Archive for the ‘Employee-centered Workplace™’ Category

What’s In a Name? More Than You Might Imagine!

Tuesday, August 31st, 2010

What’s in a name? You might be surprised! Most people’s names are an integral part of their identity. After life itself, a name is the first thing parents generally give their children. It may be the result of long and careful thought, or it may be chosen to honor someone they admire or to continue a family tradition. It simply may be that the parents chose a name they liked. The point is that people’s names represent who they are. Names are personal.

There are some situations in which people’s names are changed for them. Alternatively, they may choose to change them on their own. For example, people often take new or additional names as part of religious rites of passage. On a more worldly level, some people may be given nicknames, or they may select their own. Records indicate that decades ago, many immigrants’ names were changed when they were processed into the U.S. at Ellis Island. They accepted the forced new identities because the urge to seek a new life in America was stronger than the need to hold on to the name they were given in their home countries. Changing one’s name when one gets married may be traumatic for some yet a welcome opportunity for others. For instance, those whose names are tied closely to their sense of identity or for whom there is a strong family connection may be reluctant to leave those monikers behind. Yet others cannot wait to shed their names, which may be cumbersome, or reveal something that their “owners” wish to leave behind (e.g., notoriety or fame), or cause implicit assumptions (e.g., ethnic identify).

For these reasons and others, names often are personal. So when others misspell or mispronounce people’s names, it shouldn’t be a surprise that they take such errors personally. If these “mistakes” are intentional, they might be interpreted as a sign of disrespect. If unintentional, they may signal lack of attention to detail, or indifference toward the individual. Because writers’ and speakers’ intentions generally are not known, people often assume the worst and take the error as a sign of disrespect. As a result, the relationship goes downhill from there – or never gets off the ground.

Here are two questions for you: when others spell or say your name erroneously, do you correct the mistake or do you let it go? Whatever your choice, how does it work for you? If you let the error go, you may find that continued exposure to someone who continuously misspells or misstates your name is analogous to a pebble in your shoe: initially a minor annoyance you decide is not worth fixing, its continuous rubbing ends up causing a blister or other injury that affects the way you walk. Now your body is out of alignment. Isn’t it worth taking the time to remove the pebble in the first place?

In the workplace, what happens when you don’t know your employees’ or co-workers’ names? Or worse yet, what if you know them but don’t use them? People have reported feeling invisible or de-valued when others don’t have the courtesy or respect to call them by name and/or to use their names correctly. Think it doesn’t matter? I’ll never forget the words of an information technology director of a large healthcare organization who was seeking another job: “My office has been next to the CIO’s (Chief Information Officer’s) office for three years. He doesn’t even know my name.” Is it any wonder that his colleagues and employees were leaving in droves?

There’s a really simple preventive measure you can take to ensure your employees and colleagues feel respected and valued: learn and use their names correctly. The return on investment (ROI) on the time spent learning names is huge. Think back to the time when your career was just beginning. Was there a person in authority in the organization, perhaps an executive or the business owner, who knew you by name? Or going back even further, was there a time when a teacher or a professor called you by name without having to refer to the class roster? Do you remember your reaction? Perhaps the experience of someone else’s knowing and acknowledging you left you with an added sense of importance and/or a greater sense of visibility.

I encourage you to learn and use others’ names. Watch the change in those around you when you do. Make someone’s day. It’s an easy and effective way to acknowledge and validate people who otherwise might believe they are passing through life unnoticed. And you might just feel better yourself.

© 2010 Pat Lynch. All rights reserved.

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How to Help Your Employees Take Charge of Their Lives

Tuesday, August 31st, 2010

Before this month (August 2010), if any of the executives at JetBlue airline had been asked what keeps them awake at night, I would be willing to bet that none of them would have mentioned having a flight attendant engage in a profanity-laced tirade over the public address system, grab some beer from the galley, and deploy and slide down the emergency exit slide.

