Effective Leadership and Progressive Discipline

By Dan Hamon

Workshop is available for this topic: This program can be given live or remote in either Spanish or English.

To listen to and see slides on an Open Line web conference on this topic with Dan Hamon as the guest speaker, please go here:
Audio: http://www.lighthouseconsulting.com/openline/041918/OpenLine041918.mp3
Slides: http://www.lighthouseconsulting.com/openline/041918/OpenLine041918.pdf

Peter Drucker, the noted management professor and author famously said, “Management is doing things right; leadership is doing the right things.”

One of the right things a leader must do is to practice progressive discipline. As someone who leads seminars for both English and Spanish speaking managers and employees on the importance of effective leadership and progressive discipline, I would like to set the record straight on this important leadership practice.

Yes, there are important legal reasons.

“The first question in any legal challenge is, ‘Did the manager manage properly?’” says Mike Deblieux, author of seven people management books. “Effective documentation shows the manager managed performance by setting clear expectations, monitoring performance, providing feedback, and redirecting performance by creating an opportunity for the employee to succeed.”

As the saying goes about documentation, the proof is there in black and white.

What is not always black and white is how progressive discipline is effective leadership. In other words, progressive discipline produces results.

Now I am no human relations theorist. I have played key leadership roles in product development, marketing, sales, and worldwide operations, and P&L. When I was 19 I assumed responsibility for my family’s manufacturing and retail business. So, this is real world effective leadership I want us to consider, not some academic view.

But to be fair, let’s start with the academic textbook definition of progressive discipline: An employee disciplinary system that provides a graduated range of responses to employee performance or conduct problems. Disciplinary measures range from mild to severe, from a slap on the wrist up to and including termination, depending on the nature and frequency of the problem.

There is a management adage that the best defense is a good offense: Using progressive discipline proactively is the best strategy to minimize the threat of litigation from wrongful termination cases. Some have nicknamed it the “three strikes and you are out” discipline system. While the baseball metaphor is handy to remember, there is no magic in three offenses equals termination. And termination is not really the goal; the goal is better performance.

Many leaders worry that writing up employees will hurt performance and cause workers to form a dislike of leadership. They reason that employees who dislike management will be less engaged.

This is miscalculated thinking about the attributes of leadership, morale, and being liked by employees.

Another favorite Drucker quote of mine is: “Effective leadership is not about making speeches or being liked: leadership is defined by results, not attributes.”

Most leaders would agree that management is about achieving results through people. A manager must help his or her people succeed at the work they do, and regardless of what language they speak. A key to helping people succeed is communication, which is probably the most important thing a manager does. Managers need to identify and correct performance problems through proper communications (with a sensitivity to the language his or her workforce is most comfortable with).

As commonly believed, it is true with progressive discipline leaders use communications to protect themselves and their organization against legal action by getting incidents on paper. But there is more. These managers take steps to ensure solid, consistent documentation procedures throughout the entire organization. Most important, you will also identify and address potential performance problems with progressive discipline before they even happen. Preventing an illness is more important than curing an illness.

Prevention through coaching performance improvement begins with observing and communicating employee behavior. This means communicating in writing that follows Deblieux’s FOSA framework: facts, objectives, solutions, and actions. Managers, don’t just tell what you want when facts will sell what you want.

Managers must be objective and not subjective in writing down what is going on. Subjective means your opinion, and objective means what can be seen. Behavior that can be seen should be factually described by recording the what, when, where, who and how (also part of the FOSA framework):

•  What happened
•  When it happened
•  Where it happened
•  Who was involved
•  How it happened

Describe direct observations of behavior in your written evaluations. Deblieux’s work tells us to use phrases like “I saw,” “I heard,” “I touched,” “I smelled,” and “I tasted.” Remember you are describing objective behaviors, not your subjective feelings about the employees’ attitude or demeanor. When translated into another language, these objective statements are clear to understand.

So, to be understood a manager should not write something vague like “You were late today.” Instead, a better entry would be: “I saw you arrive at your workstation and clock-in at 7:42 a.m., which is 12 minutes past starting time.”

As another example, a manager should not write something like, “Don’t forget to wear your hard hat, protective eye glasses, and steel toe shoes next time.”

Instead, a better entry for this would read: “The company safety rules require you to wear a hard hat, protective eye glasses, and steel toe shoes at all times on the company yard. I expect you to put your hard hat, protective eye glasses, and steel toe shoes on before you enter the company yard.”

These entries document behaviors that are expected. Discipline is the practice of training people to obey rules or a code of behavior. Therefore, training comes first, and counseling comes second. There is even room for the oral warning, and no need to be a stringent supervisor that starts with a written warning. Think training first, not punishment, to correct disobedience.

One way to improve manager/employee communications is through in-depth work style and personality assessment testing. Managers should learn how their people and job candidates are wired in order to hire the best and understand how to proactively manage individuals.

This type of testing can identify potential red flags for human behavioral issues during the hiring process. Another benefit is it helps managers gain insight into the strengths and weaknesses of staff and candidates. Perhaps most important, it can reduce the learning curve for understanding how to manage individuals for greater work performance.

The key concept to remember there is workers are individuals, and there is no “one size fits all” communication strategy for obtaining optimum performance. I believe nobody comes to work to make mistakes. Let’s think of mistakes as a chance to teach, to help the employee learn from his or her error.

Better communications will help the employees be more open to the learning. Managers can benefit from training in interpersonal coaching, especially through the use of the work style and personality assessments. As managers, sometimes we need to take a good long look in the mirror about our coaching skills.

However, when there is disobedience or on-going failure to achieve performance goals, then there needs to be an escalation. This includes written warnings. This can be followed by a last step option. This is a specific warning of termination. The final step is termination. While a termination may be a layoff, here we are really talking about firing someone for willful violation of rules or the inability to perform.

For an employee to willfully violate rules, they have to know what the rules are. Effective leaders need to identify the rules, explain the application of the rules, be aware of the exceptions and document the coaching process through progressive discipline.

To listen to and see slides on an Open Line web conference on this topic with Dan Hamon as the guest speaker, please go here:
Audio: http://www.lighthouseconsulting.com/openline/041918/OpenLine041918.mp3
Slides: http://www.lighthouseconsulting.com/openline/041918/OpenLine041918.pdf

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2018

Dan Hamon is a Senior Consultant with Lighthouse Consulting Services. Dan has played key leadership roles in product development, marketing, sales, worldwide operations, and P&L. He is particularly gifted at drawing together and leading the right internal and external teams for solving complex problems and achieving business results. Dan’s industry expertise includes software, semiconductors, micro-machines, high performance computing, cyber-security, and artificial intelligence. Dan enjoys giving presentations on management, technology, productivity and other interesting topics to managers and senior executives.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication and stress management.

To order the books, “Cracking the Personality Code”, “Cracking the Business Code” and “Cracking the High-Performance Team Code”, please go to www.lighthouseconsulting.com.

Our Sino-Am Leadership Program helps executives excel when stationed outside their home country. American managers in Asia and Asian managers in America face considerable business, personal, and leadership challenges because of the cultural differences. This unique program provides personal, one-on-one coaching. For more information visit, http://lighthouseconsulting.com/performance-management/talent-development/sino-american-management-style/.

We also have an affiliate in the UK who covers all of Europe so we are now a true multi-national company that can support our clients globally.

Keep What You’ve Got: Attracting and Retaining Top Talent

By Dana Borowka, MA – Excerpt from the book, Cracking the Business Code

During the next ten, twenty, and thirty years, finding qualified sales and customer service people is going to get more difficult, thanks to a shrinking workforce and a maturing population. Therefore, retention of your top people is more important than ever.

Attracting talent, retention, and training (or onboarding individuals) all fall into one big melting pot. Finding, supervising, and keeping employees are not stand-alone items — each affects the other.

Ten years ago the shot heard ‘round the recruiting world was the McKinsey & Co. declaration that better employee talent is worth fighting for. The 1998 bombshell article in the McKinsey Quarterly titled, “The War for Talent,” predicted a battle that would last for decades.

Publications like Fast Company quickly spread the news from the boardroom bunkers to the cubicle trenches. The reason was demographics and the retirement of the Baby Boom generation. The battle cry was to not only improve hiring practices, but to work harder to retain your best employees.

