A Time For Coaching

I found myself recently reminiscing about my favorite coach back in my younger (much younger!) school days. I wasn't much of an athlete at all, but I did try track and basketball for a couple of years. Coach Long, who coached track, was, without a doubt, my favorite coach. Coach Long never made kids like me who had little, if any, natural athletic ability feel like we were wasting his time or our own. He always made a point of spending a little extra time with me to help me learn some of the skills that made the more naturally talented kids good at their particular track event.

In contrast, the coach who worked with the junior high basketball team was much more focused on winning games than on developing young people. He never demonstrated much more than tolerance with kids like me who struggled with the finer points of the game. As a result, I never learned to believe in myself as being able to play basketball well and, thus, never enjoyed it much.

As I consider these memories of my favorite coach, I can't help but make the connection between how he worked with kids like me who struggled with the skills of the sport he taught and how we sometimes deal with team members in the workplace who also struggle with learning and mastering certain aspects or tasks within their areas. Sometimes, all it takes is for you to spend a little extra time with them being more of a coach than a manager.

Great coaches all share the same characteristics. They teach, direct, correct, and inspire their players, all the while instilling in them a belief in themselves and a belief that the coach truly cares about their success and well-being. That is exactly what Coach Long did for me and many others along the way. Most people are far more prone to believe in themselves when they first perceive that someone else believes in them. As you encounter people who seem to be struggling with learning a task, set aside your managing skills and pull out your coaching skills instead. You may just end up being remembered years later as someone's best coach ever.

Mike Purcell - Speaker, Trainer, Author
President - Compass Performance Group, LLC
http://www.high-impacttraining.com/
http://www.getsaddlesense.com/

Generationally Challenged

"Our 20 and 30-somethings want change, and they want it NOW. Our 60-somethings insist that things are find just as they are. Our 40-somethings are fine with the idea of changes, as long as they can be in charge of making the changes. Our 50-somethings don't know what to think about the changes, and are all nervous and frustrated!" Sound familiar?

Without a doubt, we live in one of the most challenging periods of time when it comes to the differences in attitudes, opinions, and perspectives among the different generations in the workplace. We are typically faced with up to four different generations in the workforce, and the things that shaped their individual attitudes, opinions, and perspectives range from the effects of the great depression to the ever popular Blackberry phone.

This wide range of influences understandably creates challenges to managing and communicating with team members representing different generations. But the challenges are not insurmountable. It just takes an understanding of the motivators and communication styles that work best with each generation.

A generation is defined, for the most part, as a group of individuals born within a period of about eighteen years. In today's society, our four basic workforce generations are:

- The silent generation: born before 1946 (ages 62 to 83)
- The baby-boomers: born between 1946 and 1964 (ages 43 to 61)
- Generation X: born between 1965 and 1977 (ages 30-42)
- Generation Y: born between 1978 and 1986 (ages 21 to 29)

The composition of the workforce today looks something like this:

Silents: around 10% and declining fast
Baby-boomers: around 45% and declining slowly
Generation X: around 30% and increasing slowly
Generation Y: around 15% and increasing rapidly

The things that shaped the attitudes, opinions, and perspectives of these four generations are as varied as the people themselves. The Silents were shaped by events such as the residual effects of the Great Depression and World War II. The Baby-boomers were shaped by events such as the civil rights struggles, the conflict in Vietnam, and the Watergate scandal. Generation X was shaped by the technology boom of the 1980's, much of that technology adding to the fun in life, the collapse of communism, and unfortunate corporate downsizing. Generation Y was shaped by events such as the development of the internet, global competition for most industries, the global war on terror, unprecedented levels of affluence, and reality T.V.

Let's take a look at how the different generations view things and how to best communicate with each of them. The Silents rely on the tried, true, and tested ways of doing things. They tend to like hierarchy and order, are comfortable with very directive leadership, are willing to climb the ladder patiently, have difficulty adjusting to change, and are very loyal to their employers. Effectively communicating with Silents requires understanding that, by nature, Silents are very private. Don't expect members of this generation to share their thoughts immediately. For the Silent, a manager's word is his/her bond, so it's important to focus on words rather than body language or inferences. They prefer face to face or written communication. Don't waste their time, or let them feel as though their time is being wasted.

“Boomers” often feel that they paid their dues and climbed the ladder under the old rules. They pride themselves on survival skills, feel betrayed by downsizing, reengineering, and restructuring. They believe in the value of hard work and tend to be very competitive. They are idealistic and value a democratic work environment. They view work groups as social groups and seek to change institutions. Effectively communicating with Boomers requires remembering that Boomers are the "show me" generation, so your body language is important when communicating. They speak in an open, direct style but avoid controlling language. They will usually answer questions thoroughly and expect to be pressed for the details. You should present options to demonstrate flexibility in your thinking.

