Transforming Your Performance Management System - Getting Results is What Counts!

These 10 Statistics About Performance Management That Will Blow Your Mind

• 45% of HR leaders do not think annual performance reviews are an accurate appraisal for employee’s work.
• CFOs spend at least 40% of their time on business performance management, but they estimate that 30% of their company's performance potential is lost due to ineffective performance management processes and behaviors.
• Only 23% of HR executives think that their PM process accurately reflects employee contributions.
• Only 8% of companies report that their performance management process drives high levels of value, while 58% said it is not an effective use of time.
• A poll with 2,677 respondents revealed that 98% find annual performance reviews unnecessary. Among the respondents were 645 HR managers, 232 CEOs, and 1,800 other employees.
• Only 14% of organizations are happy with their performance management system.
• Two-thirds of performance management systems misidentify high performers.
• In 2013, most organizations needed a 20% improvement in employee performance, but typical performance management can only improve performance by 5%.
• 58% of organizations rated their performance management systems as “C Grade or below.”
• 30% of performance reviews end up in decreased employee performance.

Clearly, something is amiss when it comes to performance management and annual reviews. In fact, given the above statistics, it’s a relatively safe bet to say that performance management in your own company is lacking in some way or not delivering the kind of value you wish it could deliver.

The above facts were presented in an advertisement to promote their publication of the same name.  I agree with the statistics that show that most Performance Management Systems are failing or not performing at the designed level.  I believe that most of a company’s potential is lost due to ineffective performance management processes and behaviors.  I believe that this concern is a direct result of the following:

·         The lack of management and leadership training programs designed to help people reach potential and achieve results

·         The lack of support from both Senior Management and the Human Resources Department

·         The absence of a company culture that focuses on people development and high achievement

·         The perception that the ROI associated with Leadership and Management Development is not significant.

Our region is made up of mainly small to mid-size businesses primarily focusing on providing income for the owners.  Tourism, Gaming, Healthcare, Education, and public services are our primary industries that can support the growth and development of larger companies.  We have little manufacturing and distribution companies in our region.  We are basically a business environment that is seasonal in nature with little opportunity for growth and development.  

Our talent pool is one of the weakest in the State and we still don’t get it.  With the recent casino closings, much of our talent pool in that industry are seeking opportunities in other regions of the country.  Graduates from our local colleges and universities are not staying in this region for jobs.  Unemployment is high in all three counties: Atlantic, Cape, and Cumberland. Foreign owned companies are moving from the region and closing their local distribution or manufacturing plants as this article is being written.

Most businesses do not see the value in training their future or current management team yet most owners agree that their management team is the most valuable asset of their company. How contrary is that!   Innovative Leadership of the Delaware Valley, LLC is the only company in Southern New Jersey that offers Leadership and Management Development Programs designed for the small to mid-size company.  We provide programs that are facilitated by high achieving, experienced managers.  We offer the programs at times that have a minimal effect on the work schedule of an employee or manager at a location ideally situated for the Cape May, Atlantic, and Cumberland county employer.  Our references and outcomes are excellent, and most of our attendees have been promoted following the completion of the program.  Last but not least, we are the only company to use a vehicle that will demonstrate the ROI of the program upfront…before the check is written.

I ask each of you to comprehend the fact that the future of your business lies in the hands of your future leaders….and we develop leaders in companies by training one employee at a time.  It amazes me that we have difficulty filling a fifteen person Leadership Program from a region who talent pool is one of the weakest in the nation.  Developing your talent can make you even more competitive in the marketplace. We can help you develop the talent you need for future business growth and people development.  Please call us at 609-390-2830 for more information on our programs.

Best Practices for Assessment Selection

Companies are starting to depend on assessments to help acquire, develop, and promote the best talent.  Assessment instruments are one of the best tools to support your hiring and selection processes, people development initiatives including succession planning,  and helping to define you high potential candidate or future leader.

The challenges facing companies today include employee turnover, lack of employee engagement in the work environment, recruiting the right person for the right job, and retaining the future stars of tomorrow.   These are the major issues that affect the bottom line of any company today.

Most companies understand the various costs involved when a bad hire occurs.  It is estimated today that the cost of replacing a high achiever in any company is between three and four times the individual’s annual salary.  Your company’s investment spent on recruiting, development and retention can be a significant portion of your budget. 

Cost savings and outcomes more than justify the cost of an effective assessment process.  Here is how that assessment process can make it happen:

The Problem With Leadership Development

By Gordon Curphy, Robert Hogan, and Robert B. Kaiser


If leadership programs do not produce the bench strength, performance and behaviors desired, one or more of six problems could be the culprit.


