Congratulations to our LEAP Certified Affiliate, and founding member of the Alliance for Leadership Acceleration, Performance Dimensions Group (PDG) for winning the prestigious designation of a Top Leadership Partner from HR.com's 2017 LEAD Awards. Since 2002, PDG has worked with 69 companies in Western Washington to transform more than 302 managers into confident and competent leaders with LEAP® the Leadership Acceleration Program.
For the past 34 years, the LEAD Awards, formerly known as Leadership Excellence Awards, have identified and recognized the top leadership programs and organizations and their strategies and solutions in their yearly ranking. This year's award winners have been published in the February edition of the Leadership Excellence Essentials e-publication. Future issues of the Leadership Excellence publication will also feature interviews from select top award winners in each category. These interviews will outline each program's unique qualities that made them a LEAD Awards winner.
About HR.com and the LEAD Awards
HR.com, the largest global social networking and resource site for HR Professionals is committed to providing a deeper understanding of the HR function for over 290,000+ members by offering an annual global leadership annual event - LEAD, the LEAD Awards, HR Certification Exam Prep Courses, certification programs, a personal development app, monthly themed HR epublications, 4,500+ webcasts, 1,200+ eLearning credits, 230+ virtual conferences, blogs, community networks, industry news and advisory boards. See www.hr.com for more information.
Join us in Las Vegas and help your business THRIVE!
Lynda Silsbee will be presenting at THRIVE 2017 for the second year in a row. Join her workshop at the conference and learn how to Crack the Code on Employee Disengagement.
May 11, 2017
10:40 a.m. - 12:15 p.m.
High levels of employee engagement translate into increased customer satisfaction and bring other competitive advantages.
During this workshop, you'll receive actionable and innovative instruction on:
* The #1 reason for disengagement
* The downward spiral of disengagement and reduced productivity and morale
* How to develop your leadership skills to encourage an engaged culture change
* 4 steps to take right away to re-engage a languishing workforce
* And much more.
SAVE $100 off registration
Use Lynda's exclusive discount code: SILSBEE
During our 1/2 Day Team Alignment Workshop, teams to step out of their day-to-day together, get to know each other, identify similarities and differences and explore tough conversations, and then learn how they can work together to be more effective -- ultimately driving to higher performance.
Here are the top three measured changes that participants collectively report after the workshop:
Do you see how these changes lead a team to higher performance?
What makes a high performing team?
A high performance team is a self-managing, multifunctional group of people organized around a whole process and empowered with full authority for their success. Characteristics include:
All teams do not fit the same mold.
Although all high performing teams share certain characteristics in common, there are also some important distinctions between them. Organizations need to recognize these distinctions. If you take a ‘one-size-fits-all’ approach to teams, you very likely will experience some problems such as:
For example, these are four very different types of teams. Each type is differentiated by their need for specialization and coordination.
Key Points for each Type:
Type 1 – Swim Team: high specialization and low coordination. Work is divided between various specialties. Each specialty consists of a distinctive set of skills. There is little coordination needed between specialties. Examples: Geriatrics team providing care for elderly, High School Teachers.
Type 2 – Football Team: Made up of people from different disciplines. Requires a high degree of coordination. Examples: Product Development Teams, Hospital E.R., Executive Leadership Team.
Type 3 – Bowling Team: Low in both specialization and coordination. Team members share same skill set but have little need to coordinate or communicate. Examples: Telephone operators, Bill Collectors, Bank Tellers.
Type 4 – Volleyball Team: Members share common skills. High need for coordination. Generally organized around completing a “whole task” and cross-trained to do one another’s jobs.
What type of team do you belong to?
What about the other teams that you interact with? Are they the same, or different? How might the way you approach each differ?
Are you part of a team that needs alignment? Ask us about our 1/2 Day Team Alignment Workshop.
It’s a new year! We love the feeling of getting a fresh start and look forward to the year ahead. How about you?
As we reflected on the past year, we realized a distressing trend: people are stressed out, frustrated, and going home exhausted and depressed after work. Great organizations are losing top talent due to the frustrations of individuals who feel like their work-life is chaotic and people aren’t working as a team.
