Where Have All The Leaders Gone?

We all have one person in our lives that has been instrumental in placing our feet upon a new career path. Mine was a gentleman by the name of C.R. "Neil" Duarte. I had the privilege of working for Neil when he was the President of Thermo Flow Systems. During my time at Thermo, Neil taught me to stand up for what I believe in and speak out for those that couldn't. As a result of his support and encouragement, I moved fully into the field of HR.

Neil was kind enough to send me a copy of his article "Where Have All The Leaders Gone" that was published in the Houston Business Journal. The below isn't the entire article, but I did want to take the time to share his words of wisdom.

"What are the characteristics of a true leader? That subject has been debated for centuries by some of the brightest minds in a variety of fields. Little if any consensus exists today. In fact, there is not one field of specialization in business academia devoted to the subject of leadership as there is to finance, accounting and other traditional subjects. Many people believe the old saying that leaders are born, not made. While there are some aspects of being a great leader that appear to be beyond the control of the individual, I believe that many characteristics that are essential to becoming a true leader can be learned or at the least greatly improved upon by study and observation."

In Neil's article, he goes on to reference a 2001 publication "Geeks and Geezers: How Era, Values and Defining Moments Shape Leaders" by Professor Warren Bennis of Harvard and former MIT Professor Robert Thomas. In this book, the authors identified four common traits that are essential in a leadership role.

In Neil's own words, "While I fully support the four traits described by Bennis and Thomas, I would add a fifth - acceptance of responsibility. True leaders do not hesitate to accept responsibility for whatever happens under them. Those fortunate enough to work under a true leader know that the leader will insure that due credit is given to those under that leader for any success that occurs. Whatever problems occur, no matter how serious they may be, the leader will accept full responsibility. He will not attempt to pass the blame to those under his supervision.

In business today I believe that too many corporations have confused leaders with managers. Managers tend to look at all people and things under them simply as different types of assets, animate and inanimate. Only numbers are important to them. In stark contrast, leaders understand that their people are the most important part of their job and treat their employees as such. Leaders, though no less afraid than managers, speak the truth both inside and outside of the corporation, no matter how unpopular that might be.

The current malaise in American industry will end when everyone involved with business, including corporate boards, Wall Street and investors, demands that those elevated to positions of corporate leadership truly be leaders. Inherent in this process is that all learn to accept the bad news as well as the good news."

Thank you Neil for your never ending support and pearls of wisdom.

The Nonsense of Being Overqualified

Recruiting is a difficult job, in any market. In today's economy there's an increased volume of applicants vying for the same position. With layoffs and high unemployment there are high-quality people now available among the ranks of the unemployed.

There is a myth out there in the business world that hiring overqualified candidates for a position is a bad business move. Why? Well, it's a common belief that overqualified employees won't be happy in their job. They will be frustrated, bored, unhappy with their pay, and will take the first new opportunity that comes along. As a result of this myth, oftentimes recruiters / hiring managers won't even consider a candidate that they feel is overqualified.

How about a different perspective?

We loose sight that there are times when employees reach a point in their career where they simply may wish to take a step back. Perhaps they wish to eliminate some of the stress and demands of those loftier positions. Perhaps they are looking for more balance in their life.

When recruiting, I believe that each applicant should stand on their own merit. Candidates viewed as overqualified may bring knowledge on how to accomplish tasks, or greater efficiencies into an organization. This experience is of benefit to the organization, a wealth of new knowledge and experience. A manager or recruiter who refuses to consider anyone with more qualifications than are required for a position are too likely to hire someone who is under-qualified. Maybe the individual isn't overqualified but fully qualified? Is there a problem with someone doing a job better than expected? Would you rather a candidate be under-qualified?

When interviewing candidates for any position the goal should be to hire the best person for the job. Experience is only one factor that should be considered.

A recent post by Amy Gallo on the Harvard Business Review blog makes a case for taking such a risk. A challenge is posed: "When making hiring decisions, visionary leaders don't just focus on the current needs, but on the future." An overqualified employee may be a problem solver, a facilitator. In Amy's words they may "mentor others, challenge peers to exceed current expectations, and bring areas of expertise that are not represented at the company."

With any employee there is always a potential for a retention issue. Any employee may loose focus or interest. If an individual is overqualified, is there a greater risk of them leaving because their position lacks a challenge? I propose that two questions be asked.

The first is for the candidate, "Will you be happy here for xx amount of time?" With any candidate, ensure the the individual isn't taking the job simply because they need a job. You don't want someone that simply needs a short-term band aid.

Ask yourself the second question, "can the company nurture the employee?"

In closing, finding the right "fit" is always a challenge. What is a true fit? Well, it's that alignment between the job requirements and the skills and interest of the candidate. Sometimes that right "fit" may be that candidate you feel is overqualified.

50 Ways a Manager Can Get Employees to Quit

Yeah, you read the title right. For just a moment let's talk about bad managers. They can demotivate employees. They can kill morale. They can kill productivity.

The other day, while surfing the Internet, I ran across this blog entry at www.dumblittleman.com. While the blog entry initially made me smile, after reflecting for a moment that smile turned to a grimace.

