I was at a Breakfast seminar this week on Immigration. Quite an interesting topic, and also some great breakfast delights! Can’t say the same for the speakers.
First Speaker – great use of voice. Added in humour, shades of personality, hues of colour in his tonality and did a fantastic job of turning a rather dry topic of the rates of our ageing population and the need for immigration, into quite an intriguing and fascinating chat! Well done I say, especially at 7am!
Second speaker – had a better topic around some of the current trends and policy changes which are applicable to employers.... heard a few points but started to ask for another cup of tea at some stage to help me stay focussed. Learnt a few things... but not sure if I missed any major points as had a few moments of staring out the window!
Third speaker – third cup of tea required! No tonality, a little pitch used here and there, but unfortunately the lecturn was his friend... and also a great prop to hide behind.
Fourth and final speaker – I’m sorry, who did you say you were? It’s now 8.30am, I am on my fourth cup of tea and am actually adding sugar to pep me up! Wow, for such an interesting topic on employers who have not followed the rules of immigration and the repercussions, something which I really need to know, I was blown away at how much I actually didn’t take in. Nothing! All I could think of is: How can I help this guy be a better presenter? How can I help him understand non-verbal communication? How can I help him read his audience? And most importantly – why hasn’t someone given him the feedback??
So for anyone reading this, if you’re not confident in the speaking department, ask for help. Which would you rather: an audience of 100 engaged and looking at you with every word OR that same audience staring out the window or asleep at their tables? We all have the chance to change peoples lives by what we do and who we are. One amazing presentation and you have a fan club. Wow, now wouldn’t that be nice?
If you would like to improve these skills, let me know :-)
Friday, August 13, 2010
Thursday, July 15, 2010
Are you Playing the Field?
At a recent work function, we were entertained by an early morning game of ‘extreme frizbee’. It’s kind of a combination between frizbee, rugby and touch football.... I also say ‘entertained’ as it was a laugh which was a hard call for a 5.45am wake up call. Note: not really a morning person!
Anyway, the point of my blog is this. How much do you put your ‘best players’ first? How often do you leave some on the bench, unaware of their capabilities? How much does man versus woman change the way you place your players on the field? All of these questions came to mind for me as I ran back and forth across our makeshift frizbee field (ahem... the lawns at the Hyatt Sanctuary Cove. I’m not too sure the other guests loved us at 6am ‘woo hoo’s’ and ‘yeahs!’ were shouted out!)
Anyway, back to my point. As I was running up and down the field, there were a number of times when I was free, no one defending me, wide open to a good shot, only to find the frizbee was passed to another player... don’t get me wrong, I did manage to help get a few goals and I also managed to toss/spin/throw a few good shots. But what amused me most was that the boys favoured the boys and knew who their top players were in order to win. We still won, but there were a few tongue-in-cheek comments about “don’t hurt the HR Manager” and in the scrum “don’t hurt the girl!”... funnily enough, I’m pretty tough and can play as hard as the boys, even at 6am!
So let me ask you: who are your good players and how do you use them? Are they burning out from overuse? What might be your untapped potential because you haven’t given them the right position, given them the right chance or taken a punt?
Anyway, the point of my blog is this. How much do you put your ‘best players’ first? How often do you leave some on the bench, unaware of their capabilities? How much does man versus woman change the way you place your players on the field? All of these questions came to mind for me as I ran back and forth across our makeshift frizbee field (ahem... the lawns at the Hyatt Sanctuary Cove. I’m not too sure the other guests loved us at 6am ‘woo hoo’s’ and ‘yeahs!’ were shouted out!)
Anyway, back to my point. As I was running up and down the field, there were a number of times when I was free, no one defending me, wide open to a good shot, only to find the frizbee was passed to another player... don’t get me wrong, I did manage to help get a few goals and I also managed to toss/spin/throw a few good shots. But what amused me most was that the boys favoured the boys and knew who their top players were in order to win. We still won, but there were a few tongue-in-cheek comments about “don’t hurt the HR Manager” and in the scrum “don’t hurt the girl!”... funnily enough, I’m pretty tough and can play as hard as the boys, even at 6am!
So let me ask you: who are your good players and how do you use them? Are they burning out from overuse? What might be your untapped potential because you haven’t given them the right position, given them the right chance or taken a punt?
Sunday, April 25, 2010
Honouring our ANZAC’s
I was privileged enough this morning to go to the Dawn Service at the Shrine of Remembrance in Melbourne. Why do I say privileged? I just feel such a sense of pride for those who have fallen before me that to be there and feel the pride, honour, valour and courage makes me come alive and because of what the men and women of many wars have sacrificed, it is because of them I could stand there at all. Yep, privileged.
There was something different about this morning’s ceremony. In previous years, it had been around formalities and stopping to remember. Today’s was all that, plus some very touching personal stories about those who showed immense bravery, sacrifice and courage. A few stories that stick out for me was about a young boy who enrolled at 16 and when his mother threatened to dob him in for being too young. He said if she did, she would never see him again, such was his need to fight for his country. He went to war, she never saw him again. Another was about a dying Australian soldier who, after being shot by his enemy, called his enemy over and reached into his jacket to pull out a bible to give to him, then he died. Years later (a few generations actually) the enemy soldier lay on his own death bed in Germany. He asked his brother to go and fetch the bible and to send it back to the mother who gave it to her son. It made its way back to Australia to an elderly mother, the only gift she had ever bought her son. She then bought a new bible, wrote a note of thanks and a prayer that we shall never send our sons or daughters to war again.
