Diversity is Not a Bad Thing

March 28, 2025

While companies and organizations around the country are currently scrubbing their websites of the word “diversity” to stay off the federal government’s radar, I thought it would be worthwhile to explore the word, especially in the context of the workplace.

Diversity is “the practice or quality of including or involving people from a range of different social and ethnic backgrounds and of different genders, sexual orientations, etc.”, according to the Oxford English Dictionary. This is about the presence of different groups and not necessarily creating an environment where everyone feels valued and respected, which is the domain of inclusion and belonging.

In the workplace, diversity is about the presence of employees with a wide variety of backgrounds, experiences and perspectives. It’s about ensuring different viewpoints to bring about the best solutions. When seeking new ideas or innovations, there should be nothing controversial about adding unique voices to the table. In fact, diverse perspectives can prevent groupthink, which can be detrimental to any organization.

The benefits of diversity in organizations can include enhanced creativity and innovation, improved decision-making and problem solving, stronger employee engagement and retention, and expanded market reach and brand recognition.  

Enhanced Creativity and Innovation

Different perspectives bring different ideas. Pixar’s Braintrust contains a group of people who meet every few months to discuss in-process movies they’re making. According to co-founder Ed Catmull, “Our decision making is better when we draw on the collective knowledge and unvarnished opinions of the group . . . we rely on the [Braintrust] to push us toward excellence and to root out mediocrity.”

Improved decision-making and problem-solving

A wider range of possibilities leads to more potential solutions. So often it can be the person playing “devil’s advocate,” who keeps organizations from making poor decisions. And it can be an introverted person with a brilliant point to make but may shy away from this because they are in a room full of extroverts who can’t stop talking. The loudest voice isn’t the one who is necessarily making the right decision. Encouraging opinions from diverse audiences improve outcomes.

Stronger employee engagement and retention

Employees feel more engaged when their voices are being considered. When people feel heard, they know that their perspectives matter. Those offering alternative perspectives need to feel their contribution matters. And when they do, this results in greater engagement, and employees are less likely to leave the organization.

Expanded market reach and brand recognition

Amazon apparently leaves an empty chair in their internal meetings to represent the customer. This is forcing the company to consider that the people in the room may not adequately represent their customers. By providing more diversity to the decision-making process, the customer is more likely to be better represented in these meetings. Those companies who represent the diversity of their customers are more likely to raise their market share.  

Diversity is not a bad word. When it is positioned as somehow equivalent to affirmative action or must include equity, inclusion and belonging, the meaning is completely distorted. These other words are also not bad in and of themselves and we need to push back on others when they distort their meaning.

Photo by Shridhar Gupta on Unsplash

Back to Full-time in the Office

September 19, 2024

The announcement by Amazon this week requiring employees to return to work in the office five days a week is perhaps an indication that there truly are more benefits to working in person rather than remotely. Though some may disagree, it seems it depends on the type of work being done rather than just the organization.  

Amazon CEO Andy Jassy’s memo to employees stated the reason for this change is to “further strengthen our culture and teams.” Jassy has been with the company for the past 27 years.

“. . . . the biggest reason I’m still here is our culture,” Jassy wrote. “Being so customer focused is an inspiring part of it, but it’s also the people we work with, the way we collaborate and invent when we’re at our best, our long-term perspective, the ownership I’ve always felt at every level I’ve worked, the speed with which we make decisions and move, and the lack of bureaucracy and politics.”

Jassy wrote that they need to have the right organizational structure to drive the level of ownership and speed, and they want to be “set up to invent, collaborate, and be connected enough to each other (and our culture)” to deliver best for customers and the business.

“. . . we’ve observed that it’s easier for our teammates to learn, model, practice, and strengthen our culture; collaborating, brainstorming, and inventing are simpler and more effective; teaching and learning from one another are more seamless; and, teams tend to be better connected to one another.”

Many companies with in-office mandates claim benefits such as better collaboration and communication, a strengthening of their culture, and other elements that are difficult to measure.

I’ve long advocated in my work as a leadership coach for in-person communication and collaboration because it is simply harder to do remotely.  I believe there is no better way to build trust and rapport than by being in the same room together, and this obviously impacts overall productivity.

On the other hand, a new study found that a hybrid schedule of working from home two days a week does not damage performance. Resignations fell by 33% with workers who moved from working full-time in the office to a hybrid model. According to the study, women, individual contributors, and employees with longer commutes were the least likely to quit their jobs when they worked a hybrid model.

“Hybrid work is a win-win-win for employee productivity, performance, and retention,” said Stanford University professor Nicholas Bloom, who was one of the researchers on the study.

So perhaps fulltime versus hybrid really depends on a variety of factors and a one-size fits all approach may not be desirable or effective. For example, individual contributors who don’t participate in collaborating, brainstorming and inventing may not be more effective in the office fulltime. In fact, for some, it may lower their productivity.

This reminds me of a young man I know who interned at a high-tech company that required him to move to another city and come into the office each day. After two months of doing so, he explained that it felt ridiculous as he spent most of his time working alone, and when he did interact with others and received mentoring, it was via Zoom because his co-workers were working remotely.

Ultimately, every organization needs to determine the best way forward on remote work. It’s certainly worth keeping in mind that many individuals may be more effective and less likely to resign if they are given further freedom to work remotely at least part of the time.

Feedforward Follows Feedback

September 27, 2023

As Millennials and Generation Z people continue to make-up a larger portion of the workforce, it’s important to evolve in how we interact and communicate. Performance reviews, for example, are largely conducted annually to deliver and hear feedback based on past performance. Feedforward is focused on future performance and about what’s next rather than what’s been.

Ideally, feedforward should follow any feedback so the person receiving the information has an immediate opportunity to course correct. This is important to all of us, but especially for those in younger generations.

While most people dislike giving or receiving feedback, feedforward information (when welcome) can be satisfying to both giver and receiver. That’s because feedforward information is based on learning, possibility, and future performance. It’s less personal and more about what the right behavior looks like going forward.

In my coaching practice, gathering and providing 360 feedback is extremely helpful for me to better understand how my clients show up at work. It provides a baseline for where they are at this time in their career. However, this is only a starting point. Effective coaching is also about providing a prescription for the path ahead. It’s about laying out a plan and help implementing that plan for how to acquire new skills, practice different behaviors and essentially improve how to better show up as leaders. That’s feedforward.

Much of coaching is rooted in helping individuals understand what they should continue doing, start doing, and stop doing based on what will help them grow as leaders. Using feedback for understanding what is and feedforward for what can be is essential for this growth.

Feedforward delivery should not be limited only to coaches as every manager and leader can and should provide this kind of direction and support to their direct reports. It is not punitive based on past performance, but directive and supportive based on what is possible and necessary.

The classic feedback sandwich comprised of giving praise, then criticism, followed by more praise can often leave employees confused and irritated. On the other hand, feedforward information enables direct reports to listen attentively and take immediate action because it’s not sandwiched around a criticism.

While feedback is often vague or too general, feedforward is specific and actionable. Feedback is likely focused on a mistake or failure, and feedforward is without criticism or judgment. And while feedback can be static as it is about a particular point in time, feedforward is about bringing about motivation for positive change.

It is ultimately the combination of providing feedback and feedforward that enables employees to thrive. That’s because it helps people learn what they should continue doing, stop doing, and start doing in a direct and supportive manner.

Perhaps most important, feedback and feedforward should not be delivered only on an annual basis at a performance review. Instead, it should be delivered as quickly as possible to provide immediate benefits. Because people are generally more comfortable providing and receiving feedforward information, this should make it much easier and less intimidating than once a year.

Incorporate feedforward in your regular feedback sessions with your direct reports because this is good for them, good for you and good for the organization.

Photo by Annie Spratt on Unsplash

Leadership includes Managing Others

August 19, 2023

Many leaders assume the people they lead no longer need to be managed. That somehow managing others at the executive level isn’t necessary. Nothing could be further from the truth.

One might argue that you should manage things and lead people. While there is truth in this, leading people requires the ability to influence, motivate, and enable others to contribute to an organization’s success. This includes managing them effectively.

Maybe you believe that once someone reaches an executive level, he or she no longer requires any oversight. There shouldn’t be further need for direction or support. For example, as a leader, do you believe:

  • Providing individual guidance and coaching people is beneath you or not worth your time?
  • You should be able to trust your direct reports to manage themselves?
  • Not knowing what your direct reports are doing keeps you from micromanaging them?

If you answered yes to these questions, then your motive for leading may be off. This is according to Patrick Lencioni, author of The Motive: Why so many leaders abdicate their most important responsibilities.