McKinsey’s supply and demand predictions have come true with a vengeance. The U.S. workforce, which grew by 54 percent from 1980 to 2000, is only expected to grow by 3 percent from 2000 to 2020.

During the past decades, companies have proven that you can’t win the war just by spending more. When it comes to finding and keeping employees, pay is secondary for top talent. But if you build up an outstanding reputation, people will line up to work at your organization.

You have to realize that reputation matters. People talk. Images get established. Web postings take place. Today, no organization can afford to have a bad reputation. A number of MC900231004[1]years ago, the airline industry did a study that showed that a bad experience was communicated to around 300 people and a great experience was shared with only 30 or less.

So, where do you start in order to build a positive reputation from within and without? It all begins with taking the time to uncover, identify, and understand how the team is communicating. No matter how high tech our world has become with instant messaging, emailing, and cell phones, the biggest problem we all have is still communications.

To illustrate, think of a whale. Probably everyone reading this article visualized something different. Some are seeing in their mind’s eye a peaceful pod of gray whales migrating south. A few think of a friendly Shamu jumping out of the water at Sea World. While others picture a scary Monstro swallowing Pinocchio. How often do you discuss a topic with someone in the workplace and they completely misunderstand what you wanted?

Communicating with prospective employees begins way before an application or interview. A number of years ago a client of ours identified some traits they wanted members of their team to have. The company realized they needed to position themselves in their narrow marketplace as the place to work. Whenever a company executive gave a speech to an association group they always ended the talk with mentioning that they are the Rolls Royce of organizations to work for. If anyone knows of A players who want to work at the best place to use their skills and talents, then have them give the company a call.

MC900437519[1]Fast forward a number of years. My firm conducts personality testing for all of this company’s final candidates. For certain levels, we also do phone interviews, always asking how they heard of the organization. Consistently we have heard it was because of their reputation in the industry for being the best place to work for utilizing skills and talents.

Learn what is driving your top talent people. If you help them to succeed you’ll create a high level of retention and become a magnet for recruiting. So what does all of this have to do with retention? It’s about setting your people up for success, and this takes active management and mentoring.

 

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2018

Dana Borowka, MA, CEO of Lighthouse Consulting Services, LLC and his organization constantly remain focused on their mission statement – “To bring effective insight to your organization”. They do this through the use of in-depth work style assessments to raise the hiring bar so companies select the right people to reduce hiring and management errors. They also have a full service consulting division that provides domestic and international interpersonal coaching, executive onboarding, leadership training, global options for expanding your business, sales and customer service training, operational productivity improvement, 360s and employee surveys as well as a variety of workshops. Dana has over 25 years of business consulting experience and is a nationally renowned speaker, radio and TV personality on many topics. He provides workshops on hiring, managing for the future, and techniques to improve interpersonal communications that have a proven ROI. He is the co-author of the books, “Cracking the Personality Code”, “Cracking the Business Code” and “Cracking the High-Performance Team Code”.  To order the books, please visit www.lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.

We recently launched a new service called Sino-Am Leadership to help executives excel when stationed outside their home country. American managers in Asia and Asian managers in America face considerable business, personal, and leadership challenges because of the cultural differences. This unique program provides personal, one-on-one coaching. For more information visit, http://www.lighthouseconsulting.com/performance-management/talent-development/sino-american-management-style/.  We also have an affiliate in the UK who covers all of Europe so we are now a true multi-national company that can support our clients globally.

Upset Clients? How to Flip Frowns Upside Down

By Eden Gillott Bowe

You’re a seasoned business traveler. There’s no traffic on your way to the airport because you know all the shortcuts. TSA waves you through with a smile. You even snag a spot for your luggage in the overhead compartment. All is wonderful in your world.

Then you hear an altercation, which turns into screaming and pleading. Welcome to United’s Flight 3411 from O’Hare to Louisville: a classic case of exactly how not to treat customers or clients.

THINGS TO CONSIDER

Practice mindful listening. Think back to the last time you felt truly listened to. Made you feel pretty good, right? In today’s hyper-connected world, people want results immediately and attention spans are shorter than ever. Train yourself to focus your attention on your clients. Make sure you’re truly listening rather than simply waiting for your turn to speak.

Put yourself in the client’s shoes. Based on what you hear, you’re better equipped to see things from their point of view. A multitude of things could be going on in their lives, and it’s up to you to cut through the noise and figure it out. What might they be going through? Are they directing their aggression towards you even though it’s really meant for someone else? Is it their busy season, so they’re complaining about having “yet another thing on my plate”?

Treat others like you’d like to be treated. This goes hand-in-hand with putting yourself in the client’s shoes. Don’t you prefer when someone listens to you and helps get to the bottom of an issue instead of treating you like an inconvenience?

No one wants to be on the receiving end of an angry email. One wedding caterer ended up in the hot seat after an employee went off on a client over “excessive” demands. The client then took to the internet to show the world what shockingly horrible customer service the company had. After months of bad press, word of mouth, and slumping business, the company threw in the towel and shuttered itself.

Some people simply enjoy complaining and won’t be happy with anything. Sometimes no matter how nice you are to clients, they have a permanently bad attitude. They don’t always channel their feelings properly. As a result, a domino effect of bad vibes ripples through their lives. Don’t pass it on.

Be careful what you put into writing. This is a double-edged sword and can be extremely dangerous if it’s not wielded properly. On one side, it’s good to document actions that were taken in order to CYA. On the other (more dangerous) side, committing things to writing may come back to bite you later. For example, don’t put confidential information in an email to someone who isn’t covered under privilege. Nor should you talk negatively about another person because, unbeknownst to you, they may be BCC’d when you hit Reply All.

WHAT TO DISCUSS WITH YOUR MANAGEMENT TEAM

What’s your current protocols for responding to unhappy clients? If you don’t have a system, get one fast.

Who’s responsible for responding to complaints? Does it make the most sense for the account manager or owner to respond? It depends on the nature of the situation. To the extent possible, empower those who work directly with clients with the flexibility to make decisions and take corrective action.

What form(s) is most appropriate? Automated email, personalized email, or telephone? Depending on the situation, it may also be beneficial have a combination.

What are you willing to do for the client? When’s it better to change vs. incurring the cost of attracting a new client? Does this vary depending on the client? If so, what are the cutoffs or metrics?

Are you receiving multiple complaints about the same thing? If so, how do you improve your offerings? Is this an opportunity for growth or a new service line? Can you reduce returns of defective products by looking at production?

Are clients researching you beforehand or are they pre-sold? More and more, clients are looking at online review sites such as Google, Yelp, Better Business Bureau, Trip Advisors, etc. Hence the first time potential clients “meet” you is online. Make sure your pages properly reflect your level of service.

NOW WHAT?

Breathe. If you feel you’re ready for battle or stressed out, take a moment to recalibrate.

Listen. You’d be amazed what you learn. There’s a reason you have two ears and one mouth.

Don’t take it personally (even if it is). This is especially hard when it’s about a decision you made, initiative you spearheaded, or a company you started. It’s your baby.

Don’t be defensive. No one wants to talk to someone who is confrontational.

Repeat back what you heard (or think you understand). Make sure the conversation is based on clarity. This reduces or eliminates miscommunication and misunderstanding.

Prepare (or refine) your customer service response plan. Now that you’ve brainstormed with your management team, put it into action.

Enhance your service and product offerings based on client feedback. Take customer service lemons and turn them into lemonade.

Learn more from wins and misses. When you document clients’ complaints/frustrations, don’t let them sit in a drawer and gather dust. Learn from them and make improvements.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2017

Eden Gillott Bowe is President of strategic communications firm Gillott Communications http://www.gillottcommunications.com/ and is a former business professor. She resolves issues both in and outside the media’s glare — from celebrity scandals and corporate fraud to criminal and civil litigation. Eden’s been interviewed about brands in crisis by the LA Times, Wall Street Journal, NPR, the Washington Post, and Forbes. She’s worked in Manhattan, Seoul, and Los Angeles. She is the author of A Board Member’s Guide to Crisis PR and A Lawyer’s Guide to Crisis PR.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication and stress management.

