In almost every organization I encounter, there is a movement toward becoming an "employer of choice." Most organizations use this phrase to demonstrate their willingness to attract great talent and retain current talent. For companies that want to make this more than a phrase — that want to make it a true recruitment philosophy — there is real work involved in attracting and keeping great talent.  Another huge pitfall these days is to simply state that “talent retention” is valued in the organization.  Talent retention is a three-fold process – First, you must ATTRACT talent, then HIRE talent, then you do all you can to RETAIN talent.  Start with attracting the talent!

Attracting great talent starts with a complete overhaul of traditional recruiting efforts. First, individuals who possess great talent are not generally out looking for a job. They are already employed, and often happy with and loyal to their current employer. Attempting to lure them away with pay, perks or benefits is not enough. Talented people are concerned about the culture and the management that will be supporting their efforts.

It is insufficient simply to give valuable prospects information about the organization’s financial performance. They want to know your organization’s purpose or reason for being — its "spiritual DNA." They want to know the clarity of the organization’s vision and the credibility of its leadership. But most of all, they want to join a company that will leverage their talents to their maximum potential.

While it is easy to proclaim that your organization is committed to attracting great talent, step back and ask, "How do we quantify talent? Have we defined the specific talents that are necessary for each role, or are we relying on experience and skills as the only measurable criteria?"

Step one — measuring and quantifying talent — begins when you identify your best performers in each role, and the recurring patterns of thought, feeling, and behavior that characterize them. Unfortunately, when I ask organizational leaders to identify their best managers, salespeople, or call center service and sales personnel, they often give me a bewildered look. If you want to attract great talent, however, you must be able to identify your "best."

Next, identify the patterns consistent in your best. How do they develop and maintain relationships? What fuels them forward? What thought processes do they rely on? This can be done without laborious psychological profiling.

How do you identify the talents of your best? Examine your best in every role, asking straightforward questions:

• How do your best build relationships? Do they build them through "empathy," sensing the emotions and feelings of those around them, or in another way?
• How do they impact others to get things done? Do they possess "woo" — a talent for "winning others over" — or do they use other means to impact people?
• How do your best people process information or think about things? Are they "analytical," craving "proof" of conclusions, or do they process information by making intuitive connections?
• What fuels your outstanding achievers? Do they possess "belief" — the need to be in a job that contributes to a broader purpose — or does their "fuel" come from "alternate sources"?

The answers to these basic queries will help define the talents that correlate to success within each role.

After you have identified the desired talents (the recurring patterns of thought, feeling and behavior that can be productively applied), your selection process can begin. At this point, many organizations fall into the trap of hiring the "most convenient talent" instead of the "right talent" for the role. If you truly are determined to hire the right talent — that is, to establish high standards of selection — be ready to "kick up" recruitment efforts. Traditionally, we have asked potential employees to come to us. No more. Companies must follow a clear recruitment plan to find and attract great talent. Once you have a clearly defined set of talents for every role, you can create an organizational culture that is always on the lookout for people who possess these talents.

So what does it take to attract great people? The correct answer is, "it depends"; it depends entirely on the individual we want to attract. Cookie-cutter policies or procedures won’t attract great talent. Talented employees are looking for an organization that fits who they are, and fits their family situations and their dreams. Effective recruitment will be highly targeted, and individualized to the talents needed in each role.

People want to join organizations that have the reputation for being highly selective in their acquisition of new talent. Many human resource functions still follow the old "butts-in-seats" philosophy — "Just keep the machine running by throwing ‘any body’ at the need, and any body will do." True "employers of choice" realize that this short-term mentality will lead to long-term consequences.

Many professionals wander aimlessly through a seemingly successful career without opportunities for personal growth. Someone who repeats the same year of their life ten times doesn’t have 10 years of experience; they have one year of experience repeated ten times.

Many people in today’s economy have painted themselves into a corner by what they haven’t done during their careers: evolve and grow. Many of these professionals stayed in the same industry, primarily in the same job and feel entitled to that job for the contribution they’ve made over the years.