“You can either rethink your role and get more involved in coaching them around their work,” writes Lencioni, “or accept that they will often fail to meet your expectations and become misaligned with the goals of the team.”

The fact is leaders do need to manage others in the most effective manner using an approach that includes clear communication, true collaboration, and a coaching mentality. It means navigating effectively in between completely hands-off and micromanaging.

Lencioni says managing others is ultimately about helping them set the general direction of their work, ensuring that it is aligned with and understood by their peers, and staying informed enough to identify potential obstacles and problems to improve themselves behaviorally to make it more likely that they will succeed.

In his book, Lencioni describes what he calls reward-centered leadership, which is based on the belief that “being a leader is the reward for hard work; therefore, the experience of being a leader should be pleasant and enjoyable, free to choose what they work on and avoid anything mundane, unpleasant, or uncomfortable.” This motive for leading is mis-guided as it doesn’t provide the work necessary for the organization to thrive.

On the other hand, responsibility-centered leadership is based on the “belief that being a leader is a responsibility; therefore, the experience of leading should be difficult and challenging (though certainly not without elements of personal gratification).” This motive is grounded in the notion that there are requirements of leadership that fall outside of what one prefers to do and that needs to be done anyway.

Managing others is vital to leading effectively and one of the five omissions of those who are reward-centric leaders, according to Lencioni. The other four omissions are developing the leadership team, having difficult and uncomfortable conversations, running great team meetings, and communicating constantly and repetitively to employees. All of these may be avoided, outsourced, or simply ignored by a leader at the organization’s peril.

Managing subordinates and ensuring that they manage theirs is central to being an effective executive. Effectively managing others is one of the elements that enable a leader to rise in an organization and this should continue no matter how high one rises. In fact, the higher one rises, the more they should recognize that it is the people around him or her that determines the success of the organization. These people require effective managing.

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Embrace Debate for Sound Decisions

July 21, 2023

So often the decision-making process in the workplace can be difficult to navigate. Sometimes it’s due to simply not knowing whether the decision is made democratically or by a single person. Regardless, to make sound decisions it’s important to embrace debate among all the stakeholders able to contribute.

Leaders who practice debate in decision making not only help lead to better outcomes, but also more fully engage employees and maximize their potential.

In her book, Multipliers: How the best leaders make everyone smarter, author Liz Wiseman describes Multipliers as those who “use intelligence to amplify the smarts and capabilities of people around them. They inspire employees to stretch themselves to deliver results that surpass expectations.”

Wiseman further defines Talent Magnets as those who attract talented people and use them to their fullest capacity. Unlike Empire Builders, who she describes as those who hoard resources and underutilize talent, Talent Magnets enable people to work at their highest point of contribution. These Multipliers attract the best talent because people flock to work for them.

Multipliers are those who have the right people to assist in making tough decisions, and it is therefore incumbent upon them to engage this talent in the decision-making process.

“It doesn’t make sense to hire smart people and then tell them what to do,” wrote Steve Jobs in Steve Jobs: His Own Words and Wisdom. “We hire smart people so they can tell us what to do.”

To practice effective debate making with your team, Wiseman describes three practices to reach sound decisions that fully engage people. These are:

  1. Frame the Issue
    1. The question: What is the decision to be made?
    1. The why: Why is this an important questions to answer?
    1. The who: Who will be involved in making the decision?
    1. The how: How will the final decision be made?
  • Spark the Debate
    • Engaging – Ask a provocative question to get everyone involved
    • Comprehension – Seek assurance that everyone understands what’s at stake
    • Fact based – Opinions are not wrong, but facts should carry more weight
    • Educational – Encourage learning throughout the process
  • Drive a Sound Decision
    • Reclarify the decision-making process
    • Make the decision
    • Communicate the decision and the rationale for it

This debate making process will lead to better outcomes no matter who and how the decision is ultimately made. It also has the added benefit of fully engaging employees and optimizing their talent and expertise, so they feel more valued and appreciated.

Make sound decisions by framing the issue and sparking the debate so that your organization and people continue to thrive.     

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Best Practices in a Return to the Workplace

February 28, 2023

The pandemic made it necessary for many of us to work from home and various technologies made that possible. For a number of tasks, our productivity increased. Now that it seems safe to work side-by-side again, many are resisting and it’s time to install best practices in returning to the workplace.

Many businesses are offering a hybrid model to bring forward lessons learned while working from home. These include flexibility in when the work gets done, recognizing the advantage of reduced commuting time, acknowledging the value of more focus time. Of course, this last one depended on who else was in the home and whether Zoom meetings dominated one’s schedule.

Benefits for our returning to the office at least part of the week can include maintaining connections with others, building a solid reputation founded on who we are and how we show up, and strengthening relationships to help foster greater collaboration now and networking throughout our careers. Finally, our overall health and well-being. Social media and the pandemic have led to further isolation. Don’t dismiss the value in real-time interactions.

If a hybrid model of working partly in the office and partly at home are likely to become the new normal, it would make sense to derive best practices for such a model. For example, a hybrid model can be effective if it addresses proximity bias, maximizes social opportunities, and capitalizes on remote innovation opportunities.

Proximity Bias

During the pandemic none of us were more proximal to the boss. When we return to the office in a hybrid model, we should ensure that those physically closer to those in power are not given an unfair advantage for promotions. Both the worker and the boss need to recognize that proximity bias may not be intentional but can certainly play a role in who gets promoted. Workers need to show up more fully when in the office and engaging as fully as possible when working from home. Bosses need to recognize those who produce results and not merely those who are physically present.

Social Opportunities

The last thing you want when seeking to bring an employee back into the workplace is to have her spend all day on Zoom with colleagues working from home. This was the case for someone told to do an internship in the office because of the opportunities to learn and grow from co-workers. But those co-workers never came into the office. It’s important to organize days when team members will all be in the office and prioritize opportunities to collaborate in the same physical space rather than stare at a computer screen. Be intentional in spending meaningful time with co-workers so that you can optimize your time in the office for collaborating, building trust and rapport, and generally working effectively together.


Remote Innovation

Let’s face it: companies want and need to innovate to stay competitive. The trouble is that innovation is hard to come by under the best of circumstances, but don’t rule out this coming when working remotely. Insight and inspiration can come from anywhere and at any time and very often this happens outside of the office. If companies encourage the flexibility in taking mid-day walks and endorse daydreaming during breaks from tasks, this could very well provide the spark needed for new ideas and opportunities that lead to vital innovation. Workers should optimize focus time for getting things accomplished when working remotely. They should also allow for divergent thinking and allow for creative inspiration.

People returning to the office at least part of the time can result in higher engagement, increased trust, better communication, and a feeling of belonging. These qualitative results are difficult to measure but shouldn’t be minimized as they are vital to higher productivity. It’s important to take what we’ve learned from working remotely and bring the best practices into a hybrid model that benefits both employees and employers.

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All About Managers

January 6, 2023

The CEO is where we typically focus when we evaluate a particular company, which makes sense given that this is the leader with the biggest impact on the organization’s success or failure—at least in terms of profitability. However, when it comes to getting work done and employees being engaged, it’s all about managers.

Managers are the ones who execute the strategy, deliver products or services, and ensure that the overall objectives are carried out. Managers are also the ones with the biggest impact on employees and greatly determine whether they are fully engaged or not.

According to a 2017 Gallop report titled “State of the Global Workplace,” companies in the top quartile in employee engagement deliver 17 percent better productivity and 21 percent more profitability than those in the bottom. To improve employee engagement, look no further than the manager.

Former managing director for Gallup’s Global Leadership Advisory, Larry Emond, said “the manager explains 70 percent of engagement.” Better engagement is a function of better management, and worse engagement is a function of worse management.

“People need clear expectations, the autonomy to craft and pursue their agendas, support to achieve success, and help thinking about their careers,” writes Russ Laraway in his book When They Win, You Win: Being a great manager is simpler than you think. “Three important words managers use that demonstrate they care about the people: time, help, success. Take time to help people be more successful.”

According to Laraway, managers must provide three things: direction, coaching and career. By focusing on helping their people win, managers win too.

Direction – Setting the direction anchors the team to an aligned result through a combination of purpose and vision (long-term), and OKRs and ruthless prioritization (short-term). Setting direction ensures people know both the what and the why things need to get done, provides clear measures for what results look like, and a shared understanding of the most important tasks of the day, week, or quarter.

Coaching – Coaching is about encouraging people to change what’s not working and continue doing what is working. The first involves giving feedback in a way that is supportive; the second involves helping people explicitly understand what they have done well so they can do more of it. Neither of these should be considered micro-managing but instead are about keeping a close eye on what is happening to immediately correct when things go off-track and to encourage and praise when things are going well.

