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How Trade Secrets Hurt Innovation

Harvard business - Tue, 01/29/2019 - 07:00

They restrict employee mobility.

Categories: Blogs

To Improve Your Team, First Work on Yourself

Harvard business - Tue, 01/29/2019 - 06:05

Are you part of the problem?

Categories: Blogs

Radical Accountability

Greatleaders hipbydan - Tue, 01/29/2019 - 06:00

Guest post by Stephen J. Cloobeck:
I was determined not to be a CEO who was content to preach to my team. And so, against the advice and admonishments of “foolishness” from my executive team, and just about everybody else, I decided to do something that would show not only our guests but also our team members how truly committed I was to radical accountability.
I announced that I was putting my business card – with my personal cell number and direct email address – on the front desk of every Diamond Resorts International property.
- “Stephen, that’s lunacy – you’re going to be inundated with calls and emails.”
- “You can’t do it all.”
- “Imagine the precedent it will set.”
- “We don’t have the infrastructure – you’re setting us up to fail.”
- “No one’s done this before.”
- “What’s wrong with how we tackle correspondence now?”
- “Stephen, can you just listen to reason?”
While there were a million reasons not to put my business card out in the open, there was one reason that, to me, trumped all the other cautions, admonitions, and words-to-the-wise. Simple: If I was going to ask my team members to embrace radical accountability, shouldn’t I be willing to do the same?
In my mind, the gesture was a show of respect not only for our guests but for our team members as well. If actions speak louder than words, I wanted this simple act to communicate three messages: (1) you matter, (2) I have your back, (3) your interests aren’t only in mind but also at heart.
My top advisors predicted a deluge of correspondence and unreasonable guest requests to come pouring in. But what happened was precisely the opposite.
In announcing this plan to our team members, we saw more employees in more places do more to proactively optimize the guest experience. If I was going to be accepting calls and answering guest emails at all hours of the day and night, they had every reason to ensure that these messages were positive in tone and content. And when I did get complaints or special requests, we were able to judge them on their merit and handle those cases independently. There was no bureaucracy. There were no middlemen. There was no protocol. It was just saying yes to doing right – the Meaning of Yes.
Across the board and around the world, we saw guest satisfaction increase. We heard more stories of more team members going out of their way to deliver small acts of kindness to guests and, what’s more, to each other.
In short, because we set high expectations for ourselves – from the CEO to entry-level valets – our people delivered.
Imagine if business leaders in other industries embraced radical accountability. If CEOs of banks took customer calls, would employees of Goldman Sachs, Bank of America, and Wells Fargo continue to prioritize profit over people? If CEOs of pharmaceutical companies heard directly from the families of loved ones who depended on the medicines they make, would we still hear of soaring price shifts in times of economic downturns?
I don’t have all the answers. But I do know that embracing radical accountability and opening up direct communication from guests and team members about their concerns, experiences, and priorities made me a better leader. What’s more, it made us a better organization as a whole. It can do the same for you and your business.
Radical accountability frames responsibility in positive terms: What more can you achieve when you take true ownership? By that same token, just as accountability is often framed in the negative, we tend to look for defensive reasons to justify sticking to the status quo before opening ourselves up to the possibilities of “what if?” My advice is: Be wary of the status quo when it builds roadblocks between you and your end customers. The closer you can connect to their expectations, the more you set up your organization not just to meet them, but to exceed them.
Radical accountability frames responsibility in positive terms: What more can you achieve when you take true ownership?
Stephen J. Cloobeck, author of Checking In: Hospitality-Driven Thinking, Business, And You, is a self-made entrepreneur with more than thirty years’ experience across every aspect of hospitality design, development, and deployment. As the original founder and former CEO and chairman of Diamond Resorts International (NYSE:DRII) – a business that grew to become the second-largest vacation-ownership company worldwide with more than four hundred properties across thirty-three countries in its portfolio – Cloobeck made a name for himself as the industry's most adamant advocate for radical customer service, what he calls embracing the Meaning of Yes. For more information, please visit www.StephenJCloobeck.com.
Categories: Blogs

HR Spotify: Fast and Furious Soundtrack Songs, Ranked...

