Tag Archive for: Articles by David Irvine

How To Build An Aligned Leadership Culture

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We’ve been asked to facilitate a lot of leadership culture alignment initiatives with organizations lately. Here’s a three step process that senior leaders have found to be helpful:

  1. Identify the critical leadership practices required to support and achieve your organization’s strategic goals and objectives. In doing so, your high potential development process will be grounded in helping future leaders be authentic by aligning their career development goals and capability requirements with your organization’s business goals and objectives.
  2. Define what “high potential leaders” means using objective, behavioral terms. This allows the organization to clearly define “high potential” in an objective and observable way that provides a benchmark from which individuals can be assessed and create a meaningful and relevant development plan.
  3. Create and provide a framework your organization can use to communicate this information throughout the organization. This provides a common language and opportunity for your organization to create a “community” in which high potentials, their managers and mentors can support the development, engagement, commitment and retention of key employees in the organization.

Accountability Quotes: A Request Is Not An Agreement

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For more than thirty years, I’ve been helping people be more accountable. As a family therapist in the 1980s, I discovered that accountability – the ability to be counted on – is not just the foundation for succeeding in the marketplace; it’s the foundation for succeeding in your life. Developing accountability with kids is a top priority for parents because when young people are accountable they will be employable. Earning credibility with yourself and others, being known as a person who keeps their promises, who goes the extra mile to get the job done, and who does what they say they’ll do, enables you to reach your full potential, personally and organizationally.

List the people in your life who are accountable, people you know you can count on. Think of what it’s like to be around people who keep their promises, who see blame as a waste of time, who stand up and take ownership for problems, who have no time for excuses, who make sure the job gets done. These people bring energy to a relationship. They make trust and creativity possible. They don’t waste time with regret; they put their energy into solutions. Accountable people put a higher value on character than on comfort. They have the courage to meet the demands of reality – without any room for criticizing or fault finding. Accountable people make integrity real and produce results.

Accountability Quotes

Here are some of my favourite accountability quotes that I have written – or collected -over the years:

An agreement is defined as anything you have said you would do, or anything you have said you would not do. Successful living, working, and leading, depends on learning to be accountable, to make and keep your agreements. Accountability is what makes integrity real.

Accountability is the keystone on the bridge of trust.

If you want someone to be more accountable, start by encouraging them to be more passionate. If you aren’t accountable, you haven’t found enough reasons to be accountable. Vision and Passion precede accountability.

If people don’t own it, they won’t do it.

“This is the true joy in life, the being used for a purpose recognized by yourself as a mighty one; the being a force of nature instead of a feverish, selfish little clod of ailments and grievances complaining that the world will not devote itself to making you happy.” ~ George Bernard Shaw, Irish playwright, philosopher, and co-founder of the London School of Economics

It’s not greener on the other side of the fence. It’s greener where you water it. Now get busy and turn on the hose.

“Where does change begin? It begins in this room. Why? Because this is the room you are in.” ~ Peter Block

How many of you have ever thought less of a person because they put up their hand and said, “I’m accountable for that?”

If it is to be, let it begin with me.

There are two kinds of people in the world: those who make things happen and those who complain about what’s happening.

“Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.” ~ Margaret Mead

A request is not an agreement. Accountability starts with an agreement. It ends by keeping that agreement, regardless of whether it’s difficult, uncomfortable, or  inconvenient.

Granting Grace – A Key To Building A Good Culture

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What if we could sit down and ask for what we need and want from each other? What if we could talk openly with each other, in the spirit of goodwill and respect, about what would make us happy and loyal in our workplace? What if we could then negotiate what we can do and what we can’t do to meet these needs? What would happen to our workplaces, our communities, and our families if we all practiced being a little more honest and direct with each other in a respectful way?

We can all learn to be more direct with each other, and it takes continual practice, but there’s something more. Farm Credit Canada, one of my clients and an organization that practices good culture, has taught me a very important concept around building strong culture. One of the key principles in their cultural practices and one which they work at relentlessly, is the concept of granting grace in their interactions with each other. They hold each other accountable for creating a safe environment where people can speak up without fear of repercussion.

I spent three days with one of their teams this week, and “grace” was a central part of our conversations. They work hard at talking straight in a responsible manner. They are committed to the success of others and hold each other accountable to not engage in “conspiracies” against people. They strive for patience with themselves and others but also respectfully acknowledge when they operate outside the expectations of grace. They don’t get it perfect, but they get it right.

This kind of commitment lends itself to learning to be open and direct with each other. I love the idea of “granting grace.” What does “granting grace” mean to you? How do you operate with “grace” in your workplace? What effect does “grace” have on engagement, commitment, and productivity?

Employee Engagement In Economic Uncertainty

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The recent economic slowdown has created great uncertainty for businesses and, adding to the pressure, are the debates regarding how much oil and gas companies will be affected and in what way. What we can be certain about is that employers that consciously manage their work culture and employee engagement during times of uncertainty will position themselves to take advantages of opportunities in the face of obstacles.Why is it business critical for organizations to invest in a great work culture, especially now?