To order the books, Cracking the Personality Code, Cracking the Business Code and Cracking the High-Performance Team Code, please go to www.lighthouseconsulting.com.

Our Sino-Am Leadership Program helps executives excel when stationed outside their home country. American managers in Asia and Asian managers in America face considerable business, personal, and leadership challenges because of the cultural differences. This unique program provides personal, one-on-one coaching. For more information visit, http://lighthouseconsulting.com/performance-management/talent-development/sino-american-management-style/.  We also have an affiliate in the UK who covers all of Europe so we are now a true multi-national company that can support our clients globally.

Why Exit Interviews Make Sense

By Dana Borowka, MA

Recently a strange occurrence got me thinking. On a personal note, I love to sail. After being members of a boat club for over ten years, my wife Ellen and I decided to move to another club. When we informed the club we were leaving they were highly efficient in deactivating our gate codes and privileges. No surprise there.

But it was what they did not do that surprised us. No one asked us why we were leaving. In talking to members at the new club as to why they didn’t join our old club we discovered there was a common complaint and it had nothing to do with boats: they did not like the food at the club.

This organization is needlessly losing customers over something that could be fixed. If only they had a process of conducting exit interviews.

For many a business, the exit interview has fallen out of favor. But in April 2016 the Harvard Business Review published an article singing the praises of exit interviews titled “Making Exit Interviews Count” by Everett Spain of the U.S. Military Academy at West Point and Boris Groysberg of the Harvard Business School.

The authors made their case in the article’s opening abstract:

An international financial services company hired a midlevel manager to oversee a department of 17 employees. A year later only eight remained: Four had resigned and five had transferred. To understand what led to the exodus, an executive looked at the exit interviews of the four employees who had resigned and discovered that they had all told the same story: The manager lacked critical leadership skills, such as showing appreciation, engendering commitment, and communicating vision and strategy. More important, the interviews suggested a deeper, systemic problem: The organization was promoting managers on the basis of technical rather than managerial skill. The executive committee adjusted the company’s promotion process accordingly.

“In today’s knowledge economy, skilled employees are the asset that drives organizational success,” state Spain and Groysberg. “Thus companies must learn from them—why they stay, why they leave, and how the organization needs to change. A thoughtful exit-interview process can create a constant flow of feedback on all three fronts.”

Why Some Experts Are Cool to Exit Interviews

“I am not a fan of exit interviews,” says Beth Smith, president of A-list Interviews and the author of Why Can’t I Hire Good People: Lessons on How to Hire Better. “I think it is a matter of too little too late.”

A horrible hiring mistake led Smith to create a company and write a book to help improve hiring results. Here is her take on the drawbacks of exit interviews:

Exit interviews are specifically designed for the employer. They do not help the exiting employee at all, because the exiting employee usually needs a reference from the company they are leaving. Telling the truth about the company doesn’t help the employee get that reference, and in certain circumstances, the information gleaned from the interview could be used against them. In addition, if there is negative feedback given, it is sometimes dismissed by the interviewer. “Well, that employee is just mad, so their feedback isn’t accurate.” My belief is that if an employee is leaving the company, they have attempted to tell someone in the company why. Whether it is a review, a conversation or a complaint, most employees don’t just up and leave without some sort of a notification.

Smith’s work is about interviewing right when hiring (something I agree with and advocate should be supported with proper in-depth workstyle and personality testing). Understandably, her coolness toward exit interviews echoes the view of many in business.

Smith’s belief is that if an employee is leaving the company, they have already attempted to tell someone in the company why. Who wasn’t listening to the employee when they were there?

Taking a Fresh Look at Exit Interviews

True, exit interviews have their shortcomings; however, in my opinion, it is a miscalculation to not conduct exit interviews because of the inherent faults. The research of Spain and Groysberg detailed in the Harvard Business Review supports this:

Though we are unaware of research showing that exit interviews reduce turnover, we do know that engaged and appreciated employees are more likely to contribute and less likely to leave. If done well, an exit interview—whether it be a face-to-face conversation, a questionnaire, a survey, or some combination of those methods—can catalyze leaders’ listening skills, reveal what does or doesn’t work inside the organization, highlight hidden challenges and opportunities, and generate essential competitive intelligence.

Other HR experts advocate a return to exit interviews—if they are done right.

“If an organization is a revolving door and it doesn’t care why, then exit interviews are a waste of their time and money,” says Claudia Williams, former associate general counsel, Global HR & Litigation, for The Hershey Company. “Most organizations, though, want to know why people are leaving and going to their competitors or elsewhere, especially when the attraction and retention of great people is a top, if not the top, concern for CEOs in the U.S. and globally.”

Williams, founder of a consulting company called The Human Zone and the author of the upcoming book Frientorship, argues an exit interview gives the employer a chance to get raw, candid feedback on what it does well and what it needs to improve – what’s keeping employees there and what’s causing them to leave.

“Time and again I’ve seen leaders surprised by the results of an exit interview, which means they don’t have their fingers on the real pulse of the organization,” says Williams. “An employer might be able to stop a great employee from leaving if it knows the real reasons behind the employee’s decision.”

The Value of Exit Interviews

“I valued and conducted exit interviews often in the army, individually and through the Army’s initiatives enterprise wide,” says Brigadier General Jeffrey Foley, U.S. Army (retired). “In the army, I often conducted exit interviews when people were transferring out to other army organizations when their tour of duty was up.”

“I valued and encouraged the conducting of exit interviews in the army, individually and through the initiatives sponsored by the army enterprise wide,” says Brigadier General Jeffrey Foley, U.S. Army (retired). “In the army, we often conducted exit interviews when people were simply transferring out to other army organizations when their tour of duty was up.”

Foley, who now runs a leadership consulting practice named Loral Mountain Solutions and is the coauthor of the book Rules and Tools for Leaders, offers his views on the four major benefits of exit interviews:

1. You may learn the real truths about your organization. You will likely learn what you may know or should know about typical challenges like money, opportunities for growth, shortfall of benefits, etc. You may also learn more profound truths like distrust of supervisor, harassment, illegal or unethical conduct that people were reluctant to report for whatever reason.
2. You set a great example for the entire organization that the leadership cares. The word will get out that the losing organization leaders cared enough to at least ask. If there is a standard practice of exit interviews and things changed in the organization for the better as a result of what was learned, there can be great benefit to the organization.
3. You may learn insights into your competition. Great information can be learned about what the competition is doing or offering that might affect your organization.
4. You can learn how to help those departing be successful. For the good people departing, it offers an opportunity for the losing organization’s leadership to help the person be successful in the next chapter of their lives. This support can be provided by letters of recommendation, references, or something unique based on an extraordinary event that caused the departure, such as serious sickness or tragedy that occurred that may have been previously unknown.

Williams offers a final warning:

“But proceed with caution,” she says. “Employers have to be ready and willing to act upon the information they receive, both to harness their strengths and to fix what’s broken (which sometimes means a workplace investigation into allegations of individual or corporate misconduct). Otherwise, the exit interview is a bunch of meaningless words.”

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2017

Dana Borowka, MA, CEO of Lighthouse Consulting Services, LLC and his organization constantly remain focused on their mission statement – “To bring effective insight to your organization”. They do this through the use of in-depth work style assessments to raise the hiring bar so companies select the right people to reduce hiring and management errors. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication and stress management. Dana has over 25 years of business consulting experience and is a nationally renowned speaker, radio and TV personality on many topics. He is the co-author of the books, “Cracking the Personality Code”, “Cracking the Business Code” and “Cracking the High-Performance Team Code”.  To order the books, please visit www.lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development. LCS can test in 19 different languages, provide domestic and international interpersonal coaching, skills testing and offer a variety of workshops – team building, interpersonal communication and stress management.

Our Sino-Am Leadership Program helps executives excel when stationed outside their home country. American managers in Asia and Asian managers in America face considerable business, personal, and leadership challenges because of the cultural differences. This unique program provides personal, one-on-one coaching. For more information visit, http://lighthouseconsulting.com/performance-management/talent-development/sino-american-management-style/.

