Getting Real is Now an E-book

Getting Real Front Cover

It finally happened…Getting Real is available as an e-book.  

Get one for yourself. Share this with a friend or colleague. Don’t miss what Marshall Goldsmith calls “instrumental in taking your personal leadership strategy to new heights.”
Available on Amazon.
Cheers!
Edith

About Edith Onderick-Harvey

Edith Onderick-Harvey is a highly regarded consultant, leadership and talent expert, and speaker. She is the author of the Amazon bests seller Getting Real:  Strategies for Leadership in Today’s Innovation-Hungry, Multi-Tasking, Time-Strapped World of Work. Edith is frequently quoted in the media including The New York Times, CNN.com, HR Executive, and American Executive.  As the President of Factor In Talent,  Edith works with leaders to take performance — their own, their team’s and their organization’s — to the next level.

Make Your Team Smarter

Executive Team

Executives  and managers are an action-oriented group. That’s usually one of the characteristics that has made them successful. They see something that needs to be done and make sure it gets done. Unfortunately, when they’re working as a team, that drive for action makes the team do dumb things.

 

The dumb thing they do is jump right into solving the problem — identifying courses of action, recommending solutions, pushing to make a deadline.  But, wait, isn’t that what they’re supposed to do?  Well, yes, but there is a better way to do it. You see by just jumping into solution-mode, the team often plunges into conflict because they never agreed on what the issue was they were trying to solve, never spent a few minutes setting up a process, and haven’t really vetted the reasonableness or effectiveness of a solution.  Then, it’s  well into the conflict before they realize that the reason for the conflict is that they are not all on the same page. Don’t get me wrong, I’m a big proponent of constructive conflict in teams. However, this type of conflict is an unnecessary time waster.

 

The drive for action often makes people feel like they’re ‘wasting time’ by spending time making sure everyone is on the same page about what the issue is, have criteria for successful solutions, and have put at least a small amount of structure around how we’re going to drive to solution. Actually, the exact opposite is true.  By doing some initial level-setting and planning early on, the likelihood that a team will come to the best solution and be able to implement it quickly is greatly increased.

 

Stepping back to move forward leverages everyone’s best thinking.  It makes the team smarter.

Perils of Competition

winning culture

 

I heard a thought provoking talk by Margaret Heffernan recently. She is a business thinker and advisor to CEO’s whose TED talk has had 2 million views. The topic was about the often unintended negative consequences of businesses and a country obsessed with competition and winning.

Tell me if any of this sounds familiar:

 

  • “The only thing that matters is getting results.”
  • “I need to make a name for myself in the company. That doesn’t happen by helping someone else.”
  • “We use forced rankings for our performance reviews.”
  • “We have an employee of the month.”

Those all reflect how we create high performance and achieve our goals, right? From the research Heffernan has done and, quite honestly, from our own experiences, that is often not true. What are some of the real consequences of the thinking reflected in these statements? Let’s take a look:

When the only thing that matters is getting results, how you get those results can promote very bad behavior. Look at the cheating scandals at universities. Think about the decisions financial institutions made that led to the financial crisis. Think about some of the people you’ve known who will do anything to win. It’s not pretty.

When career success hinges on how I and I alone make a name for myself, I won’t share information or expertise. I will maximize my performance and in the process sub-optimize the performance of others.

Forced rankings promote mediocrity. If only a small percentage can ever be ‘superstars’ then it doesn’t really matter if I work really hard because I probably won’t join them. The odds are not in my favor. On top of that, if I become part of that group, the game becomes too costly for me if I fail.

By having any recognition system that only rewards one person or a very small number of people, like employee of the month, the vast majority of your people are demotivated. Again, if only one of us can win, the odds are that I won’t be one of them.

Heffernan suggests that promoting collaborative behavior will lead to far greater success. Her research shows that companies that have long-term success not only measure and reward results, but put an equal emphasis on how one got results. They have cultural norms that promote people spending time in conversation and congregation with each other. She told the story of one company that did not allow coffee mugs on desks. It was not because they didn’t like how coffee mugs looked or feared a spill. They wanted people to get away from their desks and congregate around the coffee maker so the would begin to have conversations with each other and share ideas about their work and where the company was going.

What’s the norm at your company — collaboration or competition?

The Journey to Excellence

Tom PetersBack in 1982, Tom Peters went In Search of Excellence and profiled 40+ companies who were examples of excellence.  If we look back at that book some of the companies are gone now or are not what we would hold up as examples of excellence.  That’s because excellence is not an end state.  It’s an organizational state of being that’s characterized by continuous movement in pursuit of ever-higher achievement.  In a culture of excellence, you are never done or…you never quite arrive.

