Archive for the ‘ Productivity ’ Category

1 Secret of High Performing Teams

We’ve started doing this accountability group around the office and it seems to be working. Recently, the boss man had this idea that if we put up our goals for everyone to see and kept each other in check for a 30-day challenge, the added accountability would help us stay committed tPic Calorieo reach our goal. Our goal was to start with 10 pushups at the beginning of the month and increase that number by 1 every day. As a result, we decided to continue this trend, and now we are participating in a daily calorie challenge where we log our meals and maintain a certain caloric intake. As you can see, so far so good and we have included 4 cheat days as good measure. I’ll probably eat a whole bucket of churros on my first cheat day.

Taking this concept past a simple pushup or calorie contest, in my own experience and what much of the research has to say is this:

  • In the weakest teams, there is no accountability
  • In mediocre teams, bosses are the source of accountability
  • In high performance teams, peers manage the vast majority of performance problems with one another

If you are on the first two teams, look for a trade or try to resolve the problem. None of these options are really that easy, but the latter option is probably the most feasible. Here’s what you need to know about accountability. Don’t be scared of it. If accountability is seen as negative and punitive in the office, do what you can to change that perspective for everyone. Put up a challenge for the various task goals that everyone has and create accountability for one another.

Here’s a distinction that you need to be aware of: there is a critical difference between “holding someone accountable” and “creating accountability” in your team. The first creates a culture of fear and brings potentially significant, negative connotations and impact. The second allows the team to be mutually invested in the success of oneself and others. Decide for yourself what environment you want to create in your office and see what outcomes you get as a result.

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

Have the negatives taken over time and focus?

If you think for a minute about your average workday, how would you divide that workday between focusing on positives versus focusing on negatives?  Do you tend to catch people doing something wrong more often than doing something right?  If you answered “yes”, you might be adding to the overall negativity, yourself.

Praise or Condemn

Image courtesy of Stuart Miles at FreeDigitalPhotos.net

This negative focus may be a byproduct of our own culture.  Pull up any of the major news websites at any given time and you’ll see that a high percentage of the headlines usually have negative undertones.

While we might be quick to blame the media, our own behavior feeds the fire when it comes to this trend.  For example, in a 2012 study, Outbrain, a marketing firm that specializes in internet traffic, found that negative headlines had an average click-through rate (meaning people were actually clicking on the headlines to go to the source content) 68% higher than positive headlines.   There are many different reasons as to why negative headlines receive more attention, but the end-result is still the same.

Even television may be lending a hand.  I admit that I enjoy my own fair share of reality television.  Look at how many reality programs exist on various channels (ex: what happened to the good ‘ole days of MTV just showing music videos?).  Most of those shows thrive on drama, such as verbal arguments or fights between the characters.  Drama and negativity clearly sell.

However, a study published in Psychology of Popular Media Culture found that those who watched reality television or even violent crime dramas that included verbal or relational aggression between characters tended to have more aggressive responses to threats related to ego.   Does this mean that if you watch reality television that you’re automatically going to get in a fist fight at work?  Probably not, but you have to question how is this might be affecting behavior in the workplace.

To add to this, two sayings come to mind that I’ve heard all throughout my careers at different places of employment.  There’s a good chance you’ve heard these, too:

  1. “The squeaky wheel gets the grease.”
  2. “No news is good news.”
Yelling

Image courtesy of imagerymajestic at FreeDigitalPhotos.net

Number 1 is especially important, because solving problems makes up the bulk of most jobs.  Yet, this has trained us to spend our most of our time focusing on those problems, whether the problems are task-related or people-related.   If you have someone reporting to you who is under-performing, it’s likely that individual will take up more of your time and focus compared to your top performer.  Just because “No news is good news” when it comes to your top performer doesn’t mean that they should simply be ignored.

FineAwards.com published a press release in which it reviewed data from a series of Gallup polls on the topic of employee engagement.  They put together an excellent infographic that you can find here.  Some of the interesting data they found is as follows:

  • 35% of respondents consider lack of recognition the primary hindrance to their productivity
  • 16% of respondents left their previous job based on a lack of recognition
  • 17% of respondents stated that they have never been recognized at their place of employment
  • 69% of respondents stated they would work harder if they received increased recognition

In other words, if only the squeaky wheel is getting the grease, you might look down one day and find that some of your wheels have simply disappeared while your ride is sitting up on blocks.