I'm not going to post the entire list of 50 from the blog. What you see below are the top 10 violations that I have seen in many organizations. My personal favorite violation, while not on the list below, was a manager who never looked up from her computer when having a discussion with an employee. From her perspective she was "multi-tasking" which wasn't rude, but actually efficient.

How many of these have you seen in your organization? Are you guilty of these yourself and you're just not aware of it?

1. Avoid looking people in the eye.
2. You know that Tony is a slacker, but he is really cool to hang out with so keep him around and give him really good reviews.
3. You never cross train anybody on anything. The skills they walked in with are the skills they are leaving with.
4. Mandate a new policy without consulting a single person that will have to live with it.
5. Talk more than you listen.
6. Always take sides in disputes instead of moderating.
7. Buy the team lunch and always forget that Vegan in the corner. . . he'll come around.
8. Call the redhead guy on the team Rusty. Everyone will laugh and you are sure to win their hearts.
9. Consistency is good. Never ask your employees if they are challenged enough or want to take on more responsibility.
10. Suzy can take 20 minute breaks instead of 10 because she's a little cuter than Paul.

Do any of the above sound familiar? I hope not!!

Why Do Employees Stay?

In the last blog I addressed Employee Satisfaction. I'd like to continue with that discussion by asking the question "why do employees stay?"

Oftentimes employers aren't aware that an employee is unhappy with their job, until the unthinkable happens. The employee resigns. In some instances this employee may be critical to your team and your business. By critical, I mean those employees that are good and talented employees that you just simply can't afford to loose.

While organizations should spend time, money and energy on programs to help increase employee satisfaction, and in the long run retain talent, there is one obvious retention strategy that is often overlooked - COMMUNICATION. Has anyone in your organization asked the employees why they stay? Asked what may entice the employees to leave the organization? Asking an employee these questions may make the employee feel cared about, valued and important. This may, in turn, lead to stronger loyalty and commitment. Remember, employees know what they want and it's not always money.

How or when do you ask these questions?

1. Let's start with 1:1 conversations between the manager and the employee. A word of caution, managers should actively listen to the employee. Ensure that responses are supportive so that the dialog will continue.

2. If managers are uncomfortable with direct questions, ask the employee to write down 2 - 3 major reasons why he/she stays with the organization.

3. Alternatively, hold an employee satisfaction survey.

In all circumstances, make notes on what keeps your employees. Review those notes at least monthly to ensure that the organization is taking the steps necessary to retain the employee. If you know what your employees need, you can partner with them to find those opportunities inside the company.

Don't wait to ask these questions during an exit interview. At that point, it's too late!

Employee Satisfaction

A good friend of mine recently celebrated her 10th year of employment with her employer. As we reminisced about this career milestone, one significant question came up. Over the course of those 10 years has she really enjoyed the job or has she been stuck in one of those jobs that has just drained the life out of her?

One of the key measures of job satisfaction is the belief that the work an employee does is both meaningful and valued by the employer. When an employee doesn't have that sense of satisfaction, he/she reaches burnout. They loose the energy and drive to succeed. Why should an employee be stuck in a job that provides no contentment? Maybe there is a need for a greater sense of belonging, or teamwork? Perhaps greater work satisfaction? Maybe the skills that he/she has developed in their current job can lead to something better?

In spite of having those great salaries, perks and benefits, employees quit their jobs. Sometimes we have to initiate change to maintain forward momentum.

As an employer, it is vitally important to know which factors most affect employee satisfaction. Spend your time, money and energy on programs, processes and factors that will have a positive impact on employee satisfaction. A downward trend in job satisfaction raises concerns about the overall engagement of employees and ultimately employee productivity, retention, creativity, risk-taking, mentoring and in overall employee motivation and interest in work.

I just recently finished reading "Winning" by Jack Welch. In one of the final chapters of his book he addresses "The Right Job" and the 5 signals for identifying the job fit. Those signals, in no order, are People, Opportunity, Options, Ownership and Work Content. Interestingly enough, money isn't one of the signals.

In closing, Royal Caribbean Cruise Lines has a very enticing position available right now. Based in Florida, the position is for "Cupcake Supervisor." Yes, seriously.

Ethics & Integrity

I started this blog a few days ago. I kept coming back to it. Reading it. Changing it. "Re-thinking" it.

Integrity and business ethics are important topics to me. Topics I feel that are overlooked in our need to be competitive and on the business side, profitable.

Back in January of this year I addressed Leadership Honesty & Integrity. More and more in the news, blogs and forums, the topic of integrity and ethics is addressed. But let's start at the very basics. What are Ethics? What is Integrity?

By definition, Ethics are an external system of rules and laws. Many organizations have developed a Code of Ethics (or conduct) that employees are expected to obey. Within your business, how do you manage these values? How do you communicate these values? Do you hold your employees to a high ethical standard? Oftentimes a company will rely on the ethics (values) of the employees themselves. That can be a problem. You're basing this on the assumption that all employees are ethical and honorable. Not everyone shares the same ethical values, are ethical or are ethically strong. Not every employee is ethically "intelligent" enough to see and resolve identical issues when they arise. You are at risk of saying "our employees are ethical, let's not worry about it."