These stories and more touched me and made me wonder about a few things. What are some of the things that you want to do and know you should, that could possibly be done before you are on your death bed? If you did that ‘thing’ earlier, could you enrich and fulfil the lives of others and touch them in some small way? What also is it that drives people to fulfil a need – like the boy who went to fight at 16? What was it about him that even though he knew it was dangerous, he still needed to go and fight the fight.
Just hearing that this morning prompted me to pick up the phone and call an old friend – just the small act made someone’s day. Funny that.
At work, what can you do to ‘make someone’s day’ when you might have been thinking of saying or doing something for a while, but the thought has never turned to action. Perhaps this blog will urge you to act, and when you do, you will enrich the lives of others.
Feels good, doesn’t it?
There was something different about this morning’s ceremony. In previous years, it had been around formalities and stopping to remember. Today’s was all that, plus some very touching personal stories about those who showed immense bravery, sacrifice and courage. A few stories that stick out for me was about a young boy who enrolled at 16 and when his mother threatened to dob him in for being too young. He said if she did, she would never see him again, such was his need to fight for his country. He went to war, she never saw him again. Another was about a dying Australian soldier who, after being shot by his enemy, called his enemy over and reached into his jacket to pull out a bible to give to him, then he died. Years later (a few generations actually) the enemy soldier lay on his own death bed in Germany. He asked his brother to go and fetch the bible and to send it back to the mother who gave it to her son. It made its way back to Australia to an elderly mother, the only gift she had ever bought her son. She then bought a new bible, wrote a note of thanks and a prayer that we shall never send our sons or daughters to war again.
These stories and more touched me and made me wonder about a few things. What are some of the things that you want to do and know you should, that could possibly be done before you are on your death bed? If you did that ‘thing’ earlier, could you enrich and fulfil the lives of others and touch them in some small way? What also is it that drives people to fulfil a need – like the boy who went to fight at 16? What was it about him that even though he knew it was dangerous, he still needed to go and fight the fight.
Just hearing that this morning prompted me to pick up the phone and call an old friend – just the small act made someone’s day. Funny that.
At work, what can you do to ‘make someone’s day’ when you might have been thinking of saying or doing something for a while, but the thought has never turned to action. Perhaps this blog will urge you to act, and when you do, you will enrich the lives of others.
Feels good, doesn’t it?
Sunday, April 18, 2010
The Symptom versus the Cause
According to www.mindframe-media.info in Australia, around one in five people will experience a mental illness at some stage of their life, including alcohol or other substance abuse disorders. In extreme cases, mental illness can be debilitating, affecting all areas of a person’s life from employment, to relationships, to everyday functioning.
In my various roles and years in Human Resources, I have had countless managers come to me seeking advice on guidance as to how to handle behaviours of their team. In most cases, it is where behaviour has changed and where there is a noticeable impact on the team that they are seeking the help with. The way they managed that employee before no longer seems to be working as the employee has now changed..... and nothing seems to be working!
Classic signs of behaviour change include absenteeism, presenteeism (they are there, but not really ‘there’ i.e. occupying a seat but not working), changed performance output, mood swings, lateness, patterns of behaviour such as struggling to stay awake every afternoon or on particular days and generally being ‘out of sorts’ where people just aren’t themselves.
Some Interesting statistics and information I recently read through from www.mhca.org.au which you may want to consider if you lead people....
Statistics on Mental Health in Australia
• One out of every five Australians [about 20%] will experience some form of mental
illness each year. Three out of every ten [about 3 %] will be seriously affected.
• Depression and anxiety are the most prevalent mental disorders experienced by
Australians. Depression alone is predicted to be one of the world’s largest health
problems by 2020.
• Nearly one in 10 Australians will experience some type of anxiety disorder each year
o around one in 12 women and one in eight men. One in four people will experience
an anxiety disorder at some stage of their lives.
• Around one million Australian adults and 100,000 young people live with depression
each year. On average, one in five people will experience depression in their lives;
one in four females and one in six males.
• Mental illness affects young people. Around 14% of 12-17year olds and 27% of 18-25
year olds experience a mental illness in any given year. At least one third of young
people have had an episode of mental illness by the age of 25 years.
• The majority of mental illnesses begin between the ages of 15-25 years. This poses a
significant threat to our nation’s future workforce capacity and economic prosperity.
• The 2001 National Health Survey estimated that 1.8 million Australians (9.6% of the
population) had a longterm mental or behavioural problem of more than 6 months
duration. Of these, 130,600 (0.7%) were related to drug and alcohol problems.
• Approximately two thirds of people with a mental illness do not receive any treatment
in any 12 month period.
• Mental disorders and suicide account for 14.2 % of Australia’s total health burden –
which equates to 374,541 years of healthy life lost (DALYs).
