(True Story!)

Imagine being a new Office Manager for a small company. The first day on the job your new boss, a.k.a the owner, meets you at the office.  He stays there for the morning and then leaves.

The other employees work afternoons and weekends. So you’re in a new role, in a new industry. You’re alone at the office, answering phones, and trying to create a weekend work schedule for people you have never met, with less than 4 hours of “training.”

Logic says that you should not be surprised when that first busy weekend goes south. But your new boss loses it!

He’s in his mid forties, tall, long legged and thin. Now his string bean legs are stomping around the office, while he is hollering, blaming and yes – he even throws a pen across the room in frustration. (Not at you – thankfully!) But wow!  Just wow!

If his behavior weren’t so immature and shocking – you would have doubled over in laughter at how crazy he looked!

In the heat of the moment you could decide that you have no desire to work for this Boss Baby.  And you could walk out the door, put in your notice, begin updating your resume…

Or you could make some uncommon choices:

1. Grit up and speak truth with grace:  Speaking softly but firmly, remind him that the jobs that are going south right now won’t be saved by yelling and blaming. And start exploring options to save those jobs.
2. Take the HEAT: Call disappointed and angry customers. (Before they call you.) Listen carefully and let them know that you Hear them, and Empathize with them. Apologize and explain that you will Take action, and explain what you will do to prevent this issue in the future. (Clients saved.)
3. Unleash common sense and develop the organization: Meet with the new boss and the employees to get a clearer understanding of the logistical challenges, and the strengths and weaknesses of each team member.
4. Train, build, monitor and continuously improve: Train employees and create processes to make their jobs easier and more efficient. Put procedures in place that improve communication with customers and monitor ongoing opportunities for improvement.

The rest of the story…

This Office Manager began to understand that the boss really wanted to be the vision guy that came up with ideas, made investments and then stepped aside to let others run the company.

The “toddler” began to grow: By staying calm, speaking truth and creating strong supportive processes for the employees and the customers – the Office Manager created an environment that helped the inner child in her boss grow up.

Employees and customers were happier and less stressed: As they consistently received clear direction and stronger support.

The Office Manager reaped what she had sown: Each year, as the company grew, her value increased. And she was frequently surprised with raises and additional benefits.

Your turn:

• How do you handle temper tantrums at the office?
• How has a titled leader’s poor behavior impacted employees, customers and results?
• What happened to that titled leader, their employees and their customers?

I was recently visiting with someone about the goals of young professionals in a specific location. She said that everyone wants to be a manager.

So I asked why:

• Was it about the title?
• The perceived power?
• The paycheck?
• The perception that it is an easier job?

She said they want to sit behind a big desk and sign things.

Instantly I visualized a “manager” sitting behind a big desk with their feet resting on the desk reading a newspaper. A clap of his hands and someone comes running with a hot beverage. A loud shout results in several people running into his office – varying ages, heights, and ethnicities – all cowering in fear. “Yes Boss…”  (True story!)

“ Titles and desks don’t make great managers or loyal employees.

Then I pictured another true story that a friend recently shared with me. A CEO of an extremely wealthy and powerful company scheduled a meeting with another company. The day before the meeting, his staff visited the location he would be at to review the agenda and identify any potential security risks. The day of the visit the CEO arrived in an escorted caravan. As soon as doors opened several members of his staff began making and serving tea for everyone at the meeting.

The entire process fascinated my friend but he was not impressed until he witnessed that very powerful CEO personally engaging with people from a variety of positions. In each interaction he focused on the individual in front of him. He asked personal questions and demonstrated a genuine interest in each one.

“ Power may be fascinating – but people skills are more impressive.

As our discussion continued, we talked about managers that sit in their offices all day and never meet the people that work in positions that are levels “below” them.

And then we compared those titled leaders to the ones that intentionally get out of their offices, walk around, and engage with people at all levels.

We both remember the first time titled leaders that were far above our paygrade showed a genuine interest in us. And we remember the reaction of our employees the first time that titled leaders far above their position took the time to sit, listen and ask questions.

“ Everyone comes from a different life experience and has witnessed, researched, or considered things you haven’t.

