Is it me, or is it them? Choosing the right intervention

Rory Gilbert, M.Ed., SPHR, SHRM-SCP on January 15, 2018

The request comes in, “We are having a team retreat next month and I’d like you to come and provide some team building. It would be great if you could focus on how we can work together better.”  It sounds easy enough. . . some fun activities to understand different work or communication styles.  Piece of cake. . . or is it?  Almost every time this request comes in, there is an underlying, unexpressed and unaddressed concern on the team.
I have learned over the years to ask lots of questions to uncover the real need.  More often than not, there is an individual, maybe more, who creates problems for the manager and/or the rest of the team.  The manager has been uncomfortable addressing it directly and hopes that the individual(s) will “get the message” through the exercises we do.
I am a really good trainer, but I cannot deliver this result for the manager.  The individual does not “get the message,” everyone else on the team wonders why they are going through this, they may guess what the underlying goal is. . . Ultimately, time and money wasted, and the manager and team are still stuck where they were.
So, is training or team building ever worthwhile? Sure, but be clear on what you want to accomplish, make sure the team knows the purpose, and be sure you are choosing the right strategy.
What to do when?  Is it me (the manager) or is it them (the team)?

  1. If you have an employee who is having performance problems, you need to tell them. If you are struggling with how to frame the issue and or how to correct/improve it, invite a performance consultant or coach to assist.  They can help you be clear on what is needed, identify strategies, timelines, and even practice how to say it.  But you as the manager have to have the conversation. It is your job.
  2. If you have employees who are in conflict, you need to let them know that the conflict cannot continue (oh darn, you have to have that conversation again.)  Based on the level of the conflict, you may need to bring in someone to mediate. . . with the understanding that the behaviors cannot continue.  If the behaviors continue after intervention, it becomes a performance issue. (Back to item one!)
  3. If you are concerned about morale, performance, communication of the whole team, you may want to bring in a consultant or coach for yourself first and figure out how you can influence the culture of your team.  What is going on? How long has this been going on?  Is it a structural issue or a training issue? Do the employees have the skills and resources they need? Do they know what is expected of them?
  4. Then, decide if training or team building of some kind can really make a difference. And explain to the team what you hope will be different after the training and how you will assess and support the change.

So how does this work?
Situation 1
You have an employee who is not pulling their share of the load.  Everyone else knows it but no one says anything.  She has been there a long time so how can you bring it up now?  You are frustrated. The team is demoralized.  What is the point of going the extra mile?
Whose problem is it? Yours. Solution: you have to speak up even after all this time.
How do you do it?

  • Ask yourself – does my team know what I expect from them re: performance?  If the answer is not clear, start there.  You might try having the team help set group expectations – buy-in for everyone.  Then, everyone is clear about the level of accountability – it is day one of new expectations.
  • When everyone knows the expectations for performance, have conversations with each employee about how they see their performance.
    • Be prepared to give honest feedback and develop strategies for improvement as needed.
    • Identify timelines for accountability and follow them.
    • Ask your employees what they might need from you to help them succeed?
  • And now, for the really, really hard part . . . have follow-up conversations where you hold people accountable. Be sure to let people know when they are succeeding, and when they are not.  Discuss what will happen if they do not improve.

Who can help? A performance coach or consultant; someone from your HR department. A facilitator.
Situation 2
You have two employees who do not get along. They have different work styles and over time they have gotten more and more irritated with each other. They don’t talk to each other. They gossip with others and try to recruit them to their side. It is interfering with workflow as people have to do workarounds to get information through this nasty bottle-neck.  It is impacting the whole team. Production and morale are dropping.
Whose problem is it?  Yours and theirs – yours because it is impacting the team and the quality of work; theirs because they are the ones who need to solve it.
Solution: You have to speak up and let them know their behavior is not acceptable and needs to change.  You can invite them to find a way to manage – but in all likelihood, you will need to bring in a mediator or facilitator.  (This is not the time to have a team building activity about getting along!)
How do you do it:

  • Decide if you want to start the conversation individually or with them both together – it may depend on how bad it is and how comfortable you are with conflict.
    • Let them know the impact they are having on the team.
    • Ask them if they have suggestions for solving the problem.
    • Offer to bring in a mediator or facilitator to resolve it with them.
    • Be clear that the behavior cannot continue.
  • Bring in a facilitator or mediator (either internal or external to your organization) and be at the first meeting – making clear that you share in this problem because of the impact on the team.  You need it resolved and will attend meetings as needed to help implement a solution.
  • Hold everyone accountable for their behavior.  You might need to be very specific about the behaviors.