Every organization tends to put people in the “sandbox” together and expects them to “play” well and create great sandcastles. We know that doesn’t work because we work with larger teams and companies every day to resolve these issues and create high-performing teams. The problem is that smaller teams and companies often don’t get this kind of help – so with a strong desire to help smaller teams, we have created a half-day workshop on creating team alignment (best for teams of 3-7 people) by:
· Improving communication so frustrations are reduced and people enjoy working together.
· Clarifying who, what, why and how the team works which leads to greater productivity.
· Allowing people to have more fun individually and collectively as a team.
· Making work-life easier and more satisfying.
· Producing better, more consistent results.
What could you accomplish in 2017 if your team was in total alignment?
This workshop is structured as a half-day “team retreat” and will be guided by expert facilitators and consultants giving your team personal attention. Your team will walk away with clarity, alignment, and esprit de corps!
Interested in our next half-day team alignment workshop?
Note: registration fee is for your entire team to attend together (max. 7 people) and includes all materials as well as full breakfast and lunch with your team.
$2,800 per team ($2,500 for LEAP Alumni and Sponsor Companies)
“A culture is made—or destroyed—by its articulate voices.” ~ Ayn Rand
As an organizational leader, you can consider yourself to be a “cultural architect.” It is your job to create and sustain culture in an organization. Yet shaping the culture can, at times, be a heavy burden to carry.
Your organization’s culture is the foundation upon which your results sit. A weak, dysfunctional or misaligned culture will usually yield poor results. A strong, high-functioning, well-aligned culture, on the other hand, will typically bind people together to produce amazing results.
Organizational culture is generally defined as the values, beliefs, symbols and norms people follow in the execution of an organization’s day-to-day business transactions. It shows up in behaviors that are considered acceptable and unacceptable — behaviors that begin and end with the attitudes and actions of leadership.
6 Phases of Construction for Building Culture
So, as leaders, you can choose to either build a high-performance culture or allow a variety of destructive forces to tear down your culture. If we look at the raising up of an effective culture as a construction project, here are six phases of the job that you’ll need to complete:
1. Goal setting: The building plans. Every construction project begins with a plan, right? In the same vein, leaders must set specific goals to drive success and point people in the right direction. Goals can be thought of as the overall plan for what needs to be accomplished during a given period in order to achieve key organizational objectives.
To ensure buy-in and line-of-sight, be sure to allow employees plenty of input in establishing their own short- and long-term goals. In addition, ensure objectives are put in writing using the “SMART” criteria (Specific, Measurable, Actionable, Realistic and Time-bound), prioritized and regularly evaluated.
2. Expectation setting: The pre-project meeting. Before most construction projects, the contractor sits down with his project manager and workers and goes over the building plans. Why? Because putting something down on paper isn’t enough — expectations must be established. Clarify items such as:
Clear expectations are as important as the goals you set. In fact, research has shown that a lack of clear expectations is often the root cause of poor performance. Expectations can be thought of as the “means” or how one achieves his or her goals. Expectations set the boundaries of behavior so people can “play big” and “play fair” as they work to achieve their goals.
3. Continuous feedback and coaching: “The barking foreman.” When many of us think of a construction project in progress, we might think of workers clambering about a half-built structure, pounding hammers and carrying different building elements. But we may also picture a foreman or project manager walking around, barking orders to the hardworking crew.
Now the barking part isn’t advisable in most work environments. But your busy workers do need effective systems in place for determining whether they’re making progress and meeting stated goals and expectations. A few ideas might be:
Other key factors are verbal feedback and an open, two-way dialogue.
Leaders must create a feedback-rich environment where employees know where they stand. Course-correction feedback (when an employee has drifted too far from the goal) and acknowledgment and praise (for progress and momentum in achieving the goal) are equally important. In fact, studies have shown that a 5:1 ratio of positive interactions/feedback to negative promotes the most effective self-development and performance.
