People First HR Blog

Show staff respect when cutting jobs

Colleen Coates — Sat, 11 May 2013 15:17:29 +0000

Why is it that being respectful is frequently forgotten during one of the key phases of the employment relationship — at the time of job loss? Especially when you consider so many organizations have respect as one of their stated corporate values.

Typically when someone has job loss it’s about fit, that nebulous concept that really is about skills, style, work habits or interactions with others simply not aligning with what the organization wants at that point in time. Job loss often happens to great people who sometimes know themselves that the fit just isn’t right.

So why is it that the actions of some leaders at the time of job loss leave the employee receiving the news feeling that they have not been shown respect? According to Eileen Kirton, vice-president of Career Management Division at People First HR Services, she often hears from those people experiencing job loss that their strong emotions and hurt aren’t necessarily due to the job loss itself. Rather, it’s more about how the job loss was implemented and how the message was delivered. In situations like these, there is a clear disconnect between the stated corporate value of respect and how the organization is operating when it comes time to part ways with an employee.

Here are some examples of why job loss meetings are quite often so poorly handled:

– There is a lack of training on how to conduct a proper job loss meeting and how to handle the logistics surrounding the employee’s exit.

– The leader delivering the news is nervous, anxious and isn’t comfortable with their own emotions, which can sometimes lead people to put on a tough exterior.

– There is a misconception that the meeting has to be curt, cold, and maybe even an carry undertone of anger.

– There is a one-size-fits-all approach without consideration for individual circumstances.

– Someone along the way has displayed by example “here’s how you do it” — and didn’t do a good job of it.

– There are no professional supports in place to ensure the employee’s smooth transition from their current workplace into the next.

– There is a lack of planning resulting in some activities happening that shouldn’t, such as:

– The employee is paraded through the office and shown the door.

– Job loss news is delivered on a poorly chosen day such as a major life event happening that day or a family member has just been hospitalized.

– The employee’s company cellphone is immediately taken away and that has been their life line with their out-of-town family.

According to Kirton, if you find yourself needing to implement job loss, here are some things to consider:

– It is OK to let your emotions show — while breaking down crying puts the focus on you and not the employee — if you are sad, nervous or anxious better to let that show. Genuine caring can help soften the blow for someone who realizes you didn’t take this lightly. Avoid the perception that it is just another day for you.

– If you are feeling angry at the person for something they did or didn’t do, give yourself time to settle and deal with the anger before you conduct the job loss meeting. Only deliver the message when you are in a neutral state and can be calm and composed.

– Consider giving the employee an option about how to collect their personal belongings — what would work best for them — collecting their belongings right away, coming back after hours or having their belongings delivered to them. A recent survey conducted by People First showed that:

– 24 per cent would like to pack their belongings themselves.

– 24 per cent would prefer to come back after hours on another day.

– 12 per cent would like someone else to pack their things and have them delivered.

– A whopping 40 per cent would really appreciate the opportunity to decide themselves.

– Think about allowing people the option to say goodbye to their colleagues. Consider an employee who has worked in an organization for 20 years. They are very well liked, respected and are experiencing job loss because their skills have remained the same but the organization has grown and needs a different skill set. Allowing the employee to say goodbye and providing colleagues a chance to say goodbye is very respectful and both parties usually appreciate the opportunity. Don’t worry about what will be said in the workplace; experience shows that the majority of people handle themselves professionally. Instead, worry about what might be said on various social media platforms after the fact if the situation is handled poorly. A poorly handled termination can have a major negative impact on morale for close colleagues left behind and even more broadly across the organization.

Keep in mind that job loss is now a regular occurrence — especially in today’s business climate where organizations are continually changing, evolving or reinventing themselves. The stereotype that the exiting employee has shame and embarrassment or that they must have really done something wrong is a thing of the past. You can ensure that job loss at your organization avoids the possibility of someone feeling like they “were treated like a criminal” by following these simple suggestions.

To help you assess if you are taking the right approach, ask yourself “What if it was me?” If that doesn’t do it for you, consider “What if this was my child, my mom, my brother or my best friend?” How would you want to see them treated?

Job loss does not and should not carry the stigma it may have 20 years ago. Keep in mind that in the majority of cases these are good people and it’s just that the fit that isn’t right. On that point, don’t be like the leader who commented “I should have fired him five years ago!” Kirton says, “Shame on you — that person could have been five years into a new job where they would have been a great fit!”

You may be thinking that all of this is just the touchy-feely stuff — the people side of the business. However, smart organizations understand that treating people well when it’s time to part ways is a key component of your overall employment brand, judged by people both external and internal to your organization. Think about doing things in a way that preserves the dignity and respect for the employee, maintains your employment brand, and helps everyone move forward quickly.

Colleen Coates, CHRP, CCP, is a practice leader with People First HR Services Ltd. She can be contacted at ccoates@peoplefirsthr.com.

Research:

Eileen Kirton, Vice-president, Career Management Division, People First HR Services

Republished from the Winnipeg Free Press print edition May 11, 2013 H1

Speaking same language

People First — Sat, 27 Apr 2013 14:27:52 +0000

Richardson International eases transition through communication

With its agreement to purchase Viterra assets — including grain handling, crop input and processing facilities — Winnipeg-based Richardson International has taken its rightful place on the international stage and will soon assume the title of Canada’s largest agribusiness. Richardson is a worldwide handler and merchandiser of Canadian-grown grains and oilseeds, and its wealth of expertise in agriculture, oilseed processing and food packaging has made it a global business leader and one of Canada’s 50 Best Managed Companies.

