Meet The Ables

The Ables are not just a family from Oklahoma. They are the functions of what empowers talent in your organization. I was conducting a thorough organizational assessment for a large company recently. One of the organization's leaders explained to me that she did not have the luxury of examining every area of her organization. There is no luxury in Leadership! We have to find time for the things that matter and minimize the priority of those that do not. Every great organization has an engaged culture. Creating and developing an engaged culture is not a turnkey transaction. It takes investigative commitment!

At the very least, every organization needs to meet The Ables:
Are your action items, actionable?
Are your core values, valuable?
Is your culture, engagable?
Are your program initiatives, measurable?

A Meaningful Path to Success
Very often an organization creates an employee recognition program from the top down. A CEO voices his/her opinion of how people want to be rewarded and a program is announced. Employee eye brows might raise when you are telling them how you are going to incent them without gathering their input.

The key to producing successful individuals (and thus furthering organizational success) is creating organizational initiatives applicable to employee preference. Programs designed for employees by employees produce enhanced adoption, engagement, and collective success. Top down programs often only produce lapel pins in desk drawers.

Words on a Wall
Integrity is a word used as a core value of many companies. Decision making rooted in integrity is vital to the success of any individual (and the organization they represent). But, what does integrity really mean? If I tell someone they acted with integrity today, their chest will swell. Teaching someone to qualify decisions at every project milestone develops a tactical skill set.

Core Values are only valuable when we dispel their ominous grandiosity. Organizations need to design initiatives that develop employee skill not just pat them on the back. If strategic organizational harmony is at the core of all employee actions, collaborative success is inevitable.

Too Cool for School
Our employees don't care to be recognized. I have heard those very words from a Vice President. A couple of thoughts:
EVERY employee wants their effort recognized and rewarded ....
ESPECIALLY those who say they don't want to be recognized!

The above mentioned point does reveal that organizational standards created by Abraham Lincoln may not be applicable in today's workforce. Leadership does not have to be a one way street. Directives for success don't have to be created and promoted in top down fashion. Employees want to be part of something bigger than themselves...a collective they helped create. The best recognition company leaders can give their employees is to listen and take action accordingly.

The Danger in Quantifying Human Effort
Show me the ROI...we hear it every day. Executives want to know that if they invest in a program they are going to get their money back. As if to say, I don't care how much you like it, it needs to produce revenue. I want you to take people's lives, make them numbers, and put them in a proposal for me. This request creates a hurricane of salesmanship mired in inconclusive evidence.

Let's simplify the process....

My mom used to want me to eat broccoli and I consistently left it on my plate. Occasionally she would shove it down my throat (not literally) and my night would be ruined. Then one night my mom put the broccoli on the plate and pulled up a bowl of Bearnaise sauce. She told me to dip the broccoli in the sauce. I did, I ate it all, and we enjoyed the rest of the night as a family. Would it have been better to leave the broccoli on the plate and to watch TV in separate rooms as life passed us by?

Your employees can grow to love broccoli. You just have to allow them to choose some sauce to dip it in.

Don't Forget to Remember!

Dave

 

Even Linebackers Need Recognition

Greg Williams and his former New Orleans Saints organizational mates are in deep trouble. It is alleged that Coach Williams took the process of inspiring his players a step too far. No one would advocate rewarding a professional football player for hurting one of his union mates....we are unsure if this was the intent of what has been labeled a "bounty program". Everyone, however, would applaud a leader for offering his/her employees incentives for improving their performance.

The intended consequences of the New Orleans Saints unconventional incentive program are yet to be fully realized. There are, however, 2 key lessons learned from this controversy applicable to Employee Recognition:
Everyone Wants to be Recognized
It's Not About the Reward

Romo's Thoughts
"...it wasn't about the money, it was about the recognition..." - Bill Romanowski

A sports scientist nor even Roger Goodell can explain the importance of a post game moment. That moment in Pop Warner Football when the coach gives you a sticker to put on your helmet. It has nothing to do with the hit you put on your classmate and you did not intend to hurt him. For the first time in your life you spent 5 hours of every summer day in the hot sun with pads on and YOU overcame your personal limitations. Your parents were nowhere to be found, it was not soccer, and your dad was not the coach. For the first time in your life you did something on your own, you tried your hardest, and after days of uncertainty...the Coach picked YOU as the top performer. This, dear readers, is the premise of greatness. It is a result of great parenting, faith in the right things, and your recognition of your own ability! There is simply nothing better!

On a recent broadcast of the Jim Rome Show, Bill Romanowski explained it in terms that related to that which was documented above. Football players in this day and age make 10 figure incomes. They also risk their life every day. Put it in perspective: you are walking into a gun fight....a knife won't do!

Houses, Cars, and Attractive Women are elements of fame. They cannot make up for that moment when the coach brings you in front of the team to recognize YOUR effort! It is humbling and gratifying all at once. It is the place we all strive to get back to regardless of our income or status.

There is not a person on Earth who would not be humbled and gratified by a coach calling him/her in front of their team to get a sticker to put on their helmet. The sticker goes on the helmet and the recognition of your personal ability is never forgotten. You cannot assign a fiscal value to trying your hardest and knowing it made a difference.

Coach Williams did not encourage grown men to hurt their union mates. He wanted them to remember what it was like to try, succeed, and to be validated.

