What should I manage today?

Manage This!

That you've landed here probably means you're a manager, leader, supervisor or director. When asked, what or whom do you manage, lead, supervise and direct, the typical response is "I manage people".

If that's your answer, too, recall the last morning you sped to work, driven by the prospect of being managed, led, supervised or directed. If you can't recall a morning like that, should we be surprised that your employees can't either.

If no one relishes the thought of being managed; and, if, in fact, people are virtually unmanageable, one might ask, "What, exactly, are we to manage?" The short answer is "behaviors" - our own and others'.

Whether you function at the C-level of your organization dealing with strategic planning methods; or, you manage deep within org chart and need supervisor training programs, stay tuned for insight to broaden your management effectiveness. We'll explore ways to increase managerial bandwidth by becoming more aware of our own behaviors, learning why others behave at work the way they do; and combining all this information into improved work results.

Ask. Don't tell...

Saturday, September 4, 2010 by John Ranalletta

“In Praise of Selflessness”

This is the title of an article in the May, 2000 edition of INC magazine. It really makes a good case for the servant leadership model.

It buttresses what you know from your Predictive Index^© exposure, i.e. that your employees have needs and when those needs are met, they do better – plain and simple.

When, as managers, we strive to meet our own needs first, especially at the expense of others meeting theirs, progress is problematic; morale suffers along with productivity and profitability.

Does that mean a leader has to bow to employees’ every whim and wish? No, it doesn’t, especially if it means keeping the wrong person in the job. If your sales people don’t want to ask customers to buy, that’s just too bad because that’s the job.

Some quotes from the article:

“Stop telling. Start asking.”

“Once I started asking how I could help, we had a 30% plus increase in productivity. The solution was so obvious.”

“We have to learn to be good followers.”

“It’s very natural as you manage more and more people to let your ego get in the way. It’s illuminating to manage volunteers because if you act that way, no one listens to you. They don’t have to.”

“At the company, I solve people’s problems, I give them what they need so they can blossom.”

“Servant leadership isn’t about being a great boss; it’s about accepting that bossing and leading aren’t synonymous.”

If improving employee morale is your chosen path to increased efficiency and profitability, try asking instead of telling. It may be the new "how to supervise people" discovery.

"6 Pails" - Getting what you pay for

Wednesday, September 1, 2010 by John Ranalletta

In a small furniture store near my home, there hangs a framed token inscribed, “6 Pails”. The token is from an old tomato canning operation and was found during a recent restoration project. Employees "back in the day" earned one token for every 6 pails of tomatoes they packed. Not 5 or 5 1/2, but 6. That’s a clear connection between pay and performance.

Similarly clear connections between pay and performance in today's business world are distressingly few and far between. Instead, my discussions with clients reveal an unsettling trend toward rationalizing poor performance. The reasons for doing so vary from, “We can’t find the right person” to “the employee has been here for years.” In some cases, the employee is a good fit for the job and sometimes, not. Regardless, there seems to be a growing unease among managers to insist on performance.

Consider these observations:

The most common reason managers tolerate sub-standard performance is that performance hasn’t been defined. At a gut level, most managers know which employees are doing well and which aren’t but when asked, non-performers and performers alike are often unable to describe what’s expected of them.
Some managers and owners have not equipped themselves with a definitive strategic plan and clear objectives to benchmark performance.
In some cases, especially in larger companies, there appears to be a growing reticence to make the tough decisions. Fear of lawsuits and fear of conflict and confrontation permeate the atmosphere.
The idea that any person can do any job if just given enough time and training is gaining traction among human resource practitioners and some managers. What a lovely thought! Too bad it isn’t so. If this were true, no person and no company would fail. But we know they do, despite our every effort.
In some cases, managers haven’t been given authority (or incentive) by their organizations to make these decisions.
Elsewhere, managers don’t understand their own performance measures. Therefore, they have difficulty defining performance measures for their subordinates.

If you are nodding your head because you recognize these issues in your own workplace, know that you are not alone. Here's my advice:

Define performance. (Know what you have to do to be successful.)
Your pay plans should be road maps for daily activities and focus employee attention in a laser-like fashion on activities that are directly connected to the vision and goals. Every employee’s pay plan should clearly and unequivocally state what the employee has to do today and how to do it to keep his/her job and enjoy performance bonuses, if appropriate.
When employees know what they have to do to succeed, they exhibit a sense of excitement, positive purpose and direction, certainty and stability.
Tight performance metrics create organizational alignment and to improving employee morale
Frogs can’t become princes (It was only a fairy tale).
Hold managers accountable for the performance of their organizations and give them the tools and authority to make performance-based employee changes.