In short, communication is critical to creating and maintaining a high-performance culture. Leaders are visible, caring individuals who provide “state of the organization” information regularly and don’t shield employees from bad news. They share expectations, provide feedback and acknowledge strengths. High-performing cultures manage to strike a balance of both quality and quantity of information communicated.
4. Development: Raising the roof. As a construction project nears its finish, the roof — either literally or figuratively — is raised. The property is being developed into something new, useful and exciting.
So should it be with employees. Leaders need to create and execute an ongoing process to develop staff members in their areas of strength and interest. The best managers/leaders find ways to make every day a “development day” for their people. Specific ideas include:
Leaders have these and many other methods at their disposal to grow, shape and engage employees while improving organizational performance.
5. Performance appraisals: The punch list. At the very end of a project, most contractors must complete a “punch list.” This is an itemized document reflecting precisely what needs to be finished to truly complete the project. Similarly, performance appraisals provide a summary at the end of a given term that lets employees know how well they’re meeting expectations and progressing toward their goals.
In terms of driving performance, however, an annual appraisal is your least effective tool. People want to know how they’re doing in the here and now, yet such appraisals focus largely on the past.
Performance comprises both results (what) and behavior (how). So, to do an appraisal right, you need to address both the “what” and the “how.” Set up appraisals on regular cycles and, of course, follow the golden rule: There should be no surprises! Always step in immediately when problems arise — don’t wait until the next appraisal.
6. Recognition and reward: Celebrating completion. The successful end of a construction project is generally referred to as “completion.” It’s something that contractors strive to reach efficiently and profitably. And, at least for large projects, they often celebrate when they get there successfully.
Encouragement and celebration in every organization are critical. Leaders must recognize progress as well as accomplishment of a goal, so employees know they’re on the right track and will keep striving for success. Recognition doesn’t have to be expensive. In fact, what distinguishes recognition from rewards is the use of “I” words that create “intrinsic” rewards, which tend to last longer and be more meaningful to employees than monetary or “extrinsic” rewards. Intrinsic rewards include things such as:
Another good approach might be to share success stories during staff meetings or events or in company e-mails or a newsletter (if you have one). Oral or written praise delivered in this manner can serve as a real morale booster to recipients.
Whereas recognition tends to be intangible, rewards are generally tangible. They include statues, company merchandise or plaques. Of course, rewards may also be financial — such as spot bonuses, merit raises or other monetary incentives. Remember, the more timely the recognition/reward is given, the stronger the connection to performance.
The Demolition Crew
e’ve listed above the six phases of building a positive culture. But what about the behaviors that can tear one down? These are just as important to identify when trying to make productive changes to your organization. As you endeavor to raise up your organization’s culture, watch out for the demolition crew:
Flawed character. Dishonesty, intentionally poor communication and blame can sabotage any culture.
Fear. Organizations that refuse to take any risks and that avoid problems and tough decisions typically don’t get far.
Unchecked power. If leaders have or need complete control over others, a culture won’t thrive. Employees will feel that collaboration is pointless.
Arrogance. Anyone with too much pride, who is unable to admit mistakes, ask for help or recognize the value of others, is more than likely a liability. These individuals can poison even the best-intentioned culture.
Ineffective coaches. At the end of every season, no matter what the sport, a number of coaches (or, in baseball, managers) are usually fired. Most of these individuals may not have been bad employees, per se. But, in their employers’ opinions, they failed to develop a winning environment for their players. This dilemma can apply to any type of organization — which doesn’t necessarily mean you should fire a bad coach, but he or she may need additional training or, in worst cases, reassignment.
YOU Are the Architect
Leaders play a key role in the process of creating a positive, high-performing culture. You are, in fact, the architect. Your behavior, attitude, language or jargon, style of dress, decision-making process, everyday work practices and strategic direction create the cultural blueprint for not only your employees, but also clients, suppliers and anyone else who comes in contact with your organization.
Thus, as a leader and architect, you’ve got to recognize the boundary lines of your existing culture, align your strategies accordingly and always be on the lookout for ways to improve it. For help assessing your culture, determining whether your leadership style/habits are aligned with your organization’s strategic objectives, and targeting effective improvements for the future, please contact us.