It takes effort, but intentionally finding people doing things right can have a positive outcome on your work environment, such as lower turnover and higher productivity.  If you can train yourself to also be on the lookout for the positives, you can turn it into a habit.

Leave your comments!

The Amazing Girl Who Was Not Allowed To Say “Can’t”

Please watch the following video:

2014-08-15 10_11_46-Jen Bricker 5 min.mov - Google Drive

Video Credit: BBDS Talent

Jennifer believed she could do anything as long as she put her mind to it. And the same is true for anyone else.

Are you facing a challenge that seems too difficult to overcome? Try thinking outside the box, or ask for a second opinion. But be persistent and remember that sometimes a few falls are necessary before you can fly.

So remove “can’t” from your vocabulary and motivate yourself to stick to it. You may surprise yourself with how much you can achieve!

Is “meaningful work” actually meaningful?

Employee engagement is a hot topic these days.   According to a Gallup poll estimate, disengaged employees cost the US between $450 – $550 billion each year in terms of lost productivity.  Could you be contributing to that figured by not finding out what’s truly meaningful to your employees?

EmployeeWorkPassion4According to The Ken Blanchard Companies own research on the topic of Employee Work Passion, there are five job factors that can have a direct impact on retention: Autonomy, Workload Balance, Task Variety, Feedback, and Meaningful Work.

Over 800 individuals responded to a survey asking them to rank these factors by order of importance.   While all five factors are important, Meaningful Work was most commonly ranked as being the #1 priority.  In other words, respondents feel that employees need to know that the work they do has a direct positive impact on their organization, whether that impact is internal or external.

It makes sense, right?  If I’m an employee who feels my job duties are really just “busy work” that aren’t contributing to my organization’s success, will I really be engaged in my work?  If I don’t see my own work being important, how motivated will I be to go the extra mile?

offonThink about those fabulous people who work in IT.  Lots of companies, regardless of what business they are actually in, rely on the systems and technology maintained by these individuals.  While IT support may differ entirely from the type of work being done to maintain/grow a customer base, that doesn’t mean the work is any less important.  If you have a frontline IT help desk representative who doesn’t see that their own contributions have a direct impact (i.e. employees from other departments could not complete their own work without the assistance of IT support), their quality of work may suffer.

A common trap leaders fall into is to assume that just because their organization is in the business of making positive impacts on customers and people, that their employees see it that way, as well.  Leaders need to be proactive to ensure that their people also see the benefits of the work they complete.

ASK your employees how they feel about their work.  Be sure to check this barometer on a regular basis.  It’s easy for people to forget their importance in the grand scheme of the organization’s success.  If your company has ever been through a series of changes, you can probably relate.

SHOW them the results.  Ensure they know that they make a positive difference based on positive outcomes.

PRAISE them when praisings are due.  If they did a good job, be sure to tell them!  If you hear from another employee or customer that that they did a good job, pass that along to the employee!

How do you personally make sure your employees understand their contributions are meaningful?  Leave your comments!

Flow to Success!

Have you ever become so engrossed in a fun task that you lost track of time? Then you’ve experienced the concept of flow. Developed by Mihaly Csikszentmihalyi, it describes the state of mind when you reach the perfect combination of task challenge and personal skill:

Flow_Senia_Maymin

Click the image below for a simple demonstration of flow (use the mouse to move and remember to return when you’re finished):

Flow_logo

The creator of this simple game used Csikszentmihalyi’s concept of flow to develop the game elements. Since you can decide when to move further, you are always in control of both the level of challenge and skill, meaning you can always keep yourself in a state of flow.

Now think about your direct reports and their tasks. Are they in a state of flow? If not, is it due to the task being too difficult, or the direct reports not having high enough skills? Or perhaps the challenge isn’t increasing proportionately with their skills? And think about your own tasks. Are you in a state of flow? Why or why not? What can you do to improve your workplace and encourage more flow?

It’s clear that employees can become more engaged and productive, while constantly developing and growing, by applying this simple model to the workplace. So the next time you’re at work, try adjusting the level of challenge to match the level of skill. You might be surprised to find how much fun you can have while in flow!

