A Watchkeeper or a Beekeeper?

A Watchkeeper or a Beekeeper?

In “A Watchmaker or a Beekeeper,” guest blogger Bruce Baker walks you through the main personality types in leadership roles, and how they can impact your business.

Low morale, low profits, lack of employee engagement, high turnover and rampant gossip can be attributed to a company being led by either a Watchmaker or a Beekeeper – care to guess which one is the culprit?

If you guessed Watchmaker, you’re right!

In James Fischer’s book, Navigating the Growth Curve, a Watchkeeper is a person who needs most business components to be predictable – something they can control at all times. They believe that to be effective, the “business machine” must be controlled by its operators. This is their overarching purpose of management – to control the business. They further believe that the machine exists for its builders’ primary purpose: to generate as much money as possible for its owners/stakeholders.

There is absolutely nothing wrong with making as much money as possible. Still, it is essential that building an intentional business must be done sustainably over the long term. This includes not profiting at the expense of the company’s employees and stakeholders. The better approach is as you might have guessed by this stage, is being a Beekeeper.

Beekeepers are always mindful and have hindsight and foresight when managing and growing their business. Instead of rejecting or resisting the complexity and chaos that certainty comes with business growth, Beekeepers embrace complexity and, at times, chaos by allowing their teams’ or hive’s intelligence to be the operator instead of themselves exclusively. They appreciate and understand that their business is a living and intelligent organism, and if allowed, will generate far more innovative ideas and sustainable solutions. As a result, the Beekeeper’s business will continually self-organize around its problems and challenges.

When reading the fable in Navigating the Growth Curve, Horace’s recommendation is for Peter to become more like a Beekeeper to capitalize upon his team’s collective intelligence. Peter initially tried very much to control every aspect of his team, causing anger, hostility, and disengagement, leading to a downward spiral that could have been prevented by merely asking for their input.

This is a hard lesson that business owners/leaders can’t seem to learn often enough. Unfortunately, we regularly find far more Watchmakers than Beekeepers primarily due to individuals insisting that they should have all the answers and asking for their employees’ input may put them in a negative light. This is far from the truth! The opposite is true.

There is a Beekeeper in all of us. Still, during our day-to-day challenges as business leaders intending to do the right thing, our Watchmaker tendencies take over more than often without us even realizing it.

The 7-Stages of Growth concepts and programs offered by Workplaces are designed to help leaders predict how complexity will affect them, focus their efforts and resources on the right things at the right time and adapt to their company’s needs as their business grows.

I want to share the first steps in the journey of becoming a Beekeeper referencing the 7 Stages of Growth Model and the Business X-Ray we take our clients through. We emphasize that the only complexity in any business is its people, starting with the business owner during this exercise. The business owner and the leadership team’s ability to embrace this complexity and leverage its power will take the company and team to the next level.

Let me share the initial 4-steps we start within the Business X-ray session that will set you on the course of business growth success.

  1. Recognize the intelligence of the team by asking its opinion.

As scary as this can be, once you have it behind you, you will be amazed at the results and the amount of ‘anxiety’ it can take off your plate. Most leaders we work with hesitate to ask for their team’s input/feedback. Many reasons come to mind, but the following are the regular reasons we come across:

  • How can they possibly know enough about the company to give me advice?
  • They’ll use it as a ‘bitch’ session, and I’ve heard enough of that.
  • I don’t have time to take their suggestions – I have my issues to deal with.
  • If I ask them for their opinion, they’ll expect me to do something with it, and I have enough to do right now.

Leading is all about learning how your company and the team think and feel can only be brought about by asking and engaging.

  1. Filter out the noise

Noise is only too common in the business world today. Too many things are important, leaving nothing that is truly “important.”  There are too many agendas that are not leveraged into concise plans of action, leading to low levels of focus and execution.  Once the team’s power is recognized and leveraged (i.e., all voices and their opinions are encouraged), critical issues are brought to the surface and problems are solved.  During the Business X-Ray session, key initiatives are identified with detailed action plans ensuring results are achieved.

  1. Unify the team around the plan

Once the key initiatives from the X-Ray are identified, the work begins. Communicate this information to the rest of the company either through group and individual meetings or the entire company at one time.  Ensure that each initiative has a ‘champion’ – someone willing to be the ‘team lead’ on getting to the end goal. A lot of work? You bet, but the rewards are well worth it!

  1. Implement organic and self-organizing systems reinforcing change

Organic and self-organizing systems include people engaging and achieving results together. This essentially allows the team to put their handprint on solutions and subsequent systems and processes that produce results. Leaders are working less hard and far smarter with less direct supervision, control, and micro-management.  Allowing this to happen brings about a path of least resistance which anyone in chaotic environments would strive for.

Practice being a Beekeeper and minimize the amount of time you spend as a Watchmaker. The results will be empowering for not just your team but for you as well.

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Making Our Teams and Ourselves More Successful

Making Our Teams and Ourselves More Successful

This week, guest writer Sonya Law walks us through the people skills we need as we work towards making our teams, and ourselves, more successful.

We achieve more as a team when we operate from a place of openness rather than fear – when we chose to thrive not just survive, we achieve more. On the road to getting there you will no doubt come across fear which is the greatest roadblock and inhibitor of growth and missed opportunities.

Recently I was asked to chair the Human Resources Summit for 2021 and immediately I went to FEAR, I said to them I think you have the wrong person.  They said no we don’t you are perfect for this; I remember then asking them what makes you think that?

The number one inhibitor of growth is fear. Rather than see the opportunity we sometimes succumb to FEAR.

WHY is that?

