Welcome to the October 2007 issue of Rise & Shine
Your Leadership Solutions and Resource Newsletter!
Bright Lights (Tips/Solutions)
Over the next four months, the Bright Lights section of Rise & Shine will continue to present various tips and suggestions from the Rising Sun model of Positive Productivity™:
As we suggested in last month's issue, traditional thought around employee productivity has included approaches that address employee knowledge, skills and attitude (KSA). More recently, however, a few authors have also begun to talk about the importance of morals and values to employee productivity. The Rising Sun Model of Positive Productivity™ has taken the study of productivity one step further by examining the relationship (i.e., integration) of these components: knowledge and skills (Competency), attitude (Commitment), and morals and values (Character).
We use the term "Character" to refer to the morals, values and work ethic that an individuals exhibits or displays. For example, at Rising Sun Consultants, our Core Values include: Integrity, Trust, Family, Service Above Self, Excellent and Celebration.
Unlike Competency, Character is a like more difficult to both measure, as well as to address. Applying Rising Sun's 10 Keys of Effective Supervision™, supervision in this area should focus on, but should not be limited to: appropriate role modeling, professionalism, informal compliments (catching them doing things right), creating a culture of accountability, and getting to know what motivates individual employees.
Shining Stars (Best Practices)
This month's Rising Sun Consultants' Organization of Excellence is JPL Productions in Harrisburg, PA.
JPL helps corporations, government and organizations communicate messages, increase revenues, decrease costs, and achieve goals through a wide range of communications media alternatives. This year, JPL Productions received recognition as one of the 50 Best Medium-Sized Places to Work in Pennsylvania, and there are many good reasons for this honor…
- A clearly articulated Statement of Values that all employees and leaders follow and through which decisions are filtered.
- A hiring process that focuses on finding the "best fit" with the company, not just "the best."
- Regular opportunities for employees to provide input into decisions made in and about the company. This input is considered seriously and thoughtfully by the leadership.
- Continual reinvention of company structure and strategies to meet the changing needs of the clients, the demands of the market, and the success of its employees.
- An internship program that grooms potential employees (approximately 1-2 interns have been hired each year as full-time employees) and potential supervisors (the program serves as a vehicle for non-managers to experience the world of supervision by serving as a mentor for an intern).
- A belief that investments must be made into programs and benefits that employees value and appreciate, and that ultimately help build positive relationships and teamwork.
We thank Michael Horgan (Executive Chairman) and Luke Kempski (President) for meeting with us to discuss the best practices of this Organization of Excellence. More information about JPL Productions can be found at their website: www.jplprod.com.
World Views (In the News)
Passion, Guts, and Glory
What do gutsy leaders have in common? They care, teach, affirm, champion, refine, stretch, lead, and love through personal example. They understand that leadership is a matter of influence, not position — influence that results from being both respected and liked! People follow because they want to, not because they have to. Gutsy leaders are excited, engaged, and intensely focused — they are passionate, and their passion is contagious!
Winston Churchill said it well: "The key to your impact as a leader is your own sincerity. Before you can inspire with emotion, you must be swamped with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe."
Three Living Examples
We've met some awesome leaders who are unconventional in many respects, and yet despite their differences their organizations share three commonalities -passion, guts and glory!
1. Dr. James Goodnight, SAS Institute in Cary, North Carolina.
Under the humble, yet quietly courageous leadership of founder and CEO, Dr. James Goodnight, SAS has become the stealth competitor of the software industry. This gutsy leader dared to break rules to serve employees; institute a 35-hour workweek where the company gate closes at 6 p.m. sharp; give employees unlimited complimentary soda, coffee, tea, juice, fruit, pastries and candy; offer complimentary healthcare with on-site clinics, nurses, nurse practitioners and physicians; provide on-site Montessori-based daycare for the children of employees; build a 36,000-square-foot on-site gym and offer recreational programs complimentary to all employees.
For SAS, one of the most successful private software developers in the world, gutsy leadership and extravagant perks result in nifty payoffs. SAS estimates that it saves $67.5 million annually because people rarely leave. SAS is one year away from celebrating 25 consecutive years of profitability. SAS does business with 98 percent of the Fortune 100 companies.
