Tag: employees

The Well-Being Guide

The Well-Being Guide is now officially out. If you haven’t picked up a copy yet, you can here.

I’m writing today to explain why I wrote the book and to ask for your help. So here goes:

  • I wrote the book for people (most all of us) who are living much of their lives at work. You know much of my journey, so it’s probably not a surprise to read that. I want the book to be a tool to help, encourage, reflect, and even disrupt.
  • I need your help to spread the word. If the book resonates with you, then I need help in getting others to “get what you got.” The tools to do the spreading range from social media to a direct conversation with a friend needing some direction.
  • My main goal, is to get employers (small to large) to buy the book for their employees. I can provide a decision-maker with a copy of the book and the organization can buy the book direct for volume pricing.

Reach out to me directly (comments section of the blog, email or phone) with questions or to discuss how you can help.

I appreciate you all.

I Don’t Know

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It’s clear we like to know where we’re going. The idea of mystery, question marks and pure unknowns disturbs us.

The statement of “I don’t know” can be liberating.

Many won’t go there. We’ve been duped into believing that we have control, can master anything we set our minds to, or there is a solution for every problem. Terry Walling once wrote that the best leaders know how to live with the questions. As tough as that is to swallow and live, I agree, from my own experience. There’s something about moving forward without an answer. There’s something inspiring about moving forward without knowing (exactly) where you’re going. I’ve had so many twists and turns over the last ten years, I’ve come to a peace about the dance. It is life.

In America and other parts of the world, we’re trying to keep the status quo and be innovative at the same time. It doesn’t work. We want to find talent, but we don’t want to get too close to our gut instincts. We want to give advice on employee wellbeing, but don’t want change the structure. Many organizations turn to data and technology to replace what only a human can do. It’s almost like a throwing up the hands approach. When the robots take over, then I’ll bow down to the alter of data. It’s really just a mask anyway, for those who can’t look into your soul, or their own. Data and technology is mostly a spice or flavoring. The human is the main ingredient. Always has, always will be. 

Am I advocating dumping research into the cures for cancer or diabetes? Am I saying data won’t help the talent recruiter make better decisions? In no way do I believe that. However, anything used to make up for our intellectual laziness and discipline will only be a band-aid on a gunshot wound. I think we need more of doing what we know we need to do, instead of analyzing endless data/excuses.

Here’s how to start embracing your “I don’t know:”

  • Understand that being in a place where you don’t have an answer is not an indictment of your intelligence. Anyone who condemns you for your I don’t know is an insecure…you know the right words
  • Understand we live in the age of titles, certifications, etc., the truth is found in the pursuit and not an outcome with a label
  • I don’t know leads to knowing. It’s a sad irony how we miss the boat here. By the way, companies like Google are looking for this in the people they hire
  • A full and vibrant life is found in those able to embrace the unknown.
  • Surround yourself with people who are on a similar journey. It will keep you strong in a faux world

 

The Organization Versus Your Health

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I admire the organizations that are structured around encouraging strong wellbeing for their people. It’s rare, but important in so many ways. Kinda makes sense that a growing organization would want employees who are sharp mentally, physically and spiritually. Only trouble is the rest of the sample size makes up the majority. They’re representative of organizations who may market themselves as a “best place” to work or a “healthy employer,” but the reality is far from it.

Call me the Upsetter of the apple cart. I’m not alone, you know?

One thing must be made clear; it is not the responsibility of the organization to make sure you have great wellbeing, that’s a you-responsibility. I certainly feel that many employees are bound and determined to kill themselves. The blame for the diabetes problem in the U.S. does not lie at the foot of H-P or BofA. Most of the blame is ours to accept.

Some time ago I observed the perfect storm of the organization versus the health of the employee. I was doing a project, unrelated to my work in wellbeing, I felt my senses and passion for the wellbeing of people come alive in the engagement. It would safe for me to write that as the organization was making great strides to move forward, financial results and such, the wellbeing of the employees was moving backwards. I can’t say if that reality kept the senior leaders up at night. One thing is for sure, as I look back, it should have.

