Author: Scott

Talent Management Templates
By Scott

Talent Management Templates

Onboarding Talent

  1. Team Member Fact Sheet
  2. Role Summary and Focus (a performance and engagement focused job description)

The trU Group logo

Developing Talent – Tools (for more info see trU Tip #15 – Development Plans)

  1. Performance Conversations – Feedback Form Template
  2. Performance Conversations – Directions Template
  3. Performance Conversations – General Template
  4. Performance Conversations – Stand-Alone Development Plan Template
  5. Proven Process – Career Development

Day to Day Leadership of Talent (for more info see trU Tip #16 – A tool to make leadership a partnership)

  1. trUPerformance™ – One-on-One Template
  2. trUPerformance™ – One-on-One Template Version 2
  3. trUPerformance™ – Rules/Guidelines for Great One-on-Ones (Read trU Tip #22 for more info on doing this well) 

Leadership Transitions

  1. Proven Process – New Leader Transitions
  2. Success Plan

Talent Management – Other Critical Processes and Documents

  1. Talent Management Calendar
  2. SMART-Er Goals Worksheet
  3. Selection – Proven Process
  4. Interview Process Template
  5. Feedback to Action Worksheet

Talent Management – Using Surveys Effectively

  1. Organizational Conversation – Employee Survey:  Tips for doing it well
  2. New Leader Transitions – Giving a leader a snapshot of the culture of their new team

Yours to use. My only requirement: If you find ways to improve on these, send me your changes so I can share with others.

Articles
By Scott

Articles

2-3-2011  CORP! Magazine Article—Left Brain? Right Brain? How About No Brain?

Will the call to innovate and lean-up work for your organization? As the recovery unfolds, here is a little wisdom on how to get people engaged at a level that will help you achieve some of the new goals you set for your organization.  Watch the video extra.  Contact me for a copy of the article.

9-2-2010  CORP! Magazine Article—The Entrepreneur Becomes The CEO.  Now What?

Are you feeling that your business is too big to control on your own?  Just because the title CEO or President is on the business card, does not mean that someone is living that role.  Some quick tips for recognizing the need to make the change, and some practical advice for moving forward with the change.  Watch the video extra.  Contact me for a copy of the article.

8-19-2010  CORP! Magazine Article—Think You Are One Of The Gang, Leader?  Think Again.

It is easy to think we are just one of the gang as leaders.  The truth – People treat leaders differently, which is okay.  There are moves leaders can make to ensure they are getting the unfiltered opinions of others.  These critical TRUTHS are priceless items an executive needs to run their business well..   Watch the video extra.  Contact me for a copy of the article.

7-1-2010  CORP! Magazine Article—How Assessments Can Save You Pain In Hiring – And Provide An ROI.

How do you find the right people?  When you have found them what should you do to make sure the transition goes well?  Selection and onboarding need to be connected activities, and assessments can play a key role in success for your new hires.   Watch the video extra.  Contact me for a copy of the article.

2-4-2010  CORP! Magazine Article—Five Things A Leader Can Do To Re-engage Their People.

Timeless wisdom on what leaders can do to get their people re-engaged in their work and their organization.  Contact me for a copy of the article.

Wait Not – Waste Not
By Scott

Wait Not – Waste Not

I attended a leadership team meeting for a company that started 15 minutes late.   Half the team was there on time and the ninety minute meeting ended up taking two hours.  The team laughed about it, and yet during the meeting they spent a considerable amount of time talking about waste around spending and labor costs.   The leaders all scampered off talking about the meetings they were now 30 minutes late to.

In the age of lean thinking waste has become a focus.  While the focus is often financial and physical waste, the waste to our organization of waiting is often overlooked.  Think about the impact of waiting on your organization and the opportunity generate waste in the minds of the people around you.  Ever thought this?

  • John is late again, his department must still be a mess. Is he the right leader?
  • Well, if the boss does not view this as important why should I?
  • We can’t make a decision until she arrives – another example of her micromanaging style.
  • All I can think about is being late to my 2pm stand-up with my team – I would vote for any solution now so I can leave.
  • If I share my opinion it will just make this meeting longer.
  • Just another reason why we should only meet once a month.