Usually it’s our own self-limiting beliefs, the story we tell ourselves that holds us back, the narrative.  We believe that we can only do something if we have done it before and we look for evidence that proves or disproves our fear.  When we operate in this way it is from what is called a fixed mindset.  Whereas a growth mindset is directed toward, I like to try new things.  The top three thought leaders and books that explore this in more detail are:

  1. Mindset, author Dr. Carol Dweck.
  2. Atomic Habits …author James Clear.
  3. What got you here won’t get you there …author Marshall Goldsmith.

As Albert Einstein said “We can’t use an old map to explore a new world”.

So, what’s holding you back?

It all flows from your mindset, through the lens of The Biology of Belief by Dr Bruce Lipton PHD says:

Your beliefs become your thoughts.

Your thoughts become words.

Your words become actions.

Your actions become habits.

Your habits become values.

Your values become your destiny.

To put it in a business context, our mindset, habits and values will guide your decision making, willingness to change and appetite for risk, innovation and growth.

So how do we overcome this?

  1. Self – Awareness, what is our narrative the story we tell ourselves?
  2. Become a lifelong learner, what matters is what we learn today and even more important what we will learn tomorrow.
  3. Cultivate a Growth Mindset, be open to feedback and willingness to

A great book that explores this further is The Journey BEYOND Fear, leverage the three pillars of POSITIVITY to build your success, by John Hagel.

Still the journey beyond fear is still a primal one and still many set themselves up for failure because they are not aware and not invested in changing their mindset or habits to orientate themselves toward success.  People still diet, even though they know they should exercise and eat a balanced diet and get enough sleep, we can be our own worst enemy by not engaging in healthy HABITS.

It’s the same with FEAR, if fear is a false expectation appearing real, why do we feed ourselves negative narratives about what we are capable of, thus limiting our potential?

How do we explore this further and adopt a practice of self-enquiry to gain insight into why we act the way we do?

Three very important questions to ask yourself:

  1. What is the story I tell myself?

The Narrative is it consistent with me moving towards achieving my goals.

  1. Positive: is it enabling?
  2. Negative: is it Disabling?
  1. What am I passionate about?
    1. Positive: Do I focus on what I am passionate about what brings my life meaning, purpose and joy, does it align with my values?
    2. Negative: Or am I easily distracted and reactive?
  2. How am I choosing to respond and show up, what energy do I bring into the space? Do I explore opportunities?
    1. Negative: Do I practice avoidance and blame others.
    2. Positive: Or do I take responsibility and stay curious.

What are the benefits to a Team of operating from a place of openness rather than fear?

  • Openness to explore new ways of solving problems, collaboration,
  • Leads to Innovation,
  • Which facilitates Growth.

A good leader has vision and can frame the opportunity to be explored by the team.  Which allows the team to thrive not just survive, to innovate and grow both professionally and personally with passion.

If you are interested in a presentation on Growth Mindset, please contact Sonya Law from www.slhrconsulting.com.au.

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Your Company Legacy and the Digital Dealership

Your Company Legacy and the Digital Dealership

Tonight, guest blogger Mets Kramer continues to educate us on all the digital aspects of our business with a look at your company legacy and how it fits in with the Digital Dealership.

“In the past, the model for an organized business was a phone and a Rolodex (younger readers can Google what that is). The new digital platforms like your Website, CRM and marketing tools are now the modern Rolodex”

When my team started our marketing efforts, I was stunned to learn there were over 15,000 equipment dealers of all sizes, in North America.  A huge number of these dealers were small organizations, of 1 to 5 team members, who do great business buying, selling, or renting equipment.  In this blog, I want to address the value of Digital Dealerships and brand development for small organizations. This is especially important for those of you who started your dealership and are trying to find ways for your business to support you into your future.

Over the past few years, I have been lucky enough to work with many small dealers. I admire their tenacity; it takes a lot for these dealers to take their own fate into their hands. Often these dealers are smart and entrepreneurial; most come from larger dealers.  They saw a gap in the market, a niche, they could exploit and make a good living. Now their future depends on how well they execute.   For most of these dealers, their eventual legacy will be what sustains them into retirement and their future generations.

So how does this relate to the Digital Dealership?

One of the great things about the digital revolution in our industry is the potential to become, with a little investment, more than a person with a Rolodex. The Digital Dealership, or your digital presence, can help you extend your legacy well into the future in several ways.

  • First, your digital presence is like having an extra team member or sales rep. You’re existing and new customers can learn about you, answer questions they have for themselves and initiate communication with you all by going through your digital profile. I have seen lots of small dealers work hard to keep up with quotes, rentals and inventory information in a very laborious way. Each time sending emails with additional information like pricing. A well created digital presence can take some of this burden off you. Now, even if you are a team of one, you are actually a team of two, or even three. Creating and investing in a Digital Dealership establishes an effective sales path that’s open 24 hours per day. Now, you can focus on getting out to see customers instead of being stuck behind the desk.
  • Second, for a small growing dealership with big aspirations, a digital presence and platform helps you standardize. In many cases over the years, I have come across great dealers who are heavily dependent on one or two key salespeople. Usually, these key players are the owners, or a highly effective salesperson. The problem with this situation is repeatability. If one key person exits the business, it’s hard to recover. Creating a digital presence and a standard process, including CRM, makes your business repeatable. It lets you add new team members, set a standard operating practice so you can repeat what’s working, with new people. Your Digital platform can help to transition your customers and maintain the goodwill you’ve built over the years.

By creating a digital presence and developing a consistent brand, you become more than just a one-on-one relationship. Your hard work over the years, and that of your team, creates a legacy which can be easily understood by new people joining the team. This lets your customers feel like they are still dealing with the original creator of the business, who they first trusted to serve them.

More and more, we see new business relationships initiated from digital platforms. Buyers are looking for solid information, in addition to knowledge and great service.  In the past, the model for an organized business was a phone and a Rolodex. The new digital platforms like your Website, CRM and marketing tools are now the modern Rolodex. They help you organize and maximize the efforts you have put into the business for many years. Now you have the tools to have your business support you into the future.