“We’ve stepped back and taken a good look at our business to make sure we are competitive in a global context,” president and CEO Curt Vossen says. “To do that, we have had to understand the environment we’re operating in and what the parameters are, then holistically look at our assets and how to position them effectively against some of the largest multinationals in the world. We must hold ourselves to the same benchmarks as they do.”

Among Richardson International’s main assets is its growing workforce, and the privately-owned company plans to integrate 600 new employees into its 1,800-person team with the closing of the Viterra acquisition.

“We wouldn’t have the success we have today if it weren’t for the commitment of our people,” Vossen says. “They are empowered to make a myriad of decisions that the executive team or the senior management team are not able to make on a daily basis. I need them to make those decisions in the context of our values, how we operate and the common purpose with which we seek, and we help them to do that by communicating so that they are well informed and engaged in our end game.”

Q: With the Viterra acquisition, you are about to increase your workforce by 30 per cent. What approach are you taking to integrate nearly 600 people into your culture?

A: We learned quite a bit about the integration process when we went through a similar situation in 2007 with our acquisition of Agricore United assets. The first thing to remember is that there’s a lot of trepidation and fear of the unknown on the part of employees coming in to a new culture. Who are these people? What are their values and expectations? How will I relate to them and how welcoming of me are they going to be? Therefore, the most important step is to help diffuse some of that concern by engaging personally.

In the past, my senior management team and I visited each business location; we introduced ourselves to staff and asked them about the business they’re running. By being able to meet us at the outset, it hopefully demystifies Curt Vossen and senior management so they know that their executive exists and isn’t some near mythical notion they’ve never even seen before. They begin to realize that if management isn’t as intimidating as they may have imagined, then surely other people in the company are just as interested and engaged. They see that our style is casual and instead of being hierarchical, it is personable and approachable. It’s such a little thing to do, but it’s such a human thing to do.

Q: How do you help new employees assimilate into your culture?

A: One thing that really helped with the last acquisition was partnering new employees with existing employees, like an informal buddy system. We figured that if the manager at a new elevator location was paired up with the manager of another location 100 miles up the road, they would be able to get useful, pragmatic information from someone who is in the same position and can relate to their issues. Instead of looking at an organizational chart and wondering who to call at head office when they have a computer issue, have to order widgets or they need dental forms so their kids can go for checkups, they can call their contact directly for answers. As a bonus, the next time the location managers get together for a meeting, they already know each other and have established some familiarity. Suddenly, they’re not a stranger in a strange land anymore.

Q: What qualities does Richardson seek when recruiting new employees?

A: Obviously, a cultural fit is important and for us, that fit means an element of selflessness. It’s a sense of humility; not to say a lack of pride or confidence, but a certain emotional maturity that says, “I don’t have to be political to find my way, I don’t have to show off or constantly seek the spotlight.” Instead, they need to be effective, competent and a good team player that’s fully supportive of and expecting similarly to be supported by their teammates. We want someone who can work within the context of the team and committed to their role on the team. That requires a certain selflessness. They’ve got to be able to say, it’s not about me, it’s about us — now how can we do this together?

Q: What lessons about managing people have you had to learn the hard way?

A: Don’t assume that you understand the situation completely at first blush; It’s always good to let things digest for a while, so don’t jump to conclusions too quickly. The dichotomy of that is don’t linger over decisions that need to be made promptly. Particularly with people decisions, don’t let them drag on too long or hope the situation will right itself with the passage of time. Compassion is useful but sooner or later, compassion can frustrate the objectives and needs of an organization. Sometimes, you’ve got to say this is what we have to do for the good of everyone involved.

Q: With a fairly young workforce, how are you developing your talent into the next generation of leaders?

A: I believe in giving young employees hands-on responsibility enhanced with targeted training. I see it in my own children when they talk about their jobs: “They never let me do anything. I have no decision-making capability.” They want some responsibility, maybe not authority, but certainly responsibility. The solution is to give them some responsibility and make them accountable so that they have the space to succeed or to make mistakes. That’s why we try to provide them with the incremental information to aid them in their day-to-day-progress of learning how to operate within a business environment, but then step back and let them learn from their failures and rejoice in their successes. The people who we see as good future leaders share our values, are committed to learning the business and are engaged passionately in it. Therefore, we look for those who are genuinely interested and inquisitive; we want people who ask not why but rather, “Why not?”

Q: How do you ensure employee engagement once you believe you have the right team in place?

A: We think the key is an ongoing commitment to communication with the entire employee population; taking the time to be accessible and explaining things to people: this is why we need to do it, this is what we need to do and this is your part in making it happen.

Recently, we hosted senior people from a major Japanese customer. After they visited head office here in Winnipeg, they toured our elevators in Mollard and Starbuck and then went to Kelburn Farm, our research and development facility. Then they got on a plane and stopped at our canola seed crush plant in Lethbridge, Alberta, before going on to our Vancouver grain terminal. Afterwards, the feedback I received was that these customers marvelled at how everyone at Richardson speaks the same language. They would ask questions and whether they were talking to senior management or a location manager or farm manager or someone at the crush plant or someone at our West Coast terminal, the answers were similar. Not memorized verbatim, but within the same context and meaning. To me, that’s a touchdown. That says taking the time to communicate and collaborate is paying off. If everyone is in lockstep with the same objectives and how we’re going to handle ourselves in achieving those objectives, then we will ultimately succeed.

– with reporting by Barbara Chabai

Sue Kathler, BA, CHRP, is vice-president, HR consulting for People First HR Services. She can be contacted at skathler@peoplefirsthr.com.

