I’m curious as to what you’re seeing and experiencing in your organization since November’s election. Specifically, I’m curious about whether or not leaders have seen a lack of cooperation among employees.
I’ve been seeing employees harboring resentment for each other because of each other’s politics. When this is carried into the workplace (even if it’s not openly discussed), the result is often a lack of cooperation, even undermining, resulting in a decrease in productivity.
As a leader, how do you get things back on track in your organization? How do you lead when your employees may even resent you if your political views are different than theirs?
So many people, on both sides of whatever “the aisle” seems to be anymore, are digging in their heals, not communicating, not respecting each other as human beings. There is a lack of civility. While this article is not about politics, I can’t help but think that the recent election which seems to have divided this country has likewise divided the workplace.
This is a real life example of when it’s really handy to clearly define your organization’s “WHY?”. When leaders have this under their belt, there is a strong likelihood of successfully reminding everyone why you’re all doing what you’re doing - - together - - and the purpose that’s bigger than any of you. It’s more likely that people will put their differences aside, polarizing as they may be, for the sake of the cause in which they’re emotionally invested.
This holds true for leaders wondering how they’ll be able to successfully refocus their team and maintain - - or maybe even regain - - credibility and their team’s respect. How do you lead in this challenging environment? I’ve spoken with many leaders having this question.
It’s not unusual for organizations - - be they a family, company, sports team, etc. - - to have an experience that challenges their cohesiveness. This may be that time in your organization. Often, it’s beneficial to employ the expertise of an unbiased 3rd party (like Leader’s Learning Lab - - shameless plug, I know) to break down those silos, rediscover common ground and get productivity back on track.
If this is “the elephant in the room” in your organization, call it out! Continuing to ignore it gives it power and things fester only getting worse, not better.
You’re the leader. And, this may be one of those uncomfortable, yet necessary, conversations needed in your organization right now. I’m here to remind you that its part of your responsibility to make sure that happens.
Regardless of the recent election results, those of us fortunately to be employed have jobs to do. Let’s gidder done!
What are you seeing in the workplace? Jump into the conversation below!
Please comment with your thoughts and questions below. If you enjoyed this post and/or know anyone who might benefit from reading it, please share it.
I’ve heard many business leaders with complaints similar to, “Why don’t my employees think for themselves?” or “Why do I always end up doing other people’s jobs?”.
As the leader/CEO/President, it’s often a big waste of time and money when you spend your time doing the job(s) of employees you’re already paying. Not to mention, you’re quite an overpaid manager. Plus, you’re likely the most passionate & qualified person in your organization to set the vision and direction. If you’re not filling that role, who is?
Unfortunately, unless your employees share your passion for your cause, it’s a long shot that you’re going to be able to genuinely motivate them consistently and for the long term. If you’re lucky, you may get occasional bursts of engagement by offering incentives and pep-talks. If you simply hire for technical competence and not for culture, I’d argue that you’re expectations are unreasonable that your employees will act and perform like a team. Instead, you’ll be hiring people who do a job from 9 to 5 to collect a paycheck. They won’t be engaged and you’ll likely be the one picking up the slack. In other words, they will be delegating to you.
How can you stop your team from delegating to you? Begin with the end in mind.
If you want your employees to be as engaged, reliable and creative as you are, you’re going to have to start by hiring people who are excited about the same cause you are. Your drive is fueled by something internal. There’s an emotional connection for you. In this respect, you’re not so unique. Human beings are hardwired to do just about whatever it takes to build, protect and advance a mission to which they are emotionally connected and is bigger than they are (eg., being a parent, athletes setting their sights on the Olympics, landing on the moon, etc.).
When everyone in your organization is excited about what your company does and why you do it, members of your team step up because they want the cause, and everyone associated with it, to succeed. They also don’t want to let their team down with their own poor performance. In other words, they willingly and enthusiastically share the load. You’ll find that they’ll even wrestle you for things on your “To Do” list so that you can focus on leading the organization.
Bear in mind that as the leader, when you’re clear about why your organization exists and where you’re headed, only then can you hire people who believe what you believe, who share your passion and are energized by your vision. Unless you’ve taken the time to define these elements and can effectively communicate them, you’re not going to be able to lead anyone in the direction of your goal or give them a reason to follow you.
Here’s your challenge: evaluate your current team and determine who is passionate about your cause. Other than a paycheck, you’re not doing anyone any favors if they’re not excited about where your organization is headed. Let them discover and pursue their passion.
Please comment with your thoughts and questions below. If you enjoyed this post and/or know anyone who might benefit from reading it, please share.
One of the most challenging feats in any organization is finding, interviewing and hiring not only the most qualified candidate for an available position, but equally as important, the most qualified candidate for your organization. The two are not the same. What’s the difference and how do you solve each challenge? Well, read on . . .
Although sometimes challenging to identify a candidate with a qualified skill set, it’s often the easier of the two tasks. Skills are often objective and can be trained. Experience is a bit more subjective, but still can be vetted by asking specific questions about past accomplishments and lessons learned. A strong interview can give the hiring company a fairly accurate idea of where the candidate has been and what they’ve accomplished. And, very little of that is going to let you know if any candidate might be a good fit for your organization.
Let’s assume you have, what you believe to be, a star candidate in front of you. You may have even actively sought them out as “a perfect fit” for the position you are looking to fill. They may even be renown as “the best” at whatever it is they do for a profession and maybe even in your specific industry - - LOTS of relevant & valuable experience! In many cases, this is where most interviews end. The candidate is hired and a few months later you have this honest and painful thought, “This just isn’t working out. They’re just not the right fit for our company”.
We’ve all been there. We hire the “perfect candidate” and they just don’t work out. Vetting culture fit is often left to chance because hiring organizations don’t know how to interview a candidate to avoid this from happening. This mystery is about to be unlocked.
Here it is:
If you doubt the importance of exploring why your company exists, your organization’s core values and your organization’s overarching goal - - if you think any of those things are “too fluffly” or existential or have nothing to do with business - - you may want to reconsider your perspective.
These 3 parts of your organization (A.K.A. your organization’s “Navigation System”) serve as your guide to, among other things, determining whether or not a candidate is the best [ insert position here ] for your organization. These puzzle pieces define the unique requirements for your organization and allow interviews to progress into a phase often ignored. The candidate’s résumé got them the interview. That’s history. Now, you need to determine if they’re willing and able to help you and your organization accomplish your specific future goals, and, if those goals are even important to them. You can only determine this if you, as the leader, have set the course. If you have, you can interview candidates not only to learn where they’ve been, but also where they’re going, and if it syncs up specifically with your organization.
Armed with your organization’s Navigation System you’re now able to determine things about candidates such as, what motivates them, can they get us to where we’re going, how can they get us to where we’re going, will they get along with other team members, can I trust them, will they hold themselves and others accountable, what innovative ideas can they develop to help us reach our goals, how will they treat our clients, etc..
Hiring the wrong person for a position is an expensive mistake. The most skilled and experienced candidate may not be the best candidate for your organization. The sooner this is figured out, the better for all involved.
Please comment with your thoughts and questions below. If you enjoyed this post and/or know anyone who might benefit from reading it, please “like” and “share”