Hr Capitalis - Tue, 01/29/2019 - 05:44
In case you missed it - I did the following review of a Netflix documentary - Fyre: The Greatest Party That Never Happened. Go read that and watch that Netflix joint. But at the end of that post, I let... Kris Dunn
Categories: Blogs

Employees Become Successful When They Know What Success Looks Like

Hr Bartender - Tue, 01/29/2019 - 02:57

(Editor’s Note: Today’s post is brought to you by our friends at Kronos, a leading provider of workforce management and human capital management cloud solutions. Kronos was honored for the second consecutive year with a Glassdoor Employees’ Choice Award as one of the Best Places to Work in 2019. Congrats to them and enjoy the article!)

I know the title of today’s post might seem obvious but achieving it can be harder than it looks. Employee performance is contingent on understanding what good performance looks like. It means the company’s performance standards must be clear. It also means that managers can both articulate and evaluate those standards.

To me, employee performance standards are similar to competencies. Both performance standards and competencies include knowledge, skills, and abilities (KSAs). They’re linked to organizational KPIs (key performance indicators) – a business metric that determines if the company is achieving its goals.

Performance standards help to set expectations and provide consistency. They drive the consumer and employment brand. They contribute to the customer, employee, and candidate experience. Here’s an example: I once worked at a company that said the telephone needed to be answered within three rings. That was the performance standard. Managers were able to communicate the standard and could tell when the standard wasn’t being followed. In addition, employees knew the standard and also recognized when the standard wasn’t being followed.

Now you might be saying, “Sharlyn, that was simply answering the phone. No biggie.” But in the company that I worked for, it was a big deal. The company felt that customers got angrier the longer the phone wasn’t answered. They felt it was a sign of disrespect. So, hearing the phone ring wasn’t a good thing around the office. What was a good thing is that everyone knew the standard and made sure that, if a co-worker couldn’t answer the phone, they would answer it. Managers didn’t have to beg employees to answer the phone. Everyone knew the standard and they followed it.

Managers don’t want to police company policies.

So, where am I going with this? Well, as a human resources professional, I hear from other HR pros on a regular basis that they don’t want to become the company’s police department for dress code policies, missing breakroom lunches, and office drama. HR wants to play a proactive role in helping employees succeed.

In fact, no one wants the job of policing company policies. Including department managers. It’s a waste of their time and company resources. What isa good use of manager time is coaching employees who need support improving their performance. Whether that’s because the employee’s current performance doesn’t meet the company’s standard OR because the employee has the capability of exceeding the standard.

Having managers spend time coaching helps raise overall performance levels and benefits the company’s bottom-line. Unfortunately, over the years, managers have been trained to spend more time learning how to police policies then truly coaching employees. But the good news is that companies can change that.

The key to this transformation of making managers coaches begins with organizations providing the right tools, especially when it comes to clearly understanding and communicating performance standards. I recently had an opportunity to test drive a new solution from our friends at Kronos called Employee Perspectives.

Employee Perspectives uses predictive analytics and artificial intelligence (AI) to analyze the huge amounts of transactional data that organizations creating on a continual basis. By transactional data, I’m referring to general employee data like:

  • Human Capital Management (HCM) data such as hire date, department, length of employment, and job responsibilities
  • Workforce Management (WFM) information like last shift, next shift, last day off, time off requests, shift swaps

What we’re talking about here is utilizing all the valuable WFM information that typically only gets looked at when we’re calculating accruals, etc. Then add to it the HCM data (i.e.how long the employee has worked for the company, the types of and frequency of trainings and certifications, the last time they received a raise and for how much, when they may get a raise in the future, and how many candidate referrals they’ve submitted, etc.). The result is evidence-based insights into workforce areas such as employee performance, fatigue, succession readiness, and even engagement. 

You guys know that I’ve worked with Kronos for a long time. Because of their position in the market as the leader in workforce management, they are uniquely positioned to capture and analyze this data. And with their rapid expansion into HCM, they can be a partner to HR by providing a data-driven approach to traditional employee-centric processes that, while important, are often based on anecdotal evidence. The reason they can do this is because the company’s HR, workforce management, and payroll solutions run on a single, unified database, providing an accurate, real-time view of information.