Republished from the Winnipeg Free Press print edition April 27, 2013 H1

Poor communication a top work complaint

Colleen Coates — Sat, 20 Apr 2013 14:23:40 +0000

If you ever have felt that no one hears or sees you at work, you’re not alone. Poor communication within organizations could easily be the No. 1 complaint that is heard time and time again. You would think that knowing this is a key issue plaguing many organizations that someone would do something about it! Admittedly it can be tough to address something as important as communication when it is difficult to prove the organization’s return on investment. That is, if you invest time and even money into resolving the organization’s internal communication needs, what is the payback for the organization?

Effective internal communication plans can easily translate into solving one of our basic human needs, and that is the need for a sense of belonging. Quite frankly I would suggest it could solve other necessities that Abraham Maslow identified in his hierarchy of needs. For example, poor communication surrounding changes to one’s working conditions might lead a person to be uncertain about his or her ability to meet their basic physiological needs due to potential job loss. As we know, the theory is that a person can’t move up the hierarchy to reach self-actualization (to realize one’s full potential) if they can’t even pay the mortgage or put food on the table.

Organizations would be wise to listen to those employee-engagement surveys telling them that internal communication needs to be improved. Organizations that have this mastered are showing their employees that they matter. They are showing through their words and actions that their people matter, and people need to know that they matter.

Here are 12 important things that you can do, whether you are the employer, colleague, friend, spouse or someone who wants to show that they care:

Begin and end your sentences with ‘YOU’. You amaze me. I understand you. I hear you. You are awesome.

Acknowledge everyone. Start your morning by saying hello to everyone or acknowledging them in some fashion. Don’t work in the same location? Why not send a Good Morning email, instant message or even a tweet.

Listen with interest. Listen with your ears and your heart. People notice the difference and it matters.

Ask “mattering” questions. How can I make your day? What can I do to help you be successful? What do you need from me?

Be present. How many times have you been speaking with someone and you can tell their body may be there but their brain is not present. One of the greatest gifts you can give is being present in body and mind.

Encourage and reassure confidence. Encouragement gives people hope and inspiration. It shows you care.

Deliver happiness. Do you work with a cranky, disheartening individual? These people suck the life out of everything. Going about your day with a glass-is-half-full attitude can brighten someone’s day and certainly makes the workplace more enjoyable.

Talk about others. Stop talking about yourself and start focusing on what you have learned from others. Talking about what other people are doing, trying, learning and so on shows you are interested in and open to learning and growing.

Offer hope. You have a choice every day — make the world a better place or make it worse. Your attitude and how you go about the day does matter, and it does make an impact on the world and other people. We all have the power to lift someone up or drag them down.

Sweat the small stuff. Contrary to popular belief, we should take time out of our day to do the small things that matter. Put a note in your child’s lunchbox that says “I love you,” send an email to a friend you haven’t spoken to in awhile, buy a coffee for the person in line behind you, call your cousin who is going through a divorce, or send a smiley face text message to your spouse to tell them you are thinking of them.

Tell people in your life that they matter. We all want to know that we matter to someone. Tell your co-workers how much you appreciate having them on your team; tell your leader that he’s one of the best boss you’ve ever had; tell your wife she’s beautiful and you love her; tell your staff that you appreciate the hard work they do every day. Is it gushy, mushy stuff? Maybe. But I’ve seen even the toughest critics smile and appreciate being told that they matter.

Make the choice. You have the ability every day to make the choice to make someone’s day better. Inspire, believe, thank, offer encouragement and let people know how you feel about them and that they matter.

If people in your life can answer yes to these questions when talking about you, “Do you hear me? Do you see me? Do you care about me? Do I matter to you?” then you’ve mastered knowing how to ensure people know that you care.

‘The measure of a life is not what that life accomplishes but rather the impact that life has on others.” — Jackie Robinson

Colleen Coates, CHRP, CCP, is a practice leader with People First HR Services Ltd. She can be contacted at ccoates@peoplefirsthr.com.

RESEARCH:

http://12most.com/2011/08/23/12most-important-ways-people-matter/

Republished from the Winnipeg Free Press print edition April 20, 2013 H1

First 60 minutes can make your workday

Colleen Coates — Sat, 06 Apr 2013 17:38:30 +0000

Mark Twain once said, “Eat a live frog first thing in the morning and nothing worse will happen to you the rest of the day.”

Fortunately, this wasn’t meant to be taken literally, but is a colourful metaphor for smart time management: get the most undesirable task out of the way first thing, and the balance of your day will go much smoother. Tackling the least desirable job first may come as a bit of a surprise strategy, especially to slow starters who prefer wading into the workday one toe at a time, but it’s one way to ensure you make the most of your first 60 minutes of your day.

Here’s another quote from economist Richard Whatley that’s not only a little more palatable, but underscores the importance of hitting the ground running: “Lose an hour in the morning and you will be all day hunting for it.”

Some of the most successful people in the business world use their first hour in surprising but effective ways. For instance, Tumblr founder David Karp says he does not check his emails from home first thing in the morning because it doesn’t feel good or productive. Plus, he says, if the matter is truly urgent, he knows that someone will undoubtedly call or text.

For most of us, checking our overnight emails as soon as our bleary eyes can focus is like a reflex. But Karp might be on to something here.

Resisting the temptation to scroll through messages eliminates unnecessary distraction that keeps us from concentrating on those “frogs” that need to be handled first thing. By checking your email first, you risk doing what someone else wants you to do instead — and why give someone else the power to change your top priorities?

Here are some other strategies for getting your day off to a great start:

Arrive on time. Showing up late for work can derail your entire day, not to mention that it makes an unfavourable impression on your co-workers and boss. But getting in on time helps get your mind in the game and promotes a feeling of accomplishment.

Take advantage of the peace and quiet. If possible, getting to work before anyone else lets you set your own pace and stay on track. Without the interruption of the phone ringing and no one to look over your shoulder or stop by to gab, you should be able to power through the work that needs to get done.