Who can help? A coach, mediator or facilitator – check with your HR department to see what they have to offer.
Situation 3:
You are aware that your team is not happy.  Performance is down, absenteeism is up.  You are not sure what is going on and you’d really like things to be better.
Solution: Start with a coach or consultant who can help you get a better handle on where the problem is.
How do you do it?

  • Be honest with your coach about your strengths and your weaknesses.  If you are not sure, the coach may provide some assessments for you and/or for the team.  Be prepared to learn more about yourself.  Are you open to change?
  • Once you are clearer about the areas that need to be addressed, you and your coach can consider the best intervention strategies.
    • What do you need to do?
    • What do you need from your team?
    • How do you present the information?
    • How do you monitor and hold everyone accountable?

Who can help? A coach – internal or external to your organization – but someone with whom you can be honest and vulnerable.  (It should not be someone in your immediate supervisory chain.)
And finally, we get to Situation 4:  Team building, training and facilitation!!!
You recognize that your team has areas that can be strengthened.  You’ve addressed individual concerns and you’ve made some commitments to your own growth as a leader.  You know the direction you want to take and you are prepared to hold yourself and others accountable. You want to see your team collaborate and support each other more. You know this will require a change in culture where they understand they are all responsible for results. This could include: helping a team member who is overworked, catching an error – fixing it and sharing the info with the team member, coming up with ideas to make things work better, hearing team members thank each other, compliment each other and celebrate each other.
How do you do it?

  • Let your team know your plan – why you are asking them to participate, what you want to see and how you will hold each other accountable.
  • Participate with your team – make it clear it is about “all of us,” not about “them.”
  • Know that to make a lasting change, there will need to be more than a single one-hour magic bullet. Let the team know how you see this unfolding.
  • Have a plan for accountability – and/or invite the team to develop a plan.
  • Follow your plan.

Who can help: Coach, trainer, facilitator, you and your team!
When I get to work with a team that is really ready for change, it is amazing and fun for everyone.
So use your time and money wisely to get the very best results possible. And remember, your role as a leader makes all the difference.  When you’ve set the stage, great things can happen.
For more information, check out these sources. 
https://www.huffingtonpost.com/rita-balian-allen/the-value-of-coaching-a-b_b_12750080.html
Lencioni, P. The Advantage. 2012. Jossey-Bass.
Patterson, K. et al. 2011. Crucial conversations. McGraw-Hill.

The Heart of a Good Story: from Information to Meaning

Jill Bachman, MSN on October 17, 2017

When you reach for the newspaper or your favorite newsfeed, do you feel overwhelmed with data, facts and figures, and have trouble making sense of the information out there? I do. For me it’s like swimming in lukewarm chicken soup hoping for a noodle of something to hang onto to tell me where I am. In our modern minute-by-minute explosion of facts, how do we get from information to meaning?

Good story telling has its place not only at parties with friends, it is a tremendously useful skill for leaders. Sharing a story- one that resonates with others and makes them wonder who they are going to tell it to next- is a compelling way to connect with people. And as Jim Kouzes reflects * “Stories are a powerful tool for teaching people about what’s important and what’s not, what works and what doesn’t, what is and what could be. Through stories, leaders pass on lessons about shared values and get others to work together.” In a nutshell, stories accomplish what charts, graphs and reports cannot.

Like many others I know, I wish I were better at story telling. My endings always seem kinda weak, I’m not sure where I’m going, and I rarely get the response from others that I’d like. Do I meander, do I have a point, is my point even important? How, I wonder, can I improve my storytelling?

Here are some ideas I have come across in my quest to better persuade and inspire others with what I have to say.

1. Begin the process by thinking about the message (should be brief) that you want people to connect with. Once you have the message clear and simple, then work on how to illustrate it.

2. Use your own experience. The best stories reveal vulnerabilities that show the story teller as human, authentic and accessible. This helps to create the very important personal connection.

3. Start keeping a log or journal of important points and messages you want to deliver to your team. And jot down stories from your past, especially those gripping ones about hardship, conflict, loss, overcoming barriers, that could be used to make your message come to life.

4. Make sure your audience understands the context for your story. If you’re not sure who will be the audience, look for the common denominator level in your story that most people can relate to. Does it make sense for a high school senior at her first job as well as a corporate CEO?

