Sunday, February 16, 2014

The Trouble With Hanging On To Workplace Misfits

It would be ideal if recruiting worked perfectly and all new hires were perfect assets to your specific workplace culture. But that's not ever going to be the case. We humans are a widely varied bunch and every process — recruiting, onboarding, and management — is dictated by the uniqueness of the people involved.

So there are always going to be some new hires that in due time reveal themselves as inappropriate to the requirements and spirit of your workplace culture. And typically, all too often, these people are kept on and on and on until the inevitable has to happen. They must be let go. But usually this follows months and even years of team upheaval, manager distress and disappointment, and of course inadequate work ethic and output.

What's the problem? Why is it so hard to pull the plug on these folks early on?

Three Key Management Traps:

1 - False Hope

You believed in the person when you agreed to hire him/her, so you want to give that person as much time and freedom to get acclimated and prove you were correct in your decision. You know it's often challenging at first when someone joins an existing team or takes over for a leader that has now left the company or been promoted to new stature and greater responsibilities.

So you continue to hope that all will be well — in due time — even when the signals start to appear that it won't. After all, you are terrifically busy and you don't want to believe that you made a mistake and now have to let this person go and hire someone new. After all, that's going to be a drag on your time AND on your ego AND on your professional reputation. 

2 - Not Wanting To Hurt Anyone's Feelings

Most people would prefer to never hurt anyone's feelings or upset the status quo. And business managers and supervisors are no different. So rather than bring up the evidence that someone is having a difficult time, or is acting out their dissatisfaction by coming late to meetings, refusing to be present in team meetings by monkeying around in their iphone, or routinely turning in their work after the deadline you wait, you put off the "big talk for small boys/girls."

And it just gets worse. And worse. And even worse. Until you absolutely have to take action or your entire team or company will be all over you to do something.

3 - Hating To Admit The Mistake In Hiring

It's not just that you have to face having confrontational conversations with the misfit in question, you also have to come to terms with the fact tat you got it wrong during the recruiting process. And even if you inherited the person when their former manager left the company or got promoted, you still had faith that everything would work out.

But now there's no room for turning a blind eye, hoping against hope that you will be redeemed as having made a good decision in bringing the person on and/or having hoped they will turn themselves around and become reformed. You must accept defeat and it feels terrible.

So what to do the next time!?

Three Management Misfit Musts

1 - Address Issues Immediately

The biggest mistake managers make is to wait to bring up problems. It gives both people a false sense of optimism that everything will be alright when it isn't now and may never be. Nip problems in the bud, as they say, and you'll be way ahead of the game when the person does step up to the plate OR they continue to spiral downhill making their exit a foregone conclusion.

2 - Allow Only One Second Chance

The second biggest mistake we see is managers waffling about what to do. They announce one thing ("You have to meet the next deadline or we'll need to meet with HR.") and then do something else ("I appreciate that there was some difficulty in your family this past month, perhaps you can get everything on track now.") leaving the managee to believe they have many more options and/or chances going forward and therefore making the task of letting them go more prolonged and more painful—for both of you.

3 - Cut The Connection ASAP

We've seldom seen a PIP (performance improvement program) lead to someone turning it around and being able to stay on the job. We're not saying never do it, but it's cleaner and more in keeping with fair treatment to let the person go, allowing HR to take care of the specific details, so that the person can get on with their professional life and you can move on to recruit a more appropriate replacement. The sooner you can come to the conclusion that the person will not ever be a good culture fit, the better for everyone involved.

The key to moving forward with less pain and considerably reduced use of your precious time is to remember that almost never do people change their stripes in order to fit in where they don't actually belong in the first place.

I look forward to hearing about your experiences with having to let misfits go.

