The Guru has had writer’s block the last few weeks. Perhaps it is the time of year, the excitement of a new year has faded as we return to more normal routines after the holidays. But I think it is more than that. Lately, I have been on quite a thought of how we, as adults, change or do not change professionally as we age. Can an old dog learn new tricks? Old being the over 40 age protected class that I find myself in too.
What if, as your leader, I submitted to you that you must attend a workshop on subject X? I emphasize the must because you have no choice in the matter. It’s not that you will be tested on the behavior after class, but I need you to go because you are not doing something well, or I need you to be better at something that you are already doing. I have not expressed it to you exactly as such, but that is my motivation of signing you up, or in other words ponying up the money, for the class.
What would your reaction be?
If I had to guess, if it is not something that will keep you out of trouble, by trouble I mean legal or ethical bad stuff, yes fancy HR term, or something you are interested in, or something that will make your job easier (even though I have seen participants resist this as well), then you will go because you are required. But you will spend most of your time thinking about what you are missing back at the ranch.
You will go because I said you had to go, but your engagement with the material or the openness that maybe there is something that could help improve your performance, will be small.
So what is the ROI when this happens? Of course, almost 0.
As a learning professional, I see this happen a lot. I also think it is why training departments usually have bad reputations. It is not that a training event is poorly designed or delivered in or itself, as I have rarely seen a poor facilitator or developed class once a certain level of professionalism is reached. It is the value added component is completely lost on the participants, especially those of seasoned managers, directors, or above levels.
I certainly understand the point of view and have found myself in classes saying, “Hey, I have heard this before.” But I almost always hear something new or a new idea that makes it stick better in my head. I ask myself too, was it a waste of my time to get those one or two ideas? The answer is yes if I did not change my actions afterwards.
The Point
The point is we seem to expect different outcomes of the people we send to mandatory training than we do of ourselves when we attend mandatory training. If leaders tell a team member they are registered to go, then we expect change, regardless if the person wanted to attend or not.
I would argue we rarely expect that same change out of ourselves. We rationalize that we somehow already know this information, that we are doing X behavior well – even though we have no metric to prove it one way or the other, or that we are so busy getting through the business of the day that we have no time. Our time is important. Now when our time became more important than our employees, I will leave that for later. We have been profiled, assessed, educated, but do we change?
The Customer Service Guru’s Solution for Leaders
When you are sent to training, someone wants a ROI from you. Your challenge is to find out what it is. Training is an expensive business, so no one would approve the dollars spent without expecting something from you.
Sometimes the improvement is quantitative, such as employee surveys, turnover rates, reduced mistakes in dollars lost on projects. I think sometimes the score is emphasized so much that we miss the bigger picture. The score is a measure of something that we are doing. The score is never as important as the behavior it measures, and that is what should be driving us to do better or get better at whatever it is.
Many times it is something more qualitative, which is more difficult to understand because we live in a business world driven by metrics. For example, team members are not getting along well and your job is to improve those relationships. That is a murky, but very real, objective.
As a leader, you set the example for your team by your actions. Let them know that you respect the training and development function. Let them know what behaviors you are attempting to change or enhance. Let them know that training is not something to simply check off, but an opportunity to truly improve performance.
Also, when you send anyone to training, mandatory or developmental, explain thoroughly why they are going and what you expect when they return from class. As an HR partner, my job will be more valuable to everyone if my participants come in with clear expectations from their leader, not just objectives I present on a power point. Make it personal! They see me for a few hours, but they see you every day. Trust me, they will be more inclined to make you happy than me.
I have seen individuals make very significant change, personally and professionally. It almost always starts from a seed planted in that individual. It is either a seed they planted in themselves, or an idea someone put in them. As a leader, be the person to plant the seed of change in your employees. Find that seed too in yourself the next time you are required to attend training.
Thursday, March 1, 2012
Friday, January 13, 2012
Assuming Makes a You know What out of You and Me
Happy New Year from The Customer Service Gurus! How have you made a difference with the first two pebbles of 2012? (Click here to see the previous blog on time management).
I recently read the article below on CNN and it made me think in addition to the assumptions we make about work based on what Hollywood shows us, I also think we make assumptions on our own about the work environment. These assumptions come from the traditions of our culture, our families, and what others say, but eventually they become our inner thoughts. The business world operates at such a breakneck speed we hardly have time to reflect on what we are actually doing or thinking and the impact we are making. In other words, are we making a difference and if we are not Whose Darn Fault is It?
Click here to read the CNN article.
Assumption 1 - I am not compensated adequately.
