They Quit…but Never Leave!

He is the guy that does just enough not to get fired.  Perhaps he used to be motivated, maybe even a top performer at one point in time.  But now he just can’t be bothered.  He rarely has ideas and is usually only passionate about not changing (anything) and making sure he is not inconvenienced with the job.  Mostly, they have quit without leaving the job.  How do managers deal with these people?  What kinds of things can you do to help bring them back?  Or perhaps get them actually to leave?

Engage and inspire them.  A leader needs to understand their people.  What drives them and makes them want to work hard?  It sounds like standard advice, but to be honest, you probably don’t have the capacity to understand and engage all of your people on an individual level enough to engage and inspire them.  What you do have time for is some of them.  The focus should be on your high performers and those you feel you can move into the high performing category.  Those people like the guy described above should not be the main priority.  As the leader/manager, you should be removing obstacles from your team.  It is in this capacity that you will need to deal with the poor performers.

Accountability is key.  Opportunity is also key.  Mostly we describe opportunity as the opportunity for success, but there is an equal chance for failure at every opportunity.  When an employee has quit, we need to engage and see if we can get them back on the team and performing at a high level.  If you can’t, give them opportunities.  Then hold them accountable when they don’t perform to the standard. You have to give them a final chance to show what they can do.  This, of course, assumes that you have effectively communicated to them about their performance and what the standard is.

What if you don’t have the authority to fire?  This certainly complicates things, but only means you now have to convince the person or persons who have firing authority to take action.  This is normally pretty simple.  Document the performance along with any failures to meet standards, and before long the HR department or other supervisors/managers will have to take action.  A big point to include when dealing with this situation is that having employees like this can be detrimental to the culture of the organization, especially if these employees are charismatic and influential.

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Dependent or Empowered Followers

Dependent and empower followers is leadership at two different levels.  The beginning level is where dependent followers thrive.  That first step of leadership is creating followers that are dependent on guidance.  The dependent follower is also at the start of their management and leadership journey.  The first level leader and dependent follower complement each other, they both fulfill the needs of the other.  The first level leader needs people that need them.  They need to experiment together and grow.  Many leaders do not graduate to the next level of leadership.  Some of this is because they’re trying to move to the next level.  They are most likely not even aware they are at the beginning level of leadership and are not deliberately trying to proceed to the higher levels.

The second level of leadership is where the leader begins to realize that dependent followers can be limiting.  This second level of leadership can be evasive as well because a follower that is becoming a leader already will give the leader the illusion that they are in the second level of leadership, but it immediately disappears when this follower moves on to be their own leader.  The second level of leadership is about removing the chains that keep the follower tied to the leader by empowering them.  Cutting the chains and letting them make decisions, run operations, experiment in their own leadership capacity, and learn from mistakes.

What can stop a leader from moving to the second level?  Many things, but mostly ego and pride!  When a leader refuses to let go of power (regardless of the type of power) it traps them in the first level.  The reasons are all the same.  They aren’t ready to lead.  I can’t trust them to do the right thing.  More often than not, the problem is the leader.  They want to feel important, and when you have empowered followers, they need you less and less.  The crazy part is that is a great thing!  Having followers that can perform at a high level because you trained and mentored them should be the goal.  How much more time will you have to grow as a leader and develop better ways to improve your surroundings when you no longer have to always direct your subordinates every move?

My position in the organization is one of constant rotation.  I am constantly faced with new managers and inexperienced managers.  Or managers that have resigned themselves to be micromanagers because they have never known a leader than empowers followers.  Once they trust me and know it isn’t a trick, they flourish like never before.

 

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2 Weeks Ago…I Made a Mistake

I implemented a stupid policy.  In my defense, the intent was to help my managers better plan their days, weeks, months, etc., but it ended up just wasting time.  I had discovered the managers were not very deliberate with their time and there was confusion among the workers.  To help them, each morning I asked the lead to sit with me and go through their plan for the day.  Yes, it is micro-management, but it was designed to be so I could teach them.  Plus, I had a deliberate plan to pull back once I started to see the results I had envisioned and allow even more autonomy than before.

Making a mistake, when we do it, can be one of the hardest things to admit.  But when leaders admit to mistakes it can keep us all from making more errors in the future or at least help keep us humble.  More than anything owning up to a fault will build trust between you and your people.

I’m sure many of you have drilled holes in my plan and have already guessed what the result was.  But for those who have not, it did not go well.  The managers did not plan better, they did not organize their people better, and it did not help them implement actions to better align them with the organizational vision I have established. What my decision did do was force the manager to prepare for the meeting with me instead of making sure their supervisors were given proper directions.  They were spending too much time worrying about how favorable I would judge their plans, and their focus shifted to pleasing me instead of focusing on their people and the organization’s operational needs.