Demographics alone point to a continued trend of labor shortages due to an aging workforce, especially in in-demand occupations.

Many oil companies have long service employees whose experience is deep technically and broad in terms of institutional knowledge and intelligence. Many of these long-term employees will be eligible to retire soon, and statistics show us that as a population ages we see increases in short term vs. long term employment. It is more important than ever for oil companies to have a strong workplace culture to both attract, retain and engage employees to transition their knowledge and experience to the next generation of workers.

Additionally, Statistics Canada stated that in 2011, the percentage of working-age Canadians in the labour force is expected to peak. In other words, beginning in 2012, the number of workers leaving the labour force is already exceeding the number of new entrants and labour shortages continues to be an on-going concern. This trend is expected to continue. Employees, especially those in in-demand occupations, will continue to have choice. Employers need to evaluate the long-term risks associated with an aging workforce, recognizing that the skills and experience they need in the future may not be readily available.

In times of slowing economies, the mantra of leading employers becomes how to stabilize and engage employees in a highly proactive, productive way. The practices of attraction, retention, engagement and how employers manage their culture and employees still apply.

In our experience, there are several shifts in emphasis that will ensure success:

Engaged employees see themselves as “owners” not “tenants or renters” of an organization.

Employers who are dedicated to employee engagement provide them with a framework of accountability, so they know not only ‘what’ they are expected to do but ‘how’ (what behaviors will get them there). Employers who foster a culture of personal responsibility where employees feel a part of the whole (“we” vs “they”) during times of stress can leverage collective intelligence to work through real work challenges.

Engage employees to make the best use of their skills and abilities.

Many employers make the mistake of assuming employees will be happy with just having a job vs. utilizing their strengths in the right job. Keeping people busy is not synonymous with real engagement and productivity.

Engage employees to realize future success – use the wisdom of the many over the ideas of a few.

Involve employees in problem solving to address current business challenges. This approach goes hand in hand with the theme of open communication as employers need to be open about current business challenges in order to be successful in this engagement strategy. It ultimately provides employees a sense of control over their own future and the future of the company. The leading edge employer who adopts this approach will not only attract and retain the best employees but will become highly productive and well positioned for future opportunities when others are struggling to survive.

Communicate, Communicate, Communicate

Timely, consistent communication of what employers know and especially what they don’t know, removes the ‘cloak of secrecy’ and creates an environment of trust, so that employees are confident that leaders will provide the truth. In the absence of open transparent information employees will draw their own conclusions, often fearing the worst.

Effective communication in times of uncertainty is not just about making timely announcements or the distribution of information. Genuine two-way communication that leads to productive employee engagement and mutual trust has a grassroots “water cooler” conversational quality to it. It is about listening, not surveying, paying attention, not getting attention. In many ways, employee engagement is less about the information you provide and more about what you draw out of your employees.

Employee engagement is also about managing the work culture and environment.

Uncertainty is stressful. When people are stressed, they can feel threatened, which often results in behaviors that counter a productive workforce.  Therefore, it is important for organizations to be vigilant in reinforcing a mutually respectful workplace during times of uncertainty.
Most companies have spent the last few years trying to find ways to become the “Culture of Choice” and retain and leverage the best in their talent pool. Economic downturns always test employers in this quest.  Now more than ever is the time to implement an employee engagement and productivity strategy.

Irvine & Associates Inc. provides training and consulting solutions to assist employers with employee engagement by creating a vibrant accountable culture resulting in delivery of real time business results.

Good Leadership: How To Motivate People

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I recently returned home after leading a three-day leadership development program with a long-term client and her team of managers who run a successful grocery business. The morning of the first day I arrived an hour early to set up and was eagerly met by the VP of IT who was already had the AV equipment all set up for me. In the process of getting organized, we discovered that I didn’t have the right adapter for his television screen. Enthused and accountable, he sped off across town to get what I needed. He was obviously motivated. Passionate, service minded, and wholehearted are just some of the words to describe this amazing leader.

During the workshop, and referring to the VP who helped me that morning, I asked one of the participants what he felt led to this colleague’s passion for his job. And later that evening I sat with one of the long-term executive team members and got the whole story.

“This manager, who now is on the senior executive team, worked for fifteen years on the floor stocking shelves. While his work was okay, he was unmotivated, unhappy, and pretty miserable to be around. He used up every sick day he had; came in not a minute early and went home not a minute late after his shift; didn’t really talk or interact with anyone; classic disengaged employee. In fact, we were on the verge of firing him because of his attitude when the new General Manager arrived three years ago.”

“So, how did this unhappy employee get from the shop floor to the executive suite in three years?”