• Estimates suggest that up to 75 % of people presenting with alcohol and drug
problems also have additional mental health problems.
• Reports indicate that up to 85% of homeless people have a mental illness.
The MHCA is the independent, national representative body of the mental health sector in Australia.
Ph:02 6285 3100 Email: admin@mhca.org.au Web: www.mhca.org.au
1. Mental Health and Wellbeing: Profile of Adults, Australia 1997, Australian Bureau of Statistics, 1998
2. The Global Burden of Disease: A Comprehensive Assessment of Mortality and Disability, Injuries, and Risk Factors in 1990
3. and Projected to 2020, World Bank, Harvard School of Public Health, Geneva, 1996
4. Beyondblue Fact Sheet 21, Anxiety Disorders, 2007
5. Beyondblue National Initiative, 2006
6. Making Sense of Orygen Youth Health – www.orygen.org.au/docs/INFO/MS%200YH2(1)
7. Drug Use in the Family, ANCD Report, 2007
8. Mental Health and Wellbeing: profile of adults, Australia 1997, Australian Bureau of Statistics, 1998
9. Time for Service, MHCA 2006
10. Drug Use in the Family, ANCD Report, 2007
So, the next time you have performance or behavioural issues in your team or business, ask yourself to look beyond the presenting symptoms and be open to assisting the employee. Strike a balance between the job that needs to be done and the individual who also needs to work on themselves and seek help. If you don’t have one, there are some fantastic Employee Assistance Programs or Coaches available to help you help your employee.
In my various roles and years in Human Resources, I have had countless managers come to me seeking advice on guidance as to how to handle behaviours of their team. In most cases, it is where behaviour has changed and where there is a noticeable impact on the team that they are seeking the help with. The way they managed that employee before no longer seems to be working as the employee has now changed..... and nothing seems to be working!
Classic signs of behaviour change include absenteeism, presenteeism (they are there, but not really ‘there’ i.e. occupying a seat but not working), changed performance output, mood swings, lateness, patterns of behaviour such as struggling to stay awake every afternoon or on particular days and generally being ‘out of sorts’ where people just aren’t themselves.
Some Interesting statistics and information I recently read through from www.mhca.org.au which you may want to consider if you lead people....
Statistics on Mental Health in Australia
• One out of every five Australians [about 20%] will experience some form of mental
illness each year. Three out of every ten [about 3 %] will be seriously affected.
• Depression and anxiety are the most prevalent mental disorders experienced by
Australians. Depression alone is predicted to be one of the world’s largest health
problems by 2020.
• Nearly one in 10 Australians will experience some type of anxiety disorder each year
o around one in 12 women and one in eight men. One in four people will experience
an anxiety disorder at some stage of their lives.
• Around one million Australian adults and 100,000 young people live with depression
each year. On average, one in five people will experience depression in their lives;
one in four females and one in six males.
• Mental illness affects young people. Around 14% of 12-17year olds and 27% of 18-25
year olds experience a mental illness in any given year. At least one third of young
people have had an episode of mental illness by the age of 25 years.
• The majority of mental illnesses begin between the ages of 15-25 years. This poses a
significant threat to our nation’s future workforce capacity and economic prosperity.
• The 2001 National Health Survey estimated that 1.8 million Australians (9.6% of the
population) had a longterm mental or behavioural problem of more than 6 months
duration. Of these, 130,600 (0.7%) were related to drug and alcohol problems.
• Approximately two thirds of people with a mental illness do not receive any treatment
in any 12 month period.
• Mental disorders and suicide account for 14.2 % of Australia’s total health burden –
which equates to 374,541 years of healthy life lost (DALYs).
• Estimates suggest that up to 75 % of people presenting with alcohol and drug
problems also have additional mental health problems.
• Reports indicate that up to 85% of homeless people have a mental illness.
The MHCA is the independent, national representative body of the mental health sector in Australia.
Ph:02 6285 3100 Email: admin@mhca.org.au Web: www.mhca.org.au
1. Mental Health and Wellbeing: Profile of Adults, Australia 1997, Australian Bureau of Statistics, 1998
2. The Global Burden of Disease: A Comprehensive Assessment of Mortality and Disability, Injuries, and Risk Factors in 1990
3. and Projected to 2020, World Bank, Harvard School of Public Health, Geneva, 1996
4. Beyondblue Fact Sheet 21, Anxiety Disorders, 2007
5. Beyondblue National Initiative, 2006
6. Making Sense of Orygen Youth Health – www.orygen.org.au/docs/INFO/MS%200YH2(1)
7. Drug Use in the Family, ANCD Report, 2007
8. Mental Health and Wellbeing: profile of adults, Australia 1997, Australian Bureau of Statistics, 1998
9. Time for Service, MHCA 2006
10. Drug Use in the Family, ANCD Report, 2007
So, the next time you have performance or behavioural issues in your team or business, ask yourself to look beyond the presenting symptoms and be open to assisting the employee. Strike a balance between the job that needs to be done and the individual who also needs to work on themselves and seek help. If you don’t have one, there are some fantastic Employee Assistance Programs or Coaches available to help you help your employee.
