Recognizing the Wrong Things

By Bob Nelson

You’ve heard it before ---- “You get what you reward.” At any level, but especially at the organization level, it’s critical to identify what you’re rewarding. If your organization is not getting the results it wants, or the behaviors needed to achieve them, perhaps you’re just confused about what you want. (read more...)

From Good to Great
By becoming aware of how we can improve, involving respected colleagues and following-up, we can get better at the behavior, as perceived by colleagues.

By Marshall Goldsmith

We can increase our effectiveness by changing elements of our behavior. By becoming aware of how we can improve, involving respected colleagues and following-up, we can get better at the behavior, as perceived by colleagues. (read more...)

Staying Longer? Make it Better!
The Job You Have Could Be the Job You Want

By Bev Kaye and Sharon Jordan-Evans

If you’ve ever thought the grass must be greener in another workplace, you’re not alone. We’ve all felt that way at some point in our work lives. In the workplace, these feelings can cause you to head for the door (leave physically), or cause you to stay put but shut down (leave psychologically—turn down your energy, your oomph.) Some of us give it a lot of time before we get to the point of departure (sometimes too much). Some of us give it too little time and move on too quickly. (read more...)

Recognizing the Wrong Things (^ top)

By Bob Nelson

Many organizations recognize any sales revenue instead of real profits: It’s amazing how many salespeople receive recognition --- and significant cash rewards --- for closing unprofitable deals. Recognizing sales revenue --- period --- can result in a big “top line” and a small, or nonexistent, “bottom line.”

Many organizations recognize internal competition instead of real teamwork. If you’re finding that there isn’t enough teamwork in your organization, you probably don’t have to look any farther than your recognition system. In fact, most performance evaluation systems pit employee against employee, and department against department, in an internal competition for scarce rewards.

Many organizations recognize trainee attitudes or training time rather than truly effective training. The desired outcomes of training should be skills and knowledge to be used on the job, and improved business results. However, rather than recognize these results, most organizations recognize the amount of training that employees receive, and the attitudes of trainees toward training events. Both these factors have very little bearing in whether the skills being learned are valuable, and the extent to which they will be used in the job --- much less the impact on organizational effectiveness.

Many organizations recognize problem hiding rather than problem solving: What happens when an employee speaks up about a problem in your organization? In many companies, problem finders are viewed as troublemakers. No one can solve problems that are hidden or ignored. Remember, problems are actually opportunities for improvement.

Many organizations reward management rather than leadership: Too many organizations say they want visionary leaders, but tend to recognize only the managers who meet deadlines, manage budgets, and make sure that others follow procedures, leaving the real leaders unrecognized.

Many organizations recognize over-performance based on easy objectives instead of employees who aim high. How many performance reviews assess employees in terms of “not meeting,” “meeting,” or “exceeding” expectations? This often encourages employees to set low goals, so they can be exceeded. When the bar is low, many employees may “win,” but the organization loses.

Many organizations recognize lack of complaints rather than excellent customer service. Truly outstanding hospitality organizations realize that it is virtually impossible to improve customer service without customer complaints. In fact, the best customer service organizations actually solicit complaints.

Recognition is a wonderful thing, but recognizing the wrong things can actually undermine your organization’s competitiveness and threaten its very survival.

From Good to Great (^ top)
By becoming aware of how we can improve, involving respected colleagues and following-up, we can get better at the behavior, as perceived by colleagues.

By Marshall Goldsmith

We can increase our effectiveness by changing elements of our behavior. By becoming aware of how we can improve, involving respected colleagues and following-up, we can get better at the behavior, as perceived by colleagues.

However, the key beliefs that help us succeed can become challenges when it is time to change. Successful people succeed for various reasons. Some factors can be changed; some cannot. Not every person has the potential to succeed in every activity. Different individuals have different “intelligences” that dramatically impact their potential in different fields.

Four Key Beliefs

Successful people tend to have four underlying beliefs:

1. I choose to succeed. Successful people believe that they are doing what they choose to do, because they choose to do it. The more successful they are, the greater their need for self-determination. When we do what we choose to do, we are committed. When we do what we have to do, we are compliant. We observe the impact of this commitment in our jobs. For example, teachers who teach because they have a “calling” for the profession clearly stand out from those who teach to make a living.

Having the belief, “I choose to succeed” means that successful people need to feel a personal commitment to what they are doing (the mission). They need a sense of ownership to achieve results. They lead with their hearts and minds. They are effective in attracting and developing fellow “believers” who want to get the job done.

The more we believe that something is true, the less likely we are to change our beliefs—even in the face of clear evidence that shows we are wrong. Our commitment encourages us to “stay the course” and to not “give up” when “the going gets tough.” This commitment works in our favor in most situations; however, it can work against us when we should change course.

2. I can succeed. Successful people believe that they can make desirable things happen. This self-efficacy is a key to success. People who believe they can succeed see opportunities where others see threats. Such comfort with ambiguity leads people with high self-efficacy to take greater risks and achieve greater returns. They try more things! They do not feel like victims of fate. They have the motivation and ability to change their world. They see success largely as a function of their ability—not luck, chance, or external factors.

If people believe that they are merely “cogs” in the system, they submit to control and manipulation. After all, that’s just the “way it is.” However, if people feel that they can improve their world, they find external control and manipulation very distasteful.

3. I will succeed. Successful people believe they can and will achieve beyond any one task. They communicate with confidence—one of the “top 10” elements of effective leadership. They also assume that their people will achieve. They see success as a function of people’s motivation and ability. So, they communicate their contagious sense of optimism and confidence to others. Successful people tend to pursue opportunities. If they set a goal and announce it, they tend to do “whatever it takes” to achieve the goal.