What do we owe our employees? We owe them respect, dignity, direction and as much job security as we can provide within the context of our markets and resources. And, we owe it to each employee that every other employee is making their respective contribution.

Spray and pray selling

Wednesday, September 1, 2010 by John Ranalletta

Today, I wandered into an auto showroom and was approached by a person. I almost wrote "sales person" but that would be generous. I slid into the driver's seat of a showroom model and scanned the car's features. As I did, the non-sales person went into a litany of the car's features. He did so in a non-stop, monotone voice that was irritating and irrelevant.

Finally, I just left.

In retrospect, the non-sales person might have considered doing these things:

Find out why I was even in the showroom. It would have saved both of us lots of anquish
He could have tried to create at least a semblance of trust and confidence by setting the stage or an opening
He might have given thought to asking some questions such as:

What kind of car do you currently drive?
What do you like about it?
What don't you like about it?
What kind of driving do you do?

Well, there were lots of things he could and should have done better. The biggest mistake he made is approaching this opportunity with his agenda firmly in mind and completely ignoring mine. He very likely will make that mistake with every potential customer he chases away. He and his dealer/employer will both wonder why.

Who knows whether he frames sales call objectives or whether the dealer has employee development programs that include customer-focused selling skills. If he was the best the dealer had to offer, one wonders if the sales manager knows how to supervise people.

I only know I wouldn't make a significant purchase from this non-sales person and I left in a hurry.

Who will buy the boomers' businesses

Saturday, August 21, 2010 by John Ranalletta

When business people talk about the baby boomer generation, the talk usually is about the high number of employees who are quickly approaching retirement. As they ride off into the sunset, they will take a generation of knowledge and experience.

This baby boom generation is likened to a "Pig in a Python" because it's seen as an unusually large demographic lump moving through time. The baby boomer phenomenon isn't a concern limited to employers. It also portends that the huge number of baby boomers who own business, large and small, will be faced with selling, passing down or liquidating their businesses.

Aside from the issues a recession might present in terms of fewer buyers, reticent lenders and depressed valuations, many of these aging proprietors might also suffer from self-inflicted wounds to their income statements and balance sheets.

Many sole proprietors eschew accepted strategic planning methods or family business planning consultants - preferring instead to keep their plans in their heads or on the back of a napkin. The succession planning and organizational alignment imperatives become last-minute activities embarked upon when the owner decides it's time to exit or transition the business to new hands.

Bob Wilson wrote about the need in his article, Selling the Business as a Succession Plan. Time is short. For a mid-size company, a successful succession planning process can seldom be developed and executed in less than five years and the baby boomer clock is ticking.

If you're the owner of a going concern, how would you answer these questions:

Can your business survive your departure?
Would you be comfortable taking a six-month sabbatical this year?
Are you building a team that can perpetuate the value you've created?
Have you hired people to do what you do better than you can do it; or, have you hired people to do what you tell them to do?

If you can't answer these questions to your satisfaction, we can help. Call me.

Mimicry - A tool for success in interviewing and managing

Monday, August 16, 2010 by John Ranalletta

In a recent episode of "The Human Spark", an Alan Alda-hosted PBS series, researchers demonstrate "that subtle mimicry in social situations can actually lead to positive emotions and behaviors".

Could this provide a lift for job candidates to enhance their chances for selection or help managers and supervisors communicate more effectively with their employees? You be the judge.

"The day of taping was fun and interesting for me. I don’t often directly observe my participants interacting with the confederates in my studies. But we had Alan go through one of my typical experiments as if he were a participant. My graduate students played the roles of the confederate and experimenter and interacted with Alan. One of them mimicked his nonverbal behaviors, including his mannerisms, posture, gestures, and other motor movements. Alan didn’t notice the mimicry (as our participants never do), but at the end of the interaction it was clear that he and the confederate were having a good time and enjoying the task together. In fact, our research has found that mimicry during social interactions leads to more enjoyment of the task and liking between interaction partners."

