Last night after the Super Bowl I watched the first episode of the new CBS series, “Undercover Boss.” This reality series shows the experience of CEOs who go undercover and accompany a front line employee on a typical work day. The CEO of Waste Management, Inc., a company with 45,000 employees nationwide, was crestfallen to learn some of the policies he himself had demanded created huge motivational issues. Eyes opened by what he learned, the CEO has instituted company-wide changes.

The preview for next week shows a manager manipulating his female employees into performing some demeaning acts. It will be interesting to see how this one plays out.

What do you suppose the mid-managers and supervisors think when they find out what their boss is up to? In my experience I’ve never known anyone who sits between the boss and the front line who would welcome that visit.

Most companies I’ve worked with as a consultant are too small for the CEO to go undercover. However, many are eager to learn what’s going on that can’t be learned from middle-management. Instead of undercover they use surveys, employee action committees, walking around, asking questions, listening, observing, conducting exit interviews, and so on.

What’s been your experience with bosses? As a boss, how do you stay tuned in?

Posted by Bernice Johnston at 4:55 pm

Monday, February 1, 2010

The Three Ghosts

Maybe I watched too many versions of The Christmas Carole over the holidays, but I wonder what would happen if those three ghosts were to visit a few company CEOs and help them see things differently.  Imagine for a second if your company started doing things completely the opposite of the way they have in the past?  Would that be a good thing or a bad thing?

I think the simple moral of the story is that it is never too late to change.  No matter what bad behaviors we have exhibited in the past, no matter how we have managed processes or people we could do things better from here on out.  For some of us we could be motivated to make these changes just by reading an encouraging blog.  For others, 3 spirits with their own agendas might be necessary to see the light.  And sadly, some will never change under any haunting circumstance.

So for those of you that have someone you wish could change or maybe it is your company that needs to change how could you influence them to perform differently from now on?  If they were to start tomorrow morning with a new attitude, what should be different?

I personally like the Christmas Carole theme for a strategic planning meeting.  The “Ghost of Company Past” begins by discussing the company past tense and what was so meaningful and worked so well.  What did you forget and stop doing?  What would work today that worked in the past?

Then the “Ghost of Company Present” takes a hard look at the company today, and what is happening that you don’t know about.  What startles you about the status quo?  What is lining up as a perfect storm that could threaten your very existence?

Lastly, take a look forward with the “Ghost of Company Future”.  Not the company you want to exist, but the one you are lined up to achieve because of your existing practices.  Is it even close to the reality you want?

Whether the three ghosts visit you or someone else, the experience is only valuable if you wake up refreshed and willing to change.  My wish for you this year is for not only the open mind to see your reality but for the strength of character that may be needed for you to change your ways in a 180 degree about face.

Jim Hopkins – JK Hopkins Consulting

Posted by Jim Hopkins at 11:38 am

Monday, January 25, 2010

New Year's Resolutions - they're not just for losing weight

It’s January, the month we’re all supposed to make resolutions for what we are going to do more of, less of, or be better at in the upcoming year. And that means it’s a full month before I look back and find that I have failed miserably on most counts.

Many of us make New Year’s resolutions about fitness, nutrition, or becoming a more patient parent. We make resolutions to spend more time with our kids, perhaps finally start work on some long-delayed home improvement project, or perhaps finally committing to read more books and watch less TV.

If you’re like most of us, you spend about half your waking hours (or more) between Monday and Friday at work. But how many of us take the time to think about resolutions to improve our “workplace selves”? So this year, before January slips past you, consider making some resolutions about how you show up at work and interact with the people with whom you spend so much of your time each week.

First rule about resolutions: Don’t make them so hard to adhere to that you give up after only a week or two  My 15-year old daughter, after having spent way too much money last year and saving very little, was intent on saving her money this year and resolved to not spend more than $30 a month. That’s a goal I know she cannot possibly stick with over time. So I counseled her to suggest saving HALF her chore money instead. Not nearly as lofty a goal, but one she is far more likely to be able to stick with over time. Similarly, don’t promise to “leave work by 5pm every day” if you have never come close to that target in the past.

I encourage you to think about making some work-related New Year’s Resolutions for yourself this year. What sorts of things can you adjust on the work front to make you more effective at work, experience more job satisfaction or perhaps simply more pleasure interacting with your work colleagues?