Through downsizing, rightsizing, and other transitions, companies are looking to retain their best talent. Years of experience are not always the greatest asset for an employee. Fresh talent, innovation, and the overall ability of an employee to contribute to the vision and potential of the enterprise is of tremendous value. How can people that are let go be prepared to get a job that is of equal or greater value than the one they are losing? Only possible if they have assets that go beyond their ability to simply function in their previous role.  Where can those skills be applied in future opportunities?  Many really don’t have transferrable skills.

Muhammad Ali said, “The man who views the world at fifty as he has at twenty has wasted thirty years of his life.”

In development programs offered by The Growth Principles Company, we continually encourage business leaders to create and expand their vision of their careers. To create a mental image of their true potential in life. Not just in business, but in life!

Employees need to do more than just show up and do their jobs—they need to think ahead several moves in life—just as in chess or billiards.  Leaders and employees need to jointly take responsibility for an employee’s continued viability in the marketplace, not just their current job.  From an employer’s position, this is a courageous move.  To invest in an employee in ways that could benefit them beyond their involvement in the company.  However, this is the difference between leadership development and basic skill acquisition.

Employees need to ensure they have experience that adds value to their years of experience and not just repeat the same year of experience over and over again.

In a recent episode of the hit sitcom The Office on NBC, I noticed on Michael Scott’s bookshelf a copy of the 1999 best seller First, Break All the Rules: What the World’s Greatest Managers Do Differently. In a nutshell, this book makes claim to the impressive impact that managers make on the overall level of engagement, loyalty, and commitment of employees to their organization; and in turn on the overall performance capacity of the organization. Employee engagement is created when managers are able to establish structure, stability, and direction while allowing for flexibility. Michael Scott, as much as I love you … I have to say you are falling way short in your ability to create an atmosphere that is conducive to building engagement. My advice – read the book and get your employees engaged!

For several years now, ‘employee engagement’ has been a hot topic in corporate  circles. It’s a bit of a buzz phrase that has captured the eyes and ears of business leaders around the world. While employee engagement is regularly talked about, it seems like few really are able to articulate the true essence of the topic, even less could create a clear picture of how they are measuring or building engagement in their organizations.

In 2006, The Conference Board published "Employee Engagement, A Review of Current Research and Its Implications". According to this report, twelve major studies on employee engagement had been published over the prior four years by top research firms such as Gallup, Towers Perrin, Blessing White, the Corporate Leadership Council and others. This is considered to be the foundation of understanding on the topic.

Each of the studies used different definitions and, collectively, came up with 26 key drivers of engagement. For example, some studies emphasized the underlying cognitive issues, others on the underlying emotional issues.

The Conference Board looked across this mass of data and came up with a blended definition and key themes that crossed all of the studies. They define employee engagement as "a heightened emotional connection that an employee feels for his or her organization, that influences him or her to exert greater discretionary effort to his or her work".

In the practical application of employee engagement, we define it as, “The reciprocal relationship between an employee and their employer that defines the extent of loyalty, commitment, and satisfaction of the employee and the extent to which the employee contributes to organizational objectives.”

For Michael Scott to have a better chance at growing the Scranton branch of Dunder Mifflin Paper Co. he needs to do a better job of providing his team with structure, stability, and clear direction. In other words, give to the employees in anticipation that they will reciprocate with their full engagement.

More wisdom for managers from First, Break All the Rules:

1. Know what can be taught, and what requires a natural talent.

2. Set the right outcomes, not steps. Standardize the end but not the means. As long as the means are within the company’s legal boundaries and industry standards, let the employee use his own style to deliver the result or outcome you want.

3. Motivate by focusing on strengths, not weaknesses.

4. Casting is important, if an employee is not performing at excellence, maybe she is not cast in the right role.

5. Every role is noble, respect it enough to hire for talent to match.

6. A manager must excel in the art of the interview. See if the candidate’s recurring patterns of behavior match the role he is to fulfill. Ask open-ended questions and let him talk. Listen for specifics.

7. Find ways to measure, count, and reward outcomes.

8. Spend time with your best people. Give constant feedback. If you can’t spend an hour every quarter talking to an employee, then you shouldn’t be a manager.

9. There are many ways of alleviating a problem or non-talent. Devise a support system, find a complementary partner for him, or an alternative role.