While it might seem counter intuitive, the biggest part of an effective strategy is building the discipline to meet weekly and manage all the change that is associated with a short term (90 day) goal.  One reason the Entrepreneurial Operating System (EOS) focuses on starting and ending every meeting on time is to harness and focus the energy of everyone on the needs of the people and the business.  Think about “start and end on time” as is not as a military leadership philosophy, but the commitment to being a team that values the person next to them above all else.

No hugs needed.  Just be on time.

Simple but not Easy
By Scott

Simple but not Easy

Simple doesn’t always mean easy.

Seth Godin shared this wisdom on February 28th, 2011 and I printed the post and hand it out every time I start an EOS strategic planning for an organization.

The reality, when we face decision points as leaders Simple but not Easy means – My options are clear, and . . . .

    1. I have never done what is being asked of me and asking for help seems weak, so I will think a little more
    2. I am a leader and it is important to be right so I need to think about it some more
    3. I wish there were one where the people, the business, and our customers all won
    4. My Strengthfinder talent is analytical, so I will keep using it and then switch to reason #2
    5. I am just plain scared of what I have to do

Simple blurs the resistance that keeps us from moving forward.  Seth calls it Shipping. Simple makes us feel like ‘I just need to figure this out.’ We move by the resistance by speaking the truth and using it to gain the support that will help us ship.

I sat with a leader recently that shared a story about a difficult conversation they had just had with an employee that was not performing and it was too important of a job to allow it to continue.  The employee agreed with the non-performance, and it looks like they will probably leave in the next 30 days or be let go.  Simple.  This conversation has been evolving for 12 months.  Not Easy.

Simple doesn’t mean easy.

Choose to ship. Encourage and support others to make the same choice.

trUTip – QuickTip:  Want to explore the concept of resistance?  Check out this video by the author of Taming Your Gremlin: A Surprisingly Simple Method for Getting Out of Your Own Way by Rick Carson.  I also like the book.

Time for a Career Check-up?
By Scott

Time for a Career Check-up?

What is your habit about doing a career check-up and development plan?  I encourage the calendar changing to a new year as a place to step back, take a deep breath, and think about the past year, the current moment in time, and the coming year.  As I mentioned in my whitepaper 5 Tips for Managing Your Career and Performance, a key piece is tip 5.5 where you Hone the Habits of revisiting your plans from the previous year.

Here is an outline of what a personal reflection might look like, in 4 simple, but not so easy steps…

First, remember my 30-30-40 rule on conversations.  A healthy conversation focuses 30% on the past, 30% on the present, and 40% on the future.  With that in mind and the goal being to answer a few questions about you and translate that into tangible goals for next year.

Part 1:  Look back on the past year

  • What were my most significant learnings from the past year?
  • Who were people that I am most thankful for because of the part they played in my year?
  • What did I accomplish?
  • What would I like to forget?

Part 2:  Take inventory of where things are today

  • Fill out a wheel-of-life (see attached).  For each piece of the pie answer the question – How satisfied am I with that part of my life? What do I have to celebrate?  What would make this part of the wheel stronger and more fulfilling for me?
  • Looking back at the entire wheel – What is one area I want to focus on in the coming year?

Part 3:  Look to the future.  I took this exercise from Rich Sheridan’s book Joy, Inc. – How We Built a Workplace People Love (p. 241)

  • Take a quiet hour to sit down with your computer, your tablet, or a pen and paper and describe a good day one year from now.  Pick an exact day.  Write down what is happening in your life on that day.  Here is a start to that letter:  It is December 15th, 2016, and today I . . . .   Then start writing.  The description should be dripping with detail.  It should be both personal and global – it shouldn’t be just about you; it should be about both you and the joyful results you are helping to produce in the world.  It should reflect both your personal goals and your work goals.
  • As you read through it – What part of your story jump out at you?  What are the significant things that you see happening – both personally and professionally?  What are the relationships you are celebrating?  What does it tell you about the things you need to focus on maintaining?  Building?

Part 4:  Read through the things from Part 2 and 3.

  • What do I need to KEEP Doing this year?
  • What do I need to START Doing this year?
  • What do I need to STOP Doing this year?