We are never too old to learn that great managers:

1. Aren’t lazy.
2. Don’t hide behind their desks.
3. Don’t try to motivate people with fear.
4. Are genuinely interested in others.
5. Intentionally block out time on their calendars to walk around and engage.
6. Really listen.
7. Know more about what is really going on in their organization.
8. Remove more roadblocks.
9. Fuel more passion and loyalty.
10. Achieve greater results.

Please share:  What have you witnessed great managers doing?

Image credit:  Pixabay

Earlier this week movers came to the home of our dear friends and packed everything they had to prepare for a move to another country.

• It’s a great career opportunity for him.
• It means more daily freedom for her.

But it’s still stressful.

• Anticipation, doubt and fear swirl together about the unknowns.
• And at the same time they process the emotions of an ending before the new beginning…

As 2015 comes to an end, you may be considering a new beginning, a fresh start, a change or a reinvention…

Hollis Thomases knows a thing or two about reinventing. After graduating college, she moved to Baltimore knowing no one and having no job. She had a 10-year career working for trade associations, small businesses and large corporations and left it all in 1998 to start her first company, a digital marketing & advertising firm. After successfully growing that company for 15 years into a multi-million dollar business she felt it was time to move on to her next incarnation. Her pursuit of her own reinvention led her to realize the need to help others on their journeys, too, and ReinventionWorks, was born with the goal of helping others with their career/life reinventions.

Hollis describes the reinvention process as interconnected phases that are brought on by deliberately choosing to change.

It looks like this:

• The Decision to Change
• Fortifying the Foundation to Change
• Visioning the “Next Future”
• Planning
• Execution
• Zig
• Zag
• Hop
• Repeat

The Decision. Because reinvention is deliberate, it has to begin with an intentional decision: I/We want to change. How and to what degree to change gets defined by each person or organization, but with intention must come purpose: why do we want to change? This purpose is crucial because the strength of belief in purpose will drive the rest of the process.

Fortifying the Foundation. Just because someone or something wants to change doesn’t mean it will happen. Change is hard – sometimes very hard – and the attempt to change can be thwarted by all kinds of toxic or self-limited thinking. The Foundational Phase of The Reinvention Continuum must occur early in order to conquer these obstacles; otherwise, the intention to reinvent will likely not succeed. In organizations, leadership must recognize and address these obstacles first or they should not expect new and different outcomes. For individuals, now might be the time to seek professional or peer guidance and support.

Visioning. When the Foundational work has gotten pretty far along or completed and the barriers cleared, Visioning can take place. Visioning harkens back to purpose: Where do we see ourselves reinventing towards and why. Leading visioning exercises should keep two things in mind: 1) Purpose 2) Intentional forward propulsion. Visioning activities that only serve to tread water have no place in The Reinvention Continuum.

Planning & Execution. Much like the development of business or marketing strategies, once you have direction, planning on how to get there and then executing on that plan comes more easily. That said, perhaps even more often than with business strategy, so too come zig-zags and hops.

Zig, Zag, Hop, Repeat. I like to describe the reinvention process as “intentional imperfection.” People should enter The Reinvention Continuum expecting a lot to not go as planned. And when things don’t go as planned, it leads to pivots, turns, tweaks, adjustments, backslides, leaps forward, and all other kinds of chaos. Leading through this chaos – and sustaining energy and momentum during it – can be one of the most challenging parts of reinvention. At the individual level, it feels as if just as much is at stake as if it were at the business level. In other words, at the business level, dollars and cents matter, but at the personal level, one’s essence matters. To lead through intentional imperfection, why not start imaging the chaos and work backwards?

17 Necessary Skills to Tackle Reinvention

If you are considering a reinvention, here’s a list of attributes and skills that will be required:

1. Self-Awareness
2. Honesty
3. Courage
4. Confidence
5. High Risk Tolerance
6. Adventurous
7. Adaptable
8. Committed
9. Resilient
10. Sense of Humor
11. Enthusiasm
12. Generous
13. Participatory
14. Problem-Solving
15. Open-Mindedness
16. Imagination
17. Organization

Reinvention is going on all around us every day. It’s inevitable. Get prepared now, and when you come to that fork the road, you can make the intentional decision to change on your own terms.