Why is it that this very public meltdown of an airline employee resonated with so many U.S. workers? How is it that someone who engaged in highly dangerous and possibly illegal behavior has become an instant folk hero to many? It may be partly because this individual acted out a fantasy that workers share when they feel that they are not in charge of their lives. In effect, they fantasize that they are taking control of their lives.

What’s wrong with this picture? For starters, having control of one’s life should be a reality rather than a fantasy. Yet workers often believe that other people and things are calling the shots. As a result, they are much more likely to “lose it” with customers than they would if they felt they did have some control. The good news is that managers can help workers mitigate the need for such a fantasy by providing tools and techniques that enable them to keep their cool and thereby maintain control over their behaviors. Here are five suggestions:

    1. Educate employees about their opportunities and choices.
    When people feel overwhelmed, they often believe, and then act as if, they are helpless. At those times they feel unable to help themselves, or even to consider the possibility that there are alternatives.

    2. Give people permission to take charge of their lives.
    Some individuals literally need to have someone tell them it’s okay to feel, see, or experience things differently than they have in the past. They can be in charge.

    3. Communicate high expectations of workers’ performance and ability.
    Most people will try to live up (or down) to others’ expectations of them. Challenge employees in ways that enable them to realize their potential.

    4. Give employees the tools they need to respond appropriately. For example:

    A. Train them how to deal effectively with difficult customers.

    B. Back them up and reinforce their choices when they are appropriate.

    C. Identify the behavioral boundaries for themselves and for customers (internal and external).

    D. Help them develop alternative stories about what’s going on so they can control their thoughts, beliefs, and behaviors.

    E. Invest them with the authority to act and to be pro-active in their work (e.g., handle customer complaints without having to go to a manager).

    5. Support employees when customers are wrong.
    The saying, “The customer is always right” is a workplace myth that has caused more damage than we ever will know. It’s not true, and it communicates a highly misleading message to both employees and customers.

For employees to keep their cool in the workplace, they must have a sense of control. This feeling will help them handle negative, annoying, and/or disruptive behaviors in ways that can result in a constructive ending for all concerned. The good news: most of the tools and techniques described above result in huge benefits at little or no financial cost.

What techniques have you have used successfully to help your employees take control of their lives? Let us know!

© 2010 Pat Lynch. All rights reserved.

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How to Encourage Innovation in the Workplace

Saturday, July 31st, 2010

If encouraging innovation is important to your organization, you might want to pay attention to a recent study that examined key variables that influence employees’ decisions about whether or not to engage in behaviors such as voluntarily introducing or applying new ideas, products, processes, and procedures to their jobs or work units.

The study, published in the April 2010 issue of the Academy of Management Journal, found that employees in the study were more likely to engage in innovative behavior when they expected it would benefit their work than when they did not expect such an outcome. Similarly, they avoided engaging in innovative behavior when they feared doing so would cause others to view them negatively.

The researchers identified five factors that influenced employees’ expectations about the outcomes related to engaging in innovation behaviors. The good news is that most of those five factors are controllable by management. To learn what those factors are and to read about seven practical suggestions for encouraging your employees to engage in innovative behavior, I invite you to read my article How to Encourage Employees to Engage in Innovative Behavior. And let me know what you think!

© 2010 Pat Lynch. All rights reserved.

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How to Sustain Behavioral Change in the Workplace

Thursday, July 29th, 2010

Given the dynamic environment in which we live, it should come as no surprise that some behaviors that worked in the past become ineffective over time. As a result, managers not only must persuade employees to adopt new behaviors, they also must ensure that workers sustain the desired changes over time. So what’s a manager to do? When asked to answer this question, I came up with over three dozen effective tools that help individuals sustain behavioral change! Here are five of them:

    1. Identify and focus on what’s in it (i.e., the behavioral change) for ME. The best motivator I know is enlightened self-interest. However, the key to success is focusing on individual interests, not on those of the team or the organization or the family.