Career – Managers should do more than help employees succeed in the job at hand. They must also assist people in discovering a long-term vision for their careers and show them what actions they can take right now that enables tangible progress toward it. In doing so, managers can show employees that they care for them above and beyond the immediate work and current organization. Managers can demonstrate that they value their people more than simply as employees.

Laraway, a former executive at Google and Twitter as well as co-founder and COO at Radical Candor, says managers whose teams are most engaged, and whose organizations produce the best results, are able to systematically:

  • Create a culture of candor
  • Actively prioritize
  • Respond to ideas and concerns
  • Establish explicit expectations
  • Support growth and development

All of these are likely to increase engagement because they extend beyond typical company perks or benefits. They are about the behavior of managers leading the work.

To improve any company, look no further than the managers within it. Hiring and retaining the best managers makes business sense because good managers are those who develop engaged employees resulting in measurably superior results.

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Imagine a Four-Day Workweek

July 13, 2022

The pandemic has forever changed how we think about what it means to go to work. And though the hybrid approach is rapidly becoming the predominant model in many white-collar workplaces, perhaps we should consider a more radical change to the 40-hour, five-day workweek. Is it now time for the four-day workweek?

Instead of simply providing more flexibility on when employees get in their 40+ hours of work, why not give them the opportunity to trim the fat by cutting out wasted time, push back on non-essential meetings, and find ways to do the work more quickly and efficiently to achieve the same results so they can spend more time away from work?

This is ultimately about giving workers more autonomy and agency for getting work completed.

In 2018 the New Zealand company Perpetual Guardian introduced a four-day, 32-hour workweek as a pilot program and told employees that if productivity didn’t suffer, they would make it permanent. After eight weeks, they discovered not only did job performance not suffer, but there was an increase in employee engagement and work-life balance.

As a result of the pilot program, Perpetual Guardian found that:

  • Levels of engagement, teamwork, and stimulation went up between 30% to 40%   
  • Time spent on social media fell by 35%
  • Stress levels were down by 15%
  • People stated they slept more, rested more, read more, and relaxed more
  • After the two-month trial, the four-day workweek became permanent

“It’s not just having a day off a week,” says Perpetual Guardian founder and author Andrew Barnes. “It’s about delivering productivity, meeting customer service standards, meeting personal and team business goals and objectives.”

4 Day Week Global is a not-for-profit established by Barnes and Charlotte Lockhart that provides a platform for like-minded people interested in supporting the idea of the four-day workweek.

Research suggests that alternative work arrangements such as the four-day workweek are particularly beneficial for working mothers and low-income employees because these they tend to be marginalized from high-paying jobs or promotions and are often labelled as “failed” employees because household and caretaking responsibilities prevent them from working long hours or unexpected business travel. The four-day workweek could help level the playing field for marginalized workers.

Results-Only Work Environment (ROWE), which I wrote about back in 2010, seems especially relevant today. ROWE gives workers the freedom to do their jobs how and when they see fit, so long as they produce the stated results on specified deadlines.

While ROWE may not be suitable in every work environment, it can work well with workers who are experienced, conscientious, and professional. That’s why workplaces such as IBM, JL Buchanan, WATT Global Media, GitHub, Trello, Toggl, DataStax and many others see the benefits to both their employees and the bottom line.

While ROWE can result in happier, more engaged, and productive employees, communication can be compromised if regular meetings or check-ins are not established and held firm. Not all employees are capable of being successful with such autonomy, and, of course, many workplaces simply don’t provide that much flexibility where established hours are required.

Nevertheless, where ROWE can be implemented, it can result in attracting and retaining top talent, lower real estate costs, and a company culture that values work-life balance.

I’ve learned that while employees love the hybrid work model, managers are not so enamored with the idea. Many claim it is too hard to successfully monitor and manage others. But perhaps this points to the problem. We need a new way to measure productivity that doesn’t involve watching over someone’s shoulder. This means providing greater autonomy for how the work gets done.

Whether the four-day workweek becomes a reality anytime soon, perhaps implementing the ROWE model is a step in that direction. Trust employees and give them the agency and autonomy to get the work done. Don’t simply fill five days with tasks, but provide the goals and objectives then get out of the way as employees deliver results. And be open to this being accomplished in just four days.

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Milestone: 300 Blog Posts

December 26, 2021

During the past 12 years, I’ve written and posted articles about leadership, workplace communication, managing employees, executive coaching, organization development and other workplace topics. This blog post marks my 300th since I began writing them in 2009.

From my first post Operational Inefficiencies are Hurting Your Business regarding a trip to Denver that highlighted deficiencies with an airline and car rental company to my most recent Civility in the Workplace, these blog posts are primarily related to what I’m experiencing in my personal and professional life as well as what I’m reading or thinking about. I don’t follow an editorial calendar but instead write about whatever is present in my life at the time.

Though I receive no compensation, there are many benefits for this bi-weekly practice. These include providing potential clients the opportunity to better understand who I am and my expertise. Perhaps more importantly, this encourages my continual learning. (Full disclosure: About half the books I read and reference in these posts are sent free from publishers and publicists hoping I will write something positive.) Every year I read about 25-30 books related to these topics and, by writing about them, feel I am better able to retain the information and pass along to others what I’ve learned.

I wrote about leadership most often as this was tagged 178 times followed by employee engagement (79), organization development (79), workplace communication (75), and lower down was emotional intelligence (39), trust (38), and collaboration (34). The post where I received the most views and comments was Authoritarian vs. Authoritative Leadership written in the summer of 2019. It seemed to strike a chord during and after the Trump presidency.

Over these past 12 years, I see that I frequently discussed the topic of intentionality as well as listening when it comes to effective communication. This was first explored in Turn Signals and Talk Signals where I compared not using turn signals to not being clear in our communication, and in Leader as Listener among others.

Last year, I was able to leverage the work I do on this blog by expanding upon a particular topic into a full book. I wrote Emotional Intelligence in the Workplace in December 2020 and I’m thrilled to see it has found a larger audience.

This month I self-published a collection of my short fiction, something I’ve worked on for more than 20 years. I Remember Clifford and Other Stories is about exploring identity, the loss of a father, finding one’s voice, and feeling and processing emotions, especially around grief.

Here’s an example of something I’ve learned in just putting this post together. It turns out 300 is the sum of a pair of twin primes (149 + 151) as well as the sum of ten consecutive primes (13 + 17 + 19 + 23 + 29 + 31 + 37 + 41 + 43 + 47). Perhaps only my daughter and a few others might find this of interest. Regardless, writing 300 posts feels like a big milestone for me.

I am extremely grateful to my clients and the many authors and thought leaders who continually inspire me. To my regular readers, I truly appreciate your continued interest, and I welcome your comments and feedback. Happy New Year!

Photo by Alex Kotliarskyi on Unsplash

Civility in the Workplace

December 7, 2021

Blame it on social media, politicians, cable news or our collective desire for confirmation bias rather than truth and understanding, but incivility seems rampant in our lives.

Civility is about getting along with other people and treating others the way you would want to be treated. It’s about respecting and finding common ground with others despite our differences. So obvious and yet all too rare.

If you’re like me and think incivility and rudeness are on the rise, you would be correct. In fact, in a 2019 poll run by Weber Shandwick and KRC Research, 93 percent of people across America stated that uncivil behavior was increasing, and 68 percent said this was a major problem. That was before the pandemic and the January 6 insurrection, so things have likely worsened.

The one bright spot is that this has not necessarily been true in the workplace. In fact, over the past decade, people reported fewer rude incidents in the workplace—from 43 percent in 2011 to just 29 percent in 2019. Perhaps we should look forward to going back to the office if only to find some civility in our lives.

Another finding is that Americans continue to identify their place of work as a civility safe zone, with 89% of those who work with others describing their place of employment as very or somewhat civil.

Could it be that it’s too risky to be rude at work as it may cause us to lose opportunities for promotion or even cause for dismissal? Or is it due to a positive shift in attitudes signaling a move from divisive silo mentality to one of cooperation and collaboration?

Regardless, if we’re more likely to practice courteous behavior while at work, maybe returning to the office would be good not only for the organization, but beneficial to our society as well.

From the same research poll, when Americans were asked what actions could be taken to improve civility in our society, 55% said parents should be teaching civility to their children, followed by many workplace actions, including:

  • Warning or taking disciplinary action against people who are uncivil in the workplace (42%)
  • Civility training in the workplace (37%)
  • Employers’ training people how to intervene when others are being treated uncivilly (35%)
  • Employers encouraging employees to report incivility at work (35%)
  • Firing people who are uncivil in the workplace (32%)
  • Employers ensuring they hire civil people (21%)
  • Employers should discourage employees from discussing controversial subjects that could turn uncivil (21%)
  • A coalition of companies that promotes civility in society (18%)

Clearly, the workplace is not only viewed as a safe zone for civility, but also perhaps a template for how to encourage more of it throughout society.