As I hugged my friends goodbye for the last time in this place, lyrics from a Michael W. Smith song rang through my mind,

Packing up the dreams God planted.

In the fertile soil of you.

I can’t believe the hopes He’s granted.

Means a chapter of your life is through.

 

---

If you are trying to decide if you should stay in our comfort zone or move – you will find value in this article.

If you are ready to pack the dreams that God planted in you,

and unbox them in a new place or a new way…

Hollis is gearing up for a big event in January to help you get started.

Check out her Mega Reinvention 2016!  

For years I’ve been asking executives and hiring managers what their biggest challenge is. At least 90% of the time I get the same answer: “People.” That comment is quickly followed by an explanation about how hard it is to find enough qualified and caring people to do the work.

It is interesting to note that some titled leaders are so desperate for people that they hire anyone that can “fog a mirror” which often results in skill gaps and behavioral issues that can damage their culture and reputation and stunt their growth.

Other titled leaders hold so tightly to a specific checklist of requirements that they miss hiring a stronger applicant that has the passion, drive and emotional intelligence to take their department and organization to the next level.

Often their decision to wait a long time to fill a needed position adds stress to their teams, and doesn’t guarantee a cultural fit, the drive or the fresh perspective that instigate growth.

If your organization is struggling to find smart, caring, committed people that will improve your culture, your service and your reputation then consider this.

[Tweet “Learning to identify diamonds in the rough is a competitive advantage.”]

Here’s one example:

Years ago I interviewed a 30-year-old bartender for an entry-level corporate position.

He was so late for the interview that I wasn’t going to meet with him.

But when the receptionist said he was visibly shaken and my compasion kicked in, so I walked to the reception desk anyway. Then I learned that prior to the interview, he encountered several uncontrollable circumstances that made it impossible for him to arrive on time or to communicate what was transpiring. So I took the time to do the interview.

His passion for people and service shined through his eyes as he shared stories of how he handled specific work experiences. It was quickly evident that he was a deep thinker with a delightful sense of humor. And before the interview was over, I learned that he was extremely computer savvy and looking to make a long-term career move.

Yes I hired him!

He became a highly valued, long-term employee that increased teamwork and customer satisfaction in our department and cross-functionally, and willingly took on additional projects. One of those projects turned a cost-center into a significant profit center that was duplicated throughout the entire company.

Five years after I hired him, I left the company we both worked for and six years after that he was offered a role with another company in an unrelated industry. (Another example of a hiring manager that has learned to look outside of the box for people that will serve her team and her organization at a higher level.)

Last week I received this message from him,

Hi Chery,

Just thought I would pass along that that my boss has named me team lead after about a year on the team.

As a result she is flying me out of state to give workshops designed to improve interdepartmental communication between Sales and Finance.

The whole transition from _____ to my new role here with its higher level of performance and responsibility (and the significant boost in pay and workplace happiness) would never have been possible without that chance you took on me.

I have not nor will ever forget it, and that means from time to time you will get a note of gratitude from me

Receiving his note made my heart swell with pride as I thought of him, of his family and of his new workplace. I can’t wait for the next edition of this story!

Here’s the thing: He’s not the only diamond in the rough waiting to be discovered.

• Who are the diamonds in your organization that are waiting to be seen and unleashed?
• Who have you interviewed recently that may have no experience in your industry – but has transferrable skills, a strong desire to learn and contribute, and a fresh perspective that could add huge value to your organization?

Please share:  Have you ever hired a diamond in the rough?  

What happened?  

Read more stories about identifying and employing diamonds in the rough.

Not sure how to mine for diamonds in the rough?

These two books were invaluable to me as a young hiring manager:

First Break All The Rules

Now Discover Your Strengths

Beyond Behavioral Interview Questions – These are some of the questions I ask to learn more about the person I am interviewing.  

• What adjectives would you use to describe yourself?
• What are your greatest strengths?
• What are you passionate about?
• What are your weaknesses?
• I believe that attitudes are contagious. Why is yours worth catching?
• What kind of leadership motivates and inspires you? What kind of leadership hinders you?
• Who are your heroes? Why?
• Why would anyone “do more than necessary?”
• Tell me three things that you think would delight most customers?
• What’s the coolest thing that’s ever happened to you as a customer?

