Are You Prepared to Lead the Way – or Has Fear Got Your Focus?

By Dana & Ellen Borowka

Recently, we have had a number of conversations with CEOs and key executives regarding what they are planning for their businesses for the new year. We have found two categories of individuals. Those that have a vision through listening to others in the market place, reaching out for support, gathering industry data, looking for trends and opportunities. The other group is totally focused on overhead reduction, darting around and focusing on the bad news in the world, taxes, health man buried in paperbills, and any information that they can grab onto to help justify why they are so scared.

Here is the Question for the Day

Which category do you fit into? Your answer will determine how your company is doing today and will be doing in the future. Those that think they know everything are closing themselves off from amazing opportunities.

Certainly all companies need to be constantly looking at overhead and keeping up with the news. However, when the focus is fear driven then our thoughts begin to justify our fears. That wastes time as it creates the continual loop of fear, depression, anxiety, etc.

The group that is forward thinking has a completely different outlook on life. That’s not to say that they don’t have concerns but rather they are using this time to plan ahead, remain clear headed and open to ideas. That is the key – to be still enough in order to listen. Then act on what we are seeing as immediate and future potential for new products and services, improvement in retention of current business as well as ideas for gaining additional market share.

Your focus will tell you immediately where you stand! First, we will explore leadership and how to deal with the fear. Then we’ll share what a group of business owners did that has separated them from many other companies.

How to Become a Vision-Focused Leader

The answer is leadership. It is time to become a vision-focused leader around whom issues can be raised and resolved productively. That’s the view of Suzanne and Dwight Frindt, the founders of 2130 Partners, a leadership development and education firm that facilitates focused vision, inspired teams, and sustained commitment for its clients and co-authors of Accelerate: High Leverage Leadership for Today’s World

Ask yourself these questions:

• Are your conversations with your team generating the results you want?
• Does your team successfully raise and resolve issues relevant to business success?
• Can you identify and deal with emotional upsets, in both yourself and others?

Exactly what is this leadership that is vision-focused? “We love Warren Bennis’ definition: ‘Leadership is the wise use of power. Power is the capacity to translate intention into reality and sustain it,’” says Suzanne Frindt. “Our approach is the same whether we are working with individuals or with entire leadership teams. We believe the greatest opportunities are created by the development of people and action in a coordinated direction. We assert that the only sustainable strategies engage the heart and soul and are simultaneously grounded in sound business practices.”

Power of Shared Vision

In a 1996 article in the Harvard Business Review entitled “Building Your Company’s Vision,” Jim Collins and Jerry Porras said that companies that enjoy enduring success have a core purpose and core values that remain fixed while their strategies and practices endlessly adapt to a changing world. The rare ability to balance continuity and change—requiring a MC900297401[1]consciously practiced discipline—is closely linked to the ability to develop a vision.

“Without a vision, what is the point?” says Suzanne Frindt. “A Yonder Star unleashes the energy to galvanize yourself and your employees so you can achieve phenomenal things.”

When group members share a vision, it creates an opportunity for totally different conversations between a manager and members of their team. Focus on the shared vision creates alignment and provides a powerful context for creating mission, strategic initiatives, objectives, goals, roles, and finally all the way down through action plans.

Being a manager means making choices. At any moment in time you have a decision to make. Suzanne urges that when it comes time to make a decision being present in the moment, not on automatic pilot, is essential to the quality and relevance of the decision. You can then make the choice based on your Yonder Star, your shared vision of something to which you aspire, versus more of the same or your fear of some worst-case scenario.

“Worries are about envisioning a worst-case scenario, what you fear most,” says Suzanne Frindt. “Whatever we envision is affecting us right now. What we envision impacts us in this moment. There are consequences for managing based on fears that you may not want. Your Yonder Star is the shared vision you aspire to. The star is what you envision, and what you envision shapes both the present moment and the quality of your choices about your actions.”

Something else she recommends avoiding is being past-focused. This is when you make decisions based solely on what you have done in the past. Instead of having an inspiring vision for your team, all you are working for with a past based focus is attempting to minimize perceived risk and making incremental improvements.

“Many companies are past-focused when they do strategic planning,” says Suzanne Frindt. “What did the company do last year and then let’s add 10 percent or 20 percent. We are all tempted to try hard to make yesterday look like today. Or if we didn’t like yesterday, then we try to make it different or better.”

She adds that only by having a vision, a Yonder Star, can teams create breakthroughs to unprecedented results. Equally important is that it is a shared vision, one that is based on shared values and shared operating principles. This is how you create an environment for real collaboration.

Overcoming Emotional Barriers

“The ability to identify and clear upsets, in myself and others, is the single most significant key to productivity gains in our economy today,” says Dwight Frindt. “We have asked our executive-leadership clients a simple question: ‘What time could you go home if everyone in the company simply came to work, did their jobs, and went home?’ The answer used tomen with ladders and wall surprise us until it kept being repeated. On average, our clients say, ‘Between 10:30 a.m. and 11:00 a.m.’”

That begs a second question. If so many executives claim they could go home before lunch if everyone just showed up and did their work, what’s taking so much of our leaders’ time? The Frindts’ clients tell them flat out: distress, commonly known as upsets. The most time-consuming part of their job is managing the distressed interactions within their teams so that those teams can actually get to the business at hand.

“Even if executives will never be able to consistently leave by noon, it is entirely reasonable for them to expect to save at least two hours of their time, every day. Alternatively they could increase their productivity 15–30%” says Dwight Frindt.

That’s nearly 500 extra hours a year leaders can devote to creative thinking, visioning, and strategizing rather than on repairing relationships and soothing bruised egos. At the opportunity cost of most executives’ time, that amounts to very substantial savings. Of course, the same can be said for everyone in the organization. An inordinate amount of productive time and payroll dollars and worse yet, opportunities, are lost daily, monthly and annually to the distraction caused by unresolved emotional distress.

Replacing that time, energy, and resource loss is of paramount importance. Doing so can create a culture that is both highly productive and emotionally resilient and rewarding. It requires a fundamental, transformative shift in two steps: 1) fewer emotionally driven issues in the workplace; and 2) leaders and their team members becoming self-sufficient in handling emotional distress issues when they occur.

“Let’s clarify what we mean by emotional distress,” says Dwight Frindt. “We’re using the term to summarize a wide range of reactions that temporarily disable people with regard to thoughtful and productive behavior. These reactions can vary from mild frustration to full-blown anger, and include embarrassment, sadness, impatience, agitation, worry, and fear. In each case the person is left in a condition where, whether realized or not, they are acting as if their very survival is threatened.”

The Causes of Emotional Distress

The Frindts’ studies and their clients’ experiences make it clear that the most common root causes of workplace emotional distress are 1) the perception that a promise has been broken (usually by leadership); 2) when positive intentions “fail”; and 3) when commitments seem thwarted. In addition to these three internal triggers, there are many times when personal distress is brought to the workplace from the rest of the person’s life. These other sources can be especially difficult to address, due to varying perspectives on what constitutes personal-professional boundaries.

The impact on the productivity and organizational effectiveness of people attempting to work while “stressed out” (or surrounded by others who are) is enormous. Yet it’s been the Frindts’ observation that most leaders overlook this as the place to start any efforts in business improvement. Most are far more comfortable with cost cutting, process development, process improvement, reorganizing, or some other business change that does not directly address the human dimension.

Long Term Vision & Working the Plan

Back in 2006/2007, a group of business owners saw the writing on the wall regarding the long term economic change. While some people thumbed their noses at the possibility and buried their heads in the sand… purely out of fear. The forward looking group sought feedback from others who had been through similar business cycles and discovered the following ideas:

  1. Create your vision: The goal is to have a long range vision for your company.man on ladder peeling sky
  2. Think outside your box: What else can you provide? What other opportunities can you look at? What are some other possibilities that will help others to fulfill their vision?
  3. What is needed: Listen to the market place and offer valuable services.
  4. Know your numbers: Where are you and where are you going?
  5. Work the plan: Develop measurable marketing, sales, financial, internal operations plans then execute and don’t wait. This avoids waste and preserves valuable resources. Through proper planning the dollars can be used to gain market share while other organizations could be financially drained and in a constant state of fear! The forward business group took a three year outlook and developed various action plans and worked the plan.
  6. Be on the lookout for top “A” and “B” players for hiring top people who have vision.
  7. Team vision: Have clear goals and objectives for all staff members.
  8. For new hires at all levels do the most thorough interviewing based on 30-60-90-180-12 month goals.
  9. Do in-depth work style and personality assessment testing to get a clear picture of who you are about to bring aboard to best manage the individuals so they can be successful.
  10. Maintain a collaborative team environment where everyone can provide input to create internal efficiencies, all are listening to customer and market needs, and respond in a timely way so your company is always engaged as the business environment has needs.

This is the time to be moving forward by offering fresh ideas, solutions, and support that will add value to all those you come in contact with and in return your business will thrive!