 

 

Healthy High Performance Teams vs. Silos

By Paul David Walker, author of Invent Your Future: Starting With Your Calling

One of my clients shared her experience in her spinning classes. She said,

“The authentic commitment and energy of the leader starts up the class. As the energy builds each members commitment and energy syncs with the others. The class feeds off each other and reaches a level they could not have achieved individually.”Spinning class

She was glowing as she told me this story. The classes have transformed her energy and improved her health dramatically. Imagine a business team that feeds off each other’s energy. We are working together to build each of her facilities into healthy high performance teams. Her story and experience will be key to this work.

Ask yourself, do the teams you are leading look like her experience in the spinning classes? Most do not, and many feel it is impossible to achieve this kind of synergy for a business team. Of course, with this attitude, it would be impossible. I have experienced many leadership teams who started out feeling stuck with the level of teamwork they had, and like my client in her spinning classes, achieved what I call a Healthy High Performance Team.

Authentic Inspiration

The first step is knowing and experiencing the possibility, like my client who experienced it in her spinning class. Once you know something is possible, your words become alive with authentic inspiration and commitment, which provides an experience for those who follow you.

Casey Sheahan, Former President and CEO of Patagonia, said this to me during his interview for my book, Invent Your Future-Starting With Your Calling:

“Inspiration has to start with you. If you don’t believe that you can affect positive change, then it won’t happen. But if you can inspire people, as opposed to motivating them with fear, then you know there is a better outcome possible … I think you can really light people up. You can light your customers up, and you can light your manufacturers up too. When people are inspired, you get a better result, working conditions, and high-quality products. It is a priority for us.”

When you know the possibility from your experience, people can feel it and become inspired, and motivated by your presence. Your presence is 93% of any communication. It has been proven that the content is only 7% of communication. Your tone, body language, and the energy that comes out of you tells the story. If it is inconsistent with the content of your message people know, and will question what you say. If it is consistent, people are inspired because they are caught up in your experience.

It Starts With You

If the leader of a spinning class was out of shape, and had to take breaks while the class was peddling their hearts out, soon there would be no class. The same is true with leaders of teams in business or public service. It is often said, “Who you are speaks louder than what you say.” The most successful leaders are living examples of their vision. This is something you cannot fake, and takes courage.

We cannot create something we cannot conceive. So how do you get those following you to conceive a possibility they have not experienced? It starts with the stories you tell about times when you experienced a high performance team. Along with a compelling picture of the future state, the stories you tell about your experience become a living example. Told effectively they are an experience for a team or individual to feel.

Silos and Workarounds

The opposite of a high performance team is silos within organizations. Groups of people who are doing workarounds to avoid accountability, or at best be part of a small team that they can control. When you try to inspire teams to exceed their own expectation most people say, “Easier said than done, or you don’t understand what we are dealing with.” This complicates getting things done and creates suspicion, backbiting and a slowing of the growth of the organization. Multiple silos lead to a bureaucratic effect.

synapsesExperience and Habit

Many say life’s greatest teacher is experience, but if this is the case why do many who are experienced people repeat the same mistakes. From research on brain chemistry it is clear that bad or traumatic experiences form neuropathways that harden and create fears that seem real. People will go into a form of “fight or flight” that once protected them when similar situations present themselves. Silos are a form of protection, and if they have created safety for people in the past, they will default to them. Only more compelling experiences will mitigate these defense systems. People will still have the fear that is presented, but after a number of positive team experiences they will default to teamwork.

Teams Committed to Each Other

If people feel part of a team that is committed to each other’s success and the success of the business or organization they will feel safe participating in new behaviors. They will still experience fear, but with leadership that reinforces team commitment and illustrates the dangers of the opposite with authentic stories that create an experience, they will change. The team becomes a sanctuary of safety and inspiration. As the success of the team and the business grows, they will become more committed.

Success Stories

Prior to success it is important to find experiences in each individual’s life when they were part of a good team, or have seen one, while watching sports. An experienced leader finds ways for them to recall times when they experienced high levels of teamwork so they are inspired to let go of old safe habits that form silos. Breaking this natural human tendency requires that they can see, feel and hear a better way.

Creating off-sites for a team that creates an experience of a healthy high performance team is effective. You can do white water rafting or other similar outdoor experiences, but it is critical each experience is related to the organizational or business challenges. What is even more effective is dealing with difficult business or organizational challenges while creating the experience of teamwork directly relevant to work. Well- facilitated, these off-sites create a living example of the possibility for the team, and create success stories.

As individual and team success occurs, it is important to tell success stories as part of the organizational day-to-day process. These stories reward people and carry the wisdom forward, creating an organizational mythology. Each story should embody the feeling of success and the strategy that created that success.

Like the spinning class, there is no denying the value of a high performance team experience and the feeling of power and pride it embodies. The more you and your team can Invent Your Future by PD Walkerexperience the power of a team, the sooner it will become an organizational reality. It will not happen overnight, but as it is achieved, the performance and wellbeing of the organization will grow rapidly. Once healthy high-performance teams are woven into the fabric of your business or organization, it will retain and attract the best talent, produce performance beyond your expectations and provide a powerful barrier of entry against completion. It is not easy to create, but what of real value is easy.

“Here you will find a treasure trove of distinctions, tools, and models that will allow you to engage people in a way that naturally harmonizes and enhances working with others—and that in turn advances the mission and purpose of the organization. More than that, you will be introduced to the thinking that guides and directs our most advanced leaders. There are years of learning available in Invent Your Future. Do not be surprised when, in the days and months to come, you find yourself referencing this book. It’s that good.”
-John King, Bestselling Author of Tribal Leadership

Permission is needed from Paul David Walker to reproduce any portion provided in this article. © 2016

Paul David Walker, CEO and Founder of Genius Stone Partners, is one of the early innovators of leadership consulting and coaching at the executive level. For more than thirty years, he has successfully guided the CEOs and senior executive teams of such Fortune 500 and mid-sized companies as New York Life, Mutual of Omaha, Chase GIS, Finance One, VONS Grocery, Pacific Mutual, Rockwell International, Conexant Systems, Harrods, Anne Klein, Union Pacific, StarKist, The City of Long Beach, Long Beach Fire Department, Culver Studios, Shout Factory, Lazy Dog Restaurant and Bar, NTS, Archstone Foundation, The Queen Mary and many other thriving organizations. He is author of Invent Your Future-Starting With Your Calling and Unleashing Genius: Leading Yourself, Teams, and Corporations. He specializes in building teams of leaders committed to each other’s success and the success of the business. Feel free to contact Paul by email pauldavidwalker@geniusstone.com or his cell 562-233-7861.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement. To order the books, Cracking the Personality Code, Cracking the Business Code and Cracking the High-Performance Team Code, please go to www.lighthouseconsulting.com.

We recently launched a new service called Sino-Am Leadership to help executives excel when stationed outside their home country. American managers in Asia and Asian managers in America face considerable business, personal, and leadership challenges because of the cultural differences. This unique program provides personal, one-on-one coaching. For more information, visit http://www.lighthouseconsulting.com/performance-management/talent-development/sino-american-management-style/.

Why Breaking the Team Building Code is So Important Today

By Dana Borowka

There is certainly a lot of interest in team building. Try searching for “team building help” on Google and you’re presented with 62.9 million search results! Search for “team building activities” you’ll see another 38.9 million results. The information and solutions available are mind boggling.

Unfortunately, we’ve talked with too many companies that tried team building exercises only to see the results, if any, fade quickly. That’s because team building is much more than going zip lining together. (And we love zip lining!)

In the sports world, championships are frequently won not by teams with the most star players, but by the teams that play like a team – not by a group of individuals. As business managers, we understand this concept. Few of us have the resources to attract only the very best employees in their respective fields. Yet, if zip lining doesn’t pull the team in the same direction, what will?

In this article I’ll provide a list of team-member attributes for your reference; give a great example from the Ritz Carlton on what’s possible when the whole company is focused on the same goal; and explain how we work with clients to build or tune teams for higher levels of performance.

Do Your Teams have the Right Stuff?

It can be difficult to know why a team is performing or not. It helps to take note of all the attributes (positive and negative) that are present on the team.

To assist you we’ve compiled a list of 100 attributes that can be used to assess each member of a team. This isn’t perfect, by any means, because it can be subjective – you be the judge. However, it can reveal problem areas. Warning signs can be silos, poor listening skills, lack of cooperation between departments, defensiveness, lies, sabotaging projects, etc. If your team exhibits more negative attributes than positive ones than that needs to be addressed and resolved quickly.