Several years ago I was asked to serve on a Board that was responsible for overseeing resources from the federal, state and local area.

To learn more, I did a lot of research and then decided to drive to the locations that provided those services.

I found the first location with no problem.

But when I followed my GPS to the second location. I found a police station. Then drove up and down the street and around in circles.

I tried to call but a recording made it impossible to reach a live person. …When I finally asked a police officer, he had no idea where the place was.

Eventually I drove down a little alley. Parked my car and walked into a building – that was right next door to the police station, with old lettering on it that read, “Community Center”. Inside a bunch of cubicles filled a large area that had at one time been used for community gatherings.

It was indeed the location I was looking for.

A few questions later, I learned that the cubicles had been in that location for years.

So I asked how people that had never been there before were expected to find the building when:

1. There was no sign to indicate that someone should turn down the alley.
2. There was no sign on the building.
3. Even their immediate neighbors were unaware of what they did in this building.

Eventually I learned that:

• This building was owned by the city, and at one time only city employees worked here.
• The building I had visited earlier was owned by the state, and at one time only state employees had worked there.

Then legislation changed, requiring the city and the state to share:

• Locations
• Staffing
• Workload
• Branding
• Credit

The city had been given a sign but refused to hang it up because the sign because it didn’t give them credit for their funds, their staff or their contributions.

And that was just the tip of a very big iceberg.

• Silos, politics, and turf wars were the priority.
• Finger pointing and blame games were the norm.
• Staff reflected the divides that were modeled for them.

And the purpose of both locations were buried under drama.

As you read this story were you imagining:

• The bloody, unwinnable battles that employees had to fight each day?
• The energy it took just to go to work, let alone do their jobs?
• The time and talent that were being wasted?
• How many people with needs that were not getting served well?
• How many people with needs that were not being met at all?

Did you find yourself getting irritated at how childish this situation sounds?

Who were you tempted to blame?

At first glance it appeared that the city had issues.

The truth is that divide was so big and the history so buried that I’m not sure:

• Who disrespected who first.
• What the reasons for the lack of trust and respect were.
• If anyone had ever tried to work through the conflict.
• Or when they became so focused on fighting each other – that they forgot what their mission was.

Here’s the thing:

Situations like this exist all over our world.  Many times within the walls of a single organization, with leaders that are on the same payroll.

“ When people see a lack of alignment at the top, they know they don’t have to align. —KEN BLANCHARD

• Pointing fingers and playing the “blame game” or ignoring each other – won’t fix the issue.  It will increase the division.
• As the divide increases: more and more energy, time and resources are wasted.
• Loyalty decreases.
• Your ability to achieve your mission decreases.
• Growth declines.
• And everyone’s stress increases.

“ Whether you are the CEO or lead a small work team, you are ridiculously in charge if you are the leader. And you can certainly protect it and defend it against that which would infect it, derail it, or bring it down. You will get what you create and what you allow. —DR. HENRY CLOUD

YOUR Turn!  

What’s the greatest division you’ve ever witnessed between a group of people that should be working together?

What did you do?

Need help bringing people together?

Check out these posts:

• Rocks, Squiggly Things, Questions and Growth
• Breaking The Cycle of Organizational Chaos and Decline

You’re invited to email chery@consultgiana.com to make an appointment for a free consultation about how we can change the direction of your team.

Image Credit:  iStock 

• I rave about it when I am a customer and someone exceeds my expectations.
• I prefer to work with people who want to exceed the expectations of their key-stakeholders and customer.
• And I delight in finding ways to provide that kind of service to others.

As a result I’ve historically struggled to be on the receiving end of poor service, and really struggled to work with titled leaders that don’t care about anything but meeting minimum standards.

 So imagine living life in a place where:

• Minimum standards are not predefined and consistency is not the norm.
  • Multiple items on the menu are frequently not available.
  • Businesses frequently don’t open on time.
  • Business phones are not always answered.
  • And you don’t want to know what public restrooms look like!
• Accountability is one extreme or the other with not much in between:
  • There is none OR limbs and lives are at risk.
• Discrimination not against the law it is the law.