To build is to have something that lasts; to create a legacy.

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Potential Employees

How Do Potential Employees Find Careers in Today’s World?

Through the past month or so Ed Gordon has been exposing his Job Shock series. A very sobering critique of the labor market and the potential employees out there today. Most of the dealers that I talk with these days are extremely concerned with their inability of being able to find and hire qualified people for their job openings. In fact, job openings are growing and the ability to find anyone is getting very difficult.

There are elaborate, and in some cases rather exotic, “packages” being created to induce people to join a dealership. Signing bonuses and retention bonuses have almost become ordinary for technicians anymore. And what about management and succession planning? It appears that the leaders in our Industry between the ages of 55 and 75 have paid more attention to their own compensation packages than to the ability of their companies to smoothly transition to the next generation. There was, generally speaking, no succession in place.

If we go backwards to a period in the twentieth century between 1920 and 1940, we have a serious economic depression which was preceded by the “roaring” economy. From the 1950’s through the 1960’s we had a slow growth and stabilization after the world war. The “greatest generation” was frugal and family oriented. Then the 1960’s and the beginning of “laissez faire” attitudes and the slogan of “if it feels good do it.” Coincidentally, they saw the arrival of a credit card and the decoupling of monetary policy from the gold standard. The rate of change was rather gentle but a foundation was being laid for the coming years.

In those previous generations there were typically five different stages in the career of an employee. It was predictable and iterative.

  • Exploration
  • Establishment
  • Middle Career
  • Late Career

Those terms are all rather self-explanatory and the transitions from one to another were also quite simple to see and obtain. It was a matter of increasing skills and knowledge, through schooling and training and experience. If you get that done then you will have opportunities for progress in your career.

There is another change, or transition going on now. Today more and more businesses think they hire talent and that is all that is required. If there needs change the employee is let go and a new one is hired. There is no need to train their employees or send them off to schools and classes. Similarly, today’s employees think that once they get a job, they are done with the need to continue learning or improving their skills.

Think about both of those positions in the world we live in today. Consider the rate of change, which is on a very steep exponential curve. It is actually amazing to contemplate that people think that they can stay in place with your skills and knowledge and not need to be continuously learning. Similarly, for a business not to be investing in their key contributors is just as amazing. What are they both thinking about?

There is a quotation from Goethe that I appreciate. “Things that matter most should never be at the mercy of the things that matter least.”

A Skilled Workforce – the thing that matters most. Is being held hostage to Investing in Employee Development – the thing that matters least.

A Skilled Workforce, the employees I call your heroes, is required to serve your customers and satisfy your vendors. Without these heroes the dealership is in jeopardy. We have seen in the last thirty of so years a stunning level of consolidation. In part due to the need for vast amounts of capital to support the businesses. This is due, in large part, to the rapid run up prices for the equipment and products sold. There was also a need to invest in “systems” that were necessary to operate the business properly. Imagine, if you will, managing a parts inventory using a manual card system, the Kardex.

Now we are in our current market. There is a shortage of skilled people required to operate the businesses. The Universities and other education institutions are not delivering job ready skilled people as they once did. Capital Goods Dealerships are required to establish apprentice programs and mentoring or coaching new employees. Employees are having to adapt to the fact that their skills and knowledge will be measured with more precision and regularity. There is no easy path to more money or opportunity anymore. A true meritocracy is in its infancy. But make no mistake it is coming and more quickly than we can imagine today.

Learning Without Scars has responded to these changes and transitions due to the fact that we have listened to our customers. They have told us that they wanted to be able to measure the skills of their employees to determine what training is required to have the employee become more effective in their work. We have created the Job Function Skill Assessments as a result. These objective assessments have a score which determines the functional capabilities of each employee. Objectively. No opinions or favoritism or nepotism. These scores categorize the skills into four different levels; Developing, Beginning, Intermediate and Advanced. We have processed several thousand of these assessments to date, and have less than 2% of the employees in the Advanced skill level. We have found slightly more than 50% of the employees have a Beginning Skill Level. The employees were able to do the job they were taught to do. Process Orders but they didn’t know how to sell. Employees could do the repairs they were told to do but had few if any Diagnostic Skills. They could place Stock Orders that the system created but they didn’t know how to expedite for shortages, like the supply chain issues we have today. And there are as many more examples as there are tasks to perform. At Learning Without Scars we have also created Subject Specific Classes to allow each employee to overcome the “gaps” in their skills. This is the appropriate tool for skills and knowledge development for the needs of today.

Go to our Podcasts and listen to the audio explanation of the Job Specific Assessments (https://learningwithoutscars.buzzsprout.com/1721145/8055798-job-function-skills-assessments) as well as the Subject Specific Classes  (https://learningwithoutscars.buzzsprout.com/1721145/8139328-subject-specific-classes). That will provide you with all you need to know to be able to take advantage of these “up-to-date” business tools designed to help in the development of your employees skills and knowledge.

It is more than important for your success, that you have a skilled and trained workforce, it is critical. As they say you have to “have the right people on the bus” to get to your destination.

The time is now.

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Learned Helplessness

Learned Helplessness

In tonight’s post, guest blogger Bruce Baker walks you through a struggle we are seeing all around us: learned helplessness.

Many business owners and CEOs we partner with suffer tremendously due to being in a state of learned helplessness.