While politicians, social media companies, cable news networks all have a role to play in making our society more civil again, business leaders can encourage civility in the workplace. This will make their workplaces safer, more collegial, collaborative and productive. And that’s good for the company’s bottom line and ultimately good for our society as a whole.

Renovating Corporate Culture

May 14, 2021

The influence of corporate culture on an organization’s ability to effectively execute on strategic objectives is well recognized. Yet all too often when culture is misaligned with strategy, leaders are unable to alter their organization’s culture and then fail to reach their objectives.

One of the most important thinkers on management theory and practice, management consultant and author Peter Drucker expressed the view that company culture constrains strategy and can even defeat it. This has often been summarized as “culture eats strategy for breakfast.”

Culture plays a huge role in the success of a business as it governs people’s organizational behavior and ultimately the execution of strategy. And culture increasingly plays a vital role in attracting and retaining talent. According to a recent Glassdoor study, 77 percent of people would evaluate a company’s culture before applying for an open position. Fifty-six percent stated an organization’s culture was more important than compensation.

When your company’s culture is unable to fully support your strategy, it’s time to renovate your culture.

“Successful companies recognized that certain elements of their organization, just as in any home renovation, are the core—the foundation of what made them great to begin with,” writes Kevin Oakes, CEO of i4cp and author of Culture Renovation. “Similar to a house where you want to improve the value, companies recognize that to better compete in the future, to continuously improve shareholder return, and to attract top talent, they need to renovate.”

However, Oakes found only 15 percent of companies that embark on culture change were able to succeed. After extensive research and executive interviews, his company defined 18 steps as a blueprint in order to initiate and maintain culture change. Referencing stories from well-known companies such as Microsoft, T-Mobile, Ford and Starbucks, Oakes outlines these steps in three phases: plan, build and maintain.

In the planning phase are things like figuring out what to keep, defining desired behaviors, and determining how progress will be measured, monitored and reported. The building phase includes clearly communicating that change is coming, ferreting out skeptics and nonbelievers early, and establishing a co-creation mindset. In the maintaining phase Oakes prescribes making onboarding about relationships rather than red tape, changing performance management practices and leveraging employee affinity groups.

And similar to any change initiative, success is directly tied to the level of active and engaged executive sponsorship.

Renovating is an apt word for this work with regard to corporate culture. It is about preserving the unique elements while updating or adopting “next practices” to better meet current conditions. Similar to renovating a house, renovating an organization’s culture means determining what is essential and building upon that.

“For a renovator, a house is not an artifact locked in time, but a distinct being with a character and history that should be upheld even as the owner’s needs are taken into account,” writes Erica Bauermeister, author of House Lessons: Renovating a Life. Unlike remodeling, Bauermeister says renovating requires a certain respect for what is there and what should remain in order to successfully transform.

So too with renovating corporate culture. Listen and learn what is to be kept. Gather a team of effective influencers. Clearly communicate early and often. Create a compelling vision. Provide training on desired behaviors. Promote those who best represent the new culture.

“Culture is critical, and changing it is difficult,” writes Oakes. “Whether renovating a house or overhauling the culture of a century-old organization, it never goes as planned. The process demands optimism, patience, and perseverance.”

Renovate your culture to align with your strategy and your company will become unshakeable.

Gray Market Opportunity

August 30, 2020

Marketers target the youngest generation in order to capture spending by those early in their careers, starting families, buying their first home and generally seen as having the most disposable income. With a focus largely on the millennial generation, marketers are missing a huge opportunity with older consumers.

In addition, employers should recognize the value older employees provide in the workplace in helping to best serve the wants and needs of people over the age of 60.

In a new book 2030: How Today’s Biggest Trends Will Collide and Reshape the Future of Everything, author Mauro F. Guillén presents a compelling case for thinking differently about older consumers both today and ten years from now. Consider the following:

  • Currently, 12,000 Americans turning 60 every day; in 2030, those 60 or older will represent more than a quarter of the US population.
  • According to the Economist magazine the “older consumer will reshape the business landscape,” and Boston Consulting Group estimates that only one in seven companies are currently prepared for the growing spending power of this gray market.
  • Durable consumer goods such as appliances, tools and cars should assure older consumers that these products are geared to their needs, including that they are easy to use, provide legible instructions and controls, and offer leasing options.
  • According to AARP, a majority of seniors are optimistic about their overall quality of life, including financial well-being, mental and physical health, recreation and leisure time, and family life. When people feel optimistic, they tend to spend more.
  • Today’s expenditures on healthcare, home care, assisted living and similar service industries will accelerate over the next decade.

Technology certainly plays a part when it comes to aging as the breakthroughs in medicine, nutrition, biotechnology and other fields that help more people enjoy longer and happier lives. “By 2030,” according to Guillén, “the average seventy-year-old will live like today’s average fifty-year-old.”

If companies want to capitalize on this rapidly growing gray market, it’s important they recognize that those over 60—employees as well as customers—cannot be ignored. In fact, organizations should recognize the value employees can bring to serving similar aged consumers. Because they are of the same generation, older employees may be better able to define the feature set, user interface and overall value proposition.

As people live longer lives, the idea of early retirement becomes less attractive—either due to it not being financially viable or because people like working and want to continue being productive as long as it is enjoyable.

Older employees can bring experience and wisdom to complement the expected new ideas and tech savvy of younger people. And employees in their sixties and beyond can often provide stability, predictability and reliability other generations cannot. This is something HR departments should take into account when looking for job candidates.

These older workers are not going to be the best fit for every position. Recognizing those individuals who are will be vital in order to take advantage of this growing gray market. Similar aged employees will best be able to understand and meet the needs of such older customers. That makes good business sense now and in the coming decade.

Moving from Equality to Equity

June 30, 2020

Most Americans, I suspect, believe in equal opportunity more than equal outcome. This means providing a level playing field, so everyone has the opportunity to reach their goals if they put in the necessary work. Yet without equity, we don’t have a level playing field.

Huge advantages persist in the United States for those who are white, male, heterosexual, college-educated and having been raised in a financially-secure family. I have no idea what percent of the current US population this demographic represents, but I’d be surprised if it were more than 20%. However, if I were to guess at the make-up of those in power—both in business and government—I’d guess this demographic is closer to 80%.

A diversity of opinion provides enhanced decision-making. By taking minority views into account and encouraging the silent voices in the room, we can make the best decisions. A leader can become aware of issues and concerns that upon first glance may not be noticed. Great leaders know this. They seek to be challenged rather than back away. from them

Corporations are unlikely to have a diverse make-up of executives in the C-suite unless their boards of directors include such diversity. Businesses should therefore hire and promote more women and people of color into board seats as well as executive and senior leadership roles. Their presence mean companies will be more representative of the people they serve: employees, customers, suppliers, shareholders and the surrounding community.

When companies claim they can’t find qualified applicants representing women or people of color, perhaps they are not looking in the right places. Are they recruiting from colleges and universities that primarily serve this demographic? Do they offer training and leadership development programs to all employees equally? Though their policies may claim this, how does it show up in the diversity of those being promoted?

Those in government should also represent the overall make-up of the population they serve. Yet gerrymandering, voter suppression and the Citizens United decision certainly provide representatives the opportunity to choose their voters rather than voters choosing their representatives. And while the 116th Congress is the most racially and ethnically diverse group ever, this still represents just one-in-five in the House of Representatives and Senate. And the overwhelming majority of these representatives are Democrats (90%), while just 10% are Republicans.

I’m not advocating for taking away rights of straight white males of which I count myself as a member, but I am saying there needs to be more equity in how we educate, hire, promote and lead in all areas of society. This means providing equity, so everyone has a fair shot at life, liberty and the pursuit of happiness.

We need to move beyond seeking equality and look for equity instead. Equity acknowledges this is not a level playing field. Equity is not antithetical to capitalism, nor to freedom. Equity is about providing fairness to all. Equity is especially important in this time of protesting systemic racial injustice because it gets closer to root of the problem. Until black lives matter, all lives can’t matter.

Equity provides support or assistance based on specific needs or abilities. It’s not entirely about race or gender as it is about fairness due to your particular situation. Obviously many programs have so far failed to provide this, but that doesn’t mean we should abandon seeking to make them successful. It wasn’t the aim of the programs that failed, but the execution of implementing many of them. This can and should be corrected.

And moving from equality to equity will bring us closer to reaching the moral standard our country should continually strive to live up to.

