Tag: Scott Patchin

By Scott

WISHRM2011 – How to support development plans?

(note:  Whenever I speak to groups I provide cards to them in case they have a question I cannot answer during our conversation(fyi:  I call all my presentations ‘conversations’).   My commitment is that I will blog answers in 2 weeks.  This question was submitted to me after my Talent Scorecard presentation at the 2011 Wisconsin SHRM Conference in Madison.  I do not edit questions – because my commitment is to answer what is asked.)

Question:  How do you recommend supporting momentum once development plans are established?

In our time together the Talent Scorecard revealed that development plans are not being created for employees in general and high potentials.  There are 3 foundational things that need to be established are part of building the habit of creating development plans.  The foundational keys to a great development plan are: (fyi:  I will use the term follower – if you are wondering why see this post)

  1. It comes out of a great performance conversation.  By great I mean that the leader and follower sit down and agree on a couple of areas that are job related and one goal that is from the individual.  The individual goal is something focused on long term growth or pursuing an interest.  They earn the right to have a longer term goal by performing their job well and proving they can balance daily work and taking on some other assignments.
  2. The Follower owns the plan:  The individual leaves the meeting committed to pursuing the projects, classes, conversations, or whatever else needs to happen as part of the plan.  It is truly their development plan, and understand that they need to update their leader and initiate conversations around help they might need along the way.
  3.  The leader owns the support:  Support includes quarterly “How is it going?/What can I do questions?”  If there is money for travel/time away from work they commit to providing it.  If one of the development items is involvement in a project in another area or partnering with another leader to solve a problem, support might be just keeping their ears open for opportunities.  They also must be responsive if asked for help.

Finally, What can HR do to support this?  If the three things happen above, then HR should not find itself in the role of oversight.  I would say in the first year a good check-in would be to meet with leaders to review the plans and have the “What worked?/What could we do differently? discussion.

In my experience, the most difficult part of this whole process is writing the goals.  I would hate for the leader to get frustrated and say ‘good enough’ and the follower to feel kind of adrift.  One way I have seen myself bring value to this conversation is to help people imagine different ways to address development needs that fit within the constraints of the situation (time, budget, etc).  Remember that 90% of learning happens outside of a class, so often formal education is the easy and least effective way to address a need. 

I think HR could provide lots of value by telling the leaders to get close in their conversation, then feel free to send people to us to help refine the plan prior to having the leader do a final sign-off.  For some leaders, you might even find yourself spending a little time with them before the performance conversation helping them identify some recommended areas to focus on.  Again, this fits into the partner role HR should be playing without putting us in an oversight/ownership role.

I know there are some HR professionals reading this, so I welcome any other comments.

By Scott

Learning to listen to ourselves

Perception.

It is a word that comes up often in coaching and helping people develop a real knowledge of themselves.  When we are able to step back from our perceptions and consider other options, we gain the flexibility as people and leaders to deal with a variety of new situations.  Here is what it might sound like in a coaching situation.

  • Leader:  I cannot believe they made that decision without asking.  They think they are above process and team, and this action just proves it.
  • Coach:  What are some other posibilities for their motives?
  • Leader:  What do you mean?
  • Coach:  You have years of experience leading and working in a similar situation.  How might they view their actions?
  • Leader:  Well, they have been pushing really hard to solve this problem.  We all have actually.  This week we did not have our normal leadership team meeting, so they were probably just trying to move things forward.
  • Coach:  What is another possible motive?
  • Leader:  Well last month I gave him some feedback around being more decisive and making some difficult decisions.  One of the things I have been working on with you is turning my business back over to my team because these last three years have dragged me back into focusing on day to day issues like cash flow and sales, when I need to be more strategic.
  • Coach:  How has your view of this action changed with this question?
  • Leader:  I am calmer now, I see some other possibilities, and I realize how I have probably contributed to it.
  • Coach:  How do you move forward?

Resilience is about Hope > fear + anger + frustration + worry + mistrust + hunger + ________ (you fill in the blank).

Part of resilience as a leader is to step back when we see ourselves feeding the right side of the equation, and seek the Truth before guessing it.  When people see us genuinely trying to understand their perspective/truth, the conversation changes.  Even in conflict we Build Trust because people see us listening and caring first.  This impacts their Resilience equation . . . and so on . . . and so on.

How much energy would this habit save you?  Where else could you use it?

I look forward to spending time in Wisconsin with their SHRM members talking about resilience.

By Scott

Is Your Talent At-Risk? Talent Scorecard – Part 2

I asked the roomful of HR Leaders this question:  Why  do over 50% of your CEO’s have lists of key people/key positions, and yet <20% are doing anything to follow-up on those lists? 