10. Do not promote someone until he reaches his level of incompetence; simply offer bigger rewards within the same range of his work. It is better to have an excellent highly paid waitress or bartender on your team than promote him or her to a poor starting-level bar manager.

11. Some homework to do: Study the best managers in the company and revise training to incorporate what they know. Send your talented people to learn new skills or knowledge. Change recruiting practices to hire for talent, revise employee job descriptions and qualifications.

 

 

 

Engagement Summit

This two-day event is designed to build employee engagement through an experiential series of group activities and training modules.  Increasing employee engagement is about getting employees to be passionate, loyal, and committed to their organizations.

Throughout the Engagement Summit, we refer to the broad scope of data showing a positive relationship between employee engagement and business outcomes such as productivity, profitability, customer loyalty, and staff retention.  We also draw clear connections between the needs of your organization and the direct impact that employee engagement has on your organization.

Of primary importance for participants is to leave the Engagement Summit with an increased connection tot he organization and commitment to moving the organization forward.  Our encouragement to participants is to return to their organization and get others engaged in their jobs.  We begin this process by getting participants engaged!  The Engagement Summit is fun, yet full of information, tools, and resources that can be applied immediately.

These tough times present opportunities for business to shine! This is the time to gear up and prepare for a great season of success. Getting lean for many businesses has been a necessity. Savvy business leaders see the big picture in their current market conditions and know that riding out this stormy time can lead to rainbows of success in times to come.  More simply put: No Rain, No Rainbow!

 

Most Common Traits of Those that Overcome Tough Times

Have you ever noticed that some people confront tough times head-on and continue to pursue their goals? They won’t quit. Quitting is not an option for them. It is almost as though they create their own rainbows!  They have a winning attitude and shear determination to battle, overcome, and succeed! These tough timers share common denominators that serve as a benchmark for the rest of us.

Stay Strong

Winston Churchill said, "Courage is the first of human qualities because it is the quality which guarantees all other qualities." Everything else emanates from your willingness to face adversity head-on. Someone once defined courage as "fear that has said its prayers." Ernest Hemmingway defined courage as "grace under pressure." I say that successful business leaders have the courage to confront adversity and challenges head on.

Maintain Control

Tough timers view adversity from a position of control. They understand life in terms of control. They understand life in terms of things they control and things they cannot control. This paradoxical blend of seizing and yielding builds their confidence for dealing with tough times. They view tough circumstances and ask themselves, "What can I control in this situation?" They may discover that the only thing they can control is their own reaction to the situation. Never lose control! Your fight or flight will kick in and most likely will evoke your desire to fly away!

Take Ownership

Tough timers feel responsible for taking action regardless of the cause of the adversity or whose problem it is. In a street-smart way, they feel they can make a difference with their input. This is not a neurotic feeling of unbridled accountability for all of the misery in the world. I’m referring to someone who confronts adversity head-on and says to him or herself, "I can do something about this." They would rather fix the problem than fix the blame. They prefer to take action instead of taking cover. Stand up and take it on!

Innovative Thinking

Tough timers always see a way out of difficulty. Creativity and innovation are fundamental to resilience and persistence. To become more creative you must learn how to think out of the box. Utilize your insight to create new strategic avenues. Approach the problem differently. Trust your creativity. Encourage the creativity of those you trust and rely upon. Together work together to strategically position yourself for growth and success.

Stay the Course

Tough timers persist until they win. Even during the most severe “stormy weather” they will wait for the clouds to break and the rainbow to appear. They know nothing great was ever accomplished by a quitter. They know, at a gut-level, there is a time limit on tough times. Every storm will pass. Every downturn in our economy has been followed by a period of expansion. There is opposition in all things. Stay the course and have faith in a brighter day.

Optimistic Attitude

I always say that attitude is everything! I believe firmly in the self-fulfilling prophecy that is a statement that alters actions and therefore comes true. For example, a person stating “I’m probably going to have a lousy day,” might alter his actions so that such a prediction is fulfilled by his actions. This may be an unconscious gesture. A person who might espouse a self-fulfilling prophecy in a positive way “I’m going to have a great day,” might act in ways that will actually make this prediction true. Tough timers are positive thinkers, but their optimism cuts deeper than happy thoughts. They draw from a wellspring of confidence and hope. Because of their sense of control and creativity, tough timers look at the future through the eyes of an optimist. This is a bone-deep belief in their right and ability to live a positive life. This belief gains traction in positive behaviors. They behave as they believe, and their behavior reinforces their positive beliefs.