Marketing gurus always tout that you get far more bang for your buck by developing existing customers than trying to find new ones. The same value and resulting higher benefit applies to developing talent internally rather than sourcing it externally. However, so many executives have experienced first-hand, the myriad of failed leadership development investments. That doesn't mean there isn't a good solution.
In fact, leadership development solutions that work are well documented. The requirements include the right balance of: assessment data, skill building, 1:1 coaching, peer solution development, real-world application, time, and accountability. But there are very few programs available to bring in-house, that integrate all of these areas, are proven, measurable, adaptable, and scalable.
The best organizations want development of leaders to happen internally, across teams, so they can work within their culture and learn from employees as they transform from manager to leader. But developing custom curriculum takes time and is somewhat unproven--ultimately a risky and hefty investment in today's agile, fast-moving corporate environment. The question is no longer "should we build or buy?" when it comes to strong leaders and middle management; the question is, "how do we build leaders in a cost effective way and show measurable results?"
This is the reason we're suddenly seeing so much adoption of the LEAP University approach. While LEAP has historically been a "public" offering allowing organizations to send one or two leaders to be developed, we're seeing a significant uptick in organizations that are bringing the program in-house to develop a broader cross-section of their leaders from within.
LEAP University is scalable to fit organizations in two ways:
CERTIFY INTERNAL RESOURCES. Certify and develop internal experts to coach, facilitate, and manage unlimited LEAP cohorts internally, across the organization, gives you maximum flexibility and scalability. Additional benefits include:
ENGAGE AN EXTERNAL EXPERT. Sometimes, culture, quest for external knowledge, or availability of resources call for bringing in a third party professional. In this scenario, organizations contract with our LEAP Certified Coach/Facilitators to organize, assess, facilitate, and coach through the transformation. Benefits of bringing in an external resource include:
Buying talent is expensive and risky because ultimately you don't know what you will get. Building your existing talent is less risky and pays much bigger dividends to the business. Which pathway is right for your organization? There's no one right way, it's a decision best determined by honest reflection of your organization's needs, culture, and resources.
There are countless articles and conversations happening these days about leadership programs that do not work. On our blog, we've talked about the shift from the traditional 70-20-10 model to 52-27-21, and the recent article from McKinsey "Why Leadership Development Programs Fail", touches on this and three additional easy-to-overcome, but still prevalent issues.
We hear time and again from executives that leadership development tops the list for both current and future priorities, yet it's hard to measure and quantify change in leadership behavior, or whether the leadership program is focused on the right things for what the company needs. Generally, executives seem left to sum it up anecdotally as "it just doesn't work". But positive change in leadership behaviors and attributes CAN be measured. And well integrated and executed programs with tracking in place can and do show that leadership development does work.
How do you measure success in leadership development?
Through our LEAP cohort and LEAP University programs we're set to graduate more than 70 Leaders in 2016. We've graduated more than 450 since starting the program. Every single individual's progress has been tracked and measured. Here are the Top 5 Positive Changes reported by graduates (and their executive sponsors) during their transformation from manager to leader:
We can even quantify to what degree there has been positive change for the individual, via our Confidence and Competence Assessment. Back to the McKinsey article, matching the competencies of the leader to the needs of the organization at that time, can help make the investment in development more fruitful. But if the program doesn't measure the change in competency, then how would one go about matching and developing the right skills for the job? Knowing how a leader has developed through the program is a key component of measuring success and finding the right talent for the job.
Take this a step further and consider - would development initiatives be more successful if your organization could identify the competencies needed for the particular role, and focus on customizing the leadership program for that employee? It's totally doable with the right, integrated program that combines assessments, skill building, 1:1 coaching, peer problem solving, and real-world application. We know that it cannot be done in 2-3 day workshops or online training, so why are those options even being considered?
How do you feel about giving feedback? Do you dread it? Is it something you give daily, weekly, monthly? Or is the process just dead? Lately we’ve been doing a great deal of work with clients on Performance Management. The top question we’re asked is, “Should we even bother doing performance reviews?”