Generation X workers formed the vanguard of the free-agent workforce. They tend to be very resourceful, wanting to stay on the cutting edge. They are a bit suspicious of institutions and are usually willing to break the rules. They are also very adaptable to change and new technology. To effectively communicate with Gen X workers, use email as a primary communication tool. Talk in short sound bites to keep their attention. Ask them for their feedback and provide them with regular feedback. Share information with them on a regular basis and strive to keep them in the loop. Use an informal communication style. They don't respond well to rigid structures.

Gen Y workers are the children of “Baby Boomers” and the optimistic, upbeat younger siblings of Generation X. They see themselves as global citizens who are environmentally conscious. They are often volunteer-minded and socially conscious. However, their opinions are sometimes tainted by privilege. They are our most cyber literate, media savvy generation. They tend to be concerned about personal safety. They will usually base their judgment of institutions on their own merit rather than making generalizations. They like to do everything fast – even instantly. They tend to be impatient. In order to effectively communicate with Gen Y workers, use action words and challenge them at every opportunity. They will resent it if you talk down to them. They prefer email communication or text messages. Seek their feedback constantly and provide them with regular feedback. Use humor and create a fun learning environment. Don't take yourself too seriously. Encourage them to take risks and challenge long-standing paradigms so that they can explore and develop new ways of accomplishing things.

If this all seems a bit overwhelming, don't worry. Every generation basically wants the same thing - respect. Showing team members they are valued and respected is the key to unlocking the secrets to working with multiple generations. Ultimately, the success that managers seek in dealing with any generation of workers will be dependent on how good they are at developing and maintaining successful, mutually respecting relationships with their team members.

Mike Purcell - Speaker, Trainer, Author
President - Compass Performance Group, LLC
http://www.high-impacttraining.com/
http://www.getsaddlesense.com/

In The Face Of The Storms

Let me begin with an apology to those of you who count on these articles being regularly available each two weeks. Thanks to Hurricane Gustav and the residual flooding issues in our area of North Louisiana, I was unable to get an article out last week. However, this event has given the inspiration for this article.

Both hurricane Gustav and the more recent storm, Ike, left in their wake a vast amount of devastated property and disrupted lives. Here in the northern region of Louisiana, there was not so much wind-related damages as there was wide-spread flooding. In the aftermath of such events exists an opportunity for employers to show their true character and "walk the talk" about providing a family-oriented workplace for their employees.

Whether a hurricane, tornado, flood, fire, or other disaster, such an event will always provide an opportunity for employers to show their best face, and it doesn't have to be a wide-spread event. Having only one employee who endures a disastrous event provides no less opportunity to show compassion and aid to a team member in need.

Some of the greatest stories I have heard over the years are those of humanitarian efforts by employers to assist employees after tragic events in their lives. Bearing this in mind, the best employers can always be found putting their best foot forward in an effort to meet the circumstantial needs of their employees in the face of the storms.

Mike Purcell - Speaker, Trainer, Author
President - Compass Performance Group, LLC
http://www.high-impacttraining.com/
http://www.getsaddlesense.com/

Off To A Great Start

I was recently sitting in the office of a client where we were visiting about first one thing and then another. As he picked up some items from the side of his desk nearest to me, I noticed a sheet of paper, folded in half, simply printed with a photo of someone on the front, and a title that read A Very Short Book above the photo. My curiosity got the best of me, and I just had to ask if I could look at this very short book. It turned out to be a collection of bits of advice for young, first-time pastors. It was written by a retired Presbyterian minister from Texas named Bill O'Neal.

This collection numbered nineteen short pieces of very solid advice about how to fit in, endear oneself to the new congregation, and stay out of the danger areas that are easily stumbled into by young pastors. They were, no doubt, all lessons he had learned from his own experiences in his long career as a pastor.

As I looked at this list of thoughts, it occured to me that, with minimal changes to Pastor O'Neal's phrasing, at least thirteen of the nineteen items he spoke of could easily be applicable and timely advice for new supervisors or managers. Here is what he offered as advice (where substitute words apply, I have added them in parentheses):

- For beginning ministers (supervisors/managers): Take a good look at yourself, and if you really don't like people, do something else, like get a PhD and teach, be a stock broker, or bureaucrat.

