Archive for July, 2011

Boy those HR folks know how to party!

I overheard someone making that comment about the latest SHRM convention in Las Vegas.  I immediately had images of HR conventions gone by speed through my brain like a cartoon flip book.  He was so right … we work hard and we play hard.  BUT, sometimes I think we forget that what happens in Vegas doesn’t necessarily stay in Vegas, or in any convention city, for that matter.

There has been a lot of media buzz about our online presence – make sure we have lots of Klout, make a difference, influence others; but we leave a trail behind us if in a moment of indiscretion we post something that we later regret.  Unfortunately, at conventions, we are in the flesh, in living color, and there for all to see – and remember – and tweet – and photograph …. I still remember one convention in which an individual got on stage with the evening entertainment, and at one point danced and lowered her pants enough to reveal a very thin tan line, along with other accoutrements.  Quite a view for over 1,000 people.  Try as I might, I cannot get that vision out of my head.  Now, whenever I see her, well, you know …. Hard to erase that image.

Do I want us to have a good time – ABSOLUTELY!  I want us to unwind, let our hair down, enjoy the freedom of our friends, the event, and revel in being away from the office. We just need to be mindful that people can and do watch, and we want to maintain an unsullied reputation.  You never know who might interview you for your next position ….

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Driving Engagement – Some surprising new research

Some of you may know that I have started my doctoral program in Organizational and Brain-based Leadership.  I’ve had the pleasure of attending a 4-day seminar with the best minds (students and faculty alike) from around the world.  While there, I came across the synopsis of a gem of a dissertation by Dr. Meg Johnson.  The author studied the difference in drivers of engagement between leaders of an organization and the organization’s employees.  I had always thought engagement was engagement.  Well, I was right and I was wrong.  Engagement is engagement, but what drives it varies dramatically between our leaders and our employees.

What exactly is engagement?  We use the term, but it helps to dig down into its meaning.  Engagement is, according to Dr. Johnson, “an individual’s sense of purpose and focused energy, evident to others in the display of personal initiative, adaptability, effort, and persistence directed toward organizational goals.” The study clearly demonstrated that there are key differences between what drives engagement in organizational leadership as opposed to the organization’s employees.  Perhaps that explains the huge disconnect that I have personally noticed of the misconceptions of satisfaction between leaders and employees.  This misunderstanding leads to assumptions about what the other thinks and knows.  And – many times, as I was, we are dead wrong.  If we rely on bad information, then our actions just multiply the issues and frustrations created by misled presumptions.  Make sense?

The study also underscores the concept that engagement is driven from the top.  So, if leaders are disengaged and interventions are build around the assumptions that “one size engagement activities fits all,” then the effort is likely to fail.  If we don’t try to assess and build engagement of our senior leadership, then, according to the researcher, “building higher levels of engagement across the organization will be highly unlikely.”

Lessons learned – pay attention to what your leaders want and need to be engaged.  Make sure you aren’t falling into the trap of assuming that leaders are engaged or that they even know what it is that engages them.  Don’t take for granted that if an intervention worked for employees, the same intervention will work for senior leaders.  Remember, it flows downhill, so if leaders are engaged and satisfied, then employees are likely to benefit tremendously.

To read the study yourself, visit http://gradworks.umi.com/3452769.pdf

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The Benefits of Disruption

Ever had your routine completely discombobulated? Imagine what would happen if all of a sudden someone dumped a 13,500 gallon swimming pool into your place of employment with absolutely no warning.  Imagine it was over a holiday weekend when the building was unoccupied, and the water was allowed to sit for hours.  Well, that isn’t just a “ferinstance.”  It really happened where I work.  Our sprinkler system malfunctioned over the July 4th weekend, and went unchecked long enough for the equivalent of a backyard, in-ground swimming pool poured into the third floor and worked its way down to the first floor.  Total pandemonium … massive destruction … major disruption.

All the preparation in the world can never prepare you for the shock of the real thing. You’ll never know if you’re truly ready until it happens and all those preparations and plans come off the shelves and into real life.  Imagine your office drenched from ceiling to floor with a steady flow of water dripping through the ceiling.  What do you have out that would be ruined?  What would be safe?  Where would you move until repairs were completed?  Would you be able to continue working?  These and more questions we faced as many employees cut short their holiday celebrations to begin to work on the devastation.  Adrenaline kicked into high gear, and people began to show the stuff they were made of and took charge.  Much praise goes out to those who were first responders, particularly since this is the worst disaster ever to strike our organization in its 50 year history.   Even hurricanes had spared this office, even though four of them had our area in their sites in 2004.

As we began the recovery efforts, I began to notice an amazing transformation.  People were talking to each other, helping each other, joking with each other.   Departments have merged with others, taking every spare desk, closet, lobby, or alcove as makeshift office space.  We’re seeing faces we haven’t seen in years.  And we were interacting, sharing, helping, breaking down our self-made silos and building relationships.  Has it been hard – of course it has.  Any time there is major change, we are challenged to our limits to adapt and roll with the changes, particularly changes over which we have no control.  People have the opportunity to step up to the plate and show what they’re really capable of doing, above and beyond their normal job duties.  We’ve developed a new sense of community that we might not have ever experienced otherwise.

Would I recommend a disaster to bring folks together?  Absolutely not!  But, if we look for the positive impact of disruptive change, maybe we might be more prone to shake things up a bit every so often.  It’s nice to be secure, but sometimes we can become too secure and entrenched.  I see the outcome of this upheaval as a positive one for my organization.  Yes it is inconvenient, annoying, and frustrating sometimes as we get accustomed to the swelled population or our remaining buildings.  But the positive results of drawing us together towards a common purpose might never have been realized without this event that rocked us to our core.

 

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