Whether you affect people positively or negatively does not just influence what people think of you and their willingness to help you.
It also profoundly influences how valuable you are to your employer. It has a huge effect on whether you are seen as a “player” or relegated to the sidelines.
This assertion is based in part on the research conducted by the University of Virginia’s Dr. Rob Cross and his associates. Read more…
Second of two parts
As I noted yesterday (in 5 Ways to Identify an Employee Who Is Ready to Quit), employee turnover is always an important issue, but most managers are unaware of the fact that overall, turnover rates went up 45 percent last year.
I’m predicting that they will go up at least 50 percent this year, so individual managers should be aware of the precursors or warning signs that can indicate that an employee is considering looking for a job so they can act before it’s too late.
If you approach the problem systematically, you can successfully identify which individual employees are likely to quit with an accuracy rate of over 80 percent.
Yesterday, I listed the Top 5 ways to tell if an employee may be getting ready to leave. Here are five more: Read more…
First of two parts
There are few things that are more shocking to a manager then to have one of their top-performing employees suddenly quit on them.
Some managers have described it as the equivalent to a “kick in the gut.” It is a shock not only because losing a key employee will damage your business results, but also because managers hate surprises, and as a result, they frequently wonder how they missed the signals that this person was going to leave.
Employee turnover is always an important issue, but most managers are unaware of the fact that overall, turnover rates went up 45 percent last year. Read more…
As I looked into his eyes, I could see them welling with tears. As he began to speak, his voice cracked, “Mr. Ron we’ll will miss you so much. It has been my honor to know you.”
As I listened, my eyes teared up in synch. These guys had no idea what they have meant to me over this past year.
As I walked from department to department, the reaction was mostly the same — we were saying our goodbyes. Having spent close to 15 months in a new environment with a workforce that could rival the United Nations — including multiple languages and customs — I was proud of myself for having connected with them. Read more…
Several years ago, I worked with a major cereal manufacturer whose leadership was concerned that many of the company’s managers weren’t succeeding.
The managers in question had been with the company for some time and had risen through the ranks, and while the company was doing well overall, the leadership suspected that their managers had the potential to have a more positive impact on the company’s success.
My team started with both an annual performance evaluation, which had already been in place for years, and a 360-degree feedback assessment. The performance evaluation measured operational outcomes — how much cereal was manufactured, quality, safety, etc. Read more…
Take it from me: Fighting with the boss is not a career enhancing experience.
I know this because I have worked for a lot of different bosses over the course of my career, and I have done my share of fighting with many of them.
Yes, I’ve battled at some point with just about every person I have ever worked for, but these arguments really break down into two distinctive categories: Read more…
Call it a combination of ohhhhm and aha!
Those simple, powerful sounds sum up what my colleagues and I think is crucial for organizations when it comes to talent these days.
That is, companies need to be “Enlightened Organizations” in order to be great workplaces and to be successful.
We mean “Enlightened” in both the Eastern and Western senses of the term. Eastern in the sense of principles of wisdom, kindness and harmony. Western in the sense of the Age of Enlightenment, and its concepts of scientific inquiry, progress and analysis. Read more…
If I asked you to describe your attitude towards your work in one word, what would it be?
Setting aside for a moment your feelings for work, the English language admittedly makes this difficult.
German, for example, is a fascinating language in that new or changing concepts can be described by stringing words together to create a new one (e.g., freundschaftsbezeigungen, which means “demonstrations of friendship”). Read more…
Bad managers cost businesses billions of dollars each year.
One of the most important decisions leaders make is simply whom they hire as managers, according to research by the Gallup Organization. Yet Gallup finds companies fail to choose the candidate with the right talent for the job 82 percent of the time.
This is an alarming problem for employee engagement and the development of high-performing cultures. Without the raw natural talent to individualize, focus on each employee’s needs and strengths, boldly review their team members, rally people around a cause, and execute efficient processes, the day-to-day experience will burn out both the manager and their team. Read more…
Why are you in HR?
Perhaps I could end this post with the title alone because it’s a poignant question. If you work in HR or make money off of HR, have you asked yourself lately why you are here?
Most will say they work in HR because they “love to work with people,” or they “like making a difference in organizations.” The funny thing is, the more you work in HR the more you find that the relationship you have with your employees is a bit of a sordid tale, and that making a difference is a periodic win that graces you with its presence maybe every solar eclipse.
So again I ask — why are you in HR? Read more…