    2. Create a very clear and compelling picture of the outcome, and explain how the desired behavior supports it. People who see the connection between behaviors and outcomes are much more willing to embrace the desired change and sustain it over time.

    3. Leaders must identify and demonstrate clearly the desired behavior. It’s not enough to say “Don’t do X.” You must go further and demonstrate (not just verbalize) the desired behavior, Y. People need a “picture” of the behavior you are requesting, something to replace the one that represents the current behavior. Otherwise they will revert quickly to what they know.

    4. Reinforce the desired behaviors. Make sure the infrastructure (e.g., performance management and reward systems) supports the desired behaviors.

    5. Celebrate successes along the way, not just final outcomes. This keeps the focus on the achievement of the desired behavior in the short-term as well as in the long-term.

The good news is that these tools work outside the workplace as well! To learn about three suggestions for how to sustain personal behavioral changes, I invite you to take a look at my article Promises, Promises: Three Ways to Achieve Lasting Behavioral Change in Your Personal Life. And let me know how YOU create and sustain lasting behavioral change!

© 2010 Pat Lynch. All rights reserved.

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Surprising Findings about High Performing Employees

Wednesday, June 30th, 2010

If retaining high performers is important to your organization, you might want to pay attention to a recent study that examined key variables that influence such employees’ decisions about whether to stay with the organization or leave. One result in particular might surprise you – and I don’t mean that in a good way.

The study, written by Dr. A. Nyberg and published in the May 2010 issue of the Journal of Applied Psychology, examined how employees’ decisions about whether to voluntarily leave the organization were influenced by performance, pay growth, pay for performance, promotions, labor market conditions, and job satisfaction. In particular, he compared and contrasted decisions of higher performers in the workplace and lower performers.

Among other findings, the data indicate that higher performers were found to leave their organization voluntarily even when the relevant unemployment rate was relatively high. In other words, internal factors such as pay growth over time are more salient to high performers than external labor market conditions. The good news for employers is that these internal factors are somewhat controllable.

For information about the study’s other findings and to learn what you can do to retain high performers, I invite you to read my article What You Don’t Know about Retaining High Performers Can Hurt You. And let me know what you think!

© 2010 Pat Lynch. All rights reserved.

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Decision-making Secrets: It’s the Process that Counts

Sunday, June 27th, 2010

Do you wonder why people question some decisions but not others? Were you ever surprised to learn that others were not enamored of a decision that you made? In my experience, there are two primary reasons why decision-making goes wrong; both have to do with the process rather than the outcome. That is, either the process is misunderstood, or it is perceived as unfair. Fortunately, there are easy preventive measures you can take to avoid both these scenarios.

Decision-making secret #1: Tell others up front HOW the decision will be made

Time and again, I have seen managers run into trouble over decisions they make, not because of the decisions themselves, but because of misaligned expectations about HOW the decisions would be made. Here’s a common scenario: a manager asks employees for feedback about a workplace decision. Employees provide the information, only to learn later that the manager’s decision was contrary to their advice. They are unhappy, feeling the manager has wasted their time and disrespected their expertise, while the manager is bewildered by their reaction.

This is a classic case of not clarifying and aligning expectations up front. No doubt the employees assumed that the manager would take their advice, while the manager’s plan was to listen, then make the decision she believed to be best.

The secret in this case is to state clearly in advance how the decision will be made. Here are some examples of what I mean:

• Manager makes the decision on her own without soliciting employees’ input.
• Manager solicits employees’ input, considers the feedback, and makes the decision based on what she believes will result in the best outcome.
• Manager solicits employees’ input; the decision is based on consensus.
• Manager has employees make the decision.

None of these examples is right or wrong per se; in fact, one person may use all of these alternatives at different points in time. The best choice depends on factors such as the situation at hand and the impact the decision will have. For example, in times of emergency, the manager is not likely to ask for employee input. The point is that the employees’ expectations about how the decision will be made must match those of the manager.