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2014 This information contained in this article is not meant to be a substitute for professional counseling.

Suzanne Frindt is a co-founder and principal of 2130 Partners, an executive leadership development and education firm that launched in 1990. She is also a recognized speaker on the topics of Vision-Focused Leadership™ and Productive Interactions™, speaking to organizations around the world. She is also a Group Chair for Vistage International, Inc. an organization of CEOs and key executives dedicated to increasing the effectiveness and enhancing the lives of more than 12,000 members. Each month she facilitates groups in Orange County, California, and Seattle, Washington, while also regularly contributing entrepreneurial creativity and management experience to several companies through service on their advisory boards.

Dwight Frindt is also a co-founder and principal of 2130 Partners. Since 1994, Dwight has been a Group Chair for Vistage International facilitating groups of CEOs and senior executives. He has received many performance awards for his work at Vistage and in 2009 Dwight became a Best Practice Chair and began mentoring the Chairs in the South Orange County area. Since then he has added two additional Best Practice Chair regions; the Puget Sound and the Greater Pacific Northwest. In 2011 Dwight received the Best Practice Chair of the Year Award – Western Division. Combining his work with 2130 Partners and Vistage, Dwight has facilitated more than 1,000 days of workshops and meetings, and has logged well over 13,000 hours of executive leadership coaching.

In addition to working in the for-profit world, Dwight and Suzanne are very committed to working with non-profits and have been investors and activists with The Hunger Project for many years. To reach them please visit www.2130partners.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.

To order our books, “Cracking the Personality Code” and “Cracking the Business Code” please go to www.lighthouseconsulting.com.

Is Your Performance Appraisal Program Motivating?

By Allison Pratt

[dropcaps type=”circle” color=”” background=””]A[/dropcaps] supervisor was the subject of many complaints from his employees. “I don’t know where I stand with him”, “I had no idea he was unhappy with my performance until my review”, “I never know what he wants or expects” were comments the department manager and human resources heard on a regular basis. His own employees were afraid to go directly to him. Finally, the issue was identified. This supervisor was effective in most of his responsibilities, but he did not know how to woman holding questionmarkeffectively coach his employee’s performance. Identifying this missing skill and providing this supervisor with specific training turned his employee’s concerns around and reduced turnover for his group. In fact, he now has other employees seeking to transfer to his department!

One of the toughest challenges and most avoided responsibilities of the manager is providing performance feedback to the employee. Many managers will put off this important discussion, or gloss over real performance concerns. Especially difficult is dealing with the employee whose performance is substandard. Not having an effective performance management process in place, and managers who are not trained to conduct a performance appraisal can lead to morale problems and potentially even leave your company open to legal problems; claims of discrimination and harassment.

Some of the obstacles to a successful appraisal process include the lack of skills or awareness of the supervisor. Avoiding conflict is human nature and there is a tendency to avoid tough performance confrontations or to have an emotional, ineffective discussion when performance is addressed. Fortunately, there are steps you can take to mitigate your risk.

Tips for Legal Compliance

• Performance ratings must be job-related, with measurable and quantitative performance standards. Evaluations must be based on job responsibilities and a measurable standard must exist to compare employee behavior.
• Employees must be given a written copy of their job standards in advance of appraisals. The courts have looked favorably on companies who clearly provide employees with this information and unfavorably on those companies who did not.
• Managers who conduct the appraisal must be able to observe the behavior they are rating. A manager who works in another location from their subordinate must be careful to use facts vs. hearsay when conducting an evaluation. Phone calls and email exchanges can be considered observable behavior.
• An appeals procedure should be established to enable employees to express disagreement with the appraisal. This is a critical and often overlooked step. All employees need to be provided with a mechanism to voice their view of the appraisal process. Employees should be encouraged to provide a written rebuttal which is placed in the employee file along with the original review.
• Training is key. Supervisors should be trained to use the appraisal form correctly.
Supervisors should be trained to conduct the appraisal discussion correctly. This type of training is time well-spent as the success of the process begins and ends with the supervisor.

Why Performance Appraisal Systems Are Not Effective

There are many reasons why performance appraisals fail or falter. Do you see any of these symptoms in your company?

• Inadequate preparation on the part of the manager
• Employee not given clear objectives at beginning of performance period
• Manager may not be able to observe performance or have all the information
• Performance standards may not be clear
• Inconsistency in ratings among supervisors or other raters
• Rating personality vs. performance
• The halo effect, contrast effect or some other perceptual bias
• Inappropriate time span (either too short or too long) of evaluation
• Overemphasis on uncharacteristic performance
• Inflated ratings because managers do not want to deal with “bad news”
• Subjective or vague language in written appraisals
• Organizational politics or personal relationships cloud judgments
• Manager may not be trained at evaluation or giving feedback
• No follow up and coaching after the evaluation

Supervisor’s 3-Step Checklist for the Performance Appraisal

This checklist can be very helpful for the supervisor preparing and delivering the performance appraisal.people at meeting

1. Scheduling:

• Schedule the review in advance
• Ask the employee to prepare for the session by reviewing their performance, job objectives and development goals.
• Clearly state that this meeting will be the formal annual performance appraisal

2. Preparing for the Review:

• Review the performance documentation collected throughout the year.
• Concentrate on work patterns that have developed vs. isolated incidents.
• Be prepared to give specific examples of above or below average performance
• When performance falls short of expectations, determine what changes need to be made. If performance meets or exceeds expectations, discuss this and plan how to reinforce it.
• After the appraisal is written, set it aside for a few days and review it again. Make revisions.
• Follow whatever steps are required by your organization’s performance appraisal system.

3. Conducting the Review:

• Select a private location that is comfortable and free of distractions.
• Discuss each topic in the appraisal one at a time, considering both strengths and shortcomings.
• Be specific and descriptive, not general and judgmental. Report occurrences rather than evaluating them.
• Discuss your differences and resolve them. Solicit agreement and understanding of the evaluation.
• Jointly discuss and design plans for taking corrective action for growth and development.
• Maintain a professional and supportive approach to the appraisal discussion.

Additional Tips for the Manager

• Keep feedback balanced with positive and negative observations
• Listen to employees
• Don’t focus solely on negatives
• Be objective
• Have solutions to problems
• Use tact and diplomacy
• Listen before responding

Tips for the Employee

Employees also have a role in the successful performance appraisal. Most people consider the appraisal to be the 100% responsibility of the manager. However, the employee receiving the review must prepare themselves and be in the right mindset to have the most effective discussion. Here are some tips to accomplish that goal:

bizpeople building• Be open and receptive
• Be honest
• Create solutions
• Try to understand your manager’s perspective
• Don’t argue
• Don’t hold back/speak your mind
• Don’t be defensive
• Prepare in advance
• Listen before responding

So, with a bit of training and awareness, this challenging and important process can be much more effective for your organization. Please feel free to use these tips as guidelines for your company. Having appropriate forms and checklists can be very helpful for the supervisor and also in helping the staff member to prepare for the appraisal meeting. If you’d like a free Performance Appraisal form or a Supervisor Performance Appraisal Checklist, please email Allison Pratt at allisonjpratt@gmail.com.

Allison Pratt owns Pratt & Associates, a Human Resources consulting Company and has been a Human Resources professional with over thirty years of experience in all aspects of human resources management. Her experience is varied and includes corporate, consulting and academic perspectives and has provided a wide-range of clients with strong human resources support. Allison also teaches at the graduate and undergraduate levels for six local colleges and universities. Her specialties: HR Generalist services including areas such as mediation and conflict resolution, pre- and post-termination advice, harassment investigations and training, creating employee handbooks, performance management and supervisory coaching and training. For more information, please contact Allison Pratt at 949-588-8385 and allisonjpratt@gmail.com.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2014

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.

To order the books, “Cracking the Personality Code” & “Cracking the Business Code” please go to www.lighthouseconsulting.com.

Are You Making the Most Out of this Business Time Frame?

By Dana Borowka, MA

[dropcaps type=”circle” color=”” background=””]M[/dropcaps]ost individuals and organizations are very concerned over the short term business outlook. Today is the day to look beyond… to look at the many opportunities and the open horizons that can be in store for you and your organization. This is the time to rally the people that you work with and begin to collaborate and gather ideas in the following areas:

• Improving efficiency
• Marketing and sales
• Opportunities for acquisitions
• Operational processes
• Cost efficient ways to do things differently
• Identify specific traits in people that you’d like to add to your team
• How to better mentor staff members

Those are just a few areas to explore. Looking out into the future you’ll want to take advantage of some of the fresh talent that will be available. However, you’ll need to be very selective as to who you’ll want on your team. Managing down just doesn’t work any longer. Understanding the strengths of an individual will help to promote a positive environment where people will want to share ideas that might not have been considered in the past. This is the time to build a positive reputation so your company is a magnet for attracting top talent.