While the solution does many things, my big takeaway was its ability to define company performance standards, which is the key for employee success. 

Customized performance standards change performance. 

Now that I’ve explained what Employee Perspectives does, here’s how it works: Organizations use Employee Perspectives to identify KSAs. The KSAs are grouped into competencies and assigned a weighted percentage. The competencies can then be used to discuss performance standards. This can be done for both salaried and hourly employees. In talking with Kronos, they believe this focus will help organizations extend high quality performance discussions throughout the entire organization.

In the demo that I participated in we identified safety incidents and fatigue as being KSAs which impact performance. Those two KSAs were grouped under a competency we labeled “risk awareness”. And we assigned fatigue as 60 percent of the competency and safety incidents as 40 percent. 

The idea here is that managers and employees understand performance involves being risk aware. The company has some performance standards related to being safe on the job. Managers and employees are aware that fatigue can lead to safety incidents, so the manager and employee will regularly discuss wellness and well-being. (So, employees don’t come to work exhausted and potentially hurt themselves or others.)

Employee Perspectives allows organizations to have these focused performance conversations with employees throughout the employee life cycle – during recruiting, orientation, onboarding, as well as one-on-one meetings. The manager has the responsibility of discussing performance standards and employees become personally accountable for their performance.

Finally, as a bonus, human resources departments can watch for employee performance trends in Employee Perspectives. If they need to propose a learning and development intervention, then they are positioned to take a proactive approach. Again, the whole notion of policing performance is dealing with things after they happen. Employee Perspectives is about taking a proactive approach to employee performance through the definition of performance standards.

Employees want to perform. Give them the tools.

Let’s face it – performance is important. Organizations want employees to perform at a high level. Managers want that too. And guess what, employees also want it so they can succeed in their roles. We need to give managers and employees the tools to identify and talk about successful performance. That happens when managers become coaches.

If you’re organization is trying to figure out how managers and HR can spend more time proactively coaching employees on performance, take a moment to demo the Employee Perspectives solution. The customization feature is really a game changer. Organizations have the ability to focus on those performance factors that matter the most to their business. Isn’t that what every company wants? Employees working on those things that matter most.

P.S. I know that I’ve focused on employees and performance in today’s post, but Employee Prescriptives can do much more than that. HR leaders can use it to proactively address a variety of workforce trends like employee engagement, absenteeism, and flight risk/turnover. All factors that contribute to performance, but they can be examined individually. Consider setting up a demo so you can see it yourself

The post Employees Become Successful When They Know What Success Looks Like appeared first on hr bartender.

Categories: Blogs

Return On Courage

Leadershipnow - Mon, 01/28/2019 - 17:04

COURAGE is what gets you from here to there. But it’s not courage or risk. It’s courage and risk. They work together. “Those who are risk-averse are inadvertently courage-adverse,” says Ryan Berman author of Return on Courage.

It is a balancing act. “If courage is the accelerator, then risk is the brake pedal. You need them both to drive a car, but you can’t press them at the same time or the car won’t work.” So how hard should you hit the gas? How important is it that you change?

Why courage? Why now?

Because companies are perishing at an alarming rate. Fifty-two percent of Fortune 500 companies from the year 2000 are now extinct. This is due primarily because the market has changed and we are afraid to do what we need to do to change with it. Qualcomm’s Roger Martin told Berman, “Everybody who’s involved in trying to resurrect what existed before, those people die…. You have to stop doing the thing that right now is making you a ton of money. You have to start shifting, and that pts the current income a risk.” And that takes courage — a lot of it.

What is Courage?

Berman defines courage as acquiring knowledge, building faith, and taking action. All three elements have to be present for there to be courage. Knowledge and faith without action is paralysis. Having faith and taking action without proper knowledge is reckless. Acquiring knowledge and then taking action is just not enough; it’s playing it safe.