Decision-making secret #2: Ensure the decision-making process is fair

One of the best kept secrets in the workplace is the power of procedural fairness, a topic on which I have written extensively. Briefly, research and experience tell us that even when people do not like or agree with a decision, they will accept it IF they believe the rules by which the decision was made were fair. What this means is that the decision-making process must have these characteristics:

• Be free of bias
• Be transparent
• Allow for meaningful input from stakeholders
• Identify clear decision criteria (with objective standards if possible)
• Be communicated in advance to everyone involved
• Follow the stated criteria
• Justify clearly any exceptions to the rules

The bad news is that managers often make decisions that are unpopular because of situations over which they have little or no control (e.g., no pay increases due to poor economic conditions). The good news is that leaders always have control over the processes by which they make those decisions. The best news is that when employees perceive the process as fair, they will accept the decisions.

Now that you know the “secrets” of effective decision-making, give them a try! And let us know how they work for you.

© 2010 Pat Lynch. All rights reserved.

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Supervisors: First Responders of the Workplace

Sunday, May 23rd, 2010

In my interview with one of the psychologist experts in my series about how to set and implement priorities, Dr. Michael Seskin and I agreed that in general, most people in the U.S. are ill prepared to handle emotions, and employees who become emotional, in the workplace. This shortcoming has been highlighted by the recent economic downturn, which has thrown a monkey wrench into millions of lives and resulted in chaotic emotional situations that cannot be confined to non-working hours.

Perhaps the silver lining to this cloud is that the need to treat employees as human beings with feelings and emotions that must be addressed now is on the table. Organizations are going to have to start dealing with the fact that people need to be able to go to someone in the workplace with their concerns, anxieties, and fears. Because first-line supervisors interact and work with employees constantly, they are the most logical people to whom workers turn when they (employees) are distressed or have difficulties. In this sense, Dr. Seskin says, the supervisors are like first responders. Unlike fire fighters or police officers or emergency personnel, who receive extensive training before they go out on the job, however, supervisors often find themselves ill-equipped to handle workplace challenges and difficulties. Their organizations simply fail to provide them with the tools necessary for them to be effective, especially when they must manage employees who are in distress. In that sense, organizations are failing both employees and supervisors.

So what should management do to ensure that their workplace first responders are ready to rise to the challenge at a moment’s notice? Here are four suggestions to get started:

1. Create an environment that encourages openness to dialogue and discussion.

Employees need to be able to express their concerns in appropriate ways, and to be referred to resources where they can receive assistance. People who are preoccupied with fears and anxieties cannot possibly be productive workers, so it is in employers’ best interest to help them address the issues that are diverting their attention. Make sure your supervisors know how to create an environment in which employees feel it is safe to ask for help.

2. Ensure that supervisors have the tools they need to be successful.

It doesn’t make sense to dispatch emergency first responders who are untrained or who lack the necessary equipment, yet many organizations take an equivalent action when they fail to properly equip their supervisors. My experience is that training for supervisors often ignores or minimizes the human aspects of the workplace. Though supervisors are not counselors or therapists, they should learn how to address a variety of emotional states appropriately and effectively. When faced with a situation that goes beyond their expertise, they need to know what resources they can bring to bear to help the individual – e.g., referral to an employee assistance program (EAP).

3. Provide specific training in active listening.

Supervisors’ abilities to listen effectively to people’s concerns and struggles and to respond appropriately are critical to organizational success. Developing the capacity to listen creates an environment in which we acknowledge one another as human beings rather than as “resources” through which goods and services are provided. In order to evaluate a situation accurately, first responders must be able to process, assess, and address what they hear.

4. Establish on-going support systems for supervisors.

I do not know of any individual who automatically became an expert in how to manage people when he/she was promoted to a supervisory position. Nor do most people retain skills without using them. Management should institutionalize developmental opportunities for supervisors that go beyond training – e.g., create a mentoring program, provide one-on-one coaching, or develop networks across the organization. These programs help supervisors at all levels, not just those who are new to management.