It is astonishing to see people that reach out to us at Workplaces simply because they are in a state of pain and the challenges they have or perceive they have don’t have a resolution.  After lengthy discussions, the challenges they have “tried everything” to solve become less daunting and transition into something inspiring. At least four out of five times, we have the privilege of partnering with these individuals to better their business situation and ultimately achieve the goals that they work so hard to achieve. Unfortunately, once they experience solving these challenges (something they never thought possible) and, of course, do their “celebratory dance,” they fall right back into their learned helpless state due to a new challenge they face yet again.  This constant state repeating itself seems to be a drug that people seek to justify the pain of their challenge and their perceived inability to solve it.

As time goes on, the more resilient the Business owner/CEO inevitably becomes, the more they transition their business and themselves to an ongoing and sustainable state of success. This is not because they now have “better business tools” necessarily, but because they reduce falling back into a state of learned helplessness.  Those who persevere and learn this new conditioned response to challenge and, at times, failure becomes more successful consistently.

To conclude, I wanted to share a powerful story (author unknown) that I have always turned to when I feel this way and need a path back to a positive state. The story goes like this:

As my friend passed the elephants, he suddenly stopped, confused because these huge creatures were being held by only a small rope tied to their front leg. No chains, no cages. It was obvious that the elephants could, at any time, break away from the ropes they were tied to, but for some reason, they did not. My friend saw a trainer nearby and asked why these beautiful, magnificent animals just stood there and made no attempt to escape.

“Well,” he said, “when they are very young and much smaller, we use the same size of rope to tie them and, at that age, it’s enough to hold them. Then, as they grow up, they are conditioned to believe they cannot break away. They believe the rope can still hold them, so they never try to break free.” My friend was amazed. These animals could at any time break free from their bonds, but because they believed they couldn’t, they were stuck right where they were.

Like the elephants, how many of us go through life hanging onto a belief that we cannot do something simply because we failed at it once before?

How many of us are being held back by old, outdated beliefs that no longer serve us? How many of us have avoided trying something new because of a limiting belief? Worse, how many of us are being held back by someone else’s limiting beliefs?

You do not deserve to feel this way!  Your business should be a source of pride and achievement for you, whether you are significantly challenged today or are feeling helpless because you can’t find a solution.  Don’t let your ego and your feeling of learned helplessness be your guide in building your business; you will fail and not return. Instead, reach out to someone you trust, someone that will hold you accountable and show you that the solutions you seek are not far away.

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Some Personal Post-Pandemic Thoughts

Some Personal Post Pandemic Thoughts

 

Tonight, Managing Member Ron Slee shares with us some of his personal thoughts about the post-pandemic world.

For some time now I have been wondering about what happens to the workforce once we come out of the pandemic fears and returned to normal. Of course, I don’t truly believe we will return to the old normal. I think there is a new normal. I am a baby boomer born in the 1940’s so I have seen a few economic disruptions. I am also one who has been shouting out about the fact that we spend trillions of dollars on Technology but near nothing on Sociology. In the same vein, I have long been concerned about how we as a society in the United States seem obsessed with work and succeeding (even though we cannot properly state what success means).

There was a wonderful Cadillac ELR Coupe commercial in 2014 with the actor Neal McDonough. Watch it on YouTube. The reason I want you to watch this ad is that it reflects how we “used to think” about work and our lives. We worked. Long hours and sometimes six days, we traveled a lot, we didn’t see our families enough. We were a driven society with success being measured in Status and Money. I have never really been driven that way. When I was working as an employee I was always asking “why do we do things that way or this way?” Then when we started on our business, I was just trying to make enough money to live. Starting your own business when you are 33 years old is not the easiest of tasks. I never really was working for success, rather it was survival. I don’t think I was alone.

Today, we have a much smarter and less tolerant workforce. They won’t put up with as much as my generation did by a long stretch. And I think they are right. I moved my family from Montreal to Vancouver, from Vancouver to Edmonton, from Edmonton to Denver, from Denver to Palm Springs and more recently we moved to Honolulu to get ready to retire, I think. During my years in the consulting world, I averaged over 150,000 air miles a year. If you think that is fun, think again. 8,000,000 miles later the pandemic hit and I returned to living with my family 24/7. It was wonderful. The up-and-coming generations will not put up with that kind of life. They shouldn’t. There is a lot more to life than the treadmill many of us put ourselves on to make a living.

From some recent reports, I have read between 25% and 50% of the workforce does not want to go back to the office. They want to continue to work remotely. Further, they have seen that working remotely costs them a lot less money, some $5,000/year in lower expenses. Some companies are adjusting the compensation so that employees work remotely, they pay less. On top of that, many in “my generation” want to see the employee in the office so that they know they are working. Yes, that is true. Some teachers are sitting in classrooms teaching virtually but they have to do this at the school for whatever reason. It doesn’t make sense to me. There is a major shift going on. Strip malls have lost a lot of tenants. Empty stores are everywhere in America. I am not sure they will ever come back to the “old normal.”

I have long said “life is simple, it is people that mess it up.” I don’t believe that any employee will leave their current employer if they feel that they are valued and a valuable team member contributing to the success of the company and driven to serve people: customers, vendors and coworkers. I honestly do believe that the leadership of anything is the major cause in the employee satisfaction world. Bullies are still out there but their time is quickly coming to an end. Charismatic, caring people that are committed to the success of their employees will, hopefully, become the “new normal.” It is time to step away from micromanaging our teams.

The issue of compensation will come up. I don’t believe that people will leave a job because of their pay, IF, the pay is commensurate with the skills and the market. Don’t try to take advantage of your employees by not paying them properly. One small example. I left a job and gave my employer 60 days’ notice. I was not leaving for money; in fact, I was going to make exactly the same amount of money. However, during those sixty days I was offered to have my salary doubled, to be given a company vehicle and to have a membership in a golf club. As my wife said, “they are trying to buy you.” I didn’t stay. Many employees are in the same situation. They DO NOT get the proper level of pay. That needs to change. It needs to be fixed. There are many sources to get comparable job descriptions and salary and compensation studies. The US Department of Labor has all of those facts. You can typically find them in your local library.