Courage is a daily decision that anyone can develop more of. It’s not a reckless action done without thinking because courage should always begin with knowledge.

Central Courage System

What we need is a Central Courage System. “The Central Courage System is a process that your team can repeatedly turn to for guidance. Once it has been established and implemented, you can lead with your system’s values, purpose, and point of view. The Central Courage System teaches us how to make bold, swift decisions.”

The Central Courage System is represented by the acronym P.R.I.C.E.: Prioritize through Values, Rally Believers, Identify Fears, Commit to a Purpose, Execute your Action.

Prioritize Through Values

Determine and then prioritize the values that matter most to you and your organization. And then by living these values, they become your organization’s “best friend, something your team can rely on during every decision and offering regarding your business.” Courageous decisions are easier when you have prioritized your values.

Rally Believers

The job of leaders is to create believers. “To do this, you must surround yourself with others who rightfully buy in to the values, purpose, offerings, and people of the organization.” Respecting your team, positive reinforcement, repeating and living your message helps to build believers.

Identify Fears

“Fear chokes us up and holds us back. Fear shackles us to the status quo where we feel secure and convinces us to avoid controversial action and hard conversations. Fear fuels paralysis and empowers unwanted procrastination.” So we have to address our fears head on—our industry fears, product fears, service fears, perception fears, and our personal fears. Author Brian Krans wrote, “Fear is the thief of dreams.”

Commit to a Purpose

Your purpose is your reason for existing. “To pick a purpose is to make a choice. What is your brand willing to commit to or sacrifice to make sure your purpose succeeds?” A worthy purpose must be truthful, purposeful (Not a call to action, but a call for action), emotional, and differential.

Execute Your Action

Without taking action, you, of course, go nowhere. When executing, you are either executing on a new offering or a new message. Either way, your mission “is to give people just enough information on your product or idea that they will persuade themselves.”

Return on courage is the ultimate return on investment.

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Categories: Blogs

How to Decide Whether to Fire Someone

Harvard business - Mon, 01/28/2019 - 09:07

It’s one of the hardest decisions a manager will ever have to make.

Categories: Blogs

Research: People Use Less Energy When They Think Their Neighbors Care About the Environment

Harvard business - Mon, 01/28/2019 - 08:00

How social norms can help people become more sustainable.

Categories: Blogs

Leading After the Shutdown

Eblingroup - Mon, 01/28/2019 - 07:14

Last week I flew from Los Angeles to Baltimore and back and, like just about every other American who flies, was so grateful for the professionalism of the TSA agents and air traffic controllers whose job it is to keep travelers safe and alive. And, of course, last week they were in their fifth week of doing their vital jobs without pay because of the government shutdown. For so many reasons – safety, fairness, economic health – we can all be grateful that the shutdown is over (for now) and 800,000 public servants will again be paid for their work. (I could go on about how so many of us feel about this situation but will defer to the words of FBI director Christopher Wray who summed it up far more eloquently than I could.)

So, this week it’s back to work for federal professionals who have been furloughed since the holidays and back to work with pay for those who were ordered to keep working without pay during the shutdown. It’s gotten me thinking about what the leaders of these folks might do in the coming weeks to ensure a smooth transition back. Actually, to give full credit where it’s due, the idea for this post came a few days ago in an email from a former client and long-time friend named Jenny. She is a senior manager in a federal agency that was affected by the shutdown. While she and her team were furloughed she kept leading.

In her email to me, Jenny told me what she did during the shutdown to support her team. The following is a direct quote from her email:

“I had 3 shutdown open houses over the break, which more than half my team attended, and sent regular messages with updates, so I feel like this will help make it easier to come back, as many have just seen each other – but I want to make strategically smart choices during the restart…. in ways that help people refocus on the mission, restore their sense of agency/power, and process what has happened…. I am thinking about personal notes to everyone, a welcome back lunch, frequent updates, and planning meetings to re-calibrate near-term and long-term priorities…”