Once I realized the decision did not have the desired effect, I put a stop to it.  And here is the important part.  Instead of telling the managers I saw what I needed to see and they had improved, that they were now organized like I wanted them to be and my idea (like all my ideas) was brilliant, and it worked just like I expected it would, I told them the truth.  Although the idea was an attempt to improve performance and my intentions were good.  The effects of this policy were mostly negative, and even the positive effects were small and insignificant.  In this case, the juice was not worth the squeeze.

Instead of forcing the managers to come to me and be scrutinized about their plans, I go to them.  I observe their operations more and engage them in discussions that are as non-threatening as I can make them.  The intent is still to teach and make things better.  There are drawbacks to this approach, but the manager’s people appreciate a leader that takes an interest in their daily lives and the managers know I’m right there if they need clarification or guidance.  I still get to hear about their plans and how their plans support the organizational vision, but we are much more agile because we have these conversations in real-time.  Everyone has a preference for how they lead, but admitting to mistakes is great.  Your people will not lose confidence in you over a few mistakes.  But if you are making many mistakes they will, and rightfully so.

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6 Steps to Keep Employees

There are many ways to keep employees around.  The key to employee retention is to create an environment that any reasonable employee will enjoy being a part of.  Not every job is glamorous, and many times people do not enjoy what they do.  Creating a happy working environment and having great managers by following the below steps will make things much better!

  1. Track your retention levels

There is no way to effectively manage the retention level in your organization if you do not track it.  The most common goal for employee retention is around 90%, but the reality is every field and organization is different.  The caliber of your staff that are leaving and the critical positions they are vacating might be crippling to your organization even if the number is higher than 90%.  Additionally, a little turnover is a good thing; fresh ideas, fresh perspective, fresh attitude, and the motivation of a new employee can be a great boost to the team!

  1. Culture

Culture is what you make of it.  You can deliberately determine culture, or you can let the culture grow on its own developing into whatever it happens to become.  Most managers do not take an active role in culture, and that is why many organizations have a poor or negative culture.  The first step to changing the culture is to decide what culture you want.  Write it down!  Print it on paper and tape it to your desk or in another area that is visible and read it often.  These parts of the culture you write down will need to guide your decision making.  If you are making policy and decisions, you should ask if your decisions and policies are in line with the culture you are trying to create.  If not, you need to change the decisions or the cultural goals.

  1. Invest in your Employees

Investing in your employees is usually seen as providing them education or training that helps the organization.  And if you can align a person’s wishes or passion and your organization’s goals, then you have the winning formula.  But in many cases, you will have a box packer that wants to be a nurse.  Or a concrete finisher that seeks to be a CPA.  So, in this case giving them training in the field they are currently in, will only get you a marginal improvement.  If you can make it happen, the best thing to do would be to provide aid for your box packer to go to nursing school.  Or give them a week of paid time-off so they can spend some time with a real nurse to see if it is something they want to do.  If you can help your employees realize their dreams, good things will always come back to the organization.  And it is the best thing to do.  Who knows, maybe you can bring him/her back after nursing school to create an on-site nurse position/department.

  1. Recognition

Recognition is one of the easiest things to do, but one of the most neglected.  A formal recognition program is mandatory.  If your company does not have one, then create one.  But outside of the formal program, you need to pay attention to the opportunities presented to recognize high-quality performers.  Add a reminder to your phone on a weekly basis to get out from behind your computer or whatever you are doing and find people doing good things.  Leaders seek out opportunities to thank their people and encourage positive behavior.

  1. Feedback

This is another thing that is easy but often neglected.  Informal feedback is super easy and very powerful.  Formal feedback can be detached and robotic if not done properly.  The key is to have clear examples of the behavior the person displays and use these models to eliminate negative behaviors and reinforce positive behaviors.

  1. Quality evaluations that strengthen the all of the above initiatives

Lastly, build or rework the evaluation system of your organization.  Take the time to review what your evaluations value.  What message do they send? They need to incorporate the new culture, initiatives and measure the performance of your people against the critical standards.

 

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Is Your Professional Development Program Working?

Professional development, like many other topics in organizational management, seems like an easy one.  Just pick the topics you want and have people that are good at them develop a class and teach it.  Easy enough, right?  Well, mostly professional development programs are not effective.  They lack direction, vision, and most of all they are only focused on in chunks.

An excellent professional development program should hit a few key areas.

