Archive for the ‘ Diversity ’ Category

How to Lead a Millennial

I am a millennial. I almost feel obligated to apologize for that because, for some, it has almost become a dirty word. Disjointed, entitled, unsocial… the list goes on. These are just some of the adjectives that people might describe this large portion of the Hipster Girlwork force and the current and future leaders of America.

For now, let’s say we get past our differences and agree on one thing: What we (millennials) need out of our leaders is different than what you needed. We need:

  • We don’t do politics very well. We haven’t quite navigated the whole office politics thing at all. You may see that as naive, but chances are, we may never actually master office politics. Truth be told, we are just not that into it. Our office politics are more like “The Office” and less like a scene from “House of Cards.”
  • Yes, we were the age that grew up with MySpace and “the” Facebook. We crave information and can read through it very quickly. We have the ability to look at a large amount of information and sift through the minutia to get what we need out of it. We actually embrace vulnerability as long as we are kept in the know about things. We hate to be blindsided or caught off guard.
  • Once we’ve earned it, stay out of our way! (In a good way). We are not a big fan of being micro-managed and want opportunities to be creative and innovative. We’ve grown up with technological innovation happening constantly around us and so that has nurtured our own creativity. And we want to show that off in our work.

Unemployed MillennialTo all non-millenials, remember, we are the generation that saw our parents lose their jobs, pensions, and futures during the economic downturn. We watched the news as the unemployment line was packed with people looking to stay afloat. We heard many say, “I lost my job and that was the only thing I knew how to do.” So we are diversifying our biggest portfolio by investing in ourselves. We are getting as many skills as possible, and although we may be accused of “coming for your jobs”, we are really just in survival mode. And we probably always will be.

Gus is a Learning and Performance Professional at the Ken Blanchard Companies and is currently finishing his PhD in I/O Psychology. He can be reached at gus.jaramillo@kenblanchard.com

A Tale of Two Leaders

“It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of Light, it was the season of Darkness, it was the spring of hope, it was the winter of despair, we had everything before us, we had nothing before us…”

Best of Times, Worst of Times

Best of Times, Worst of Times

The opening lines of Charles Dickens, A Tale of Two Cities, hints at the central tension throughout the classic novel—the growing struggle between a thriving and oppressed society. The tension between two worlds of existence builds throughout the story and leads to the dawn of the French Revolution.

A familiar narrative is playing out in today’s workplace and society—the growing tension between good leadership and bad leadership. Organizations around the world are either thriving or struggling under the effective, or ineffective, leadership at all levels of an organization.

While delivering a recent virtual presentation to individual contributors and managers from diverse locations that spanned from the United States to the United Kingdom, Nigeria, and Iran, I asked participants to consider two scenarios during their careers. “Consider a time when it was the best of times at work. Then consider a season where you’ve experienced the worst of times at work.”

During the Best of Times at work participants described an environment where they felt energized by going to work. They were alive and thriving. Individuals were empowered to bring their best ideas to the table of collaboration in an open and trustworthy environment. Conflicts were resolved with fairness and efficiency. They felt as if their personal goals and responsibilities where aligned with that of the organization.

During the Worst of Times, the list grew longer and darker. Participants described a workplace that was stressful and frightening. People were not open to collaborating or sharing new ideas out of fear for being reprimanded or dismissed, or even the threat of loosing their jobs. Conflicts went unresolved, and in some instances, escalated to threats and bullying by other employees, managers, and executives.

No matter what the circumstances were, or the country or culture they experienced in, the environment was unanimously driven by the presence, or lack there of, good leadership.

Effective leadership is the most critical asset in the health and happiness of an organization, family, community, nation, or organization. Though organizations may be thriving finically, or having an amazing mission, the most important factor in sustained and meaningful success is founded on the way the leaders act and behave, in public and through interpersonal relationships at every level of the organization they are leading.

How would you describe your work environment today? Is it the Best of Times for you at work? Is it the Worst of Times? Are you leading and being led in the most effective manner that leads to personal and organizational health and happiness? The best of times at work are created when people at every level of the organization are committed to learning, growing, and living effective leadership behaviors.