Employees are key to organizational success. Supervisors interact most closely with workers and are best positioned to intervene quickly when things go awry. What are you doing to support your workplace first responders?

© 2010 Pat Lynch. All rights reserved.

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10 Things Every Employer Should Know about Compensation Systems

Saturday, May 8th, 2010

I was with some small business owners recently who were trying to establish formal, equitable compensation systems for their companies. As a result of our conversations, I came up with some suggestions that every employer, regardless of the size of his/her organization, should consider.

1. Align pay with organizational goals.

Make sure that the things you are rewarding support the organization’s mission and goals. For example, if you want employees to act as a team but you pay them based on their individual performance, guess what you’ll get?

2. Make sure you communicate the message you want your compensation system to send.

Every compensation system sends a message to employees. Make a conscious decision about what message you want to send, and ensure all elements of the system are aligned with it.

3. Think broadly.

Define “compensation” as including more than just pay and benefits. I encourage my clients to include everything that rewards or recognizes employees for their performance.

4. Leverage the power of recognition.

In my experience, recognition unfortunately is a “best kept secret.” Find out what non-monetary forms of recognition are meaningful to your employees (e.g., autonomy, challenging work, the ability to learn new skills) and incorporate them liberally into your total rewards system.

5. Connect rewards with performance that employees can control or influence.

Few things are more de-motivating to employees than being offered rewards for achieving outcomes over which they have little or no control. You are better off not offering any reward at all.

6. Watch the timing and form of rewards and recognition.

Desired performance should be rewarded as quickly as possible so employees see the cause-and-effect relationship, and are more likely to repeat the behavior. Annual bonuses, such as profit sharing plans, are notoriously ineffective in helping employees make this connection (except possibly at a senior level).

7. Establishing a clear line-of-sight is priceless.

You have established a clear line-of-sight when every employee is able to articulate clearly the contribution he/she makes in achieving your organization’s mission or goals. When this happens, you will have a workplace in which people are engaged, motivated, committed, creative, and have high morale. Money cannot buy this type of environment.

8. Ensure the compensation system is procedurally fair.

Managers often cannot control the outcomes of the compensation system – i.e., the amount of pay they can provide. However, there is one key factor over which they always have control, namely the process by compensation is determined. When employees perceive that the process by which they are paid is fair – i.e., it is transparent, free of bias, and allows for their input – they will accept the outcomes even when they are not entirely happy with them.

9. Formalize the system, then don’t mess with it.

Once you have established your pay structure(s) formally and identified clearly how and when pay and other forms of rewards will be changed, do not change it arbitrarily. Your compensation system is a reflection of management’s strategy and its philosophy about how it values its employees, both of which should be relatively stable.

10. Implement an excellent and measurable communication plan.

No compensation system can succeed without a clear, concise, and comprehensive communication plan. Two measures of such a plan: (1) every supervisor and manager is able to explain it accurately and clearly to their staff, and (2) individuals can articulate how and on what bases they are rewarded and recognized.

© 2010 Pat Lynch. All rights reserved.

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Unintentional Mismanagement

Tuesday, April 6th, 2010

The economic downturn in the U.S. has turned up the heat on organizational leaders to wring as much productivity as possible out of their employees and equipment. As resources dwindle, organizational survival often is at stake. Unfortunately, even well-meaning leaders end up engaging in practices that I describe as “unintentional mismanagement” – i.e., those that are not in employees’ short- or long-term interests. Here are four examples of unintentional mismanagement of people and resources:

    1. Insisting that employees who survive furloughs and layoffs do “more with less”

    I’ve written quite a bit about the fatal flaw of this concept – i.e., it’s not sustainable in the long-run. While most organizations have inefficiencies that can be addressed by cutting back or down, after a certain point they reach the physical and mental limits of people and equipment. The fact is that, as counter-intuitive as it may seem, doing LESS with less actually is more productive – not to mention that it’s better for employees’ well-being.