The Age-Old Challenge: How to Get People to Work Toward a Common Goal

Successful coaches and managers are adept at melding different personalities and skills into a single unit with a common objective.

An unyielding focus on the customer should be a goal shared by everyone in a company. Creating a “closed-loop” culture really helps put everyone on the same page. Here are two articles on the topic of closed loop cultures: How to Create a Closing the Loop Culture and How to Hire Loop Closers.

Learning at the Ritz

For an example of how a large company builds a unifying focus look no further than The Ritz Carlton chain of luxury hotels. Here is the company’s credo, list of service values and the employee promise.

As you review this example, think about the ways you can build a genuine customer focus in your company.

The Credo

The Ritz-Carlton Hotel is a place where the genuine care and comfort of our guests is our highest mission.

By PortoBay Hotels & Resorts

We pledge to provide the finest personal service and facilities for our guests who will always enjoy a warm, relaxed, yet refined ambience.

The Ritz-Carlton experience enlivens the senses, instills well-being, and fulfills even the unexpressed wishes and needs of our guests.

Service Values – I Am Proud To Be Ritz-Carlton

1. I build strong relationships and create Ritz-Carlton guests for life.
2. I am always responsive to the expressed and unexpressed wishes and needs of our guests.
3. I am empowered to create unique, memorable and personal experiences for our guests.
4. I understand my role in achieving the Key Success Factors, embracing Community Footprints and creating The Ritz-Carlton Mystique.
5. I continuously seek opportunities to innovate and improve The Ritz-Carlton experience.
6. I own and immediately resolve guest problems.
7. I create a work environment of teamwork and lateral service so that the needs of our guests and each other are met.
8. I have the opportunity to continuously learn and grow.
9. I am involved in the planning of the work that affects me.
10. I am proud of my professional appearance, language and behavior.
11. I protect the privacy and security of our guests, my fellow employees and the company’s confidential information and assets.
12. I am responsible for uncompromising levels of cleanliness and creating a safe and accident-free environment.

The Employee Promise

At The Ritz-Carlton, our Ladies and Gentlemen are the most important resource in our service commitment to our guests.

By applying the principles of trust, honesty, respect, integrity and commitment, we nurture and maximize talent to the benefit of each individual and the company.

The Ritz-Carlton fosters a work environment where diversity is valued, quality of life is enhanced, individual aspirations are fulfilled, and The Ritz-Carlton Mystique is strengthened.

Breaking the Team Code is Hard

The difficulty of the team challenge is one reason we’ve seen a big uptick in call volume from our clients who have gotten frustrated with the lack of observable results from team-building consultants and team-bonding exercises.

Putting Data where Our Mouth Is

We’ve been receiving these calls because our clients know that we excel at assessing work style personalities. They figure if we’ve done a great job over the years of helping them hire or promote the right individuals, we can have the insight to make a positive impact on team performance, too.

They are correct, or course. Since 1994 we’ve been combining behavioral science with human resource management principles to help our clients outperform their competition through periods of growth and recession.

For boosting team performance we’ve created a fast, effective and affordable service called the Lighthouse TeamView Service™.

Insight that Leads to Better Team Performance

We like to say that TeamView cracks the team building code. The essence of the program is that it helps teams of all types communicate powerfully, clearly and effectively. This is critical because the cause of all team failure is rooted in communication.

How do we crack the code and unlock the full potential of teams?

We start with having each team member complete an in-depth work style and personality assessment test. It’s not your run-of-the-mill test that has only 4-8 personality characteristics. Years of experience has shown us that having 16 primary characteristics are required for accurate insight.

Using Data to See the Dynamics of a Team

After the test results are in, we map the data using our proprietary Thought Flow Chart™. Like any good graph or chart helps visualize a situation, this chart helps to visualize the dynamic nature of the team based on how individuals prefer to receive and give information. Later in this article I go through an example based on an actual assignment.

You don’t have to figure out the Thought Flow chart by yourself. An LCS principal meets with you to review the test results. Together we create the right strategy to achieve ideal team functionality. Now you have a plan for how to go forward — a plan based on deep insight of the personalities of team members.

Involving the Team in Their Own Success

With the strategy and Thought Flow Chart in hand, LCS conducts a workshop for the team members (in person or remote). We reveal the results of the work style and personality tests. Everyone gains an understanding for the strengths of the other team members and how best to communicate with them.

Besides improving trust within the group, the workshop facilitates a process whereby the team and individuals commit to the actions and behaviors necessary for team success.

LCS recommends that management follow up with the team at least twice during the ensuing 60 days to make sure the commitments are being met.

Using TeamView to Build a New Team

While most of our assignments involve helping to tune an existing team for high performance, it’s not unusual for a client to ask us to advise them on building a team from scratch, or adding the right players to a team.

LCS follows the same TeamView process except that we consider what personalities need to be present on the team for it to achieve its objective, so there is direction for hiring and assignments. This could be assembling a project team to work on a big project for a troublesome customer. It could be filling a missing slot on an executive team that is already running smoothly.

TeamView to the Rescue

Here’s a fictitious example loosely based on an actual TeamView Service assignment.

The ABC Company was floundering. Due to recent turnover in the executive staff, the CEO, Hank, felt his team had lost its chemistry; its ability to work together to solve tough problems wasn’t what it used to be.

He called LCS and we immediately implemented our TeamView Service.

The Thought Flow Chart that resulted from our analysis of the work style and personality tests was immensely helpful to Hank and the team.
The data in the chart revealed that the executive group was very well-balanced. That reinforced what Hank believed. He knew the team had the right stuff, it’s just that they weren’t working smoothly together.

You can see an example of the Thought Flow Chart™ in our brochure.

In the workshop LCS exposed the team members to their individual work style and personality assessments. Everyone achieved a better understanding of what made the others “tick”. There was universal appreciation and understanding for the strengths of each personality.

What really made the difference for this executive team at ABC Company, is during the workshop LCS gave each person tools and tips for how best to communicate with each of the other members.

Understanding, respect, trust and clear communications were established in the team. After just 60 days, Hank was pleased to report that the team was performing at high levels once again.

Talk to Lighthouse

You can learn more about TeamView by visiting our Web page, or simply giving us a call at 1.310.453.6556 x403.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2017

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication and stress management.

To order the books, “Cracking the Personality Code” and “Cracking the Business Code” please go to www.lighthouseconsulting.com.

Can Your Staff Solve Challenges When Faced With Obstacles?

Excerpt from our book, Cracking the Business Code

It only takes a small adjustment of the tiller to get the boat back on course. – Nancy CroixMC900318220[1]

Today is the day to look beyond… to look at the many opportunities and the open horizons that can be in store for you and your organization. This is the time to rally the people that you work with and begin to collaborate and gather ideas in the following areas:

• Improving efficiency
• Raising the customer service bar
• Explore opportunities
• Operational processes
• Cost efficient ways to do things differently
• Identify specific traits in people that you’d like to add to your team
• How to better mentor staff members

Those are just a few areas to explore. Looking out into the future, you’ll want to take advantage of some of the fresh talent that will be available. However, you’ll need to be very selective as to who you’ll want on your team. Managing down just doesn’t work any longer. Understanding the strengths of an individual will help to promote a positive environment where people will want to share ideas that might not have been considered in the past. This is the time to build a positive reputation so your company is a magnet for attracting top talent.

Thinking Outside of the Box

MC910217089[2]I was at a restaurant recently and asked to see if an item that I didn’t see on the menu was available or if I had overlooked it on the menu. They didn’t have the item, but the staff response set me back. The server stated, “Our goal is to think out of the box. To do what we can to please the customer so that positive word of mouth is shared and that will result in more business for us!” Isn’t that what we all want: team members that will think out of the box, positive word of mouth about our business, to increase revenue? What we all need are people like that on our team. So the million-dollar question is: how do we get staff members to think along those lines and how can we attract people like that?

What Is Driving Your Top People?