Humor

Keeping it light in tough times and joking about “how could it possibly get any worse???” will keep you from getting consumed in the lowlands of these tough times. Humor is one of the best anecdotes for being down in the dumps. In addition to the obvious benefit of laughter, there is a physiological advantage when your brain releases endorphins during laughter. Humor allows you to see another side of adversity. Plato wrote, "Even the gods love jokes."

Remember, these tough times present opportunities for business to shine! Understand the storm you are in, but never lose sight of the beautiful rainbow that is soon to come!  As stated recently by Dieter F. Uchtdorf, a leader that I admire … “Winter will surely give way to the warmth and hope of a new Spring.”  Let’s be optimistic about the future!

Quick tribute to Brudda Iz – Isreal Kamakawiwi’ole.  Check out this video.

A hui hou!

Why do some people seem to reach the top of the corporate ladder easily, while others remain stuck on the middle-management rung? You might think that it is just because those people have more of what it takes to succeed, like brains, talent and powerful people in their corner. But there is something else that is just as important: attitude.

Dr. Martin Seligman, an authority on optimism, discovered that attitude was a better predictor of success than I.Q., education and most other factors. He found that positive people stay healthier, have better relationships and go further in their careers. And he even found that positive people make more money.

Anyone can adopt the right attitude. No matter where you are from or how much innate talent you have, the right attitude can make a difference in your career. Try adopting these 10 attitudes of successful workers:

1. I am in charge of my destiny.
If you spend your entire career waiting for something exciting to come to you, you will be waiting a long time. Successful professionals go out and make good things happen. So commit yourself to thinking about your career in an entirely different way. You will make it to the top, and you are in charge of making it happen.

2. Anything is possible.
Think that there is no way you will ever be at the vice-president level? Then you definitely won’t. Remember: If you think you can’t, you probably won’t. Adopt the attitude of The Little Engine That Could — "I think I can."

3. No task is too small to do well.
You never know when you are going to be noticed. That is one reason to take pride in your work — all of it. One public relations executive in Chicago said that her first task in the PR department of a ballet company was reorganizing the supply closet. She tackled the project with gusto and was immediately noticed for her hard work and attention to detail. Remember this the next time you feel like slacking because you are working on a menial task.

4. Everyone is a potential key contact.
While you do need to be aggressive in the workplace, you can also go far by being nice to those around you. Do you think it’s unimportant to establish a good rapport with your boss’s secretary? Well, just try getting your meeting squeezed onto the schedule when you really need it. Be courteous to those around you — you never know when your past contacts will play a role in your future.

5. I was made to do this job… and the one above me.
If you spend your days feeling like you are not cut out to do the work you are responsible for, your performance will suffer. Your job may not be the perfect fit, but successful workers act like they are in their dream job, no matter where they are.

6. It’s not just what I know, but who I know.
Successful workers understand the importance of networking, both in and out of the office. You need to proactively establish professional contacts. Invite a colleague out to lunch. Go to the after-work happy hour. Join your professional association. Do your part to establish a networking path for your future.

7. What else can I do?
Since you are in charge of your destiny, it’s your job to look for ways to improve your professional self. Volunteer to take on an extra project. Learn a new skill that will make you more marketable. Stay late to help your co-workers. Successful workers don’t just complete the job and sign out — they look for additional ways to make their mark.

8. Failure will help pave the way to my success.
While it seems like some people never experience setbacks, the truth is everyone fails from time to time. The difference between successful and unsuccessful people is how they deal with failure. Those who find success are the ones who learn from mistakes and move on.

9. I am my own biggest fan.
Have you been waiting for someone in the office to recognize your talents and efforts? Maybe it’s time you start tooting your own horn. Step up and talk about your accomplishments and what you have done for the company. Successful workers know how to point out their achievements without sounding boastful.