Value Is Interpretive
I once won a sales contest and our Vice President gave me a gift card. I bought diapers for my kids. Only they gave a shit! It was amazingly easy for our VP to ask her assistant to send me the card in the mail. There was no human interaction...my life's dedication had become a commodity. As I sharpened up my resume, my boss called me into a room, all of my teammates were there. They applauded for me. I had no idea what I had done. Without my knowing, everyone on my team had nominated me for an award that was globally recognized. I was the only sales professional to be given the reward. I stayed with the company for an additional 5 years because I didn't want my team to have to live with our Vice President.

Lance Armstrong said it best, "it's not about the bike". His life's dedication was to beat cancer and to inspire other people to do the same. To look a death sentence in the eye and win is far more important than any professional achievement.

Think about it....the best gift you have ever received did not cost more than any other. Someone took enough time to get to know you, they took time to find something that meant more to you than money, and they presented it to you in a fashion that made you remember what LIFE is all about!

We all need a sticker for our helmet. None of us would injure another to get it.

Don't Forget to Remember!

Dave

Clusters

In building his organizational mission, Tony Hsieh was wise enough to ask all his employees one question...Why? He evolved Maslow's Hierarchy of Needs into the Happiness model. The questions Tony asked of those he interviewed got to the core of what they really wanted. He believed one's professional goals, aspirations for personal entertainment, and mission to serve those they loved were central to one purpose...

To Be Happy!

In his book, Start With Why, Simon Sinek introduced the golden circle. The general premise, "people don't buy what you do they buy why you do it". You may have a great product...it may help people toggle their social platforms more effectively, but WHY are you in business? What is the center of your circle?

What is YOUR WHY?

You exist in a Cluster.....your work, family and hobbies are interconnected by one thing: YOUR WHY

In order to find synergy among the seemingly unrelated things that make up your cluster, you have to find your WHY. These are the elements of your life....the petals to your flower....Your WHY is at the center of it all.

Are You Present in the Moments In-Between?
We work hard to develop opportunities to experience happiness. We are in search of the pot of gold at the end of the rainbow. We put in long hours to afford family vacations, a gift for the wife, and/or the newest gadget for the kids.....none of it matters! We find happiness not in the things we pursue but in the things that remind us to stop chasing what is not there. Moments in the park on a Tuesday afternoon bring us greater meaning than the sweet 16 party that cost us half of our bonus. To recognize and to be present in the moments in-between is the true path to discovering what is genuinely important.

You might sell a data management tool (that is the 'what'). You may have an uncanny knack for developing efficient and cost effective data management processes for your clients (that is the 'how'). Your mission for being in business is your WHY. It's not about the products you make or how you bring them to market. It's your purpose on this earth and how it relates to your business persona that matters most.

If your purpose is clearly defined and you are passionate about your mission; profits come naturally. If you are passionate in your purpose you need not force solutions where they do not exist or to act out of character. If you are engaged in what you do you can connect humans instead of grinding numbers.

Find Your Tribe
Align yourself with your boss - the person for whom you work wants you to succeed! If it seems otherwise, look in the mirror. Are you being forced to do something you wish not to do or are you making it difficult for your leader to lead? Hiding from your professional superior will not make him/her go away. Develop a plan that will help you mutually succeed and devote yourself to it. Communication built on trust drives high level relationships. If you fail without asking for help you cut your safety net.

Connect with your support staff - there are people in other departments with whom you will need to work. The people with whom you work may be less intelligent than you, they may not work as hard as you do and they may be less motivated than you are.....that is not an excuse to berate them. Instead of passing tasks and asking for accountability, you should empower and help others find purpose in what they do. At the very least - always say please and thank you!

3 Friends - find 3 friends at work. These need not be people in your department or division. Consult third party observers with whom you can share your professional experiences and gain insight. A variety of viewpoints helps you form a grander perspective. Without a formalized relationship in place people are more forthcoming and candid in their advice.

What are the Metrics of the Space Between?
How much is your free time worth?

We often devalue ourselves by allowing the things we do not want to do to drain our focus and energy. We neglect to imagine that the most important time is not spent on the clock but off it. Your most profound inspiration will happen not within your cubicle but on a path in the park.

How are you spending your free time?

You must choose between what you want to do and what you have to do (and prioritize accordingly). Stress is a result of inelegant goal setting. If you are only driven by the mandatory directives of others, you will never be happy. The discovery of what is important to you comes from making time to escape your professional structure. Break the mold and elevate your mind. Put your energy into what you want to do. Find inspiration in every task by relating it to your WHY.

Sunset....
:) Success is the discovery of happiness.
:) Your WHY is your true mission - it should be at the center of every decision you make.
:) The moments in-between are far more important than grandiose events.
:) Developing multi-tiered relationships will give you a more fully formed workplace perspective.
:) Your free time is as important to your success as your time on the clock.

Homework: Develop a cluster that relates the subjects above. Prioritize your time/energy toward what is genuinely important. Identify your WHY and remind yourself of it every day.

Don't Forget to Remember!

Dave

Easy is Nothing

I have been reading Start With Why by Simon Sinek and have enjoyed the book immensely. Among other great concepts, Simon introduces the difference between Manipulation and Inspiration.
It seems to be common place in the working world that we believe the way to motivate people is through manipulation (carrot and stick). There has been an onslaught of criticism of Generation Y and their unwillingness to conform, yet we keep the carrots and stick at hand. In essence, we know that manipulation is an inelegant approach but we continue the practice. I interviewed Dan Pink a few weeks back and asked why he thought defacto training was replacing education in the workplace. He noted that it was easier and we tend toward the simpler solution.

So there we have it: trade the practice of changing lives in the workplace for a safe and uninventive process. 

Purpose driven companies are acutely aware of their differentiators and use them as their Primary Organizational Mission.