The drive for excellence — for continually improving on even our most outstanding achievement —  when paired with the compelling clarity I spoke about in my last newsletter sets the stage for achieving or even exceeding the goals defined in the strategy.  The question is how do you create a culture of excellence and performance?

Excellence is about self reflection:  Without knowing who and where you are in your journey, it is difficult to continually pursue ever higher levels of personal or organizational achievement.  What values are of core importance to me?  How do I add value? What values are core to the organization?  How do we add value for our customers? Am I clear where I am taking my organization?  Am I communicating a standard of excellence?

Excellence is about continual, personal growth: Without professional growth, our performance, and that of our organization, will not be characterized by excellence.  Leaders need to be a role model for their teams.  They should ask “how can I use my strengths more fully to achieve the results we need to be successful?” It’s equally important to ask yourself and others,  “what do I, as a leader, not know and need to learn?  What skill do I need to develop and how should I apply them?”

Excellence is about setting the expectation for excellence: In environments that achieve excellence, the standard for it is communicated broadly throughout the organization.  The communication isn’t just verbal.  It’s communicated in goals and objectives.  It’s communicated in everyday actions.  It’s communicated in the quality of anything that’s produced, from emails and meeting agendas to products and services. It’s communicated in processes that focus on continual improvement.

Excellence is about creating a culture that looks at behaviors and results: Cultures that only look at results can become toxic.  It can be too easy to turn a blind eye to unacceptable behavior because “hey, he/she gets results.”  Leaders need to be as concerned with how people achieve results as with the results they are achieving. How do we meet our customer’s expectations, meet our business goals and behave ethically and with excellence? What behavior do we hold up as the gold standard in the pursuit of results?  What behaviors are completely unacceptable?

Excellence is about tapping into each person’s drive for excellence: The neuroscience of excellence tells us that higher and higher performance comes from the need to direct our own lives, to create new things and to improve ourselves and our world.  In his book, Drive, Daniel Pink talks about tapping into the third drive — the drive produced from engagement in the task itself when the task allows us to experience autonomy, mastery and purpose. Too many of our organizations are using what Pink calls the second drive – the carrot and the stick – to try to create higher levels of achievement. What we know is that this only takes achievement to the level of what one needs to do to get a reward and to avoid a negative consequence.  It doesn’t lead us to excellence.

Excellence is about improving those around you and managing performance: As the saying goes, the tide lifts all boats.  In order to instill a culture of excellence, leaders need to manage performance and development proactively by praising excellence and having the difficult discussions that are needed to improve performance.  Too often we short circuit the ability to achieve excellence because we are unable to give the difficult feedback that allows others to build their capacity to contribute.  Unfortunately, many of our performance management practices also drive a trend towards mediocrity by relying too much on the carrot and stick.

As Tom Peters did almost 30 years ago, go in search of excellence in your organization.  Model it, practice it, celebrate it and watch the impact on performance

Compelling Clarity 2016

Compelling Clarity 2012Earlier in my career, I was interviewing with the SVP of HR, the chief people officer, for a senior role in a large organization. He was still fresh to the company, having been there about 6 months. I asked him where the firm was going and what made him get up in the morning and go to work. He looked at me and with a shrug said “Edith, its insurance,” like it was the craziest question in the world. How silly to expect that a senior leader, six months into his job would be able to articulate a compelling picture of the place he worked. He had a golden opportunity to communicate his vision of what this organization was about and where it was going and he came up with nothing.

There was no second interview.

This story is not meant to reflect badly on the insurance company. I know plenty of executives in insurance companies who would answer that question very differently.

This SVP obviously wasn’t able to communicate a vision. Over the past 18 months, many of our organizations have been lacking in “the vision thing.” We’ve been focused on a lot of things that were important but that people perceive as negative — cutting costs, losing sales and revenues, reducing headcount. But as the recovery starts, we need to think about where we want to go from here, because it won’t be where we were before 2008.

Whether you are hiring to rebuild your team, developing employees, or trying to retain or more fully engage your talent, the first step for taking performance to the next level and creating competitive advantage is to develop Compelling Clarity. Compelling Clarity is about creating a vision and expectations that are so clear it is difficult to say ‘where are we going?’ or ‘what should I be doing? ‘and so compelling no one needs to ask ‘why am I doing this?’ Instead, they say ‘I need to be a part of this.’