It is that easy, and not that simple.  Once you create a goal, build in some time monthly to review them and set up some progressive steps for making those goals a reality.  Here is a worksheet to help make your goals SMART-Er.

Let me leave you with one quote that I use with many of my clients and in my own life.  It is an African Proverb that says – If you want to go FAST, go ALONE.  If you want to go FAR, go TOGETHER.  This journey towards mastery is best done TOGETHER – so find some travel partners.

By Scott

Mind the GAP

Before the holidays I was asked to speak to the Growth Group, a group of people working for the state of Michigan charged with helping businesses grow.  They work daily on the cash, commercial, and leadership issues that keep companies from reaching their full potential.  The request was simple – share your perspective and tools for developing leaders and talent in high growth organizations.  Here is what I shared.

The analogy to leading is MIND THE GAP – a common phrase I first heard in London as I was using the Tube, their subway system.  It is a simple reminder to watch your step, and for me it just stuck in my head AND made me constantly aware of what I needed to do next.  Here are four ways leaders MIND THE GAP.

  1. Create the GAP – At the core of leadership is defining the preferred future for the group they lead.  The simple act of planning (strategic or operational) is a way of creating the GAP.  For high growth companies, I use a tool called the Entrepreneurial Operating System that, at it’s core, helps a leadership team Create the GAP.
  2. Create the GAP 2 – Define the WHY for the key talent you need to close the GAP.  My experience in helping companies find talent has taught me that talent will come if you define your story well and help people see how the role is a critical part of what it will take to close the GAP and reach the goal.  I have a tool called the Role Summary and Focus that translates the GAP created into a compelling job.
  3. Manage the GAP – The forgotten step.  The actual work of leading and managing.  The part that made one leader say to me in frustration, “I love leadership, it’s the people part that drives me crazy”.  Managing the Gap is being intentional about building a team to bridge the GAP in front of you.  The key steps are:
    • Fill the GAP with knowledge of each other (foundation of Build TRUST).
    • Build FOCUS for each person through a SUCCESS PLAN – especially the new additions to your team.
    • Build TRUST through demonstrated competence.
  4. Owning the GAP – The last and most important piece of individual performance.  The career/development plan the individual creates to guide their development and performance so they develop faster than the organization needs them to based on the defined GAP in front of them and the organization.  The two key pieces are the career/development plan and the habit of frequent/formal one-on-one conversations.

Great conversations start with a question – and I appreciated getting asked How do you help leaders and companies through the key transition points tied to growth?

It all comes back to MIND THE GAP, except outside of the controlled environment of mass transit in London, the GAP changes daily.

As you look out into 2016 – What is the GAP in front of your team?  In front of your role?  How will you manage it successfully?

Those questions start a great conversation.

Here is the presentation – Mind the GAP – The presentation.  I am always looking for professional conferences to speak, so let me know if you are going to one this year that has an audience that would benefit from this conversation.

By Scott

How to win the Talent War – Part 3 – Be people-centered leader

At a key midpoint in my career I was in a job that was not stimulating and wondering what was next.  My manager at the time gave me space to say that and actively helped me get into classes and get a coach to help me find some answers.  He stated at the time that his goal was “what was best for me, even if it meant leaving the organization.”  I ended up going through a 12 month journey (as I continued to contribute in my current role) that resulted in me moving to another role within the organization that was a perfect fit for my talents and passions.  I stayed five more years in that organization and did some great work.   Ironically I stayed there longer than my manager did.  He was a people-centered leader.

How committed are you to the development of your people?  A people-centered leader is committed to aligning the unique abilities of their people with the work that has to get done for the organization.  Committed to a point where the person realizes their ideal role might be outside of their current organization.  Committed to moving beyond that point until the right match is found.

Yes, there are lots of reasons to draw boundaries around our support, but know that every boundary sends a clear message that “I am a people-centered leader, but . . . . “.  At the heart of the OBN leader is great intent, but actions that raise doubt in others.  (OBN is Ought But Not leader – a term from my book – People-Centered Performance)

What if you asked people at their annual performance review to share their career plans?  I guarantee that if you ask 5 people and they are honest – at least one has a role they are targeting that would take them outside your organization.  This will be the ultimate test of your capacity as a people-centered leader, and testing our capacity is the only way to build it.

