Tag Archives: trust

Inspirational 3 Minute Speech by Stacy Kramer at TED

12 Dec

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HR Article :- 7 Effective Ways to recognize your People

1 Dec

Employee recognition is a much talked about, but often overlooked part of the workplace. Recognizing and rewarding your employees can be a slippery slope to navigate and sometimes it seems that managers either get it, or they don’t. If recognition is not sincere and genuine, your employees will know it.

 

 

7 Tips for Recognizing Your Peeps – this list isn’t about expensive ways to reward your employees because we know you can figure that out, but more subtle no-cost ideas that educate, motivate and inspire your team because a happy, invested team will always outperform a bunch of bitter Betty’s!

7 Tips for Recognizing Your Peeps

  1. Give ‘Em the 411: Informed peeps are empowered. Many managers make the mistake of keeping all the information to themselves. Instead, share information with your team. Fill them in on how your organization is doing, what the future holds and how they play a part in it. By giving your peeps information, you empower them to make informed, confident decisions and choices, which not only benefit them, but your organization.
  2. Miss (or Mr.) Independent: How many people like being micromanaged? Not too many! Employees value independence, so give it to them. When you work with your peeps to tell them what needs to be done and then give them the ability to decide how to do it, you increase their independence and ability to take more ownership of their role.
  3. Be Gumby: Everyone appreciates flexibility in their work whether it’s working flex hours, working from home or something else. This can be very motivating and shows you trust your peeps. In workplaces where this may not be possible, find ways to be flexible and your employees will respond.
  4. Give Me More: We all know training and development happen in real-time, on the job. Provide your peeps lots of opportunities to grow and learn by investing in their development and provide them stretch goals. It shows your peeps that you trust, respect and want the best for them. You’ll be rewarded when they perform at higher levels with each opportunity.
  5. Decisions, Decisions: How does it feel when all the decisions are made for you? Not so much eh? Well, your peeps are closer than anyone to the work they do so they are really the best decision makers. Sometimes as managers we make the mistake of deciding for our employees. Take a step back and ask them what they think and what they recommend. They’ll be more involved in the process and therefore more invested in the outcome.
  6. How Am I Doing? Everyone wants to know how they are doing at any time so hold frequent check-ins throughout the year so you can have honest conversations about your peeps performance. Take the time to share what they are doing well and what could use some work. Also, remember to share great feedback with the leadership team of your company so they’re aware of the contributions your peeps are making. The more feedback you give your employees, the more they will be equipped to respond to the needs of your organization.
  7. Celebrate! Often we are so busy strategizing, working and executing that we cruise through the year without taking the time to celebrate all the success along the way. Remember, if you celebrate often you’ll get more back in return and you’ll foster a culture of recognition.

How are you recognizing your peeps? I’d love to hear.

Regards,

Pinal Mehta

HR Article :- Managing the Star Performer No One want to work

17 Oct

Behold the star performers! Able to surpass goals without breaking a sweat, quick to grasp new organizational missions, brighter than 90 percent of their colleagues, these special employees are technically superior to, well, even their superiors.

But like most superheroes, star performers may have a dark side. What if the best, fastest employee has a few quirks that set the rest of the team on edge? Is it worth poisoning a culture to retain an employee whose behavior isn’t consistent with the organization’s values? And if a star performer is truly outperforming his or her peers, how can the talent manager justify redirecting his or her behavior?

Tiziana Casciaro and Miguel Sousa Lobo – authors of the Harvard Business School study “Competent Jerks, Lovable Fools, and the Formation of Social Networks” – said people who like each other typically share similar values and ways of thinking, making it difficult to generate fresh ideas. Further, most individuals avoid skilled but unpleasant colleagues, leaving competent jerks’ expertise untapped.

The authors contend most employees would rather work with someone less competent because that person may be more pleasant, more open to other’s ideas and more willing to share their own. They may even be perceived as more trustworthy.

Talent leaders might consider the following tips to help solve star-performer issues:

1. Hold employees accountable for what they do and how they do it.
Rick Lepsinger, president of OnPoint Consulting, understands firsthand how difficult dealing with star performers can be. Ed* generated nearly triple the revenue of his peers but treated people badly. Lepsinger was hesitant to address this issue because of Ed’s performance. But not acting sooner was a mistake because Ed was a gossiper who damaged morale and other employees’ productivity.

“As soon as I became aware of the behavior and its impact I should have told Ed, ‘I love your work, but your treatment of others is not how we do things around here. Your behavior needs to change immediately,'” Lepsinger said.

How employees treat one another is as important as their revenue-generating ability. Lepsinger said the key to managing employees like Ed who are top producers but who poison the team culture is consistency and holding them accountable for their behaviors, as well as their performance targets.

