Archive for the ‘Optimizing Business Results’ 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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Once Again, It’s Not about the Money

Monday, August 23rd, 2010

How would you like to increase the likelihood that your employees will be satisfied with their compensation and their jobs, and to decrease the chance that they will leave the organization? New research suggests that achieving these outcomes can be as simple and as low- or no-cost as treating job candidates well during the job offer negotiation process.

Researchers examined job candidates’ perceptions of two types of value: subjective and economic. Subjective value included candidates’ feelings about the outcome of the negotiation, themselves, the negotiation process, and the relationship among the negotiators. Economic value was defined as the total compensation package plus the value of any additional concessions made by the employer. The researchers found that the subjective value was more important in determining the three outcomes listed above than the economic outcomes gained during the negotiation. In fact, the economic value achieved was not significantly associated with these outcomes at all.

To learn more about this study and to read five suggestions about how to conduct job offer negotiations that lead to the long-lasting positive employee attitudes, I invite you to read my article Job Offer Negotiations: Setting the Stage for Long-term Job Attitudes. And let me know what you think!

© 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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What Training for a Marathon Can Teach Us about Business

Friday, June 25th, 2010

As I announced on this blog last month, I am training with Team in Training to walk the Nike Women’s marathon to raise money for the Leukemia & Lymphoma Society. This will be my eighth marathon with Team in Training, so I’ve had a lot of time to think about the parallels between training for a marathon and optimizing business results. In fact, while I was training for my last marathon in 2008, I wrote an article that listed 11 business lessons. Since that time, I’ve come up with two more lessons that have a huge impact on organizational success:

1. The importance of having a compelling value proposition

Team in Training’s motto, or value proposition, is “Saving lives, one mile at a time.” Wow! From a fundraising perspective, this statement provides a compelling reason for people to donate, whether or not they have had personal experience with a blood-related cancer (e.g., leukemia, lymphoma, myeloma, Hodgkins’ lymphoma). Who wouldn’t want to support such a noble cause? From a participant’s perspective, this statement provides the inspiration to join the cause and the motivation to continue as the training miles increase, and it is the reason you dig deep down to find the internal strength you didn’t know you had to grind out 26.2 miles and cross the finish line. What actions does your organization’s value proposition inspire?

2. The impact of sharing results

Whether people are considering donating to the Leukemia & Lymphoma Society or signing up to train for a marathon, they want some assurance that their participation will make a difference. There are two ways that I help others understand the impact of their support. First, I share some compelling data. For example, thanks in large part to the Society’s research efforts, the survival rate of the most common form of childhood leukemia has skyrocketed from about 6% in the 1960s to over 90% today. Second, I put faces to these statistics by telling the stories of some of the people I have been honored to meet during my 16 seasons with Team in Training. Those stories relate how we celebrate the successes of those in remission, encourage and support those who are going through treatment, and renew our resolve to conquer the scourge of cancer to honor those who have lost their battles. What stories does your organization tell to demonstrate the value it provides?

If you would like to support my efforts to “Save lives, one mile at a time,” you may make a tax-free donation on my Team in Training web site. And watch for my progress throughout the season!

© 2010 Pat Lynch. All rights reserved.

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Critical Success Factors for Effective Surveys

Monday, May 31st, 2010

In order to achieve accurate and actionable results from surveys, certain critical success factors must be present. Absent these factors, the endeavor will fail miserably at one or more levels. For example, the results will be unusable or inaccurate, management will lose credibility, resources will be squandered, and/or the organization will be worse off than it was before the survey.

In my upcoming booklet on developing and implementing effective surveys, I identify eight critical success factors for an effective survey process. Here are three of them:

1. Answers the “What’s in it for me?” question

The biggest motivator for adults that I know of is enlightened self-interest, also known as “what’s in it for me?” The word ME is key: prospective participants must see the benefit that accrues to them personally, not to their team or their organization or their family members. With a plethora of competing demands on people’s time, you have to let them know why it’s in their interest to respond to your survey.

2. Management’s promise to act on the results

One of the biggest credibility wreckers I know is asking people to take the time to respond to a survey, then doing nothing with the results. Conducting a survey creates expectations that something will happen. While responding doesn’t necessarily mean agreeing to make all suggested changes, taking action is NOT optional. Two of the questions management must ask and answer truthfully are, “What are we willing to do with the responses?” and “What will we be able to do with the responses?” If the answer to either question is “Nothing,” do everyone a favor and stop right there. Personally, I will not undertake a survey in an organization whose leaders refuse to promise to take action on the survey’s results.

3. Quality of the questions

The quality and reliability of the survey items are critical to your ability to elicit accurate and actionable information from the respondents. The biggest mistakes I see people making with surveys are related to the questions they ask, which is why I spend so much time addressing this issue in my upcoming booklet. Quite simply, if your questions are not phrased in ways that enable participants to provide useful answers to the issues you are trying to address, you are wasting everyone’s time as well as squandering the organization’s resources and credibility.

For a preview of what will be in the booklet, I invite you to read my article Little Known Secrets of Effective Employee and Customer Surveys.

What questions do you have about how to make surveys more effective? Let me know!

© 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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