During the past two decades, learning executives have persuaded U.S. corporations to double their
annual spending on various forms of leadership development to $14 billion. Yet over that same period, public confidence in leadership has dropped considerably. According to a 2012 poll by The Center for Public Leadership at Harvard University, 70 percent of Americans believe there is a leadership crisis that will lead to a national decline unless we find better leaders.


Many leaders, including some in the learning profession, recognize the problem. A 2011 survey by
consultancy Development Dimensions International Inc. of 14,320 executives reported that 38 percent of line leaders and 25 percent of HR leaders gave their organizations high ratings for leadership and only 32 percent and 18 percent, respectively, thought their organizations had the necessary bench strength to meet future business needs.


That leadership development is broken seems to be an open secret. In a 2013 survey by research firm Brandon Hall Group of 329 organizations, 75 percent of respondents described their leadership
development programs as ineffective. What accounts for this disconnect between money spent on
leadership development and leadership performance?


A Way Out of Darkness
Six problems undermine leadership learning and development initiatives, and these problems flow from deeply held convictions reinforced by so-called best practices. The evaluation problem. It is a dirty little secret that leadership development programs are rarely evaluated in a meaningful way. They are typically evaluated byasking participants how much they liked or benefited from it, or by using metrics such as how many directors received 360 feedback, how many managers watched an e-learning module and so on. But the real question is whether programs produce positive changes in behavior and financial results.


Thousands of leadership development programs are delivered in the U.S. every year, but a 2009 review article by Bruce Avolio and colleagues published in The Leadership Quarterly could only locate the results of 200 programs that were formally evaluated. Two-thirds of these programs were found to have positive outcomes. Because these programs likely were better designed and delivered than those not evaluated, the overall failure rate for the typical leadership program is probably higher than 1 in 3.


Learning leaders normally use evaluations to justify return on investment, but evaluations also can be used to improve programs. Without formal evaluation, many programs will use questionable methods, and no industry is more susceptible to fads than leadership development. The definition problem. Evaluation requires specifying desired outcomes, and this requires defining leadership correctly. Unfortunately, leadership is most often defined by a position — Marissa Mayer is
the leader of Yahoo Inc., or the senior vice president of marketing is the leader of that group. This
confuses status in organizations with leadership, and many senior managers are better at promoting
their careers than they are at leading.


Competency models also can be used to define leadership. But competency models are idiosyncratic lists of skills and abilities composed by asking senior managers what is needed to lead in particular jobs. Because few senior managers are good leaders, asking them about effective leadership is like asking a doctor for investment advice. He or she probably has an opinion, but it may not be a good one.


Teams are the building blocks of organizations. The essence of leadership is persuading individuals to work together to achieve a common goal. Thus, many believe leadership should be defined as the ability to build and guide teams that outperform the competition. Leadership development programs should be constructed from this perspective and should be evaluated in terms of whether they help leaders build high-performing teams.


The people problem. Many of the people who attend leadership development programs are drawn to high-status and high-paying leadership positions, but they have little talent for leading a team. These people fall into three broad types: savvy politicians who can play the game; technically competent individual contributors; and ambitious people who are also arrogant, defensive, incapable of selfreflection, and not open to learning and growing.


As a result, many people who attend leadership development programs lack the motivation and interest to do the hard  work and learn how to lead a high-performing team. Organizations need to rethink who they send to leadership development programs. They should focus on identifying individuals with people skills who are also team-oriented, results-driven and curious learners. It would also help to screen out self-promoters, satisfied technical experts and those unable to
change.


The content problem. Little of what is taught in leadership programs concerns the actual tasks of
leadership. Courses are often based on competency models which, in addition to being ad hoc, rarely concern how to build teams that get results. A review of the most popular, commercially available competency models shows they almost never include competencies specifically about getting results through teams. The same is true for the homegrown competency models used in most organizations.


Nonetheless, people in positions of authority often struggle to staff teams, launch virtual teams, fix
dysfunctional teams, and align competing interests and egos. Focusing leadership development efforts on these team concerns is essential if programs are to have a demonstrable impact on results.


The pedagogy problem. Most leadership programs are taught in inappropriate ways. They tend to be events with little follow-up support or accountability for transferring learning back to the job. Further, research summarized by author Malcolm Gladwell in his book "Outliers" shows that developing expertise — in writing fiction, figure skating or leading — requires 10,000 hours of practice, far more than a one-day seminar, weeklong training program or two-year MBA. Worse, leadership programs are often taught by HR staff, talent managers and consultants — individual contributors with no real leadership experience — which makes it difficult to translate theory into practice.