Thanks to Judith Sherven, PhD / LinkedIn
http://www.linkedin.com/today/post/article/20140203064008-85384926-the-trouble-with-hanging-on-to-workplace-misfits

Friday, February 14, 2014

Designing The Smart Organization: How Breakthrough Corporate Learning Initiatives Drive Strategic Change And Innovation By Roland Deiser

Designing the Smart Organization: How Breakthrough Corporate Learning Initiatives Drive Strategic Change and Innovation

Designing The Smart Organization: How Breakthrough Corporate Learning Initiatives Drive Strategic Change And Innovation By Roland Deiser

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Filling a gap in the literature, this book offers an innovative interdisciplinary approach to learning for corporate strategic development, linking the domains of strategy, organizational design, and learning. To demonstrate how this process drives the boundaries of the practice way beyond the established notion of simple training and management education, the book is filled with detailed case studies from leading global organizations, including Siemens, ABB, BASF, the US Army, PricewaterhouseCoopers, EADS, Novartis, and more. These studies reveal how large-scale corporations are using the power of dynamic corporate learning approaches to drive innovation, enhance cultural values, master post-merger integration, transform business models, enhance leadership culture, build technological expertise, foster strategic change processes, and ultimately increase bottom line results.

For any company that wants to compete in the 21st century, Designing the Smart Organization offers inspiring perspectives for integrating corporate learning as a core business practice that will create sustainable strategic and organizational capabilities.

Product Details
  • Amazon Sales Rank: #715458 in eBooks
  • Published on: 2009-10-01
  • Released on: 2009-10-01
  • Format: Kindle eBook
Editorial Reviews

From the Inside Flap

Designing the Smart Organization

Increased competition in the international marketplace and the volatile and ever-changing economic landscape have put the spotlight on corporate learning as a business function that can help determine and sustain long-term business success.

Written by Roland Deiser—an internationally acclaimed expert on building strategic capabilities into large-scale systems—Designing the Smart Organization outlines an innovative paradigm of corporate learning that can help any organization achieve remarkable results. In this groundbreaking book, Deiser abandons the traditional thinking about corporate learning and redefines it as the core engine for building sustainable "strategic competence" into the DNA of a firm. Thus corporate learning becomes an indispensable enabler of continuous strategic innovation and change.

Designing the Smart Organization provides a framework for a more comprehensive and strategic perspective of the corporate learning agenda that puts special emphasis on integrating learning interventions with the strategic process of the firm. To demonstrate how this process drives the boundaries of the practice way beyond the established notion of simple training and management education, the book is filled with case studies from leading companies and organizations including ABB, EADS, Siemens, Novartis, BASF, Pricewaterhouse-Coopers, and the U.S. Army. These studies reveal how leading large-scale and cutting-edge global corporations are using the power of dynamic corporate learning approaches to drive innovation, enhance cultural values, master post-merger integration, transform business models, build technological expertise, foster strategic change processes, and ultimately increase bottom-line results.

For any company that wants to compete in the twenty-first century, Designing the Smart Organization offers inspiring perspectives for integrating corporate learning as a core business practice that will create sustainable strategic and organizational capabilities.

From the Back Cover

Designing the Smart Organization

How breakthrough corporate learning initiatives drive strategic change and innovation

Roland Deiser

Praise for Designing the Smart Organization

"Without any qualification and only with heartfelt enthusiasm, this book should be read immediately by every leader in every institution. My excitement is based on three profound contributions that Deiser's book offers: 1) the single best argument and summary of 'organizational learning' and its significance, 2) ten brilliant and powerful case studies which illustrate his concepts and tremendously practical action steps, 3) this book is especially useful right now in these times when all organizations are facing uncertainty, chaos, and crises. What could be more important to organizational systems and their leaders than to learn, adapt, and recover from these setbacks!"
—Warren Bennis, Distinguished Professor of Business at the University of Southern California, author of On Becoming a Leader, and coauthor of Transparency and Judgment

"A smart, useful book; but it is more than just that. With logic and examples, Roland helps us realize just how much we must regrind our lenses for seeing how deep learning can naturally happen in an organization if we just move beyond traditional notions of corporate training and re-conceive learning as a strategic imperative. I highly recommend this book for any corporate leader who wants to succeed in a rapidly changing world."
—John Seely Brown, independent co-chairman, Deloitte Center for the Edge; former chief scientist of Xerox Corp and director of its Palo Alto Research Center (PARC); and coauthor, The Social Life of Information and The Only Sustainable Edge

"[This book is] filled with knowledge and insight about the challenges learning organizations face in the transition from a traditionalist mindset to a forward-looking perspective on learning strategy. If learning organizations can't make this leap they are likely to be relegated to the back office."
—Michelle Marquard, director, corporate learning, Cisco Systems, Inc.