Fuel up mentally and physically. If you’re not a morning person, do whatever it takes to come in to the office with a positive attitude even if that means taking time to stop for breakfast and a second cup of coffee. Your mood affects others, so be aware of the impact your attitude has on their day.

Start with a clean slate. While you may have to work on unfinished projects, treat each day as a new one with fresh eyes and a clear perspective. This renewed approach may help you come up with innovative ideas and tap into previously-overlooked solutions to problems.

Take a deep breath. Do something to focus on the here and now, rather than bringing any baggage from home or a stressful commute to your workplace. Slow down and take few precious moments to calm and centre your thoughts before slipping into work mode.

Reward yourself at the 60-minute mark. When you successfully complete the tasks you needed to finish, mark the end of the hour by giving yourself a mini-reward: a coffee break, a breath of fresh air, a brief stretch and walk around the office, a chat with a co-worker or even a little treat. You’ve earned it.

Leave a to-do list at the end of the day. Determine tomorrow morning’s priorities and create a list of what needs to be accomplished in the first hour of the day. You’ll appreciate the reminder of what’s what while clearing away those morning cobwebs. At the same time, organize any needed materials so that no time is wasted once the clock starts ticking.

The first hour of the workday sets the tone for the following seven hours, so make sure you use it wisely by charting a course for a successful day. By remaining committed to positive habits every morning, you should be able to end your day on a productive note.

– With reporting by Barbara Chabai

Colleen Coates, CHRP, CCP, is a practice leader with People First HR Services Ltd. She can be contacted at ccoates@peoplefirsthr.com.

RESEARCH:

http://www.fastcompany.com/3000619/what-successful-people-do-first-hour-their-work-day

http://www.actioncoach.com/8-Steps-To-Help-You-Organize-Your-Work-Day?pressid1041

http://www.forbes.com/sites/jacquelynsmith/2012/08/24/14-things-you-should-do-at-the-start-of-every-work-day/

Republished from the Winnipeg Free Press print edition April 6, 2013 H2

How much salary is too much?

Colleen Coates — Sat, 23 Mar 2013 15:19:57 +0000

Optics play a big role in determining executive pay at a non-profit

We’ve all seen the media headlines scream CEO earns $250,000 or Head of organization gets $100,000 bonus. Recent Free Press headlines shouted Auditor general questions wages. This headline, like others, raised questions about executive salaries and left us to wonder, “Is it too much? How much is too much? Is there such a thing as too much?”

Recently I delivered a report presentation to a board of directors who asked me that very same question. Here’s a list of points that was offered to them for consideration:

– What or who are you comparing to?

– What is the “market rate” for this type of position?

– What other elements of a total compensation program are offered?

– Has the position been difficult to recruit for or has there been an issue with retention?

– What is the organization’s philosophy around executive compensation?

– Is the amount of compensation commensurate with performance?

– What can the organization afford?

– What is reasonable?

These are just some of the questions that need to be answered when determining the right compensation for a CEO or any other position in an organization. What is important to note is that questions are being asked.

The role of any board of directors, or those who have oversight for executive compensation, is becoming increasingly complex with more and more onus being put on those individuals to be educated and aware of what constitutes “proper” compensation as part of protecting the assets of the organization and interests of shareholders and members. Those board members who are doing their homework and watching the headlines know that it is imperative that they engage compensation experts to assist them in the process of determining market rates for the CEO. Not only is it a smart thing to do, it’s the right thing to do.

On the way home from work one day this week, I listened to a radio report about a Winnipeg executive who allegedly received a compensation package that was illegal and put in place by the organization’s board of directors. Now I could jump up and down and rant and rave about how the terms of his employment were outrageous, or I could investigate and find out the facts. Like many other similar stories, it’s important to find out the facts before passing judgment. Now in this case I hope that the board of directors has received expert advice about what they can and should do; nevertheless, I would argue that while the compensation package might very well be legal and even acceptable, it’s the optics that pose a problem.

So, getting back to the presentation I delivered; optics were discussed at the boardroom table. The organization that hired me as their compensation expert was a non-profit and provides services to many who probably don’t earn anywhere near what they are worth. The CEO was very concerned about optics even though he was advised that he was underpaid. These are the type of people that we need in more of our non-profit organizations where they are concerned about earning “too much money” even though it may be the market rate for the position. It’s board members such as theirs who ask questions like “Are we an efficient organization? Is our performance acceptable? Can we afford to keep up with the market?”

Every day, I’m more and more impressed with the leaders in our community who step up to the plate to lead, manage and direct our non-profit organizations. How much is too much? I’d say we could never pay these individuals enough to recognize and reward them for the tireless work that they do. Are there some people out there who don’t deserve the compensation they receive? Sure. But these people exist at all levels within organizations. It’s those in publicly governed bodies who are easy targets because of the Freedom of Information and Protection of Privacy Act (FIPPA).

Bottom line, if you are a board member of any organization, non-profit or otherwise, make sure you exercise due diligence in setting executive compensation by executing good governance practices. This is not an area that you can afford to ignore or to gloss over. If you don’t know where to begin, start with the Canadian Coalition for Good Governance (CCGG) or a trusted compensation adviser to provide you with expert advice and guidance and to help you navigate the ever-changing world of executive compensation.

Colleen Coates, CHRP, CCP, is a practice leader with People First HR Services Ltd. She can be contacted at ccoates@peoplefirsthr.com.

Republished from the Winnipeg Free Press print edition March 23, 2013 H2

Three questions can change your world

Colleen Coates — Sat, 16 Mar 2013 17:36:36 +0000

Well it’s March already — two months since you made those New Year’s resolutions and maybe two months into your organization’s new fiscal year. Sadly, many of us have either already failed to follow through on what seemed like a reasonable goal (10 pounds should miraculously fall off the hips as long as chocolate does not hit the lips), or even worse, haven’t set any goals (I don’t know where I’m going, but I’m sure I’ll get there).

