Tag Archives: Company Culture

3 Leadership Strategies for Positive Communication

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Open and positive communication is a necessary component of success in business. Of all the successful CEOs with whom I have worked, not one has said that their success was the result of operating in vacuum. Each has credited the teams they have built, developed, and led by nurturing professional relationships and fostering two-way communication.

Here are 3 basic strategies, which, when put into daily practice, will change the culture in any organization to one of positive communication.

Ask Questions and Listen To the Answers  

Even when only assumptive, too often managers tell their staff what happened, what caused it to happen, how they should feel about it, what they should learn from it, and what they should do about it. This shuts down communication. It is much more powerful when we ask what happened, what the employee thinks caused it, how they feel about it, what they learned from it, and how they think they might fix it. Asking “what”, “why” and “how” questions instead of assuming you already know the answer fosters open communication and development.  Managers who already know it all don’t grow, and neither do their employees. Learn to ask questions and to really listen to the answers. And, keep in mind that HOW we listen can either encourage or discourage further communication and interaction.

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Ask; Don’t Tell

Employees often tell me that they wish their managers would give them autonomy to do their jobs their own way. Unless you’re running an assembly line, presumably, it’s the outcome, not the process, which really matters. People create productivity in different ways and have developed their own work habits that really work for them. Trusting your employees to get the job done, and to come to you when they need to, goes a long way in establishing open communication. Employees should not be afraid to try something new or even to make a mistake, as long as they are achieving the desired outcome. There’s a big difference between “Finish this project.” and “What is your plan for getting this project completed?” Allowing for creativity in the process and providing support and guidance when asked is a sign of a communicative and collaborative leader.

Follow Through

Too many managers don’t say what they mean, mean what they say, or follow through consistently, leaving their employees (and likely their customers) feeling discouraged. Set and communicate reasonable expectations, decide what you will do, and then do it. (Point of Information: Decide what YOU will do, not what you will make your staff do.) This is a natural part of setting your team up for success.  Following through means taking action and keeping your word. It is a perfect way to avoid power struggles and other barriers to positive communication. An example might be letting your team know that you will begin your training session at exactly 10:00, instead of asking them to be on time. By the way, in this example, you really need to start your session at 10:00, even if only two of ten people have arrived. That’s the “follow-through” part.

These highly effective leadership tools will help you create and retain a successful organization based on trust, cooperation and collaboration.

 

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Truth in Recruiting

9269948_sWhat exactly is truth in recruiting? It’s a phrase I have heard no less than 6 times in the last two weeks. And, I’ve heard it from both recruiters and candidates.

Recruiters want candidates to be honest with them about their skills and backgrounds. Frankly, I think this is obvious, and doesn’t need a blog post.

Candidates want recruiters to be honest with them about why they’re not getting jobs. Also fairly obvious…

I’m not here to argue whether or not it’s OK for a recruiter to tell a job seeker why they aren’t a fit. That’s up to the recruiter. It’s a personal (or professional) choice. I understand completely that candidates want to be the right fit, and when they’re not, they want to know why. If there is something they can fix, change, or learn, often I choose to tell them, and give them that opportunity. But that’s me.

The fact is that recruiters work for companies, not job seekers. Companies pay us. They pay us to keep their reputations intact as we search to find them that purple squirrel or flying unicorn. So, if you’re a purple unicorn… sorry… you’re not a fit unless you can fly. I just might not be “allowed” to tell you that.

But I think truth in recruiting is more than that. Candidates want recruiters to tell them the truth about the companies and the jobs in the first place. The real truth, not some sales pitch being used to pique their interest.

Candidates have a right to know details about the actual corporate culture, not just the aspirational one. They have a right to understand the real responsibilities of the role, not just the ones in the well-crafted job ad.

Perhaps the flying purple unicorn lives on both sides of the fence. Recruiters want companies to tell us the truth, too. Without it we add substantially less value. We want to find you your perfect candidate. And, we want to find you one who will be just as happy that they’re working for you as you are.

So, what exactly is truth in recruiting? Perhaps it’s as simple as transparency. Insight. Honesty. Access to hiring managers and their teams.

Real stories by real people doing real jobs for real companies.

Every job may not be the right fit for every person… but there is a person who is the right fit for every job.

So I ask you – all of you – on both sides of the fence – Help us help you find your fit. That’s why we’re here.