About the Author

Roland Deiser is the founder and executive chairman of the European Corporate Learning Forum (ECLF) and serves as a senior fellow at the Center for the Digital Future at the University of Southern California Annenberg School of Communication. He is an internationally recognized expert on strategy, organizational design, and innovation, with a focus on building strategic capabilities into large-scale systems. His professional work is strongly rooted both in both academia and practice.

http://astore.amazon.com/amazon-book-books-20/detail/B002RMSZ5G

 

The Essential Guide For Hiring & Getting Hired By Lou Adler

The Essential Guide for Hiring & Getting Hired

The Essential Guide For Hiring & Getting Hired By Lou Adler

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This book is written for everyone involved in the hiring process.
 
It will help hiring managers and recruiters find and hire more top-notch people for any job, from entry-level to senior executive. Using the two-question Performance-based Interview, anyone who is involved in assessing candidates will quickly be more effective and more accurate.
 
Just as important, it will help job-seekers find better jobs by giving them an inside view of how most companies look for, assess and hire new employees. Hiring top talent starts by clarifying expectations up front. This has been shown to be the primary reason people perform at peak levels. This book is based on the Performance-based Hiring process Lou Adler introduced in his Amazon bestseller, Hire With Your Head.
 
Performance-based Hiring is now used around the world in small and large organizations and companies. However, it is a non-traditional hiring process. Performance-based job descriptions--which we call performance profiles--replace the commonly used skills- and experience-based job descriptions. Instead of emotions, feelings and biases, evidence is used to assess competency and fit within the organization. Rather than weed out people who don't posses some arbitrary list of prerequisites, compelling career messages are used to excite and attract the best.
 
Due to this unconventional but commonsense approach, David Goldstein of Littler Mendelson, the largest labor firm in the U.S., was asked to review Performance-based Hiring and provide a general statement of validity. Here's his summary:
 
"Because the Performance-based Hiring system does differ from traditional recruiting and hiring processes, questions arise as to whether employers can adopt Performance-based Hiring and still comply with the complex array of statutes, regulations, and common law principals that regulate the workplace. The answer is yes.
 
In particular: 

  • A properly prepared performance profile can identify and document the essential functions of a job better than traditional position descriptions, facilitating the reasonable accommodation of disabilities and making it easier to comply with the Americans with Disabilities Act and similar laws.
  • Even employers that maintain more traditional job descriptions may still use performance profiles or summaries of performance profiles to advertise job openings. Employers are not legally required to post their internal job descriptions when advertising an open position. Nor is there any legal obligation to (or advantage in) posting boring ads.
  • Focusing on Year 1 and Beyond criteria may open the door to more minority, military, and disabled candidates who have a less 'traditional' mix of experiences, thereby supporting affirmative action or diversity efforts.
  • Conducting performance-based interviews ensures that the interviews will be structured and properly focused and minimizes the risk of an interviewer inquiring into protected characteristic. Moreover, since the performance-based interviews are conducted pursuant to a common methodology, one is assured that the candidates are being fairly compared.
  • Performance-based interviewing promotes fair consideration of the different skills and experiences that each candidate has to offer--which is essential to promoting diversity."
Performance-based Hiring can help companies find and hire the best talent available. On the other hand, understanding how companies make these critical decisions can help job-seekers navigate these tricky waters, the poorly designed hiring processes still in use. But no matter which side of the hiring desk you are on, hiring the right person or getting the right job will increase satisfaction, performance and motivation. All it takes is a little common sense, which surprisingly seems in short abundance in the world of hiring.