The CSGs theory is we in America may not sign formal contracts for the most part when to begin to work for an organization, such as most Europeans do, but we do subconsciously enter in to a mental contracts with our employers. This mental contract is how much we decide to ‘give’ to an employer in relation to how fairly we believe we are being compensated.
Again theory, I believe it is because we are so hush hush about compensation and this puts up a natural barrier of dishonesty in the relationship, and a false sense of how much can each party ‘get out‘ of each other. The employer in terms of quantity of work for as little dollars as possible. For employees, it is how little can I get away with at work and not get in jeopardy. No one knows what anyone else makes, which creates suspicion, but it also creates an opportunity for false assumptions. “Well, I am sure John is making more than me, so I will spend more time making personal calls, etc. It is only fair.” Fair means personal judgment and that is a dangerous, or at least unproductive, position for a leader to be in.
Assumption 2- The people I work with (customers/clients/direct reports/managers/leaders) are idiots.
The problem with that is people are people (apologies to Depeche Mode fans). People make honest mistakes. People honestly do not know what they want or need when they begin a relationship with you. They have a need, and they need you to fulfill that need. It is not a bad thing, but it is human thing. About the only thing that can be counted on in a project is someone, at some point, will change their mind. Now whether that is a huge costly change or addition to the project depends much on the relationships developed during the project life cycle.
Also, we all should be better about giving benefit of the doubt. I have heard of older workers being skeptical of younger leaders. I have heard of those with formal educations be weary of those without one. I have experienced people being suspicious of transfers from other departments, “They don’t know my business. What are they doing here?!”
All of these examples could be reversed too, and there are several other forms of this basic complaint, “I am better/smarter than they are.” The bottom line is you have not walked in the other person’s entire career path. Give them benefit of the doubt they are in their position for a valid reason. You may have no idea what it is, but if you don’t have that trust in your leaders, really what you are doing still working for that organization?
Assumption 3 - There is never enough of X (time, resources, labor) to do things right.
I have seen some amazing projects, products, developed and deployed under the craziest of circumstances. Somehow, even under the most duress and lack of everything, it gets done. We find the inner strength, intelligence, moxie, to make it work (apologies to Tim Gunn).
Much of this is we are terrible unrealistic planners and we are quick to deal with fires first, because fires are sexy. Also in some weird way fires are fun. They make your adrenaline rush, make you think on your feet, make you be a probably better leader or employee than you are in everyday life. Also fires get you and your team noticed.
But when we start a project, it is almost always with the mindset, “There is not enough of X.” I think we all know that project nirvana is just never going to happen. Also we think if we have 4 weeks, then we will take four weeks to do it. It we have 2, then amazingly two will do. But what if we embraced that and say, “All right this is what needs to be done, this what we have to make it happen, so how are we going to do it?” Remember in the movie Apollo 13 when the NASA engineers pulled out only the materials available to them on the pod and from those limited resources they figured out how to get the astronauts home safely? Perhaps that would be a mindset to bring to the table when starting a project.
The Customer Service Gurus Advice
My advice is to acknowledge these biases that exist in the workforce and in your own thought patterns. I am not saying that we have these thoughts every single day, but I am saying that realistically they pop up from time to time, and you need to mentally develop a mindset to combat them.
If you think you are not adequately compensated, then change it or shut up about it (I mean that lovingly). Either ask for a raise or start seeking other employment, but be real if it is about money or it is something else. Don’t use compensation, or lack thereof, to excuse other poor working behaviors or habits.
When you enter into relationships with anyone, absolutely give them benefit of the doubt and respect for the position they are in. Even if you believe that the person is in the wrong position, it will do you absolutely no good to operate with a rebellious or disrespectful attitude. As you work with clients, give them respect that even though they do not have your expertise (after all that is why they are hiring you, right?), they do have intelligence in important aspects of their business. Listen to them!
Finally, with timeframes and lack of resources, do a daily check with yourself if you made progress on projects. This does not need to be long. A few minutes of reflective, “Hey, what the heck happened today?” can give you insight if you are handling sexy fires or operating in balance.
The perfect work environment is probably beyond our reach, but being conscious about what we say to ourselves and to our employees can make a huge difference in the impact we make to our organizations.
Wishing you many impact pebbles in 2012! Let The Customer Service Gurus know how we can help.
I recently read the article below on CNN and it made me think in addition to the assumptions we make about work based on what Hollywood shows us, I also think we make assumptions on our own about the work environment. These assumptions come from the traditions of our culture, our families, and what others say, but eventually they become our inner thoughts. The business world operates at such a breakneck speed we hardly have time to reflect on what we are actually doing or thinking and the impact we are making. In other words, are we making a difference and if we are not Whose Darn Fault is It?