What makes SAS so successful? Passion, guts and glory. Yes, SAS offers its people extravagant perks, but in return SAS gets the glory — passion-inspired people who don't leave! Turnover has never been above 4 percent, productivity is high, and quality, user satisfaction, and contract renewals are off the charts.
2. Ray March, CEO, Spherion.
Was it a gutsy commitment for CEO, Ray Marcy to say, "It's not good enough to be best in class! We're going for great." That's what he said at the onset of his career in 1995 with Spherion, today the third largest, yet the most innovative, professional service and staffing firm in the world. Marcy passionately convinced his team they were embarking on a journey toward Greatness. That means "Great People, Great Everywhere."
To pave the way, Marcy made another rather risky commitment. He agreed to not just endorse, but get involved in the Greatness Guide Program, a new hire welcome and celebration. New hires are issued a green passport that gives them cart blanche access to the Spherion executive team. Is it gutsy to expect all executives to stop what they are doing, greet, spend some time, welcome and then stamp a new hire's passport? If so the payoffs are worth it. This gutsy leader realizes that to inspire great people, to be great everywhere, requires acts of astonishment by people in positions of power.
Spherion enjoys record profits, incredible growth, a number of notably successful acquisitions, innovative professional services, plus the glory of a worldwide reputation as a great place to work and do business.
3. Captain D. Michael Abrashoff, U.S. Navy.
Perhaps it was bold and courageous leadership that encouraged Captain D. Michael Abrashoff to deviate from U.S. Navy policies and in the process inspire 300 sailors with the passion needed to create the most combat-ready Navy warship in the Pacific Fleet, the USS Benfold. In 1998 under the command of this gutsy leader, the Benfold offered huge payoffs to the Navy and returned $600,000 of its $2.4 million maintenance budget, $800,000 of its $3 million repair budget, and became the most sought-after ship assignment in the Pacific Fleet.
This gutsy leader believes that improving his little 300-person piece of society is as much a part of the bottom line as operational efficiency. As a result, passionate people feel compelled to perform at peak levels, and retention rates soar. On average only 54 percent of sailors stay in the Navy after a second tour, but on the Benfold 100 percent of the sailors sign on for more.
Magnets for Talent
These three leaders — and other like them — are passionate about doing whatever it takes to serve their people who in turn have the guts to do whatever it takes to serve the company and the customer. The result is glory — noteworthy profits, productivity and world-renowned admiration. Not surprisingly, these companies are also magnets for great talent!
Excellence in Action: What will you do to ensure your leadership is characterized by passion, guts, and glory?
(Adapted from Kevin and Jackie Freiberg. Executive Excellence, Successful Alliances)
New Horizons
Question of the Month
A reader who asked to remain anonymous writes: "I have several employees who are in there mid-twenties who just don't seem to want to work – they're just lazy. What should I do?"
Good Question …
Walk into almost any business today and one thing will become immediately apparent … the great diversity of today's workforce. One aspect of this diversity is the generational differences among today's workers. According to most experts, for the first time in history, we are seeing members of four distinct "generations" working together, and often experiencing clashes in both attitudes and values. Referred to by many different names, the four generations represented in today's workforce have been identified as "Traditionalists" – born between 1925 and 1946 – make up approximately 5-10% of today's workforce, "Baby Boomers" – born between 1946 and 1963 – make up approximately 40-45% of the workforce, "Generation X" – born between 1963 and 1981 – also make up approximately 40-45% of the workforce, and "Generation Why" – born between 1981 and 2000 – make up the final 5-10% of the workforce.
Unfortunately, many of today's managers and supervisors are unaware of, or simply choose to ignore these important generational differences. However, research over the past 20 years on employee engagement has clearly shown that in order to reduce conflict and get the most out of your staff, you have to treat your employees the way they want to be treated. This appreciation of diversity allows each generation to contribute to, as well as become part of the long-term growth of the organization.
While research suggests that most workers want many of the same things from their supervisors (i.e., respect, honesty, integrity, fairness, confidentiality, professionalism, etc.), each of the four generations place a difference emphasis on what they find most important. Perhaps the most challenging generation for most supervisors to deal with, the Generation Why employees bring to the workplace the same complexities and dichotomies which they face on a daily basis. They expect unconditional acceptance from their supervisors and have a high need for respect of their personal space. They seek immediate, ongoing, positive feedback and want regular recognition and appreciation from those they work with. They have been taught to continuously challenge and ask the question why and appreciate the opportunity to have significant input into the way things are done. The most important thing to remember, however, when dealing with the Generation Why employee is the need for both autonomy and immediacy in feedback and reward.