Ask and Thou Will Succeed

February 12, 2020

In today’s workplace people are often reluctant to ask for the information they need to be most productive. Failure to ask could be explained for many reasons, but it needs to change in order for individuals as well as organizations to be successful.

Research shows that employees failing to share knowledge effectively costs Fortune 500 companies $31.5 billion every year! This lack of knowledge sharing can be due to: no clear methodology or forum, little to no examples demonstrated by leadership, the assumed expectation that we are supposed to know everything. Or perhaps it is due to the mistaken belief that the specific knowledge is somehow not available within the organization.

The knowledge and information we seek is very often available from our colleagues, but we assume it is not. Many companies have built up silos that restrict the very cross-pollination necessary to solve big problems. Some employees withhold knowledge and information because they believe it makes them more powerful. And many people are competing internally for resources, promotions, status, etc. But to what end?

When you reduce internal competition and increase cross-collaboration, the company wins. To encourage this, those who work effectively together should be rewarded rather than those who, for whatever reason, stand in the way. This seems like a no-brainer, but we can all think of many examples where it isn’t the case.

What needs to change? The most important thing is to create a culture where asking questions and asking for help should be celebrated rather than frowned upon. This means encouraging those who do speak up and ask for what they need. Leaders should set an example by asking more questions and demonstrating through their own vulnerability that they need assistance from others.

Amy Edmondson, professor of leadership and management at Harvard Business School, says leaders need to acknowledge their own fallibility, and model curiosity through asking lots of questions. Edmondson says to frame the work as learning problems instead of execution problems.

“It’s critical to understand that help rarely arrives un-asked for,” according to Wayne Baker, author of All You Have to Do is Ask: How to Master the Most Important Skill for Success. “In fact, studies have shown that as much as 90 percent of the help that is provided in the workplace occurs only after requests for help are made.” And research shows that people who regularly seek advice and help from knowledgeable colleagues are actually rated more favorably by supervisors than those who never seek advice and help.

It’s also critical to normalize mistakes. According to Baker, in the start-up world of high-tech companies, there is often the mantra of “fail fast.” The focus is on normalizing mistakes and viewing iteration as a necessity for continuous learning.

Many companies are looking for models to encourage asking questions and have adopted Reciprocity Rings, which are dynamic group exercises focused on the “pay-it-forward” principle. This enables people to get the information they need and solve problems, while energizing the group and creating stronger, more trusting relationships. Reciprocity Rings are used in the top business schools and corporations such as Deloitte, Dow, Goldman Sachs and Google.

No matter how your organization goes about encouraging employees to ask for what they need, it needs to happen. A company’s success depends upon its employees’ ability to efficiently ask for and obtain knowledge and information in order to solve problems. Creating a space that normalizes this behavior and breaks down the walls of information silos is critical for success of both individuals and their companies.

Playing the Infinite Game

January 3, 2020

Running a business over the long-term requires looking beyond what’s good for shareholders to see what’s best for all the stakeholders. This requires seeing business not as a finite game of winners and losers, but as an infinite game where you get to choose how to play.

In the past 50 years it seems corporations have become the center of our capitalist society. Many have lobbyists to steer governmental policy decisions and some organizations even take part in helping to write many of the bills in Congress. Large businesses are often viewed as a barometer of our economic health, with their financial returns considered more important than the employees who work for them and the very customers they serve.

And while fewer than 20 percent of Americans invest in stocks, it seems strange to associate the Dow Jones industrial average with the overall health of our economy.

The Economic Policy Institute reported that in 1978 average CEO pay was 30 times the average worker, and by 2016 it had increased to 271 times the average worker’s pay. In fact, average CEO pay has increased at a rate 70 percent faster than the stock market!

Perhaps our over-reliance on the health of our corporations, including quarterly earnings focused on meeting Wall Street expectations and on over-compensating our CEOs, is not the best way to judge the economy or the state of workers in our society.  

“In a free-enterprise, private-property system, a corporate executive is an employee of the owners of the business,” wrote Nobel Prize-winning economist Milton Friedman in 1970. “He has direct responsibility to his employers. That responsibility is to conduct the business in accordance with their desires, which generally will be to make as much money as possible while conforming to the basic rules of the society, both those embodied in law and those embodied in ethical custom.”

One wonders if maybe we’ve focused too much on Friedman’s notion of “make as much money as possible” and not nearly enough on the rules “embodied in law and those embodied in ethical custom.” Too often there seems to be more emphasis on skirting the laws or finding ways to circumvent them—not to mention little if any focus on ethical considerations.

In Simon Sinek’s latest book, The Infinite Game, he suggests we need to replace Friedman’s definition with one that goes beyond profit and considers the dynamism and additional facets that make business work.

“The responsibility of business is to use its will and resources to advance a cause greater than itself, protect the people and places in which it operates and generate more resources so that it can continue doing all those things for as long as possible,” writes Sinek. “An organization can do whatever it likes to build its business so long as it is responsible for the consequences of its actions.”

He suggests that to increase the infinite value to our nation, economy and all companies, the responsibility of businesses must be to: 1) advance a purpose, 2) protect people, and 3) generate a profit. Sinek’s order of these is deliberate and important.

Advancing a purpose is about offering people a sense of belonging and the feeling that their lives and work have value beyond the work itself. In protecting people, companies should operate in a way that protects the people who work for it and buy from it, as well as the environment in which they live and work. And though money is the fuel for a business to remain viable, it should be used to continue to advance the first two priorities.

In this infinite mindset, Sinek sees a longer-term focus beyond merely making money. It is a perspective that enables companies to remain viable because it focuses on its employees and customers—the result of which is making a profit. The object of the infinite game is not to win, but to continue playing. When you run a business, you don’t win; you continue to play.  

“Where a finite-minded player makes products they think they can sell to people, the infinite-minded player makes product that people want to buy,” writes Sinek. “The former is primarily focused on how the sale of those products benefits the company; the latter is primarily focused on how the products benefit those who buy them.”

Sinek points to companies like Apple, Patagonia and Four Seasons as examples of companies that have embraced this infinite game mindset. So are other companies once they brought in a new leadership perspective, e.g., Ford under Alan Mulally and Microsoft under Satya Nadella.

This longer-term infinite game focus provides an environment beyond profit, and actually extends closer to Friedman’s notion of capitalism. A renewed focus on conforming to basic rules of society—both laws and ethical customs—may ultimately yield an economic model that serves not only CEOs and shareholders, but also workers, customers and the environment.

Perhaps this would be capitalism at its finest and make it more viable in the long term. And if capitalism truly benefited all stakeholders, maybe socialism wouldn’t be gaining traction by so many younger people as a viable alternative in this country.

Leading Effective Meetings

December 9, 2019

Those in leadership positions spend more time attending and leading meetings than perhaps any other activity throughout the workday. But how effective are these meetings?

More than 55 million meetings are held in organizations every day in the United States. The annual cost of these meetings (based on the average salaries of attendees) is $1.4 trillion! That’s a serious amount of money and it’s worth questioning to what degree meetings are a good investment.

“Too many meetings,” was the number one timewaster in the office and cited by 47 percent of 3,164 workers in a study conducted by Salary.com focused on workplace time drains. Microsoft surveyed nearly 40,000 people about productivity and work-related practices, and found that 69 percent of workers globally and 71 percent of workers in the US indicated that meetings were not productive.

Are meetings necessary? Absolutely. According to Steven Rogelberg in his book The Surprising Science of Meetings, “I would hazard to say that there is no single investment that organizations treat so carelessly, with so little evaluation or drive to improve, than meetings.”

Rogelberg says the benefits of meetings include:

  • Allow attendees to interpersonally connect with one another, which serves to build relationships, networks and support.
  • An ideal venue to bring together ideas, thoughts and opinions—things that should help each person perform his or her job in a better, more coordinated and cooperative manner.
  • Enable leaders and employees alike to create a shared understanding that promotes efficiency and teamwork.
  • Build commitment to goals, initiatives and broader aspirations that may not be explicitly stated in any individual job description, and that employees can see that they are part of something bigger than themselves.
  • Bring individuals together as a coherent whole, which can then be more adaptive, resilient and self-directing.

Leading effective meetings is clearly important, but how? Many things can be done such as reducing the standard length of meetings from 60 minutes to 50 minutes, something Google and PricewaterhouseCooper implemented so attendees have time between back-to-back meetings. Keep the number of attendees to eight or fewer, especially when trying to solve a problem or make a decision. Remove the chairs and have a stand-up meeting to keep it short, or have a walking meeting when there are few participants to stimulate idea generation.

Brainwriting is a technique to use silence as a way to generate and prioritize ideas beyond the loudest voices in the room. Silent Reading is common practice at Amazon where a detailed six-page document is provided and read by all attendees at the beginning of the meeting, which can then lead to a deeper discussion than presentations provide.