As I read that, all I could think was, “Wow, the world needs more leaders, bosses and people like Jenny.” In her email, she asked me to offer some advice to leaders who are welcoming team members back from the shutdown starting this week and she made the point that whatever advice I could offer may be useful to other leaders who find themselves leading during or just after a crisis or some other traumatic event. With the recognition that it feels a bit presumptuous to offer advice to someone who has shown such authentic leadership, here are some ideas that I hope will be helpful to Jenny and all leaders who are leading after the shutdown or in other tough situations. I have three of them and they all, in different ways, build on the actions that Jenny has taken or will take in support of her team:

Give People Space to Connect: Close to a million Americans, through no fault of their own, just went five weeks without pay. As we saw in the news, they were forced to make choices about what bills to pay and start making plans for where else they might live when they missed a mortgage or rent payment. All of that is traumatic. When people go through trauma they have a natural need to connect and know that they’re not alone. If you’re a leader of a team that has gone through trauma, create some easy opportunities for people to connect and share their experiences and support for each other. That starts with welcoming them back, perhaps sharing some of your own experiences and then offering the floor to others to share theirs.

Focus on Getting Up and Running: It’s been widely noted and reported that it’s going to be challenging to get things up and running as normal following the shutdown. To cite one basic example, there will be a whole lot of people who are locked out of their computers this week because their passwords expired during the shutdown. If you’re a leader in this situation, as much as possible focus on everything you can do reduce the hassle factors for your team as they get back online (literally and figuratively). I recently wrote a post on the difference between leaders who triage and leaders who prioritize their work. The initial emphasis after a traumatic event like the shutdown needs to be triage. Put your effort in the first weeks back into alleviating the pain and pressure points that need to be cleared so your team can get back to the heart of the work.

Remind People Why Their Work Matters: If you’re suddenly told to stay home from work or to keep working without pay it could be easy to feel like your work doesn’t matter (at least to the people who decided not to pay you for five weeks). Of course, the work absolutely does matter and the impacts of the work not being able to occur at 100 percent levels ultimately led to the decision to end the shutdown. If you’re a leader of folks coming back this week, I encourage you to take some time to explicitly talk about why their work matters so much. What doesn’t get said, doesn’t get heard. Tell your team, out loud, why their work matters. If you need a script try the Four P’s model developed by the late William Bridges. Remind them of their Purpose (e.g. a safe food supply, safe skies, homeland security, collecting revenues for government services, etc.). Talk about the Picture of what it looks like when all of you are working together to fulfill that purpose. Go over the Plan you have for doing that and how you’re going to get back on track with that plan. Finally, point out the vital Part that each of them has to play in acting on the Plan that creates the Picture that fulfills the Purpose. That’s why their work matters. Let them know how much you and others appreciate that.

And if, by chance, you yourself, like my friend Jenny, are a leader or a team member coming back from the shutdown, thank you. Thank you for what you do and what you’re going to do. It’s people like you who make this a great country.

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Categories: Blogs

What PwC Learned from Its Policy of Flexible Work for Everyone

Harvard business - Mon, 01/28/2019 - 06:05

Working parents aren’t the only ones who need flex time.

Categories: Blogs

The Wall Street Journal's Crappy Take on Glassdoor Reviews....

Hr Capitalis - Mon, 01/28/2019 - 05:20
As I've said before in this space, I'm aware of your take on Glassdoor as an HR pro. YOU HATE IT. I get it. Shout it out loud! The Wall Street Journal did a nice article last week saying you... Kris Dunn
Categories: Blogs

10 Ways to Be a Better Team Player

Hr Bartender - Sun, 01/27/2019 - 02:57

I’ve been recommending the Harvard Business Review article “Collaboration Overload” a lot lately. It’s a good read if you haven’t already read it. My big takeaway from the piece is that employees spend more time collaborating than ever before. And that the skills it takes to be a good collaborator are different than being a HiPo contributor. So maybe organizations need to spend more time helping employees become better collaborators. 