  1. A deliberate approach to the development of the employees. If you are taking the time to invest in your people, you should take the time to decide what attributes are going to contribute to the goals of the organization or reinforce the behaviors the organization deems valuable.
  2. Evaluate the program. Take time to observe the professional development courses being taught.
  3. Refine the courses and ensure they support the organization’s vision. If you don’t write down the organizational vision, it is easy just to assume you are making decisions that support your decision.  But the opposite is usually true.  If your vision is to create “experts” at whatever job your organization does, but you also create policies that are designed to keep your people from making fundamental decisions, your policies are not supporting your vision of creating experts.  Experts do not need policies to keep from making mistakes with basic functions.  And beginners need room to make mistakes so they can learn from them and the experts.

If your people find your topics boring and there is little support for these professional development events, perhaps you have failed to show they are important.  Also, it is possible they are not interested in these areas because the organization does not value the topics.  They are probably not focused on when looking at performance appraisals or top-performer awards.  If the organization does not value the topics you are trying to develop, the people of the organization will not value the professional development.

Attitude is everything.  Most of a successful professional development program is about the attitude of the people involved.  Having people with a positive attitude and showing enthusiasm about professional development is easier said than done.  But there are ways to create this environment.  The first few classes should have a hand-picked audience.  The audience should be the employees with the best attitude.  By picking those with the best attitude, they will spread the word after the seminar that the material was worth it and they learned something.  At this point, you will have momentum, and you can continue to build off of this success.

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THE LEADER IN THE MIRROR

Robert E. Wood

To find a potential leader in an organization, we usually do not have to go very far. Just about the time you think there aren’t any candidates to fill a leadership position, a guy like me comes along and tries to help you see the not-so-obvious. Leaders are all around us, they just have to be proactively sought out and developed. A shortage of leaders is more often than not due to a shortage of leadership and training. Not everyone can look in the mirror and readily see the leader within even though the reflection could build a great deal of influence if properly coached.

Some leaders didn’t even know they were a leader until someone else enlightened them to the fact, then all of the sudden the unwitting leader begins to focus on his/her teammate’s actions and response to his/her approach. This is the usual progression from someone who was satisfied with their current situation, then is offered an opportunity to take on a larger role in the organization.

When we say a leader’s job is to make more leaders, it’s because leaders aren’t natural born; they’re trained to help others recognize and develop their true potential. Most people, who accidentally do something great, get credit and some positive reinforcement from a leader; usually feel good enough to want to do it again. This is the beginning of the shift to greater influence.

I would rather mentor a multi-disciplined employee who has proven their commitment to the success of the organization over someone with a degree or skill. A degree doesn’t prove competence or commitment and skills can be taught. A leadership team that is focused on reinvesting in their own employees will find more of those employees recognizing the leader in the mirror.

3 Big Problems with Your Managers

Accountability, Goal Setting, and Professional Development. That’s it, very simple to identify and equally important across all professions.  Having great first-level managers and supervisors are the most important positions you can have.  They have a difficult job in trying to translate the organization’s vision & mission into tangible task the employees can accomplish.  Not only that, but they must hold the line of accountability of the employees, support the values of the organization, inspire their people to achieve excellence, and develop and train their replacements. It is a daunting task, so let’s look at how to improve the big three!

Accountability is the foundation a manager operates on.  There are tons of articles and research on this topic, but the bottom line is most managers are rated poor at holding their people accountable.  Accountability starts at the top!  The only way to get better at this is to ensure you are holding people accountable.  It will trickle down from there.  Make accountability the manager and supervisor’s core responsibility.  You must evaluate them on how well they hold people accountable.  Teach them when they make mistakes and let them figure things out.

Goals.  So often we talk about goals and how important they are, yet we fail to identify them or worse, identify them but make them impossible to achieve or measure.  It is not always easy to establish goals.  Goals of perfection are a bad idea.  Do not use them.  Voltaire said, “Perfection is the enemy of good.”  I believe what he means is if you spend too much time on perfection you waste resources that could be used elsewhere to move from 99 to 99.1.  If they were utilized properly, perhaps you could improve another area from 70 to 90%.  See this article about perfection for more reasons why Perfection is Dumb.  Being good enough and not expecting perfection will drive your organization to great success.

Professional Development. The goal of this website is to provide professional development for everyone who wishes to pursue it.  In your organization, there may be little interest in professional development, but you should make it worthwhile. Outside of producing quality content that is, in itself worthwhile, the leaders of the organization need to tie rewards to attending professional development.  It cannot be mandatory but must be highly encouraged.  Tying it to performance evaluations, bonuses, and awards will give it the importance it deserves and will begin to change the culture of the organization to where it values it intrinsically.

One thing to note is that all three of these subjects must be worked on simultaneously.  Working on them independently in a vacuum will not bring about the results you are looking for.  They complement each other and feed off one another.  To maximize the effects, they must be considered a single item with three parts.

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