Managers and supervisors want them gone because they take up so much time. Employees want them because it’s the only time they get a “report card.” Are performance reviews worth the time and money spent?
When completed correctly, performance reviews play a key role in the achievement of business success. Organizations need to view appraisals as part of an overall performance evaluation process vs. a “fill in the blank” once a year report.
THE POWER TO INSPIRE
A review is a great communication tool that ensures that the manager/supervisor and the employee are clear about the requirements of the job. It has the power to inspire people to give their best effort, as well as to make them feel respected and important.
A meaningful conversation can connect an employee to the organization’s purpose – give them a sense of belonging and make them feel like part of the company’s future. Studies have shown how companies benefit when employees feel engaged and valued.
TIPS FOR BETTER REVIEWS
In a recent article “5 ways to evolve THE DREADED REVIEW,” Cornerstone OnDemand listed five tips that we agree will help you revive your organization’s performance review process:
1. Performance happens daily (and reviews should, too).
You won’t dread writing a performance review if you’re taking performance notes frequently – the review will write itself. Billions of dollars are wasted because companies “just do it” because they have to. If progress or challenges are tracked on a regular basis then nothing will be a surprise to the employee and the focus can be on improvements and growth goals.
2. Reviews should be conversations.
Try to make the review more natural, like a conversation rather than a form that you have to fill out. Give clear and concise feedback, so it’s information that the employee can use moving forward. Everyone appreciates a conversation, not a lecture. Address accomplishments first, and then discuss areas for improvement.
3. Reviews should have a purpose.
Managers need to see the value of performance reviews so they get done. Use the process as a way to collect useful information on performance so the employee can benefit, too. Indeed, when used correctly, reviews can enhance Performance Management throughout your entire organization. They can be looked upon as a “win win” opportunity for both the employee and the manager.
4. Embrace simplicity and consistency.
Why make a review lengthy and complicated? Stick to the basics and give shorter, more frequent ones. This gives a manager a good understanding of the happenings with their team, and it gives employees a chance to know how they’re doing.
5. Change the review experience.
How effective is your approach? Has your experience in the past been uncomfortable for yourself or your employee? Try to make the review a useful, positive conversation that infuses you and the employee with new energy.
A WHOLE SYSTEM
At PDG, we advise clients to think of Performance Management as much more than the basic “end of the year” appraisal. It should be a whole SYSTEM that includes the following tools that, when used in conjunction with the annual review, will heighten performance:
1. Goal Setting
2. Expectation Setting
3. Continuous Feedback & Coaching
5. Recognition & Reward
Performance Management raises individual performances within the organization and transforms goals into results. It focuses on the employee AND aligns them with the organization’s future plans. Performance Management improves morale and increases productivity. And it should all start the minute a new employee is on-boarded.
Make sure that you and your Leadership team is communicating the value and importance of this process within your organization. Start your performance planning today! For more information on how we can help you can create High Performing Organizations and Teams, please contact us or check out more information on our website.
Building teams is easy to talk about and difficult to accomplish. But there is a process to accelerate the learning curve for building team skills and collaboration. Teams do not just happen naturally. Teams are – in the truest sense – a volunteer organization. You can’t force someone to cooperate – you can’t mandate teamwork. A high level of cooperation is a product of choice. One step to predictable and enhanced team performance is understanding the common characteristics of teams that achieve exceptional results.
What do you think could happen if the individuals in your organization stopped dysfunctional behaviors and worked together cohesively?
LEAP® the Leadership Acceleration Program can help you (or someone you know) become more effective at creating and sustaining high performance teams. Our multi-dimensional approach includes the assessments, skill-building, peer-networking, and 1:1 coaching that is proven to help managers and leaders, learn and apply these critical learnings in their actual work environment:
Join us for an upcoming webinar to learn more about LEAP and how it can help your organization thrive.
Lynda Silsbee is Founder and President of the Alliance for Leadership Acceleration. She has spent more than 30 years creating and leading high performance teams. Along with the other LEAP Certified Coaches, she reports that helping managers make the LEAP to leader is one of the most fulfilling aspects of her work.