Ask yourself these questions:

      • Where does my organization (or division or group or…) need to go?
      • Why are we going in that direction?
      • What will we look like a year from now?
      • What top priorities will get us there? 
      • How will we know we’re successful?
      • Why do I want to be part of this? Why should someone else want to be part of this?

If your answer is “I don’t know” to any of these you’re going to be less able to attract or retain top talent as you move forward. You’ll be appealing to people who want a job but not attractive to people who want to make an impact. Without a sense of where they’re going you’re people can’t perform at the high levels you need.

Be ready to talk about your vision and gauge the reactions. After all, you don’t want to find yourself saying, with a shrug, “Edith, it’s…”

Building an Accountability Culture

Building an Accountability CultureOne of the most difficult skills for many leaders to master is to artfully and effectively build accountability into the culture. They need to walk the line between creating a punitive culture, where people are afraid to be innovative, take responsibility or drive change because of the fear of failure and its ramifications. On the other extreme is the leader who wants to create such a feel-good culture that they let things slide and pretty soon people aren’t clear what, if anything is important and they adopt Scarlett O’Hara’s approach to dealing with adversity:  “Tomorrow is another day.”

In an accountability culture, each person takes ownership for achieving results.

Too often we think about accountability only when something goes wrong. Until then, we figure that people know what needs to get done and will do it. It’s what I call a rear view mirror exercise. A more powerful approach is to be mindful of creating a culture of accountability by using the ACAR model.

  • Align: To create a culture of accountability, you need to start by aligning goals, people and process. The first step is to ensure that individual or team goals are aligned with the larger corporate, group and department goals. People will give more importance to what they are doing when they understand how what they do fits into the bigger picture. Even better, explain the larger goals to them and then engage them in setting their own goals. Second, ask yourself if the work people are doing is aligned with their strengths — their talent– and with the goals you are asking them to achieve? The ability to use our strengths at work makes it much more likely that we will complete tasks and create results. Third, align the goal with what the individual finds motivating. When an individual is able to see how the work they are doing helps fulfill a personal need or aspiration, they will own the work. Finally, do we have enough processes in place for someone to achieve what needs to get done? If not, have you given them the capacity to create it?
  • Communicate Expectations: Do your expectations focus on activity or results? Am I accountable for the activities I engage in or the results they produce? Often it’s both. For example, we may have expectations for how someone works with other members of the team in order to achieve their results. Where accountability falls apart is when we focus solely on one or the other. We’ll reward the person who achieves the best results even though everyone knows their behavior flies in the face of what we say we value, leading to a toxic culture. Other times, we are so focused on people getting the activities right that we will give them an “A for effort”. We lose sight of the ultimate goal because we are so focused on the process that we create a situation where nothing seems to get done. Communicate what your expectations are — both behavior and results.
  • Acknowledge. We usually think of holding people accountable when someone is not making the deadline, when quality isn’t what it should be or when results aren’t achieved. Often, we are looking for where to assign blame. Turn that thinking on its head. Focus on those people who are doing what they are supposed to do and achieving results. Recognize them, point it out to others. Watch the impact it has. People will recognize that achieving results is noticed and makes a difference.
  • Redirect and Re-engage. Even after aligning, communicating and acknowledging, there will still be performance issues from time to time. You’ll still need to have the hard conversations. You will need to tell people that part of their performance is not where it needs to be. You will need to share your disappointment or describe the impact it had on the team. Most importantly, you then need to redirect and re-engage. You need to engage the individual in a conversation about how to improve performance. You need to recheck the alignment, the communication and the acknowledgement. The conversation should build a partnership in which the individual takes ownership of the work that needs to be done.

 

Crystal Ball

I’m looking into the crystal ball…

Wouldn’t it be nice if we could go to the tarot card reader or crystal ball seer to know where our businesses and industries are headed?  What’s the next trend?  What needs will our customers have?  How do we keep our brand, products, and services relevant?

As leaders we are always balancing today and tomorrow — keeping one eye on the demands of today while keeping the other eye on the opportunities and threats of tomorrow.    That said, by just taking a few minutes a day we can keep that future in view, giving us the information and ideas that we can translate it into meaningful actions for our business today.

The following are some common sense ways to keep ourselves thinking about tomorrow while we’re making success happen today.  How many do you do on a regular basis?