That being said, I think one of the first things it takes to become a better collaborator is being a better team player. Here are 10 things that come to mind:

  1. Communicate! I know, I know. Communication always shows up on these lists. But effective communication with the team is important. It’s how we present ideas, provide feedback, and ultimately accomplish goals. One aspect of communication that’s particularly important is empathy. Being a good team player means having empathy for others and using it when delivering messages.
  2. Balance the positive and negative. I’m one of those people who believes that life isn’t always positive nor is it always negative. Knowing when to be the skeptic and when to be the cheerleader is important. We run the risk stopping momentum if we don’t know how to motivate people. I’m not saying don’t present your concerns but figure out how to do it where the other person doesn’t lose their zest for the project. 
  3. Think about work flows. Sometimes one of the most valuable things a team player can do is explain how things get done in their department or the company. Not always what the policy is – although that can be helpful too – but how things really get done. Being a good team player means not only knowing how things work around the office but being able to suggest new and better ways of doing things.
  4. Be organized. I realize that I’m a ridiculously organized person but there’s nothing worse than sitting in a meeting watching someone fumble around for stuff. It’s painful for others to watch and for the person being watched. Disorganization can be confused for not caring and being respectful of others’ time.  When meeting with other members of the team, take a few moments to prepare. Don’t assume that everything is immediately accessible.
  5. Work outside of your department, company, and industry. If you work in a perfectly cohesive team right now, congratulations! Your working situation as a team player is rare. And dare I say, not helping you get better at team development. Working on a team can be challenging, frustrating, and downright hard. It can also be incredibly fulfilling, educational, and lots of fun. Look for opportunities to work on teams that will give you both.
  6. Set the right priorities. High performing teams accomplish their goals because everyone on the team has the same priorities. Are your priorities the same as the rest of the team? If they’re not, ask yourself “Why?” Do you need to have a conversation with the team leader about your concerns? Are you the right person to be on the team? But if you haven’t bought in to what the team is doing, then you owe it to yourself and the team to find out why.
  7. Meet your deadlines and keep your promises. Your credibility as a member of the team is important. The quickest way to lose your cred is by not being a person of your word. I understand that stuff happens but that’s no excuse for leaving the team waiting. Renegotiate your commitments when necessary. The team wants to count on you because, at some point, you’ll need to count on them.
  8. Understand your influenceEveryone has power and influence. Everyone. It’s important to realize that and use your influence for positive outcomes. Not only is it bad to use your power for the wrong reasons but it’s equally bad to not use your influence when you could. In those situations, the rest of the team knows that you can change a situation and you didn’t step up. 
  9. Have fun. Whenever I see lists, have fun is always seems to be the final one. Let me suggest that being a part of a team should be fun. Yes, there will be tough days. But you really should have more fun days than tough days. The team should find ways to have fun, laugh, and celebrate their successes. Building some kind of bond with the rest of the team will help everyone become a better team player.
  10. Respect others even when you disagree with them. I read somewhere that “Dream teams are made up of diversity not sameness.” No matter what happens on the team, the individuals on the team should be treated with respect. That doesn’t mean you can’t disagree. In fact, the team might need to disagree to produce their best work. But you can raise questions, show concern, and not agree with respect.

Even employees who are considered “individual contributors” have to work on teams. We all must have the ability to work with others. And it takes effort to do that. I find that lists like these are good reminders for me about all of the things I need to do to be a good team player. Because it’s hard. Somedays I’m very focused on being organized. Then somedays I’m focused on deadlines. It happens. The good news is if we’re all focused on being a good team player, then the other members of the team are too. 

Image captured by Sharlyn Lauby after speaking at an event in New York, NY

The post 10 Ways to Be a Better Team Player appeared first on hr bartender.

Categories: Blogs

The Fearless Organization

Leadershipnow - Fri, 01/25/2019 - 16:28

YOU’VE CAREFULLY put your team of people together, spent a lot of time getting the right people on the bus, your best and brightest, and yet you’re underperforming? Your team isn’t giving you everything they’ve got.

People hold back when they feel it is not in their best interests to contribute—to say what they think. As a result of this interpersonal fear, we miss the benefit of the very minds we are relying on to move us forward. Creating psychological safety is essential in a world where innovation, integrity, and renewal can make the difference between success and failure.