5. Don’t be the hero in your story . . . be in it, but make sure it’s not ABOUT you.

6. Keep the story simple with the idea that less is more. Provide just enough detail to enhance important parts, especially to help listeners connect with the emotion and the imagery, to feel like they are right there with you. If it doesn’t move the story along, get rid of it.

7. Once the story is created, practice telling it, especially the beginning and the ending. Where will your brief message come in? Is it stated or not? Is it important at the beginning AND the end? Write it down.

Stu was a quiet man who spoke when he needed to, but just like EF Hutton, when he spoke, everybody listened. In his presence you had the feeling that he was always thinking, always “on”, and aware of his impact on others.

Our nonprofit organization faced a financial crisis, one that was totally unexpected, and HUGE. In just 24 hours we were shocked to discover that we needed twice as much money as we had laboriously raised to get us through the next fiscal year. We were so tired of the stress of wondering if we would make it. To learn that we were NOT done really took the wind out of our sails. We sat there stunned. I was one of 8 members of the Finance Committee, and we didn’t have a contingency plan. Stu was the Chairperson.

Stu had called this special meeting. He refrained from calling it an emergency. And in that meeting he laid out his ideas, looking for our feedback and commitment. In addition to more typical actions, he wanted us to team up, then visit the “big givers” personally, and ask them for money. . . a specific amount to be exact. Whoa, I said to myself, you want me to do what? Those dollar amounts are really big!

We reviewed the list of people to target, identified what they had already given, then made an educated guess about what we could ask for without being laughed out of their homes. I was still feeling quite sweaty-palmed about this until Stu said, “Here are some rough talking points, I know they can be improved. But to help everyone feel more comfortable with this critically important role, why don’t we take 15 minutes to practice. Let me show you what I’m thinking.” And then he proceeded to role play the ‘ask’ with a member of the committee. He stumbled a little, others tried out their ideas. But he was out in front, the first.

I learned several things about leadership that day, but for me the biggest was that a good leader does everything he can to help his people succeed. My teammate and I were able to make the case for our appeal, and to do it authentically. And the Finance Committee met its goal. I will always remember that meeting, and Stu’s fine example.

What’s YOUR story?

Reference

* Duncan, RD. (1/23/2013) “Jim Kouzes: Why You Should Hone Your Storytelling Sills.” Interview. Blogpost of Duncan Worldwide. Duncanworldwide.com. Accessed 10/15/17.

The High Wire Act in Healthcare

Rory Gilbert, M.Ed., SPHR, SHRM-SCP on August 12, 2017

In last month’s blog post, and from a consumer’s point of view, I explored concerns with disparities in healthcare based on our social identities. I am a layperson whose work and life brushes up to the healthcare industry. More and more of my work seems to be in these borderlands – exploring effectiveness, connections and relationships, systems and organizations. And I read the papers and realize that the healthcare industry is in a high wire act of its own . . . not knowing how funding, finances, mandates and requirements will play out.
So, I encounter professionals every day who are trying to do their best for patients, employees, their organizations and their communities. How do executives maintain a stable course in the midst of so much turbulence?
I have had the opportunity to be a fly on the wall for the planning of a Leadership Intensive for Executive Nurses. I listen to three exceptional professionals as they discuss the critical elements that drive success in this chaotic environment: complex systems theories, leadership competencies, driving principles and implementation strategies. They consider compelling trends in value-based care, big-data, population health, technology, communication and empowerment.
I have watched a powerful event evolve from vision to reality in a way that will enable nurses in leadership positions to steer a steady course. What excites me about this program is how personal it is. The conveners (Amy, Kathy and Colleen) have designed a curriculum that asks participants to bring their whole selves to the table – to bring questions that need to be answered and to share their own wisdom and experience with other participants as well as with amazing speakers.
The Intensive is intimate . . . limited to no more than 25 participants . . . so that everyone is personally enriched. They will explore case studies that challenge the best minds and help prepare participants for the greatest challenges. They will design personal action plans and receive input and feedback to ensure the best possible outcomes. It will be intense, rewarding and impactful.
As a consumer, I want the people in charge to be making decisions that are well-considered by strong, thoughtful and capable leaders. I see the Leadership Intensive as a vehicle to allow leaders to step back, reflect and strengthen their ability to meet the myriad of demands of today’s healthcare environment.
For more information about the Leadership Intensive, October 19-21, 2017, and to register online for the conference, visit our events page.