- When you start a new pastorate (supervisory assignment), simply show up, smile, and let the people know you are happy to be there.

- Make no changes for at least the first year. Exception: Unless there is a clear indication that the people (your team) are ready for it.

- If it ain't broke, don't fix it.

- Avoid conflict with the Presbyterian Women. It can be hazardous to your health. (New supervisors - don't stir up the ladies. They have more power than you realize!)

- Listen to your members (subordinates) and respect their stories and history. Many of them have been doing church (working in their jobs) since before you were born.

- Major in preaching, teaching, and pastoral care (coaching, supporting, and showing that you really care about your team). Everything else will fall into place.

- Try not to give the impression that you think the church (this department or work area) was about to tank before you came to save it.

- Don't swagger or smirk. It gives a bad signal. Remember you are a servant.

- Be a friend to your colleagues in ministry (your peers in the workplace). It can be lonely out there.

- Don't pick a fight you can't win. You only waste your capital.

- Avoid an adversarial attitude toward the church members (your work team).

- Let her lay where Jesus flung her. (Don't dig up old issues that need to be left alone).

As Pastor O'Neal has proven, the wisdom of the ages is usually free and willingly offered to the next generation. Our task is to accept, embrace, and implement that wisdom, then pass it on to the next generation as those before us did for us. Hopefully, you will feel compelled to share this wisdom with others in your organization.

Thanks to you, Pastor O'Neal, for sharing your experiences!

Mike Purcell - Speaker, Trainer, Author
President - Compass Performance Group, LLC
http://www.high-impacttraining.com/
http://www.getsaddlesense.com/

Square Pegs, Round Holes

Have you ever been in a situation where you just didn't really feel that you belonged in the place or with the group you found yourself in at the time? More than likely you have been there. Maybe it was back during your school days, at a party or social event, or maybe even at a corporate event. Remember that feeling - the "I just want to get out of here" feeling? Most likely, you only stayed as long as you absolutely had to and, as soon as you had a choice, you made a swift exit.

Feeling that you don't belong is very uncomfortable. It's even worse when it relates to your work situation. Many companies lose good employees because they don't understand the relationship between an employee's overall job satisfaction and his feeling of being a valued part of the organization. This is a concept I often refer to as the circle of belonging factor when teaching the principles of employee retention, productivity, and morale. It is based on the idea that one of the basic needs of all people is to feel appreciated, understood, and accepted in their work environment. And, greater than any single factor, it is the relationship between the employee and the direct supervisor that has the most significant impact on whether or not an employee develops a deep sense of belonging.

The loss of a good, productive employee is often accompanied by some head scratching by the management team as to why the employee chose to leave. "I thought he was doing a great job and was happy with his work", says the supervisor. "He said he really liked working for us when I spoke to him on the rig site just last week", says the district manager. Personally, my first reaction to this would be to say "Well, what did you expect him to say??" Most employees, in response to questions like this, are going to give the answer they think their supervisor or manager wants to hear. This is one of the foundational principles of the circle of belonging factor. Only employees who feel they are securely within the circle of belonging will volunteer information about how they truly feel when asked by someone higher on the food chain than themselves.

To help you visualize this circle of belonging concept, imagine a circle with a picture of an employee inside the circle. If this employee feels accepted, understood, and appreciated, he will be squarely in the center of this circle. At that point, your risk of losing this employee is very minimal. In addition, he is most likely one of your most productive and loyal employees, which is exactly what you want. However, if things are not so great for this employee, and he feels that he are not always accepted, understood, or appreciated, he will begin to drift away from the center toward the outer edge of the circle. At this point, his attitude, loyalty, and productivity will begin to decrease along with his sense of belonging. If this pattern of movement continues as a result of a decreased sense of belonging, this employee will eventually move out of the circle of belonging altogether. It's at this point that you will more than likely lose this employee. At a minimum, his attitude, loyalty, and productivity will be very low.

This concept seems to be somewhat magnified in how it affects front-line employees. With higher level employees, there are several factors that minimize the impact of the circle of belonging factor. First, simply by virtue of having been promoted to a higher level position (supervisor, manager, etc.), they normally feel a fairly significant sense of belonging. Secondly, the stakes are typically higher for them regarding job changes. For them, making a decision to leave brings with it a much greater level of risk and uncertainty. Can I replace my current level of income? Will I be able to find a job with the same benefits? Can I find a job with the same level of responsibility and job satisfaction? These are less often major considerations for front-line employees. They typically have less risk involved in a decision to change jobs. Exit interviews with front-line employees in heavy industry jobs often indicate that they may have remained in their job had they been dealt with in such a way as to foster a greater sense of belonging.