Learn what is driving your top talent people. If you help them to succeed you’ll create a high level of retention and become a magnet for recruiting. Here are some action items for you to consider:

  1. Use an in-depth work style and personality assessment during the hiring process and for current staff.
  2. Use the data to manage, which in turn will reduce the learning curve for new hires and help to better understand current staff members.
  3. Place individuals in positions that they can succeed in based on their strengths.
  4. Take the time to constantly mentor and create plans to help individuals grow.
  5. Identify traits of individuals that you want in your organization and target those individuals through specific messages in ads, on the web, through networking, and association gatherings.

For your A players (your major contributors), play to their strengths and help them grow. Don’t ignore them just because they are doing well. These are the individuals that if they don’t MC900324776[1]feel engaged in helping the organization to continue to grow and improve, they’ll leave.

For your B players, nurture them through mentoring so they can become A players down the road. For your C players, measure and possibly remove them if they are eating up your time. Never spend 80 percent of your time and energy on the people who are producing 20 percent of your results.

Peel the Onion

But don’t write those C players off too fast. A small hotel chain had reservation reps that were not meeting the volume level that was being required. The manager thought they were just C players and was a very unhappy camper with his team. That person was placed in a different department and a new manager came in who sat down with each individual and then with the group. She discovered that 24 hours before a guest was going to arrive at the hotel property that a high percentage were calling in to verify the reservation and to get directions. This used up valuable call time, so as a team they brainstormed together and came up with a brilliant idea. Since the reps were asking for email addresses why not send an email confirmation 24-48 hours prior with a fun page welcoming the individuals and include links for weather and directions.

Guess what happened? Calls were reduced and the reps were able to take more calls for new reservations with less hold time. All because the manager took the time to ask questions to peel the onion back to identify the underlying issue. When the reps were asked why this topic hadn’t been addressed in the past they simply responded, “No one asked and we never thought of it.”

Set Your Sights on the Future

Make the most out of this environment by helping others in your team to be successful, build a positive reputation, ask your team for ideas and contribute to the well being of the entire organization, train staff to mentor others, and be on the look out for adding fresh talent to your team. Remember, it is important to be precise in what you are looking for and do a MC900297401[1]thorough job interview by asking probing questions, doing reference and background checks, and utilizing an in-depth work style and personality assessment.

This is the time to set your sights on the future, deal with the present by supporting your team, and ask for input. Set your organization on a course for long-term success by using proactive and collaborative mentoring, management, and vision. We’d love to hear about your successes.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2015

 

Dana Borowka, MA, CEO of Lighthouse Consulting Services, LLC and his organization constantly remain focused on their mission statement – “To bring effective insight to your organization”. They do this through the use of in-depth work style assessments to raise the hiring bar so companies select the right people to reduce hiring and management errors. They also have a full service consulting division that provides domestic and international interpersonal coaching, executive onboarding, leadership training, global options for expanding your business, sales and customer service training, operational productivity improvement, 360s and employee surveys as well as a variety of workshops. Dana has over 25 years of business consulting experience and is a nationally renowned speaker, radio and TV personality on many topics. He provides workshops on hiring, managing for the future, and techniques to improve interpersonal communications that have a proven ROI. He is the co-author of the books, “Cracking the Personality Code” and “Cracking the Business Code”. To order the books, please visit www.lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.

We recently launched a new service called Sino-Am Leadership to help executives excel when stationed outside their home country. American managers in Asia and Asian managers in America face considerable business, personal, and leadership challenges because of the cultural differences. This unique program provides personal, one-on-one coaching. For more information visit, http://www.lighthouseconsulting.com/performance-management/talent-development/sino-american-management-style/.

Resolving Conflict Successfully

By Ellen and Dana Borowka, MA, Excerpt from the book, Cracking the Business Code

Ever notice that no matter what you do, you can’t avoid conflict! It’s everywhere – at work, at home, at that special social gathering or even at the supermarket. Whether you are discussing the dirty dishes with your spouse, that difficult project with a co-worker, or your barking dog with the Conflictnext door neighbor – conflict is hard to manage well. And since we can’t ignore it, we might as well handle it the best possible way. In this article, we’re going to explore what makes up conflict, how we usually (and unsuccessfully) handle it, and ways to manage it better.

Conflict vs. Resolution

First, I’d like to define what conflict is, so we know what we are working with. The first definition is war; and the second is a clash between hostile or opposing ideas, interests or persons. War! That’s a big word! Some might think that their conflicts don’t rate up with war. Yet, just because we don’t pull out guns and bombs, doesn’t mean that we don’t have some casualties in our battles. Many people can go for the kill when they feel hurt and angry, especially in our intimate relationships. Other definitions include, an earnest struggle for superiority or victory; and the state of those who disagree and lack harmony. How many times in conflict do we struggle to be superior to, and have victory over the another, especially when they are acting rude? I think the key phase for conflict is that we lack harmony, and that is not a fun place to be at.

So, what is our alternative? Conflict resolution! It’s a way to settle disagreements peacefully by getting to the root of problems and finding lasting solutions. Why is conflict resolution so important? Knowing how to handle conflict in a constructive manner can help you in relating with others, like your spouse, children and co-workers. Conflict resolution assists by promoting new ideas, encouraging greater understanding, strengthening personal relationships and keeping people safe from violent conflict escalating out of control. It helps us to work through our issues to find harmony and unity with others.

The Three Components of Conflict

What do you need to have conflict erupt? It takes very little to create conflict. In fact, you need only three components to have conflict flare up. As they say in commercials, “It’s as easy as 1,2,3!” The first is people. Conflict can occur between individuals, between groups or among members of the same group. Anywhere where you have people, you can have conflict. The second is different points of view. When each person or group sees a situation in a different way, wants a different outcome or has different plans of what to do then you can have conflict. An example that comes to my mind is the family reunion where conflict can start easily, even over where to go for dinner. The third component is strong emotions. Individuals or groups may have strong feelings about the problem or situation. They may feel a variety of emotions, like anger, fear, disappointment, betrayal, hurt, and so on. Strong feelings can set the stage for a potential war.

Mapping Out Conflict

Yet, conflict is a normal part of life. As I said before, wherever we go we might run into it – misunderstandings with a co-worker, dealing with a difficult client, or a changing relationship with a spouse or friend. So, what can we do about it? Something that seems to be very helpful is an exercise called the Relationship Web, which maps out the status of your relationships. Drawing a relationship web is very easy. First, on a piece of regular size paper, draw a circle in the middle and put your name in it. Then draw other circles around yours and put names of those people that have an impact on your life. You then connect your circle to each of your other circles with a variety of lines. A straight line signifies a peaceful and calm relationship; a slightly wavy line is a relationship that has occasional ups and down; a very wavy line denotes a relationship with many ups and downs; and a jagged line is a stormy relationship. The lines of your web might look like spokes on a wheel that attach to your center circle. When you are done with your web, you might want to consider the following questions for your relationships: Why do you think you have conflict with this person? And if you could change some of these wavy and jagged lines, which ones would you change and why? Now that you have explored the conflict in your relationships, it might be helpful to look how you handle conflict.

Common Conflict Styles

The following are some ways that we commonly deal with conflict:

  1. Avoid or runaway from the conflict. An example of this could be when someone refuses to address a problem with a spouse or co-worker.jumping hoops
  2. Pretend the conflict doesn’t exist. This is when we deny that there is even a problem to address!
  3. Give in or go along with the other person. When we give in or go along, we deny our own needs and build resentment towards the other person.
  4. Attack or try to win through force or power with criticism, insults, manipulation, name-calling or violence, which is a very destructive method to deal with conflict.

As you might imagine, none of these styles resolve our problems. Rather, they worsen the situation – allowing conflict to fester and explode out of control. So, how do you handle conflict? Do you have a conflict style that you use in difficult situations? Let’s look at some ways that we can deal with conflict in a healthier manner. Since good communication is the key to successful conflict resolution, we’ll start there.