This is a time of significant change, and the rate of change is accelerating. Don’t pay attention to your leadership alone, it is ALL of the employees who make your company successful. It really is quite simple. Treat everyone with respect and it will come back to you. I only ask that you think about it a bit more than you do at the moment.

The time is now.

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The Skilled Employee Challenge

The Skilled Employee Challenge

This week, Ron Slee takes readers through the skilled employee challenge, after a particularly illumination conversation with a fellow industry professional.

Recently I had an online chat with a talented executive in this industry in which I have spent most of my career. After reading through the Job Shock series from Ed Gordon he posed an interesting and critically important question. How do we keep skilled employees? It has been reported from knowledgeable people that between 40% to 50% of the current workforce will be changing their employers over the coming decade for one reason or another. He wondered how he could avoid that kind of talent and experience loss in his group of businesses.

That is a tough question, isn’t it? Most of the exit interviews I have conducted over the years and research papers I have read indicate that the separations were caused primarily by the direct boss. Something was off with the relationship. Any separation should be respected and we should learn from it. What could we have done differently for you to stay?

My feeling personally as an employee in two dealerships was that I wanted to be given the opportunity to grow within the business. I wanted the company to provide me the chance to grow my skills and knowledge. Most of you know by now that I never had a performance review. I asked for one every year from every boss I ever had. I never got one. I strongly urge everyone reading this to reconsider the annual performance review. Sonya Law from Australia wrote about it last month and I have pounded on the desk with everyone one of my clients regularly to get them done. Please remember to conduct the performance review at a completely different time than the wage and salary discussions.

Asking the employee what they would like to see happen with their jobs, how they could be made better, what processes need to change, and that kind of discussion, needs to take place, in my mind, very frequently. We used to have weekly toolbox meetings on the shop floor. We have huddles in the warehouse. One of my clients had a morning session before work, before they opened the doors, that involved some exercises and stretching and then a group discussion of anything that anyone wanted to talk about at the time. Every morning.

Now we have a problem with this whole thing. It might be why the performance review doesn’t happen. Most of the people who have a team of workers reporting to them do not know how to conduct a performance review. They don’t want to allow the employees to ask for something that they are not aware is coming. They don’t want to have to allow for changes. They are to some degree comfortable with the status quo. Think about that for a moment. The employee is causing the boss to want to improve something and the boss doesn’t know how to deal with that. Imagine. I had an interesting exchange with a man who I had worked with for more than twenty years. I worked with him in Montreal, Quebec. I worked at attracting him to come work with me in Edmonton, Alberta and then to come to Denver, Colorado both moves which he made to my great appreciation. He was a very talented man. We were in a personal setting with our wives and I suggested to him that I wasn’t hard to work with anywhere that we had worked together. He started uproarious laughter. He completely disagreed with me. He said I was a very difficult person to work with and that completely surprised me. If that was true, I asked him why he stayed with me then. He responded simply because I was constantly searching for better ways to do things and that he loved that about me and the work we did together. I had to do some serious thinking about that one.

I still hold to some basic truths in life. Everyone wants to do a good job, BUT rarely does an employee get told what doing a good job looks like. Even more rarely does an employee get the opportunity to be able to evaluate their own performance on a daily basis because there are no objective metrics or measurements that are shared with each employee about their particular job. That is a truth that has always bothered me. I must have been a challenge. I was fired about six times by one of my bosses. He had a very short fuse. One time I even made it home. The phone was ringing when I got in the house and it was him wondering why I was at home. I told him he had fired me. He said emphatically “get back here right now.” I should tell you that if he were still alive and the phone rang and he said he needed me I would just ask where he was and I would be on my way there. I loved that man. He allowed me to be who I believe I was meant to be.

I don’t know that with the current leadership in business we have sufficient people skills to lead our teams of employees. Too many “bosses” – TELL people what to do. Too often the boss does not know how to do the job. They have never done it. They don’t ask for the employee to participate in making their work lives better.

I used to ask three questions about every six months of everyone I ever worked with:

  1. What do I do that you like that I do and you want me to continue to do?
  2. What do I do that you don’t like that I do and want me to stop doing it?
  3. What do I do that doesn’t really matter to you?

I would also ask each employee regularly, at least once each year what I called the Five Things. Put down on a piece of paper five answers to each of the following questions:

  1. What would you like to do to make your job more effective?
  2. What is it that you do that is a real pain to do?
  3. What would you like to change about your job to make your life easier?

There are two other pillars to my beliefs in people and their work:

  1. Everyone can do more than what they think they can.
  2. Everyone is fundamentally lazy

So that is the start of the answer to the question posed to me above. That is my immediate reaction without a lot of thought behind it. I want to think about it more and provide something more insightful in the coming weeks. But this is a start and I believe it is an important start. It starts with the “leaders.”

The time is now.

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Job Shock, Part Three

Job Shock, Part Three

Edward E. Gordon, the founder and president of Imperial Consulting Corporation in Chicago, has consulted with leaders in business, education, government, and non-profits for over 50 years. As a writer, researcher, speaker, and consultant he has helped shape policy and programs that advance talent development and regional economic growth. This week, he continues his blog series with Job Shock, Part Three.

Gordon is the author or co-author of 20 books. His book, Future Jobs: Solving the Employment and Skills Crisis, is the culmination of his work as a visionary who applies a multi-disciplinary approach to today’s complex workforce needs and economic development issues. It won a 2015 Independent Publishers Award. An updated paperback edition was published in 2018.

Job Shock Part Three: Solving the Pandemic & 2030 Employment Meltdown

Part III: The Kids & Workers Are Not “All Right”

Many students and workers cannot accept the new reality that they are undereducated for many jobs in this decade’s labor market, let alone future ones!