In The Fearless Organization, Amy Edmondson explains what psychological safety is and what it isn’t and how we can create in our organizations. We all—most of us—manage our image. Some better than others. But… No one wakes up in the morning excited to go to work and look ignorant, incompetent, or disruptive. These are called interpersonal risks, and they are what nearly everyone seeks to avoid, bit always consciously. In fact, most of us want to look smart, capable, or helpful in the eyes of others. No matter what our line of work, status, or gender, all of us learn how to manage interpersonal risk early in life.
And it is this fear we have of looking bad or retribution that organizations must reduce or eliminate if we are to help people to bring their best to work.

Psychological safety is not about taking all of the bumps and ruts out of the road (which sadly is becoming more and more prevalent in leadership thought today). Psychological safety is like the oil in the machine. It makes everything else you’re doing work better. It is an enabler. “Psychological safety makes it possible for other drivers of success (talent, ingenuity, diversity of thought) to be expressed in ways that influence how work gets done.” Without it, people will withhold thoughts, ideas, and contributions that are vital to your growth, renewal, and the overall health of your organization.

It’s not about whistle-blowing. “Whistle-blowing is not a reflection of psychological safety but rather an indication of its absence.”

Psychological safety is not about introverts or extroverts. It’s not about being nice. It’s not about creating an environment where people are talking all the time. You need discipline. The is to make it easy for everyone to get everything out on the table so that you can proceed in a thoughtful, calculated way. Psychological safety doesn’t mean sharing everything either. That doesn’t create a safe place to work. People will learn where to draw the line with constructive feedback. It’s an emotional intelligence issue.

Psychological safety is not about lowering performance standards. It’s not aa anything goes environment. As the chart below shows, “psychological safety and performance standards are two separate, equally important dimensions—both of which affect team and organizational performance in a complex interdependent environment.

Psychological safety enables candor and openness and, as such, thrives in an environment of mutual respect. It means that people believe they can—and must—be forthcoming at work. In fact, psychological safety is conducive to setting ambitious goals and working toward them together. Psychological safety sets the stage for a more honest, more challenging, more collaborative, and thus also more effective work environment.

What keeps me up at night is the lower right-hand quadrant. When performance standards are high but psychological safety is low—a situation far too common in today’s workplace—employees are anxious about speaking up, and both work quality and workplace safety suffer.
One must build psychological safety to spur learning and avoid preventable failures, and they must set high standards and inspire and enable people to reach them.

We owe each other our opinions and ideas, and it is the responsibility of leaders to create and reinforce an environment where people free to do that. Psychological safety is about unleashing talent across your organization.

Creating a psychologically safe workplace is an ongoing function of leadership. Edmondson divides the process into three steps which she covers in detail: Setting the Stage, Inviting Participation, and Responding Productively.

Setting the Stage

This step is about framing the work to be done and how failure is to be dealt with. As GoogleX’s Astro Teller stated, “the only way to get people to work on big, risky things…is if you make that the path of least resistance for them [and] make it safe to fail. I’m not pro failure, I’m pro learning.”

Inviting Participation

Two mindsets are required here: situational humility and proactive inquiry. Humility is an obvious quality but not as easy to cultivate. Inclusiveness on the part of leaders helps in this regard. London Business School Profesor Dan Cable wrote, “Power…can cause leaders to become overly obsesses with outcomes and control,” inadvertently ramping up, “people’s fear—fear of not hitting targets, fear of losing bonuses, fear of failing—and as a consequence…their drive to experiment and learn is stifled.” No one feels safe presenting ideas to a know-it-all or someone who feels the need to be talking all of the time.

Proactive inquiry is actively asking questions designed to learn more about an issue, situation, or person. We benefit from a diversity of views. Implement structures designed to elicit employee input.

Responding Productively

“It’s imperative that leaders—at all levels—respond productively to the risks people take. Productive responses are characterized by three elements: expressions of appreciation, destigmatizing failure,” and punishing clear boundary violations—reinforcing the rules of mutual respect.