Thinking Outside of the Boxperson on a box

I was at a restaurant recently and asked to see if an item that I didn’t see on the menu was available or if I had overlooked it on the menu. The restaurant didn’t have the item, but the staff response set me back. The server stated, “Our goal is to think out of the box. To do what we can to please the customer so that positive word of mouth is shared and that will result in more business for us!” Isn’t that what we all want… team members that will think out of the box… positive word of mouth about our business… to increase revenue. What we all need are people like that on our team. So the million dollar question is… how do we get staff members to think along those lines and how can we attract people like that?

What is Driving Your Top People

Learn what is driving your top talent people. If you help them to succeed you’ll create a high level of retention and become a magnet for recruiting. Here are some action items for you to consider:

  1. Use an in-depth work style and personality assessment during the hiring process and for current staff.
  2. Use the data to manage, which in turn will reduce the learning curve for new hires and help to better understand current staff members.
  3. Place individuals in positions that they can succeed in based on their strengths.
  4. Take the time to constantly mentor and create plans to help individuals grow.
  5. Identify traits of individuals that you want in your organization and target those individuals through specific messages in ads, on the web, through networking and association gatherings.

For your A players (your major contributors), play to their strengths and help them grow. Don’t ignore them just because they are doing well. These are the individuals that if they don’t feel engaged in helping the organization to continue to grow and improve, they’ll leave.

For your B players, nurture them through mentoring so they can become A players down the road. For your C players, measure and possibly remove them if they are eating up your time. Never spend 80 percent of your time and energy on the people who are producing 20 percent of your results.

Peel the Onion

But don’t write those C players off too fast. A small hotel chain had reservation reps that were not meeting the volume level that was being required. The manager thought they were just C players and was a very unhappy camper with his team. That person was placed in a different department and a new manager came in who sat down with each individual and then with the group. She discovered that 24 hours before a guest was going to arrive at the hotel property that a high percentage were calling in to verify the reservation and to get directions. This used up valuable call time, so as a team they brainstormed together and came up with a brilliant idea. Since the reps were asking for email addresses why not send an email confirmation 24-48 hours prior with a fun page welcoming the individuals and include links for weather and directions.

Guess what happened? Calls were reduced and the reps were able to take more calls for new reservations with less hold time. All because the manager took the time to ask questions to peel the onion back to identify the underlying issue. When the reps were asked why this topic hadn’t been addressed in the past they simply responded, “No one asked and we never thought of it”.

Set Your Sights on the Future

Make the most out of this business time frame by helping others in your team to be successful, build a positive reputation, ask your team for ideas and contribute to the well being of sunrisethe entire organization, train staff to mentor others and be on the look out for adding fresh talent to your team! Remember, it is important to be precise in what you are looking for and do a thorough job interview by asking probing questions, doing reference and background checks and utilizing an in-depth work style and personality assessment.

This is the time to set your sights on the future, deal with the present by supporting your team and ask for input. Set your organization on a course for long term success by using proactive and collaborative mentoring, management and vision. We’d love to hear about your successes.

 

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2014 

Dana Borowka, MA, CEO of Lighthouse Consulting Services, LLC and his organization constantly remain focused on their mission statement – “To bring effective insight to your organization”. They do this through the use of in-depth work style assessments to raise the hiring bar so companies select the right people to reduce hiring and management errors. They also have a full service consulting division that provides domestic and international interpersonal coaching, executive onboarding, leadership training, global options for expanding your business, sales and customer service training, operational productivity improvement, 360s and employee surveys as well as a variety of workshops. Dana has over 25 years of business consulting experience and is a nationally renowned speaker, radio and TV personality on many topics. He provides workshops on hiring, managing for the future, and techniques to improve interpersonal communications that have a proven ROI. He is the co-author of the books, “Cracking the Personality Code” and “Cracking the Business Code”. To order the books, please visit www.lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.

Appreciation

By Ellen Borowka, Nancy Croix & Steven Zuback

[dropcaps type=”circle” color=”” background=””]A[/dropcaps]ppreciating life and those around us can be difficult. We get focused on the challenges of the day and the days just fly by! Before we know it, a year has passed and then another and another! A while ago, a friend passed away in a plane crash. She was a great sailing buddy and someone that was so sailboatsfull of life. Our friend used to call whenever she was in the area to see if we were available to have lunch or dinner with her. At those times, we would think in the moment that we had so much to do, that to take time away to spend time with our friend would be difficult. Usually, we would find ways to make the time and now we are glad we did. It can be hard to stay focused on the moment and not get distracted by the future or the past. To truly appreciate the people and what we have around us, rather than just plodding through each day. Yet, how do we do that? How do we stay focused on what is really important in life and not get sucked into the little details of the day?

  1. Make priorities and look at where your time is spent. What is truly important to you? Look around and think deeply about what and who really matters to you? Break that down to categories, like spouse or significant other, family, passions or hobbies, and so on. Then look at how you break up your day and give each responsibility or task a percentage of your time. Then look at both lists – does the time spent match up to what you hold as highest priorities? If not, then you may have to findman with piechart ways to make changes to rearrange your time or your life. Another friend of ours has a very busy travel and work schedule, but he makes his family a priority. As such, he makes sure to rearrange or schedule his travel around coaching his children’s soccer games. Is it easy? No, but that is what is really important to him. When making these changes, be sure to be specific on what you plan to change.
  2. Find ways to manage the little things. Sometimes when we need to focus on the important things in life, we need to also take care of the little pesky things. It’s rather like being on a wonderful cruise, but you get distracted from the great views by annoying little bugs! Look back at how your time is spent and think about what you do well that plays to your strengths and what doesn’t. Whereas, we may excel in certain areas, we may struggle with other areas. That can eat up time and cause us to feel frustrated. So, find ways to manage those areas. For example, if you are not good at organization then find systems and/or people that can assist you in that area. Ask for feedback on how to leverage your time, so you don’t get bogged down by things that do not relate to your strengths.
  3. Discover avenues to appreciating life. Using your priority list as a guideline, fit the important things into your daily life. For example, if you love doing things that are creative, then look for ways to express that like setting time aside to do craft projects or gardening. Sometimes, the important things or people in our lives get pushed down on the priority list, but we need to find ways to fit those things in that bring us passion and energy.
  4. Expand your horizon. Along the same line, look for ways to expand your vision. Is there something you always wanted to do, but put off – maybe because you thought you might fail? Perhaps it is time to find a way to do it. You might have to get support or information from others to do what you dream of. I have some friends devote their time regularly to a hunger project and travel to places to help people in poverty to enhance their lives. It is quite inspiring to talk with them about what they do, where they go and who they meet!
  5. Showing your appreciation for others. The simplest things can make us feel really good inside. So, how can we show our appreciation for others and help them to feel good inside? Some ideas could be: holding the door open for another; letting someone into your lane while driving; offering assistance to a co-worker that is overwhelmed with their people with flowerworkload; or baking or making a dish for a neighbor or friend that might need some extra support or just because you are thinking of them. Even complimenting a person on their outfit can make them feel really good inside. If someone is having a bad day, the smallest positive comment can be hugely appreciative. Most of the time, we don’t even realize how much we’ve touched someone when we have helped them or showed some compassion.

Appreciation does not always come easily. It comes from making the choice to appreciate life, others, and ourselves. Just as the old saying goes of the glass being half empty or being half full, so too is the perspective on appreciation. Many times, we need to make a conscious decision to see the positive, to see the opportunity or the good around us. It’s not always the easy decision to make, especially when the circumstances or the people around us are difficult. Yet, from appreciation we find the good in life and without that life can look pretty bleak and hopeless. Where we come from and where we are going springs forth from our perspective on life. So, it becomes very important to look around you and take the time to appreciate the opportunities and challenges that life presents.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2014 This information contained in this article is not meant to be a substitute for professional counseling.

Steve is President of zubackcrc an international executive and business coaching practice that provides executive and business coaching to CEOs, Presidents, entrepreneurs, business owners, senior executives and executive leadership teams on leadership, executive development, executive effectiveness and succession/career management. Steve effectively coaches CEOs and COOs, CFOs, senior executives, including sales and marketing executives, engineers, legal counsel, and teams on, growth and executive development challenges, role effectiveness, executive development, business/strategic plan development, leadership, succession, M&A, and organizational alignment. Steve’s progressive and diverse experience includes work with companies on cultural integration, corporate re-structuring, leadership and executive development, intra-preneurship, entrepreneurship, organizational development, employee and management development, executive coaching, executive selection and placement, as well as labor-management relations. For more information, you can contact Steve at 661•253•0286 or by email, steve@zubackcrc.com.

Nancy Croix, Senior Operations Administrator and Ellen Borowka, MA, Senior Analyst of Lighthouse Consulting Services, LLC (LCS) with their organization constantly remain focused on their mission statement – “To bring effective insight to your organization”. They do this through the use of in-depth work style assessments to raise the hiring bar so companies select the right people to reduce hiring and management errors. LCS also has a full service consulting division that provides domestic and international interpersonal coaching, executive onboarding, leadership training, global options for expanding your business, sales and customer service training, operational productivity improvement, 360s and employee surveys as well as a variety of workshops. LCS consultants have over 25 plus years of business and human behavioral consulting experience. Ellen is the co-author of the books, “Cracking the Personality Code” and “Cracking the Business Code”. To order the books, please visit www.lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.