Unfortunately, purpose driven companies are few and far between. At some point, inspiring people in the workplace became too risky. You have to monitor what you say, ask only of your employees what seems reasonable, measure performance by job description...do the safe thing, leave well enough alone and wallow in mediocrity. It's easier that way.

Zappos have created a model for company culture. People are now saying, "we have embraced the Zappos model".....No, you haven't! We are so hung up on manipulation that we are in denial of our inability to inspire. Zappos makes a daily practice of doing the hard thing. This is why their culture is great. They empower employees, put themselves on the social media edge, use 'above and beyond' customer service as their SOP, allow the personal aspects of their team to drive their company brand, and always think a step ahead. Unless you have enough balls to practice the aforementioned engagement mission, don't pretend you have embraced the Zappos model.

By starting with why, Simon Sinek has helped companies rediscover their genuine organizational purpose. They need not concern themselves with appeasing Generation Y or trying to be like Zappos. They simply need to know that people buy not what they do but why they do it.

Remove the dust from over the Core Values on your lobby wall. Remember what made your company great and continue to be great. There are no easy answers or defacto training...every day will be an inventive challenge. If you want to be a great company these are the things that you need to consider. Doesn't that sound easy?

Don't Forget to Remember!

Dave    

Social Awareness

As a Human Resources Strategist, there are 2 requests that are consistently reiterated to me:
1. How can my company be more like Zappos?
2. How do I write an iron-clad Social Media Policy?

The enquiries of competing ideologies are a microcosm of the double life delegated to HR Pros.

The Great Tony Hsieh recently address the question of social media policy at Zappos. I will paraphrase his feedback:
Our social media policy is pretty simple, we hire people for reasons that would validate that we are comfortable with them using social media under the Zappos brand.

Zappos is a great organization because they understand that people come first. Zappos is a company driven:
1. Individual Personalities
2. Core Values
3. Great Customer Service
....you will note that policy and/or organizational process are not listed in their drivers to success.

So, I can't "make your company like Zappos" if your position description is driven by words like: governance, regulation, policy, performance reviews, exit interviews, etc....

HR has been commoditized to corporate police. Do you think HR at Zappos faces liability.....you bet they do...they are HQ-ed in Vegas and have a bunch of 20 somethings working for them!!!! However, Tony Hsieh, his senior leaders and his legal team would don't heap said liability on said 20 somethings when they enter the office on any given day. Zappos remains an exemplary corporate culture because they keep their policy in the ivory tower and let the natives play. They celebrate what's great about their talent and leave the "legal implications of one's behavior" to the lawyers.

Too often in HR we focus on protecting our brand instead of sharing it. We regulate behavior instead of rewarding it. We write policy instead of educating of core values. We focus on performance reviews instead of service celebration.

Tony Hsieh also commented that you don't need to be a start up with a young workforce to be like Zappos...all you need to do is to align your people with your core values. Question: do you know your company's core values? Can you recite them? Do you live by them? Core Values are the only thing, in any company, that promote uniform purpose to all people regardless of title. Unfortunately, they have been reduced to words on a wall covered by dust in most places.

I know HR Pros want to focus on hiring not firing. I know HR Pros want to spread culture not regulate behavior. We just can't seem to shake the commodity we have allowed ourselves to be reduced to.

Want to be like Zappos? Trust your talent and align them with your uniform organizational purpose.....is that so hard to do?

Don't Forget to Remember!

Dave

5 Questions for Dave Kovacovich

I am starting a new series on DFTR called 5 questions. Once a week, I will showcase some of my favorite people by asking them differentiating questions. The goal is to give my readers an alternative view of the professional world through the eyes of those who have fought the good fight and won!

If you or someone you know would like to be part of this series just let me know.

Our first guest on the 5 Questions series is me....here is the transcription of an interview I did with myself on the car ride to work this morning. I hope you enjoy this guest, he is one of my favorite people!

1. You have made some professional adjustments that have really benefited you as a person. How did this work?
I was caught up in the corporate rat race. My goal was to climb the ladder of a large corporation. I wanted to align myself with the right people, accept additional responsibility, and bring attention to my achievements...it all back fired. I was young so I let the bravado of my motivation overwhelm my body of work. I was far too transparent in my ulterior motives and people got sick of me. When the light at the top of the ladder went dim, I had to switch careers.

I did a total career make over. I went from a large company to a smaller one, transferred from Technology to Human Resources, and started working from home. I made a commitment to let my work speak for itself. I stopped speaking up on conference calls and in meetings (unless called upon). I realized I had created a lot of extra, unnecessary stress in navigating my career path. When I let my work speak for itself the success wasn't forced. I saved a lot of time and a lot of hair follicles.

2. What do you enjoy most about working with HR Professionals?
I enjoy helping the more administrative team members develop confidence. There are folks who have been kept in generalists roles because of their lack of confidence. It's awesome to empower introverted people by helping them design a program (while giving them the metrics to defend their decision). I love it when a Senior Manager gives me a the 'go ahead' on a new program and the aforementioned catalyst is promoted.

3. Most Salesmen are fast talking jerks, how have you tried to avoid that stereotype?
I try to listen more than I talk, think with the customers mind, answer questions directly, make the solution applicable to a conveyed need, and to infuse some common sense.

