Appraisal Time Cometh….

Do you need some training to help you with the appraisal process?

Value our People More or Social Enterprise will be Lost

This is the title of an interesting post by Adrian Ashton over at Social Enterprise.

Adrian cites major problems with both pay and prospects with 60% of those working in the sector expecting to leave it within the next 5 years.

there are various strategies and policies around how social enterprise is going to save the world, but in all the hype and excitement we must be careful to remember that it can only do so if our people feel valued in doing so and we can retain them for the journey.

So social enterprises must join the ‘War for Talent‘.

At the heart of talent acquisition and retention is a single, simple question.  What is our winning Employee Value Proposition (EVP)?  What value can we offer employees that means they will join us, stay and develop their impact?

And this is where the social enterprise sector has a potential significant advantage over many for profits.  But an advantage that many social enterprises squander.

A social enterprise can offer meaning, purpose, authenticity (the chance to do what I am ‘meant’ to be doing, to express who I really am through my contribution – to do ‘good’ work) and impact.  It is not about pursuing profits but pursuing social justice.  About building a better world.  Make sure that you build this into your EVP and there will be no problem retaining top people – even if you are not paying top dollar.

But I see many social enterprises lose sight of their purpose.  They become more interested in writing finding applications than in the pursuit of social justice.  They will do whatever the funders ask them to – even if this makes them dependent and compliant.   Working in the best interests of the funder rather than in the best interests of those whom they are meant to serve.

If social enterprise is to have a future then managers and leaders in the sector must learn how to:

• put the mission above managerialism
• establish a balance between the demands of funders and the best interests of those whom they serve
• give EVERY employee the chance to talk openly, honestly and regularly about what matters to them and how their role can be made more fulfilling

They need to become Progressive Managers.

Its All About the Relationships, Stupid!

One of the basic assumptions behind my work in the Progressive Managers’ Network is that excellent performance depends on excellent relationships.  Relationships that are characterised by:

• engagement
• honesty
• 2-way communication
• creativity and innovation from everyone
• development and progress

And still the most common objection that I face in my training?  “Mike I haven’t got time to spend building relationships.  I just need to get them to do as I ask.”  The longer term pursuit of excellence is consistently hi-jacked for the short term acceptance of mediocrity.

Great post here from Carmine Coyote which provides some clues about why getting relationships right really matters.

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18 tips for Better Partnership Working

I have just completed a 2 day workshop with a great group of partnership managers.  Here is what I learned!

1. Get really clear and comfortable about your self interest. Your personal  reaction to the opportunities and possibilities offered in your role.
2. Communicate this powerfully in language that the recipient will understand and value.
3. Develop your professional self interest – the overlap between your individual/personal and professional/organisational response to what REALLY matters.
4. Build your power to influence what really matters through investing in person to person relationships. Invest in a series of 121s. Share what really matters to you. Be clear on how they will perceive you.
5. Use the allies/opponents/adversaries/fencesitters/bedfellows model to help you structure this.
6. Become power hungry (why wouldn’t you want power to make what you believe in happen? Don’t leave power for the bad guys of this world to grab!)
7. Building a powerful coalition around your ideas inside the business is as important as building one externally.
8. Know your reputation – find ways to find what people REALLY think of you and your agenda – but are too polite to say!
9. Don’t be busy fools. Work on the most powerful relationships. That is the relationships that give you the most power – this has little or nothing to do with the ‘authority’ power of the other party. Think leverage. Think goals.
10. Think ‘enlightened self interest‘  and here.
11. Ring fence thinking time – 2 lots of 90 minutes a week – to develop your agenda – rather than respond to the needs and agendas of others. This will increase your sense of control and reduce your levels of stress – as well as making you much more effective and creative. GUARANTEED.
12. Agree on the ends.   Be different, challenging, creative and risky when it comes to the means. You don’t always have to play by the rules. Think Mandela.
13. If you play by the rules of bureaucracy it will find ways of stifling change.
14. Don’t let years of socialisation in being helpful and humble result in you being a selfless partner. Nobody wants to partner with Uriah Heep – but they may just take everything you have.
15. Resist the safety of bureaucracy – maintenance, safety, dependency (external locus of control).
16. Pursue the entrepreneurial way – greatness, courage and autonomy (internal locus of control).
17. Don’t waste too much time and energy on the difficult people. Invest it in those who share your self interest – life is just better that way.
18. Always take your own chalk and be cautious in your selection of cues….(this is not a mystical metaphor – just a statement of fact).

Anything I have missed?