Fun-Raising: A Key Employee Retention Tool

By Paul Spiegelman

Whose job is it to infuse fun in the workplace? And why should I care if my workplace is fun? People need to work not play, right?!

Wrong.

After 20 years of very hands-on experience, I have become convinced that fun-raising in the workplace is not only essential to alleviating worker stress, it is a key employee retentionwomen and flowers tool. My brothers—and business partners—never set out consciously to provide an atmosphere of fun and frivolity, but we always sensed that how we treated our people made a big difference. We didn’t start actively cultivating a culture that puts employees first until we saw the direct results in the bottom line. After five years of double-digit revenue increases and a triple-digit surge in profits, I continue to build on that culture with a vengeance today. And in an industry where turnover usually averages 80 to 90 percent, ours is only a fraction of that.

I’d like to see fellow business leaders stop treating their co-workers like commodities and begin to more fully understand the profound impact they can have on the lives of the people who work with them. Sadly, far too many of the new hires at Beryl describe criminally demoralizing environments at former places of employment – a situation that we should all refuse to allow.

For a program of acculturation to work, business leaders must first have the fundamentals in place or all culture-building efforts seem disingenuous. Essential components of any healthy work environment are fair pay and benefits, proper training and advancement opportunities, competent managers, and access to the necessary tools to get “the jobs done.” Also vital to a nourishing workplace is an ethos of caring. We have a system in place called Beryl Cares, in which employees can share the personal circumstances of their own or their coworkers’ lives so we can support or celebrate with them as appropriate. Through Beryl Cares, we have assisted a single mother whose children’s Christmas presents were stolen from her apartment; replaced the eye glasses of a co-worker whose were broken in an accident; and paid for an airline ticket for a man to be with his mother who was dying of cancer in another state. The essence of Beryl Cares is simply to let people know that we really do care about the circumstances in their lives…just as a family should.

Most people spend more waking hours at work than they do with their loved ones, which is why we need to “lighten up” at work. A little levity can relieve stress, build relationships and spark creativity. My own experience has also shown that it also makes for happier employees. Remember, senior executives set the tone for the entire organization. By showing a sense of humor and their lighter side, company leaders flatten the organizational chart and make themselves more accessible to employees.

Making it Fun

You can’t have a good culture without having fun. That is why we conduct many events throughout the year expressly for that purpose. For instance, we believe that dressing up doesn’t have to mean a coat and tie. So we have theme days like “Dress the 70s,” “Pajama Day” and “Crazy Hat Day” where employees can really show their creative side. On jester“Movie Night,” we’ll take 50 to 100 people to a local cinema tavern that serves dinner. On “Ranger Night,” we’ll treat another big group to watching the local major league baseball team. Our schedule is always changing, usually packed, and people really get into these events. Organized potlucks and barbecues help staff escape the mundane and encourage socializing. We even integrate families through our annual “Family Day,” “Breakfast with Santa,” and other events.

On the more elaborate side, we produce an annual “Gong Show.” This extremely popular talent contest allows people to show off their gifts — real or imaginary. One of the prize categories is “Most Painful to Watch;” and, for me, these acts are often the most fun to watch. We also conducted a very challenging six-week “Survivor” competition that gave people a chance to earn a trip to New York to visit an important client. This meant a lot to many of our folks who had never been out of Texas. In “March Madness,” the COO and I dared any two people in the company to beat us at two-on-two basketball. The tournament ran over the course of four weeks; and we ultimately lost in the finals, which is always great for morale.

Little things like job titles can enliven a culture. We don’t hesitate to play with titles because we’ve always looked at ourselves as a very flat organization where titles don’t mean a lot. Our receptionist’s title is Director of First Impressions. The person who heads up the Department of Great People and Fun – usually called Human Resources – is the Queen of Fun and Laughter.

We do everything we can to have fun. When management shows its fun side, the whole organization breathes easier. Every year we create comic videos for our holiday party that depict senior leadership in embarrassing or compromising predicaments. This tradition makes everyone realize that there is no class system – or caste system – at Beryl. We don’t need any senior execs who are too uptight about their status and image to walk around all day wearing a baby bonnet. My brother Barry was gamely – and repeatedly – dunked in a
DJ carnival water tank by crowds of baseball-flinging co-workers who shrieked with delight the whole time. I have taken pies in the face, and been forced to perform wacky dance routines in a lime green leisure suit and a goofy red wig.

Did this undermine anybody’s authority? On the contrary, it underscored the fact that we’re all just human beings here; and we’re all going to work together and enjoy one another’s friendship and have a good time.

The last time I spoke to an MBA class, students from companies like Lockheed and Burlington Santa Fe were strongly questioning the feasibility of doing all this fun “stuff” while trying to run a practical business operation. One student had some call center management experience and knew how important it was that companies like ours keep people on the phones to maintain service levels. He was particularly challenging about what he kind of derisively called “the strategy of fun.” I told the class that, “Look, I don’t run a theme park. First and foremost, we’re in business to make money and perform. But we do have technologies that allow us to monitor performance and schedule people in a way that makes smart use of culture and training and development. And they pay off for us in a big way in terms of dollars.” I think a few of them got the message.

Of course, there is a serious side to our corporate culture as well. We have a set of values that people truly live by: Passion for customer service, never sacrificing quality, always doing the right thing, and spirit of camaraderie. Culture is something people create at all levels of the organization, so we use committees to involve as many co-workers as possible. Our main culture committee decided to call itself the Better Beryl Bureau (BBB). They took the job very seriously and made it clear early on that the focus of the BBB was not going to be “fun.” They wanted to work on enhancing and improving the culture through a wide variety of practical applications, some of them fairly sophisticated. The BBB is managed by a full-time internal enthusiast: our Queen of Fun and Laughter.

“Employer of Choice”

In fact, creating a culture based around our values is at the core of our success and is evidenced by the seven awards we’ve won as a “Best Places to Work” employer. For four years, the Dallas Business Journal named Beryl one of the “Top Ten Best Places to Work” in the Dallas/Forth Worth market, and the Texas Department of Business has ranked us reaching star togethertwice on their roster of best employers in the state. And just this summer we were chosen as the number 2 best medium-size company to work for in America by the Society for Human Resource Management. Winning these awards regularly has been very useful and important to us.

First of all, they generate great pride throughout the company. We celebrated the first award by renting a limousine and driving to the presentation luncheon with ten co-workers who had either been nominated by their peers or won a contest. I’m sure that not all these folks had ever before sat through a fancy lunch in a big hotel ballroom. Their reactions while the waiters served them were touching. One call advisor who may never have owned a suit bought one especially for the occasion. As we were riding to the hotel in the back of the limo, he looked at me and said, “This is the proudest day of my life.”

Public recognition of our culture has helped us recruit co-workers. Knowing we’re an employer of choice makes applicants want to work here – at all levels. We just made a very important senior level hire who told me she had no interest until the headhunter mentioned our awards. Finally, these awards mean a lot to our clients. If they have to outsource their customer interaction function, why not give it to the happiest workers in the nation?

Good leaders nourish their people on as many levels as possible. You’ll be surprised how that nourishment can translate into happier employees and lower turnover. The U.S. Department of Labor estimates that it costs nearly $14,000 to replace a solidly performing employee. Some higher estimates range from 29 percent of yearly salary to several times an employee’s annual pay.

Even if focusing on fun and frivolity runs counter to your own corporate culture, emphasizing the following key areas will go a long way to ensuring employees feel satisfied and empowered:

• Credibility – Does management keep people informed and deliver on its promises?
• Respect – Are employees involved in decision making, training and development?
• Fairness – Are employees paid fairly and treated fairly?
• Pride – Do employees feel like they make a difference?
• Camaraderie – Is the organization a friendly and fun place to work?

For Beryl, fun-raising has been a very successful employee retention tool. We will continue to take great pride in making work like, well, child’s play.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2014

Paul Spiegelman is Chief Culture Officer of Stericycle, a NASDAQ listed global services organization with 13,000 employees and is the Founder of BerylHealth and The Beryl Institute. Paul also co-founded the Inc. Small Giants Community, an organization that brings together leaders who are focused on values-based business principles. As the former CEO of BerylHealth, Paul led a unique, people-centric culture for a company that won nine “best place to work” awards, including the #2 Best Medium Sized Company to Work for in America. Paul was honored with the Ernst & Young 2010 Entrepreneur of the Year award. He’s written several books on employee engagement including Why is Everyone Smiling? and Smile Guide and is the New York Times best-selling author of Patients Come Second: Leading Change by Changing the Way you Lead. He’s also an entrepreneur-in-residence for Office Depot’s SmallBizClub.com. For more information, please contact Paul at paul.spiegelman@beryl.net.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.