Integrity is an internal system of principles that guides our behaviors. Integrity is a choice rather than an obligation. Even though our level of integrity is influenced by our upbringing and exposure, it can not be forced by outside sources. When we act with integrity, we do what is right. Even if no one is watching. People with integrity are guided by core principles that empower them to behave consistently to high standards. Compassion, dependability, generosity, honesty, kindness, loyalty, maturity, objectivity, respect, trust and wisdom. The "virtues" listed above are the valuable personal and professional assets that employees develop and bring to work each day.

One question that continues to be raised, "is personal integrity and business integrity the same?" I believe that integrity is an "all in one" system. It is hard to separate personal integrity from work integrity. In making a choice, one should always consult their personal value system and consider what is the best choice for the company that supports you. If you are forced to do things that are against your better judgement, it is time to find an organization whose values closely resemble yours! Having an ethical business is directly related to the conduct of the individual business people within the organization.

Integrity is based on a strict adherence to a set of values or principles. Integrity for me may be different from integrity for someone else with different values. But I can not switch or modify my value system based on a situation. So for me, I have one set of values to define integrity for me. Any compromise would suggest that I don't have real integrity.

What steps can we take to be an ethical organization? Define the corporate values and the ethical standard minimums. Require every level of the organization to know how these values will be lived. You educate, from the top - down, these values. Each manager, employee, supervisor or executive should model these values so that each and every person knows how to apply these ethics to real situations. Keep an open door policy to discuss and resolve those tough cases. Reward behavior that is consistent with the values. Renew the values frequently. Even in the best managed organization you need to roll the values out frequently. Don't let them weaken. This may take a bit more effort on your part. But the value, in the long-run, is immeasurable.

On the personal front, each day every person makes a choice (or choices) that distinguish them from others, both professionally as well as personally. We have to recognize that ethics is never a business issue, a social issue or a political issue. It is a personal issue. We want integrity. But, oftentimes people don't always act with the kind of integrity that they want from others. Ask yourself one simple question. "Is it right or wrong?" You can not have one set of values for your professional life and one for your personal life. If someone forces you to do something that is wrong, even if it means using "rank", then it's time to move on to another organization that will respect and reward you for who you are.

Keep communicating!

Education versus Experience

Recently a discussion rose on one of the HR forums regarding the value of experience over a degree. While it wasn't really a heated discussion, there were endless responses debating the issue. If you take the time to Google "Education versus Experience," you discover a wide variety of thoughts and opinions. Personally, yes, I value a formal education. But, I don't believe that potential candidates should be overlooked during the recruiting process because they lack one!

"College doesn't offer the hands-on experience, and certifications generally cost a bunch of money. Both prove nothing more than a person knows how to take a test, and probably has really good short-term memory. Obviously there's always the possibility that they have a firm understanding of the subject matter, but it seems too subjective to be sure."

"Some companies place a premium on having a lot of workers with graduate degrees - and someone without one may not fit in."

"Education is absolutely important in the sense that it should allow a person to fully extend his or her knowledge to their reasonably maximum potential, then turn that into a successful work experience."

"A lot of education happens outside of school. School is life, and life is school."

"My own experience in college was that people with no real world experience taught me a lot of theories about how things are supposed to work, but there was very little real experience shared. In my work life, I've gotten a far better MBA education from my years of experience solving the real business and marketing challenges that were thrown my way. Some think higher education makes people smarter, and some believe better, than those who didn't attend. But you can get a great education without a formal degree, and when it comes to business, you can usually get a better education by experiencing, firsthand, the challenges of the workplace." Excerpt from the book "Gut Feeling."

So, answer me this. Can experience make up for the lack of degree, or does a degree provide something that experience can't? Is one more valuable than the other? Responses on the forum included:

"Knowledge is lacking if you don't use it."

"It's what you can do with your education, not what your education can do for you that counts."

A degreed individual may have "a solid grasp of the fundamentals, but they have no hands on experience."

The issue is one that continually surfaces in organizations. Oftentimes the requirement of a degree for a position is based on cultural or personal preferences. I have seen where the justification of a degree is based on the "experience" the individual can provide. Huh?

I do disagree, however, with the assumption that an individual with a degree has more credible qualifications or that it's a greater proof of intelligence. I have had the extreme pleasure to work with numerous people over the years that lacked degrees. (One of which was the president of an $80M manufacturing organization that became part of a larger, international organization.) The knowledge, professionalism and motivation that they brought to their roles was extraordinary. I am pleased to say that more and more organizations, during the recruiting process, are beginning to recognize the value of "experience" that candidates can bring into an organization. Experience, not Education.

Granted, there are some roles which should always require a degree and/or an advanced degree. I don't debate that. "There is nothing wrong with requiring a four-year degree if that's what the job requires. But if that requirement is based on a . . personal bias, you are probably missing out on a large pool of job candidates."

In closing, I would like to task each and every employer with the following:

1. When recruiting for a position, take the time to properly identify the requirements of the position, the knowledge and skills that are required.

2. Can the requirements only be obtained through a degree?

3. Can the requirements be acquired through experience?