Despite our best efforts to create effective employee development programs and our attempts to apply organizational development theory, perhaps it's possible to achieve enhanced results and build stronger person-to-person relationship by simply observing and echoing the other person's behavior.

Some of us are hardwired to do this naturally while some of us are not, but all of us can learn how to this more effectively.

The importance of celebrating victories

Tuesday, August 10, 2010 by John Ranalletta

Results-oriented managers expect and demand excellence from themselves. If they set a goal of 100, achieving 99 is failure. When they achieve 100, since it expected, it’s no big deal. They drive themselves unmercifully. They tend to display a “what have you done for me lately” attitude.

When they fail through their own fault, they beat up on themselves. Have you ever called yourself “stupid” or “dumb”? If so, you're not alone. It’s a common practice for high A people.

In a world where anything is seldom perfect, high As tend to beat up not only themselves but those around them. They are simply treating others as they treat or motivate themselves. The man you replaced when you were hired is the prototype. He had, as many high As do, the penchant for making others feel stupid when he addressed them, though he probably never used the word.

Why does it matter? It wouldn’t if everybody around us was also results oriented. They are not. Unlike you, they need and want to celebrate their victories. If they begin to perceive that each day brings beatings and no time is given to celebrating the stuff we get right, you can lose their hearts and minds. And that effects employee productivity.

“The beatings will continue until morale improves.” You’ll know when those folks believe they’re being pushed too hard, too long without the praise, attention and feedback they need. Typically, it starts with a conversation about “work/life” balance.

“It’s important for people to have fun at work.” Having fun and creating an atmosphere where the work is fun stresses the importance of motivation and engaging employees. It may not require deeply-complex development theory; rather, it requires we know what people want and whether or not their jobs can provide it.

In a sense, running a company is very much like running a cruise ship. The captain may not want to dine and dance with the passengers, but giving them what they need and want provides for a profitable journey.

Learn by Doing

Thursday, July 22, 2010 by John Ranalletta

I visited a friend who was also my groomsman over 41 years ago. We lost contact after the wedding day and haven't talked since then. Googling his name, I found he is living and running a small business in Lawrence, KS.

A training engagement in Olathe, KS gave me the chance to find my long lost friend, Rod. Let me tell you about the Rod I knew more than four decades ago. I can't remember how we met, but we both had and still have an interest in cars; except Rod had the capital to actually build a '32 Model A flathead roadster for drag racing. I helped in the garage and at the track - a hanger-on, really.

Forty plus years ago, Rod was a fast learner, really smart and willing to try unconventional ways to win races. He was driven to win and invested himself and his money into the process. When I approached his building in Lawrence, I wondered about the person I'd find and how 4 decades had changed him. In short, they hadn't.

His business is a natural outgrowth of his interests. He supplies rebuild kits for agricultural and truck diesel engines. I approached the building which is located on the ramp of Lawrence's airport. I ducked under the partially-open hangar door to see a brace of racing go-karts, an airplane, a partially-restored '68 Chevy Chevelle and other assorted gearhead stuff.

In the adjacent garage was his Ford Anglia drag racer. After greeting him and catching up with things old, long-separated friends catch up on, he gave me a tour of the garages. This was certainly the same Rod I knew long ago, only now he could afford to satisfy his need for building and racing machines. I was really happy to see that.

He had crashed the Anglia right off the start line at a recent drag race event. The lights turned green, he accelerated, pulling a "wheelie"; but, he knew immediately the car was headed in the wrong direction. Note: in drag racing, anything but straight is bad thing.

As he told me the story, illustrated by photos of the beautiful car (right) sliding on its top against a concrete half-wall, I asked if an axle broke. He said it didn't and that he simply made a driving error.

Anticipating my next question which would have been, "Why didn't you shut it down?", he said, "I had made some changes to the car for this event and I thought I would learn something by finishing the race."

Pure Rod as I remember. A results-oriented risk taker who, in the midst of an obviously-failed effort, "gives it the gas" to see what he might learn by finishing.

Many, and likely most, of our clients' CEOs and owners are high A individuals who, like Rod, learn by doing (and failing). Most of us don't end up crashing our organizations like Rod crashed his Anglia, but some of us can be deaf to early signs that tell us to "let up" and survive to race another day. It's easy to see the importance of motivation behind Rod's racing and or his desire to get his kids and 13 grandkids into racing. The telltale signs are strewn around his shop. Likely, he doesn't lose much sleep over organizational alignment and since he has only one employee. He's not much into employee development programs either.