10. My opportunity monitor is never turned off.
Yes, there will be days when you will want to just be happy with the status quo. But remember that successful workers are always on the lookout for opportunities to improve. Keep your eyes, ears and your mind open to new opportunities — you never know when you will discover the one that will change the course of your career!

We, at The Growth Principles Company believe that leadership effectiveness is dependent upon an individual’s ability to positively influence others.  In becoming a person of influence, attitude is everything.  Our Leadership Development Summit and coaching programs help you focus on maximizing your true potential and being your very best!  Contact us today!

Dr. Scott Kimball is the President & CEO of The Growth Principles Company, a Utah and California-based training and consulting firm that maximizes the potential of people and organizations. He also is an adjunct professor at Loma Linda University, teaching doctoral level courses on organization development, organizational behavior, assessment, and management consulting. Through his expertise in workforce and performance management, he helps business leaders capitalize on change and create long-term success and sustainable growth.

Dr. Kimball is a passionate speaker and a dedicated author. Having spoken in front of hundreds of thousands of people around the world, he delivers every time by sharing his passion and knowledge of what really works in creating extraordinary results in business and in life. He is the creator of The Core10 Growth Principles. His research and work has helped business leaders create positive change, refined strategies, and measurable results in organizations large and small.

Dr. Kimball earned his Ph.D. from Loma Linda University in Southern California. His doctoral work focused on organizational development & life cycles, conflict in organizations, and employee engagement. He received a M.A. degree from Pacific Lutheran University in Washington and a B.A. degree from the State University of New York.

You can arrange for Scott to deliver keynote speeches, present at your next management retreat, be part of a business planning meeting, or conduct a private workshop. Scott delivers powerful presentations.

His conversational style, humor, and extensive grounding in research-based knowledge of organizational dynamics and performance creates an exceptional learning atmosphere that drives home concepts that can be readily applied by participants.

 

For more information:  scott@growthprinciples.com     (801) 5898199

Change vs. Growth
L. Scott Kimball, Ph.D.

Typically, the concept of organizational change refers more to organization-wide change as opposed to smaller changes such as adding a new person, modifying a program, etc. Examples of organization-wide change might include a change in mission, restructuring operations (e.g., restructuring to self-managed teams, layoffs, etc.), new technologies, mergers, major collaborations, "rightsizing", new programs such as Total Quality Management, re-engineering, etc. Some experts refer to organizational transformation. Often this term designates a fundamental and radical reorientation in the way the organization operates.

What Provokes "Organizational Change"?
Change should not be done for the sake of change — it’s a strategy to accomplish some overall goal. Usually organizational change is provoked by some major outside driving force, e.g., substantial cuts in funding, address major new markets/clients, need for dramatic increases in productivity/services, etc. Typically, organizations must undertake organization-wide change to evolve to a different level in their life cycle, e.g., going from a highly reactive, entreprenueral organization to more stable and planned development. Transition to a new chief executive can provoke organization-wide change when his or her new and unique personality pervades the entire organization.

Why is Organization-Wide Change Difficult to Accomplish?
Typically there are strong resistances to change. People are afraid of the unknown. Many people think things are already just fine and don’t understand the need for change. Many are inherently cynical about change, particularly from reading about the notion of "change" as if it’s a mantra. Many doubt there are effective means to accomplish major organizational change. Often there are conflicting goals in the organization, e.g., to increase resources to accomplish the change yet concurrently cut costs to remain viable. Organization-wide change often goes against the very values held dear by members in the organization, that is, the change may go against how members believe things should be done. That’s why much of organizational-change literature discusses needed changes in the culture of the organization, including changes in members’ values and beliefs and in the way they enact these values and beliefs.

How Do We Go from Change to Growth? 
Successful change must involve structure, stability, and clear direction. This is up to the leaders of the organization. Usually there’s a champion who initially instigates the change by being visionary, persuasive and consistent. A change agent’s role is usually responsible to translate the vision to a realistic plan and carry out the plan. Change is best carried out as a team-wide effort. Communications about the change should be frequent and with all organization members. To sustain change, the structures of the organization itself should be modified, including strategic plans, policies and procedures. This change in the structures of the organization typically involves an unfreezing, change and re-freezing process.