The long and short of this concept is simple. If you want to keep your good front-line employees - the ones who get the real work done each day - make sure your leadership team understands the circle of belonging factor. Making sure your employees never feel like a square peg in a round hole will ensure you have the highest potential to maintain a team of very productive and loyal employees.

Mike Purcell - Speaker, Trainer, Author
President, Compass Performance Group, LLC
http://www.high-impacttraining.com/
http://www.getsaddlesense.com/

Keeping The Keepers

As we all struggle with the recent downturn in our economy and upturn in the price of fuel (and cost of living overall), many employers are faced with an unfortunate residual effect. Because of the tremendous increase in the cost of driving back and forth to work, many good employees who otherwise are quite satisfied with their jobs are now considering the possibility of finding work closer to their homes.

So what's an employer to do? Giving everyone a raise is not feasible. However, there are some other things that may help to keep your employees in the mindset that your company is a great place to work, even if it is a little far from the home.

When I ask people to tell me what makes their company a great place to work, they typically speak in terms of the overall package, not just the pay and benefits. They usually talk about things like the atmosphere, how they enjoy being with their co-workers, the relationship they have with the manager or supervisor, how the company makes them feel more like family than an employee, how the company has stepped in to assist them or one of their co-workers in a time of great personal need, etc.

Now would be a good time to re-evaluate the benefit of things like an annual family day event, a flexible work schedule, a time-bank program (where employees earn personal time off with pay for perfect attendance), a company sponsored shuttle van service from the outskirts of the city to the office, the promotion of a car pool group, etc. Some of these things cost more than others, but most should be fairly insignificant in comparison to the cost of replacing good employees.

It's times like these, when the potential of losing good employees due to purely economic circumstances exists, that provide the greatest opportunity for employers to beef up their employee relations efforts and solidify that desired perception of being a great place to work, regardless of the distance.

Mike Purcell - Speaker, Trainer, Author
President, Compass Performance Group, LLC
http://www.high-impacttraining.com/
http://www.getsaddlesense.com/

A Balancing Act

I have recently been working with a client who wants to create a new incentive program for a group of his employees. Simultaneously, he also wants to create a progressive discipline policy for violations of the company's safety policies. In considering the development of these two items simultaneously, I have also been reflecting on the delicate balance between incentives and discipline-based policies.

Creating an environment that fosters the greatest productivity at the same time as fostering a disciplined environment where employees understand and respect the policies that keep everyone safe and provide fairness and consistency in employee matters is quite a balancing act. I have seen organizations swing too far to both sides of the fence. Those who concentrate too heavily on incentives run the risk of creating an expectation that employees will be paid above and beyond their base wages for any extra effort they may put forth. While incentives are certainly a good idea and can often promote exceptional productivity among work teams, they can also be over-used and create complacency about performance incentives.

On the other hand, too much focus on discipline-based policies can create an atmosphere of oppression and mistrust. When the employees only hear about what they must not and cannot do (lest they violate the policy), the message often creates an undesirable "us versus them" mentality. Companies with union workforces often fall into this unfortunate pattern due to the policy-heavy nature of collective bargaining agreements.

Those companies who strike a wholesome balance between providing incentives for exceptional performance and reasonable, fair, and consistent policies to maintain discipline and order in the workplace usually have the greatest productivity, team orientation, and highest morale among their workforce. Just as the greatest level of personal health is achieved by balancing proper diet and exercise, a proper and reasonable balance between incentives and discipline-based policies is the key to a healthy and productive team.

Mike Purcell - Speaker, Trainer, Author
President, Compass Performance Group, LLC
http://www.high-impacttraining.com/
http://www.getsaddlesense.com/

Stealing Their Time

Recently, I took my family on a vacation to the gulf coast of Florida. We stayed at an RV park with direct access to the beach. The weather was great, and there was plenty to keep us busy. But even in this beautiful setting, and with all of the great family things to do, I found it hard to get myself out of the business mode and focus on vacation.

Many of you who read this will find that it hits very close to home for you as well. With less people to handle greater work loads, increased expectations in higher positions of leadership, and greater competition for fewer valued positions within most organizations, we are all working harder than ever to be the best managers and leaders that we can be.

While there is certainly no shame in being a very driven and dedicated person, we sometimes overlook the need to be equally dedicated to other very important aspects of our lives. Family time, when we are engaged in it, should garner as much of our attention and dedication as work time does. One of the most important tasks we face in our lives is that of raising our children. And just like the relationships we culture and care for in our work lives, we must be constantly vigilant to work on building and maintaining those critical family relationships as well.

