HRCleanUp

Coaching the Uncoachable by Guest Blogger Bobby Pruitt

Bobby Pruitt is my collegue and all-around great guy at Profiles International.  He is Vice President for Enterprise Solutions at can be reached via email at bobby.pruitt@profilesmail.com. 

Coach the Uncoachable
...What happens if they just don’t get it??

By a show of hands, who has ever coached the uncoachable... come on, be loud n’ proud! It's can also be referred to as:

• The immovable force
• Who made that hiring decision, HR?
• The 80/20 rule or some variation of the 80/20 rule...

Or most widely referred to as...

… a waste of my time!!!

As "fair" and equally grounded as we typically say that we are, there's no getting around it -- some of our team members can “appear” to be a waste of “our” valuable time (said as if we are sharing the only unique asset we have complete control over), Having said that, we typically stop doing it the second we make the realization that the “light’s on, but nobody is home”!
To quote one of my favorite lines in a movie (Tombstone): “It’s like playin cards with my brother’s kids”!

Perhaps they were mis-recruited/mis-hired to begin with; perhaps they were promoted well past their ability to effectively lead others just like themselves; perhaps they simply don't want to do what's required; or perhaps we are totally wrong about them all together... I don't know nor would I spend a ton of time analyzing the "why." The "what," is "I'm spending my time for no return, when I could be spending it on someone else for a recognizable value."

Not really much of a choice, is it? On the other hand, it might be our choice all together.
“They” say (They=Consultant somewhere...) that we spend 80% of our time on those things that deliver us 20% of our total goal. I would argue that, when discussing employee performance, motivation, and one-on-one development or coaching, that figure is much closer to 90%.
So, be honest with yourself: How much time do you spend with your Top Performers... your top 5-10%? Don’t consider face-time, drinks after work, or breakfast get-togethers. I'm talking about working with that A-player, investing your personal time and expertise, and making sure that the "A's" receive more emphasis than the "C's."

Yes, we should do an appropriate amount of development for those employees who don't quite "get it," but seem to have the ability, activity and the "potential" to grow significantly with some well-thought out development. But be critical, wary, and skeptical; you should be prepare to “cut the cord” the moment you realize you are repeating yourself, notice issues of ethics or integrity, or that the employee's "light" just hasn't "turned on."

Remember, development equals the sum of all of its parts (coaching, training, appropriate responsibilities) – and is a vital part of growing our future leaders. But they must bring a few things to the table that you simply cannot "train in..." You can't train them to have a work ethic, for example. They must bring that with them when hired. You cannot train them to be honest and ethical -- someone well before you influenced that beyond repair. You should look at Attitude, Activity, and then Skill before you are able to dismiss a “perceived” marginal performer.

As a coach-manager, your attitude toward making a person successful will make up 80% of their success or failure.  ARE YOU PREPARED TO CARRY THAT WEIGHT ON YOUR SHOULDERS? If you understand this concept, you “have skin in the game”! You can look for the good and increase the number of positive encounters. Before you know what is hitting you, you will be embracing the concept of the “Performance Preview*” This Kum-Ba-Yah world is filled with

1. Company initiatives aligning with individual team members goals
2. Open communication
3. Results exceeding expectations

On the flip side, you also eliminate those “mis-recruits and mis-hires” by pointing them in the right direction (and sometimes that direction is right out the door).

*Wall Street Journal article: Get Rid of the Performance Review by Dr. Samuel A. Culbert

High Performance Empowerment, Part 2 of 2

By Guest Blogger Bobby Pruitt

An essential element of leadership success within High Performing Organizations is empowered employees. Empowered employees spring from empowered leaders. Empowering leaders act from positive beliefs about people and situations. Some of the principles here include sharing information widely; letting people know about problems and challenges; having employees participate in substantial decisions, and considering expanding employees' job scope.

Before we get too far into successful leadership behaviors or principles, let's dispel a myth: leadership is a learned skill. Don't feel bad if you were not born with the inherent ability to convince otherwise sane people to charge a hill with bayonets bared. Except for a very few charismatic leaders mentioned in every history book, leadership is a learned skill. And more good news É & it can be taught!