Here are just a few ideas to consider:

• Don’t try to resolve heated, emotionally charged problems over email. Resolve instead to pick up the phone or walk down the hall and talk these things out.
• Once a day, make a point to show appreciation for something another co-worker has done. It could be something they did that helped you, or perhaps something that helped out someone else on the team.
• Resolve not to immediately react with criticism or blame until you are certain you have all the facts as to what happened. It is entirely possible things are far more grey than they appear.
• Pledge to focus on solving problems or preventing them from happening again in the future rather than assigning blame.
• Commit to saying “I’m sorry” when you know blew it. And mean it. Saying sorry does not make you weak. It makes you human.
• Commit to certain blocks of time where you will NOT check your email. If you have a big project that is due tomorrow, consider blocking off time that no one is allowed to intrude upon – no phone calls, and no checking emails.
• On weekends, pledge that you will make at least one of those two days a Work “no fly zone” period where you do not check work emails or work on work-related projects. Everyone (yes, even you) needs time to truly re-charge their batteries.
• Promise to yourself to take a short walk during the day each day. If that’s not realistic, consider three days a week or two. But find time to clear your thoughts and get some fresh air. Some problems may become clearer after your walk is through.
• Be committed to asking other colleagues for their ideas more. Even if it has nothing to do with their area of responsibility. People love to be asked for their input. And you just may learn something you never considered. The best ideas often come from the most unexpected places. 

So tell me. What ideas do you have to improve how you experience your work, day in and day out? Don’t try to reinvent yourself overnight by coming up with a list of 20 things you must do all at the same time. Baby steps. Consider two or three things that are important to you – changes that will make you more effective, happier or more connected with the people you work with.

If everybody just did one or two things with a little more focused attention at improving the way they work and interact with others at work, the cumulative impact could be powerful.

Good luck coming up with whatever that small change might be – and sticking with it. I hope the New Year for you is one filled with success, fun and growth – both at work and outside of it.

Posted by Tim Jones at 7:27 pm

Monday, January 11, 2010

Ready to be a Starter?

If you read the sports page, you’ll find many lessons of life and lessons for business when you read between the lines. For example, the Portland Trailblazers have always had something to tell me.

This year it’s about players bouncing back, struggling against odds, becoming starting players when they least expect it, when they’ve spent most games on the bench. Because of injuries and illness the team has been decimated. At one point, the Blazers had only nine players as it headed out on a four-game road trip. They were even without a coach, who was in surgery for an injury he incurred when he filled in during practice because there weren’t enough players! Suddenly those players who had seen little or no playing time and little hope of any found themselves as starters, on the front line, off the bench.

Another game, this time, football. It was the Alabama-Texas game this week. The headliner quarterback injured out almost before the game started, and a “true” freshman quarterback found himself in charge in the biggest game in his life. No warning, little warm-up. His team didn’t win, but he held his own, his team adjusted, and they, along with the bench warmer turned starter quarterback, did themselves proud.

I stand in awe of those who are caught blind-sided, yet step up and take charge even when they expected to live out their lives and careers on the bench as second string. I’ve known several women who had never planned to lead companies finding themselves at the helm in the starting position, taking their organizations through the storm and leading them on to spectacular success.

Are you ready to be called on to be a starter, to lead, to get off the bench when the call comes? I’m not sure I am, but I’m working on it as one of my goals for 2010.

Posted by Bernice Johnston at 12:32 am

Monday, January 4, 2010

Managing The Recovery

I am remaining optimistic that 2010 will be the year we start to recover from this sluggish economy and that business will be improving throughout the year.  Yet managing the recovery for most managers seems to be how to adjust to an increase in work flow and get more out of the remaining workers.  Although that is certainly a proper focus, I wonder how best that can be accomplished if your staff starts to turnover at the same time?

I’ve read too many workplace reports the past few months that talk a lot about how over 50% of our workforce has been putting up with the conditions of their employment, waiting for the economy to pickup and then they will seek a new job.  One survey was bold enough to state that 80% of workers are cocooning in their current jobs and will be open to new places to work when things pick up.  So half of the workforce is ready to jump, and over three fourths are willing to move for the right opportunity.

The normal churning that takes place with people looking for new jobs has been slowed because of fewer opportunities.  Yet, could this really be the only reason that so many workers are ready to leave their employers when things get better?

Companies that have spent the last year developing the employer-employee relationship will see less turn over.  These are the companies that have been using the “slow time” to build skills, and train their employees.  They have managers spending time coaching employees, recognizing achievements and celebrating successes.  These companies have continued to focus on their greatest assets beyond talking the talk.

The companies that have been ignoring their employees, and allowing their work environments to deteriorate, will have a much harder time managing the recovery because they will not have the experienced staff to assist them.  They will be spending countless hours interviewing and retraining new people. 

So what kind of New Year will it be at your company?  More of the same old same old; or will you start managing differently now to make managing the economical recovery less complicated?