To order the books, Cracking the Personality Code and Cracking the Business Code, please go to www.lighthouseconsulting.com.

Opportunities Could Be Standing Right In Front of You

By Dana Borowka, MA

[dropcaps type=”circle” color=”” background=””]I[/dropcaps]f this topic keeps you up at night, we have some ideas for you to consider and implement so your sailboatorganization will not only make it through the current state of business but will thrive well into the future! You’ll know by reading this article if your ship is heading towards the rocks, towards the open sea or on a clear course to your destination.

Think for a moment about the various components of a boat that are needed in order to keep it afloat and heading in the intended direction. Observe how they compare to your organization.

Components of a Vessel

Hull – Need to have a structure that can endure and thrive in the elements.
Fuel – The energy needed to move the vessel forward and towards its destination.
Crew – The crew will either make sure the ship reaches its destination in a timely manner or cause it to go off course or cause an incident that could result in loss of resources.

The Changing Environment

Water is the most unstable surface on our planet. No matter how much planning a business does a rogue wave can come along and cause havoc. This might be changes in the market, unhappy clients, distribution channels, technology, financial, etc. Preparation can only go so far yet if your organization has one key ingredient you’ll be able to survive and thrive beyond your wildest dreams.

Key Ingredient to Thrive

The answer always comes back to having the right crew on board. It all begins with the selection process, mentoring and staff development. If this is done correctly or you have the right people with potential for growth, you’ll not only make it through to 2013… you’ll also be ready to ride the wave of 2014 and beyond! Let’s take a look at how this works.

By having the right crew on board, you’ll have:

  1. Contributors – That will help the ship reach its course through innovation, ingenuity, timely fulfillment of tasks, follow through, etc.
  2. Happy customers – They’ll keep coming back due to the outstanding service and quality of the product.
  3. Happy employees – They’ll go the extra mile for the organization and its customers. This also leads to positive word of mouth that can attract top talent.
  4. Open Minded Culture – Problem solving is the key to anticipate needs, deal with weather changes, being open to adapting to the environment.
  5. Profitability – You’ll meet your organization’s goal and objective where everyone is rewarded for doing a great job and your organization will be able to continue to provide services and products with the opportunity to visit other destinations in the future.

ocean waveAn organization can build a sturdy ship but without the right people behind the scenes it won’t leave port. All this starts with the captain of the ship and with its officers. If they select the correct crew up front, they know the job will get done correctly, in a timely manner and the work can be trusted. Can you trust that your crew will do their job not only correctly and in timely manner? Do they also contribute ideas for further improvement so you can get the maximum value from each individual?

If the answer is “I’m not sure” then your answer may be reflective of the future survival of your vessel. Every organization must have all hands on deck with crew members that are excited and grateful to be aboard and have the ability to perform the best they can.

A Whale of a Tale for Teamwork

A manager once had an outstanding team but always told everyone what to do. This person didn’t listen, didn’t ask questions, demanded a higher level of volume without asking if the organization could handle it and created a closed environment. Over time things started to slip through the cracks, customers were not getting the attention they needed, sales slipped, people started to leave and the organization began to develop a bad reputation where recruitment became a problem. Upper management stepped in and started to ask the team members for their feedback. It turned out that the manager was not a good fit for that position and was transitioned into another department. When the new manager was selected, it was based not only on experience but also the ability to work with others. They learned that it is vital to understand a person’s work style and how they interact with others in order to have a high performing team. If just one person isn’t “playing well in the sandbox” the effects can ruin a brand and effect sales and future growth of an organization.

A Checklist for Success

  1. When selecting the crew – have a clear understanding of the ideal crew member and have a system and process to assure you have selected the correct crew members. This can be done through interviewing and asking questions for specific examples and compare those answers to what an ideal crew member would do. Gather as much data as possible from reference and background checks as well as provide an in-depth work style and personality assessment with Lighthouse Consulting Services. The information should be used to validate the interview responses, background and reference checks.
  2. Ask each current crew member for feedback on where they see the team and themselves could be more efficient in the market place within the next 30-60-90 days. This means that everyone on your ship needs to have their eyes and ears open to seeing where it might be possible to improve and enhance processes, structure, services, customer service, etc.
  3. Captains and officers need to listen to everyone and create a truly open environment. Come up with three things that you can do that will make that happen.
  4. Define what the ideal crew member would possess in skills, work style and personality and make it measurable.
  5. Assist the current crew to fulfill that role. Make sure you have an in-depth work style and personality assessment of your crew members so you’ll have the insight to help man on lighthouse with boatseveryone thrive and to get the best performance from every member of the team. You’ll want to know how someone problem-solves, deals with stress, makes decisions, processes information, creates and follows up on leads, etc. This will help to ensure that you have the right person in the correct position so they can perform to the best of their ability. Contact us at reception@lighthouseconsulting.com to get started.

If you have the right team in place, your organization will be able to deal with the many challenges that will come along during the voyage. The key is to hire right the first time and to assist those on board to be the best that they can be. This will lead to happy customers, happy employees, innovation for the future, efficiency for delivery of the product or service and of course, a profitable bottom line.

You can gather additional ideas for working with your current and future crew members by reading Cracking The Personality Code. To order this book, go to: www.lighthouseconsulting.com.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2014

Dana Borowka, MA, CEO of Lighthouse Consulting Services, LLC and his organization constantly remain focused on their mission statement – “To bring effective insight to your organization”. They do this through the use of in-depth work style assessments to raise the hiring bar so companies select the right people to reduce hiring and management errors. They also have a full service consulting division that provides domestic and international interpersonal coaching, executive onboarding, leadership training, global options for expanding your business, sales and customer service training, operational productivity improvement, 360s and employee surveys as well as a variety of workshops. Dana has over 25 years of business consulting experience and is a nationally renowned speaker, radio and TV personality on many topics. He provides workshops on hiring, managing for the future, and techniques to improve interpersonal communications that have a proven ROI. He is the co-author of the books, “Cracking the Personality Code” and “Cracking the Business Code”. To order the books, please visit www.lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.

What Do You And Your Team Expect From Each Other?

By Ellen Borowka, MA

What do you expect in your life? Do you find that you feel disappointed or angry, and you are not sure why? Well, you probably had an expectation that wasn’t fulfilled. Expectations play a big part in our lives. Our expectations determine whether we feel good or bad – happy or sad – content or angry – over what happens in daily life. They impact how we feel about our relationships, work, friends, and people we meet on the street, special days like holidays or birthdays and the world around us. Expectations set up the judge and jury on how we feel about our lives and ourselves. We give a great deal of power to our expectations! That is not to say that if we don’t bizpeople on blue worldget what we expect that we shouldn’t feel sad or mad. Yet, if we know more about our expectations and where they come from, then we can find ways to deal with them in a healthy manner. Then we can take our power back and have more choice in how we view and interact with our world.

The Source of Our Expectations

So, how do expectations work? Well, first we gather and accept our expectations from a variety of sources, starting from a very young age. We learn much of our expectations from our families, which can include what to expect of others and ourselves, how feelings should be expressed, and how problems should be handled. If we learned from our family that people could not be trusted, then that plays into our expectations of the world around us. Other expectations come from our religious beliefs (or those we have been brought up with); what we see in the media – television, movies, magazines, etc.; and what our society and culture holds as valuable and important. These factors all impact different aspects of our lives, like how we expect to raise our children or relate in our relationships. Or what we expect to do in our careers or believe of our limitations and responsibilities. An example of this is how media gives us definite and perhaps narrow views of gender, which influences what we expect from men and women.

The Struggle to Fulfill

The next step is how our expectations are met or not met, and we have many unhealthy ways to try to meet them. Many struggle to fulfill them by pushing or controlling situations to fit into the mold already created. We may use manipulation, persuasion, passive aggression or intimidation (with anger or tears) to fill our expectations. Or we might not do anything and allow ourselves to be disappointed so as to reinforce what we already believe about others or ourselves. When our expectations are not taken care of, then we feel those around us have failed us and that leads to anger and bitterness. We may feel used, abused and betrayed by others, which feeds into rage and distrust. Underneath the anger and betrayal is the feeling of not being loved and accepted by others and that really hurts. These feelings are made even stronger by memories of similar experiences from our past. Times when we had disappointments with our parents, siblings, friends, teachers and others. When we may have felt unloved or rejected by those around us. This can even drive us to set up expectations of others, to gain what we feel we didn’t receive as a child.