Leadership principles - all of them - have been in use for hundreds, if not thousands, of years. The theory is not new. Some of the applications may change over time, but the theory is not new. Consultants occasionally need to sell a book, so they'll take a tried management concept, give it a new name and an interesting "spin," and off we go É fad of the month. And we sometimes get too wrapped up in this whole leadership versus management issue.

Let me offer a compromising look at leadership, since I believe it to be folly to consider an ineffective manager capable of being a successful leader. Leadership is the successful application of sound management practices, effective motivation, and personal credibility. All must exist to be a successful leader.

Another favorite myth is that leading by example is something you should do. Newsflash - you lead by example whether you want to, try to, or not!! Now, are you a positive example? That may be another story. People in your charge, and others around you, will emulate you, good or bad. You always lead by example.

The principles of High Performing Organizations aren't a magical list to tick off, or a series of tables and charts to compare. They can really be summed up as a combination of empowered employees alongside successful empowering leaders. If we can teach both employee and manager to lead É well, we're almost there.

Want to talk to Bobby directly?  Email him here.

High Performance Empowerment, Part 1 of 2

Meet Guest Blogger Bobby Pruitt

How many of us drink Starbucks coffee? How do you drink it? Venti Mocha double-shot? Fat-free Tazo Chi Latte? We all have our own, special way of having our coffee; what happens if you get it and it isn't exactly what you ordered? Not hot enough? Tastes "off," for some reason?

How long does it take for your Barista (server) to coordinate that "do-over" decision with the various levels of supervisory management? How about "instantaneously??" Those employees have the training to know what to do, the knowledge to be able to recognize it, and the authority to do what's right. In short, they are empowered. Yes, that "E" word. It's overused today, but don't let the fad of the word overcome value in the process. Empowered employees make their companies money.

Starbucks probably doesn't know it's exemplifying high performance; the company may not realize it is a shining example of effective principles to run a service retail business. They just know it's good business, and frankly, common sense.

The Principles of High Performance Leadership are just that - principles. Basic truths or assumptions. They are the essential qualities that determine characteristic behaviors. It's not rocket science. They can help guide your organization toward desired behaviors and business outcomes.

What are we today, then, if not High Performing? Let's take a look at "traditional" organizations. In 1903, a man named Frederich Taylor coined the phrase scientific management. He and other big thinkers of his time believed that standardization and control were necessary for organizations to be successful. For brevity's sake, we won't list each component of scientific management here; suffice to say it was most everything we have come to resent in a typical workplace.

In the industrial era, Traditional Organizations, and Scientific Management, worked. New manufacturing processes were being developed, mass production was introduced, quantity was the name and manufacturing was the game.

In recent years, we've seen employers readily embrace a High Performance way of thinking - a need to better use employees, their talents and abilities, and creativity. We needed flexibility, integration, synergy. And we needed a common purpose. Enter the High Performing Leader. The basic principles - and remember, they are merely principles - include things like a shared purpose, a holistic view, structure that fits the organization, continuous learning, employee empowerment, and managers play a more developmental or facilitation role.

The real key to High Performing Organizations is, of course, leadership. How much impact does leadership have? Does it help if you realize that the average multi-billion dollar company has a lifespan of 17 years? How about the fact that a third of the companies on the 1970 Fortune 500 were not on that list in 1983? And 35 percent of those in 1983 are not on the list today. Why? Typical answers include the influx of competitors, not understanding customer requirements, under-capitalization, and lack of business strategy and/or goals. Clearly, today's senior managers can no longer do it alone; they need help and resources from the entire organization, including our workforce. 

Let's look at some facts about the American workforce from Center for Organizational Development in Denver, Colorado: Fewer than one worker in four work at their full potential; one-half only work hard enough to keep their jobs; three out of four say they could be more productive and do more. Yet often, they do not. Why?