The room was very silent, then one lone voice offered an answer:  Talking with them would mean we are making some guarantees – and nobody wants to break a promise.  This is one of those things that make me go hmmmm . . .  statements.  I wonder what a high performer in an organization thinks of the silence?

Here are the results after I asked HR leaders to fill out the Talent Scorecard as if their CEO was doing the survey.  The only two measures are 100% and <100%, because those are they only two measures that matter.  100% means you are doing the right things.  <100% means that there is a person out there with a name, friends, bills to pay, skills/talents, and goals . . .  that is not getting their needs met.  These are basic needs.  Here are the numbers.

Key Habits for Managing Most Valuable People and Roles

  100% <100%  
1. I have a list of key people whom we cannot afford to lose AND: 56.7  % 43.3 %
  •   I have checked in with them within the last month to see how they’re doing.
 40.0 % 60.0 %
  • I have written development plans for them.
 20.7 % 79.3 %
2. I have a list of the key roles in my company AND: 51.7 % 48.3 %
  •  I have a performance/potential chart for people currently in each role.
 17.2 % 82.8 %
  •  I have list of candidates in case of openings in these roles.
 20.7 % 79.3 %
3. I have a list of high potentials for promotion and we have spoken with each person on the list within the last six months about his/her future. 14.3 % 85.7 %

 

Development programs are not a promise, they are a map.  A map that provides an individual with key places they need to visit/experience over the next 12 months in their career journey.  It gives an individual ownership of their development and puts the leader in the position of support.  So what is the ROI of this conversation?  The cost is about 2-4 hours of work on the part of the leader.  Their might be some training costs, but they should be minimal given that 90% of learning happens outside a classroom.  An effective development plan leverages real experiences and great mentors.  What is the benefit of someone being 5% more excited about their work?

For a quick look at a performance conversation tool/development plan that works see trUTips #13

By Scott

Do we need a Talent Management Initiative? No . . . Part I

I created a Talent Scorecard to help leaders think through what they have been doing around connecting with their people to make sure they are focused, understanding their challenges, getting their needs met, and receiving feedback on their progress.  In the human resources world we call this talent management.  To most of the rest of the world this is called leadership, management, or friendship.

The first set of numbers shocked me.  Here they are and remember that I asked HR leaders to fill these out as if their CEO was doing this survey.  The only two measures are 100% and <100%, because those are they only two measures that matter.  100% means you are doing the right things.  <100% means that there is a person out there with a name, friends, bills to pay, skills/talents, and goals . . .  that is not getting their needs met.  These are basic needs.  Here are the numbers.

 Key Habits for Managing Talent

  100% <100%
I delivered all of the evaluations on time. 36.7 % 63.3 %
I have one-on-one discussions with each member of my staff at least once a month. 63.3 % 36.7%
I have reviewed all the evaluations of my team’s staff. 51.7 % 48.3 %
Each person on my team has a development plan. 27.6 % 72.4 %

Too many people are getting late evaluations and do not have any sort of development plans. 

Remember the Gallup Q12?  The first two questions are:  I know what is expected of me at work and I have the tools I need to do my job.  On-time performance conversations and frequent one on ones to hear progress, identify needs, and solve problems make these questions a reality.  The development plan is critical in getting people thinking about the future and helping them grow.

Based on these numbers, it is not happening enough.

For a quick look at a performance conversation tool/development plan that works see trUTips #13.

By Scott

Words that make me go Hmmmm – Hold accountable

I read a letter to the editor in our local paper this morning that included the sentence . .

I urge parents of all children in the district to be activist parents and hold their public schools accountable for the quality of services their children are receiving.

Too often I see the word accountable held up as an initiative that is, in itself, the way to fix a business.  I then look for what words appear around it to suggest what else needs to be happening to build this accountability.  In this sentence you will see the words activist / hold / quality.  So what do you think will be the next step in the minds of the people reading this sentence?

Accountability is important in business, performance, and life – but the words around it are probably more important.

I will do more for you if I respect you and feel your commitment to helping me be successful.  I will perform better for you if I get a chance to share my thoughts or if I am invited to a team to solve a problem together.  Great teams have accountability, but they also have trust, a shared sense of commitment, and the willingness to listen, to forgive, and to fix. 

As a coach, clients will often express the accountability they feel knowing that I will ask the question “What has happened with your commitments since the last time we talked?”, which is good.  What I remind them is that there is lots of learning to happen in commitments that do not get done, and rather than feel guilty and view a coach as the accountability police, see me as a partner to explore, understand, and to solve.  Great accountability also has a element of safety.

Feel free to use the word accountability as a leader, but I challenge you to examine the words around it first.

By Scott

What are your Leadership Rocks?