Preparing Next Generation Leaders

Rory Gilbert, M.Ed., SPHR, SHRM-SCP on March 21, 2017

Preparing Next Generation Leaders – can we change or just get out of the way?

by Rory Gilbert, M.Ed., SPHR, SHRM-SCP

In my work, I have often heard people complain about millennials…even millennials complain about each other! Millennials (MLs) are described as needy, slackers, demanding instant gratification and constant feedback. They don’t want to pay their dues and want to be able to speak up and contribute right now! They don’t know their place and they are not loyal to the company. They keep talking about work-life balance – where is their dedication?i

We also know that as boomers retire, especially in leadership positions, there are not enough folks to replace them without an infusion of millennial talent and energy. People worry because they believe MLs are not prepared, not ready for leadership.

I would challenge those of us who see this dilemma to revisit three things.

  • What do we know are best practices to create successful organizations?
  • How do MLs fit into these recommended best practices?
  • What do we need to do to prepare MLs for the leadership demands of the future?

So, what makes an organization successful in the current environment?

Alex and David Bennetii tell us that organizations must be able to adapt quickly to change. This means hiring people, not positions. Organizations need capable, competent people who can be assigned projects that use their skills and develop their skills. People need content knowledge and the ability to collaborate well with others to respond effectively and creatively.

People need to be clear about the organization’s mission and empowered to make timely decisions within their field of influence to respond to changes in the environment. People need to be willing to take risks. Hierarchies and overly controlled environments do not allow for this type of activity.iii

Patrick Lencioni emphasizes that taking needed risks requires a deep level of trust in the organization from leaders to employees – that they will act in the best interest of the company, and that they have the knowledge and ability to make good decisions. And for employees, when (not if) they make mistakes, it is essential that leaders back them up and support them in learning from and correcting those mistakes. To do so, leaders need to provide quick and clear feedback, advice and counsel. iv

When there is an environment of deep trust like this, an organization can have true accountability – where people own their actions and decisions, speak up about concerns, work together to take the best actions and make the best decisions. In a truly accountable organization, people can easily review, learn from and rapidly respond to mistakes, so there is as little negative impact as possible. v

Harvard Business Review identified the leadership competencies that were most important for all management positions. Among the top competencies were inspiring and motivating others, displaying high integrity and honesty, communicating powerfully and prolifically, collaborating and promoting teamwork and building relationships. Displaying technical or professional expertise finally emerged eighth on the list. vi This list indicates the importance of interpersonal skills for effective leadership.

How do millennials fit into these best practices? I would suggest they fit perfectly if we reframe the attributes so often used to describe them.

They are ready for a challenge, want to learn and try new things and want honest, supportive feedback. They recognize people for their skills and contributions not their titles, and they want to be recognized for what they can contribute as well. They seek resources that will help them solve problems, rather than relying on stifling chains of command.vii

They want strong, genuine and honest relationships with their leaders. They count on rapid feedback that allows for quick course-corrections so they can be successful. viii

When they feel valued by their organizations and see opportunities to advance, MLs prefer to remain with their organizations. They are loyal when the organization’s values and goals are aligned with their own. ix

They commit to giving 100% when they are on the job and are wise enough to believe what we say (but not what we do), that we perform better when we take time to refresh and rejuvenate. While they are wired in 24/7, that doesn’t mean they want to work 24/7. x

What do we need to do to prepare Millennials for the leadership demands of the future?

I believe we need to follow the lead of MLs in creating the organization of the future. We need to support environments that are flexible, non-hierarchical and capitalize on their greatest asset, people.

That means letting go of some archaic notions. Things like:

  • what it means to pay one’s dues
  • the number of hours at the office demonstrates commitment or ability
  • setting boundaries on work time means slacking or disloyalty
  • speaking up too soon is a sign of disrespect
  • trying something new and failing is dangerous

We need to look at what people are capable of doing rather than being limited by job titles, and then let them have a chance to try something new! And we need to build genuine relationships that allow for risk-taking, creativity, innovation and adaptability. For millennials, this is the standard they are seeking.

This means providing information, context and mentorship for our emerging leaders and providing them with growth opportunities to test their abilities and learn from failure.

This means demonstrating how to give and take constructive feedback, manage conflict respectfully, admit our mistakes and learn from others. These are critical skills for the next generation of leaders. No one knows it all, but in strong and collaborative environments, a leader can facilitate making the most of what everyone knows.