Jim Hopkins – JK Hopkins Consulting

Posted by Jim Hopkins at 12:05 pm

Wednesday, December 23, 2009

My Management Lessons from the past year

It’s almost the start of a new year. And what a bumpy, wild (sometimes scary) ride this past year has been. (How many times over the years have I said that before?) Before I start thinking about my New Year’s Resolutions, I thought I would pause for a minute to reflect on some of the business lessons I learned (and in some cases, re-learned) over the past year.

You can get through more adversity than you realize. (Oh, and while we’re at it, humility is another great lesson to learn during this challenging time.)

In order to stay successful, you have to be willing to keep changing. It’s much easier to keep doing things the same way year after year. And it may feel more comfortable. But it’s also a recipe for going out of business.

Flat is the new Up! In a time of economic uncertainties where most companies are showing significant declines versus the previous year, if you are able to hold even with the previous year, that in itself is quite an achievement.

As it has always been, it continues to be all about how you treat your customers and your employees. Make sure your most important customers and employees know just how important to you they are. Tell them – regularly.

The best ideas can come for the most unlikely places. Don’t assume all great ideas flow from the top down.

Be sure to show appreciation to those around you (at work and outside it) every day.  Say I’m sorry to someone at least once a day. And mean it.

Make mistakes. But learn from them. If you’re not making mistakes, you’re not stretching yourself and you’re not growing your business.

Let your employees make mistakes too. Give them challenges that may be a bit beyond their skill level or comfort zone. Force them to grow. They will thank you for it.

Don’t try to solve problems that involve feelings or emotions by email. Get offline and talk.

If it’s a particularly difficult decision, invite input from the people who will be charged with implementing the decision.

Catch your employees doing something right. Anyone can point out when others are screwing up. Focus on what they are doing well, and reinforce it with praise and appreciation.

Always keep an eye open for new talent. You never know when your star employee is going to suddenly walk.

Cross-train, cross-train, cross-train. The more people know each other’s roles, the quicker you can respond during a crisis if that person is out.

Be willing to take risks – but not blind ones. Think before you make important decisions that can’t be undone.

In the end, don’t take yourself too seriously. Nobody else does. Work hard, but be sure to carve out time to laugh and have some fun.

Always make your decision based on what’s the right thing to do, not the popular thing to do. What’s best for your business in the long run, not just what’s best for right now.

I can’t say that I consistently followed all of the above leadership lessons every day. But I was reminded throughout the year many times how important each of these lessons is to my success, my effectiveness and my emotional well-being. As you look back over the past year, what lessons have you learned (or re-learned) that will help you be successful in the year ahead?

Posted by Tim Jones at 5:44 pm

Labels: leadership lessons  management lessons  

Sunday, December 13, 2009

Living in a Past Perfect World

How much time do you or others you know spend in the past perfect world? You think I’m talking about the old days when your English teacher lectured and diagrammed and tested you on your conjugation skills and you tensed up when the word “tense” was mentioned?

No, it’s not about the days you goofed off in English now come back to haunt you. Those days are behind most of us unless you’re studying a foreign language or are still stuck in class trying to get your English credits.

The English comp world of past perfect, however, has morphed into the insidious New World of Past Perfect with its own language spoken by parents, dentists, police officers, bosses, colleagues, spouses – you name it. What language do these people speak? What do they sound like? Would we know it if we heard it?

Oh, yeah. We know that language well. Maybe you even speak the language of the past perfect world quite fluently yourself. Maybe even today. This is the language of the past perfect world-ers when you stand before them, errant behavior front and center.

“Why didn’t you floss?”

“Why didn’t you put gas in the car?”

“You should have called when you were going to be late.”

“You should have known better.”

“Why didn’t you feed the dog?”

“You should have told us when you first heard the squeak.”

“Why didn’t you tell us sooner you were having trouble with the equipment you bought from us?”

“You should have read the policy/rules/fine print/directions/warranty.”

So what’s past perfect about these? You’ll notice that all these statements, even those with question marks, are actually accusations in disguise. Truth be told, you’re not expected to respond, just to feel like you’re a failure because you weren’t perfect in the past.

If you listen very closely to a “why” question, you won’t even hear the question mark at the end even though it shows up on paper. It’s a sneaky little devil, that “why” word.

The you-should-haves and the why-didn’t-yous language populates the past-perfect world, demanding to know why you weren’t perfect yesterday and faulting you because you weren’t. There is an upside, though. If you get to speak the language first, you discover the power those words carry. My goodness, watch how defensive your target becomes, how flustered, how guilt-stricken.

So this coming week, count the number of you-should-haves and why-didn’t-yous.” Let me know how often you were expected to be past perfect or how often you expected others to be perfect yesterday.

Posted by Bernice Johnston at 12:31 am