Sunday, March 28, 2010
Patience my friend, patience!
I am sitting in Melbourne airport, have been for quite some time. Boarded a un-otherwise-unnamed Australian airline and sat on a tarmac for an hour, only to be ushered off sometime later due to a mechanical fault where hydraulic fluid was leaking into the tarmac from the plane. Knowing how little I actually do know about all things mechanical, I kind of knew that hydraulic fluid was important... for braking I think!
I had a quite chuckle to myself and prepared my belongings to leave the plane and head for some refreshments. These things happen and I would much rather be late and on a plane that could brake and stop at the other end, than something quite the opposite. What amazed me though was the reaction of some of the other passengers. Sure, people may have connecting flights and this may spoil the first day of a holiday for others; but can they do anything about it or control it? No.
With this thought in mind, I asked the guy in front on me lining up for a coffee once we disembarked if he was on the same flight. His response was a grunt, a few expletives, a laugh and a resounding “yes I am on that damn flight, wish I wasn’t though. Damn pilots. Damn airline”
Hmmm. Really? The pilots are to blame? The airline is to blame. Sure, OK, the airline may take some of the brunt, but surely doing the right thing by keeping people safe was much more important? There are people in this world who are always in a hurry to get somewhere and who always seem to have an issue with those who aren’t. I started to wonder where this comes from. Is it because they simply can’t control the other person or the situation, therefore resulting in a rant and rave about what they otherwise wished? Is it because they are so unhappy with the present that they can’t wait to move out of it and into the future? Or is it because they haven’t stopped lately to really take in the NOW and be totally present with what they have in life? Possible option could be D, all of the above.
I myself used to be someone who was always in a rush to get somewhere. It landed me with nothing more than a really nice dose of anxiety topped off with a side serve of panic. These days, I am still very focussed and know what I want and I have goals.... to those on the outside looking in, I may seem rushed at times. The difference is it is now balanced with purpose and an ability to stop and take in the moment.
As a leader, I am conscious of how this is at work. I may have a ton of things on, but if someone needs me, I have the ability to stop what I am doing, be present in the moment for them and make them feel as if they are the most important thing in the world right now. And quite frankly, they are. Without people in our teams and businesses that feel supported and nurtured, what do we have left?
The next time your employees need you, stop in that moment and really be there for them. Cast aside the external distractions if you are able to and just be present. Without saying that you are doing it, they will feel the difference. That’s intention and genuineness speaking to you. If you have a true intention to be present and it is done with the best interest of the other person (genuinely) then what I often find is that it’s not what we do, but how we do it and how we are being perceived in that moment that counts.
Have you ever received service from someone, maybe a cafe or shop assistant? On the outside, they WERE ALL SMILES AND ‘CAN I HELP YOU?” moments but really what you felt was boredom, frustration, resentment or something similar? Wonder if you’ll ever go back to them next time you need the same item?
Your employees are your best asset for your business. Treat them with the same respect and loyalty that you would a near and dear family member and you will get the same in return.....always.
Love to hear your thoughts on this one.
I had a quite chuckle to myself and prepared my belongings to leave the plane and head for some refreshments. These things happen and I would much rather be late and on a plane that could brake and stop at the other end, than something quite the opposite. What amazed me though was the reaction of some of the other passengers. Sure, people may have connecting flights and this may spoil the first day of a holiday for others; but can they do anything about it or control it? No.
With this thought in mind, I asked the guy in front on me lining up for a coffee once we disembarked if he was on the same flight. His response was a grunt, a few expletives, a laugh and a resounding “yes I am on that damn flight, wish I wasn’t though. Damn pilots. Damn airline”
Hmmm. Really? The pilots are to blame? The airline is to blame. Sure, OK, the airline may take some of the brunt, but surely doing the right thing by keeping people safe was much more important? There are people in this world who are always in a hurry to get somewhere and who always seem to have an issue with those who aren’t. I started to wonder where this comes from. Is it because they simply can’t control the other person or the situation, therefore resulting in a rant and rave about what they otherwise wished? Is it because they are so unhappy with the present that they can’t wait to move out of it and into the future? Or is it because they haven’t stopped lately to really take in the NOW and be totally present with what they have in life? Possible option could be D, all of the above.
I myself used to be someone who was always in a rush to get somewhere. It landed me with nothing more than a really nice dose of anxiety topped off with a side serve of panic. These days, I am still very focussed and know what I want and I have goals.... to those on the outside looking in, I may seem rushed at times. The difference is it is now balanced with purpose and an ability to stop and take in the moment.
As a leader, I am conscious of how this is at work. I may have a ton of things on, but if someone needs me, I have the ability to stop what I am doing, be present in the moment for them and make them feel as if they are the most important thing in the world right now. And quite frankly, they are. Without people in our teams and businesses that feel supported and nurtured, what do we have left?
The next time your employees need you, stop in that moment and really be there for them. Cast aside the external distractions if you are able to and just be present. Without saying that you are doing it, they will feel the difference. That’s intention and genuineness speaking to you. If you have a true intention to be present and it is done with the best interest of the other person (genuinely) then what I often find is that it’s not what we do, but how we do it and how we are being perceived in that moment that counts.