Yesterday I was invited to take a look at a peer’s reading list and it overwhelmed me.  I have read a lot of books, but we shared very few in common.  For a moment, the thought of relearning what I believe made me kind of tired.

Then I remembered what I believe, and the thought of starting there and seeing where the new material fit  and where it challenged my beliefs sounded exciting.  I look forward to the cup of coffee and conversation we will share in the near future.

So what is your leadership rock?  The foundation of what you believe that keeps you grounded?  For me, it is a definition given by Ken Blanchard that I memorized as an instructor for his Situational Leadership II class and carried with me into my leadership roles.  

Leadership is and influence process. When you work with people to accomplish their goals and the goals of the organization.

It is one of my rocks.  I so enjoy sharing it and asking the question “What words jump out for you?  Why?”

Rocks shift, but it takes a lot of effort to move them.  We should all be ready to shift and grow, but we need our rocks.  Leaders need a foundational set of beliefs to help them to stay steady.

What are the Leadership Rocks for you?

By Scott

Nobody Behaves Well In The Corner

My business/mission is being a guide for people so they realize the excellence they were born to achieve and helping organizations achieve their business goals by aligning a people strategy behind them (and helping to build the strategy on occassion). In my experience walking in to unfamiliar territory, I have developed an ear for certain words. Here is a short list:

  • Crazy
  • Narcicist
  • Unreasonable
  • Abnormal
  • Wierd
  • Bipolar
  • Nuts

Get the idea? Sometimes I wonder how many people truly have a mental disorder, because it can feel like there is an epidemic in certain corporate settings. So I googled What percent of adults have a mental disorder?. This brought me to a site that shared the information that in any one year 28-30% of adults experience mental or addictive disorder. Of that group, only 5.4% have a serious disorder that is likely to last beyond a year.

Yesterday a friend shared with me the quote Nobody behaves well in the corner.  Another way I say it is that stress does things to people that often are not very positive.  Dr. Roger Birkman spent decades perfecting his own assessment along these lines that has become the Birkman Method.  This is a tool I use to help people name the source of their stress and the resulting behavior.  The Birkman Method provides input on both usual behavior (what people see), needs(mostly hidden, but identify preferred environment; clarify motivational needs, highlight inner strengths), and stress behavior(counter productive, frustrated actions).  Here is an example of what these sound like:

Area:  Relating one on one with others:

  • Usual Behavior:  Candid and matter-of-fact, minimal self-conscious feelings, outspoken and unevasive, at ease with superiors.
  • Needs:  Frank and direct relationships, genuine praise free of sentiment, direct/straight forward corrections and instructions, candor from superiors and associates
  • Stress Behavior (happens when needs are not met):  Inconsiderate in personal relationships, downplays the importance of personal needs of others, uncomfortable when relationships require sensitive understanding

Any of these sound familiar?  When we back people into a corner (low resources, threat of job loss, inconsiderate teammates, no communication, lots of long hours) some strange behavior often results.  The Birkman Method has been a great tool for leaders I work with to help them see the sources of their stress and deal with it.

There are some people that genuinely need professional help to address things they are feeling.  But beware of labeling without first understanding.  If someone is in a corner, that COULD BE the reason for their behavior.

By Scott

What I admire most about Steve Jobs – and it is not the iPad

As I watch the opinions pour out after the announcement of Steve Jobs stepping down from the CEO role, it makes me wonder if we are talking about the right things.  There are certainly lots of worries about not having him leading Apple.  Whether you are a shareholder, a reseller, a supplier, or an Apple lover worrying about future technology, this is certainly the changing of the guard at Apple and future success for the company is a big question.

As of today I do not own any Apple products (that might change tomorrow with an iPhone purchase) and up until I read the Fortune article about Apple several months ago I did not know much about him as a leader. 

I do know enough about his career to see some special accomplishments.  What I admire about Steve Jobs is that he did not quit, and much of his success came after he had been fired from his own company.   Often we forget that he lost his job at Apple and went on to a pretty mediocre second run with NeXT.  If I could talk with him for 5 minutes I would ask him two questions:

  • What did you learn from your time away from Apple that allowed you to be successful the second time around?
  • How has cancer impacted how you live and how you lead?

On a recent family vacation I dragged my family 30 miles off a main road in Iowa to visit the birthplace of John Wayne in Winterset, Iowa.  It was partly because I was interested in seeing it and partly because I wanted to hear my kids complain for years about what a crazy Dad they had.   I love his movies, got a kick out of the memorabilia that adorned this small house, and the complaining exceeded expectations.  But the thing that impacted me the most was some letters on the wall that came from stars asked to record some memories to put on display in the museum/home that opened shortly after his death.  In a quick summary, George Burns said he “was tall” and Ronald Reagan said he “made great movies”.   I left wondering – That was it?