KNAPP has created a robot for warehouses with the dexterity to recognize and sort random items with 99 percent accuracy. Once such robots are put into operation, humans would continue to work alongside them, but the catch is that these workers will need a whole set of additional skills.

“If this happens 50 years from now,” stated Pieter Abbeel, an artificial intelligence professor at University of California, Berkeley, “there is plenty of time for the educational system to catch up to the job market.” The trouble with his prediction is that the COVID-19 pandemic has sped up companies’ plans to further automate workplaces today!

Throughout the course of the COVID-19 pandemic, small business owners have consistently reported that the quality of labor was an important business problem. In a February 2021 National Federation of Independent Business survey 56 percent of the respondents were trying to hire and 91 percent of these employers reported few or no qualified applicants for their job openings.

This situation is the result of outdated regional education-to-employment systems across the United States. They have largely become broken pipelines with an inadequate flow of people qualified to fill local jobs. Unfortunately, this skills-jobs gap has persisted throughout the last two decades.  As labor economist, Kevin Hollenbeck wrote in 2013, “I am reminded of the adage about the frog in the pot. If you put a frog into a pot of boiling water, it will jump out. But if you put a frog in a pot of water and then slowly boil it, the consequences will be dire for the frog. . .. We (workers, employers, policymakers, and politicians) like that frog, have not been alarmed enough by the signals of a widening skills-jobs gap . . . to jump to action, and now we face the dire consequences in the form of a “talent cliff.”

The COVID-19 pandemic has made this talent cliff steeper.  The switch to remote schooling has meant that many students may be behind as much as a full grade level. Jobs go unfilled due to the lack of qualified applicants while more workers remain unemployed for six months or more and the labor-force participation decreases. Clearly the kids and workers are not “all right.” Denial or wishful thinking will not change this job shock reality.

Knowledge Shock

The 2017 film “Hidden Figures” focuses on the lives of three African-American women who NASA hired because of their advanced math attainments. Through making important contributions to NASA’s space mission, these women overcame race and gender discrimination, earned the respect of their co-workers, and secured career advancement. These three women are unsung heroes of the U.S. space race against the Soviet Union.

What was a major reason for their success?  With the long-term help of their parents, each of the women overcame formidable barriers to obtaining the educational preparation that developed their mathematical talents. Education is a shared responsibility between parents and schools. Education should begin at home. Habits of learning should be instilled there. Parents can help a child learn-how-to-learn by fostering each child’s personal talents and interests.

Unfortunately, America’s popular culture does not esteem educators or link educational attainment to success in life. Parents are the primary motivators of their children.  If parents do not believe that doing well in school is very important, neither will their children.

Many parents also believe that their local school is providing a good education to their children. Regretfully this is often not the case. Education levels have not kept pace with skill demands in workplaces.

There is ample evidence that K-12 education in the United States is not providing many students with the educational foundations needed for their future development. Every two years nationwide achievement tests are given to students in grades 4, 8, and 12. The National Assessment of Educational Progress (NAEP) commonly called the “Nation’s Report Card” is conducted by the U.S. Department of Education. Recent results have been nothing short of alarming.

Students are ranked at four levels: below basic, basic, proficient (at grade level), and advanced (above grade level). The Grade 4 test results in 2019 were: 65 percent read below grade level, 26 percent were at grade level, and 9 percent were above grade level. Fourth grade is a crucial point for reading attainment because in the first three grades’ students are taught how to read, but by the fourth grade, they should have attained a level of reading proficiency that enables them to learn how to learn.

At grade 12 in 2019, 37 percent received NAEP reading scores of proficient or above. However, 30 percent were at the below basic level which was larger than in any previous assessment year. In math, only 24 percent of high school seniors were at the proficient or above levels.

Yet paradoxically the U.S. high school graduation rate has been rising. How can this be explained? Grade-level standards are being downgraded or bypassed. For instance, failing students are enrolled in special “credit recovery programs” that allow them to move on to the next grade or graduate with no or minimal academic standards for a passing grade. Clearly all high school degrees are not equal!

The NAEP scores indicate that a large proportion of U.S. students are not equipped with the basic educational foundation needed for success in post-secondary programs. About 67 percent of high school graduates attend higher educational institutions. After six years only about one-third complete a degree, certificate or apprenticeship.

Many of these students take either the SAT or ACT exams that are designed to access their readiness for higher learning. Between 1967 and 2017 overall test scores on these exams have declined. In 2019 only 37 percent of ACT takers and 45 percent of SAT takers tested fully ready for post-secondary programs.

Higher-educational institutions are compelled to offer remedial education for entering students. About 40 percent of entering freshmen are now enrolled in non-college credit reading, math, or written communication classes. At some institutions over 90 percent of entering students need remedial education. Poor student preparation is also leading to declining quality in higher education.

America does have excellent schools and universities. On the 2020 Social Progress Index the United States ranked first in the world in the quality of its universities. But on this same index, the United States ranked 91st in student access to a quality elementary/secondary education. Over the past decade the decline of the U.S. rank on this indicator has been greater than that any other nation. Unless widespread systemic reform of U.S. K-12 education becomes a national priority, a significant proportion of the next generation of American workers will be under-skilled for employment in the workplaces of the future.

COVID-19 Learning Consequences

Since March 2020 almost all K-12 students have been receiving at least some instruction remotely rather than in the classroom. When the pandemic subsides, what kind of learning losses can we expect?