As sales people, we tend to get hung up pretending to be product experts. Prospects don't care about our product knowledge, they care about how the product will fix a need, bring value to their company, and make their job easier. We get too hung up on touting our product without taking time to understand why (or if) our prospect needs what we're pushing. I hate to see a prospect ask a simple yes/no question and get a 10 minute product capability dump (that doesn't address their question). You wanna be a successful sales professional: listen and apply your solution to a conveyed need....and don't be afraid to say your product is incapable of doing certain things. Prospects appreciate salespeople who are not submissive to every request.

4. What are the latest trends in the world of Employee Recognition?
Who cares! Our industry tends to lack creativity. We latch on to themes like Employee Engagement and Motivating Millennials and we pretend we have a one size fits all solution. I don't believe there is such thing as an industry expert and I don't believe in best practices. Every industry, company, and employee have unique identities...trying to throw a blanket over it, makes consulting a commodity.

5. You are a big fan of sports and music. How do your personal preferences relate to your profession?
It's all about inspiration. I love the thrill of victory. Seeing the underdog overcome pre-conceived adversity makes me believe I can do anything. It's the same with music. I listen to Bon Iver and the sound scape opens my soul...I instantly forget the mundane pressures of life and I am filled with purpose for the moment. The challenge is always remembering the great stuff. Music and sports help me remember how amazingly awesome I can be.

Life is good for Dave! He lives to work because he loves his work. He loves his work because he takes no detail too seriously, has great relationships, and celebrates the strengths in everyone around him.

Next week we will talk to another amazing professional with genuine intent. Until then...

Don't Forget to Remember!

Dave

Worst Practices

A few weeks back I blogged about workforce commodity. I work in Human Resources ~ possibly the most restricted department in any company. If we seek change it does not look like thought leadership. Even change needs to look like a commodity:


Step 1: Develop a Committee
Step 2: Author an RFP
Step 3: Collect bids from 'defensible' potential vendors
Step 4: Select a 'safe' partner
Step 5: Write a policy
Step 6: Train
Step 7: (finally) Implement a 'new' program

...after we've navigated this 7 step process, the cutting edge program has become dated. When our employees actually touch the program it is watered down. No one is willing to make a choice without 8 other people to defend the choice. Hours and hours are dedicated to meetings about meetings, calls about calls, and pseudo on-the-job training (to give the less experienced another hole in the punch card). We call this developing people....it is really systematic dulling down. Compartmentalization. Checks and balances. Safe, uninventive, predictable. In an interview we ask what you did at company X that can benefit company Y. When 'vendors' come in to present their solution we ask what other companies in our industry are doing....

It's a copy cat culture replicated to look the same everywhere with a different logo....and we call them Best Practices.

What happened?

How did we go from a creative culture to a cog burning factory of predictability?

When I was a young up-start I couldn't wait to get to work...to learn, to evolve, to have an opportunity to share ideas, to develop my path for development. I figured that if I worked my ass off I would be rewarded. I thought that if I introduced new ideas I would help the company evolve. I thought I worked for a company that welcomed employee feedback as a means to more fully form our organizational strategy.

Boy, Was I Wrong!

In actuality, I was pee pee whacked for sharing new ideas (aka rocking the boat). If I challenged authority in a meeting I was cast off as 'negative'. The people I looked up to as leaders were professional anglers. The company did not want to evolve...we wanted to stay simple, programmable, systematic.

The way to 'climb the ladder' was to accept every directive and pass along the idea to others. There was no originality, nothing innovative! So, you take young talent, have them report to those who pretend to be leaders, and destroy their motivation. It is massively unfortunate but it works most of the time. The idealists are driven to become lemmings because their thought leadership is admonished instead of celebrated.

I remember my first day of High School football camp. I went into the weight room and immediately went to work. I hit every machine...an elder statesman came up to me and said, "slow down dude, it's a marathon not a sprint". Just then, I knew I was going to be massively successful as a member of that school. If the most respected member of the team was telling me to "slow down", I was going to lap him twice.

Some of us are blessed with talent, others try really hard to measure up ~ both have the opportunity to sell out. The little guy can do steroids, the big guy can set a standard of under-performance....that's what we have become, a tribe of followers: "tell me what to do and I'll do it". It's easier to sit on the side lines with arms folded than to get in the game.

Your unique thought is all you have. If you allow 'them' to take that from you, you become one of 'them'!

Don't Forget to Remember!

Dave

Trends in Employee Recognition

In May 2011 World at Work released a report on Trends in Employee Recognition. Much of the information in this report confirms what we know about this facet of employee rewards. There were a few head scratchers. Today, we will investigate the head scrathers...


Disbursement Strategy
70% of organizations offer 3 to 6 different recognition programs. This raises the question as to whether there is a synchronized strategy in delivering these various programs. Let's say the transportation supervisor rewards his/her crew for workplace safety while the sales team administers an incentive performance program. These programs are unique to their organizational sub-culture but they could benefit a larger organizational strategy. Why is safety limited to the operational workforce? Why are incentive programs limited to sales? If the right hand and the left hand are on different dials can the body actually work in harmony? The aforementioned programs run famously within their respective branches of the company but why can't the rest of the organization benefit from their success? If a tree falls in the warehouse, and nobody sees it, does it really count against your insurance premium?

Who's The Boss?
The majority of those surveyed for the World at Work report revealed that Senior Management was neutral to their Employee Recognition programs. We now discover an indifference from those in the boardroom in addition to the unsynchronized strategy. An employee works all weekend to complete a project, a rookie sales executive develops an up-selling initiative, an administrative assistant celebrates 30 years with the company....and the CEO is unaware. That is a shame!

Happy Anniversary
90% of organizations celebrate employees on their service anniversary. The most commonly distributed reward.......A certificate.