Have you ever received service from someone, maybe a cafe or shop assistant? On the outside, they WERE ALL SMILES AND ‘CAN I HELP YOU?” moments but really what you felt was boredom, frustration, resentment or something similar? Wonder if you’ll ever go back to them next time you need the same item?
Your employees are your best asset for your business. Treat them with the same respect and loyalty that you would a near and dear family member and you will get the same in return.....always.
Love to hear your thoughts on this one.
Wednesday, March 17, 2010
Ahhh, The Luck Of The Irish!
Ahem, well, not really.... but it’s St Patricks day and as my post is about different cultures in the workplace, I wanted to have a title that got your attention!!
As some of my friends and family would know, I am having renovations done to my place. I’m calling them renovations for lack of a better word for some maintenance issues! Anyway, this afternoon I have had a lovely chap in my place working on the reno and we got talking about where his heritage comes from. He had an accent I couldn’t place and was talking about travel he had done. Turns out, he came to Melbourne from New Zealand and was born in Italy. His Father is Italian-Hungarian and his Mother is German-Maori which has led him to being very culturally aware and open to others, something he is obviously very proud of.
However, he has been working in Melbourne for 2 years now and has found quite the opposite of the people around him in the workplace. Interestingly enough, his colleagues find him ‘a nice enough guy’ but he really hasn’t fitted in and is looking for somewhere new to work. For some reason, he opened up to me about how the other guys all share a joke but exclude him, how the others catch up socially with people that are like them, and he is left out. He also mentioned how his manager jokes around with him and pokes fun at him because of where he comes from. Always in ‘good fun’ but is there not a hint of truth behind sarcasm?
This guys’ customer service was amazing – he checked and rechecked everything and was clearly proud that he could do, and was doing, a good job. So why was it that he was feeling excluded and not ‘part of the in-crowd’? Why was it that he found it hard to be accepted by his workmates?
Interestingly enough, modern day Australian businesses still vary greatly on the acceptance of true diversity in the workplace. Some corporations have a diversity agenda which promotes that if we harness the difference in others, we harness the strength of our organisaiton which inturn provides opportunities for our customers. I once worked with an organisation that every Friday morning tea was put on by a staff member who brought something in from their cultural background – everyone downed tools for 20 minutes, ate, had a cuppa and chatted. Amazing how food can bring people together!!
Other organisations, however, seem to be still stuck in the dark ages where different can mean wrong, incompetent or fearful. How is it that people can still be fearful of something or someone who is not like them? I often say that the communication we get from others is equal to the communication we give – unconsciously or consciously. Therefore, if we fear that something different in others, what are we actually fearing about ourselves?
I will leave you with some questions to ask yourself about you and your team or business:
• How can you harness the fabulous differentiating factors of your team that will open up a wealth of history, information and opportunity?
• How can you look at diversity as more than male/female ratio or age?
• How can you lead by example with your workforce so that others who look to you for guidance can learn as well?
• When you bring in people from different backgrounds and cultures, how do you onboard them with the rest of the team to set the right communication model?
• And finally..... If other saw you as different, how would you want them to treat you?
Would love to hear your feedback!
As some of my friends and family would know, I am having renovations done to my place. I’m calling them renovations for lack of a better word for some maintenance issues! Anyway, this afternoon I have had a lovely chap in my place working on the reno and we got talking about where his heritage comes from. He had an accent I couldn’t place and was talking about travel he had done. Turns out, he came to Melbourne from New Zealand and was born in Italy. His Father is Italian-Hungarian and his Mother is German-Maori which has led him to being very culturally aware and open to others, something he is obviously very proud of.
However, he has been working in Melbourne for 2 years now and has found quite the opposite of the people around him in the workplace. Interestingly enough, his colleagues find him ‘a nice enough guy’ but he really hasn’t fitted in and is looking for somewhere new to work. For some reason, he opened up to me about how the other guys all share a joke but exclude him, how the others catch up socially with people that are like them, and he is left out. He also mentioned how his manager jokes around with him and pokes fun at him because of where he comes from. Always in ‘good fun’ but is there not a hint of truth behind sarcasm?
This guys’ customer service was amazing – he checked and rechecked everything and was clearly proud that he could do, and was doing, a good job. So why was it that he was feeling excluded and not ‘part of the in-crowd’? Why was it that he found it hard to be accepted by his workmates?
Interestingly enough, modern day Australian businesses still vary greatly on the acceptance of true diversity in the workplace. Some corporations have a diversity agenda which promotes that if we harness the difference in others, we harness the strength of our organisaiton which inturn provides opportunities for our customers. I once worked with an organisation that every Friday morning tea was put on by a staff member who brought something in from their cultural background – everyone downed tools for 20 minutes, ate, had a cuppa and chatted. Amazing how food can bring people together!!
Other organisations, however, seem to be still stuck in the dark ages where different can mean wrong, incompetent or fearful. How is it that people can still be fearful of something or someone who is not like them? I often say that the communication we get from others is equal to the communication we give – unconsciously or consciously. Therefore, if we fear that something different in others, what are we actually fearing about ourselves?