  • Take a look at your company news releases on the intranet.
  • Follow an RSS feed, read blogs or trade journal articles about your industry
  • Follow an RSS feed, blog or trade journal about completely different industries than your own.  If you’re in healthcare, follow a high tech guru.  If you’re in biotechnology follow something from the hospitality industry.  You never know where a great idea will come from.  After all, 20 years ago who ever thought we’d listen to music and play games on our phones?
  • Read newspapers from emerging markets.  The internet makes it easy to access English language versions of many publications. You can also listen to the radio or podcasts.  I listen to the BBC a couple of times a week when I’m driving to and from meetings.  I’m always amazed by the completely different topics and regions of the world it covers compared to U.S.-based news.
  • Talk to someone younger than you.  Try to talk to someone a generation younger than you.  Their perspectives and insights, especially related to technology, will amaze you.
  • Go to a meeting where not everyone does what you do.  I always walk away with a much broader perspective when I have been at a meeting with people whose business or profession is completely different from my own.
  • Work through ‘what if’ scenarios about your business. Think of what’s highly probable and what’s less probable. Then develop ideas for how your company or team would address that scenario.  For example, what if someone came into the market who could deliver the same quality product at 1/3 the cost?  What if a new technology allowed people to access your product for free or a very low price?

Try Evolution Instead of a Resolution

gym-treadmill-people 240x160I went to the gym the other day and saw what you can count on every January — the results of resolutions. Anyone who is a gym regular knows that in January it’s a crowded place. People are there working up a sweat, moving muscles they haven’t moved in a while. It’s a place where people are making resolutions and, sometimes, deciding to break resolutions.

The problem with many resolutions is that they represent a radical departure from what we are currently doing. Rather than talking about resolutions, let’s talk about evolution. The evolution of your business. The evolution of your team. The evolution of your capacity to lead and manage others. We spend so much time talking about radical or transformational change, we forget about the benefits of purposeful, measured change. Spend some time this week thinking about what can evolve in the way you work, in the way your team works, and in the way your business works. What can you adapt to take advantages of the opportunities that are here today? What can you adapt to address the challenges of tomorrow?

How To Build An Agile Organization

change 228 x 202

i4cp defines agility as ‘the ability to move quickly, decisively, and effectively in anticipating and taking advantage of change.” The question is, how do you create this ability in your organization? According to i4cp and based on my own experience, high performing organizations instill agility by being prepared. That’s right. You manage change by anticipating, planning and taking advantage of it.

How can you make that happen?

    • Make it a regular practice to look outside the organization to see what may be just over the horizon. Most organizations only look as far as the trends within their industry. The best organizations look at the broader context. They look at other industries from which they can learn lessons. They look at societal, political and economic changes. Opportunities are often identified where on the surface, none may seem to exist. When people are mentally able to analyze, play with and explore potential change, they are more easily able to embrace it when it actually occurs.
    • Assess your organization’s capabilities in the context of those potential changes. Do you have the talent and resources you need to take advantage of what the future may hold? If not, how will you develop or gain those capabilities.
    • Determine how agile people are in your organization. Do you hire for it? Is agility an expectation? Is it rewarded?
    • Leverage what makes you successful now but don’t rely on it for your future. Often, success can reduce one’s ability to change. However, when success is paired with the expectations that change is part of success and that change will happen, starting from a position of strength can make change more powerful.

How many of these characteristics describe your organization?

What are You Talking About with Your Team?

Strategy2Strategy: noun,  a plan, method or series of maneuvers for obtaining a specific goal or result or a particular long-term plan for success.

One of the laments of managers is that their people aren’t strategic enough.  They want strategic thinkers. They want the group to be viewed as strategic advisors.  They ask people to develop strategies for achieving certain outcomes. Usually, what they are getting is tactics.

When I speak with managers about this dilemma, I often ask them how they spend their time with their people.  The response is usually that they talk about what the person is doing, specific issues related to a specific task, the plan for this week or next.  Rarely do I hear them say they are talking about strategy.

To develop strategic thinkers you have to talk about strategy.  What is strategy about?  It’s about the long term.  It’s about putting disparate pieces together and seeing the connections.  It’s about understanding how what you do works in the larger context.  It’s about how a result will be achieved and why it is important.

If you want to develop more strategic thinking, demonstrate it in your conversations with your team.  Share industry insights with them.  Talk about how larger company issues impact what they do.  Talk about how what they do impacts larger company issues.  Discuss the implications of what is happening today for long-term success.  Ask them to think about how their approach to a particular issue or problem will impact other steps that are needed to achieve the goal. Ask them to assess the consequences of their actions on near-term and long-term outcomes.

Try this in three meetings this week. And then again the week after and the week after.  Make it a regular part of the conversation.