“Managers must be willing to risk losing the employee,” he explained. “To not hold everyone accountable for their behavior undermines the company’s values and turns them into meaningless platitudes.”

2. Recognize team performance, not just star performance.
Top performers often get recognition that can overshadow the hard work of others who supported them. To address this, develop a team-based performance-recognition system.

“When someone helps another person, that person should be acknowledged and thanked,” said Executive Coach Lauren Sontag. “Sometimes the star performer may need to be reminded of the long-term benefits of sharing credit, rather than taking full credit.”

3. Use 360 tools as a feedback mechanism.
Star performers need to know they will face consequences for negative behavior. Using 360 tools is like holding up a mirror so the star performer can see the results of their actions. It is equally important to have direct feedback sessions with star performers so they know the exact consequences of not changing their behavior.

4. Ensure star-performer criteria are known and shared.
That criteria is based on the cultural norms of each company. Ted Elias, director of talent management at TIAA-CREF, has helped others face this challenge.

Elias once consulted with Sandy*, a star performer who came from a large, results-driven, hard-charging pharmaceutical company. Sandy moved to a nonprofit organization that valued relationships first, results second. She is still struggling to adjust her style to her new environment. “My challenge is to help Sandy understand the new norms of the organization and what it will take for her to excel in this environment.

“Sandy’s company should ensure that ‘relationship orientation’ is identified as a leadership value, and it should articulate where ‘driving for results’ stands relative to other values,” Elias said.

5. Set expectations of appropriate behavior for all employees during the selection process.
Some selection processes include conducting assessments to determine if the candidate is a team player, how he or she reacts to recognition, as well as coaching ability.

6. Hold managers accountable for helping the star performer change his or her behavior.
Most star performers are excellent at what they do. But like Lepsinger, sometimes managers are reluctant to hold them accountable for unacceptable behavior.

Christine Birnbaum, director of organizational effectiveness at New York Life Investment Management, said, “Even if an employee does the work of three people, they may need to change their behavior, or it can be a career ender for them. Some managers used to say, ‘Well, that’s just how she is.’ That justification is no longer accepted. The manager is accountable for communicating this through performance appraisals, ongoing coaching and individual development plans.”

Birnbaum worked with a senior star performer who had a habit of unmercifully attacking others if their performance was not up to his standards. Rather than focus on aspects of the employee’s performance requiring improvement, the star performer would berate the employee, use unnecessarily harsh and inappropriate language and create an antagonistic environment.

“I went to his manager to make him aware of this behavior and indicated this needed to be addressed immediately,” she said. “I also emphasized that the manager was accountable for working with the individual to change their behavior.”

7. Pay attention to interpersonal skills.
Star performers often have come up through the ranks by producing, producing, producing and churning stuff out – and neglecting the grooming of their interpersonal relations.

“In general, they are not mean people, but they may not relate well to colleagues, and then don’t understand when their career stalls,” said Sontag. Further, at some point technical expertise is assumed and leadership skills become more important.

How do you help star performers understand they need to create relationships? “Frankly, it usually takes them running into walls for awhile,” said Sontag. “I help coach them by ensuring they know who their stakeholders are and who is important in their career. In some cases, I put a greater priority on social activities, such as lunches with business associates, and less of a priority on e-mails as a way to communicate. I literally help them regiment their social interactions.”

8. Isolate the star performer’s role.
Consider modifying the person’s role to become more of an expert, individual contributor or one-person function. Ensure the new role will highlight the star’s best qualities and will minimize a negative impact on the rest of the organization. Again, be sure to communicate why this change is happening by emphasizing the star’s good qualities and developmental needs. Without this direct feedback, the star’s glow may eventually fade.

Sometimes, talent managers need to hit ’em in the pocket book. It can be tempting for a star performer to ignore unflattering feedback when he or she is bringing in a tremendous amount of revenue. After giving direct feedback to a star performer, sometimes the manager needs to cut the bonus and, again, explain why.

9. Encourage a star performer to fail.
Star performers literally can be trapped by their accomplishments. When people don’t know something, they often are more open to learn. But when people know something quite well, they are often invested in being an expert. That can be limiting.

Encourage the star performer to take risks, try new assignments, jobs and work styles.

During her June Harvard University commencement speech, J.K. Rowling, author of the Harry Potter book series, said, “The knowledge that you have emerged wiser and stronger from setbacks means that you are, ever after, secure in your ability to survive. You will never truly know yourself, or the strength of your relationships, until both have been tested by adversity. Such knowledge is a true gist, for all that it is painfully won, and it has been worth more to me than any qualification I ever earned.”

Being smart, exceeding goals, creating unique strategies and surpassing performance expectations is not enough.

The star performer also should have superior interpersonal skills and a keen awareness of how his or her actions impact others.