Image Credit: 1

The Deadliest Sin of Leadership

“Great spirits have always encountered violent opposition from mediocre minds.” — Albert Einstein

Excellence Road SignDivine Comedy tells the tale of one man’s journey through a three-phased adventure—Hell, Purgatory, and Paradise—in his quest for everlasting life. While stranded in the middle stage of his adventure, Dante has a chilling discovery about life in the everyday world. Stranded in Purgatory, an uncertain state where one’s soul awaits judgment between redemption and retribution, he is enlightened to the wandering ways of the world he has just experienced.

Here, he explains the ills of that world through seven distorted loves, better known as deadly “sins.” These include the excessive loves of Lust, Gluttony, and Greed, the deficient love of Sloth, and the malicious love of Wrath, Envy, and Pride. The abuse of the most pure forms of human interaction, Love, lead to a path of destruction and chaos in the state of Purgatory where Dante finds himself.

My work as a Leadership Consultant has led me through the mind-set of many organizations on a quest to find perpetual success and prosperity. While in this wandering state, I have discovered the most distorted perversion of leadership—the toleration of mediocrity.

Mediocrity is a cunning and crafty creature, the slinks and slides it’s way through a community of people intended for a greater good. It is sometimes guised in charm and humor, winning over fans with its good-natured country attitude. “Mañana! Tomorrow!” is the mantra sung at the end of the day, while rushing down the path toward the comforts of home. Sometimes, it no longer strives, begs, or craves for excellence, but is content with results that are, “good enough.”

When leaders turn a blind eye to, or minimize such attitudes within organizations, it can be a destructive habit-forming virus that slowly erodes the higher vision and values of the community. Far too often, leaders excuse a lack of desire for excellent work because of long-standing relationships with the individuals who consistently host such average behaviors. Some leaders do not know how, or may not have the will to address such subtle behaviors that beg, barrow, and steal from others’ great work, just to cover for their own lack of effort, dedication, or deferred experience to crafting their personal skills at a higher level. Some leaders are, themselves, guilty of the sin of mediocrity.

Millions of individuals throughout the workforce, from Fortune 500 companies to start-ups to non-profits, have pockets of people who, “Quit and Stay” at work. Others are lost or mislead by leaders within the organization, stuck in the rut of performing daily activities without a clear purpose or understanding of how their role contributes to the organization. Even worse, leaders allow average performers to cultivate the poisonous fruit of bitterness and gossip about other high achievers within the organization.

Organizations are only as great as they challenge or permit their contributors to be. If leaders within organizations do not take high performance and effort sincerely, they run the risk of creating a corporate Purgatory by breading a contempt and dismissal of individuals who do value excellence, effort, and efficiency. The deadliest sin of leadership is the aiding and abetting of mediocrity, at work, home, or in life.

About the Author:

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 Co Producer and Director of Stepping Up to Leadership with Scott Blanchard, at lynda.com.

A Managerial Felony

“Why don’t you and I go get some lunch to connect?” Raise your hand if you’ve ever heard that from your manager. Ok, put your hand down before they see what you are reading. Plus, that guy in IT might think you’re waving him down to get in for the weekly donut rotation.
I have never been a real fan of “reconnecting” over lunch or any other median, really. It’s superficial, a little pretentious, and a lot of wasted emotion.Be-Your-Own-Boss-If-you-cant-find-a-job-with-a-Felony
Here’s three good ways to stay connected with your direct reports:

  • Conduct weekly or biweekly one on one’s. Depending on how many direct reports you have, it is absolutely imperative that you meet with them one on one to discuss their needs. Make this a formal time; there are a number of informal meetings, chats by the lunch room, and discussions about projects. A formal one on one with a focused discussion on the needs of your direct report will open up communication. From a practical stand point, make it 30 minutes or an hour if you can swing it. Let your direct report create the agenda and don’t use this time to “dump” projects or work on them.
  • Ask them about their lives outside of work. This is really important if you have a new or newer employee. Chances are they may be nervous, hesitant, and a little insecure about their new environment and work. Nothing eases that pressure  more than a manager who is genuinely invested in the lives of those who work for them. No one wants to work for a robot…
  • Be invested in them professionally and personally. Not everything is a competition and not everyone is a competitor. Many times, we are our own worst enemies. Supervisors should be people who care about other people. On my boss’s wall, for example, is written, “Every person has intrinsic value.” Employees work best when they are respected, valued, and heard.

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 atgus.jaramillo@kenblanchard.com

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