Product Details
  • Amazon Sales Rank: #11199 in Books
  • Published on: 2013-04-24
  • Original language: English
  • Binding: Paperback
  • 280 pages
Editorial Reviews

About the Author
Lou Adler is the president of The Adler Group (www.louadlergroup.com), an international training and consulting firm helping companies implement Performance-based Hiring. He is the Amazon bestselling author of "Hire With Your Head" (John Wiley & Sons, 3rd Edition, 2007), the Nightingale-Conant audio program "Talent Rules! Using Performance-based Hiring to Hire Top Talent" (2007) and "The Essential Guide for Hiring & Getting Hired" (Workbench 2013). Adler is a noted recruiting industry expert, international speaker, and columnist for a number of major recruiting and HR organization sites including SHRM, HRPA, SMA, ERE, LinkedIn, Kennedy Information and HR.com. He holds an MBA from UCLA and a BS in Engineering from Clarkson University.

http://astore.amazon.com/amazon-book-books-20/detail/0988957418

 

Thursday, February 13, 2014

Joy, Inc.: How We Built A Workplace People Love By Richard Sheridan

Joy, Inc.: How We Built a Workplace People Love

Joy, Inc.: How We Built A Workplace People Love By Richard Sheridan

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The moment you walk into Menlo Innovations, you can sense the atmosphere full of energy, playfulness, enthusiasm, and maybe even . . . joy. As a package-delivery person once remarked, "I don't know what you do, but whatever it is, I want to work here."

Every year, thousands of visitors come from around the world to visit Menlo Innovations, a small software company in Ann Arbor, Michigan. They make the trek not to learn about technology but to witness a radically different approach to company culture.

CEO and "Chief Storyteller" Rich Sheridan removed the fear and ambiguity that typically make a workplace miserable. His own experience in the software industry taught him that, for many, work was marked by long hours and mismanaged projects with low-quality results. There had to be a better way.

With joy as the explicit goal, Sheridan and his team changed everything about how the company was run. They established a shared belief system that supports working in pairs and embraces making mistakes, all while fostering dignity for the team.

The results blew away all expectations. Menlo has won numerous growth awards and was named an Inc. magazine "audacious small company." It has tripled its physical office three times and produced products that dominate markets for its clients.

Joy, Inc. offers an inside look at how Sheridan and Menlo created a joyful culture, and shows how any organization can follow their methods for a more passionate team and sustainable, profitable results. Sheridan also shows how to run smarter meetings and build cultural training into your hiring process.

Joy, Inc. offers an inspirational blueprint for readers in any field who want a committed, energizing atmosphere at work—leading to sustainable business results.

Product Details
  • Amazon Sales Rank: #16107 in Books
  • Published on: 2013-12-26
  • Released on: 2013-12-26
  • Original language: English
  • Number of items: 1
  • Dimensions: 1.00" h x 6.30" w x 9.10" l, 1.05 pounds
  • Binding: Hardcover
  • 288 pages
Editorial Reviews

Review

"Joy, Inc. is a marvelous title, sure. But this masterpiece delivers and delivers and delivers. I beg you to keep taking deep breaths and imagining the world that Richard Sheridan reveals. Then . . . give it the best shot you can. I do truly beg you."
Tom Peters, coauthor, In Search of Excellence

"Redefining management, the way Richard Sheridan did at Menlo Innovations, is a big task. But with the direction and inspiration he provides in Joy, Inc., you can tap into your team's trust, enthusiasm, and energy to successfully build your own stronger organization."
Captain D. Michael Abrashoff, author, New York Times bestselling It's Your Ship

"Sheridan and his colleagues at Menlo Innovations have created one of the world's most inspiring—and productive—workplaces, and he reveals its secrets in this highly readable and thought-provoking book. Joy Inc. is about a way of organizing work so logical, so effective, and so rewarding that you have to wonder why everyone doesn't do it. Maybe now they will."
Bo Burlingham, author, Small Giants, and editor at large, Inc. magazine