One Source - Total Recognition
The employee recognition trends of 2011 are not new. There continues to be a few areas of concern:
1. Inconsistent Strategy
2. Lack of Senior Management Attention
3. Poor Execution in Recognizing Employee Performance

Employee Recognition is the most important element of any organization. Employees leave companies because they feel their hard work is not validated. What makes your company unique? Are you celebrating your irreplaceable differentiators? Everyone in the company should be aware when an employee completes a special achievement. A certificate can mean the world to someone if it is presented in the right way by the right person.

The most meaningful professional reward I ever received is a watch. I'm sure it is valued at under $100 but to me it is worth a million dollars. It was presented to me by my peer's slightly after I was overlooked for a promotion. Their kindness revealed to me that I didn't need a title to be a leader, that my fellow team members mattered just as much as the area VP, and that my effort had changed people's lives for the better. My most treasured gift dispels a few preconceived notions:
* It's a logo-ed watch and I like it.
* The dollar value of any gift is insignificant.
* Praise from any angle feels good.

I've heard CEOs say they don't believe in rewarding people for doing their job...shameful! I've heard employees say they do not want to be embarrassed by being recognized for their achievements....that's a lie! Managers think employees would rather receive a Starbucks card than a watch...have you ever had a cup of coffee that you will never forget?

We humans need to know that our time and effort is worth something. We spend most of our waking hours at work so the least we can do is leave (or better yet arrive) every day with a smile....

Don't Forget to Remember!

Dave

The A Word

"we don't use that word"...the young man across the table from me retorted as if I had insulted his family. This, a response from the Generation Y upstart who had asked me for 'career advice'. His encouragement halted when I told him that he needed to develop a 'system of personal accountability'.

Generational Motivation has been a hot work place topic of late. At times unfair in it's generalized presentation and beaten to oblivion on the conference circuit.

Today we will simplify Generational Diversity down to one word:
ACCOUNTABILITY

Otherwise, know as The A Word....

There are two sides of Accountability:
1. The offense at the binding nature of The A Word
2. The offense at the offense of the distaste of The A Word

We don't like that word...
As our conversation evolved, the young man explained to me that his distaste for the A Word was a result of uninvited entitlement. Since he came into the workforce he had been barraged by company veterans cornering him with advice about 'how things are done around here'. He didn't ask for the advice, he found the nature of the advice to be binding, and he thought those giving the advice were trying to regulate him rather than encourage him.

Can you blame him for having a distaste for the word every elder statesman presented as a right of passage?

Uphill both ways in the snow...
As time endures, facts become more distant and legends grow. Every 'more experienced' team member will tell you one of the following things:
* I was number 1 in the company in (pick a date)
* Back in my day, we didn't choose our benefits, we were thankful to have a job
* You cannot win without having a system of accountability

Everyone gets to a point in their career (and life for that matter) when they want to give back. They see young people and are inspired by their energy and optimism. Often, the advice they choose to give is in an effort to help young people avoid making the mistakes that they did.

Can you blame a 30 year company veteran for wanting to share her knowledge in an effort to extend a legacy?

Are we really so different?
If I hear another speaker tell me that Gen Y is tech savvy and entitled I am going to puke!

Business is evolving through technology. Having a more efficient operating system means we commute less and spend less time at the water cooler. We get things done faster and we have more time to do things we actually enjoy. Because of this we enjoy work more!

Don't Hate the Player, Hate the Game!

We are all distinctly great at certain things. Our age is not of consequence. What is of consequence is the Corporate Culture that we grew up in. There was a time when micro-managing was more prevalent, employees were held to strict hours and professional attire was not optional. That time has gone and we are no less productive.

The 'kid' who sat across from me listened to my advice. He felt better about asking for it than having it force fed to him. He also knows that his expectations for himself are far greater than those of his company.

In Conclusion:
a. Don't go assuming tenure gives you license to spread your industry knowledge.
b. Humbly accept guidance when it is given.
c. You can be accountable without being threatened (if only to yourself).

Don't Forget to Remember!

Dave

The Employee Purpose Perspective

The catch phrase "employee engagement" has already become an over-used commodity. That's what we do. We grab on to a catch phrase and seek to wish it into existence. We buy a worn out strategy and hope for unique results.

Everyone wants employee benefits like Google. Everyone wants a corporate culture like Zappos. So they invite a team of consultants in, pay them a ton of money and say, "make my company like Google".

Newsflash: Google, Zappos and all great organizations got that way by taking chances. They did not ask for 'best practices', they created their own. They did not seek to copy a company culture, they took time to understand their employees and create relevance for them.

In the book Linchpin, Seth Godin challenges us to create an indispensable personal value by utilizing our irreplaceable skill. The Blue Ocean Strategy focuses not on bloodying the water in a competitive shark fight but to eliminate competition by charting new waters. Students go to Harvard to 'create careers' not to qualify themselves for a top paying 'job'.

There are no easy answers, there are no expert consultants, and there is no such thing as best practices. I cannot put a 'one size fits all' business plan on your desk and expect to change your organization. You have to try harder. You have to put aside perceived standards and roll up your sleeves. You have to challenge yourself to get up from your desk, get out into your hallways, and find the "IT" that exists there like no where else.

If you are not willing to do the emotional work....your company will never change. Stop wasting your money by paying an outsider to create the next soon-to-be irrelevant catch phrase. Stop paying people to energize your team with temporary motivation. Stop telling your employees to read a book in hope of creating a common organizational purpose.