Here is the other challenging (or liberating) part of this solution – you don’t have to ask anyone else’s permission or blame a company policy for getting in your way.

Listen . . . Lead.  Repeat often!

 

Extra: If you ask people for their career plans you will get some blank stares.  Here is a whitepaper that outlines my 5 Steps for managing your career and development.  This will get them started.

By Scott

Owning Your Performance: Gremlin Training 101

The biggest thing getting in the way of performance for most of us is US.  It is why Tony Robbins is a multi-millonaire and countless other people make a living at getting us unstuck and doing our best work.

One book that I have always liked in this area is Taming the Gremlin:  A Surprisingly Simple Method for Getting Out of Your Own Way by Rick Carson.  When I read his book I quickly became aware of the stories that I am telling myself and it made a big difference in how I experienced life and others.  Recently I found a video of his where he summarizes much of what he says in his book.

Here is the link – Rick Carson – Gremlin Taming Part I

Many of you are in positions where people come to you with problems, and in many cases want an answer to fix it.  If you fix it, they will likely be back with the same question next time.  If you help THEM fix it, then the next time they come back it will probably be with a bigger problem because they have the confidence to handle the other ones.  Listen well and you will hear gremlins in their story.

Keep this video handy because it challenges us to examine our stories/assumptions that become our Gremlins.

 

By Scott

Post #300 – Two Things That Are Critical For Great Development Conversations

(quietly I am celebrating my 300th post.  Thanks to those who continue to include me in their leadership journey.)

I believe the cornerstones of improved performance are honest conversations that lead to thoughtful actions.

Two things to help prime these conversations for leaders and individuals who desire to continue the journey to mastery.

Key Thought #1:  When people are not successful in their roles because of poor performance, what are the reasons?

  1. Lack of knowledge – 6% of the time
  2. Lack of skill – 13% of the time
  3. Lake of motivation – 10% of the time
  4. Lack of a supporting situation (ie. resources and leadership) – 71% of the time

This is the main reason that the first reaction by a leader to poor performance should be to assume #4 and work first to meet their needs by addressing gaps in knowledge, skill, or resources.  Then it is on the individual to work to close the gap.  (See my Own It!  5 Tips for Managing Your Career and Performance whitepaper)

Key Thought #2:  A quote to remind us about the importance of our actions and/or behaviors.

To know and not do is to not yet know ~ Kurt Lewin

Remember, at the core of a great relationship is TRUST and TRUTH.  With those as the foundation, we can have honest conversations that lead to thoughtful actions and improved performance.  It is Monday, which is a good day to start.

Lead well . . . . . .

By Scott

#peoplecentered #leadership – A Hashtag Does Not Make It So

Last month I was able to spend 90 minutes with a group of leaders from across the country to walk through my book and help them to experience the content.  I did this through polling them and equipping them with two tools they could take back and start using the next day.  I asked them the following questions:

  • How effective are your business leaders in building strong relationships with new people during the on-boarding process?
  • In your organization – What do you see most often from your leaders – Love or Fear?
  • What part of the RESISTANCE does your leader manage MOST effectively?
  • What part of the RESISTANCE does your leader manage LEAST effectively?
  • How would I score my EGO? (1=not enough, 5=just enough, 10=too much)
  • How often are performance conversations (1 on 1) happening in your organization?

A few observations from me:

  • It is nice to see more LOVE than FEAR in the workplace.  I still wonder what those were experiencing that answered 4.  I am thinking there is still too much FEAR.
  • The one part of OBN leadership that is being managed most effectively is They think they are . . .   Self-awareness is so important in leadership, and being able to actively manage it is critical.  I am glad to see that is #1.
  • Stress induced tunnel vision is being managed least effectively.  Hmmm . . . . .
  • How would I score my ego?  Way too many 10’s!
  • Leaders are not being effective often enough at building strong relationships with new people.  This concerns me, unless I am recruiting and trying to steal talent from someone else, then I am glad because people are making it easy.

Here are the results – so take a look.

If you are looking for a speaker let me know.  My favorite score is the 81% engagement of the people that were there.