I will leave you with some questions to ask yourself about you and your team or business:
• How can you harness the fabulous differentiating factors of your team that will open up a wealth of history, information and opportunity?
• How can you look at diversity as more than male/female ratio or age?
• How can you lead by example with your workforce so that others who look to you for guidance can learn as well?
• When you bring in people from different backgrounds and cultures, how do you onboard them with the rest of the team to set the right communication model?
• And finally..... If other saw you as different, how would you want them to treat you?
Would love to hear your feedback!
Thursday, March 11, 2010
Managing The Performance Or The Person?
We are who we are.... Or are we? People change.... Don’t they?
Have you ever noticed that when your thoughts change about someone, they change the way they are with you? It has been said that ‘the communication we get is equal to the communication we give’ so if you are thinking and acting with someone through a lens of anger or mistrust, it is likely that you will get some attitude and mistrust coming right back at you!
This is when managing performance of others can provide us with some challenges as leaders:
• If we don’t act on the feeling we have, it can build and change the way we are or what we perceive to be true
• If we get feedback about someone and don’t act on it, the feedback can be the lens we see them through
• If we see someone not doing the right thing and leave it, our trust in them declines as does our feeling towards them
• If we have work delivered to us but not to the standard we asked for, we perceive that the person isn’t up to scratch and is a poor performer which again, muddies the waters of how we are with them
So, do we manage the person or the performance? Both.
When giving feedback, there are some vital mistakes that leaders make:
• They don’t stick to the facts
• They don’t give the feedback at an appropriate time. Giving feedback about something weeks after the event is not helpful to the person receiving the feedback
• They bring in other pieces of evidence that are different or old news, which can be confusing for the recipient
• They aren’t honest and may blur the lines ‘to be nice’ or through fear or not being liked
• Or they go too far the other way and take the bullish approach
• I’m sure you can list other mistakes here that you have seen or experienced... I know there are more out there!
So, what does constitute and effective performance conversation or feedback conversation?
It’s easy.
Really. It is! Just like when you first learnt to do something difficult or challenging like riding a bike or driving a car, before you know it, it becomes part of you and something you can do well to the betterment of your team, your business and your leadership.
Let’s start with the first aspect – Giving Constructive Feedback. To give constructive feedback effectively, you should:
• Ensure it is given in an appropriate setting with privacy and room for confidential discussion
• Ensure it is an appropriate time and not in the middle of when they have a key task due for example
• Let them know that you would like to have a chat with them about feedback before the discussion, say that morning, so it’s not a surprise. In doing so, ensure its given in a friendly and open tone to promote trust and respect
• Structure the feedback:
o Tom, I really admire the project that you completed the other day because... and reinforce the good elements of behaviour or output
o Tom, on another note, I’d like to discuss a situation (be specific) with you
o What I noticed/had feedback on in this situation was... specifics again!
o What I’d like to see more of is... OR... if this comes up again Tom, I’d like to see you perform the task this way or behave according to our professional standards etc. State the what you want and how you want it
o To wrap up Tom, I really value your contribution to the team and I look forward to seeing some improved results that make you shine even brighter.
You get the picture.... words to that effect. State the positive, the constructive and then the positive again. To close out the process, check in with Tom to see if there are reasons behind the behaviour or feedback. These reasons can often explain quite a few things. Some common reasons for poor performance, mistakes and behavioural issues can be:
• Health and wellbeing including mental health
• Skill level or training requirements
• Relationship issues both internal with workmates or external that is being brought to work
• Relationship with you, the manager
• Square peg, round hole syndrome
• Confidence in their own abilities
• And again, I’m sure there are others things we could list here but you get it!
For me, the behaviour or poor performance is ALWAYS a symptom of something else that is going on. Find and support the something else, you help to improve performance and behaviours.
In my next blog, I’ll be talking more about handling some of these symptoms more closely as it relates to managing performance. For more information, you can sign up to receive some free resources on http://www.profitsthrupeople.com/
Have a Great Day!
Have you ever noticed that when your thoughts change about someone, they change the way they are with you? It has been said that ‘the communication we get is equal to the communication we give’ so if you are thinking and acting with someone through a lens of anger or mistrust, it is likely that you will get some attitude and mistrust coming right back at you!
This is when managing performance of others can provide us with some challenges as leaders:
• If we don’t act on the feeling we have, it can build and change the way we are or what we perceive to be true
• If we get feedback about someone and don’t act on it, the feedback can be the lens we see them through
• If we see someone not doing the right thing and leave it, our trust in them declines as does our feeling towards them
• If we have work delivered to us but not to the standard we asked for, we perceive that the person isn’t up to scratch and is a poor performer which again, muddies the waters of how we are with them
So, do we manage the person or the performance? Both.
When giving feedback, there are some vital mistakes that leaders make:
• They don’t stick to the facts
• They don’t give the feedback at an appropriate time. Giving feedback about something weeks after the event is not helpful to the person receiving the feedback
• They bring in other pieces of evidence that are different or old news, which can be confusing for the recipient
• They aren’t honest and may blur the lines ‘to be nice’ or through fear or not being liked
• Or they go too far the other way and take the bullish approach
• I’m sure you can list other mistakes here that you have seen or experienced... I know there are more out there!