Well, don’t worry and don’t feel sorry for yourself. There really is no time like the present to get off your chair and get going on whatever is you want to do. What? You’re not sure? Don’t wait until life happens without you, because it will. Whether you want a vacation, want a loving relationship, want to retire or want a career change, there are three simple questions that can help you to make changes in your world.

What am I trying to achieve? This is the first question that you need to ask yourself when you’re stuck in a rut or trying to make a change in your personal or professional life. It’s very easy to get caught up in the drama or complexity of your current situation. By focusing on the problem and not thinking about solutions, you may be cheating yourself out of actually resolving your dilemma. For example, if you are not happy with your current job and continually complain to friends, no matter how much they love you they are going to get tired of hearing about it. If someone hasn’t said it already, here’s what they are thinking – “Why don’t you search for a new job?”

No one wants to spend a lot of time with a victim. Victims are those people you hear blaming everyone but themselves for their misfortunes, stating who has wronged them and how things aren’t fair. They are searching for support and encouragement to continue these self-deprecating thoughts, not recognizing they can control their own destiny. By turning thoughts towards solutions, all kinds of possibilities start to surface. Asking the question “What am I trying to achieve?” forces the mind to focus on the goal, the desired end, the final destination, not the bumps along the way.

Think about it, if you don’t like your job, what can you do about it? Can you start to search for a new job at another organization or apply for positions within your organization? Can you work on building better relationships in your current role? Can you ask for different responsibilities? The simple task of focusing on a goal immediately engages your brain in creative thinking as you search for answers as to how you are going to reach your destination. Having a goal can make an amazing difference in your attitude and your ability to focus.

Once you have your goal in mind, and your brain is now actively engaged in focusing on solutions to achieving your goal, the next life-changing question is “What stands in my way?”

Identification of obstacles that stand between you and your destination begins with a list of those things that you have control over and those you don’t. Where you have control, then it’s a matter of dealing with those things one at a time until they no longer represent an obstacle. Greater creativity may be required where you don’t have control, but until you’ve identified what they are, you just don’t know. So instead of speculating, write them down. Once written, problems often diminish. Finally, it is incredibly important to tell at least one person your goal. Why? Chances are you will be in a better position to stick to your plan and if you tell your friends or family what you want to accomplish.

So now you’ve identified your goal, you’ve created a list of obstacles, prioritized them and started to overcome them, now what? The third life-changing question is “Who else has figured it out already?”

While some people now spring to action to figure out how to reach their goal, others will look to their neighbour, colleague, friend or maybe the Internet to see who has already accomplished that goal, and how they did it. As the old adage goes, why reinvent the wheel? After all, if you’re going to make chicken soup you probably don’t start by throwing random ingredients into a pot, you most likely pull out your recipe book, call a friend or give grandma a call. The same process can be applied to the goals you are trying to achieve in life. Need to lose weight, look to the experts. Need to change jobs, find a career coach or someone to help you build a great resumé. Need to grow your business, look to businesses that have grown. Once you start searching for others with the same goals in life, you realize that you are not alone and there are people happy to share both their successes and their disappointments with you. After all, “Intelligence is learning from your own mistakes; wisdom is learning from the mistakes of others.” — Anonymous

Colleen Coates, CHRP, CCP, is a practice leader with People First HR Services Ltd. She can be contacted at ccoates@peoplefirsthr.com.

RESEARCH:

http://www.forbes.com/sites/mikemaddock/2012/08/21/three-incredibly-simple-questions-the-most-successful-people-use-to-change-the-world/

Republished from the Winnipeg Free Press print edition March 16, 2013 H1

Conflict intervention, resolution test of effective leadership

Colleen Coates — Sat, 02 Mar 2013 19:36:41 +0000

Being able to snuff out the lit fuse of a workplace conflict before it becomes an explosive situation is a true test of leadership.

Every workplace has its share of conflict. In any setting where people are engaged, committed and passionate about what they do, disagreements are inevitable. It means people care enough to disagree strongly. Change also brings conflict. Therefore, it’s fair to say that the best organizations aren’t those without conflict, but those that know how to deal with conflict in a healthy, constructive way. This is where effective leadership comes in.

A good leader should be able to recognize and understand when two colleagues are able to work toward resolution on their own and when a conflict requires intervention. Any clash that disrupts office harmony or poses a threat to other employees must be immediately managed. If a conflict is occurring frequently or appears to be escalating, intervention is absolutely necessary.

Waiting for such a problem to blow over is not part of the profile of a great leader. By avoiding or refusing to address conflict it will likely grow into resentment. By sweeping it under the rug, you are risking lost productivity, repressed creativity and creating impediments to cooperation and collaboration. Perhaps most detrimental, however, is the chance that good talent will choose to walk away from your organization in favour of a healthier, calmer and safer work environment.

Because conflict is a normal part of any workplace, the challenge lies in how to effectively deal with it.

Here are some tips for handling conflicts in a proactive and productive manner:

Seek out areas of potential conflict. This is not to say go looking for trouble, but spend time identifying and understanding where tensions might flair up so that you might be able to intervene quickly or prevent conflict from arising.

Open up communication with employees. Interestingly, 90 per cent of conflicts at work do not come from something that was said, but something that was not said. Don’t assume that their silence means satisfaction. Instead, give your people an outlet to speak their mind early and often so that potential conflict can be nipped in the bud.

Figure out what is at stake. It may not appear to be a major issue to you, but it certainly is to them – and if the issue is important enough to create conflict, it is important enough to step in and resolve. Acknowledging their frustration and fears is a step toward finding a solution.