It's A Dog Eat Dog World

By Guest Blogger Mary O'Donnell

A job need was identified.  The job description was detailed and comprehensive, spelling out the job requirements and experience needed.  The job listing was posted using both traditional and high-tech methods.  The applicants responded by detailing their specific skills, experience and qualifications.  They were brought in for the interview process, full of enthusiasm and groomed appropriately for the occasion.  When they arrived, it was clear that while they might be enthusiastic candidates and might match some of the requirements, they were completely lacking in some of the most basic aspects required in the job. 

This was a typical job posting and interview process in many respects.  However, this “job” interview was for the role of Annie’s dog, Sandy, in the musical Annie.  This past weekend I had the opportunity to take part in this dog interview and assessment process and observed that it was uncannily similar to the human interview process in many respects. 

The producers had all the human roles cast, but needed to find a dog who fit the traditional physical description of this iconic role:  big, sandy-colored (thus the name), able to take direction and do what the script required onstage, and not be easily distracted by an onstage orchestra and 200-person audience.  They started the candidate search using their personal networks and asking everyone in the cast if they had a mild-mannered and obedient dog or knew someone who did.  No one in the cast did.  They created the job description, put it on paper flyers and handed them out in prime dog-walking time at major dog-walking spots in the city. They also posted this casting call online on Boston’s biggest audition job board.  They used their professional networking contacts (in this case at the Massachusetts Society for the Prevention of Cruelty to Animals, the local animal hospital, and local pet supply store) to generate leads and buzz about the doggie audition event.  On the day of the event they wondered if any good candidates would show up. 

Doggie audition day arrived, and the weather was perfect.  The park selected for the event was readied with application forms, audition number tags for dog collars, dog-watering bowls, organic doggie treats (this was Jamaica Plain, after all) and poop bags (because the theater is a responsible citizen in the community).  A local television station and one of Boston’s major newspapers sent reporters.  And about 25 dogs showed up.  Six or seven of them actually fit the physical description required for a “big, sandy-colored dog.”  There was a large contingent of toy poodles, yorkies and other teeny lap dogs that absolutely did not fit the physical job requirement, but they were driven by the dream of becoming a star in the local theater scene.  The producers spent quality time with each candidate, assessing each dog’s behavior around strangers and children, testing the specific skills listed on their job applications (“give me your paw” and “stay” were the most frequently mentioned skills).  At the same time they made the experience fun for all, giving out free treats from a local pet store and presenting all kinds of awards for best-dressed, biggest, smallest, and most beautiful dogs. 

Finally, the judges narrowed the candidate pool to five finalists who fit the basic physical requirements and were well-behaved under pressure.  Their final assessment was to pass “the Annie test.”  There is a famous, pivotal moment in the show when Annie befriends a stray dog, and a police officer asks her to prove the dog is hers or he’ll take the dog to the pound.  Annie is nervous because the policeman is calling her bluff.  She calls the dog to her using the name “Sandy,” the dog runs right to her, and the policeman leaves them alone.  This was the test for our finalists.  One by one the dogs were let off the leash.  The little girl playing Annie stood at a distance and called “Sandy!”  Guess what happened? 

One by one the dogs bolted off to cavort with their new doggie friends because they had been leashed for too long on a beautiful day.  They ate their free organic doggie treats, slurped their doggie frozen yogurts, played with their free doggie toys, and were happy that the assessment process was over.  Unlike the human interview and assessment process, everyone left the doggie audition with a smile on their face. 

Which dog was the only one to run right to Annie when called?  The big sandy-colored one whose real name was “Sandy.”  Maybe that should have been the key job requirement all along. 

Now, before I get feedback that this process was weighted too heavily in favor of the dog named “Sandy,” I need to let you know that Sandy is going to a “callback” (the actor’s equivalent of a final interview) this week with the four other dog finalists that bolted in the park.  Unlike in the human job search process where the first impression is often the only chance you get at an interview, the producers realized that the finalist dogs had been in the audition process for over an hour on a leash and clearly could have cared less about running up to a little girl who was a stranger when there were so many doggie friends nearby.  They will all get a second chance and will undergo another round of skills, behavior and personality assessment.  The dog that will ultimately get the role will be the one that can take direction and whose personality fits with the little girl playing Annie. 