So what are employees to do? They’re bombarded by messages telling them to save for a retirement that often seems like an impossibility, raise perfect kids that get scholarships to the best colleges, trust in an economy that never seems to be as good as reported, and the list goes on. I have a few ideas, not silver bullets, just some things to consider/try:

  • Make wellbeing a priority. This post could be a starting point for reference.
  • Don’t ignore your wounds. These are the emotional disappointments and failures you’ve never looked fully in the eye. Trouble always hangs around wounds not dealt with. Healing leads to breakthroughs.
  • Leave the organization that refuses to create conditions for good wellbeing. Make this decision with thought and care. Don’t wake up tomorrow and make an emotional jump. However, the problem must be dealt with.
  • Get a coach/advisor/wise-man/woman. This is not a time to go it alone.
  • Look at your bad habits and take responsibility. Like wounds, these need to be dealt with.

Health is undefeated in the game of life-good outcome or bad.

 

Dehumanizing the Employee

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In my last post, I rang the bell about the gap between human development and the advancements of technology. The disharmony is evident to many. Within the large and mid-market organizations, there is another disturbing trend afoot. We are witnessing the dehumanization of the employee.

Dehumanizing the employee occurs as many employers are looking to advance efficiency and innovation. It’s a false belief that those twins can move human development the way technology does with automation or research.

One area worth looking at is the process many organizations use to hire talent. Keep in mind that the talent is made up of flesh and blood. I realize this can also be a source of real frustration for those in talent recruitment. Technology has convinced many senior leaders that vast problems are solved in the hands of inventive software.

The idea of using screening software has a place. However, it’s proven, the folly of hiring based on keywords. The old saying, “we hired your resume, but what we got was you” is on mark here. More critical thinking in this spot is what we need. Seems like that would remedy the incongruent state of the talent recruitment processes.

So the dehumanizing continues. What do we do now that the horses are out of the gate?

  • Put on your big boy pants or big girl skirt, and be a leader with integrity and vigor
  • Change the culture. This is not for the faint of heart, but if you do the first bullet it will increase the odds in your favor
  • Stop listening to the marketing
  • Trust only those who’ve been hurt deeply. They will be honest and real
  • Close it down, quit, move on, if that’s what it takes. Better to live to fight another, than die while still breathing

The Changing Face of Work

In December of last year I caught this article on creativity. Specifically, how creativity is viewed in the work place. I found it rather ironic because of the changing face of work today. In a work world where so much is being turned upside-down, you’d think the creative would be more valued. I carry a bias toward the creative. I belong to that tribe, with great energy and vibe.

Between coaching clients, conversations with decision makers (small and large companies) and the written word, I get a strong sense of how work is changing. The following is not based in theory, and gives a sense of what is here and what’s to come:

  • Employees will soon (1-3 years for the individual and the mid-market) be buying their own health insurance. The employer will contribute an annual dollar amount, but the buying part will be up to you
  • Engagement in the work place will continue to drop until workers feel they have an equal say in what’s going to happen in their specific work function. The millennials are the catalyst here
  • Fear will be a driver of innovation
  • Knowledge transfer is a bigger deal than many think
  • People who are looking for a job should pay attention to disruptive technology. It will either eliminate your job or create a new one. This is good advice for the employed as well
  • For obvious reasons people will need, and maybe forced, to truly manage their lives with an “on-purpose” approach

The bullets above are sobering. Don’t lose you soul navigating the waters.

What Management Doesn’t Know Will Hurt Them

Does your manager operate on assumptions? It's kind of a turn on my saying, what management does know will hurt them. The following are some examples:

  • We hit our numbers (cutting costs, revenue goals, quarterly profit), therefore we've earned the right to proceed with the next phase of growth.
  • The last employee survey was better than the last, so we don't need to dig any deeper into past complaints of favoritism.
  • We all have sacrificed, so morale isn't as bad as it may appear. Besides, we're a team.