However, he knows who he is, what's important to him and he has the drive to make it happen. I'm happy we could see each other again.

Biased Toward the Data

Saturday, July 17, 2010 by John Ranalletta

During a call with the president of one of my newer clients, he suggested that I was “biased” in favor of high A candidates. We were discussing an open position on his staff and a candidate he was to interview today. His comment was well intended and I wasn’t offended, but I’ll admit that my mind has wandered back to it often.

Was he correct? Am I biased in favor of high A candidates or PRO profiles? Reviewing past conversations with this client, there’s no question that I have generally recommended higher A candidates or PRO profiles. Most of profiles and candidates we’ve discussed are his direct reports or others very high in the organization. Mostly, they are people or positions who will be charged with accomplishing results, not tasks.

Does that make sense that positions reporting to the President be higher A? It seems so to me. When I get a call asking my opinion of a candidate or PRO profile, I always ask, “How will the job be measured?” and “Is the job or person responsible for results or tasks?” Absent a formal PRO form, the answers to those questions will lead us to the Generalist/Specialist answer as well as the high/low A answer.

In retrospect, I think I am biased, but not in favor of any specific profile characteristic. I am biased in favor of the data. A recurring theme in recent meetings is “follow the data”. I’m going to think more deeply about this issue and I invite you challenge yourself and me on your assumptions about which profiles fit various jobs. Are there times when we should ignore the data? Can a candidate offer compensating qualities?

In the final analysis, it's not my call. Even if the data suggests the client should turn left, the client can steer in any direction s/he pleases because it's his company, his money, his culture to build and his outcomes to bear. Further, anyone can be successful in any job when we are willing to change the job to meet their needs.

If and when we do so, the importance of motivation is not lessened and designing employee development programs can be more problematic, especially if they are purposed to change instrinsic behaviors which are very difficult or impossible for the incumbent or candidate to change. Organizational alignment becomes harder to achieve because the line of sight from the strategic vision to shop floor execution can and does become muddled.

Lost in the Glare

Tuesday, July 6, 2010 by John Ranalletta

Quickly... can you identify these sports figures?

Both play for the Lakers and both have five championship rings. If you didn't know the player on the left and immediately recognized Kobe Bryant on the right, why do you think that happened?

Every team has its star and role players. Organizations that field teams with all star players seldom win consistently. Role players are critical to team success. They may not get the headlines and notoriety. John Paxton, Chicago Bulls' role player from the Michael Jordan era, was average in speed and size, but contributed to three Bulls championships.

In the western world where winner takes all, it's easy to overlook the role players on our business teams. They tend to add consistent, above average if not spectacular performance against their balanced scorecard metrics. They can and do provide a platform for the Kobe Bryant and Michael Jackson-level player to reach for the stars; and, they often provide more effective leadership than the all-stars: (Click this ESPN for player identity.)

"In his 14 NBA seasons, he has won five championships and the hearts of countless Lakers fans with some of the most memorable postseason moments and heroics in franchise history.

He has done it with class and grace, but rarely gaudy statistics or individual accomplishments.

Kobe Bryant may be the largest figure in the Lakers' locker room, but there is no voice that carries more weight than Fisher's. He speaks softly at times, but his words always stick."

Understanding the importance of motivation for both star and role players is key to work satisfaction and team success. When NBA coaches and GMs design a plan to win a championship, their strategic planning methods have to encompass fielding a team including both types of players who know and accept their roles and responsibilities.

The Importance of Lubrication

Friday, July 2, 2010 by John Ranalletta

As an inveterate gear head, I can attest that the most discussed subject on high performance motors sports fora is oil. While most of the world's inhabitant's never think about, touch or ever see the oil that lubricates their autos, enthusiasts obsess over it. On a motorcycle forum where I am a member, invariably, a new member will ask, "What kind of oil should I use in my new BMW motorcycle?"; and, that "newby" post elicits a collective, virtual groan from veteran members.

While most drivers could care less about the brand, grade and viscosity of the oil in their grocery getters, the right lubrication can be the winner's edge in competition.

A recent issue of ESPN, The Magazine contains an article about Formula 1 racing, Ferrari and Shell Oil. The article points out that Ferrari spends upwards of $400 million per year to campaign in F1. The machines are incredibly complex, hugely expensive; and, the builders have to contend with frequent technical changes mandated by F1's governing committing which is essentially a committee comprised of reps from each builder/manufacturer.

