomes how to bring it out in more than three or four out of ten of our employees. There is far more potential to increase creativity, productivity, and service, we just need to tap into the potential.
In the words of Forbes Magazine, (Article by Kevin Kruse) Employee engagement is the emotional commitment the employee has to the organization and its goals. This emotional commitment means engaged employees actually care about their work and their company.
Please understand, Happy Employees and Good Employees will make our companies really good at servicing our customers. But if we can improve true engagement, even by 10% fully engaged, productivity and profit will follow quickly.
The good news might lie in the fact that the jump from Happy and Good to more engaged may not be as difficult or as expensive as we might think. And often times the true answers are not found in Consultants but from our own employees.
Shorten the Curve in Hiring Quality Millennials
Mike Muetzel, Mx Marketing, Management Solutions
As leaders in our organizations it is essential for us to first understand the 2016 national data from Deloitte reflects that 66% of Millennial employees expect to leave their current employers in two to five years, and the hidden costs of this trend are far more than you might expect. Thus the significance of engagement, development programs and the need to understand what it takes to keep them active and interested is more important than ever before.
The backside of this data presents an opportunity for us. It is also true that in today’s world, the talent leaves, and the non-productive employees stay. Why wouldn’t they? So how can we shorten the curve in attracting top Millennial talent?
It is a video world
If employees and good young managers are as important to your success as you believe, then attracting talent needs to be an important part of your company or organization’s website, far beyond listing job opportunities on a career page.
The fact is that any prospects interested in you will have checked five or more on line sources about your organization, reviews and reputation long before you ever see their first resume. I might even recommend that this video finds a place on your Home Page, although this may be a little much for most of you. At the very least it needs to be easily accessible…
The most effective, inexpensive tool is an effective video, but with key elements to insure you hit all the right buttons…
You can simply film and edit your video in house, but make sure you publish or list it on YouTube and link it to your site and it should be under 3:30 minutes. There are many reasons for all of this, not the least of which is SEO exposure and attention span. Here are three “must haves” for your video.
The video should be a series of positive comments - almost testimonials from current employees and mid-level managers NOT your CEO, metaphorically, of course. It should however include your Holy Grail or brief (remember the 140 word ‘Twitter’ mentality,) statement of what you are really about, this is not the place for your albeit noble Mission statement as they rarely reflect on employees for some reason. And please be consistent.
- Comments from mid-level managers regarding opportunities to grow individually, both vertically and horizontally in your organization and perhaps even a career path to address future expectations.
- Comments from line workers or truck drivers on the family culture of your organization. Comments regarding recognition, families, and friends in the company can also be very effective.
- Comments on the local community, parks for families, social activities, restaurants, music venues, community and local life-style advantages.
And of course it needs to be extremely current. If a participant on the video leaves your organization is promoted, it needs to updated immediately. You never know who might be connected to whom…
Finally, this is a great project idea for a select group of your employees. They can take additional pride in the project, film it on their iPads or mobile phones and edit the video far better than you or I might be able to do.
Love to get your comments, Mike