[About the Author: Susan Kushnir is an organizational development specialist for the Visiting Nurse Service of New York.]

Regards,

Pinal Mehta

HR Article – 25 Behaviors that lead to mistrust

17 Oct

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25 behaviors that lead to mistrust
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“Trust men and they will be true to you; treat them greatly, and they will show themselves great.” — Ralph Waldo Emerson

All of life is relationship – even life at work. And the most critical, foundational building block of a team is trust. Without trust most teams are really disparate collections of individuals called groups. The element that creates or erodes trust is your individual behavior. Trust can support teams to go the extra mile, work for the greater good of the team and the organization, foster open and honest communication and engender mutual respect and support. Distrust, on the other, often stems form a “me first” mind-set that leads to destructive conflict, egoism, and a “going through the motions” attitude.

As trite and worn as the statement “There is no ‘I’ in team.” is, its a fact of life at work that when trust is lacking among team members, they spend inordinate amounts of time and energy resisting others’ inappropriate behaviors, reacting to others’ disingenuousness, playing politics, resisting meetings, and feeling reluctant to ask for, or give, support.  In a culture characterized by mistrust, relationships suffer and when relationships suffer, performance, production and profits suffer. So, how might you be contributing to mistrust on your team?

Here are 25 behaviors that contribute to creating mistrust on your team:

1. You fail to keep your promises, agreements and commitments.
2. You serve your self first and others only when it is convenient.
3. You micromanage and resist delegating.
4. You demonstrate an inconsistency between what you say and how you behave.
5. You fail to share critical information with your colleagues.
6. You choose to not tell the truth.
7. You resort to blaming and scapegoating others rather than own your mistakes.
8. You judge, and criticize rather than offer constructive feedback.
9. You betray confidences, gossip and talk about others behind their backs.
10. You choose to not allow others to contribute or make decisions.
11. You downplay others’ talents, knowledge and skills.
12. You refuse to support others with their professional development.
13. You resist creating shared values, expectations and intentions in favor of your own agenda; you refuse to compromise and foster win-lose arguments.
14. You refuse to be held accountable by your colleagues.
15. You resist discussing your personal life, allowing your vulnerability, disclosing your weaknesses and admitting your relationship challenges.
16. You rationalize sarcasm, put-down humor and off-putting remarks as “good for the group”.
17. You fail to admit you need support and don’t ask colleagues for help.
18. You take others’ suggestions and critiques as personal attacks.
19. You fail to speak up in team meetings and avoid contributing constructively.
20. You refuse to consider the idea of constructive conflict and avoid conflict at all costs.
21. You consistently hijack team meetings and move them off topic.
22. You refuse to follow through on decisions agreed upon at team meetings.
23. You secretly engage in back-door negotiations with other team members to create your own alliances.
24.  You refuse to give others the benefit of the doubt and prefer to judge them without asking them to explain their position or actions.
25. You refuse to apologize for mistakes, misunderstandings and inappropriate behavior and dig your heels in to defend yourself and protect your reputation.

When you show up in integrity, authentically and allow your vulnerability, others will see you as genuine, warts and all. As such, your teammates will begin to trust you and gravitate towards you as you have created a personal container of safety in which others feel they can relate to you in an equally genuine fashion.

Communication and true teamwork is a function of trust, not technique. When trust is high, communication is easy and effortless. Communicating and relating are instantaneous. But, when trust is low, communicating and relating are efforting, exhausting, and time and energy consuming.

Finally, no one wants to give 100% to someone they can’t trust. Period!

So, some questions for self-reflection are:

* How deeply do you trust your own guidance?
* Do you trust that you know what’s best for you?
* Do you often find yourself needing to be in control?
* Do you feel the people in your life should think, feel and behave as you do?
* Are fear, doubt and anxiety a large part of your life?
* Where or when do you feel not good enough or not worthy enough?
* Do you generally feel most folks can’t be trusted?
* What would your life be like if you substituted trust for fear?
* Would you describe yourself as one who has a well-honed capacity to trust, be non-judgmental, and compassionate?
* Would folks describe you as a good listener? How do you know?
* Are you trustworthy?
* What does trust mean to you?
* On what do you base your notion of trust?
* Do you believe others, if asked, would say they trust you?
* Why is trust easy or difficult for you?
* What does someone have to do for you not to trust them?
* Do you have a lot of rules that have to be met before you trust someone?
* What was your experience around trust like when you were growing up?
* Have you ever been told, directly or indirectly, that you can’t be trusted? If so, what was that like?

The chief lesson I have learned in a long life is that the only way to make a man trustworthy is to trust him; and the surest way to make him untrustworthy is to distrust him and show your distrust.” ­ Henry L. Stimson