Obviously, you and I could think of many other examples. My point is to illustrate the two different worlds management and employees live in. The most dangerous part is the inevitable collision to come. In America those collisions are happening on a regular basis. For example, our fiscal cliff is causing many publically traded companies to pay out one-time dividends at a lightening pace to beat what they see as the inevitble in 2013. The hike in tax consequences on dividend income. This is happening while many employees, and potential employees, are wondering when will the hiring will start again. The money is there for a dividend, why not for hiring someone.

Human beings are complex creatures. The DNA is fixed and we are who we are. Survival instincts, the need for affirmation and a desire for clarity are just a few to consider. How can this be missed. Lower quality leaders just don't know any better. Call it a leadership deficit that's difficult to remedy.

We're doing battle with culture here. A culture that staked everything, or so it seems, on some false-growth model. There needs to be some cleaning out to the rot. I'm not advocating we toss the entire system out, but I am advocating that we add some serious leadership development that is NOT based on giving the appearance of change. Way too many programs conform to keeping the status quo alive and well. We need to find courage now because we are far into the second-half. Expecting an epic comeback is a very dangerous outlook.

Management is toying with grave consequences when it forgets this.

 

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Candor and Clarity

I've written before about the importance of clarity on the part of managers. Most of that was directed at mid-level managers who are often tasked with leading individual contributors.

This post is directed at those who are steering at the senior level. It may be an obvious, but candor and clarity is important. Consider the following:

  • Every organization should be willing to be clear and candid about the direction of the enterprise. If you are a publicly-held group, then you may have some disclosure issues to navigate. That said, legal limitations on what can and cannot be disclosed should not be an excuse for a lack of candor and clarity.
  • Every organization should let their employees know what the value system is based on, even if it means the employee is not at the top of the list. Avoiding this discussion/communication could be fatal. So many employers and employees operate under assumptions. Assumptions that go out the window when the storms come.
  • Every organization should be clear about how the organization makes money. This places a shared accountability and education.
  • Every organization must understand the life-cycle of and employee and give those employees the room to move on. So many organizations live in fear of employees leaving. Turn-over (internally or externally) due to terrible managers is bad (really bad), turn-over due to an employee completing the mission and moving onto a new dream is a great thing. By the way, the latter example might make your company a highly desired place to work.
  • Every organization should be able to communicate when the end is near. I know it sounds morbid, but don't tell an intelligent adult things are good when collapse is not far off. By giving them the tough reality upfront you give an opening to prepare. Every good employee deserves this kind of candor and clarity.

If you work for an organization that finds candor and clarity nearly impossible, I would consider moving on because a lack of candor and clarity is usually a sign of decline. The irreversible type of decline.

How Long Will It Last?

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When you consider where you and your options for a great life are at, how long do think you have to get things in order?  In other words, how long before you move forward with looking at your life as the thing you manage and not just your career, your money or your spiritual?

You wouldn't need to ask many people to find out that the majority feels out of balance.  Many have made a deal with themselves to pick and choose what they will pay attention to.  A game of pretend where you believe that ignoring will make everything okay.  A warning may have been given, from a doctor or counselor, that was designed to shake the slumber.  But fear or insecurity continues its dominance.

This all makes sense in so many ways.  Where do you go?  Who do you turn to?  What's the right pathway back or out?

For better or worse we have a trust issue running through our modern day world.  It almost feels like you need the CIA to find out who really cares-in business and out.  I can't solve this, but I can be a source of consistent truth and encouragement.  My contribution to you and your journey.  The bottom line is you need help in making sense of your whole life.  Any successful life warrior I've ever met always had help.  It is this help that is truly a difference-maker.  A way to a breakthrough.

But what if you look away?  What if you tell yourself that it's too big of a mountain to change?  What if you believe the promises of your employer?  I would ask that you consider remembering the following:

    All of the disease, dysfunction, stress, and unhappiness would not be such a big deal if ignoring your whole life was a viable solution.  Employers wouldn't still be grappling with engagement and performance if relying on half-a-person to do the work that only a full person could do, was a viable solution.