$400 million dollars can buy a lot of technology and very smart designers, technicians and drivers, each of whom is critically important to providing a winning edge. That said, the article focuses upon the Shell's efforts to design an engine lubricant that enhances engine stamina, horsepower and efficiency.

Shell estimates it spends "18,000 man-hours per year developing, producing and improving the fluids that course through the 18,000 rpm, 600-hp-engine of the Ferrari F10".

So, what's that all got to do with running a business?

Your department or company may not be a $400 million operation. Every day you get a "do-over" every day while F1 teams have only 19 races in which to compete and win this season. When you've made all the improvements you can in the structure and mechanicals, perhaps, you can concentrate on improving the lubrication that's vital to its operation.

While the analogy might seem overdrawn, view your employees as the lubricant that makes it all work.

Are they working to reduce friction?
Do they facilitate the movement of machinery, parts, pieces and products seamlessly and without burning extra fuel and wasting horsepower?
Do they permit a quick start up, smooth running and endurance?
Can they stand the heat of competition?
Do they adapt to changing conditions well or poorly?

Shell technician, Dan Jameson, says, "They'd gotten all they could out of the engine mechanically, so we had to find more power in the oil, too".

If you've gotten all you can out of your company's structure, you can find more power in your people through focused employee development programs. While you might not have difficulty finding motivation, the importance of motivation for your human lubricant can be overstated.

Here's hoping for a winning season...

Top X Reasons Why I Hate Recruiting and Recruiters

Thursday, June 17, 2010 by John Ranalletta

Just Google "hate recruiters" and you'll see hundreds of links to blogs, forums and screeds describing candidate and hiring manager negative experiences with recruiters.

Is the term "recruiter" destined to join "car salesman" in eliciting derisive comments when spoken? Are recruiter's the Herb Tarleks of the HR world?

Most of the derogatory comments issued from experiences with outside recruiters who work on commission. Some of the complaints:

Recruiters don't seem to truly understand the role they are recruiting for or that much detail about the clients needs.
I am not sure if the post-interview feedback is honest or I don't get feedback at all.
Most headhunters don't return my calls or acknowledge that I applied for a job.
As a hiring manager, I hate when recruiters sling resumes at me and don't take the time to understand my needs."
Dishonesty about a position, company, or the requirements for a role
Recruiters seem unethical and will do anything to make a placement; their tactics to recruit or develop accounts are dishonest.
I feel like job postings are not real jobs some time, the Bait and Switch.
Recruiters are only working for the company and aren't looking out for my best interest through the offer stage.

Reasons to love our ADVISA Hiring Partners

Let me introduce them:

Gina Sally Beth

Each of these individuals specializes in executing searches. They are highly adept at understanding your company and what you need – your Partner will take great care of you utilizing best hr practices and hiring assessments.
They instill confidence that a thorough assessment of the candidate pool occurs, and that the process is as efficient as possible.
If you are a PI® client, your consultant receives communications about the progress of your search.
Gina, Sally and Beth are committed to representing you accurately and we will always have your needs and desires at the forefront as we review candidates.
Keeping you informed is important to us, so each week you will receive a summary of the search, including the number of applications received, the strength of the candidate pool, and how many candidates are in each process of the screening.
T he ADVISA Hiring Partners are not compensated by commissions. They work for their clients as if they are on the clients' payroll. Like all of us, they put pressure on themselves to please our clients, but they don't feel any pressure to submit unqualified candidates.
The candidates, both successful and unsuccessful are treated professionally, with respect and sensitivity to their personal situations.

Book Review: Managing Right for the First Time

Saturday, June 12, 2010 by John Ranalletta

The Price of Friendship

A friend's request that you review his first book can prompt a range of emotions. On one hand, he's one of the smartest, well-reasoned successful and in-charge people you know. On the other, brilliant authors occasionally produce literary clunkers.

It was that with a fair amount of procrastination, I prepared for the reading session. (After all, this was a business book I was about to read, not a Nelson DeMille novel).