4. I have succeeded. Successful people have a positive interpretation of their past performance. They not only believe that they have achieved results, they tend to believe that they were instrumental in achieving positive outcomes caused by external events. In a positive way, they are “delusional.” They tend to see their history as a validation of who they are and what they’ve done. This positive view of the past leads to increased optimism toward the future and boosts the odds of future success.

While a positive view of past performance has many positive benefits, it can also make it difficult to change behavior, hear disconfirming information, or objectively rate performance. About 85 percent of professionals rate themselves in the “top 20 percent” of their peer group. Professionals with high perceived social status (physicians, pilots, investment bankers) tend to have even higher self-assessments.

Six Steps to Positive Change

You can achieve a positive, measurable, long-term change in your behavior by following six steps:

1. Invite and receive input on important, self-selected behaviors as perceived by self-selected raters. You can’t measure effectiveness in changing behavior unless you can agree on what constitutes desired behavior. Since successful people have a high need for self-determination, they (not a coach) must own the behavioral change process. The more they are involved, the more likely they are to “buy in” to modeling this behavior. They are responsive in achieving goals that they set but resist changes that make them feel judged or manipulated.

2. Publicly state that certain behavior is important and that you will strive to be a positive role model for this behavior. Successful people desire internal consistency. So, most executives develop a profile of their “desired behaviors.” They clearly see what behaviors are desired. The challenge comes in demonstrating these behaviors.

3. Respond constructively to advice and input when you are involved in selecting the behaviors and the advisors. When we ask leaders to describe a time when they learned something that made a key difference in their lives, most describe a situation in which they receive feedback or a challenge from someone whom they respect. The same message would not have much impact if a different person delivered it. The source of feedback and suggestions can be as important as the content. If successful people respect the source of information, they’ll likely learn and change. When the process is confidential, people tend to focus on what they need to improve.

4. After you receive input, select one or two important (high-leverage) areas for behavioral improvement. People do not need another “laundry list” of goals. Changing just one behavior (that makes the most impact) can create a major positive difference.

5. Involve respected and supportive colleagues. Colleagues are likely to help if they feel that they are respected and their advice is requested (not expected). Talk with colleagues: Thank them for their feedback; let them know one or two areas for improvement; ask them to provide constructive, future-oriented suggestions for achieving positive, measurable change; and recruit them to provide supportive coaching.

When you involve your colleagues in helping you improve (in a supportive way), positive measurable change is likely to occur. They need to be helpful coaches, not cynics, critics or judges.

6. Develop a follow-up process that facilitates ongoing dialogue on selected behaviors with selected colleagues. These focused dialogues need take only a few minutes. When co-workers are trained to be supportive coaches, the follow-up process provides for ongoing constructive suggestions and recognition, reinforcing the commitment to change. Both parties are focused on improving the relationship.

By knowing how to help people change, you can get a huge ROI from your development efforts. The gain for helping people move from the “top 5 percent” to the “top 1 percent” may be greater than the gain from helping average performers move from the top 50 percent to the top 20 percent.   LE

Marshall Goldsmith is an executive coach, author, editor, and director of the Alliance for Strategic Leadership. This article is adapted from Leading for Innovation (Jossey-Bass). marshall@a4sl.com.

Staying Longer? Make it Better!(^ top)
The Job You Have Could be the Job You Want

By Beverly Kaye and Sharon Jordan-Evans

If you’ve ever thought the grass must be greener in another workplace, you’re not alone. We’ve all felt that way at some point in our work lives. In the workplace, these feelings can cause you to head for the door (leave physically), or cause you to stay put but shut down (leave psychologically—turn down your energy, your oomph .) Some of us give it a lot of time before we get to the point of departure (sometimes too much). Some of us give it too little time and move on too quickly.

What if there were another option? What if it were possible to achieve or regain satisfaction at work? What if your work were something you looked forward to each day? What if it tapped your enthusiasm? Used your creativity? Made you feel appreciated? What if work could truly deliver the goods?

Work takes the better part of our waking lives. When it is good, we unleash energy, creativity, and commitment. We look forward to the day, to our teammates, the environment, the boss—the whole package. We don’t want to press the snooze button. We feel productive. We feel a sense of accomplishment. We learn. And we feel satisfied.

Is it really possible to shift your satisfaction meter? The answer is YES, if you accept that workplace satisfaction is a two-way street. It demands effort from your manager and from the leaders of your organization. But it also demands initiative and effort from you. Positive change is not only possible, but also well worth the effort.

There are three critical mindsets that are essential to making your current workplace one where you could stay longer.

You’re in charge : You are ultimately responsible for your own workplace satisfaction. Don’t expect your manager to be a mind reader or your organization to be solely responsible for your happiness. Others do have a role to play. But the bottom line is you’re in control, and it’s up to you to fix what’s wrong or find what’s missing.

What you want could be found right where you are: Perhaps all you need to do is get clear about what’s missing and go after it. Look inside before you jump outside. Master the art and science of asking for what you want.

Don’t Wait: That “lovin’ feeling” may not find you. You may have to find it! Instead of “settling” for work that doesn’t work for you, take steps now to improve it. Don’t wait for someone else to take the first step.

Too often we leave for greener pastures elsewhere only to find Astroturf. The new workplace may have the same, or different (sometimes even worse) challenges, frustrations, and disappointments. In today’s tight economy, too many people “wait it out” and miss the opportunity to change their own status quo. If you are staying longer, why not make your current workplace work better for you.

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