Meetings should be effective, yet there are no clear guidelines most organizations provide and follow. With that, I submit Rogelberg’s “Good Meeting Facilitation Checklist” in his book. This includes:

  • Time Management
    • Keep track of time and pace of meeting
    • Acknowledge emergent issues that warrants discussion or new meeting
    • Keep conversation moving forward
  • Active Listening
    • Model active listening and asking good questions
    • Clarify and summarize where things are and people’s input
    • Listen for underlying concerns and bring them forward
    • Ensure note-taker issues, actions and takeaways are recorded
  • Conflict Management
    • Encourage conflict around ideas and manage so that it benefits decision-making
    • Invite debate so that people feel comfortable respectfully disagreeing
    • Deal with disrespectful behavior quickly through re-direction and reminding attendees of ground rules
  • Ensuring Active Participation
    • Actively draw out input from those who are not contributing
    • Keep any attendee from dominating the conversation
    • Keep side conversations at bay
  • Pushing for Consensus
    • Test for agreement and consensus to get a sense of where attendees stand
    • Be willing to take the pulse of attendees to ensure process is working
    • Know when to intervene assertively and when to let the process run as it is
    • Be an honest broker of the conversation at hand, and work to remain impartial

Putting to use the above checklist when facilitating can result in your meetings being much more effective. Don’t let your attendees see your meetings as a waste of time. Instead, lead effective meetings that reflect well on you and achieve the results you’re looking for.

Meetings Rule our World

October 28, 2019

As a coach and consultant, I regularly meet with clients challenged to find time due to other meetings crowding their calendars. Meetings rule many of our working lives and this requires we push back to make the best use of our time and to make meetings better.

If you find most of your workday is simply moving from one meeting to the next, you are not alone. Collectively, we attend some 11 million meetings each business day in America. Many of these meetings have no clear agenda, may not require our attendance, and some may not be necessary in the first place.

There’s no doubt some meetings are very important and need to take place with you in attendance. Your challenge is to ensure you participate only in those and find ways to avoid meetings that don’t make the best use of your time.

The higher you rise in an organization, the more your day will be filled with meetings. Therefore, you need to be selective by understanding the meeting’s purpose, determining whether you are the right person to attend, and ultimately whether this meeting is a priority for you right now given your role.

You may find it difficult to push back when you’re invited to attend a meeting, but it’s important that you do this.

When to Decline a Meeting:

  • You should decline when the purpose for the meeting isn’t clear well in advance. The meaning should make it clear why your attendance is necessary. That’s not to imply that what is discussed or decided is not important, but this information can be communicated back to you in the minutes after the meeting.  
  • You should decline when an agenda is not available ahead of time and it’s clear that one will not be used. An agenda helps you best prepare for what will be discussed. It also demonstrates that the meeting organizer has a plan and respects your time and attention.
  • You should decline if you’ve attended a similar meeting in the past from this organizer and found that your participation was not the best use of your time. This may require that you find or appoint someone to attend in your place.
  • You should decline if the meeting is likely to serve as primarily a data dump of information rather than a discussion. Insist that meetings be used for discussion and decision-making, so that you and other attendees stay engaged and feel valued.
  • You should decline when your attendance is not a priority for you in your role. This means you decline due to conflicting priorities. This is not saying the meeting is not important, only that it is not as important as your other priorities.

It should go without saying that how you decline a meeting will influence the reputation you’ll leave with the organizer. There’s obviously a polite way to say “no” and it is important to learn how to politely decline.

Ultimately, if you are able to decline effectively, you may help influence organizers to ensure that future meetings are conducted more thoughtfully. These meetings would include providing agendas in advance, carefully selecting the right people, using the time most effectively, and providing minutes following the meeting. Your ability to decline effectively may then lead to helping to improve meetings organization-wide.  

Astronomical Compensation at the Top

June 21, 2019

What happens when one person in a company or on a team is significantly compensated far beyond everyone else? Perhaps a superstar athlete or outstanding CEO should be paid a lot because of what they deliver. But what level of compensation inequality is appropriate?

While the pay for athletes is very public, corporations try to shield the total compensation given to senior executives for good reason. But as you’ll see, that is changing.

In the NFL the more a team pays an elite quarterback, the less is available for the other 52 players due to the salary cap. Russell Wilson, quarterback of the Seattle Seahawks and now the highest compensated player in the league, will command just under 14% of the Seahawks’ salary cap. (No team has won the Super Bowl with more than 13.1% of the cap dedicated to one player.)  At $35 million, Wilson makes about 17 times as much as the average NFL player.

Research conducted in the United States and around the world indicates that people are generally unaware of just how unequal CEO pay is in most corporations.

In the US, for example, people say they estimate CEOs earn about 30 times the average worker. In reality, as of 2012, the average CEO earned $12.3 million. That’s about 350 times the average worker’s income of $35,000. Is the top executive at any company worth 350 times more than its average worker?

How much do CEOs contribute to the bottom line?

Management professor Markus Fitza sought to find out. In a comprehensive analysis of thousands of corporations over nearly two decades, he found that only about 5 percent of the performance differences between companies could be attributed to the CEO. Fitza estimated that in addition to uncontrollable elements, such as fluctuations in the economy, about 70 percent of a company’s performance—which the CEO normally gets credit or blame—is a matter of random chance.

Others analyzed the same data using different statistical methods and found that the CEO effect might be as high as 22 percent. Regardless of whether the number is 5 percent or 22 percent, it may be hard to accept that the CEO is really worth his or her salary.

What about the larger impact of income inequality?

According to Keith Payne, author of The Broken Ladder: How Inequality Affects the Way We Think, Live and Die, those states and countries with greater levels of income inequality have much higher rates of the social and health maladies we associate with poverty, including lower than average life expectancies, serious health problems, mental illness and crime.

States like Mississippi, Louisiana and Alabama have the highest levels of income inequality and rate weakest on the index of health and social problems. In contrast, New Hampshire, Utah and Iowa are the opposite.

On a global scale the United Kingdom, Portugal and United States have the highest level of income inequality and rate weakest on the index of health and social problems, while countries like Japan, Norway and Sweden have the lowest income inequality and rate best on the index of health and social problems.

“The inequality reflected in statistics like the Gini coefficient is driven almost entirely by how wealthy the rich are,” writes Payne. “If some economic genius were to come up with an innovation that doubled everyone’s income overnight, it would make the problems of inequality worse, not better as multiplying the income of millionaires would increase their wealth by a greater amount than doubling the income of someone earning $15,000 a year. Everyone would be wealthier, but inequality would grow that much more pronounced.”

About three-fourths of Americans believe CEO pay is too high, and nearly two-thirds believe it should be capped. And this is based on people believing CEOs were compensated 30 times as much as the average worker, not 350 times as much!

Beginning in 2015 corporations are required to publicly disclose the ratio of CEO pay to that of the average employee. Perhaps it’s too early to tell how much this more transparent dissemination of information will have on workers’ morale.

Research led by Bhavya Mohan found that when customers learn that a corporation has high inequality between the compensation for the CEO and average workers, they are willing to penalize the company by buying from a competitor with lower inequality.

Time will tell how this plays out and whether it results in average salaries rising to better offset CEO pay. Whether CEO salaries are capped, or corporations find a way to get astronomical pay more in-line with average workers, something needs to shift in order to reduce compensation inequality in the workplace.

Successful Givers are Otherish Givers

April 8, 2019

In every workplace there are givers, takers and matchers. Most of us are matchers, looking for something equal in return for what we provide to others. This reciprocity style is predominant because it is about overall fairness.

Adam Grant, organizational psychologist and author of the book Give and Take: A Revolutionary Approach to Success, says that your reciprocity style can directly impact your ability to succeed. In his research, he found that givers are often found at the bottom of the success ladder, and also at the very top. 

It turns out the giver reciprocity style can be either detrimental or beneficial to one’s career.

This is because givers at the bottom may be so selfless that they are “too trusting and too willing to sacrifice their own interests for the benefit of others.” Givers at the top have found a way to be successful by becoming what Grant terms otherish.

While being a selfless giver is admirable, you may run the risk of burning out and developing resentment towards others. This can deprive you of emotional energy, which is vital to well-being. Selfless giving can ultimately become overwhelming without self-preservation instincts.

An otherish giver is someone who maintains concern for themselves as well as others. They genuinely care about helping people, and they want to achieve their own ambitions and interests. They don’t see these two perspectives in conflict with each other.

Being otherish means you’re willing to give more than you receive, but still keep your own interests in sight and using them as a guide for choosing when, where, how, and to whom you give. And there are times when you choose not to give because that time, place, method or person is in some way detrimental to you and your interests.