Within minutes, I found myself half way through the book. Because I know David, I could visualize him sitting across from a new manager, dispensing his counsel in his straight-foward, logical, no-nonsense manner. He writes with authority about the good and not-so-good reasons people are promoted into management roles; the pitfalls and opportunities; the importance of managing the relationship with one's boss; and the critical importance of understanding the core principles that guide successful managers.

This book is not meant exclusively for the neophyte. Every manager can profit from it. Experienced managers can use it to assay the fineness of their managing. Moreover, hiring managers will find it an indispensable guide when they promote others to management.

From watching David present to large audiences, reading his articles and conversing with him via email, I was certain the book would not be a pompous tome about the importance of motivation, formal employee development programs or organizational development theory. I was not disappointted, as it is wise, tested counsel, presented logically and understandably and immediately usable.

Being and feeling a part of the big picture...

Tuesday, June 8, 2010 by John Ranalletta

The following story is lifted from here.

"There’s a story that’s going around about the janitor at Carnegie Hall who had been there for 20 years. He’s 45 years old. He was cleaning up the restroom, and a guy in a business suit went up to him and said, ‘You seem to be an intelligent fellow. For 20 years you’ve been cleaning the toilets. Why don’t you do something with your life and get another job?’ And the janitor said, ‘What? And leave show business?’"

Often, perhaps more often than we'd like, we find ourselves cleaning toilets, i.e. doing some mean piece of work that garners no attention, is taken for granted by all; and, seems only peripherally connected to the big picture purpose of our department or organization.

This janitor was connected to his work. One only wonders what sort of employee development program Carnegie Hall management pursued, if any, but they'd do well to understand how this example of superb organizational alignment came about.

Part and parcel of every effective employee development program is making clear the connection between each employee's efforts and the organization's strategic vision. Very likely, patrons of Carnegie Hall expect to find clean bathrooms; so, the janitor's work is directly connected to continuing ticket sales.

The question is whether the janitor figured that out by himself or his supervisor had and foresight to help him make that connection. Helping supervisors and managers create these connections is what we do. Click on this link for Todd Gross' view of creating alignment.

How long is too long?

Tuesday, June 1, 2010 by John Ranalletta

When it is time for an employee to move on?

When s/he begins to believe that the organization exists to serve his/her needs rather than vice versa. Some danger signals:

They lose the connection between their efforts and the organization's mission
They become distant and less interested in meetings where they might get an assignment (more work)
Everything they do has a career implication
They forget their jobs only exist is to SERVE internal and/or external customers
Their whining soaks up valuable leadership bandwidth and alienates subordinates
They engage in political "positioning" and protect people from the truth
They put up with less than superb performance from their subordinates
They foul the nest

As one might guess, understanding the importance of motivation and the role of employee development programs in turning around these situations is key. So is the need for frank talk, clearly defined metrics and regular performance evaluations.

No Good Deed Goes Unpunished

Monday, May 24, 2010 by John Ranalletta

How many times have you seen this sign? It appears in parking lots around the continent, erected to honor one employee, typically for a month's time.

The honor can be bestowed for a variety of reasons usually tied to good behavior, employee productivity, attendance record and the like. It's one of many employee retention ideas developed and implemented by management.

Little do those who think this is a good idea understand the discomfort it can cause some unlucky employees who win a lottery they never wanted to enter. In some cases it may not
yield the desired employee engagement.

Because they believe in the importance of motivation, managers, especially those who tend toward prizes, awards, parties and blue ribbons, believe every employee should be thrilled to lay claim to this valuable piece of real estate, if only for 30 days. In fact, a relatively large fraction of the employee population would consider it an honor and privilege to do just that. They're the ones who pull into and exit the space wondering, no, hoping their peers and others are watching in fond admiration and perhaps, envy their cars cum parade floats into the place of honor.

Then again, there's the fraction who will purposely avoid the space because using it attracts unwanted attention. These introspective souls simply want to go about their jobs in singular anonymity, dwelling not on the political rewards they might earn, but preferring their solitary pursuit of spreadsheets, blueprints and assorted analytical efforts. In short, they shun rather than embrace the spotlight their work has earned. It becomes a burden rather than a payoff.

If they simply chose to park elsewhere and the story ended, all would be right with the world; however, that empty parking space can be perceived as a slap in the face by management who mutter or at least think, "Why, that ungrateful so and so..."

If there's a lesson herein it might be if motivation is important (and it is); then, providing the right motivational elements is just as important. How about two employee-of-the-month parking spaces, one up front and one in back row?