There is a connection between psychological safety and learning. It’s foundational to building a learning organization. In an ever-changing world, learning and adaptability is everything. Edmondson admits that this is not an easy process. It’s not a natural process. Creating psychological safety is a constant process of smaller and larger corrections that add up to forward progress. Like tacking upwind, you must zig right and then zag left and then right again, never able to head exactly where you want to go and never quite knowing when the wind will change.
It’s a necessary condition for success. What’s at stake is the future of our organizations.

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Categories: Blogs

Is Your Company’s Strategy Aligned with Your Ownership Model?

Harvard business - Fri, 01/25/2019 - 08:00

When the two work in concert, they can create a powerful advantage.

Categories: Blogs

Pricing Needs to Reflect Who People Want to Be, Not Just What They Want

Harvard business - Fri, 01/25/2019 - 07:00

How magazines price themselves, and how identity figures in.

Categories: Blogs

Will Someone Build The Uber of Jobs for Candidates?

Hr Capitalis - Fri, 01/25/2019 - 06:48
My friend Tim Sackett tweeted this question out last week - What's the Hotel Tonight (or Uber, etc.) of Jobs? I wrote a post on this very topic at Fistful of Talent earlier this week after thinking about his question.... Kris Dunn
Categories: Blogs

How to Make Friends in a New City

Harvard business - Fri, 01/25/2019 - 06:05

Ask your network for connections.

Categories: Blogs

Managers: Ask Employees to Give You Feedback – Friday Distraction

Hr Bartender - Fri, 01/25/2019 - 02:57

(Editor’s Note: Today’s post is brought to you by our friends at Kronos, a leading provider of workforce management and human capital management cloud solutions. Want to create an inspired workforce? Check out Kronos CEO Aron Ain’s new book “Work Inspired: How to Build an Organization Where Everyone Loves to Work”. Enjoy the article!)

Years ago, I worked with a CEO who, every year, asked the company to give him a performance review. Granted, they were a small company, but the point was that he asked several dozen employees to rate his performance. He felt it was fair. Every other employee got a performance review, why shouldn’t he?

I was reminded of that CEO when I saw this Time Well Spent from our friends at Kronos. While the cartoon deals with New Year’s resolutions, how many managers ask their employees for feedback about their performance? If a manager isn’t doing this, maybe they should be. There are a few opportunities where it makes sense.

ONBOARDING: Managers should be asking employees how they like to work and sharing their work preferences as well. I have to admit that my effectiveness as an employee dramatically increased once I figured out my boss’ work style. It allowed me to pitch ideas at the right moment, and that is important.

TRAINING: It’s possible that employee conversations could highlight the need for manager training. Are managers well equipped to support employees? Managers need to be able to identify their own professional growth needs. In addition, they need to feel comfortable asking for development.

ONE-ON-ONE MEETINGS: Managers can ask employees, “How can I support you to achieve your goals?” It’s not enough just to set goals with employees. They need to feel like the company will do what’s necessary for the employee to achieve those goals. 

PERFORMANCE: Speaking of employee support, managers might need to set goals that are directed at supporting employees. It’s possible that a manager might need to coach an employee through an issue. Or they need to learn a process to better support an employee.

Managers can avoid asking employees for feedback, but it only hurts them in the long-run. Managers have three groups of people they work with every day: their bosses, their peers, and their teams. There might be some thought that the only people you need to make happy are the bosses. But the reality is, a manager who can’t keep employees will attract the attention of the bosses (and not for the right reasons). 

And employees who don’t feel they can give their manager feedback, will go find another manager that they can

The post Managers: Ask Employees to Give You Feedback – Friday Distraction appeared first on hr bartender.

Categories: Blogs

Getting Sidelined

Harvard business - Thu, 01/24/2019 - 14:15

Have you been sidelined at work? Dan and Alison answer your questions with the help of Bill Taylor, a cofounder of Fast Company. They talk through what to do when your responsibilities have been reduced, you’ve been moved to an underperforming team, or your boss is leaving you out of key meetings.

Categories: Blogs

Which Countries Are Leading the Data Economy?

Harvard business - Thu, 01/24/2019 - 08:00

The U.S., the UK, China, and Switzerland are at the top.

Categories: Blogs


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