There are four ways to improve leadership training. First, reinforce learned lessons back on the job. For example, reporting back to the participants’ bosses, having a clearly defined action plan and periodically reviewing progress will add support and accountability. Second, provide l earning environments that allow experimentation and practicing new skills with real-team feedback. Third, use teachers who have track records for building high-performing teams. Fourth, involve intact teams together in the learning and development process.


The rationale problem. Leadership development programs are often launched for questionable reasons: A CEO decides a leadership book is the key to organizational salvation. Someone thinks the organization needs a leadership development program to teach "best practices." Or a senior manager wants a coach as a perk after reaching a certain level. Although these programs cost millions of dollars, they rarely improve his performance.


To get the best return on investment, start leadership programs for at least one of three reasons: to
help leaders learn how to develop the strategies and tactics needed to beat the competition; to help
leaders learn how to build and maintain a team; or to improve team dynamics and results.


Where Do We Go From Here?
The shortfall in leadership talent will continue unless learning leaders change their approach to
leadership development. CLOs are uniquely positioned to drive this change because they are responsible for talent development, they understand the mechanics of adult learning and they control leadership development budgets. The following recommendations are not expensive but do require learning leaders to think differently about leader development.


1. Clearly define leadership. Organizations need a clear definition of leadership to organize their
development efforts. If leadership is defined as the ability to build teams that outperform the
competition, this definition has specific implications for how to hire, develop and promote leadership talent.


2. Build better competency models. Organizations should build competency models either by observing what distinguishes leaders with track records for building high-performing teams or by interviewing these leaders. Including those who are not proven team builders muddies the waters.


3. Rethink who attends leadership programs. Well-validated assessment tools can be used to identify those with the right motivation, interest and talent for leadership. These tools also can be used to screen out those who are not likely to benefit from the training.


4. Offer programs on teams. Most leadership programs nibble around the edges of team development. They often concern goal setting, communication, coaching, delegation and performance management as applied to direct reports with no concern for how the concepts work with teams.


5. Teach intact teams. Because teams are the building blocks of organizations, leadership development programs should target intact teams rather than isolated individual leaders. This is particularly true for teams critical to driving the business strategy.


6. Resist the magnetic pull of fads. Far too many leadership development programs are based on the latest fad. Programs should be aligned with an organization’s definition of leadership, business strategy and the knowledge, behaviors and skills needed to guide teams to execute that strategy. Everything else is just noise.


7. Evaluate, evaluate, evaluate. Although the effect of some leadership development initiatives is more easily studied than others, all programs should be evaluated in terms of meaningful outcomes. The outcomes should focus on the skills, behaviors and competencies individual leaders need to build a high performing team as well as team performance.


Gordon Curphy is president of Curphy Consulting and Robert Hogan is president of Hogan Assess

The Problem with Leadership Development

I really enjoyed an article by that appeared online in the Chief Learning Officer blog on May 22^nd titled, The Problem with Leadership Development. I was particularly interested in their six problems that undermine leadership learning and developmental initiatives.  Also, that these problems flow from deeply held convictions reinforced by so-called best practices. The problems noted are as follows: 1) Evaluation, 2) Definition, 3) People, 4)Content, 5) Pedagogy, and 6) Rationale.

Focusing on the Evaluation Problem, I agree that leadership development programs are rarely evaluated in a meaningful manner. This is why most training programs end up becoming failures.  In most cases, no real metrics for success are defined prior to the start of the program, therefore there is no foundation or baseline on which to base success or failure. I wouldn't call it a “dirty little secret” but it is true.  

I don’t mean to “toot my own horn” but we are the only company in our area that provides a 180 degree feedback mechanism for each participant and the course evaluation is completed by not only the participant but the participant’s immediate supervisor or sponsor. Our entire learning process focuses on getting results. We really focus on behavioral change that results in: 

• Support individual development goals
• Improve morale
• Enhance engagement
• Strengthen participant skills for future career opportunities 
• Helps the company build their succession plan

I would like to say that the problem with Leadership Development today is the fact that companies are not focusing on the future of their company regarding the development of their future leaders.  Most personnel departments or HR professionals now report directly to the financial officer and the attitude coming from that department usually reflects some sort of  “cost cutting measures”.  Leadership Development does cost money and requires an investment in your future leaders but there are metrics that can determine your ROI. 

Don’t let the financial commitment hold you back, because the talent that you develop today directly correlates with the future success of your company.  The most valuable asset you have is the talent and skills that your people bring to the workplace.