  •  Millions of low-income and rural students lacked reliable internet access and about 3 million mainly low-income students were not enrolled in school. Many will likely fall behind a full grade level or more.
  • The longer the pandemic persists, the greater the harm to students being taught fully or partly online.
  • Online learning is less effective for younger students as their attention spans are limited, and it also negatively impacts their social skill development.
  • Two major testing services reported that the math scores of elementary students dropped 5 to 10 percentile points in fall 2020. Both noted that their 2020 testing pool was significantly smaller as dropouts or students lacking access to digital technology were absent.
  • High school dropout rates most likely will increase

COVID-19 has also led to a severe decline in enrollments at America’s community colleges. Student enrollment was down 10 percent in the fall of 2020 compared to that of 2019. Because community colleges are an important component of apprenticeship, certificate, and other job preparation programs, this is a significant blow to the development of a more skilled workforce. Moreover, community colleges are the most accessible post-secondary option for low-income Americans whose K-12 education has suffered most due to a lack of internet access.

The Best Time for Education Reform Is Now!

In the wake of the COVID-19 pandemic, as the Brookings Report “Beyond Reopening Schools” cogently states “it is hard to imagine there will be another moment in history when the central role of education in the economic, social, and political prosperity and stability of nations is so obvious and well understood by the general population.”  Now clearly is the time for local, state, and federal action to revitalize K-12 education in the United States.

It is time to go beyond piecemeal reforms and playing “blame games” if we are to close the widening gap in the quality of U.S. education. There are some fundamental components of quality education that can be learned from the study of the world’s most successful educational systems.

  1. Great teachers: The key to boosting student results is improving instruction. Teachers need to thoroughly know their subjects and then receive extensive training and coaching in instructional methodology before and after they begin teaching. More top college students need to become teachers. To attract and retain these recruits, we need to front-load their compensation so that entry-level salaries are competitive with those of alternate professions. To keep their skills up-to-date, teachers need quality professional development programs throughout their careers.
  2. Effective Principals: School principals need to be educated and trained as both efficient administrators and drivers of instructional improvement. They have a key leadership role in fostering a culture of high expectations in educational attainment for teachers, students, and parents.
  3. Updated curriculums: All states need to mandate strengthened 21st-century curriculums to give more students the educational foundations necessary for high-skill/high-paying employment. To accommodate the diverse interests and talents of students, more options should be available at the high-school level including career education programs and advanced placement courses.
  4. The Key Role of Parents: The switch to remote schooling during the COVID-19 pandemic seems to have greatly increased parent awareness of the difficulties teachers face in keeping students engaged and in helping them make progress in their day-to-day learning. This should motivate parents to take a greater interest in the quality of the schooling their children are receiving and cooperate more fully in fostering their children’s daily academic progress.

The Looming Disaster of Job Shock

As low-skill jobs shrink due to automation, underprivileged elementary, high school and community college students will bear the brunt of technological advances. They are under threat of becoming the “technopeasants” of the 21st century.

We are referring to millions of our future workers who deserve an education systemically updated to meet the knowledge and skill demands of modern workplaces. America needs them to become part of a new talent pool for the 21st-century, not the victims of job shock.

Coming Next: “Job Shock Part IV”
Businesses across America now complain about the low skills of many job applicants. Yet, they often resist job training or employee reskilling programs. “Job Shock” will next review this paradox in our business culture and what needs to change to avoid potentially dire economic consequences over the next decade.

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Principia for After-sales, Part Two

Principia for After-sales, Part Two

Today, Ryszard Chciuk continues his blogs on Principia for after-sales with part two of the series.

In Principia for After-sales and a few next posts, I am sharing my way of defining and implementing the main principles (values). This post is about the potential conflict between personal and company values, how I was writing value definitions, and the importance of constant reminding and following of the main principles.

Theoretically, every new employee joining our team brings his/her own values and his/her own life mission. Unfortunately, many people are not aware of what kind of values they are subscribed to. Thus, both they and their employer can make a mistake when signing the employment contract. But from the other side human consciousness is flexible. Hopefully, he/she will soon realize the values of the company are not in opposition to their private values or they are enough convincing to subscribe to them. And their private life missions can be realized ­– to a certain level – by working for the chosen company.

I numbered the main principles because usually, they conflict with one another. For example, which value is more important: profitability of your department or care of people and environment (it covers also safety)? What gets higher priority: integrity or profitability? If you don’t know, the right answer is indicated by the number of the principle on the list (number 1 has the highest priority).

Some time ago I learned from Start with Why by Simon Sinek that values have to be verbs. He is definitely right. I should articulate my No 1 principal “Integrity” with the sentence “Always do the right thing”. The No 2 principle should be expressed with the words “Always take care of your co-worker, customer, supplier, investor and of all kind of life”. The No 3 “Profitability” means “Not everything we do has to be profitable, but without money, we will not exist as the organization”. The No 4 “Excellence” stands for “We are satisfied with nothing less than the very best in everything we do” (I use the same definition as in Enron’s statement).

On each occasion, I was explaining to my people what our main principles meant and I was using examples taken from the life of our after-sales organization. As I mentioned already in the post Future is Now – Part 2, that kind of presentation was usually taking place in the course of the introductory training. It was led not later than several weeks after starting the job. We worked out that unique training program with the kind collaboration of Impact Polka. It comprised of two sessions (two working days each). And it was mandatory for every new employee. As the opening lecturer, I presented there our department’s long-term goals (vision), the main principles (values), and our mission. Later on, the after-sales team members had to hear it again, and again. Additionally, once a year, during the annual company meeting I presented it to all employees of the dealership.

The leader must prove all the time, everything he is doing himself is up to the common, agreed, and persistently promoted principles. Employees mostly follow their leaders. Employees never follow the company values if the superiors break principles, both in a company or private life. You do not need to decorate your company cars with the team values, print it on every page of marketing brochures or curve in the stone tablets. Your customers are to recognize what are your values at every encounter with your crew. Have you ever asked your key customers what are your company values? You can be surprised when you do!