The next time you are planning for a family vacation or outing, spend a little extra time ahead of the event laying the ground work to ensure that your focus is as much on family time as it can possibly be. Your family will give you a great performance evaluation for your efforts!

Mike Purcell - Speaker, Trainer, Author
President, Compass Performance Group, LLC
www.high-impacttraining.com
www.getsaddlesense.com

The Round Up - Evaluating The Situation

Thinking back over your own career, how many times do you remember having a performance evaluation where your supervisor or manager spent no more than about twenty minutes with you, told you a couple of areas where you needed to improve, asked you to sign the evaluation, and that was the end of it? Sadly, for most people, this is more likely the norm than the exception. Most organizations do have some sort of employee performance evaluation system in place, but many are not designed to really achieve the primary result of improving work habits and performance, as well as, the secondary result of strengthening the relationship between the employee and their supervisor or manager.

Consider, for just a moment, the idea that most organizations take only one opportunity annually to let their team members know where they stand regarding their work habits and performance. And even at that, they don't really take an adequate amount of time to hold real dialogue with the team member as they review the evaluation. In reality, the performance evaluation process, if handled properly, provides some of the most fertile ground in which to foster personal, professional, and team growth with your team members.

The next time you are faced with the task of conducting a performance evaluation, ask yourself these questions:

1. Am I really prepared for this process? You may need to spend more time in considering how you will handle sensitive subjects such as personal issues that are affecting work habits or performance. It is also a good idea to have a peer help you to prepare by playing the role of the team member you will be evaluating, especially if there is a possibility of high emotions. This will help you get a feel for how you will handle the situation ahead of time.

2. Have I properly adjusted my focus? In preparing the evaluation, it is fairly easy to focus on the past few weeks of performance. You need to make yourself adjust your focus to see the bigger picture of how the team member has performed over the full course of time since the last evaluation.

3. Are there any potential surprises? Truthfully, there should never be any surprises in an evaluation. Anything that merits discussion in an evaluation (undesirable work habits or performance issues) should have been worthy of some sort of mention prior to the evaluation. When we hold onto issues and wait until an evaluation to discuss them, the team member is usually confused about why it was not discussed with them when it occured. It usually makes them question why it is a problem now but apparently was not a problem then.

4. Have you made sure the setting for this discussion is appropriate? Make sure to meet with the team member in a setting that is both comfortable and allows for a thorough meeting that is free from any distractions for either of you.

5. Have I set aside adequate time for this meeting? This is so important - don't rush through the meeting! I encourage that you allow at least 45 minutes for a performance evaluation review. I usually spend no less that a full hour on this part of the process and believe it is worth every minute of it. There was a time when I did those "quicky" reviews, and I usually got "quicky" results - the kind that fade away as quickly as they show up. When I began to spend much more time with the actual review process, I started seeing much more significant results and finding that my team members showed a genuine appreciation for the extra time I spent with them. Without a doubt, there was a higher level of trust, respect, and loyalty as a result.

6. Have I committed to a follow up to the review? Be sure to schedule a follow up with the team member to revisit the issues, the action plan you both agreed to, and to see what progress has been made. The time frame for this follow up can vary, depending on the issues. However, I would encourage that you don't exceed about six weeks at the most for any given issue. Without a follow up, there is a deminished level of accountability on both sides to ensure that the action plans are followed.

The obvious goal of a performance evaluation system is to improve the work habits and performance level of your team members. But don't miss out on the secondary goal - building a stronger relationship with your team members.

Mike Purcell - Speaker, Trainer, Author
President, Compass Performance Group, LLC
www.high-impacttraining.com
www.getsaddlesense.com

Welcome to HR Roundup!

Welcome, bloggers! This blog space has been created for HR professionals and others who are interested in the personal and professional leadership development of themselves and their teams. My hope is that this will provide a great forum for like-minded folks to share their thoughts and ideas about training and development, as well as, the challenges and rewards of leadership. I also hope those who chose to participate will share success stories, ask questions, share resources, and be willing to give of themselves as much as they look to gain from others.

I will also be posting regular articles here on the subjects of leadership and managing your people in the most effective ways. Please be sure to pass the link to this blog on to all of your HR friends and associates:
(http://hrroundup.blogspot.com)

See you back here soon.

Mike Purcell - Speaker, Trainer, and Author
President, Compass Performance Group, LLC
www.high-impacttraining.com
www.getsaddlesense.com