In the final analysis...

Sunday, May 16, 2010 by John Ranalletta

What really matters?

During a recent Predictive Index® Management Workshop, one participant brought the PI® Profiles for his father, mother and brother. Both mom and dad's data indicate they could be very strict, task masters; and, dad is very methodical and process-oriented. The brother's PI® Profile was just like mom's. The young man (let's call him Mark) in the workshop was the only family member with a PI® Profile of one who is very socially-oriented, engaging and outgoing who thrives on positive, personal feedback.

Some information Mark offered:

He decided not to live and work in the family business because he was put off by dad's constant criticism
Dad insisted that all the work be done following very specific and unchanging methods
His dad and brother were constantly embroiled in arguments over decision making; and, dad never let the brother make any substantial decisions even though he'd grown up in the business, knew it intimately and is a very smart person.
The brother was openly unhappy

Examining the PI® Profiles, the brother's showed substantially low morale, indicating his situation was falling far short of meeting his needs. Interestingly, dad also has low morale; and since people with his PI® Profile tend to be very open about their dissatisfactions, it's likely dad didn't spend much time trying to create a light and lively work atmosphere in the company. Just imagine receiving some criticism or expecting to receive it every time your boss approached!

Because dad also is a strong-willed, introspective person who keeps business thoughts to himself, he probably was in a constant stew over business issues, e.g. payables, markets, prices, etc., internalizing these conversations and thoughts; erupting like a volcano from time to time instead of talking out and talking through his concerns with others.

We each build our own prisons

In micro situations like the one above the importance of motivation is clearly revealed. The son who stayed in the business might have fared better, morale-wise, if he was in a different business where his decision-making abilities could be utilized and sharpened in an effective employee development program. Dad was employing his own non-strategic planning methods which put him in contest with the brother. Dad practices a very common method of organizational alignment, i.e. he insists everyone in the company line up behind his decisions. Perhaps, that's why the young man in my workshop choose to work elsewhere.

Recently, Bob Wilson published a letter titled Hiring, Marriage and Love. In it, he writes about the impact of having employees love what they do. In the case of this small, family business, every member loves what they do or did; at least some of the time -- they just can't work together.

I've no doubt that each of the family members in this story love each other deeply and would do anything for the others that family bonds imply; yet, some of them may well find themselves winning Phyrric victories, i.e. winning the day; winning an argument; keeping control; but losing something much more important. Can you guess what that might be?

At the end of the day, what do you value; that you produced more widgets than the next person; that you have the most profitable niche in your industry; that your ideas carried the day? Might it make as much sense to know that we've launched the most successful people and have an organization where employees are eager to participate and not only love their work but the people with whom they work as well?

The most important thing?

Perhaps, it's to think about how to achieve our goals in the business arena by making our employees captive to our high values, ideals and sense of fair play.

The Illusion of Control

Saturday, May 8, 2010 by John Ranalletta

John Dvorak, a long-time commentator on the tech scene writes about telework in this Marketwatch article. He writes:

"Telework using secure VPN's (virtual private networks) that link directly into the office network and essentially turns your home computer into a terminal at the office, has a lot of benefits including the reduction of corporate overhead.

"But it always boils down to control. A lot of bosses love to see faces. No matter that today's office environment is toxic in many ways with too much socializing and not enough work being done."

Visualize the office where the supervisor only sees the result of the work being done but not the "doing" of the work. Would s/he be tasked to communicate more or less with tele-commuters? I'd offer supervisors might see the value of staff motivation and effective communications much earlier than if the employee is in the next cubicle. Managing the work of tele-commuters necessitates "hands-off" management, i.e. moving the chess pieces without touching them.

The control freaks amongst us hover over our charges like fathers in the passenger seat while sonny or sissy takes the wheel for the first time. Managers who instinctively believe their employees aren't as smart and/or as perfect as they are cannot fathom letting loose the leash. Is that driven by a lack of confidence in their employees or themselves?

Managers who tend to make sudden, last minute workflow changes and who prioritize based on what's hot today, would be challenged to plan ahead to stabilize processes and protocols. Managers who tend to communcate in "yeps" and "nopes" would have to expand their motivational and instructional vocabularies.

Dvorak:

"Taken as a whole, telework relieves congestion, reduces air pollution, lessens our dependence on foreign oil, and, according to proponents of the bill, improves efficiency during emergencies (the Washington, D.C. blizzard is an example).