Over the next several weeks we will review the roadmap for The Employee Purpose Perspective. A challenging 7 step self-analysis that any organization must invest themselves in to create a purpose driven culture. While the execution will be difficult, the premise is simple:
1. Collaboration not competition
2. Purposeful intent creates cultural perspective
3. Organizational initiatives must have personal relevance
4. Every directive must have a unique value proposition
5. Reward the willingness to embrace the impossible
6. Extend a personal mission to each employee
7. Professional purpose is a willingness to fulfill personal desire

Sound Impossible? Good! Let's start thinking about what is impossible and use the aforementioned 7 step process to make it reality.

If you are not ready to dedicate yourself to investigating what today seems completely unachievable, you cannot change your organizational culture.

The only way to enhance employee engagement is to do a deep dive into your culture and enhance daily.

There are no perfect metrics, no case studies, no benchmarking, no references, no best practices and a finish line does not exist. You will have to throw down your crutches and sprint through this process, every day!

If you are willing to change your organization, the lives of your employees, and the world for the better; stay tuned to this blog. If you are looking for easy answers, unsubscribe.

Don't Forget to Remember!

Dave

3 Trends to Sunset in 2011

The great Paul Hebert wrote a piece for Fistful of Talent that touched on the metric validation most organizations seem to seek in programming. His point was not lost on me. I have seen an influx of organizations seeking buzz words and statistical proof to frame new directives. Paul's extended point being that there is not a score that can address the level of engagement in a corporate culture and that there is no 'end game' in assessing Employee Engagement.

Too often organizations seek statistics to validate employee's shelf life or pull in a 'vendor' to formulate a program upon whom to blame failed engagement. Is there a less flattering term than 'vendor'?

Great companies love their people, unconditionally, every day. Great companies find an honest approach to forming business partnerships and honor their 'vendors' in the same respect that they do their employees. Organizational culture starts with an Executive vision, extends through your Linchpin employees and further to the fantastic professionals that represent you as business partners (not vendors).

We have lost our ability to cultivate and grow unique and meaningful human motivation. We have taken the people out of the equation and made it about numbers....shame on us.

In furtherance to Paul Hebert's blog post and the great minds of Keith Ferrazzi, Tony Hsieh, Seth Godin, Chris Guillebeau and Dan Pink....I am going to issue a challenge to the world:
Stop looking for statistics to marginalize thought leadership (or lack there of)
Stop looking for the next catch phrase to fuel white paper and webinar dribble

There are 3 trends that I would like to see sunset in 2011:
Generational Generalization
The request for ROI
Transparent Insecurity

X, Y, Boomer
The Millennials are taking over the workplace, the Baby Boomers are retiring. We get it: different generations have different forms of education, training and resource access. Regardless of our date of birth, We are not babies. Quit trying to simplify the organizational vision 'in terms we can understand'.

How do you think your Gen Y employees feel when you publish marketing materials that categorize them as complacent?
How do you think Baby Boomers feel when you invalidate their existence?

Here's the big picture: There are 90 year old people who are wizards on an I-pad and 22 year old people that do not use Facebook.

When a 'new' worker comes into a company an elder statesman or woman pulls him/her aside and tells them 'how it is around here'. The 'new' person dismisses the elder statesman or woman as insecure and shoots for their sales record. At a certain point the 'new' person begins to assert themselves and the elder statesman or woman dismisses them as a loud mouth without a proven track record. It's exhausting...and there in lies my point!

Return Our Investment
ROI is the talk of the town. Show me the money. Show me how my competitors have used your services and how they have profited accordingly. I want a formula to show to my boss to defend my decision in case the 'vendor' turns out to be bad at what they do.

Are we not beyond the point of needing a reciept to validate our decisions? Can we not watch 3 acts on American Idol and decide whose record we would buy? Can we not judge human character rather than crunching numbers.....?

Trust Fuels Partnerships!

The request for an ROI formula enhances BS, it does not dissolve it!

A diatribe in Defense of what I'm about to say....
Test your client's company culture. Make an inquiry. If you get a 2 paragraph diatribe...the culture is broken.

The 'struggling economy' (another tired term) has prompted Managers to beat their employees into submission. It is no longer OK to say, 'I screwed up'. You have to explain every detail of the thought process and every other person who touched the product....Micro-Management driven by negative consequence creates a culture of fear and paranoia. Motivation is replaced by indecision, blame passing and the unexplainable need to explain one's every action. Employees are forced to beg forgiveness before they act....It's Exhausting and there in continues my point!

We Have To Get Better!

4 wishes for 2011:
1. Dissolve catch phrases that marginalize our behavior
2. Stop simplifying employees existence by categorizing by generation
3. ROI formulas are BS...build trusting relationships instead
4. Dispel transparent insecurity by trusting your employees to make decisions

Don't Forget to Remember!

Dave

Show Up & Care

Why would anyone want to be a politician? To have your personal life opened up, to play audience to special interest groups and lobbyist, to constantly be under a microscope, for every decision to be questioned by the less talented...all for much less money than you made as a business leader?

As The Great Jesse Ventura put it, "If Not Me, Then Who?"

My skepticism of the position vs The Governor's optimism makes the case pretty clear:
There is Nothing Easy About Progress!

If everything was easy, we would all be drunk in the town square every day, celebrating our Utopia. We have all learned in recent times that the hours of thankless effort far exceed those spent celebrating in the sunshine. Therein lies our challenge. To put our heads down and progress knowing that the gold stars may be few and far between.

To develop the ability to win in the face of constant adversity with diminishing rewards is a task that less than 25% of American workers are willing to accept. When faced with the challenge of being Genuinely Engaged in your career you can ask yourself but one question:
"If Not Me, Then Who?"