 

Jason Diamond Arnold is a leadership consultant at The Ken Blanchard Companies. He is Coauthor of Situational Self Leadership in Action a real time, real work, leaning experience that develops effective communication and collaboration skills for individuals in the workplace. He is also passionate about developing leadership in youth through The Blanchard Institute, a youth leadership development program that teaches core leadership concepts to young people all around the world.

What’s a MOOC?

Haven’t heard of a MOOC before? Well, you’re probably not alone. A MOOC stands for a Massive Open Online Course and its purpose is to give free online education to learners around the world. Although we have had access to free online education for years, the MOOC has forever transformed the quality of courses that are now accessible to anyone with a computer and the desire to learn. MOOC’s really took form in the fall of 2011 after Stanford offered three online courses for free and enrollment reached 260,000 students from over 175 countries. Since, many MOOC’s have popped up from starts-ups to major universities. They all have the same goal in mind and that is to give online education for little to no cost.

Have you ever wanted to take Data Analysis for Genomics at Harvard? Well probably not, but now you can as the class starts in early 2014. If Poetry in America: Whitman is a course that more interests you, sign up now as class begins on January 15th at the edx MOOC.

Mooc

Various MOOC offerings

Corporate America is now jumping at these ideas and are giving incentives for their employees to take these course and have incorporated them into their corporate training programs. In a recent survey by Future Workplace, 70% of HR and Learning professionals said they saw opportunities to integrate MOOCs into their own company’s learning program.

There are many, but here are my favorite.

https://www.coursera.org/

http://www.udacity.com/

https://www.edx.org/

If you enroll in a course, I wouldn’t run out and by a Harvard alumni sweater, but you can still get America’s highest quality education for free. Many questions are still surrounding the MOOC. Will the MOOC transform the way we look at education? Are schools and universities ready to accept these free online courses as transferable credit? What impact will MOOC’s have on the cost of education? Although many of these questions are yet to be fully realized, we know that they are growing and aren’t going away anytime soon.

Gus is a Learning and Performance Professional at the Ken Blanchard Companies and is currently finishing his PhD in I/O Psychology. He can be reached at gus.jaramillo@kenblanchard.com

Speakeasy Leadership

Seakeasy Leadership

Seakeasy Leadership

The spirit of the Roaring Twenties was marked by a cultural rebellion against classic traditions, inspiring social revolutions around the world. Everything seemed to be possible through the modern technology of automobiles, motion pictures, and radio, which all promoted ‘modernity’ to the world.

One of the most mysterious trends that came out of the Roaring Twenties was the establishment of Speakeasies—hidden sections of an establishment that were used to illegally sell alcoholic beverages and feature new artistic expressions of music, dance, and risqué behavior. To enter a speakeasy, one would need to say a password to the doorman, indicating that the person-seeking entrance was welcome by the owner or other members of the “business within the business.”

In many ways, today’s workplace resembles the spirit of the twenties, with a rapidly evolving workplace, cutting edge technology changing and shaping the culture norms of organizations around the world.

Unfortunately, one of the dangers of today’s workplace is Speakeasy Leadership—the hidden sections of an organization where only a few people in positions of power make decisions that affect the rest of the organization. The practice of exclusive leadership, rather than inclusive leadership practice is alive and well in today’s organizations. But the reality is that the old school leadership hierarchy is an ineffective novelty in a knowledge-based economy.

Outside Looking In

Outside Looking In

Today secret societies and “good ole’ boy networks” only work at your local grocery store or coffee shop as a special promotion tool. In a Knowledge base economy, where individuals are empowered through the Internet, smart phones, and social networking that empowers a variety of information and connections that naturally drive higher levels of collaboration and success.

One new workforce member expressed it this way, “I am used to being so connected to my colleagues and playing off each other in the office, via social media, and creating ideas together with high levels of synergy everyday…” The open organization, without the Speakeasy executive office on the second floor, is a robust place where individuals create new best friends instantly and in days create a strong network with everyone on the team, as well as the friends made at their last organization.