So, what does constitute and effective performance conversation or feedback conversation?
It’s easy.
Really. It is! Just like when you first learnt to do something difficult or challenging like riding a bike or driving a car, before you know it, it becomes part of you and something you can do well to the betterment of your team, your business and your leadership.
Let’s start with the first aspect – Giving Constructive Feedback. To give constructive feedback effectively, you should:
• Ensure it is given in an appropriate setting with privacy and room for confidential discussion
• Ensure it is an appropriate time and not in the middle of when they have a key task due for example
• Let them know that you would like to have a chat with them about feedback before the discussion, say that morning, so it’s not a surprise. In doing so, ensure its given in a friendly and open tone to promote trust and respect
• Structure the feedback:
o Tom, I really admire the project that you completed the other day because... and reinforce the good elements of behaviour or output
o Tom, on another note, I’d like to discuss a situation (be specific) with you
o What I noticed/had feedback on in this situation was... specifics again!
o What I’d like to see more of is... OR... if this comes up again Tom, I’d like to see you perform the task this way or behave according to our professional standards etc. State the what you want and how you want it
o To wrap up Tom, I really value your contribution to the team and I look forward to seeing some improved results that make you shine even brighter.
You get the picture.... words to that effect. State the positive, the constructive and then the positive again. To close out the process, check in with Tom to see if there are reasons behind the behaviour or feedback. These reasons can often explain quite a few things. Some common reasons for poor performance, mistakes and behavioural issues can be:
• Health and wellbeing including mental health
• Skill level or training requirements
• Relationship issues both internal with workmates or external that is being brought to work
• Relationship with you, the manager
• Square peg, round hole syndrome
• Confidence in their own abilities
• And again, I’m sure there are others things we could list here but you get it!
For me, the behaviour or poor performance is ALWAYS a symptom of something else that is going on. Find and support the something else, you help to improve performance and behaviours.
In my next blog, I’ll be talking more about handling some of these symptoms more closely as it relates to managing performance. For more information, you can sign up to receive some free resources on http://www.profitsthrupeople.com/
Have a Great Day!
Saturday, March 6, 2010
Duck For Cover!
It always amazes me just how much we follow others. Some of us always want (or think we need) the latest gadget, the latest clothing or sometimes, we follow in other ways like lining up in a queue because others are lining up ahead of us.
It’s rare to find someone who stands out from the pack and is not afraid of doing so. They are not afraid of people judging, looking, leering even.... they just know the direction they want to head and they go there. Amusing to watch when others take a moment to think twice, and then follow that person too!
I had this very experience today. It was a sunny start to a fine Saturday in Melbourne, Australia. The weather people had forecast rain and storms but in the morning, it all seemed fine. I was at a friends’ cricket match and knew I had a distance to travel home and that’s when I saw the black cloud approach....
As I hopped in my car to beat the oncoming weather home (Melbourne can come to a grinding halt when bad weather hits!) the sky grew black and at 2.30pm, every car had lights on to see through the midnight darkness.
Then it started. The light rain turned to heavy rain which turned to small hail in a matter of moments. Stuck in my car, holding onto my windshield in case it cracked under the increasingly large hail, looking at the people next to me with a bewildered “What do we do now?” on our face, I had to laugh out loud. Mother nature sure was putting on a show and she wasn’t holding back!
I had a moment of thinking that I’m about to do something that people are going to either (a) laugh at me or (b) follow me and in that moment, I decided to be the leader and take a risk. As the hail got harder, I politely drove my car up under a shop awning to get some cover. By this stage, I think my paint job had a few dimples, and with the risk of breaking windows, I did something no one else was doing.
At that moment of ‘curbing’ my car (new term I have invented as a result of this!) a few people did laugh at me and kept on driving by. Then, one car pulled up behind me under the shelter. They tooted their horn and waved at me in appreciation for thinking outside the box. One by one, people saw what we had done and followed suit. Before I knew it, an inner city shopping strip was not only a torrent of rising water, but a sheltered car park of people all following each other for safety.
So I ask you... when was the last time you did something as a leader that had a risk of ridicule? When was the last time you did something that the rest of the pack wasn’t doing and what kind of difference did that make?
If doing something out of the ordinary can save my car (and me!) from a storm, then what is the next thing you can do that will improve how you lead yourself? If by leading yourself, how will this make a difference to those who look to you for leadership?
It’s rare to find someone who stands out from the pack and is not afraid of doing so. They are not afraid of people judging, looking, leering even.... they just know the direction they want to head and they go there. Amusing to watch when others take a moment to think twice, and then follow that person too!
I had this very experience today. It was a sunny start to a fine Saturday in Melbourne, Australia. The weather people had forecast rain and storms but in the morning, it all seemed fine. I was at a friends’ cricket match and knew I had a distance to travel home and that’s when I saw the black cloud approach....
As I hopped in my car to beat the oncoming weather home (Melbourne can come to a grinding halt when bad weather hits!) the sky grew black and at 2.30pm, every car had lights on to see through the midnight darkness.