Intimidation is not the answer. Thinking that you can stamp out conflict with yelling and loud fist thumping will get you nowhere. It might silence a room temporarily, but without addressing the real problem, the conflict that still exists will continue to fester until it resurfaces.

Keep your personal attitude out of it. Avoid bringing your own preconceived notions, attitudes and personality conflicts into the situation, especially if dealing with a problematic employee. Just because they occasionally rub you the wrong way doesn’t mean they don’t have a legitimate problem that needs your mediation. Focus instead on identifying and resolving the issue. However, if due diligence shows that the individual is indeed the problem, focus on dealing with them at that point.

Meet privately with the parties involved. Create a safe refuge where both parties can express their viewpoint calmly and factually. No drama or emotional outbursts allowed. After each have an opportunity to speak, facilitate the discussion and objectively help pinpoint the root of the problem.

Act decisively, not hastily. Once you have had time to gather and evaluate the information and talked to everyone involved, make a decision and act upon it. Taking too long or leaving things in limbo can damage your credibility, while acting too quickly and erroneously can cause further alienation.

View conflict as opportunity. Every good leader should see the upside to conflict, because behind every disagreement is a potential for growth and development. A chance to hash things out can stimulate innovative ideas and ultimately, strengthen your team.

Of course, despite your best efforts, there is still no absolute guarantee that you will be able to resolve the conflict. You might need to consider bringing in outside mediation or reassigning one individual elsewhere in the organization in order to restore the peace.

Even if you are unable to find a workable resolution, you should be able to say that you’ve explored all avenues to address the issue positively and constructively. That is the role of a good leader.

– With reporting by Barbara Chabai

Colleen Coates, CHRP, CCP, is a practice leader with People First HR Services Ltd. She can be contacted at ccoates@peoplefirsthr.com.

RESEARCH:

http://positivesharing.com/2006/07/5-essential-steps-to-resolve-a-conflict-at-work/

http://www.businessknowhow.com/manage/resolveconflict.htm

http://www.forbes.com/sites/mikemyatt/2012/02/22/5-keys-to-dealing-with-workplace-conflict/

Republished from the Winnipeg Free Press print edition March 2, 2013 H1

10 phrases to stall your career

Colleen Coates — Sat, 23 Feb 2013 19:46:01 +0000

Your social skills can open doors or slam them shut. Whether dealing with customers, co-workers or your boss, the words you choose and how you frame your message influences the way people perceive you. The difference between being a problem-solver or a problem is as simple as the words you choose. It is not what you intended those words to mean, it really is the words you choose.

Proper word usage can be a powerful tool that shapes how people feel about you. Using the correct words also provides the opportunity for people to want to listen to you and hear what you have to say. Too often business communication is filled with extra words that just fill space, mix up the intended message or are negative and unproductive.

In an informal poll of communication experts and career advisers, these 10 phrases were voted the worst things to say in your career:

“That’s not my job.” This statement is about what you can’t do as opposed to what you can do. Making this statement implies you are not a team player and speaks volume about your inflexibility and willingness to learn new skills. Next time try “That’s not my area of expertise. I know someone who can get that done for you.”

“I think . . .” This statement is right up there with “I believe” and “I feel.” These phrases discount whatever you say next and your opinion may not be viewed as valid. A better approach is often to simply drop the “I think” and finish your thought. “This is the best approach” is a much stronger statement than “I think this is the best approach.” A similar approach can be taken with words such as “I want” or I’d like to.” Again drop these filler words and make your statement, turning “I’d like to thank you” into “Thank you.”

“I don’t know.” While this may be an honest answer, you’re taking the easy way out. Use of this phrase can portray you as lazy and unwilling to help out. Next time, say “Good question. Let me find out the answer” so you are seen as a problem solver.

“I can’t.” Again this implies your unwillingness to try something new, be helpful or even part of the solution. Next time, if you are asked to attend a meeting where you have a conflict, instead of saying “I can’t,” say “I currently have a conflict at that time; however, I will do my best to move that appointment.”

“But . . .” The use of this completely wipes out anything you’ve said just prior to this. For example “Your new suit looks great, but you may want to change the tie colour.”

We are conditioned to always listen for the negative information. As a manager you’ve probably been coached at some point to use the “sandwich approach” when giving feedback — that’s say something nice, then something negative, following by something nice. This approach can soften the negative and the last thing heard is a positive. Sometimes “but” is easily replaced with “and,” which softens the message as well.

“That’s not a good idea.” If you are looking to shut down a discussion, just say these words. People usually do not respond well to this phrase. Next time you hear something that you believe to be a poor idea, simple ask “How would that work?”

“I’ll try.” Trying implies you won’t necessary get the task accomplished. You are setting the stage to imply that you may fail. So the next time your boss asks you to get some work done before the end of the day and you respond “I’ll try,” don’t be surprised when you are passed over for that next big assignment. A better approach would be to commit to something you can achieve such as “I’ll have it on your desk by 5 p.m.”

“It wasn’t my fault.” This is a diversion tactic sure to backfire on you. If someone asks what happened and you respond with this phrase, or even worse suggest who made the error or blame it on a predecessor, you will not be setting yourself in the best possible light. What your manager wants to hear is “I’ll investigate what happened and get back to you” or “I can see what happened here and here is what I’ll put in place to be sure it doesn’t happen again.”

“I guess.” This phrase puts you on the fence. It’s a non-committal method used that reflects a lack of confidence. So the next time you are asked “Do you think this will work?” instead of saying “I guess,” say “It looks like it will work. How will this impact our other project?” This way you are seen as positive, yet you have expressed your concern that can then be addressed by the person delivering the question.