None of these skills is new. Leadership books have been espousing them for years…but most of us have not mastered them…or in many cases even tried. xi Millennials come to us ready to embrace a supportive, collaborative, adaptive environment. Now is the time to shape that future. Organizations cannot afford to make MLs conform to leadership styles that are destined to fail. We need to model the new way of being (even if imperfectly) or it may well be time to get out of the way.

Updated 4-3-17:  Just read this article. It reinforces my main points. Check it out.

References

i “Millennials have been labeled as lazy, entitled, and narcissistic, with an innate distrust of bureaucracy and authority. This generation is also known for being difficult to manage in the workplace and prone to job-hopping. For better or worse, Millennials now make up the largest generation in the U.S. labor force which means it’s time for employers to start adapting to an ever-changing workforce.” http://www.inc.com/sujan-patel/6-tips-for-managing-millennials.html

ii Bennet, Alex and David (2011). Organizational Survival in the New World. Routledge Taylor and Francis Group: New York.
iii Bennett, Alex and David (2011).

iv Lencioni, Patrick. (2012) The Advantage: Why Organizational Health Trumps Everything Else In Business. Jossey-Bass:San Fransisco.

v Lencioni, Patrick (2012).

vi https://hbr.org/2014/07/the-skills-leaders-need-at-every-level

Top skills ranked in order: inspires and motivates others, high integrity and honesty, solves problems and analyzes issues, drives for results, communicate powerfully and prolifically, builds relationships, displays technical or professional expertise…

vii Shaw, Haydn (2013-07-22). Sticking Points: How to Get 4 Generations Working Together in the 12 Places They Come Apart. Tyndale House Publishers, Inc.. Kindle Edition.

viii Shaw, Haydn (2013-07-22).

x Shaw, Haydn (2013-07-22).
xi Consider the body of work of Peter Drucker, Peter Senge, Kouzes and Posner, Jim Collins, Margaret Wheately and many others.

Embracing Diversity in the Workplace

Rory Gilbert, M.Ed., SPHR, SHRM-SCP on January 3, 2017

Why do I as a leader need to pay attention to diversity and inclusiveness in the workplace? There are so many other factors I need to take into account already. Isn’t inclusiveness just one more thing? I ask all my employees to do the best job they can and I evaluate them on their performance. Isn’t that what equality is all about? Isn’t that just good business?
The strategy of setting clear expectations and providing fair evaluations would probably be enough if you had everyone on an assembly line and they were all doing the same job. But even then, you might have to consider if one person was taller than another, had longer arms, greater or lesser muscle strength or different levels of coordination. The more you think about it, the assembly line is a great example of why, even there, knowing about diversity and inclusiveness would be really important…because in fact, no two people are the same. And, your challenge as a leader or manager is to optimize your most valuable resource, your people.
So you would have to think through who is best suited for what task on the assembly line, how long they could work without a break and maintain quality performance, how you could keep them motivated, focused and retained so you would not have to train new people. You’d have to make sure that people were close enough, tall enough, nimble enough…to do the task…and you might want to have some additional resources like footstools, arm rests, etc. so you could increase your hiring pool and still be sure that they were able to do their best work.
Now consider that most of today’s employees are not on an assembly line. We ask them to bring their whole selves to work, to provide excellent customer service, to use critical thinking skills, to solve problems, and to represent our organizations well.
These requirements ask us as leaders and managers to consider what our employees need to be their most effective…and what our customers want in order to be satisfied with our products. Inclusiveness is the tool to address these considerations.
Inclusiveness is the organizational practice that recognizes and values the knowledge, skills, experience and perspectives that employees (and customers) bring to the workplace. It is created through effective relationships and communication. It requires leaders to be learners; to recognize that they need the perspectives of other people to have the full picture of what is possible.
In fact, current research indicates that the most effective, successful businesses are those that are also the most inclusive. Optimizing the diverse perspectives, skills and experiences of their people allows for the greatest innovation, productivity and risk-control. Yes, leaders NEED to pay attention to diversity and inclusiveness.
A culture change takes intentional and strategic action. Contact Rory Gilbert for more information on how your organization could benefit from a partnering relationship to make such a change work for you.

Employee Wellbeing and the Bottom Line

Dustin Fennell on November 27, 2014

While it’s clear that happy, healthy employees are more effective and productive at work, it’s not always clear to employers what they can do to help set the stage for employee happiness and wellbeing. However, because people spend so much of their time at work, employers are in the ideal position to invest in their employees’ wellbeing.