Foundation for Success

I tend to be one of those people that does better both in my personal and professional life when I know where I am going. I like to set goals and I believe that I am set up for success when I have some guidelines.

You can develop you own roadmap by answering these questions:
1. Do you know who you are?
2. Do you know where you’ve been?
3. Do you know where you are going?
4. Do you know how you are going to get there?

The answers to these simple questions set the foundation for your development.

Inclusive Cultures

I read an interesting article in a recent issue of Colorado Biz magazine that made an argument for inclusive work cultures. The author, Caroline Turner states that to achieve an inclusive culture and so engage more of the work force, both male and female leadership needs to be encouraged.

The article seemed timely since I am facilitating a leadership program for a client in Washington and this afternoon was the module on Appreciating Differences. During this module, we spend several hours discussing how to create a culture of inclusion. The conversation was dynamic and open, and while we discussed all sorts of diversity topics, we did spend a reasonable amount of time discussing women in leadership roles.

There are so many strengths in the feminine style of leadership. Feminine leaders tend to share power and credit for success. Rather than build hierarchies, women are likely to build more inclusive networks. We tend to be relational and collaborative and focus on the process as well as the end game and influence through persuasion and inclusion.

Masculine leaders provide value as well; they tend to exhibit more self-confidence and to be more goal-focused, more direct and less emotional. Their more hierarchical approach offers clarity and order. Their direct style of influence and managing conflict is efficient, and their competitive spirit can enhance focus and effort.

Organizations with both male and female leaders demonstrate multiple ways of getting things done and enable more people to feel valued and heard and they increase their own ability to create an engaged workforce.

Part II: The Employee Free Choice Act and HR Strategy

High level, The Employee Free Choice Act removes the right to a confidential ballot and makes it easier for unions to organize. It will change our workplace dramatically, our manager/employee relationships, and the HR function. Here are my suggestions for HR professionals:

1. Educate yourself and understand the ramifications of the Employee Free Choice Act.
2. Be ready to partner. It is likely this act will pass in the near future. HR professionals need to begin to strategize how to effectively handle the changes.
3. Develop your leaders. If your leadership is developing your employees, they will be less likely to be interested in joining the union. When your managers are given the necessary tools to lead your organization, you will have better performing, engaged and motivated employees. EPI suggests the following modules for leadership development: Performance Management, Coaching, Developing Employees, Communication, Conflict Management, Diversity, Team Building, Hiring, and so on.
4. Invest in your employees. Train employees and give them the opportunity to develop new knowledge, skills and abilities. This can be done through both technical and soft skills training. Mentoring programs are another cost effective way to engage employees and increase performance. Additionally, if leadership has an open door and is providing coaching and feedback to employees, they will be more satisfied.
5. Advocate for employees. HR professionals must be strategic and partner with department leaders to assist them with employee performance and development to contribute to the bottom-line.

Part I: The Employee Free Choice Act and HR Strategy

HR has become more strategic over the years. In fact, the chief HR executive often reports directly to the CEO. Now that HR has made advances and proven itself to impact overall company performance, it needs to strategize how to handle the Employee Free Choice Act that is presently being considered in Congress.

According to the U.S. House Committee on Education and Labor report, the Employee Free Choice Act is “allowing employees to make their own decision about whether they want to bargain together; to advocate for fairer wages, benefits, and working conditions without the threat or fear of harassment and retribution or fear of losing their livelihood.” Under current U.S. labor law, the card check process begins when an employee requests blank cards from a union and then requests signatures on the cards from colleagues. If at least 30% of employees sign the cards, the employer may request a secret ballot election.

Unions are moving toward publicly-signed cards, making it easier for unions to organize. HR leaders need to concern themselves with this Act and determine a plan for how to strategically partner with labor unions should this bill pass. Overall, HR should be aware of the following: private-ballot votes may be removed; requirements for companies to submit to binding arbitration; and, increased penalties for unfair labor practices. With this bill, many HR professionals may question the survivability of their positions.

We’ve faced this before. When HR was playing the traditional role, we questioned our survivability. So, we became more strategic. This current landscape tells us that we must adjust once again.

Interested in knowing what you can do as an HR professional? I’ll let you know more in my next blog.

Ac-Cent-Tchu-Ate the Positive

Earlier this week was a first for my professional life. I attended an Appreciating Differences workshop put on in our offices. As a novice in the training and development industry, it was all new to me. And I came away with a renewed respect for my coworkers, who have heard this content many times before but who participated with gusto.

I won’t go so far as to say that the content was a revelation, but it was certainly thought-provoking. The most “aha” moment for me came during a discussion about how as a manager, team member, and person, you may be surprised at the results if you start every conversation from a perspective of positive intent.

Don’t you love that phrase? A perspective of positive intent.

That means assuming that the person you’re interacting with is acting with positive intent, as well as acting with it yourself.

Perhaps that’s basic sandbox etiquette that life tramples out of us over time. But as simplistic as it seems, it’s not so simple to do. I know I come from a long tradition more along the lines of “what the heck is she really thinking?”

But these days I’m humming Harold Arlen and Johnny Mercer’s famous song under my breath: “You've got to Ac-Cent-Tchu-Ate the Positive. Eliminate the negative. Latch on to the affirmative. Don't mess with Mister In-Between.”

Oh, wait, make that Ms. In-Between…