“Good leadership,” was the reply. The new GM took the first several months of her tenure to wander around, listen to people, and make a personal connection with everyone on the floor. And she saw potential in this man. She saw something that perhaps he couldn’t even see in himself. She found out he was a leader in the community and started to wonder why we couldn’t bring that capacity out in his work. She thought he had good ideas and asked him if he would be interested in taking on the role of shop steward. She then worked with the union to make this happen.

As it turned out, he thrived in this role. Through some more conversations, it was soon discovered that he played in a band and had unique computer and technical abilities. Informally, he took on the role of the organizational “techie” and, before long, was promoted to VP of IT. The more responsibilities he was given, the more he excelled. And now, he is one of the foremost leaders in a 125 million dollar operation. In the last three years he has never been off work sick. He comes early and stays late, and is one of the most positive people in the company.

Here’s my short take on how motivate people:

  1. Care. Care enough to listen. Care enough to find out what matters to people. Care enough to find out people’s unique abilities, talents, and gifts. If you spend enough time, you will eventually discover that everyone is talented, original, and has something to offer. And everyone wants to make a contribution – if you can find the right niche. If won’t reach everyone, but you reach a lot more if you care.
  2. When you care enough about people you will soon realize that you can’t really “motivate” anyone. What you can do is create a climate where people shine. Motivation is essentially about aligning talent and passion with what the organizational needs.
  3. Never stop believing in people. You never know what people are capable of when you stop controlling them and start unleashing their potential. Good leadership is about seeing in others what they cannot see within themselves.

Employee Engagement and The Power Of Wholeheartedness

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I was in the doctor’s office the other day for my annual physical. The receptionist at the front desk was absorbed in her computer work and did not see me come in.

“I have an appointment to see the doctor.” I said, politely interrupting her.

Without a response, and barely looking up from her computer, she handed me a card with a number on it. Take this to room #17. Put it in the basket outside the door and take a seat.”

No smile. No greeting. No hello. It put me in mind of the many “robotic” employees that I see in many workplaces who exude dissatisfaction in their jobs.

As I sat and waited for the doctor, a series of questions ran through my mind:

  • How would it be to go to work every day and spend so many hours in a state of unhappiness and lack of engagement?
  • Is the detached behavior of such employees an expression of the culture they work in, or are they actually creating the culture?
  • How much is their lack of engagement reflective of the culture, and how much is reflective of their own life? Most people I meet who are disengaged in their work are also disengaged in their personal life.
  • How could I have been more caring toward this kind of employee? It always seems easier to be a critic than to be a solution maker.

Who really suffers when employees aren’t engaged? Not the customer. Five seconds with a miserable employee isn’t going to affect my life too much. Not the organization or their colleagues. When you are around disengaged people, you just tend to disengage from them. If an employee is miserable all day, they are miserable, for the most part, by themself.

I believe the biggest cost to employee disengagement is to the employee. They have to live with themselves. They are they ones who spend thousands of hours at this thing called “a job,” and if they aren’t finding a way to make it a joyful experience, they are the one to ultimately suffer.
If you are waiting for someone to get you engaged in your job, you’ll soon learn that waiting is not a very good strategy. You ultimately have to take responsibility for your own happiness and engagement at work. No one else is going to do it for you.

Certainly a boss and the culture make a difference, and when I work with positional leaders, managers, and supervisors, I tell them so. Bosses have a responsibility to create an environment worth working in. But it isn’t all up to boss. Bosses and employees share the responsibility.

I have five suggestions for living a wholehearted life:

  1. Decide that all blame is a waste of time. Being a wholehearted employee and a wholehearted person starts with a decision. “If it is to be, let it begin with me,” is a good slogan here. If you aren’t wholehearted in what you do, identify the obstacles and work toward overcoming them. Take a good honest look at yourself and ask, “Is it the job that needs changing, or is it my attitude?”
  2. Be a purpose-driven-person. Create an inspiring vision to get yourself out of bed in the morning. Martin Luther King had a prayer to start every day: “Use me God. Show me how to take who I am, who I want to be, and what I can do, and use it for a purpose greater than myself.”
  3. Make a point to create value everywhere you go. Every conversation. Every interaction. Every contact. Create an opportunity to make the life of another person better or the situation improved. Be a problem solver rather than a problem maker. Zig Ziglar once said, “You can have everything in life you want, if you will just help enough other people get what they want.”
  4. If your job doesn’t inspire you (and even if it does) find something to do when you are home that feeds your soul and helps you come alive. Howard Thurman, the African American author, philosopher, and civil rights leader, said, “Don’t ask what the world needs. Ask what makes you come alive, and go do it. Because what the world needs is people who have come alive.”
  5. Try something new. Break out of the box. Do something uncharacteristic for you. Take up Aikido. Skydive. Sign up for a ballroom dance class. Do something where you are a beginner, and take some risks. There’s nothing more enlivening that getting out of your comfort zone and breaking through some fears. Nothing like an adventure to get your adrenaline going, your energy moving, and your heart open.