The Cat's Away...Millennials Will Play

By Violet Newstead, Guest Blogger

The Boss is away on his second two-week vacation of the summer (that's another story), and the mice have been playing non-stop.  I continue my never-ending streak of too many immovable report and proposal deadlines (four proposals and three final reports due in the next week), so I’m in the office at 8 and leave at 6 or 7. No one else in the department arrives before 10 a.m., so at least I have a good two hours of quiet before they all get there and again after they leave. 

The Hair Twirler, a 23-year-old in her first job as the department’s administrative assistant, has had several doctors’ appointments in this second two weeks of the Boss' summer vacation (so she must be very sick—except she came back a lot blonder after one of her doctor’s appointments) and has had an excuse to leave around 3:00 every day saying, "what's the point of me being here if he's not here?" (forgetting that while she reports to the Boss, she is also the assistant to the other six employees in the department who need her help).  Hair Twirler has made it very clear that while she's our department assistant, she doesn't like to do "boring" work like filing, and we need to wait until the student interns return in another month. 

Then there's “Whatever” Girl, the 30-year-old event planner whose favorite response is--yup, you guessed it.  She has already had two weeks of vacation this summer and planned her teenage niece’s visit to coincide with The Boss’ vacation so that they could look at colleges and do some sightseeing together (meaning in at 11 and out at 2 for the last week with 25 hours of vacation time th at will be not be recorded).

Who’s reading novels at their desks and spending, maybe, 4 hours a day in the office while the boss is gone?  The Hair Twirler and Whatever Girl—the Millennial and Gen Y employees all the HR blogs and websites tell us are the people for whom managers have to bend over backwards to meet their unrealistic job expectations. 

Who’s working on real projects and getting the job done while the boss is on vacation?  No surprise…the 40- and 50-somethings.

Time to take a Mental Health Day?

It’s Time to Take That Mental Health Day

It’s the age-old question: should I take the day off today or haul myself into the office when all I want to do is sleep in?  The answer is: take the day.  If you are someone that shows up to work everyday and are a positive producer when you are your job, then the occasional, unplanned day off is an excellent idea.  I’m talking about taking an odd day off, not a vacation that you’ve had scheduled since the beginning of the year.  If you take this day off you will be doing your sanity a tremendous favor.

The caveat to keep in mind is that this is not to be a regular occurrence.  First off, it is unprofessional to take too many personal days.  That fact aside, you’ll be defeating the purpose of taking a mental health day.  The mental health day is there to help you fight the fatigue that comes with working at least 40 hours a week, every week.  If you take a day off every three months or so it will be a legitimate treat for you.  If you abuse this practice then you will not really need the day off because it will be something that you’ve come to expect.

What should you do on your mental health day?  The answer:  anything that is not related to your job.  People these days have a real problem leaving their work at the office.  This is made more difficult with the 24/7 mentality that has been fostered by text messaging, e-mail and blackberries.  But if you’re taking a mental health day then you have to avoid anything resembling work.  That’s right you’re taking the day off which doesn’t mean you’re just not in the office.  Take advantage of this precious time away from the job.

If your spouse and kids are at work or school then you can really make this a personal day.  Take a day trip and do something that you never get a chance to do.  Take a cruise to the beach or out to the country.  Bring your bike or go for a jog.  Remember this is your chance to clear out your mind.  Getting back to nature is a perfect way to achieve a clear mind.  Maybe you could go somewhere that you used to go when you were young or at least before you started working.  This technique not only makes you feel younger but can help you center yourself as you’ll be putting yourself in a setting that can be very soothing.

The key to remember is that this is your day.  It doesn’t belong to your boss or the guy in the cubicle next to you.  Do whatever it is that you daydream about when you’re slaving away late on a Friday night.  And don’t be ashamed that you’re taking this day off.  Many people worry about what their boss will think if you take the day or what your colleagues will say when you return.  You work hard for your salary and health benefits.  A personal day once in a while is just as important.  Enjoy!