The best approaches to address resistances is through increased and sustained communications and education. For example, the leader should meet with all managers and staff to explain reasons for the change, how it generally will be carried out and where others can go for additional information. A plan should be developed and communicated. Plans do change. That’s fine, but communicate that the plan has changed and why. Forums should be held for organization members to express their ideas for the plan. They should be able to express their concerns and frustrations as well.

People oftentimes refer to their “default setting” in response to change. You guessed it! RESISTANCE. People are slow to accommodate change and prefer to remain in a constant state, which tends to be more comfortable, easy, and less stressful. Change does not have to create stress. Change does not have to be negative.

Growth can be infused into the core of individuals and organizations if managed with structure, stability, and direction, while allowing for innovative flexibility. Understanding the nature of change and how to provide your organization with a healthy approach to growth will empower you to take your individual and organizational performance to new heights.

 

Business leaders around the world are oftentimes looking for effective ways to represent their organizations to the world – a concept referred to as branding. Many of these organizations have a strong sense of who they are and why people should want to conduct business with them and they do a good job communicating that to their respective markets. The reality though is that many organizations fail to have a strong sense of their own guiding principles and cannot clearly articulate their vision or communicate unique aspects of their identity (brand) in a way that compels both employees and customers to develop emotional attachments with the organization. This emotional attachment and loyalty have been proven to result in an increase in productivity, profitability, customer loyalty, and staff retention. The power of vision is extraordinary!

 

CREATING A SHARED VISION

Identifying and communicating a clear vision is one of the most important functions a business leader can perform. A vision is a mental image of the future of the business. The vision defines who and what the business is, why it exists, and where it is going in the grand scheme of things. In order to understand or identify your organization’s vision, you must define:

• Your business’s fundamental reason for existence beyond just making money
• The timeless, unchanging core values of the business
• The “big picture” aspirations for the future of the business
• What drives your passion for doing what you do as an organization

A shared vision exists when every person in the organization accepts the vision, understands the vision, takes ownership of the vision, and most importantly aligns their behavior with the vision.

A strong, shared vision can provide a sense of structure, stability, direction and purpose, build and strengthen loyalty through involvement, and set high standards of excellence that reflect high ideals and a sense of integrity. A strong vision also inspires people to align their energies in a common direction that reflects the company’s unique strengths. For a vision to accomplish this, consider the following criteria:

• The vision statement must be a powerful and positive statement
• The vision must be concise yet comprehensive (short and sweet)
• The vision must apply to all areas of operation
• The vision must be focused on the essence of what you do as a business
• The vision must be communicated (sold) to all stakeholders

CORE VALUES

Many organizations, large and small, have some version of core values, whether they’re formally articulated or not. The question of how ’sticky’ the core values are — how deeply and consistently they’re understood, and how frequently they’re reflected in action — depends on the quality of leadership, the substance and clarity of communication, and the resonance that employees and other stakeholders the organization have with the proclaimed values.

Just like vision, if core values are tucked away nicely in a strategic plan manual or on a fancy placard on the wall, the value and utility are null and void. In fact, an organization is better off to not even have a vision statement or core values unless they are going to integrate them into the organization through effective alignment.

Whether your individual or organizational values include purpose, integrity, creativity, trust, respect, or human rights, thorough and insightful discussion is required so that you and others are very clear about what your selected words and statements mean, and what they look, sound, and feel like in action. Then it becomes more likely that there will be alignment between stated and demonstrated vision and values. What does ‘ethics’ mean in your organization? How do you know when you’re being ethical or unethical? What does integrity mean? Where is the line? What does it mean to be committed? What does it require? What do ‘trust’ and ‘respect’ mean? Do people feel trusted and respected? What does ‘customer care’ mean? Do the customers feel ‘cared for’? What does ‘good citizenship’ mean? Is it demonstrated? Do the company’s highest priorities reflect these values? Are these values observable in everyday behaviors or norms? How do you know when you’ve arrived at living your vision, or if you’ve excelled at ‘being’ a particular value? And so on…

Behavior is always a reflection of values, though it’s certainly influenced by one’s degree of passion and commitment toward the vision and core values. So in a company that has one set of formal core values and another set of “lived values,” based on what you observe from the actions of the company’s people, there exists an informal, perhaps unspoken set of norms and expectations that has been accepted and rewarded in the organizational culture. This is a very basic measure of “Do we do what we say we do?”