Empathy is the persuasive force behind giving behaviors, but it’s also a major source of vulnerability. According to Columbia psychologist Adam Galinsky, when you focus only on the emotions and feelings of another you can risk giving away too much. It is therefore important that you also take into account the other’s thoughts and interests in order to satisfy the other person without sacrificing your own interests.

In group settings, the best way to ensure givers aren’t being exploited is to get everyone in the group to act like givers.

Reciprocity Rings

One unique way to encourage all members of a group to act more like givers is the use of Reciprocity Rings, which is a face-to-face exercise where every individual of a group asks for and offers help. Because everyone is making a request, there’s little reason to be embarrassed or feel overly vulnerable. And when requests are specific and explicit, each participant provides potential givers with clear direction about how they can contribute most effectively.

In Reciprocity Rings people present meaningful requests and matchers are often drawn in by empathy. Takers are also likely to act like givers because they know that in such a public setting, they’ll gain reputational benefits for being generous in sharing their expertise, resources and connections. And if they don’t contribute, they risk looking stingy and selfish.

This random, pay-it-forward mentality may seem counter-intuitive to the way many organizations are currently run. But companies like Bristol-Myers Squibb, IBM, Boeing, Citigroup, Estee Lauder, UPS, Novartis and GM all use Reciprocity Rings to save time and money as well strengthen the community of participants, which increase overall engagement.

Using Reciprocity Rings will encourage more giver mentality in organizations, and this is beneficial to everyone. And givers acting more otherish enables them to be more successful.

Demanding Jobs with Little Agency

November 8, 2018

The World Health Organization reports that the United States is among the most anxious nations on the planet. Our current political climate certainly contributes to this distinction, but much of our stress stems from feeling a lack of agency on the job.

Agency is the capacity to act independently and make our own free choices. This sense of agency is tightly connected to a sense of ownership. If we feel a lack of agency on the job, it can show up as not being fully engaged, holding back on challenging assumptions, and withholding the important creativity and problem-solving abilities we were hired to demonstrate.

Increased anxiety and stress are huge problems for businesses and the government. According to the American Institute of Stress, U.S. industries lose nearly $300 billion a year—or $7,500 per worker—in employee absenteeism, diminished productivity, employee turnover and direct medical, legal and insurance fees related to workplace stress.

“While it may seem obvious that hard-charging white-collar workers are under stress, studies show that blue-collar workers—line cooks, factory workers, practical nurses—are even more vulnerable,” according to Ellen Ruppel Shell, author of The Job: Work and its Future in a Time of Radical Change. “This is because of what Ofer Sharone describes as the toxic confluence of high demand for their efforts and low control over their working lives.”

This high demand for ever-increasing productivity in a 24/7 always-on workplace combined with little control and freedom over the tasks makes for an unhealthy environment.

“Demanding jobs do not necessarily make us sick, but demanding jobs that give us no agency over what we do or the way we do it are quite likely to,” says Shell. “For growing numbers of Americans—no matter how successful—these pressures have transformed work from a source of satisfaction and pride to an anxiety-ridden bout of shadowboxing.”

So how much of this lack of agency should be blamed on the employer and how much on the employee? This is not easy to answer, but clearly there is responsibility in both.

Leaders and managers in organizations need to consider how much freedom and control they actually provide individual employees. For example, is the task well-defined with a clear understanding of what the deliverable should look like and when it should be completed? Yes. But are the steps regarding how it should be completed and delivered also predetermined yet perhaps not clearly communicated? This can undermine agency.

And how much overall tolerance is there for risk taking and trying things in a different way? If you find yourself hearing (or saying) “That’s not how we do things here,” you may find little tolerance in your organization, and this lack of tolerance also undermines agency.

Employees also have a role and they need to consider when and how to step into agency—even when they may not feel they have the right to do so. Obviously, when you’re new to the job, it’s important to first understand the established rules, norms, values and organizational culture before you can fully express agency. Many of these may actually be the culprit.

Demonstrating agency means taking responsibility and ownership when it’s clear no one else has and yet needs to happen. It means pushing back on standard operating procedures when you see the faults, have a better solution and know how to communicate and implement it. And it means requesting more control or freedom over the work when you can provide clear and compelling benefits. These not only demonstrate agency, but also leadership potential.

It often takes courage to demonstrate agency. When unsuccessful, challenging assumptions or making mistakes can sometimes damage your reputation. Tread carefully but proceed boldly.

By carefully choosing when and how to use agency, you may find you can have more success than failure. You will have more freedom and control on your job. You will reduce your overall anxiety and stress. And you will likely feel more fully engaged. All of this is good for you and your organization.

Organizational Resiliency: Failing Forward

March 13, 2018

Emphasizing strengths and minimizing weaknesses is common not only for individuals, but for organizations as well. A relentless focus on success is certainly easier and more enjoyable, but at what cost is the unwillingness to acknowledge and learn from our mistakes?

Every individual and organization regularly fails. It is inevitable and it is absolutely necessary on the pathway to growth. Far too many of us, however, refuse to learn from or even acknowledge these mistakes or misfires.

Yet those individuals who do accept and take accountability for their weaknesses and mistakes are much more likely to learn how to overcome them. And organizations who are able to see the value that comes from acknowledging them and being accountable for them are likely to become more resilient and thrive.

“To be resilient after failures, we have to learn from them,” write Sheryl Sandberg and Adam Grant in their book Option B: Facing Adversity, Building Resilience, and Finding Joy. “We’re too insecure to admit mistakes to ourselves or too proud to admit them to others. Instead of opening up, we get defensive and shut down. A resilient organization helps people overcome these reactions by creating a culture that encourages individuals to acknowledge their missteps and regrets.”

Creating a culture that is not only willing to discuss mistakes and failures, but actively encourages the organization to open up and truly learn from them is one that is resilient. And this organizational resilience is at the heart of learning.

“When it’s safe to talk about mistakes, people are more likely to report errors and less likely to make them,” write Sandberg and Grant. “Yet typical work cultures showcase successes and hide failures.”

To highlight successes and hide weaknesses may make sense when individuals are applying for a job or organizations are trying to appeal to customers and shareholders. However, when it comes to effectively operating inside the organization, the need to acknowledge our failures and learn from them is profoundly important.

“Our observations have led us to believe that, just as individuals can learn to develop personal traits of resilience, so too can organizations develop a culture of resilience,” according to George S. Everly, Jr. in his 2011 article “Building a Resilient Organizational Culture” in Harvard Business Review.

“While human resilience may be thought of as a personality trait, in the aggregate, groups, organizations, and even communities can learn to develop a ‘culture of resilience’ which manifests itself as a form of ‘psychological immunity’ to, or the ability to rebound from, the untoward effects of adversity.”

Everly concludes that self-efficacy or the belief in one’s agency and the ability to be a catalyst for change along with optimism can form a powerful framework for building a resilient organization.

As one former Google executive explained to me, what they try to do at Google is rather than simply fail fast, it’s important to learn early and often. The anonymous quote comes to mind: Failure is not an option. It’s a privilege for those who try.

Organizational leaders must demonstrate to their employees that because failure is inevitable, it must be acknowledged and accepted. Failure and mistakes are only detrimental when they are repeated because learning did not take place.

Next time you make a mistake or fail in the workplace, make a point of publicly acknowledging it, then state what you learned and how you will ensure it won’t happen again. Though this will take courage and demand making yourself vulnerable, you will make it safer for others to do so in the future. You will also undoubtedly rise in your stature as a leader because you are doing what’s right for your professional growth as well as the growth of your organization.

A Return to Civility

December 16, 2017

So much of what is currently wrong in the workplace, government and our society can be linked to people simply not acting civil towards each other. Perhaps if we were a bit more courteous and polite it would lead to greater productivity, health and happiness.

In the workplace, this lack of civility shows up when we compete with coworkers rather than collaborate; it is seen when we act in a passive-aggressive manner to feign support for others and their ideas when, in fact, we have no intention of following up; or in stonewalling when others request something that is clearly important to them yet not to us.

As an organization development consultant and leadership coach, I find one of the most common forms of dysfunction is the inability of people to work together in a civil manner. Behaviors that diminish civility include both those that are intentional such as those mentioned above as well as unintentional. Such unintentional behaviors can include the failure to actively listen, an inability to believe that what others are doing is the best they can, and a lack of accountability that is endemic throughout many organizations.

“In America, we’ve got to learn how to disagree without demonizing each other,” says Pastor Rick Warren, author of The Purpose Driven Life. Though he may have been speaking metaphorically, the fundamental principle is the idea that people can still work together even if they do not always agree with each other’s point of view.

