Tag Archives: Core Values

Let’s Happen To Things

WP_20150414_029It had long since come to my attention that people of accomplishment rarely sat back and let things happen to them. They went out and happened to things.” ~~Leonardo daVinci~~

2015 has been a tough year for a lot of people. Already. And, it’s not yet half over. Between the crazy weather, the crazy economy, the tragedies, the illnesses… it’s hard for me to sit here and tell you that everything happens for a reason.

Personally, I have to hold on to the notion that there’s a greater plan, and that I can’t possibly begin to understand that plan, but that’s not the practical advice that “you can use today” that I’ve become known for. So it’s time that I happen to things.

What if, instead, we look for ways to make something good happen from every situation? Yep. It’s time for us all to happen to things.

I had a job search client tell me that his recent unemployment has given him the time he has not made in a while to take care of himself and get a few things off of his to-do list. He’s been to the doctor, fixed a few things, did some preventative maintenance… and in light of the recent weather, some of this may have saved his house…

I had a friend tell me that her (more long-term) unemployment has given her the opportunity to volunteer. As she tries to stay busy and be useful (as well as keep the gaps off of her resume) she has been working hard in her town to increase the amount of food in the local food pantry and raise awareness about the hunger issues very close to home.

Leveraging social media, total strangers are reaching across the globe to help others in need. From encouragement and financial aid, to fundraising for little-known but highly valuable causes… the world is getting smaller in these times…

People are happening to things.

So, what does this have to do with talent management? Truth be told, nothing. At least not on the surface. But… just imagine for a second if every leader, every manager, every recruiter actually went out and happened to things. In a good way. In a positive way.

A little corny? Maybe. But what a difference a little “pay it forward” can make. Or, a kind word despite a mistake. Or, a voice of encouragement instead of criticism.

I challenge us all to find a way to make something good happen every day, in every situation, no matter how difficult.

Let’s all happen to things.

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.

I am a Culture Addict. Even at the Grocery Store.

11-19-2014 9-43-28 AMHow often do you smile upon the thought of going to the grocery store? How often do you feel better leaving the store than you did going in? Until recently, I could have counted on one hand the number of times I had experienced this.

Enter Sprouts.

I happened to be dropping my son off for a program across town so decided to check out Sprouts, which was very nearby. I had never been in. I guess it was my lucky day.

I am not a secret shopper.

I am not getting paid to promote their stores.

I am a self-diagnosed Culture addict, and I’m inspired to share this with every CEO, Founder, Senior Executive, HR Leader and Manager I can. (Sharing is caring, after all.)

Happy Employees = Happy Customers

I’m a skeptic. Actually, I like to say that I’m sufficiently jaded. I’ve seen too many mission, vision and values statements that hang on walls in hallways and conference rooms that have no effect on actual policies and behaviors.

So, when I first saw the Core Values statement at Sprouts, I pretty much ignored it. I went about shopping, checking expiration dates on packages, scrutinizing the selection, and squeezing the produce. (Yes, I’m picky.)

There was someone already being helped at the deli counter. As I waited, not once, but twice, the deli associate made eye contact with me and smiled. Huh. I wasn’t being ignored. I liked that. It felt good.

I didn’t see what I was looking for in the produce area. A very friendly team-member not only helped me (within seconds of my looking confused) but also gave me a tip on how to re-invigorate a root vegetable if it seemed wilted after sitting in my fridge too long. Huh. Good to know. Thanks.

Upon check-out the cashier was so nice to me, asking if I had found everything I was looking for, and all that. Expected, I guess. But still, she seemed so genuine. When I told her that it was my first time in the store, she truly seemed delighted. I got a big welcome, and she went out of her way to offer tips for future trips. I felt like I was getting insider information about deals and coupons. Huh. Nice.

Maybe there is something to that core values statement.

I decided to test it out.

Although I had to drive past three other grocery stores to get there, I went back to Sprouts on my next trip.

They didn’t have what I was hoping to find at the meat counter. The butcher told me exactly when he was going to place his next order, and when it would be delivered to the store. He suggested I call him directly the morning of said delivery. He told me he would prepare and he’ll hold my order, so I wouldn’t have to wait in line when I came to pick it up. Huh. Well, that made me feel special. Important, even. Exceptional customer service in a grocery store? Cool.

Even on my latest trip in I had two different managers, the cashier and another team member absolutely go above and beyond. And, not just for me. I watched. They just DO that. Huh. (Hat Tip to Dennis and Israel in Frisco, TX if you happen to read this!)

True. Their product selection is great, but that’s not the reason I keep going back.

So I stopped to take a closer look at those core values hanging on the wall.

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And, I stayed to talk with Dennis about hiring and training. They actually LIVE those values. They actually talk about them regularly. They actually USE them.

I decided to dig around on the website. I found great statements on their career page. I found the code of conduct and ethics, right there for every candidate to see. Before they apply. Before they interview. It’s a good career page. They walk the talk. And, it shows.

So, if you think you can’t influence your rate of happy customers, think again. If you think you have to be Zappos or Google to have happy employees, think again.

Your culture exists whether you pay attention to it or not. So, why not be intentional about it? It will be worth the effort. Just ask Sprouts.