Enron offered the classic example of this, with a formal vision, mission, and ethics statement accompanied by core values which were subjugated by cultural messaging that gave the values of individual ambition, competition, the illusion of profit; and dishonesty a higher priority. The latter were ultimately reflected in the behaviors seen in and associated with the company.

In high performing organizations, there is a greater dedication to aligning behavior and action with the highest stated values, even when such an alignment requires constant attention to and flexibility to changing market conditions. Whether or not vision and core values are ‘lived’ in an organization depends on the influence of leaders, the level to which employees are engaged, and the type of culture that is established and supported in the organization. Vision and core values become “who we are” and “how we operate” as an organization.

CHALLENGE OF ALIGNMENT

A commitment to clarity about vision and values is always a challenge if assigned a lower priority than the day-to-day activities and tasks. For most business leaders, making it a priority and designating the time is the commonly the issue. For a larger organization that often allocates time and resources to vision and values work (usually in the form of strategic planning), the key challenges include keeping it from being just another boring process and aligning the many groups and individuals with the company’s stated vision. When business leaders refer to vision or values as an “initiative,” people will respond with thoughts or words such as “oh boy, here we go again!” But when the vision is presented with passion and clarity, people are likely to buy in and fully commit to the vision. Commitment is demonstrated by daily behaviors that are aligned.

BENEFITS OF ALIGNMENT

The rewards of being clear about vision and values, and aligning the priorities and behaviors throughout the company with its stated vision and values, are extraordinary. They include:

• Greater clarity when making decisions
• The ability to recruit top-talented employees
• A greater sense of passion and meaning associated with vision and values
• An increase in employee emotional engagement, and
• Increased performance as an organization

For business leaders, being clear on vision and values offers two additional benefits — a source of motivation and inspiration to add value to the individual roles of employees and other stakeholders; and a tangible product that can provide clarity for branding identity of the organization.

To reap the rewards of vision and values, one must have clear intention and deliberate focus. With annual or semi-annual vision and values check-ins, and a clear idea of what it means to have alignment processes woven into daily activities, alignment will become more the norm than the exception and will transform an organization in line with the vision and values. The possibilities are limitless.

In today’s economy, a good number of companies are scrambling in their efforts to become more lean, gear up for future hard times, and in many cases, they are cutting back. Some are having massive layoffs and others are simply cutting back hours or in more minor cases, cutting back on employee benefits and perks.

It is so critical that business leaders manage this change with care and not go at any of these changes in a haphazard type of way. Rather, they need to follow a structured process and assure that they are able to position their companies to move forward and sustain these tough times.

So how can companies remain viable and keep the stress of these challenging times from affecting their employees? It is kind of crazy to think of a company that lays off a lot of staff and then continues to create stress for those that remain. Having a large percentage of employees wondering if they are next to be placed on the chopping block or if the company is even going to survive is certainly not the best way to motivate your team. Motivation by fear is way down the list of ways to bring out the best in your people and maximize their potential impact on the organization.

What people need to be their best is structure, stability, and direction! Think about this with me … structure, stability, and direction. Your employees want to know they are going to be ok. They want to have a role in making the company a success and they want to know what lies ahead. Funny thing is … we are talking about employees here. Employees being human beings … we need to remember that they have needs and wants. Needs such as clarity: Clarity of the vision of the organization, clarity of purpose, direction and accountability. They want to know what their role is in carrying the organization forward. Also employees need clarity of personal reward. They have the right to ask, “What’s in it for me?” Structure, stability, and direction … if you have children … think for a moment about your role as a parent. Do your kids need structure as they grow and develop? Do they need to have a sense of stability? And do they need direction from you as a parent and from other influential teachers and mentors? Of course they do! Well, we as adults still have these same human needs.