Then it started. The light rain turned to heavy rain which turned to small hail in a matter of moments. Stuck in my car, holding onto my windshield in case it cracked under the increasingly large hail, looking at the people next to me with a bewildered “What do we do now?” on our face, I had to laugh out loud. Mother nature sure was putting on a show and she wasn’t holding back!
I had a moment of thinking that I’m about to do something that people are going to either (a) laugh at me or (b) follow me and in that moment, I decided to be the leader and take a risk. As the hail got harder, I politely drove my car up under a shop awning to get some cover. By this stage, I think my paint job had a few dimples, and with the risk of breaking windows, I did something no one else was doing.
At that moment of ‘curbing’ my car (new term I have invented as a result of this!) a few people did laugh at me and kept on driving by. Then, one car pulled up behind me under the shelter. They tooted their horn and waved at me in appreciation for thinking outside the box. One by one, people saw what we had done and followed suit. Before I knew it, an inner city shopping strip was not only a torrent of rising water, but a sheltered car park of people all following each other for safety.
So I ask you... when was the last time you did something as a leader that had a risk of ridicule? When was the last time you did something that the rest of the pack wasn’t doing and what kind of difference did that make?
If doing something out of the ordinary can save my car (and me!) from a storm, then what is the next thing you can do that will improve how you lead yourself? If by leading yourself, how will this make a difference to those who look to you for leadership?
Sunday, February 28, 2010
Good Service or Just Good Leadership?
Sitting in my local cafe on a Sunday morning for brunch, I got talking to one of the cafe staff about how his day was going. “Great!” He answered, “How is your day?” to which I replied that it was great too, even better now that I had a table at my favourite cafe. After some more banter, he took my order. With much ‘Ummmm-ing’ and ‘Ahhhhh-ing’ he promptly picked up on my indecisive vibe (being hungry can do that to you) and suggested a few things to eat and drink. I agreed and without looking at what I had agreed on ordering, trusted his judgement due to the great rapport we had built.
When my order came out it was a different story. The young lady who slammed down my chai latte and plate of food, grunted and then sighed a “Do you want anything else?” without even making eye contact. Hmmm. All of a sudden the amazing order the first person had placed for me seemed not as scrumptious as it first sounded. She brought me over my cutlery and without a word, left to go and serve someone else with an equal amount of pain.
I ate up my brunch (it was still yummy!) and she came to collect my plate as I was chewing my last mouthful. Usually, I would have been tempted to order another chai and sip it while reading the paper but to be honest, I couldn’t wait to get out of there.... her vibe was a dark shadow over my sunny mood!
As I went into pay – I could tell why he was so chirpy and she was so gloomy. In the space of 30 seconds while I waited to pay, I saw the Manager of the business give the chirpy guy a pat on the back, share a laugh and show respect for his hard work. I saw the polar opposite with the girl and my initial perception of her turned to empathy. The Manager yelled at her in front of customers, told her what she was doing wrong and then promptly told her in no uncertain terms that she was useless. Why the blatant difference in treatment and obvious favouritism? Couldn’t the Manager see what he was doing? Maybe not.
Some observations from me:
- As a customer witnessing this, are you likely to spend more money in this business or come back?
- As a business owner, how do you manage performance? How do you motivate your staff to then pay it forward and motivate your customers to stay longer, spend more and rate you highly?
Pays to think about this next time you are frustrated with your team. Think twice before acting. How would you want to be treated? How would you want your customers to view you and your business? If you treated your team with respect, would they not pay it forward to your customers?
When my order came out it was a different story. The young lady who slammed down my chai latte and plate of food, grunted and then sighed a “Do you want anything else?” without even making eye contact. Hmmm. All of a sudden the amazing order the first person had placed for me seemed not as scrumptious as it first sounded. She brought me over my cutlery and without a word, left to go and serve someone else with an equal amount of pain.
I ate up my brunch (it was still yummy!) and she came to collect my plate as I was chewing my last mouthful. Usually, I would have been tempted to order another chai and sip it while reading the paper but to be honest, I couldn’t wait to get out of there.... her vibe was a dark shadow over my sunny mood!
As I went into pay – I could tell why he was so chirpy and she was so gloomy. In the space of 30 seconds while I waited to pay, I saw the Manager of the business give the chirpy guy a pat on the back, share a laugh and show respect for his hard work. I saw the polar opposite with the girl and my initial perception of her turned to empathy. The Manager yelled at her in front of customers, told her what she was doing wrong and then promptly told her in no uncertain terms that she was useless. Why the blatant difference in treatment and obvious favouritism? Couldn’t the Manager see what he was doing? Maybe not.
Some observations from me:
- As a customer witnessing this, are you likely to spend more money in this business or come back?
- As a business owner, how do you manage performance? How do you motivate your staff to then pay it forward and motivate your customers to stay longer, spend more and rate you highly?
Pays to think about this next time you are frustrated with your team. Think twice before acting. How would you want to be treated? How would you want your customers to view you and your business? If you treated your team with respect, would they not pay it forward to your customers?
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