Click here to read the CNN article.
Assumption 1 - I am not compensated adequately.
The CSGs theory is we in America may not sign formal contracts for the most part when to begin to work for an organization, such as most Europeans do, but we do subconsciously enter in to a mental contracts with our employers. This mental contract is how much we decide to ‘give’ to an employer in relation to how fairly we believe we are being compensated.
Again theory, I believe it is because we are so hush hush about compensation and this puts up a natural barrier of dishonesty in the relationship, and a false sense of how much can each party ‘get out‘ of each other. The employer in terms of quantity of work for as little dollars as possible. For employees, it is how little can I get away with at work and not get in jeopardy. No one knows what anyone else makes, which creates suspicion, but it also creates an opportunity for false assumptions. “Well, I am sure John is making more than me, so I will spend more time making personal calls, etc. It is only fair.” Fair means personal judgment and that is a dangerous, or at least unproductive, position for a leader to be in.
Assumption 2- The people I work with (customers/clients/direct reports/managers/leaders) are idiots.
The problem with that is people are people (apologies to Depeche Mode fans). People make honest mistakes. People honestly do not know what they want or need when they begin a relationship with you. They have a need, and they need you to fulfill that need. It is not a bad thing, but it is human thing. About the only thing that can be counted on in a project is someone, at some point, will change their mind. Now whether that is a huge costly change or addition to the project depends much on the relationships developed during the project life cycle.
Also, we all should be better about giving benefit of the doubt. I have heard of older workers being skeptical of younger leaders. I have heard of those with formal educations be weary of those without one. I have experienced people being suspicious of transfers from other departments, “They don’t know my business. What are they doing here?!”
All of these examples could be reversed too, and there are several other forms of this basic complaint, “I am better/smarter than they are.” The bottom line is you have not walked in the other person’s entire career path. Give them benefit of the doubt they are in their position for a valid reason. You may have no idea what it is, but if you don’t have that trust in your leaders, really what you are doing still working for that organization?
Assumption 3 - There is never enough of X (time, resources, labor) to do things right.
I have seen some amazing projects, products, developed and deployed under the craziest of circumstances. Somehow, even under the most duress and lack of everything, it gets done. We find the inner strength, intelligence, moxie, to make it work (apologies to Tim Gunn).
Much of this is we are terrible unrealistic planners and we are quick to deal with fires first, because fires are sexy. Also in some weird way fires are fun. They make your adrenaline rush, make you think on your feet, make you be a probably better leader or employee than you are in everyday life. Also fires get you and your team noticed.
But when we start a project, it is almost always with the mindset, “There is not enough of X.” I think we all know that project nirvana is just never going to happen. Also we think if we have 4 weeks, then we will take four weeks to do it. It we have 2, then amazingly two will do. But what if we embraced that and say, “All right this is what needs to be done, this what we have to make it happen, so how are we going to do it?” Remember in the movie Apollo 13 when the NASA engineers pulled out only the materials available to them on the pod and from those limited resources they figured out how to get the astronauts home safely? Perhaps that would be a mindset to bring to the table when starting a project.
The Customer Service Gurus Advice
My advice is to acknowledge these biases that exist in the workforce and in your own thought patterns. I am not saying that we have these thoughts every single day, but I am saying that realistically they pop up from time to time, and you need to mentally develop a mindset to combat them.
If you think you are not adequately compensated, then change it or shut up about it (I mean that lovingly). Either ask for a raise or start seeking other employment, but be real if it is about money or it is something else. Don’t use compensation, or lack thereof, to excuse other poor working behaviors or habits.
When you enter into relationships with anyone, absolutely give them benefit of the doubt and respect for the position they are in. Even if you believe that the person is in the wrong position, it will do you absolutely no good to operate with a rebellious or disrespectful attitude. As you work with clients, give them respect that even though they do not have your expertise (after all that is why they are hiring you, right?), they do have intelligence in important aspects of their business. Listen to them!
Finally, with timeframes and lack of resources, do a daily check with yourself if you made progress on projects. This does not need to be long. A few minutes of reflective, “Hey, what the heck happened today?” can give you insight if you are handling sexy fires or operating in balance.
The perfect work environment is probably beyond our reach, but being conscious about what we say to ourselves and to our employees can make a huge difference in the impact we make to our organizations.
Wishing you many impact pebbles in 2012! Let The Customer Service Gurus know how we can help.
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