A few months ago one of my neighbors was expressing frustration about how a special event she attended did not meet her expectations.

She was sad because she’s lived here longer than I have and has learned that in spite of what is and isn’t she has figured out that there are ways to create high-quality experiences.  …And as a result she has come to expect a different norm here than I have.

As she expressed her thoughts I realized that we don’t share the same vision of what is possible here.

The mirror she held up cause me to recognize that:

• In a different time and place the idea of lowering my standards was almost against my religion.
• When I came here I also made a choice to alter my expectations, knowing that if I focused a lot of energy on the things I could not control I would be frustrated all of the time.

That conversation made me ponder my history and my present choices, and I wondered if I’d altered my expectations too much, or if I’d wisely prevented energy leaks.

And as I pondered I remembered reading this on my Aunt’s wall each time I visited her home when I was little…

God grant me…

The serenity to accept the things I cannot change,

The courage to change those I can,

And the wisdom to know the difference.

Over the past few weeks I’ve had several additional conversations, with a variety of people, about different topics but all in relation to the norms here.

• Some spend absolutely no energy or time considering what they can’t control.
• Some don’t like parts of their experiences, but are afraid to rock the boat they are in and choose to do nothing.
• Some are raging against what they can’t control and complain to people that don’t have the power to fix anything.
• And some are trying to figure out what changes they can influence.

I’d love to hear your thoughts…

• Is it healthy to lower your expectations and accept what is?
• Can you grow if you never raise your expectations of yourself, your loved ones or your organization?
• How do you decide when to accept and when to be courageous?

Then I purchased beautiful paper, typed them up and copied them onto that paper, cut them out, boxed them up and sent them to some of our other locations to share with their teams.

When I re-discovered them, I felt like I ‘d just found buried treasure.

And then I thought of the stories we all hear, about people who climb the ladder of success and sometimes forget where they’ve come from.

So if you have a leadership title of any kind, take a closer look:

• Ask yourself if you remember what it is like to be in the trenches, or to lead from the middle.
• Ask yourself if these quotes would of resonated with you then, and if they resonate with you today.
• Ask yourself if you know what inspires those you lead.
• And ask yourself if you are leading well…

If you don’t have a leadership title yet – Do these quotes speak to you?  

“Profit is the applause you get for taking care of your customers and creating a motivational environment for your people.” Ken Blanchard.

“Raise hell, question, “the way things are done around here,” and never, ever rest on your laurels. (Today’s laurels are tomorrow’s compost.)” Tom Peters

“If you want to know what’s really going on in most companies, you talk to the guy who sweeps the floors. Nine out of ten times he knows more than the president.” Kenneth A Hendricks (CEO, ABC Supply Company)

“Make it clear that everyone is on the same team. Avoid practices that imply that some… are on the first team and others are part of another.” Paul S. George

“Disney knew you couldn’t have a supervisor in the back room, yelling at you and then walk through the front door and greet a guest with a big smile as if nothing were wrong.” Sharon Harwood

“Well-trained and dedicated employees are the only sustainable source of competitive strength.” Robert Reich”

~~~

“At Xerox’s annual shareholders meeting in 1981, then-CEO David Kearns took questions from the audience. Assembly line worker Frank Enos stepped up to the microphone and asked about the recently discontinued 3300 copier-a machine notoriously low in quality and reliability. Enos said, “We all knew the 3300 was a piece of junk. We could’ve told you. Why didn’t you ask us?”

The solution was to send ALL of the 100,000+ employees through an intensive training that included problem-solving techniques, statistical methods, and group process dynamics at a cost of $125 Million.

The results: In 1989, Xerox received the Malcom Baldridge Quality Award.” Story from 1001 Ways to Energize Employees by Bob Nelson

~~~

How about you?  What quotes inspired you as a new leader? What quotes inspire you today?

The company invested a great deal of time and resources in the event, flying in the customers, planning the event, and entertaining them.

When the invitation was sent, the company said they wanted to better understand their customers’ needs and brainstorm ways to better meet them.