Speakeasy Leadership promotes the opposite atmosphere at work where a few gatekeepers of ideas, formulate a plan from the top of the organizational pyramid, then pass it down to the people on the frontline to try and implement—void of passion and intimacy. 
 “I feel like there is a secret group of people running the organization,” says another frustrated employee. “It’s like were sitting in a meeting, and there are two or three people sitting at the table, speaking their own language, giving each other a wink and a nod to each other when I present our teams creative solutions to our organizational challenges.”

Collaborate for Success

Collaborate for Success

Speakeasy Leadership will kill today’s knowledge based company, because today’s leadership model and workplace formula for success is one based in wide-open communication, effective collaboration, social networking, and truly empowering individuals that are encouraged take ownership in the vision—not just contribute to it. Touch the untouchable by bringing energy and productivity to work, breaking down the interior walls of Speakeasy Leadership, creating a community where people work and play together, stimulating innovation, connection, and wild success.

Jason Diamond Arnold is a Leadership Consultant and New Media Producer at The Ken Blanchard Companies. He is Coauthor of Situational Self Leadership in Action, a non-linear learning program that promotes individual empowerment and collaboration.

Leadership Failure

Not too long ago I was put in charge of a couple sections of soldiers who were working on some military intelligence products for an upcoming mission. Since the teams were working on separate products, I assigned myself to one team and had a Lieutenant take charge of another team. The LT had been in the army for a few years, so I had no qualms about giving the team to him. I spoke with him privately and told him that he had “full autonomy” over his team and gave him full discourse over what his team did and how they finished their products. The next morning I come into work at 7:30 fully expecting everyone to be there for unit physical training. They weren’t. When I asked the LT where his team was, he said that he told them that they could do physical training on their own and that they didn’t need to show up until 9:30am. “What? Why did you do that? We always show up at 7:30.”Leadership

So, of course, they decided to sleep in and didn’t do any physical training for the day.

And of course my team was upset that they didn’t get to sleep in and come to work at 9:30. The last thing I wanted to create was resentment across the two teams. I thought that maybe a “team building” exercise was in order, but I didn’t carry it out because I felt I would probably screw that up too.  I was upset about the whole situation, but mainly I was irritated at myself.

After looking back on the incident, here’s what I learned:

  • I never really gave him full autonomy

Here’s what I really said: You can have full autonomy unless you do something I don’t want you to do or something that I disagree with you on. What I told him he could do and what I wanted him to do were two separate things.

  • I shouldn’t have given him full autonomy

Giving full autonomy over everything is not really leadership at all. I thought I was doing the right thing by giving him autonomy, but what I should have done in that situation was to give him more direction as to what is expected and necessary. Autonomy has its place and limitations; using it correctly is when it’s the most impactful.

  • My communication was not aligned with my expectations

I was never clear on my expectations. What was standard and status quo for me was not necessarily the same for him. Talking through each other’s expectations would have been helpful for minimizing conflict and building trust.

For any further information or questions contact me at gus.jaramillo@kenblanchard.com

The End of Innovation

“Innovation is dangerous!” says Yawn Fearman, Gatekeeper of Ideas at Acme Corporation—an international consulting firm that provides executives and managers the tools and skill sets needed to maintain power and balance within organizations. “Innovation is an unruly attitude that ignites revolutions and unwillingly forces change upon the slow and steady hand of the status quo.”Death of Innovation

Fearman asserts that there several simple mindsets to avoid disruptive an inconvenient ideas within an organization:

Isolate Innovation

When a child acts up or misbehaves at home, the best discipline is to give them a Time Out and send them to their room. You don’t have to kick them out of the organization, but isolation will make them think about the real vision and values of the company in more detail. It will encourage them to align their hopes and dreams with the hierarchy of the organization who own the vision and values.

But if you do want to innovate within your organization, keep it limited to one or two departments that are led by individuals who have a degree from a prestigious school and who are in close collaboration with you as a key leader.

Just Say No

Hey, if it worked for Nancy Reagan in the mid-80s (and look how far we’ve come since then), it can work for leaders when individual contributors come up with creative and new ways to serve clients. When ideas come up from the front line, just say, “no.” You probably don’t have the resources or money to implement the ideas anyway, so no real harm can come from this approach. It’s clean and effective and eventually, people will stop coming up with their own ideas so that you can do your job—implementing your own.