Elements of Successful Communication

  1. Have respect for the other person’s feelings and point of view, even though you don’t agree. The goal to successful communication is to have empathy – to understand why someone is doing what they are doing and feeling what they are feeling. We feel that empathy is the glue in all relationships. If you don’t have empathy, you don’t have anything.
  2. Don’t take the conflict personally, don’t let it under your skin. Let the other person blow off steam, and be patient. Many people say things in anger that they don’t mean.
  3. Be a good listener! To be a good listener, you need to avoid interrupting the other person, and ask questions when they are finished speaking. Also, watch body language to be aware of what is going on with the other person, and to look for mixed messages. Mixed messages are when someone says one thing, yet their body language is saying the opposite. There is an old saying, “The most important thing in communication is to hear what isn’t being said.” – Unknown
  4. State what you’re hearing. Use active listening, which is to paraphase what you think the other person is saying. This tells them that you understand what they are saying, and gives them the chance to explain, if you didn’t understand. This is an extremely effective tool in managing conflict and avoiding miscommunication.
  5. Use “I Statements” when discussing hot subjects. An example of an I statement is “I feel really hurt when you snap at me, because it makes me feel like you don’t respect me.” An I statement is composed of three elements. The “I” helps us to maintain our responsibility for our feelings or observations; the “when” gives a specific example for the other person; and the “because” provides our reason for why we are bothered by the situation. I statements helps us to avoid being vague and accusatory with others.
  6. State your feelings clearly – express what you think without attacking the other person. Don’t be hostile or use name-calling, criticism or insults – that will only make things worse.
  7. Focus on the problem, not the person. Look for common ground – a shared need – something you both want or can agree on. This will strengthen teamwork between the both of you.
  8. Are there any hidden agendas? Is there something that is bothering the other person that he or she is not talking about, that might be feeding into the problem. Asking questions is a good way to uncover hidden agendas, like: Is something else bothering you? Is there something else going on? You look like you have something more to say?
  9. Take timeouts to keep conflict from escalating. When things get too hot, take some time to cool down – at least an hour or 24 hours. Be sure to schedule a follow-up time to resolve the issue.

The Problem Solving Process

After you have had a full discussion about the conflict then you may want to brainstorm with the other person to find some ways to resolve the problem. First, set an agenda on workgrpwhat you both want to focus on in the situation. Next, brainstorm for different ideas to solve the problem. One of you should write down the ideas, and don’t evaluate the ideas during the brainstorming process. Sort through the ideas and implement a specific action plan. Consider every idea and think about the consequences. Then arrange a follow-up date to check in on the progress of the action plan. If the plan is not working then recycle through the problem solving process again.

Successful Conflict Resolution Takes Practice!

These are some tips to manage conflict in a structured and positive format. It takes practice – so don’t throw it out, just because it takes some extra effort. Conflict resolution is not, by any means, the easiest thing to do. Yet, when we don’t deal with our conflicts, they fester and grow worse. It’s like when we feel sick and throw up. Noone likes it, but it cleans out the system and we feel much better. Successful conflict resolution takes practice, patience and respect. There’s an old saying, “Coming together is a beginning, Keeping together is progress, Working together is Success!” How you handle conflict will determine its outcome!

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2016 

Dana Borowka, MA, CEO and Ellen Borowka, MA, Senior Analyst of Lighthouse Consulting Services, LLC with their organization constantly remain focused on their mission statement – “To bring effective insight to your organization”. They do this through the use of in-depth work style assessments to raise the hiring bar so companies select the right people to reduce hiring and management errors. They also have a full service consulting division that provides domestic and international interpersonal coaching, executive onboarding, leadership training, global options for expanding your business, sales and customer service training, operational productivity improvement, 360s and employee surveys as well as a variety of workshops. They have over 25 years of business and human behavioral consulting experience. They are nationally renowned speakers and radio personalities on this topic. They are the authors of the books, “Cracking the Personality Code” and “Cracking the Business Code”. To order the books, please visit www.lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.

We recently launched a new service called Sino-Am Leadership to help executives excel when stationed outside their home country. American managers in Asia and Asian managers in America face considerable business, personal, and leadership challenges because of the cultural differences. This unique program provides personal, one-on-one coaching. For more information visit, http://www.lighthouseconsulting.com/performance-management/talent-development/sino-american-management-style/.

The Two-Tunnel Trap

By Larry Wilson, Author of Play to Win, Excerpt from the book, Cracking the Business Code

Leaders need to be great communicators to grab and keep the attention of their followers. No easy task since the natural result of communication is misunderstanding. Odds are you misunderstood what I just said, so again: “The natural result of communication is misunderstanding.”

construction signHere’s a story to support this point:

A wise engineer had the task of digging a tunnel through a mountain. As his workers were unskilled at the task, he brought them together to explain. “See that mountain over there? Well, you’re going to dig a tunnel through it. Half of you will start digging the tunnel from the east side. The other half will start digging from the west side. When you meet in the middle, you’ve dug a tunnel. Now, if you don’t meet in the middle, you’ve dug two tunnels.”

The fact is that most communication ends up being separate tunnels. This has brought many a leader to their knees, especially when the stakes are high.

I’m saying this to remind you how important, and yet difficult, it is to have one-tunnel conversations. So how is it done? Start by agreeing on a mutual definition. In our case, we need to define the word “communication.” We’ll define it as: A sense of mutual understanding.

How do we get others to understand us? Here’s a three-word solution to the two-tunnel trap: Simple, familiar and dramatic. Use simple words, familiar examples, and wrap up your point by telling a relevant dramatic story.

Digging Deeper

Let’s dig a little deeper into our tunnel of understanding – or mis-understanding.digging

  1. Simple. Use words that everyone understands. Forget the million-dollar words you used to impress your English teacher.
  2. Familiar. Use words that your audience uses on a regular basis. No insider jargon – that just confuses things and ends up excluding people rather than including them.
  3. Dramatic. Tell a brief story or example that parallels the situation you’re trying to communicate. This will help your audience bring the information together into a whole picture, rather than just the parts.

Here’s a non-example of this simple formula. To set the context, you are a new army recruit whose drill instructor (leader) is introducing you to a new safety device. Let’s listen in:

“All right you people, today is the day we introduce the new Regulation Missile Whistle, Model M-1. This is a self-repeating, lung-operated, air-cooled general personnel model issued to all relevant ranks. The whistle is divided into two component parts. These are the Whistle Cylinder Blowing Assembly and the Whistle Retaining Chain Assembly Mechanism. At the Blowing Aperture, there are two raised sections. You people in the back had better stand up so you can see this. The opening from the blowing end into the main cylinder is called the Compression Blow Channel. The other remaining component part of the whistle is known as the Chamber Operating Assembly Complex. This consists of the Opening Sound Admission Slot, the Cylinder Butt Lock onto which the Whistle Retaining Chain Assembly Part is attached, and the Cylinder Reverberating Operating Cork Pellet Device.”

Whew! How many tunnels do you think were dug in that mountain?!

whistleLet’s look at what happens if we apply our ‘simple, familiar and dramatic’ formula to this scenario? The DI/leader might sound something like this:

“OK folks, this here is a whistle. When you blow into it, it makes a very loud noise. If you ever find yourself pinned down in a foxhole, bullets whizzing over your head in every direction, take out this little jewel and blow like hell. We’ll come and get you out.”

Now that’s a message anyone could understand. Simple, familiar words put together in a dramatic sequence that keeps everyone digging the same tunnel.

Say what?

Here’s a learning process that can help you keep getting better at making sure everyone is digging one tunnel: “What did I plan to say, what did I say, and what will I say next time in the same situation?” Getting better on purpose is what makes a good leader into a great leader – and a primary reason why others want to follow.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2016 

Larry Wilson was an internationally recognized pioneer in change management, leadership development and strategic thinking, and is the co-author of The One-Minute Sales Person and Play to Win. He founded two companies, Wilson Learning Corp. and Pecos River Learning. Larry worked with companies to help them “create the organization that, if it existed, would put them out of business.” Larry passed on in 2009 and will be greatly missed, yet cherished through his books and articles for years to come. One of the things that Larry used to say was “Love your customers so much that they want to refer business to you since who can resist love?”

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.

To order the books, “Cracking the Personality Code” and “Cracking the Business Code” please go to www.lighthouseconsulting.com.

We recently launched a new service called Sino-Am Leadership to help executives excel when stationed outside their home country. American managers in Asia and Asian managers in America face considerable business, personal, and leadership challenges because of the cultural differences. This unique program provides personal, one-on-one coaching. For more information visit, http://www.lighthouseconsulting.com/performance-management/talent-development/sino-american-management-style/.