Types of Expectations

There are many different types of expectations that are based on looking to others for approval, respect, attention, and love; validation of our good self, qualities and success; to have bizman on mazecontrol or power in situations; to be taken care of by others and so on. If we didn’t receive this when growing up then that would impact our expectations of whether or not we might achieve these now. We may even unconsciously select or attract people to fill these types of expectations, who may not be able to do so. So, we sabotage ourselves and create failure from the very beginning. We may choose people that have similar issues to those from our past, like someone who has a similar temperament to our father or mother. So, we are recreating the past with all the old expectations in an effort to resolve old issues. These situations will keep coming up until we are ready to heal them. For example, many people seem to have, time after time – job after job, similar problems with their supervisors or co-workers. They need to trace the issues back to the original source, and work them out there before dealing with the present issues.

Managing Expectations

Now, how do we handle our expectations? First, it helps to be aware of what you expect, and disappointment is your first clue that an expectation was unfulfilled. Ask yourself what did you expect? What were you looking for in this situation or this person? You might need to dig around some to get to the primary issue. For example, if I hoped for a birthday card from a friend and it didn’t come, then I would think of what I expected from my friend. What did I want and need from that person? The bottomline is I wanted to know that I was appreciated and accepted by my friend. Now, this is really important if I didn’t feel appreciated or accepted by someone in my past then I would have to deal with that first.

Evaluating Expectations

Next, it is important to evaluate whether or not your expectation was reasonable and realistic. Many times we have expectations that are not reasonable or realistic, but that doesn’t mean that we are “bad” or demanding. It just means that we hope for things that, perhaps, we didn’t get at some time in our life. Occasionally, I find myself expecting my husband to know something I want or need without him being informed of my desires. What I am doing is wanting him to read my mind, which might be connected to my past where I didn’t always feel emotionally attended to. Acting on unreasonable or unrealistic expectations can cause intense disappointment and conflict with others. When evaluating your expectations, be honest with yourself – is your expectation reasonable and realistic? For example, expecting yourself to never get angry or sad is pretty unrealistic. Lastly, be clear what you expect with others. You must be able to express your expectations and not assume that others would or should know what you want. It’s difficult to get your expectations filled if you can’t communicate them to others.

Influencing Factors

An exercise to help you explore your expectations is looking at various factors that impact them. For team members, you might want to consider what you are looking for, and what do you need/want from them. How do you expect to handle conflict and communication with them? Who has control and power in this relationship? Who makes decisions and what is expected around that? How are feelings and thoughts shared? How much trust do you have in your team member? How much do you rely on each other? How do you define forgiveness and how does that affect your work relationship? What experiences, beliefs and values are impacting your expectations with them? How do you approach problems and situations with your team member – as a team or independently and what does that do to your expectations?

Self-Expectations

We have many, many expectations that we place upon ourselves, which should also be explored. What do you expect of yourself? Do you expect yourself to be a certain way? Do you expect yourself to be perfect, good and controlled? Do you judge and criticize yourself when you can’t be that way? Do you feel you should be taking care of others – perhaps filling bizwoman under magnifyglasstheir needs and desires before your own? Do you need to be in control and what do you expect of others? How do you handle conflict and why? Is it ok for you to be wrong or not know something? Do you believe that feelings must be handled in a certain way, like never losing one’s temper? Where did all these expectations come from and why? When we can understand our expectations and where they come from, then we can begin to select those we wish to keep and begin to resolve those that hold us back. We begin to gain more control and feel more satisfied with our lives. Expectations can bring hope, excitement and profitability to our team and into the entire organization. We just need to be sure that we are directing, not following, them in our lives.

Final Thoughts

According to Dana Borowka, CEO of Lighthouse Consulting Services, LLC (www.lighthouseconsulting.com) and author of Cracking the Personality Code, hiring the right people is key to future growth. If you would like additional information on hiring, please click here to see an article on this subject.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2014

Ellen Borowka, MA, Senior Analyst of Lighthouse Consulting Services, LLC and her organization constantly remain focused on their mission statement – “To bring effective insight to your organization”. They do this through the use of in-depth work style assessments to raise the hiring bar so companies select the right people to reduce hiring and management errors. They also have a full service consulting division that provides domestic and international interpersonal coaching, executive onboarding, leadership training, global options for expanding your business, sales and customer service training, operational productivity improvement, 360s and employee surveys as well as a variety of workshops. Ellen has over 15 years of data analysis and business consulting experience and is the co-author of the books, “Cracking the Personality Code” and “Cracking the Business Code”. To order the books, please visit www.lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.

Things to Consider for Operational Excellence

By Ted Margison – Excerpt from the book, Cracking the Business Code

[dropcaps type=”circle” color=”” background=””]T[/dropcaps]his section was going to be “8 Things to Consider for Operational Excellence”. The good news for you: there are only two things to consider.
bizbuilding1

Better Visibility Provides Better Results

A supplier of protective gear was struggling to meet demands. “We have tried everything over the past couple of years but nothing works. Our turns are less than 1 and we still can’t fill demand. We’ve been selling size 10 and 11 boots the last couple of years and now a customer needs size 13. No matter what we stock, it doesn’t seem to be the right thing; it’s like a guessing game.”

While I was in the General Manager’s office, he received a very angry call from the CEO of a very large customer. Without proper protective gear workers could not work – the downtime on one of their lines cost them about $100,000 per day.

biz in hourglassObviously, the current decision-making processes were not effective; something was missing. We mapped the decision-making processes to find the “blind spots”. These are decision points that are not fully understood or assumptions have been made about them. The blind spots in this case were the decision-making processes of customers. In particular, what drives demand.

We interviewed the top 20 customers and found that demand was driven by two things: replacement of worn-out items and new hires. For replacement we realized that we could predict product life-expectancy based on job position and work environment characteristics. We proposed to the customers that we would gather and consolidate data across customers on job positions and work environment characteristics to predict life-expectancy and then automatically reach out to replace the items. For example, if a product had a life-expectancy of 36 months for workers in a particular department, we would do an inspection at 30 months and replace the item before it wore out. “New hire” demand was primarily “large scale” – new plants being opened, new mining projects. We identified a simple way of inserting ourselves in the hiring process to identify the best-fit product based on job position and work environment characteristics.

The customers were so excited about the recommendations that five of them offered, each, to pay half the cost of any system effort. Some offered the opportunity to bid on business that was going to competitors, while others simply switched their business from a competitor. As one customer said “We no longer have to worry about these decisions – you are making them for us. The cost of these products is far less than the cost of downtime; why would we talk to anyone else.”

Another company was about to make a strategic decision that would have serious operational impact. “We need to move to same-day shipping to get a competitive edge. Our customers buy when something breaks so we have to be able to respond quickly”, said the Sales Manager. The company had recently moved from 5-day turnaround on orders to 2 days and inventory had climbed to the point where turns hovered around 1.2. Moving to same-day shipping was going to be a major challenge.

In order to better understand the buying process for customers we interviewed the top 20 customers. Surprise: All could give at least three months notice on demand; one could give 12 months.

“Why do you give us only 2 days notice”, the CEO asked.

“Because that’s the lead time you gave Purchasing.”

We found some quick and easy ways to get this advance notice and in just a couple of months we were buying ‘to-order’ for these customers. We also approached supplier offering the advance notice. The VP Operations for the largest supplier (a company whose typical customer was 40 times our size) said “If you give us this advance notice you can order anything man jumping bldgyou want up to end of the day on Friday and it will be on the truck Monday morning.”

In less than a year inventory turns reached 7.3. Shortly afterward, the company went on to acquire a larger company.

To get better visibility you need to go beyond your operations to include customers, business partners, suppliers and other external organizations. Start with processes that are key to achieving your business goals. Map your current processes (goes as far upstream and downstream as possible):

• Identify decision points

• Find the ‘blind spots’ for decision-making

  1. Who makes the decisions?
  2. What drives their decision-making? 

— Triggers?
— What are they measured on (what’s a win for them)? 
— Are they ‘driven’ by others in their org (interview those people)?

Accountability

For internal operations this is probably the single biggest problem for companies. Almost every company feels they have a good handle on accountability – unfortunately, they are usually wrong. When things aren’t performing effectively it’s usually because no one is accountable for the performance.

A manufacturing company was looking at getting a new ERP system. The CEO had heard horror stories from various customers and was concerned about implementation.  

“What kinds of things go wrong during an implementation?” asked the CEO.

“Well, a major problem in many companies is that accountability is not well defined.”

“Oh, that’s not a problem here. We’re a very lean organization and everyone understands what they’re accountable for,” replied the CEO. “But, just out of interest, can you give me an example?”

“Well, although it might not apply here, companies that have problems with inventory often find that no one is responsible for inventory accuracy.”

“That’s not an issue for us. Dave, tell him who’s accountable for inventory accuracy.” said the CEO, nodding to his COO.

“No one,” replied the COO. “Maybe that’s why we have a $14 million inventory discrepancy.”

Effective accountability covers ownership, span of control, performance measurements and your reward/ recognition system.

 

Ted Margison is a Senior LCS Consultant and has over 30 years experience in operations management and process improvement. Ted worked for Ernst & Young in their manufacturing & distribution practice and then headed up one of PriceWaterhouse’s manufacturing & distribution practices on the west coast. You can contact Ted at ted@lighthouseconsulting.com or call him at 310-453-6556, ext. 422.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2014
If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.
To order the books, “Cracking the Personality Code” and “Cracking the Business Code” please go to www.lighthouseconsulting.com.