    2. Burning out employees and volunteers in the name of the “cause”

    Time and time again, I have seen non-profit organizations experience high turnover of both staff and volunteers because their leaders are working them into the ground. Even when the “cause” is a noble one – e.g., eradicating disease, providing safe environments for children, providing disaster relief – how well is it really being served when people and resources regularly are stretched well beyond the breaking point?

    3. Substituting cost-cutting for achievement of the organization’s mission as the #1 priority

    Particularly in times of financial crisis, people turn first to cost-cutting measures as a way of surviving. The problem arises when leaders lose sight of the organization’s mission, and the cutbacks don’t support it. For example, if a school board justifies its decision to cut four instructional days from the school year by saying it needs to save teachers’ jobs, one might question whether the mission of the school system is to provide students with a quality education or to provide jobs for teachers.

    4. Focusing on the short-term to the exclusion of the long-term.

    Sometimes we have to accept a short-term “hit” to achieve a long-term result that supports the organization’s mission. One example that comes to mind is leaders who must make financial decisions for the long-term good of the company and its stakeholders, yet are evaluated on the basis of the current quarter’s results.

What are some solutions to unintentional mismanagement? Here are three suggestions to get you started:

    1. Be clear about the mission and goals of the organization, and focus relentlessly on them. Especially in challenging times, they should be the criteria against which decisions are made.

    2. Balance long-term and short-term outcomes keeping #1 above in mind.

    3. Focus on creating employee-centered workplaces™ – i.e., environments in which every person, program, system, and policy is focused on helping employees become fully successful in achieving the organization’s mission and goals.

I invite you to share your plausible solutions for examples of unintentional mismanagement.

© 2010 Pat Lynch. All rights reserved.

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Coming to Your Workplace Soon: The New World of Labor-Management Relations

Monday, April 5th, 2010

Last week, President Obama used his authority to make recess appointments when he appointed two new members to the National Labor Relations Board (NLRB). By virtue of this action, the NLRB now has a pro-union majority. One of the two new appointees is on record as advocating changes as radical as removing employers as one of the parties in the labor-management relationship.

What can we expect? Nothing short of a transformation in workplaces across the U.S. Here are just two of the actions the Board is likely to order:

    • Replacement of current secret ballot elections for union representation with a “card check” process. This action would make passage of the Employee Free Choice Act (EFCA) by Congress a moot point with respect to this issue.

    • A narrower definition of the term “supervisor” that would enable more employees to be covered by current labor laws. Thus passage of the currently proposed RESPECT Act would become a moot point for this issue.

If you are wondering how three people single-handedly can have a transformative impact on the employee-employer relationship, I invite you to get up to speed by reading two articles I wrote last fall. (Although there are five positions on the Board, the three Democrats have long records of taking pro-union positions. Similarly, Republicans appointed to the Board traditionally have records of taking pro-management positions. Note that “pro-union” is not necessarily the same as “pro-employee.”)

What You Don’t Know about the NLRB Can Hurt You lists seven facts about the Board that employers and employees need to know. For those who don’t think they need to pay attention to what’s happening, the first two facts might change your mind:

    The NRLB consists of five people whose decisions have the effect of federal law. These decisions change how existing labor laws are interpreted and administered. They do NOT need Congressional approval to become the law of the land.

    Board decisions affect ALL covered employees, not just those who belong to unions. With some exceptions (e.g., government workers, railway and airline workers), Board rulings affect the rights of non-unionized employees and employers.

The second article, Seven Tips to Prepare for the New NLRB, lists six legal and ethical contingent actions you can take to reduce the likelihood that anticipated NLRB rulings will have a negative impact on the employer-employee relationship in your organization.

In short order, employers and employees will have to learn how to interact with each other in what promises to be a new world of labor-management relations. Do you have the facts you need? For more information on this topic, contact us.

© 2010 Pat Lynch. All rights reserved.

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