After the customers arrived, many were frustrated to discover that the company wasn’t really seeking to understand their needs at a higher level.  Instead the company was just asking for a rubber stamp on an action plan that had already been created.

A few short months later I began working with someone that consistently emphasized that great leadership is strategy.

At first, I saw this person share a big vision, arm people with the tools and the support they needed and then get out of their way.

However, as time passed I began to realize that this person often worked relationships to avoid dealing with their own weaknesses and to drive a personal agenda.

And I started to wonder…

[Tweet “Is strategy just a politically correct word for manipulation, or is there a difference?”]

This is what Webster has to say:

This is what I’ve got so far…  

The definition of manipulate emphasizes:

• Unfair
• To ONE’s Advantage
• To serve ONE’s purpose

While the definition of strategy emphasizes:

A SHARED goal that benefits a GROUP

Wow!  What a cool way to audit your own leadership and to help other leaders grow:

• If you are working towards a shared goal that benefits OTHERS it is a Strategy.
• If you are doing something to benefit YOURSELF it is Manipulation.

Please share:  What do those words stir up in you?  How do you discern the difference?  

Image credit:  iStock

Have you ever had someone make assumptions about you?

[Tweet “Have you ever been boxed, typecast and limited? “]

I despise boxes….  And typecasting….  And limits…  And then I realized I was holding some assumptions that were putting others in boxes.  Ugh!

…A couple of years ago, I volunteered to help out at a Career Fair.  Early in the day, several vans arrived from Goodwill’s Training Program.

As the room filled with people several things blew my boxes of assumptions apart:

• These people were clean and neat and dressed appropriately.
• They were articulate.
• They were gracious and appreciative.
• Their camaraderie and caring for each other was inspiring.
• Some had lost jobs and homes in the recession.  (Imagine living out of a camper and having no job.)
• Some spoke of starting new lives and overcoming past mistakes.
• Others spoke of the need to upgrade their technology skills to be more competitive in the marketplace.

And EVERY ONE of them RAVED about the training and support they were receiving, and emphasized the hope that they have today that was not present just a short time ago.

A few weeks later, I had the opportunity to visit their training facility and spend time with the people in their classes.  As I heard more personal stories about painful events in their lives and the despair they’ve experienced, I was struck again by the energy and the hope that they now have.

Each time I engage with people from this program:

• I’ve heard them emphasize that this place, this training and this support is what helped them make that transition.
• I’ve been reminded of blessings that I can so easily take for granted.
• I see the people instead of the boxes, the labels, and limits.
• I think of all of the organizations that struggle to find great talent.
• I am always reminded that some of the best employees I ever hired had been boxed and labeled, but when they were given the opportunity, they really were diamonds in the rough.

How about you?  Have you ever type-cast, boxed, labeled or limited someone?  What have you done to change that?

If you are a hiring manager, or a business owner that struggles to find star employees.  Please check out the link above to learn more about some of the diamonds you might be missing.

If you live in Tulsa:

• Go see what Goodwill is doing.  It will blow you away.
• If you know someone that works there, thank them!  They are doing amazing work.
• If you know someone in need of training, support and hope – send them!

If you live outside of Tulsa:

• Check out what your Goodwill is doing.

Just one caution:  Visiting may blow up some of your boxes and plug YOU into a lot of hope!

As I thought through this series, I reached out Kevin Kennemer because I knew that he had both the passion and the data to make the case that Great Workplaces enjoy a significant competitive advantage over their competition.  Kevin is a Great Workplace Advocate, and the founder of The People Group, a firm dedicated to transforming companies into winning workplaces. He works with CEO’s of small and medium sized businesses to create work environments built on trust, respect and dignity.  Kevin holds a Master’s Degree in Organizational Management.  This is what Kevin had to say:  

 1.    What does HR really stand for: Is it Human Resources or Human Remains?

Before we can decide on human resources or human remains, I have a question: Who decided the term human was a good idea? Do you like to be called a human? It’s like calling your mother-in-law a mammal. Employers should simply call their employees, people.  Or call their people, employees. Associate is even good with me.