With Steve Jobs there is lots to talk about and a lot that I don’t know about him, which is all fine.  I just think there is a lot more to him than the touch screens, easy to use products, and well integrated services. 

Steve, thanks for trying again and not giving up.

By Scott

Boss Watching: 3 Actions to Manage it

I was listening to a webinar from a seasoned OD/Leadership professional and she threw out a word that made me smile.  Her statement was – The #1 hobby in the office is boss watching.”

I was once reminded that people watch leaders.  After one of those month-long stretches of dealing with several difficult situations in a row I met one of our team members in a hall and greeted him with a smile and a “Hello Charlie”.  He provided a similar reply, and then added “it is good to see you smile.  I have not seen that from you in 3-4 weeks.”  It had been a tough month for me, and he had noticed.

Remember that 90+% of communication is nonverbal.  Leaders that are in a hurry provide information to the people around them in sound bits and actions.  It is also natural to gather information and fill in the blanks.  I think back to a game played with children where we make a circle and start by wispering a message in the ear of the person next to us.  The message returning is always different.   Our actions and non verbal cues are like little whispers to our teams.

Here are three purposeful ways to deal with boss watching:

  • Onboard well:  Tell new people up front what your nonverbals are around busy/buried with work, and when it is okay to interrupt.  If people know your habits and you know theirs it will be easier to understand/interpret messages.
  • Meeting Habit:  Weekly updates with your team should include a quick around the room What is on my plate this week? to address what stressors everyone is dealing with.
  • Make it clear – ASK!  If you hear a rumor that could have been generated from boss watching, address it openly.  Your script should sound like this:  “I have heard . . . . . . . . and know that I have been acting like . . . . . this week, so I can see how my actions could feed that.  Here is what is happening . . . . . .    If you ever wonder about such things please ask.”

What story are your actions  telling?

Here is a way to have some fun with this.  At your next team meeting ask three questions: How do you know when I am having a good day?  How do you know I am having a bad day?  What are my habits at work?  Just blame it on a leadership blog that talked about boss watching. 🙂

By Scott

Lifeguards for Leaders: Who is watching?

I am a father of four.  With a sixteen year-old driver as part of that mix I sometimes think I have seen it all, but I am still hit by things that make me go Hmmmmm.  Here is one of those moments . . . . .

Who is watching your new leaders or new teams?

At swimming lessons for my 8 year old I looked down and saw 30+ kids, 5 instructors, and in the middle a lone lifeguard watching everything.  I saw the need for the lifeguard, but did not recall them being present for past lessons.  Later I asked my wife about it because one of her summer jobs was being a lifeguard, and sometimes she has proven more observant than me. 🙂   Her response – There is always a lifeguard because when you are teaching it is difficult to watch all the kids all the time.  There is real risk in not watching young children near water, when being 99% safe is not enough because the 1% has a name, parents, friends, and a beating heart. 

My mission is to be a guide for others so they realize the excellence they were born to achieve, and in living that mission I often engage with and worry about the safety of new leaders and teams.  My world is growth organizations and leaders/teams in transition, and I see the real risk in not having a lifeguard around to monitor safety/progress in their pools.  Here are three ways organizations create lifeguards for leaders/teams:

  1. Mentors:  Assign mentors(not their boss) to meet frequently (1-2x a month) with new leaders to see how they are doing, watch the team during the transition for evidence of issues, and just provide support.
  2. Six month transition plans:  New leaders need to connect with their teams, build the trust of their teams, and get assignments where they can generate wins for themselves/their team.   Formal written plans helps make this happen.
  3. Leadership peer groups: Some call it Leadership Orientation or New Leader Training.  Fortune 500 companies can afford a program, but the main benefit of these programs is to create a peer support network.  Peer support can happen with no impact on the income statment, so any organization can afford it. 

One myth . . . Our human resources leader is our lifeguard: You mean the HR leader who has to respond to daily people emergencies, do it now calls from the CEO, worry about legal compliance, and answer frequent questions about benefits/payroll/etc?  Reality check . . . Do you want your lifeguard watching the pool 70% of the time?

Lots has been written about leadership transitions.  Michael Watkins is an expert in leadership transitions and his research has determined 40% of leadership hires from outside of a company fail within 18 months.  Brad Smart is an expert in hiring and his research suggests that it takes organizations 18 months to let go of a bad leadership hire at the cost of 14.6x their base salary. 

A 40% failure rate is a lot of drownings.  I think organizations need to do a better job having lifeguards around. 

  • How safe is your pool for new leaders / teams? 
  • Who is your lifeguard?