What an employee contributes to their organization is dependent on what they are receiving from the organization. In other words, it is a reciprocal relationship. You (as an organization) cannot expect to receive more than you are willing to give. If you are good to your people, they will in turn be good to you and add value to your organization in ways that will help you ride out this storm and remain viable in carrying your organization forward.

Three basic tactics to being successful in creating the type of organization that brings out the best in the people that you have are:

1) Build a culture of success –a work environment with clear standards of success. Establish and maintain norms of behavior that expect the very best from employees. Make the work environment as pleasant as possible. Be careful with which perks you cut out of the budget. You might not want to cut things like toilet paper in the restrooms or coffee in the break rooms. The cost savings on these budgetary items are not worth the cost that you might pay in the reaction of employees.

2) Provide stellar leadership for your organization. People need to know there is a captian of the ship that is going to keep them from sinking! People want to be led be a passionate leader who is competent and leads by example. Business leaders – you should be oozing with optimism. If you don’t believe it, your employees never will believe it. And if you don’t believe it, you won’t see it! I commonly say to business leaders that vision shapes our perception and perception becomes our reality. So think and act positively. Your employees will follow suit. Act as though the ship is sinking and your passengers (employees) will no doubt start jumping ship. Jumping ship doesn’t necessarily mean that they will quit. They might quit on you in every way other than showing up to work so they can still get their paycheck, but will not contribute to the success of the organization. Leadership is an absolute necessity during these times!

3) Get employees engaged in their jobs. With these tough times, it might be more difficult to reward employees with higher pay, bonuses, and other monetary compensation (unless you are the AIG!). So, we need to do all we can to provide benefits to employees that are intangible yet perceived by employees as invaluable. Good research on employee engagement (Refer to First Break All the Rules by Marcus Buckingham and Curt Coffman) shows that employees need things such as:

a. Knowing what’s expected of them at work

b. Having the materials and equipment to do their jobs

c. Being in a job that maximizes their natural abilities (right fit)

d. Receiving praise and recognition for doing good work at least weekly

e. Knowing that somebody cares about them as a person

f. Having opportunities for personal growth

g. Knowing that their opinions are heard and valued

All of these things that I selectively mention related to employee engagement cost the organization nothing … nothing but attention to what matters most for employees.

Operating in a lean fashion and getting through these tough financial times is very possible. Business leaders need to stand tall and lead courageously, having a mindset focused on success! There is no need to freak out and operate from a reactive stance. Rather, be proactive about connecting with your staff and committing them to carrying out the vision of the organization that you lead. They will follow! By creating a culture of success, providing effective leadership, and getting employees engaged you will maximize the potential of your human capital and have the best shot at making it!

Last week I had the chance to experience an awesome strategy event with a client in the outskirts of Cincinnati. The event, occurring just after the Christmas holiday was a poignant way of celebrating the year of accomplishment, and looking forward to more success in the upcoming year.

One of the themes of the events was highlighted by the leader of this group singing a few lines from a popular Christmas carol – Do You Hear What I Hear? The words he sang were:

Said the night wind to the little lamb,
do you see what I see

Way up in the sky, little lamb,
do you see what I see

They had been singing this song every day at work as part of a major campaign of their new vision. The leader was literally asking his team if they saw the same potential that he did. Did they capture the vision? Did they feel the same passion toward the vision as he did?

I thought for a moment as I saw this awesome business leader singing (very candidly and almost karaoke like) that there is a point missing in this song that is critical. Not just “Do you see what I see?” But how about the following lines from the song …

A star, a star, dancing in the night
With a tail as big as a kite

Case in point … do you see what I see and are you willing to follow where the star leads? In business today it is oh so critical to get your people to buy into your vision. This seems to be a “no-brainer,” right?  How about your ability to get people to “follow the star” and where it leads? Even more important!

Getting people to carry out their day-to-day duties in a manner that is consistent with your defined vision is a defining characteristic of successful organizations. When you look at the high performing organizations in any industry, you will find an engaged workforce where people are crystal clear about the leader’s vision and how their role is crucial to the overall success of that vision.

The challenge I offer is to get your people to see what you see and know that when they see the “star dancing in the night” that they are to follow that star and carry out the vision that will lead to extraordinary results!