Develop Metrics for Progress Beyond Results
Find Other Avenues
Know That the Willingness to Try Eliminates 75% of Your Competition

Encouragement in All Forms
In a recent survey I conducted regarding workforce engagement, respondents indicated that encouragement from one's peers is equally as important as that from one's manager. This is often because a Manager is caught up in finish line results...that's what pays the bills. There are metrics beyond revenue to get to revenue that when encouraged properly can produce long term success. Whereas, short term revenue may be a stroke of luck or a quick fix product dump.

It is vastly important for organizations to understand business critical behaviors more than just the results they produce. It is even more important to develop programming and training that enriches such behaviors instead of just analyzing results and brow beating assumed under-performers.

The Definition of Insanity
We have identified that life in business is not fair, especially in a floundering economy. Still businesses increase prices, increase quotas and figure that margins will justify themselves in accordance. The thought being....we don't need to produce if we can adjust what we currently have to make up for our lack of production. As such, your loyal customers suffer, your account support spends all day explaining unilateral decision making and your sales people make up for their lack of ability by selling the wrong products & services at the wrong prices to the wrong people....this is exactly how NOT to run a business.

We have to produce by means of DAILY development. Your goals are cemented, how you get there is up to you. Find new ways to penetrate the market, up-sell current customers, develop products and add value.

You can walk into a wall, run into a wall or find a pick axe and bust a whole in it.

Then Who?
A study by HR Solutions indicated that 25% of the workforce are engaged in their work. This seems like a high number. This means only 1 in 4 workers even care about the work they do....what an opportunity! If you know three quarters of the people you walk by every day don't even want to be part of the game, it should be really easy to win. All you really need to do is show up and care.

The odds are steep, the rewards diminishing and the future uncertain. The easy thing to do is give up. If you do then you open the door for the less skilled to take what is yours simply by default.

It is time to no longer accept what we cannot change and change it! To ignore the statistics that serve only to demotivate you, to set your own course, to derive hope from the ambivalence of others.

Show up, find a way and never stop moving forward!

Don't Forget to Remember!

Dave

The 3 Habits of Highly Engaged People

The term Employee Engagement is often missused. But, those passionate about their work create a ripple effect that is contagious. Energy, positivity and connectivity; these are traits that are undeniably admirable.

How do you get there?

How do you get to the point where work becomes a joy, where you enjoy meeting people, where your negativity gives way to some positive energy?

You don't have to quit your job, do palates at 4am or drink a hundred lattes. All you need is a personal strategy driven by genuine intent. Discovering your life's purpose through work might be more than an overnight chore. I can, however, suggest 3 things that will make every day exciting.

Do Something Remarkable Every Day
Step Out of Your Comfort Zone Every Day
Commit with Greater Measure

To See The Sun Set
There are those who grind for 51 weeks to get that moment in the sunset once a year. Sometimes that seems like enough but you need more. You don't need to vacation half the year but you can see that sunset every day.

Take a Walk After Work
Find the Beach on your Lunch Break
Go for a Hike
Drive to a Hilltop
Rock out in your car

...we become creatures of habit and that makes our lives predictable, boring, & uneventful. You cannot invigorate your soul just once a year in cape cod. You have to find in each day an element of personal beauty. To take life in. To be thankful. To Reflect. To move forward with greater insight.

Step Out
If you sit next to me on a plane and ask me where my travels are taking me, the Ipod goes on....I am an asshole in this respect. I do not favor the guys in the gym locker room who stand around naked talking business or the lady in the coffee who talks loudly about her blessed life at 5am. In my book I urge the technique of easing your way in. There can, however, be a happy medium.

So in 2011, I will challenge myself to engage in that conversation on the plane. To ask someone how they are doing. To jump into a pick up hoop game. To swim in the cold ocean. To connect with a group of strangers over coffee.

Part of keeping yourself sharp is doing the uncomfortable...every day!

5 more
So you worked your butt off in the hardest of economic times to achieve your goals in 2010. In 2011, you have to do more. Even if you work far beyond what the standard might be....the extra effort is what differentiates the extraordinary from the regular.

Make 5 more calls, talk to 5 more associates, do 5 more sit ups, write 5 more lines of code.....

You define your true potential not by achieving your goals, but exceeding them, and redefining your self-imposed limits. This process never ends and you consistently evolve.

There are just 3 things you need to do every day to be that Engaged Person you admire:
smell a rose, say hello to someone new, do 5 more of the little things

Don't Forget to Remember!

- Dave

A Proposal of Personal Purpose

The world of business communication is evolving. More employees are working remote, more conference calls less office gatherings, and more webinars with less classroom training. There are those who say we have lost our human connection but ask yourself one simple question:


Where is the Revenue?

How much more productive have you become? It seems a little silly to admit we are so mistrusting of our employees that we require them to commute an hour in both directions and sit in a cage for 10 hours. This to ensure their work time is maximized. If you waste two hours driving and sit in a cubicle will you be more productive?

A company cannot determine personal purpose but they can use it to fuel their success:
* If you trust me to invest myself in the company vision I will determine my own prodution - and that's a good thing!

* To the contrary, if a 40 year old still has to be baby sat, he/she will do just enough to stay off the radar.

Don't you want your people On The Radar? Out in the open, in front of initiatives, excited to participate, engaged in the company culture...?

Yes, there certainly is such a thing as EMPLOYEE ENGAGEMENT. Call it what you will to avoid stigmatizing your company culture but if you create a company culture that mirrors personal purpose your company will double it's revenue.