“That’s impossible.” You may as well pack up your desk and search for a different career if you make this statement. This shows that you are not willing to try and shuts down all productive discussions. A more positive way to express your concerns would be to say “Interesting. Let’s look at some other methods and see if there are some alternatives to consider.”

If your boss, mentor, career coach or other person you respect has ever told you that you need to improve your communication skills, heed their advice and make it your priority.

Excellent communication skills will appear on almost every job posting and even if it is not, it is often implied.

This could be the one skill that holds you back from attaining that promotion or securing that new job. Every hiring manager or recruiter is listening carefully to how you speak.

Colleen Coates, CHRP, CCP, is a practice leader with People First HR Services Ltd. She can be contacted at ccoates@peoplefirsthr.com.

RESEARCH:

http://www.forbes.com/sites/jennagoudreau

Republished from the Winnipeg Free Press print edition February 23, 2013 H2

Team motivation part of day-to-day business

Colleen Coates — Sat, 09 Feb 2013 14:39:01 +0000

In order to create and sustain team motivation, it needs to be a matter of constant focus.

Think of it like coaching your team for a marathon. This would require training on a daily basis in order to build stamina and reach optimum fitness levels. It’s simply not enough to offer short, infrequent spurts of intense training activity and hope it will take them the distance.

Many leaders make the mistake of thinking team motivation is separate from or somehow less important than conducting day-to-day-business. They may put it on the back burner, believing that there will be plenty of time to work on morale and team building after the bottom line is achieved.

The truth is, both need to happen simultaneously. A motivated team gives your organization a competitive edge, just as it can be the leverage needed to convert ideas into action. It’s entirely possible for employees to be engaged and able to deliver great customer service when they are being assured of a reason to do so. That happens when they work inside an environment that encourages them to remain or become motivated.

Whoa — become motivated? I can hear the naysayers now. “How can I possibly motivate employees who aren’t already self-motivated? After all, you can lead a horse to water, but you can’t make them drink.” Yes, that’s true. The catalyst for motivation does come from within, and not all employees will be equally disciplined or desirous enough to be self-motivated.

However, as a manager, you must recognize that motivation is also greatly influenced by external factors, including environment. And that is something you have control over. A healthy work environment has a balance of self-motivation and team motivation, both of which a good leader can inspire while promoting productivity and progress.

An environment that is conducive for team motivation should look something like this:

– Employees should be able to work free of fear. This includes concern that if they don’t perform to the boss’s high standards they will be fired, as well as worry that if they report any wrongdoing they will be retaliated against.

– Everyone should get to know those they work with as a person, not only a fellow employee. This helps empathy, understanding and appreciation to develop naturally.

– Encourage employees to carry out random acts of kindness in the office and in the community. This may mean that you’ll have to get the ball rolling, but once it takes off, it’s a great way to break down barriers and improve morale.

– Each meeting and gathering should be viewed as an opportunity for team building. For example, use meetings as a place to facilitate group problem solving. Ask someone to share a work challenge they are facing and then brainstorm potential solutions as a team.

– Show that group contributions are valued. When people see that what they say is being noted (yes, that means taking notes) and taken under consideration, it shows that their idea is being taken seriously. Therefore, they will be likely to contribute more valuable ideas in the future.

– Create an open discussion forum. Once people get into the habit of group brainstorming, it opens the gateway to better communication in a safe place where they can freely express and exchange ideas. The only rule is that no idea is a bad idea.

– Explain how everyone on the team is interconnected. Give people the “big picture” by creating a chart, process map or diagram that visually describes the workflow and how each person’s efforts and contributions impact one other.

– Offer tangible and creative incentives. Do not underestimate how powerful consistent incentives, bonus programs, and collaborative goals are in keeping the team motivated to stay on course.

– Recognize effort and results. Take time to honour situations where things have gone well instead of focusing only on those that still need fixing. Ending your meetings with acknowledgements and verbal “pats on the back” helps create group cohesion.

The goal is to create a creative, supportive and encouraging environment that offers a high level of emotional trust. Like a family, the members of the team know each other well, accept others’ strengths and weaknesses and look out for one another. Despite not being able to see eye to eye on occasion, they work through the challenges and celebrate the successes.

By maintaining focus on this goal on a daily basis, you can help ensure that your team has the motivation to cross the finish line and stay miles ahead of the competition.

– With reporting by Barbara Chabai

Colleen Coates, CHRP, CCP, is a practice leader with People First HR Services Ltd. She can be contacted at ccoates@peoplefirsthr.com.

RESEARCH:

http://www.workplaceissues.com/motivate.htm

http://voices.yahoo.com/ten-ways-motivate-workplace-team-97606.html

http://www.sustainable-employee-motivation.com/self-motivation.html

Republished from the Winnipeg Free Press print edition February 9, 2013 H2

Independent thinker

People First — Sat, 26 Jan 2013 21:17:35 +0000

Acrylon Plastics CEO wants managers to act as owners

Craig McIntosh readily admits that he doesn’t accept no for an answer.

“No just means you haven’t heard me clearly, so let me explain myself to you some more,” says the president and CEO of Acrylon Plastics, a Winnipeg-based manufacturer of custom plastic parts for a wide range of applications including buses, farm equipment, windows and doors, fencing, commercial buildings and residential playgrounds.

McIntosh says his proclivity to positivity is a common trait of entrepreneurs. “That’s just part of our nature. We don’t regard boundaries as absolutes but rather as obstacles to be worked around whereas many others see boundaries as absolutes and are stopped by them.”

Acrylon Plastics employs 240 employees in Manitoba and another 110 outside of the province at its six plants in Winnipeg, Winkler, Saskatoon and Minneapolis. Since taking the helm in 2005, McIntosh has broken the rules by deviating from a traditional, owner-centric business model for one that encourages all his managers to act as independent owners.