"Unfortunately the culture won't allow serious implementation of telework. And all this is exaggerated by managers with apparent self-esteem issues that must have visible "troops" at their disposal. Big offices in big buildings help the self-esteem too."

It would be a huge but interesting challenge to implement an effective employee development program in an environment where employees and their supervisors were connected only by wire; but, it would provide a more pure setting that emphasizes what's accomplished rather than what's done and effective person-to-person communications. Would this effort change what makes best hr practices?

Note: I am a tele-commuter, conducting a fair share of business with clients via phone and computer (Go To Meeting/Webinars, Skype, email, etc.). I visit our offices for infrequent meetings. But, I think I'd categorize my own work satisfaction as high.

Does my supervisor care if I'm wearing a white shirt and tie vs. an old T-shirt and jeans while I sit at my computer writing a proposal or providing online product support simultaneously for a client on line from Shanghai and the Florida gulf coast? Likely, he does, but he'll get over it; and, any way, how would he know?

It's Saturday morning as this is written and a quick check of the Skype screens shows three clients online in Shanghai where it's evening.

Join me on Skype: john.p.ranalletta

It's Only a Letter

Saturday, May 1, 2010 by John Ranalletta

A recent issue of ESPN, The Magazine carried a story about being a team captain in the National Hockey League. Interviews with former and current holders of that title are revealing for the captains, e.g. supervisors, managers and leaders in our businesses.

In the NHL, the captain wears a 3" high letter "C" on his sweater. It's not optional. It's a rule.

The following are quotes from the article that contain universal truths for leaders:

"It's the visibility of the letter that lends power to its bearer and has made it such an enduring symbol of leadership."

"To be successful you need to pull together. By putting a C on somebody, you're appointing him to make that happen"

"He (the captain) must be a level-headed arbitrator of disputes, an approachable and open link of communication between players, coaches and management, and a fair delegator of responsibility. He must know the benefits of levity, and when to use his position as social coordinator to provide it."

"Above all, a captain must play hard, play hurt and play right. It's that last part, leading by example, that most players cite as the key to captaincy."

"To be an effective leader, you must earn the trust of your men. They must believe you have their best interests at heart. Only then can they discover themselves as athletes and people and ultimately achieve their maximum potential."

To use more quotes from the article would probably push the edge of fair use, but you get the point. When we promote team members to captaincy, their success will depend more upon their ability to grow as leaders than their content expertise.

An effective captain understands the importance of motivation. It's not fancy organizational development theory that counts when crashing the boards or executing a power play in the Stanley Cup title game. In the heat of the action, it's the captain's ability to engender trust, instill confidence and build employee productivity in team members that yields the desired results.

Selling is Serving

Monday, April 26, 2010 by John Ranalletta

Voluntary Servitude

During a recent conversation with a young and very talented person, I was attempting to describe my "attitude" toward selling. We had already discussed the importance of product knowledge, sales process training and passion for the work - which are all critically important.

I found myself at a loss for words when trying to describe my perception of sales and the sales person's place or station relative to the prospect or customer. The best I could do was to describe the sales person's role as one of servitude. Using phrases like, "moving from your world into your customer's world" and "discarding your agenda for their agenda" didn't quite seem to get the point across.

At the close of the session, I simply suggested he say this to every customer or prospect with whom he met, "I'm here for one reason - to meet your needs. To do that I need to know what those needs are. Will you give me a few minutes of your valuable time to share those with me?"

In essence, improving sales skills is a function of how well one strives to understand and then meet someone else's needs. It's subjugating the sales person's needs to the client's. It's being thoughtful about framing a response to those needs and avoiding a "force fit" of off-the-shelf items to the client's situation. It's about becoming a partner; and, for me, it's about demonstrating a quiet confidence that earns the client's trust and then his business.

Frankly, I'd offer this approach or attitude would also serve one well as a manager of people. Managers and/or sales people are charged with motivating their charges to demonstrate specific behaviors. The importance of motivation in each case can't be overlooked.

A sales person or manager who strives to fully understand his customers' or his employees' needs has a leg up on managers and sales people who try to force-fit their standardized solutions to achieve their results. If our leadership and management training programs as well as our sales training curriculum emphasized our efforts to serve the needs of others, we'd all perform better.