Your vision will become clear only when you can look into your own heart. Who looks outside, dreams; who looks inside, awakes.

Carl Jung

More on 121s

The real pupose of 121s is to build a relationship.

An honest, robust, respectful constructive relationship.

This takes time, effort, curiosity, courage, honesty and a degree of self disclosure.

An effective relationship helps us to understand self interest.  Ours and the self interest of each and every team member.

Once self interest is understood we are in a position to make agreements that work for all parties – to establish win wins.

It allows us to provide support, encouragement, development and opportunities that helps others become much more powerful and effective in their work.

“Raising someone up does not reduce your stature-it exalts you in ways you have to experience to believe.”

Ken Blanchard

Measuring Management

Managers spend much of their time measuring – market share, year on year sales, voids, arrears, return on investment, customer satisfaction, orders fulfilled, calls handled per hour, orders placed, orders fulfilled (again), total invoiced, hours billed, attendance, productivity per employee etc

Why the obsession with measuring stuff?

Because it gives us the data to recognise what has changed, what needs to change, and when we make the change – whether it has had the impact we planned.

But none of these metrics are about US – the manager.  They are all about the performance of the system and the people that we manage.  And this often lets us of the hook for making real change in the way we manage.

What if we measured some more personal aspects of our management efforts?

• how much time we spend listening in 121 conversation with team members
• how many times we give REAL feedback – affirmative and adjusting – each day/week
• how often we make sarcastic or cynical comments
• how many times we interrupt others mid-sentence
• how often we check our blackberry in meetings
• how often we talk about values and vision
• the amount of time we spend in meetings that are inefficient or worse
• how many coaching contracts we put in place with our team members
• what percentage of coaching contracts achieved their goals
• how many significant tasks we genuinely delegated (rather than then allocated) because they provide great development opportunities
• percentage of working time allocated to pursuing key objectives
• how often we acknowledge our own development opportunities and make planned conscious change in our behaviours

I am convinced that if we started to measure our own personal performance in relation to some of these more personal aspects of management, most of us would we would pretty quickly get some powerful data on what we needed to change.  Measurement would also pretty quickly confront us with the fact that our perceptions of our performance are markedly different from reality.

As we make planned changes based on measurements of our own personal behaviours we will soon see a very positive impact in some of the more traditional areas where measurement prevails.  The act of measurement itself would also increase the likelihood of planned changes being implemented and seen through.  That after all is perhaps the main reason why we measure.

To make sure that important things get done.

Another take on 121s

Dan McCarthy over at Great Leadership blog has written a piece giving his own take on 121s.

Finding Feedback Difficult? Try Feedforward!

Great and very simple exercise from Marshall Goldsmith designed to help you get seriously useful ideas for your professional development.

Name the area in which you wish to improve. – e.g. I want to be a better leader.

Tell someone, almost anyone  ‘I want to be a better leader‘.

Ask them for two ideas for things to do that would help you become a better leader.

After they have offered their suggestions – simply say ‘Thank you‘.  No discussions, no debate, no analysis – just ‘Thank you‘.

This should work brilliantly in 121s as a way of getting information on how you can improve.

Pluck up the courage to try it.  It works.

People Are Our Greatest Cost – Honest Banker Shock!

You know when you hear a Chief Exec say,

“People are our greatest…”

and you are thinking yeah, yeah I know – ‘ASSET’.

Except on the Today programme I heard the CEO of RBS (rumoured to be looking at 20000 redundancies) say,

‘People are our greatest cost’.

Cognitive Dissonance or what!

Life is complicated though.  Most of us are BOTH great assets and great costs in weird and dynamic combinations.

Outstanding managers have systematic and effective processes (121s, feedback, coaching, delegation etc) for developing both the asset part of the equation AND the cost.  Yes, outstanding managers do want good people to cost more, and more, and more – because they recognise that what matters is the value that they create – not how much they cost.

How are you doing with your systematic and effective processes for asset development?

Could 121s be good for you too?

The modern world of virtual social networking and relationship through e-mail could be bad for your health.  And more face to face communication could be the antidote – according to Dr Aric Sigman writing in Biologist, the journal of the Institute of Biology.

According to Dr Sigman we have NEVER spent less time in face to face commuication with other people, and this has a number of profound and dmaging consequences for our health.

Evidence suggests that a lack of face-to-face communication could alter the way genes work, upset immune responses, hormone levels, the function of arteries, and influence mental performance.

This could increase the risk of health problems as serious as cancer, strokes, heart disease, and dementia.

121s – good for you – good for your organisation!