Millennials: How to Attract, Retain and Manage

By Bhavna Chadalavada

Much has been said and written about millennials (generally referred to by researchers as having birth years ranging from the early 1980s to the early 2000s), but little of it has come from within our generation itself. The reality about us is that we want what the business community at large wants and needs, but we are pushing for it harder and faster than some are comfortable with. It’s causing us to leave jobs, shuffle positions frequently, befuddle our superiors, generally cause angst, and in some cases accelerate desired culture shifts.

Barry Salzberg, CEO of Deloitte Global, put it aptly when he said “The message is clear: when looking at their career goals, Millennials are just as interested in how a business develops its people and how it contributes to society as they are in its products and profits. These findings should be viewed as a wake-up call to the business community.” And, the wake-up call is coming quickly: by the end of 2015, millennials are expected to overtake baby boomers in the workforce as more and more boomers reach retirement age.

We are a generation that has embraced and fueled rapid technological advancement and creative innovation that has changed the scope of multiple facets of the world today: from medicine and healthcare, to poverty, water and hunger, to social connection, dating, food and music. So, what are the tricks to attract, retain, and manage the best among us? Read ahead to find out.

Attract

We love free lunch, but we know that culture goes beyond that. The following 3 elements are critical to attracting us.

(1) Purpose, mission, meaning

77% of millennials state that their “ability to excel in their job is contingent upon deriving meaning from their work”. We want our employers to have a purpose and mission for their business (for 6 in 10 Millennials, a “sense of purpose,” is part of the reason they chose to work for their current employers), and we want to connect to it in order to feel enlivened and energized by the work we are doing.
In all honesty though, who wants a grinding, robotic 9-5 culture? Employers and the former generation seem to have grown used to it, and have tolerated it either because they see no other way, or because they see another way and don’t know how to get there.

Millennials are built to get there: we are here to change things and make sure those changes stick. “Big Four” Accounting firm PricewaterhouseCoopers is planning for a workforce of nearly 80% millennials in 2016. It might take other organizations a few more years, but millennials are expected to make up 75% of the workforce by the year 2025.

(2) Quality of leadership

According to a Deloitte study, today’s Millennials place less value on visible (19%), well-networked (17%), and technically-skilled (17%) leaders. Instead, they define true leaders as strategic thinkers (39%), inspirational (37%), personable (34%) and visionary (31%).
Who we are working under is a big reason we would want to be associated with a given company. The opportunity to observe a strategic-thinking, inspirational, personable, and visionary leader from close quarters is in many cases enough to hook us in.

(3) Opportunity for learning and development

business team meeting-large by Eric Bailey, Pexel

By Eric Bailey

Maneuverability (ability to shift area of work within a given company, along with potential for growth of responsibility in a role) & development initiatives for employees (beyond your standard Training program) are critical. To illustrate this point, if we are given a choice of:

A) Less pay at a company that:

• Has opportunities for learning and development within a given role.
• Offers us the ability to shadow and learn about other roles and potentially eventually make an internal transition.

B) A higher-paying position at a company with:

• Perks (free lunch) & Incentives (cash-bonuses).
• A boxed-in position with little opportunity for development.

We are choosing option A (unless, for unfortunate economic reasons – like student loans – we have to take B).

Retain

Inherently, we are built to make businesses successful and last – but getting caught up in short term ROI and losing sight of us as people is a sure way to isolate and push us away. We care about the success of the business, but we also see how that goes hand in hand with unleashing the best in an organization’s people.

If we are treated like a number, we will go ahead and treat our employers like a number right back. We’ll stop coming in early and leaving late, and we’ll do the job just well enough to stay hired – until we find something better and jump ship. Most of us are already cultivating our side hobbies and projects, so if you give us reason enough, we will dedicate more and more of our time and energy into that. We’ll clock in and clock out until one day we drop the job and leave, just like our employers fear.

It may sound self-serving, but it is a protective mechanism that ultimately allows not only us but also our employers to thrive: by hiring and retaining the right people while creating and maintaining a culture of purpose. A culture of purpose is proven by multiple sources by now to outperform financially – this is no longer a debate.

If companies have a mission and purpose that is adhered to, provide resources and programs for training and development, and their people and leaders are indicative of the culture and mission they seek to promote – they’ve got us locked in. We’re going to give it everything we’ve got.

But if not, we’re going to eventually leave and have our employers scratching their heads wondering what went wrong. What went wrong is that expectations out of workplaces have changed, and we need more than your typical scene from The Office – which unfortunately (and comically) is still tolerated by many organizations.

The facts and figures support this:

• According to a study by PricewaterhouseCoopers, millennials rated training and development as the most highly valued employee benefit. In fact, training and development outranked cash bonuses by a whopping 300%.
• 78% of millennials surveyed by MTV said “even if I have a job it’s important to have a side project that could become a different career.”
• Unlike previous generations that sought out career destinations, millennials are job hoppers, expecting to stay in a job for less than three years. Job hopping can lead to greater fulfillment, which is vitally important to this generation.
• 88% percent of millennials considered “positive culture important or essential to their job” and said that if they don’t have it at their current employer, they will look elsewhere.

Manage

If our employers create the right culture and hire the right people, managing us becomes less work – which is what both sides want anyway.
In more granular terms, what we want day to day is:

1) Clear goals and projects.
2) Independence to work and create (high trust).
3) A collaborative environment (a whopping 88% of millennials prefer a collaborative work environment over a competitive one).
4) Check-ins fairly often where we are kept appraised of our performance by a forward-thinking and accessible manager (according to a survey by Millennial Branding and American Express, 53% of millennials said a mentorship relationship would help them become better and more productive workers).

When discussing career plans and progress, 96% of millennials want to talk face-to-face. We don’t want to be surprised with immediate repercussions or talked behind – we want to be told how we can improve. Being given less responsibility as a result of what we do not yet know does not motivate us, it deflates us.

success-479568_640 (Pixabay)

By Gerd Altmann

We were raised in an increasingly transparent world – to us, being a “straight shooter” is not a rarity. Being open and communicative is our way of life, and we consider it a sign of trust and investment that you’ll provide us with feedback rather than treat us like a dispensable cog in a machine. According to a University of North Carolina study, 88% of millennials said they would rather receive feedback in real time, not to mention frequent in-person check-ins on progress.

And, we’ll take it a step further too: we want to be able to have a dialogue about our company’s (or even just our team’s) growth and performance. Just because we are less experienced and less grey-haired, we don’t think that should stop us from being able to contribute to decisions being made. Our employers have our buy-in (millennials have no shame in allowing their professional and social worlds to collide, with 70% having “friended” their managers and coworkers on Facebook), so shouldn’t the trust extend both ways?

As a millennial who has worked on Wall Street, in Silicon Valley for an old-guard global Tech corporation, in start-ups, and for consulting firms – these insights remain true across the board. Some companies have caught on, and some have not, but the future lies here. And, the most innovative and successful companies out there are now utilizing this knowledge full-scale – it is no longer a question of if it is worth the initial investment to do so. It ends up costing more in turnover and poor performance not to!

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2018

Bhavna Chadalavada writes and speaks on Millennials in Corporate America, and serves as a consultant and thought partner for established Leadership coaches. She is connected to the Conscious Capitalism movement, and has partnered with the Conscious Business Firm Axialent as well as Values-Based Leadership Consulting firm LRN. Earlier in her career she worked in Finance on Wall Street for UBS and in Tech Consulting in Silicon Valley for Oracle. She is a graduate of Columbia University, where she also played D1 Basketball. For more information, you can contact Bhavna at bhavna.chadalavada@gmail.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication and stress management.

To order the books, “Cracking the Personality Code”, “Cracking the Business Code” and “Cracking the High-Performance Team Code”, please go to www.lighthouseconsulting.com.

We recently launched a new service called Sino-Am Leadership to help executives excel when stationed outside their home country. American managers in Asia and Asian managers in America face considerable business, personal, and leadership challenges because of the cultural differences. This unique program provides personal, one-on-one coaching. For more information visit, http://www.lighthouseconsulting.com/performance-management/talent-development/sino-american-management-style/.