Hiring for Trust: 9 Interview Questions

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Establishing mutual trust with your existing employees is a great goal, and the key to creating whatever other culture you hope to achieve in your organization. Since coming back from HRevolution and my bold HR session, I’ve been spending a lot of time thinking about this. You can read about that HERE and HERE.

If you and your employees are all willing to do the work, a culture of trust can be a reality. But how do you make sure that new people you hire will buy in to that culture?

Definition of Trust

First, I think we need to define trust. Merriam-Webster’s online dictionary defines trust as, “the belief that someone or something is reliable, good, honest, effective, etc.” (yes… etc. is in there. See for yourself.)

When I Google it, trust is defined as the “firm belief in the reliability, truth, ability, or strength of someone or something” with synonyms of confidence, belief, faith, certainty, assurance, conviction, and credence.

Determining Trustworthiness

With this in mind, I have thought long and hard about how to determine “trust” during an interview. A Topgrading interview might get you there – let’s face it, you really KNOW somebody after that process, but that’s not always feasible, especially for higher volume or entry-level recruiting.

Is there some secret sauce to the trust interview? I don’t think so. In my opinion, the best interviews are two-sided conversations, and it’s amazing what people will tell you if you let them…

So here are 9 interview questions that can help get the trust dialogue going.

  1. Tell me about a work incident when you were totally honest, despite a potential risk or downside for the honesty.
  2. Describe a work circumstance when the pressures to compromise your integrity were strong. How did you respond to that?
  3. If there were something you could change about the way your current /most recent employer does business, what would it be and how would you change it?
  4. Under what circumstances have you found it justifiable to break a professional confidence?
  5. When you have experienced unethical behavior at work, have you confronted it, or chosen not to say anything in order not to get involved? Why? Would you do something differently next time?
  6. What are a couple of the most unpopular stands you have ever taken in your career so far?
  7. What are examples of times you went above and beyond the call of duty to help either a customer or co-worker?
  8. What would you if you were given credit for something a co-worker actually did?
  9. Tell me about a time in which you were expected to work with someone you did not like. What would the people who didn’t like you say about you?

Trust Your Instincts

You might not necessarily ask all of these, as in the course of the conversation you may learn all you need.

Trust is something that needs to be earned; it doesn’t happen overnight. But by identifying at least some trustworthy behaviors and attitudes, you can rest assured that you’re on the right track.

How About a Trust Culture Instead?

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This past weekend I was thrilled to participate in my first HR Evolution. I enjoyed all of the conversations I had, both inside and outside of the actual event. There were some brilliant minds in attendance; people most professionals in my field would consider to be real thought leaders and true influencers in HR and Talent. I felt honored to be among them.

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One session, facilitated by Broc Edwards, was called Bold HR. I’m not sure I realized then the impact it would have.

After defining together what bold looked like for those of us gathered, Broc asked us to get into small groups, think about the most Bold HR Person we knew, and discuss what made them bold.

I have had the privilege of working with some amazing people in my career. Two really stand out for me as being bold as we defined it. Interestingly, the characteristics that I believe cause me to attribute bold HR to each of them are the same.

 

They took time for training. And then they trusted their teams to do their jobs.

I have touched on this in many posts previously, always as part of how to engage employees at work. It’s a big part of Positive Leadership. But I can’t stop thinking about these two things specifically since returning to work after HR Evolution.

If we, as managers (leaders), take on the responsibility of ensuring that our employees (or our clients) have all the tools they need to be successful… If we train them, mentor them, guide them, support them… and then empower them, trust them, let them do their jobs… what could that look like for us and our companies?

The receptionist who is empowered to do more than pass along calls and messages, who really understands how important their role is, could bring in all sorts of new business, even though “sales” is not in their job description.

The customer service rep who is trusted to do the right thing for the customer, even (especially) if it’s a little outside the norm, can increase loyalty, repeat business and the bottom line.

The IT tech who is allowed to innovate and make changes to how things have always been done can improve workforce productivity, process efficiency and maybe even cut significant cost.

But this can’t happen if people don’t speak up; if they’re afraid to make a mistake for fear it could cost them their job.

This won’t happen without mutual trust.

There’s a lot of talk around creating Innovation Cultures, of Performance Cultures, even of Recruiting Cultures. Maybe it’s all a matter of trust. (Sorry for the earwig.)

What do you think?

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