For more detailed information on this subject, please see our White Paper entitled: Dealing with a Changing Workforce: Supervision in the 21st Century.
Guest Columnists
Mr. Dwayne Petty
Communicate with Employees to Equip them for Success
One of the primary skills for any worker is communication. Whether you are managing a team of accountants, working directly with customers or supervising in a factory, it's essential from the top of the ladder to the bottom. However, many people today don't communicate effectively on the job – including managers. Many employers assume that workers should come to them for direction or instructions rather than being proactive and approaching their employees. But, the truth is that employers and supervisors who take the extra effort to communicate with each of their employees will come out ahead. Here are five vital communication tips you can use in your workplace today.
- Offer clear guidance from the get-go. One of the most important communication tools between employers and employees is the job description. Make sure whenever you hire new employees that their job description is clear, accurate and goals-driven. Making sure your employees are equipped with proper directions in the form of a clear job description will ensure they get to the right destination of achieving their goals.
- Assume people won't ask for help. As a manager, employer or supervisor, one of your key responsibilities is the success of those who report to you. But you can't force people to come to you for help. You can only control your effort in communicating. If you see an employee struggling to figure something out, be proactive and offer help. As the manager, you will be held accountable for their performance – whether by your boss, your customers or your market share. Take the time to offer your assistance to employees, and you'll see it's worth the effort.
- Conduct regular performance reviews. Performance reviews are a vital communication tool for any employer. Though it's a formal process, reviews are designed to equip you to address positive and negative aspects of an employee's performance. It may be difficult to bring up areas where employees need improvement in the regular course of the workday, but a formal review is the perfect time to communicate any areas that need help. They're also a great time to reward top employees for great performance.
- Check in regularly. Set a time for regular updates with each employee beyond the annual review. Experts recommend scheduling a regular meeting ranging from once a week to once a month, based on what each employee needs and feels comfortable with. This can be an informal 15 minute conversation in which the employee asks for feedback, advice or direction. Make sure that this time is all about your employee and not devoted to your own agenda. You can always call a staff meeting to talk about your ideas and projects. Employees need a time of their own to communicate with their bosses as a way to establish trust.
- Understand generational differences. You may manage people older than you or younger than you, but chances are, everyone in your workplace isn't in the same generation. The four generations currently in the workforce include: Traditionalists, Baby Boomers, Generation Xers and Millennials. Members of each of these generations have different communications preferences, and you may need to tailor your efforts, timing and approach to suit the specific needs of each generation.
Focusing on communicating with each of your employees is a vital part of ensuring that you are an indispensable part of their success. People who know their boss cares about them because they communicate effectively and regularly will be more productive, loyal and engaged in their work.
Dwayne is an business owner in practice in Harrisburg, PA and can be contacted at:
Dwayne Petty
Express Personnel Services
717- 545-0544
www.expresspersonnel.com
Dwayne.Petty@EpressPersonnel.com
Rays of Hope (Stories/Parables)
Fate Is in Your Own Hands
Author Unknown
Once upon a time, there was a general who was leading his army into battle against an enemy ten times the size of his own. Along the way to the battle field, the troops stopped by a small temple to pray for victory.
The general held up a coin and told his troops, "I am going to implore the gods to help us crush our enemy. If this coin lands with the heads on top, we'll win. If it's tails, we'll lose. Our fate is in the hands of the gods. Let's pray wholeheartedly."
After a short prayer, the general tossed the coin. It landed with the heads on top. The troops were overjoyed and went into the battle with high spirits. Just as predicted, the smaller army won the battle. The soldiers were exalted, "It's good to have the gods on our side! No one can change what they have determined."
"Really?" The general showed them the coin -- both sides of which were heads! |
Thank You
On behalf of all of us at Rising Sun Consultants, we want to thank you for reviewing the October edition of our Rise & Shine Newsletter. As always, we invite you to visit our website (www.risingsunconsultants.com) and encourage you to submit a question for a future addition of Rise & Shine.
Until next month: Always Keep Your Eyes on the New Horizon! |