How to Create a Closing the Loop Culture

By Dana Borowka, MA

In business jargon, “closing the loop” means to follow up on and/or close out an area of discussion. The phrase is closely related to “circle back around” and “loop in.” To better achieve your objectives, experts say it’s vital that you learn to close the loop on actions so that the important actions can get done.

1 Dec 2013The metaphor is from the closed loop control process that assures a system performs within its control limits. By closed loop, this means a process where the output of the system feeds back to directly adjust performance of the system. For example, a thermostat and a furnace work together in a closed loop to control room temperature.

Another example is the recycling world, where the closed loop system gets consumers, recyclers and manufacturers to work together to reclaim valuable materials from our waste stream and use them to make new products. For a graphic illustration on the “closed loop” idea, look on the bottom of a plastic soda bottle. The familiar chasing arrows recycling symbol is a graphic depiction explaining the concept.

“In business ‘closing the loop’ is akin to following up, checking in or closing the deal,” says Jarie Bolander, a writer for TheDailyMBA.com. “The term comes from control systems where they close the control loop in order for the system to remain stable. The opposite of a stable system is one that is unstable. In control system parlance, this is referred to as an open loop system since it has no feedback and thus will likely spin out of control — kind of like projects without any follow-up.”

Bolander is an engineer by training, entrepreneur by nature, and leader by endurance. He is the author of two books: One to help technical managers become frustration free (Frustration Free Technical Management); and one to help all of us endure our struggles and hardships (A Little Nudge to Keep You Going). He holds a BS in Electrical Engineering and an MBA in Technology Management. “A lot of us struggle to get stuff done because we have to rely on others,” says Bolander. “Unfortunately, this reliance is just part of doing business.”

According to Bolander, most of us in business have had situations where we thought someone would do something and it turns out they either forgot, ignored you or did the wrong thing. All of these issues are a result of not closing the loop. In order to save you from suffering and heartache, here are some steps from Bolander that will ensure that you close the loop every time.

Step 1: Have Clear Objectives

One of the biggest challenges with getting stuff done is understanding your true objectives. Nothing will frustrate you more than launching someone off on a task that is really time sensitive but is not communicated that way. Having clear objectives means that you think about what needs to get done and craft a plan that makes sense. The trick to this is to prepare carefully and nail down what objectives are important and who you need to do them.2 Dec 2013

Step 2: Communicate Clearly

Clear communication means that your message or task is registering with the audience. This does not mean you talk slow or use 4th grade English. Rather, you need to have points in your meeting or conversation where you query for clarity and that your message is getting across. Remember, that what you say may not be communicating the message you intended. That’s why you need to constantly listen to what people say and confirm that your message or task is getting across.

Step 3: Create Natural Follow Up Points

One thing that most people struggle with is how to follow up with someone on a task or assignment. This can be a challenge for some people because it’s unclear when to follow up. If you create natural follow up points, then all sides will feel a lot more comfortable in taking your call or email. These natural follow up points are created by the person that desires the action to be completed the most. A couple of examples of natural follow up points are:

♦ Taking the action to follow up in a week if you don’t hear from someone.

♦ Set a mutual deadline that everyone agrees to.

♦ Providing information or feedback before a certain date.

♦ A personal action to follow up with data/recommendations, etc.

♦ Providing a status update when something material happens (e.g. another deal closed, hit a milestone, etc.)

There are several other natural follow up points that will become obvious to you once you start looking for them.

Step 4: Document Discussions/Actions/Agendas

Probably the single best thing you can do to close the loop is to send out meeting agendas, notes, actions and conclusions. This may seem like a lot of work but it’s a great focal point for discussion. When you send out meeting notes, you are opening up a natural follow-up point that can be leveraged to close the loop on several actions. Without this focal point, all those dangling actions will have no home. Your meeting notes and follow-up on them will provide those actions a natural home.

Step 5: Follow Up When Promised

If you want people to promptly follow up on your actions, then you need to set the example. The tone and tenor of your follow-up coupled with your punctuality will show that you care about closing the loop and this will naturally rub off on others. Nothing tells someone that it’s important to close the loop like doing everything you can do to make it easy for them.

Step 6: Repeat Until Closed

Just because you ask someone to do something, does not mean they actually heard you or acknowledged that it will get done. This means that you have to repeat the above steps until you reach the resolution you want. This might take several meetings or phone calls. In fact, it might take longer than you anticipated. The thing to remember is that you must be diligent if you want something done. That requires you to constantly communicate your desired results and close the loop to make sure it gets done.

Often Closing the Loop Means Delegating

“The best delegating tip I have is to delegate to people’s strengths and away from their weaknesses,” says workplace expert Vicky Oliver, author of five books including Bad Bosses, Crazy Co-Workers and Other Office Idiots. “Otherwise, you are trying to force fit people into roles and tasks they don’t appreciate. Perhaps someone on staff is a great writer but a poor administrative person. Don’t force him or her to complete a lot of paperwork.”

3 Dec 2013Instead, says Oliver, look for someone else on staff to whom you can delegate that role. Another person on the team may be a good “people person”, but is disorganized. Find someone else in your employ to whom you can delegate the organizational duties.

“From a hiring standpoint, it really makes sense for managers not to hire those who are exactly like them, as there will be glaring weaknesses in the team that can’t be fixed,” says Oliver. “This can be counter-intuitive because we tend to bond with those who share our interests and sometimes duplicate our strengths.”

Rather than look for clones, use an in-depth work style and personality assessment to improve hiring success. While an assessment can be a valuable resource before you hire, perhaps the true value of any assessment comes in using the insights it provides along the entire spectrum of employment. Assessments lend objectivity to decisions that may otherwise be largely subjective.

A proper assessment should reach beyond simple profiles and decipher an employee’s underlying needs. This is key for employee development, team building, conflict resolution and succession planning.

Create a Closing the Loop Culture

Below are five ways to use an in-depth work style and personality assessment in the workplace to help bring out the best in your employees at all levels in an organization, which can go a long way to creating a “closing the loop” culture.

1. Get the real picture.  Of course, every candidate wants to put their best foot forward during an interview.  However through an in-depth work style and personality assessment, you uncover a great deal about their ability to work well with other personalities, their problem solving abilities, their thought processes and their ability to tolerate stress. Assessments give you objective information that can help you make an informed decision on whether this person is a good fit for the job and for the team. If you decided to hire the person, the questions you ask during the hiring process will reduce your learning curve as a manager on how best to manage this person from day one. Ask yourself, is this someone who would be good at closing the loop.

2. Help them be all that they can be. Everyone has strengths and weaknesses. Find out the real truth with an objective 4 Dec 2013measure. Once you pinpoint the good and the bad, then you place them in the right position and coach them on where to improve. As part of the coaching, stress the importance of closing the loop to your company culture.

3. Take me to your leaders.  Work style assessments give the manager and employees a common language about how they like to interact.  The assessments can help you train future managers on how to get the best out of the team.

4. Know how to manage difficult people.  The number one reason that a loop doesn’t get closed is that a person decided they wouldn’t do it or didn’t know how. Face it, there will always be difficult people, screw-ups and flare ups on the job. Use an objective assessment to understand potential sources of workplace conflict. The best way to deal with a problem is to prevent it in the first place.

5. Get everybody to play nice. Sales and marketing, operations and financial people have to interact to make the company run smoothly. Too many employees get frustrated with other co-workers and just wonder why everyone doesn’t act like them. Through the use of in-depth work style and personality assessments, managers can coach employees how to interact better with peers.

“But you don’t want to overcompensate for people’s strengths and weaknesses so much that you inadvertently create a ‘star system,’” says Oliver.  “You really don’t want a lot of prima donnas on the team who won’t touch the grunt work! In the corporate philosophy, it helps to explain the idea of teamwork–everyone helps each other out– and the rewards for it, as well.”

Lastly, if you have hiring responsibility, I believe it helps to look at the team strengths and weaknesses. Maybe today’s glaring weakness can be corrected with one good hire.

In my view, culture trumps strategy every time. So create a culture of closing the loop at your company. Hire with that in mind, coach with that in mind, and communicate with that in mind. Click here for our bonus checklist, Quick Tips for Creating a Closing the Loop Culture.

To read Jarie Bolander’s full article, 6 Steps to Closing The Loop, please visit: http://www.thedailymba.com/2010/02/27/6-steps-to-closing-the-loop/.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article.  © 2016    This information contained in this article is not meant to be a substitute for professional counseling.