Look no further than the dysfunction in our federal government with Congress unable to even have a constructive conversation with members on the other side of the aisle in order to produce bipartisan legislation that is in the interests of the nation as a whole.

This lack of civility currently shows up in so many ways both within the workplace and elsewhere in our lives.

  • Meetings that have no clear agenda, feel like a waste of time, or have no clear action plan afterwards. Could we instead enable attendees to be interested and engaged by encouraging their passion as well as respectful conflict?
  • Talking over another instead of really listening to what the other has to say. What if we allowed the space for true give and take dialogue where people actually felt heard that could then give way to greater understanding?
  • Email messages that clutter our inboxes because they are rambling, incoherent or too long to be read quickly. What if we consistently specified our intention in the Subject line of our message and followed with a straight-forward request or statement that could be quickly read, acted upon or discarded?
  • Text messaging that attempts to communicate, but often leads to misunderstanding or confusion regardless of the number of emojis being used. Instead, what if text messages were used for simple requests and comments rather than a replacement for conversation with real emotions?
  • Tweets that attempt to communicate something simple to many people, yet often lead to sensationalism and/or obfuscation. What if we used these 128 characters only to direct attention to something meaningful where it can further illuminate or clarify?
  • Social media that in so many ways leads to anti-social behavior. Recent research suggests that social media often leads people to becoming more isolated. Rather than accumulating “likes” in the virtual world, what if we connected in the real-time, physical world with those we consider friends?
  • Turn signals are still the law of the land and yet motorists rarely use them anymore as if it is no longer important to indicate our intention to those who share the road. What if we again used this simple mechanism to specify our intention in order to reduce accidents as well as frustration on the road?
  • Eye contact with others tends to make many of us nervous, yet not making such contact only further separates and divides us. What if instead of making assumptions regarding other people, we were able to connect with them by simply smiling, making eye contact and saying hello?

None of these items acted upon individually will make our world more civil, yet if each of us chose to practice a little bit of kindness and compassion towards one another both in and out of the workplace, I suspect it would catch on and begin to make a difference.

Call me Pollyannaish, but I truly believe that the only way to combat the destructive forces that are preventing us from getting along are to choose to be more civil with each other. Let the spirit of this holiday season continue into the new year by making one of your resolutions to be more civil with other people.

Workplace Loyalty: A New Paradigm

August 3, 2017

Once there was a time when companies provided their employees with the security of lifetime employment. There was also a time when employees remained on the job despite opportunities to go elsewhere.

That relational dynamic has certainly changed as many employers moved towards outsourcing, automation, and—for all too many—a focus on increasing shareholder value over employee engagement and customer satisfaction. Many employers are no longer loyal to their workforce so it should come as little surprise that employees are not loyal to their companies.

It’s time for a new paradigm with regard to workplace loyalty. This is one where both employee and employer do their part to encourage greater loyalty. Employees should first and foremost be loyal to themselves, and employers should recognize that company loyalty can and should remain long after an employee leaves.

“Loyalty to self and company need not be either bound by employment or mutually exclusive,” writes Lee Caraher, author of The Boomerang Principle: Inspire Lifetime Loyalty from Your Employees. “Loyalty is a two-way street, and unless a company can prove to employees that it deserves their loyalty, it isn’t coming. Frankly, the business world has taught us all that we need to be loyal to ourselves first if we don’t want to be caught on the wrong side of a downsizing.”

This reminds me of the flight attendant’s advice before take-off: “Be sure to place your own oxygen mask on before assisting others.” To be your best self for others, you must first be your best self for yourself. And to truly love another person, you must first love yourself.

An example of this loyalty to self in the workplace can be simply recognizing when you are no longer fully engaged in your work and doing something about it. Options may include: 1) Determine and act upon what is within your power to change in order to become more engaged; 2) Have a discussion with your supervisor to determine what he or she can do to enable your higher engagement; 3) Seek other opportunities inside or outside the company where you can bring your best self to be fully engaged.

This self-loyalty has to do with being accountable for your part in the lower engagement you may be experiencing, and doing what is necessary in order to raise it. You are much more likely to be loyal to your company if you feel engaged in your work, and you can impact this.

At the same time, employers need to recognize that employee loyalty must be earned rather than assumed. Employers need to encourage workers by doing what they can to enable their full engagement.

And Caraher says employers need to let go of the old workplace loyalty notion and replace it with a mindset that employees can be loyal throughout their lives, whether they continue to be employed at the company or not.

The idea is that even ex-employees can be important ambassadors for your company and become partners, clients, customers, and referrals for all of those as well as potential new employees. Perhaps most importantly, if your former employees feel they were treated well while employed at your company and especially during their exit from it, they may very well end up coming back to work there again.

As the notion of workplace loyalty continues to evolve, it’s important that both employees and employers do their part to make it work. Loyalty should not be assumed or taken for granted, and it requires effort on both parties to continue.

Working Smarter in the Age of Distraction

July 19, 2017

We live in a world of constant distraction. The internet, text messaging and social media all play a part in this distraction and yet we willingly choose to let these interruptions keep us from fully engaging in our lives.

This is true not only in our free time, but in our workday as well. Employees are often getting sidetracked from the task at hand thereby undermining overall productivity.

According to a 2012 survey by Salary.com, one of the biggest culprits is internet surfing. The survey interviewed 3,200 people and found that more than two-thirds of employees regularly spend time surfing websites unrelated to work.

Specifically, 64 percent of employees say they visit non-work related websites every day. Of this group, 39 percent spend an hour or less per week, 29 percent two hours per week, 21 percent five hours per week, and three percent said they waste 10 or more hours each week doing activities online that are unrelated to their job.

Unsurprisingly, social media is the biggest destination for this distraction as the most off-task websites were Facebook (41 percent) and LinkedIn (37 percent). A full 25 percent admitted to shopping on Amazon during work hours.

While this is disturbing, it’s important to remember that not so long ago employees were mindlessly playing Solitaire as a way to escape and avoid working. Before that, personal calls, extended cigarette breaks, long lunches, and water cooler gossip kept employees from being optimally productive.

Respondents from the survey said the number one reason for this slacking at work was that they don’t feel challenged enough in their job. This was followed by they work too many hours, the company doesn’t give sufficient incentive to work harder, they are unsatisfied with their career (might explain why they are on LinkedIn), and they’re just bored.

Based on these justifications for internet surfing, it seems both employers and employees need to find ways to reduce this distraction and begin working smarter. So let’s take a look at each of the reasons individually.

Employees don’t feel challenged enough in their jobs

Underutilized resources are a problem that employers need to recognize and quickly correct. Granted some tasks are not very challenging and perhaps boring, but every job should also have opportunities for learning and developing new skills that can be stimulating and help raise employee engagement. Employees should make known where their interest and aptitude match an unmet need within the scope of their current position, and employers should provide opportunities for every employee to grow beyond the current position.

Employees are working too many hours

This seems like a lame excuse as if just being in the office means you are “working” too much. If employees can work smarter by being more productive during the workday and avoid distractions, it won’t be necessary to work too many hours. Employers need to own their part as well by implementing ROWE (Results Only Work Environment) as a way to measure productivity by results rather than simply the time employees are seated in their cubicles.

Company doesn’t provide enough incentive to work harder

The word “incentive’ may be code for an extrinsic reward in the form of compensation. While this could be the case, employees should take responsibility by demonstrating greater value in order to receive a promotion or raise. Employers should also find ways to incentivize employees with both intrinsic (corporate values, teamwork, etc.) and extrinsic (recognition, bonuses, etc.) forms of engagement.

Employees are unsatisfied with their career

The distraction of internet surfing during work hours should be a sign that you as an employee should take ownership of your situation and do something about it. If you are unsatisfied in your current position, you might consider applying for another opportunity either inside or outside of your organization. This may require further training or perhaps informational interviews about an entirely different career. Employers should also be on the lookout for dissatisfaction among employees by checking in regularly and providing them with the direction and support needed to keep them engaged.

Employees are bored

This also is about engagement as a fully engaged employee is not likely to be bored. Employees need to apply themselves and take ownership of what they can do within the scope of their job to make it interesting. Employers can also ensure that boring tasks are distributed among all employees so no one person is stuck doing something boring all day and every day.

The distractions are not going away and I suspect if the same survey were done today we would see an increase in all of these numbers. How we respond to these distractions is what matters.

Working smarter means employees take responsibility for optimizing their time at work and not wasting it being unproductive. Working smarter means employers provide the opportunities and support so their people feel appreciated, stimulated, and adequately incentivized to give their best.

While there will always be opportunities to escape from the task at hand, it is up to both employees and employers to find ways to encourage higher engagement so that distractions are less enticing to begin with.