"Readers who have experienced lean or agile software development may recognize the tools Sheridan used to create a totally different organizational model. But make no mistake—bringing them to life to create a joyful workplace is an act of leadership and teamwork, not implementation. Joy, Inc. shows us how the right intentional culture, combined with the right systems of management, can bring joy and exceptional business success."
Jeffrey Liker, author, The Toyota Way

"Joy, Inc. is the next step in the evolution of leadership and organization theory. And how appropriate that it comes from Menlo Innovations, the namesake of Edison's 'invention lab.' Sheridan offers not only a manifesto for elevating the soul of organizations but a trail guide from a skilled explorer to help us follow his lead."
Joseph Grenny, coauthor, Influencer

"An amazing book about a stunning idea. Can you deliberately create a corporate culture that challenges every conventional wisdom on how a workplace should and must operate—while simultaneously skyrocketing performance? Sheridan says yes, and outlines how he and his team he did it. It's a riveting story that left me deeply inspired."
Frans Johansson, author, The Click Moment, and CEO, The Medici Group

About the Author

RICHARD SHERIDAN is CEO and cofounder of Menlo Innovations, which has won the Alfred P. Sloan Award for Business Excellence in Workplace Flexibility for six straight years and five revenue awards from Inc. magazine. He frequently speaks at business conferences and to major corporations such as Mercedes-Benz, Nike, and 3M.  He lives in Ann Arbor, Michigan.
 
 
 

The Confidence Gap: A Guide To Overcoming Fear And Self-Doubt By Russ Harris

The Confidence Gap: A Guide to Overcoming Fear and Self-Doubt

The Confidence Gap: A Guide To Overcoming Fear And Self-Doubt By Russ Harris

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Too many of us miss out on opportunities in life because we lack self-confidence. Whether it's public speaking, taking on a leadership role, or asking someone for a date, there are situations in which we just don't feel equipped to handle the challenges we face.

Russ Harris offers a surprising solution to low self-confidence, shyness, and insecurity: Rather than trying to "get over" our fears, he says, the secret is to form a new and wiser relationship with them. Paradoxically, it's only when we stop struggling against our fearfulness that we begin to find lasting freedom from it.

Drawing on the techniques of Acceptance and Commitment Therapy (ACT), a cutting-edge form of cognitive-behavioral therapy, The Confidence Gap explains how to: 

   • Free yourself from common misconceptions about what confidence is and how to build it
   • Transform your relationship with fear and anxiety
   • Clarify your core values and use them as your inspiration and motivation
   • Use mindfulness to effectively handle negative thoughts and feelings.

Product Details
  • Amazon Sales Rank: #22319 in Books
  • Published on: 2011-09-13
  • Released on: 2011-09-13
  • Original language: English
  • Number of items: 1
  • Dimensions: .73" h x 6.33" w x 8.93" l, .85 pounds
  • Binding: Paperback
  • 240 pages
Editorial Reviews

Review
"This book could save you years of psychological struggle, yank you out of negative emotional patterns, and help propel you to a much happier, more productive life."—Martha Beck, author of Finding Your Own North Star

"An exciting alternative to the usual approach of so many self-help books. Harris explains how we can work with ourselves as we are, rather than aggressively trying to alter ourselves. I'm impressed by the simple and effective methods of ACT."—David Richo, PhD, author of How to Be an Adult in Relationships

"One of the most hopeful (and helpful) messages we can take away from this book is this: we can learn to do the things that matter, even when our minds say it's not possible."—Spirituality & Health

About the Author
Dr. Russ Harris is a physician, therapist, and speaker specializing in stress management. He travels nationally and internationally to train individuals and health professionals in the techniques of ACT. Born and educated in England, he now lives in Australia. For more information, visit actmindfully.com.au.

http://astore.amazon.com/amazon-book-books-20/detail/1590309235