“For us to be successful at what we do, we have to have an entrepreneurial, growth-oriented culture and we need leaders that can handle the entrepreneurial nature of our organization.”

Q: How can you be sure you’re all working toward the same goal when your managers have so much freedom?

A: Because we’ve gone from one plant 10 years ago to having six plants today, we’ve had to build a structure that allows our plant managers to be like business owners. We don’t have a top-down, deep central control system because it simply doesn’t work for us. Instead, I expect my managers to make independent decisions every day. My role is to make sure they understand from the outset what the right and wrong decisions as they reflect our core values, then step back and allow them to make decisions on their own. We do have processes in place to guide them through those decisions. If a manager wants new equipment, they have an approval process they must go through in order to justify why they want to spend the money and if the purchase meets our goals and values. Because we are a profit-oriented business, we’re driven by the knowledge that we can make money by making the right decisions.

Q: Do you have programs or incentives in place to support this culture?

A: Five years ago, we established an employee share ownership program (ESOP) giving managers and employees an ownership stake in Acrylon, and today, our people own 17 per cent of the business. Initially, we implemented the program for senior managers, but saw an amazing alignment in values within the first two weeks and I knew we had to expand the program so everyone had an opportunity to buy in. At first, they went from being concerned only about their plant to wanting to work more collaboratively because it’s good for the company. When your people start on the ownership process, they start looking at things that can have an effect on the company, both good and bad. You definitely see the emotional side of their buying decision, especially because there are no guarantees. That’s the nature of ownership. It’s not a savings plan or a GIC with a guaranteed return; this is a long-term investment which each person can impact positively or negatively on a daily basis. Of course, ESOPs are not for business, especially if you have an owner-centric business model. You have to be willing to let people make decisions and make sure they understand the impact of those decisions.

We also try to do a number of fun activities throughout the year to promote and support a team environment. We have company picnics, adult and kids Christmas parties and plan fun outings, whether it’s going to Grand Prix Amusements or having a “popcorn lunch” at the movie theatre on the opening day of a big blockbuster. Nothing over the top, but for a company our size, these aren’t your typical team-building activities.

Q: What is a downside of having an independent type of business model?

A: Obviously, if someone doesn’t get “it” right off the bat, that can really hurt you. By that I mean if you hire a plant manager that doesn’t fit your organization’s values, it can affect productivity and things can go off the rails within a relatively short period. The plant may be running well and suddenly it’s not because the manager couldn’t handle the role they were given. We are constantly looking for new ways to discern if a new leader just needs more time to get used to the job or if they are simply not ideal for the job. So far, we haven’t found a sure “tell” to say if it’s one or the other and that’s a real challenge because making the wrong hiring decisions is something that has always bothered me.

Q: So what is Acrylon doing to improve its chances of hiring success?

A: I went to a seminar where Jack Welch was speaking and he said that even at the senior level, he only got the hiring right about half of the time. The management guru of the last century admitted that he only batted 50 per cent! That led me to think there must be a better way of doing things. So two years ago, we started using a trait assessment program with our staff and now everyone applying for salaried positions has to complete the assessment. The first part reveals who you are – introverted or extraverted, detail oriented or big picture, fast or slow paced. The second part is matching up the personal characteristics you possess with the characteristics needed for the job. We found that people who were performing well in their jobs were a great fit, while people who were struggling did not have a good match. We had one fellow whose personality was the exact opposite to the requirements of the job. He preferred a methodical, routine, structured world and we had him in a job that was dynamic, always changing, and required him to be responsive. As a result, he was stressed and we were stressed. But instead of showing him the door we were able to use his assessment to find him a more suitable position within the company. Today, he’s doing great and is exceptionally happy. While doing these assessments, we’ve also discovered that the accuracy depends on how well we’ve defined job qualifications and the type of person we’re looking for. That’s something that is always evolving.

Q: Is it ever difficult to reach a group consensus when your managers operate independently?

A: I think that when you sit down as a group and talk about a problem, you’ll always come up with a more optimal solution than by not having an open discussion. Email is wonderful, but you can watch a chain of 30 or more emails fly back and forth before someone says, “Hey, let’s just get on the phone and chat.” That’s not to say that group collaboration is always easy, especially when you’re an entrepreneur and used to making decisions on your own. In my case, this learned behaviour came from being involved with volunteer boards. You show up and suddenly, you’re in a group dynamic where you have to talk about it and in the end, make things happen. There is a need for business people on volunteer boards because we think about things like achieving results and the bottom line. Not everyone has the same skill set. In my experience, the entrepreneurial-minded business owners are the drivers because they are able to break down the problems, figure out the steps and find the solutions. That’s second nature for people like us.

Q: What business leaders inspire you?

A: For the past seven or eight years, I have been an avid disciple of Warren Buffett, who has spent 60 years not running businesses but owning and investing in businesses. Beyond the folksy sound bites he offers, there’s a whole raft of common sense that can be applied to what you do. For instance, he says: “You don’t know who’s been swimming naked until the tide goes out.” I relate that to buying a plant that’s in turmoil with a lot of negative stuff happening. While the standard reaction may be to get in there and try to solve all the problems, whether it’s because of financing or management structure, Warren’s advice is to wait until things naturally settle down. Once the “tide” goes out again, you’ll be able to tell where the real problems lie because then they’ll really stand out.

– With reporting by Barbara Chabai

Sue Kathler, BA, CHRP, is the vice-president, HR Consulting for People First HR Services. She can be contacted at skathler@peoplefirsthr.com.

Republished from the Winnipeg Free Press print edition January 26, 2013 H1