Here's How:
Trust
Pay more for better people
Replace Performance Reviews with consistent dialogue
Say Thank You - every day
Create a Path that starts and ends where you are

A Big Boy Job
Maybe you love filling out spread sheets. Maybe you enjoy reporting, maybe your favorite thing is to defend your work to your boss. Or maybe you have had a series of jobs that have justified your employment through on-paper production. Anyone can count blips in a system and justify your effort. But, let's not confuse effort with results.

You may have gotten so used to taking a task list and checking boxes that you have lost your personal purpose. You need to find a way to give meaning to the numbers, categories and columns. If no one is challenging you to put you into your work, do it yourself.

An Inconsistent Environment
How can you keep winning if your team always turns over.
#Fact - It takes at least 6 months to train a new employee
#Fact - Time lost over six months costs your company dearly

Stop going the cheap labor route. Pay more for better people and avoid turnover. The incremental back filling is a default for a poor company culture due to terrible middle management.

Performance Review Suck!
There I said it...if you only have a dialogue with your employee once a year through a 1 - 5 job saving evaluation, you suck at managing people!

Believe it or not you can help people MAKE PROGRESS every day by examining their extended personal purpose in the organization. NO, you don't have to ask about TPS Report status but you can ask about their input regarding cost saving initiatives in their department.

Say Thank You!
Basketball Analogy: You can motivate by the bench or the basket. If every day I pull you aside and tell you if you screw up I will bench you - you will do just enough to stay in the game. If I empower you to score by instilling confidence in your ability, you will have the balls to take a last second shot.

THINK ABOUT IT!

Be Present
I used to think I wanted a promotion. It seemed that climbing the corporate ladder was a validation of my effort. That is an irrelevant measure of success.

Tell me WHY I am where I am today. Help me find my extended personal purpose in the organization. If you can do this I will work harder, stop asking for more money and stay focused on the task at hand.

In a floundering economy, one thing is always prevalent: OPPORTUNITY!

Most companies avoid opportunity by allowing perception and opinion to steer them toward the 'safe thing'. As an affect of this; poor management rules the nest, purpose is lost and employees can't wait for happy hour...A waste of money, a loss of production, countless opportunities ignored, a cog turning existence without personal purpose...A company that sucks the life out of people and drives them to the grave having gained nothing!

WAKE UP & MAKE A DIFFERENCE!

Help us find our purpose!

Don't Forget to Remember!

Dave

Transparency

I am fortunate enough to spend my day helping organizations develop the strategy of appreciation.

Occasionally, I will hear people say - "we don't believe in recognition here"!

LIE!

Everyone wants to be recognized for what they do, everyone appreciates rewards, everyone needs a pat on the back for encouragement!

I understand the commodity employee recognition has become and the according stigma:
- It does not make sense to give a person a gift with a company logo on it or to select a gift for them that they do not want.

- If you are inarticulate in the way you recognize a person's achievement in a speech to their peers it has an adverse effect.

- If you force someone to participate in a contest in which they have no interest, it is nothing more than another task.

- If you ask me to pat someone on the back for a job that was done in mediocre fashion the nominator, recipient and the organization suffer.

- If I am able to order an expensive prize after 5 years of shitty work, that is nothing more than entitlement.


If you have made employee celebration a commodity you might as well:
1. Burn company money
2. Post a company mission statement written in morse code
3. Help your employees sharpen up their resumes





You cannot be transparent in the way you LOVE your people:
* Every employee must be personally engaged in the reward with which you empower them!

* When you speak of someone who you have manged for five years and you do not have the ability to inspire them to tears - you should be FIRED!

* The Reward should encompass a Choice!

* Everyone should have an Equal Opportunity to be Appreciated!

* The choice to participate should be an Honor not a burden.


In simplest terms, everyone is different. Your employee should be a contributing business partner specifically because they can do things NO ONE else can do.


Know What Makes Your People Unique and Celebrate accordingly!


Don't Forget to Remember!


Dave


references:
http://www.mcfrecognition.com/
http://twitter.com/davidkovacovich
www.linkedin.com/in/davidkovacovich

Just (Don't) Do It!

I have had a few conversations with people of late who simply hate their job. It is always interesting to hear the responses I get when I ask them to drill down to the cause of their discontent:
* Ordered to do things that don't make sense to my job description!
* Too much paperwork!
* Too little time to perform my job because of mundane tasks!
* I don't believe in the product I am selling!
* Ownership does not support my initiative!

In order to understand Employee Engagement we must first get to Job Satisfaction. The way to find satisfaction in any job is to follow this two step process:
1. Identify the elements that will propel you to success and perform them with great intensity
2. Identify the mundane tasks that are keeping you from achieving your goals and give them as little attention as possible

I know it seems impossible to scrap your TPS reports, but know if you are paid to sell and you are filling out paper work there is a fundamental disconnect in your organization...it is not your fault. So better to accept what you can't change, avoid fighting the powers that be and prioritize accordingly.

Are you really as busy as you pretend to be?
* Stop doing the things that are distracting your success and then blaming that time drain on 'paperwork'

Golden Rule: Voicing your discontent aloud in meetings puts you on the back side of the hill to firesville!

One thing you are in control of is your perception:
1. If someone is a thorn in your side...let them speak their mind without retort they will go away quietly.
2. If you stop letting the little things get you worked up and concentrate on your genuine intent... you will always have a positive attitude.

Don't Forget to Remember!

- Dave

http://twitter.com/davidkovacovich
www.linkedin.com/in/davidkovacovich