The main principles are not to be changed neither every year nor when a new manager takes over. They will be followed even if the founder of the values list has gone away. But it will happen only in companies having a very strong organizational culture. To be honest, I have not checked if the after-sales team I was in charge of in the past is still following our main principles. This is for a few reasons best known to me, not the main one is that I am not brave enough to find out.

There are plenty of potential values to be chosen. You will find five hundred examples here. As you can see these are only names of values, just words. The meaning of every value you have to define yourself. Why it is very important? I mentioned already that the set of values would make you different from the competition. Yes, they can steal a copy of your main principle’s declaration. But don’t worry, you are recognized as a better supplier of services because you have taught your people what those words really meant at their daily work. And they are following it. And your customers like it.

The main principles list should not be longer than 3-4 items. Too many values are more difficult to memorize and certainly will not be obeyed. Perhaps this is the main problem with the fulfillment of the Ten Commandments.

I have to underline: the content of the values list is not essential. After all, nobody would present himself as inhuman, unfaithful, dishonest, improvident, etc., isn’t it? The only difference between two organizations having the same set of values is how their members follow those principles.

Next time I am going to present the details about the main principles of my after-sales team.

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Goal Setting

Goal Setting

Tonight, our returning guest blogger Sonya Law talks to readers about goal setting. 

We will explore here how fostering a dynamic workplace incorporates the macro environment in setting goals where People are at the center of creating your competitive advantage…

As an employee, our manager will set goals for us which flow down from the strategic goals of the organization, and these goals are communicated clearly so that we understand how our performance is measured.  Traditionally this usually takes place as part of a mid-year and end-of-year performance review cycle.  The review is also an opportunity for two-way feedback, for the employee to receive performance feedback that will guide their growth and performance and for the manager to receive feedback on where the employee needs support to remove roadblocks that are limiting their potential, efficiency, and effectiveness in achieving the goals of the organisation.

Human Resources play a dual role, firstly to support employees in setting their GPS and aligning them with the strategic goals of the organisation.  Secondly, to support managers and employees when performance diverges away from the expected behaviors that lead to the achievement of these goals.

Quite often, overlayed are external factors for example the current Global Pandemic, which forces organisation to reorientate towards goals that respond to a changing macro environment.  The Pandemic continues to require us to have a workforce that is adaptable, agile, resilient, and able to respond to new problems and anticipate future ones.  And work creatively to come up with solutions to customer, supply, service, and delivery issues.

Three scenarios that put the achievement of employees’ goals at risk are:

  1. New Manager
  2. New Team
  3. Changes in process and technology.

These scenarios can be navigated safely, with minimal impact to employees when a dynamic work environment is fostered that supports employees to solve problems as they arise.  This grassroots level problem solving, therefore enabling managers to invest more time on the strategic side of the business.

This is a common problem in organisations where management gets stuck in the weeds fixing problems in their day-to-day and not enough time creating value for shareholders.  Human Resources’ role is to work together with the senior leadership team to create flow and foster a dynamic workplace where time is equated across the operational, tactical, and strategic needs of the business.

dynamic workplace is a space that can easily be reconfigured to meet the company’s needs, accomplished by using resources, collaborative spaces and technology. It is meant to follow an employee’s needs, as reflected in the state of the world.

Organisations that become too linear and micro instead of a macro view, lose sight of the big picture, this narrow focus leads to inefficiencies in utilisation of your human resources and non-productive time that does not generate income to the business and cannot be recovered.  Further cracks start to appear in a reluctance to explore new markets or business opportunities, they leak resources, people, profit, and stifle innovation.  You will see a decline in quality and an increase in rework, warranty issues, product failures, and a damaged reputation, which is value eroding rather than value maximising.

Organisations gain a competitive advantage as compared with their rivals by empowering and enabling their people, they innovate, fail fast, and recover quickly, creating value for the business.

When employees are empowered to make the changes necessary in order to respond to customer’s needs, they can fix customer problems right then and there boosting trust and confidence in the product, aftercare, leading to repeat business.  When managers see their role as removing obstacles and roadblocks and empowering their team and involving them in setting their goals, this ultimately will lead to improved employee and customer satisfaction.

Managers can support the business operation by:

  1. TIME – blocking out some uninterrupted time regularly to ask employees what are their roadblocks and where do they need support
  2. REINFORCING – what we do and why we do it, connecting them with the vision of the company
  3. POSITIVE FEEDBACK – provide employees with positive feedback about their unique and valuable contribution
  4. ALIGNMENT – help employees where there is misalignment with the goals and support them to self-correct
  5. STRENGTHS – play to the employee’s strengths
  6. STRATEGIC GOALS – link employee goals with the strategic goals of the organisation
  7. VALUE CREATION – when you involve employees in goal setting, they will be more driven and committed to achieving them

A few human resources tools that foster a dynamic workplace are:

  1. Career Anchors – supports employees’ re-engagement with their work
  2. VIA strengths – identifies employee’s strengths and how to leverage them
  3. What makes me tick – helps employees to resolve conflict by understanding different communication styles within their team.

The benefits to the organisation and culture in fostering a dynamic workplace are:

  1. Higher levels of innovation
  2. Increased engagement
  3. Greater productivity
  4. Increased customer satisfaction
  5. Improved quality
  6. Lower staff turnover
  7. Stronger financial returns
  8. Agility and adaptability in responding to a changing macro environment.

Ultimately, a dynamic workplace constantly is striving to create a competitive advantage through its People that is unrivalled when it comes to your competitors, that is so unique that it cannot be replicated.  Many products can be replicated but not people, they really are your greatest asset and competitive advantage if you take care of them.  Demonstrate to them with your words, actions, and behaviors that reinforce their valuable and unique contribution to the organisation.

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