Dana Borowka, MA, CEO of Lighthouse Consulting Services, LLC and his organization constantly remain focused on their mission statement – “To bring effective insight to your organization”.  They do this through the use of in-depth work style assessments to raise the hiring bar so companies select the right people to reduce hiring and management errors.  They also have a full service consulting division that provides domestic and international interpersonal coaching, executive onboarding, leadership training, global options for expanding your business, sales and customer service training, operational productivity improvement, 360s and employee surveys as well as a variety of workshops.  Dana has over 25 years of business consulting experience and is a nationally renowned speaker, radio and TV personality on many topics.    He provides workshops on hiring, managing for the future, and techniques to improve interpersonal communications that have a proven ROI.  He is the co-author of the books, Cracking the Personality Code and Cracking the Business Code.  To order the books, please visit www.lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA  90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s,  workshops, and executive & employee coaching.  Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.

InBoarding Sets Up Employees for Success

By Larry Cassidy

[dropcaps type=”circle” color=”” background=””]I[/dropcaps]f onboarding is such a great business idea – and it is – why should it be reserved for only new employees? Maybe the time has come to give in-boarding a try.

Onboarding = Success

climbing ladderOnboarding is more than just a solution for employees with the new job jitters. Getting new employees ready to be productive is one of the toughest jobs managers face. Failure to set new employees up to succeed can lead to a slow ramp up to productivity, unhappy new hires, and, ultimately, failure to meet your critical business goals. Rather than recruiting, hiring and throwing employees in the deep end of the pool (“Sink or swim!”), there are much better onboarding practices to increase the worker’s odds of success.

To many a business school professor, onboarding is known as organizational socialization mechanisms. In layman’s terms, this means the ways new employees acquire the necessary knowledge, skills and corporate culture to become effective team members. Think beyond just a simple new employee orientation. The process might include formal lectures, videos, training booklets, computer-based simulations, and even such basic steps as having someone welcome the newcomer and take them to lunch the first day.

This is a far cry from what we called onboarding when I was a captain in the Marine Corps: boot camp. Obviously stress reduction was not on our priority list. While there are no drill instructors at your company yelling at new recruits to drop and give me twenty (at least I hope not), the purpose is the same. You want to prepare newcomers for success in the organization.

More than 80 percent of organizations reported that they have either formal (i.e., written, documented, standard) or informal onboarding programs and/or practices, according to a study by the Society for Human Resources Managers (SHRM).  The vast majority of organizations indicated that providing communication, training and resources is extremely important for the successful adjustment of new hires.

So, one in five business leaders are still holdouts, reasoning that traditional human resources orientation sessions are good enough. They fail to see the cost/benefit payoff of investing so much time and energy in the new hires. This is miscalculated reasoning.

Public and private research has proven that onboarding leads to such positives as higher job satisfaction, better job performance, greater commitment to the organization, and stress reduction. Advocates say onboarding does more than shorten the learning curve of new hires. The ultimate payoff is reduced turnover and getting productive workers to increase their tenure at the company.

But Why Just the Newbies?

If you agree with the mounting evidence that onboarding is the way to go, here is an important question: Why wouldn’t you do the same to accelerate the progress of the employees you already have? There is no reason to think that it is too late for the rest of the roster who arrived after onboarding began or have already gone through onboarding.

Consider it inboarding, an extension of the idea of onboarding. The purpose of inboarding is to set existing, rather than new, employees up for greater success. You want the same payoffs: higher job satisfaction, better job performance, and greater commitment to the goals of the organization.

Employees are not set-it-and-forget-it machines. The need for input is ongoing. Many inboarding communications tools and channels can be used to continually get the information across. If onboarding is like an inoculation, then inboarding is like booster shots.

When I was president of a 150-person consumer optical company, I discovered there are two groups of employees that are ideal candidates for what I now call inboarding: all employees and specially selected employees.

All Employees

paint rainbow

First, let’s consider all employees. That’s right, all employees. Do you have employees you don’t care if they are successful or not? If yes, I recommend you get rid of the position or get rid of the person in the position (maybe that should be called offboarding, but that is a whole other article). In today’s world of lean companies and global competitiveness, every employee counts.

I am a believer that you help employees be more successful at accomplishing corporate goals if they know what’s going on, where the company is going, why it is going there, what is expected of them, how they can contribute and what the payoff is for them.  A leader wants to know the answers to those questions, and so does the entire team.

Treat your employee base like adults who are as interested in the future and success of the company as you are. Here are the tactics that can make inboarding work. Try town hall meetings, roundtable discussions, and even monthly newsletters (just the facts, not the fluff).

Please understand… I am not talking rah-rah, go-team-go cheerleading sessions. This is honest sharing of information. The important news to always stress is where are we going, why it is important, what the opportunities are, what we need from you the employee, and what is in it for you. Bottom line: We get more business, everyone is more secure.

There is an old adage: “If you don’t know where you are going, it doesn’t matter what road you take.” In my experience of coaching more than 300 companies, the information about company success metrics does not easily filter down from the management team and supervisors to the rank and file. People are often in the dark on how they relate to success. Everyone who goes to work wants to go home feeling they accomplished something and that it was important.

Here is one technique I recommend. Set up idea exchange sessions comprised of representatives from various functional areas of the organization. Have them share why they think another area is important. They might make comments like: “Marketing is important because if we don’t have a steady stream of customers we are out of business.” “Operations is important because if we don’t deliver on time that hurts our cash flow and reputation.” “Accounts receivable is important because if they don’t do their job we don’t get paid by customers.”  Having that feedback from other people in the organization can really open their eyes to the fact that what they do really matters. They come to work with their heads held a little higher and their focus more intent.

Specially Selected Employees

The other prime candidate for onboarding is specially selected employees who possess high potential for growth. These are the people you know would like to be major players for you as you go down the road. Inboarding can focus on a number of actions to get them ready to become better, rather than pigeonholing them in the job they already have.

Many managers are afraid to groom a high performing employee for promotion, because they hate to lose someone good. Wrong, wrong, wrong. A manager’s job is to grow their people and find the right new person to replace them.

finish lineWith a small to medium company there can be a challenge to find slots to move a high performer up a ladder. Unlike the days when I was an executive at General Mills, in a small organization there are not as many opportunities for promotion for an up-and-comer.

The solution is for Project work is another inboarding technique. You might say to one of these special employees, “You have a chance to be a manager, but right now we think you are short on finance. So I am going to give you a project that lets you get your nose into the numbers.”get about the vertical ladder and, as proposed by Vistage speaker and consultant, Amy K Hutchins, consider a horizontal ladder. This means moving employees laterally into new and different experiences. Moving sideways can keep the employee fresh (not too different from how the military cross trains its personnel).

Maybe the solution is as simple as cross training. The restaurant chain, PF Changs, took two important actions during the recession.  First, they got rid of everything on the expense side that did not enhance the customer’s dining experience. Second, they did a great deal of cross training, which allowed them to reduce head count because kitchen staff could fill in for wait staff and vice versa. More important, morale went up because the employees better understood what it took for the entire restaurant to be successful.

Final Thoughts on Inboarding

Inboarding should be done on a regular, continual basis. If you do it episodically, then the employees tend to look at it as something the leaders do when something is wrong or when you get a big order. Communicating on a monthly or quarterly basis is something to strive for, but not less than every six months.

Don’t neglect the social side. Functions like the company picnic and the holiday party are important. So is the celebration for the big win. In my experience, companies who celebrate victories do better over time.

up the hillBreaking bread is also a proven strategy. Regularly take a cross section of employees out for a lunch discussion. If you show genuine interest in your employees, they will know that you care. Then they are more likely to open up to you on what is really going on. Tagalongs are another strategy. Have a younger employee shadow you for some client meetings, lunches and project work.

Overall, the inboarding payoff can be enormous. Never forget, it is the leader’s job to create employee alignment with personal goals, management objectives, and company goals. Inboarding will give you better players and deeper bench strength. Technology is great, but technology doesn’t give you the edge. Business is still about people.

Action Item List

Now it’s time to try out the ideas shared in this article. To receive the specific action items list, please click here and sign up for our Keeping on Track Newsletter:

For more information on how to get an inboarding or onboarding program started, please contact Dana at (310) 453-6556, ext. 403 or dana@lighthouseconsulting.com.

Larry Cassidy is a Senior LCS Consultant and a Chair with Vistage International for the past 25 years. He currently works with some 50 executives every month and has facilitated over 1,200 executive group meetings, and participated in 11,000 face-to-face discussions with chief executives about all aspects of their businesses. He prepared for this journey at Miami University (Ohio) and Northwestern (MBA); as a Marine Corps officer; with public companies (General Mills, Quaker Oats and PepsiCo), private, family and foreign-owned firms; and, in the 1980s as General Manager and CEO of local companies. He does executive coaching and also serves on advisory boards. You can reach Larry at Larry@lighthouseconsulting.com.

Permission is needed from Lighthouse Consulting Services to reproduce any portion provided in this article. © 2014

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA  90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, workshops, and executive & employee coaching.

To order our books, “Cracking the Personality Code” and “Cracking the Business Code”, please go to www.lighthouseconsulting.com.