Let’s consider an imaginary email is sent from an enlightened corporation using the term, human: “The Company has scheduled an all human meeting on Friday at 4:55pm.  A picnic will be held on the company campus immediately afterward. All humans, their mates and offspring are welcome to attend, including your four-legged canines on a leash.” – Vice President, Human Resources

If human resources is the accepted name of the department supporting humans, why not call employees, humans? Ridiculous!

While we are on the topic of ridiculous, for the fun of it, let’s consider some other names for Human Resources using terms employers use already: Asset Resources, Capital Resources, Headcount Resources, Resource Resources, Staff Resources, Talent Resources or Worker Resources.

Why stop there? Here are some other potential names for Human Resources: Being Resources, Biped Resources, Body Resources, Creature Resources, Fellow Resources, Homo Sapien Resources, Individual Resources, Living Thing Resources, Mortal Resources or Soul Resources.

For me, I prefer the name, The People Department. And I like calling employees by their name when possible.

There is no wonder why much of the treatment received from human resources is inhumane; employees have been depersonalized with the term human rather than people who are individuals with dreams, aspirations, feelings, needs and wants. Human is likely what a space alien would call me right before he downsized me with a laser beam.

2.    How do you balance the need to protect the company from lawsuits with the needs of the real live human beings you serve?  

When the entire leadership team, including The People Department, treats people with dignity, respect and fairness, I have found you are protecting the interests of both the company and the employees.  We should not be playing a game of tug-of-war with company and employee needs.

Divided teams do not create enduring, great companies. Consider the U.S. airline industry; it’s like the Housewives of New Jersey. Dysfunctional but covered up with a ton of makeup. Management consistently tries to reduce employee and pilot salaries while executives are receiving multi-million dollar bonuses. Entry level pilots are barely making minimum wage.  How does that feel knowing your regional co-pilot is making less than a school bus driver?

Anyway, this devious game of tug-of-war is being waged while millions of passengers fly the friendly skies with airline pilots who are underpaid and vehemently despise management.

Don’t get me wrong. I am for free markets, capitalism and the freedom to be an entrepreneur or the employee of an organization. However, I despise companies who fail to treat employees with respect.

So far, the only airline that truly “get’s it” is Southwest Airlines. Since the company’s beginnings, this top-notch organization has worked to create a company culture where employees trust their leaders and leaders trust their employees. Incidentally, they are the only profitable airline year after year after year.

There is no tug-of-war at Southwest. However, I have seen employees and leaders working together pulling their Boeing 737’s with a rope to raise money for their communities.

3.    What tips do you have for organizations that are seeking to bring the Human back to Human Resources?  

Leaders expect the answer to transforming an inhumane workplace into an employee-friendly one to be complicated. Transformation is not complicated; it just takes persistence and patience. If your culture is toxic and HR is pouring gas on the fire, your workplace didn’t turn into Chernobyl overnight.

To clean up the mess and make this transformation from inhumane to humane, will require the entire leadership team, from the CEO down to front-line supervisors.

Real leaders treat employees as individuals with different personalities, needs and motivations. For The People Department to be effective, all leaders must put down their stick and pickup a steak, the New York Strip kind with a loaded baked potato and an ice tea. Oh, and for my vegetarian friends, a salad and some tofu.

In other words, most people would rather have a nice big juicy steak (or tofu) rather than a beat down from their boss. Fear is only a temporary fix. Building an organization based on trust is a long-term solution that builds productive, profitable, enduring, great companies. This flavor of company is as humane as they come.

As I read through Kevin’s answers to my questions he reminded me of an organization I once worked for.  This company paid a consultant to give every employee a vision of growing the company by asking each employee to take ownership of any opportunities they saw.  In time, it became clear that while some titled leaders understood the importance of that message and walked the talk, many of them wanted to abdicate their responsiblity to “take ownership” and blame the front lines for not doing more of what they did not model.  In my time as a consultant I’ve witnessed that same behavior by other titled leaders in other organizations.  

If your organization is struggling to treat HUMANS as PEOPLE remember…

[Tweet “People do what people see. “]

[Tweet “Change doesn’t begin with “someone” out there… It begins with YOU! “]