Show Them Who’s Boss

When the first two strategies don’t work, flex your Position Power. You have the degree, the experience, the complex title, and the pay grade—so use them!

If employees discover that they have other avenues of power, such as personal experience, knowledge, relationships outside the organization, or a specialized ability to perform specific tasks that the executives may or may not, this could become very disruptive to an organization. Don’t shy away from the fact that you are getting paid the big bucks to drive the organization into the future—not them. You have the title and the authority to make the first and final decision.

Enjoy the Silence

Don’t allow the loud distractions of individual or collaborative innovation to drown out the brilliance of your leadership ability. You’ve earned the corner office, and you were born to lead. The future of the world depends on you—don’t leave it to chance by putting its fate hang on someone else’s wild ideas.

** The views and opinions expressed in this fictitious article do not necessarily reflect sound advice or the views and opinions of
 the author, or The Ken Blanchard Companies.

Jason Diamond Arnold is a Leadership Consultant at The Ken Blanchard Companies and Coauthor of Situational Self Leadership in Action, an asynchronous learning experience for Individual Contributors within Organizations.

Want to be productive? Stay home from work

Absenteeism (not showing up to work) is a well-documented and researched metric. However, the evil twin brother of absenteeism is presenteeism, and it’s now starting to get some more attention. Presenteeism is defined as showing up for work when one is ill, and it is literally a productivity killer. It is estimated that the costs associated with presenteeism due to poor employee health is at least 2 to 3 times greater than direct health care expenses. The total cost of presenteeism to US employers has been increasing, and estimates for current losses range from about $150 to $250 billion annually. Consequences to presenteeism can be loss of productivity, major health costs, inaccuracies on the job, and spreading of illness to name a few. We all have done it, but we should really think twice about coming into work when we are sick. However, it’s just not that simple, and there are many reasons why just can’t say no.

Presenteeism

There are many antecedents to presenteeism but here are some major reasons:

1) Our culture/manager fosters this behavior
I’m probably not the only one has been praised for being a team player and coming in when I was extremely ill. In a recent survey by the Health Enhancement Research Organization (HERO), researchers found that employees who indicated that their employer was not supportive in helping them become emotionally healthy were 320% more likely to have high presenteeism. A 2010 study by the Work Foundation found that more than 40% of employees were under pressure from managers and colleagues to come to work when ill.
2) Fear of losing your job
In research done in 2012, nearly a third of employers have reported a rise in the phenomenon of “presenteeism” in the past year. With the economy slowly turning the corner, employees are worried about losing their job or falling behind in the rat race. Dr Jill Miller, research adviser at CIPD, said, “Continuing economic uncertainty and fears over job security appears to be taking its toll on employees. We are seeing employees struggling into work to demonstrate their commitment, suggesting presenteeism can be a sign of anxiety.”
3) Pressure to perform
For some reason we equate our perception of the seriousness of the illness in direct proportion to justifying taking time off. “It’s probably just meningococcal so I should be fine; I doubt it’s contagious anyways.” Let’s leave the diagnoses to the professionals and see if we can’t rest for a little bit. In a recent conversation with an old friend he told me, “I have worked for my company for 20 years and I have never ever taken a sick day.” Well, why not? He said he had maintained the “old school” mentality of work, work, work. This never made sense to me; if you are sick, then why don’t you just stay home? Now I’m being a little hypocritical here because I have often got to work when I really was too sick to go. But the worst part about it was that he worked in a hospital!
4) Little or no sick days
Increasingly, employers have minimized the number of sick days and most of the time; we just can’t afford to miss work. Also, with the increasing amount of households turning into a dual income family, many parents are using their sick days to care for their children when they become ill instead of taking care of themselves.

There doesn’t seem to be any extreme changes on the horizon in the way employers handle presenteeism, however we owe it to ourselves to take care of our bodies and be present when we can afford to. Sometimes urgent can just wait until tomorrow.

For any further information or questions contact me at gus.jaramillo@kenblanchard.com

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