Jay's Note:  I can remember my mother taking a Mental Health Day and that meant a trip to the Smithsonian Institution for us kids.  It was a great time and I think our whole family benefited from her "Mental Health Day".

This article is contributed by Heather Johnson, who regularly writes on how to become a production manager. She invites your questions and writing job opportunities at her personal email address: heatherjohnson2323@gmail.com.

Should you Separate the Personal and Professional?

My friend Shama Hyder publishes the praise winning 'Online Marketing Tips' weekly ezine with subscribers around the world. If you're ready to get more clients, make more money, and have more fun in your small business, get your F'REE tips now at www.AfterTheLaunch.com

This is a question that keeps coming up, so I wanted to address it here:

Dear Shama...I use different social media sites for different reasons. I use Facebook for "fun." This is how I keep in touch with my college buddies and some family. I use Linked-In for professional reasons. I like keeping this distinction, but recently I have been wondering if this is wise. Please advise.

Here is what you need to know!

1) It's your prerogative - How you use social media sites is really your prerogative. You can choose to use them how you wish but there are some pitfalls to watch for...

2) Associates and prospects will still judge you- So, you use Facebook to connect with old college buddies. You may just also have incriminating pictures in your album from those good 'ole days. Now, let's assume a prospect searches you on Google and your Facebook profile link comes up. They have no idea that this is your "personal" side. They will still judge you based on what you reveal.

3) The world doesn't make the same distinctions- It's not hard to keep personal and professional networks of people separate, but it does become very difficult to balance 2 identities. Anything you put online is going to be viewed by a broader audience than you originally meant for it to. Nothing stops your clients from looking at your Facebook profile, and nothing stops your college buddies from looking at your LinkedIn profile (he works as a CPA now?!)

Be smart! If you want to make it easy on yourself, put your professional face forward across all profiles. Let your personality shine through-but do so with grace.

If you are adamant about keeping your networks separate, just think twice thrice about what you put online.

© 2007-2008 Shama Hyder.

Career Limiting Behavior

My friend Gretchen Neels writes a great newsletter.  This month's issue had an article on "Career Limiting Behavior".  I thought I'd share it with you.  If you would like to learn more about Gretchen and her company, Click Here!

Career Limiting Behavior

Last month, AbovetheLaw.com, an extremely entertaining "legal tabloid" website posted excerpts from an NYU Law School's career serviced department memo, entitled "How Not to Succeed as a Summer Associate."  It outlined some excellent career advice for students embarking on summer internships.

The part of the memo I liked best was Real World Examples of Career Limiting Behavior. Here are a few:

• Summer associate complains about having a windowless office and then claims to have been "promised" a window during the interview process.
• Summer associate shows up at all firm events involving food, and is so busy eating that they fail to socialize with anyone else.
• Summer associate refuses to work past 7:00 p.m. or on weekends.
• Summer associate refuses to make edits to a draft brief because "I was an English major in college and I know your edits are incorrect."

Any of the above sound familiar?

Some twenty-somethings are arriving at the workplace this summer, and you can bet this fall, with unbelievable levels of entitlement (office with a view, please), poor manners (pass the shrimp), set work hours (I don’t do weekends), and unbridled self-confidence (your edits are incorrect).

Feedback from students who attend the Core Skills programs we facilitate has been mixed. The majority enjoy learning about the correct way to eat at the table, how to give a proper hand-shake, the art of making small talk, and what to wear to make a good impression, while others do not. Here is some feedback from one firm’s summer class:

• “How to Dress” could have been replaced by a 30 minute      BlackBerry tutorial.
• No etiquette lessons, thank you.
• I thought the etiquette training could have been left      out.

We also heard “patronizing,” “irrelevant,” “condescending,” and “not useful.”

Hmm, seems like there’s a major disconnect here. After riding the self-esteem express from cradle to college, it’s practically impossible for some of Gen Y’s finest to accept that their behavior in the workplace is in any way career limiting, until it’s too late. As the economy tightens, jobs continue to be outsourced, and Baby Boomers delay retirement, new grads will do well to pay more attention to the softer side of their careers.

© 2008 Neels & Company - All Rights Reserved