Call 609-390-2830 to discuss the learning process that incorporates the most effective evaluation procedures. Let us show you the value of Leadership Development

Please pass this article on the decision maker for Leadership Development

Executive Coaching: A Leadership Development Tool for Top Performers By Gayle Lantz

"Coaching" used to be a popular approach for derailing executives or professionals whose performance needed a lot of work. Got a problem? Get a coach. However, increasingly, coaching is being sought by some of the most successful executives in their field - those who want to get even better at their business game. So the new thinking is…

Got a goal? Get a coach.

Executive coaching has evolved quickly over the years. Some consider it a field in itself; others consider it a form of consulting. There are many interpretations for "executive coaching". No matter how you define it, coaching can be a useful tool for executives who want to develop as leaders. Rather than debate the definition of coaching, it's more important to consider the type of coach and approach that's most appropriate for you given the results you want to achieve. Some executives have difficulty art iculating concrete desired results, but a skilled coach can help. Often executives simply haven't taken the time to slow down and think things through.

Coaches come in the form of business professionals, psychologists, trainers, consultants, authors, etc. They come from all walks of life. Some are tough, challenging and direct. Some are sensitive, encouraging and indirect in their style. Some impose a particular process. Some are more flexible. A consultant with expertise in communication may focus on executive coaching that emphasizes presentation skills. A fashion consultant may offer executive coaching with an emphasis on professional appearance. Other executive coaches focus on leadership skills or business strategy. The approaches are as varied as the professionals who deliver coaching services.

Selecting a Coach
Ultimately the most important factor in selecting a coach is the coach's track record and his/her ability to establish the kind of relationship with you that helps you achieve results. Senior leaders who have few peers seek out coaches to discuss business and professional goals. It's a decision that should not be made lightly.
Coaching relationships can be structured a variety of ways. Consider whether you want to work with a coach in person, by phone or both. Know what's most important to you in selecting a good coach. Finding the right fit is everything. You'll know you have the wrong fit if you feel you're wasting your time, dread your coaching conversations, or focus on issues that aren't directly relevant to your goals. Listen to your instincts and find the best fit.

Coaching Issues
With the complexity of issues that challenge executives, there is never a loss for discussion topics between a coach and client. Below are a few of the issues that many of today's top-performing leaders discuss with their executive coaches:

• Staying focused on top priorities
• Increasing accountability for follow-through
• Building skills in particular areas 
• Dealing with organizational politics
• Thinking strategically
• Handling stress & avoiding burnout
• Managing teams & dealing with sensitive personnel situations
• Influencing others
• Negotiating
• Brainstorming new ideas/creative thinking
• Personal career planning
• Life-work balance issues
• Establishing clear goals and action plans

Success Factors
In addition to finding the right coach, here are a few success factors to keep in mind for those who engage in a coaching process.

• Establish clear guidelines for the relationship and coaching process on the front end. Don't make assumptions.
• Share feedback. If something is not working, discuss it.
• Acknowledge progress and successes along the way. This helps build momentum.
• Involve other stakeholders if necessary. In some cases, others in the organization can participate in the process to share input and feedback.

Executive coaching is not for everyone. It's only for those executives who are highly motivated, who are committed to leadership development and who want to engage in the process. Expect a minimum commitment of six months to a year.

Company Sponsored Coaching Programs
Many more companies now recognize the importance of promoting coaching within their organizations. Many have formal coaching programs that include internal and external coaches. Organizations that sponsor coaching programs need to be diligent about connecting the benefits of coaching with business results in their organizations. Without a results focus, organizations run the risk of promoting coaching for its own sake - a "campaign for coaches," instead of solutions for executives. Coaching is simply a means.

Corporate initiatives that mandate or roll out a coaching program too broadly jeopardize the effectiveness of the program. Often those who need coaching most are least likely to be open to the process, but top performers are always looking for a leading edge.

Finding the right coach can be the leading edge you need to succeed professionally.

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Call now for a complementary Coaching Conference to discuss how we can provide the best practice for Leadership Development at 609-390-2830.

Hiring For Attitude

Everything in the business journals points to a dramatic shortage of talent in the workplace today.  I can’t tell you how many articles on “hiring for attitude” I have read in the past three months.  If all of this is true, then I know one thing for sure.  Companies must change their approach when it comes to the selection of new hires.

Recruiting today is much more difficult than it has been in the past.  Finding qualified people for certain job roles is becoming a real art.  It is certainly a fact of life that our management talent pool is shrinking and that experience or specialization is in great demand.  Experience or technical proficiency has become a commodity and the hiring focus has shifted toward attitude. And this shift has precipitated tactical changes in how job selection is being conducted.  It is important that you focus on your talent management processes before it is too late.

Here are some suggestions for recruiting and selection improvement:

1.       It is important that you use the most talented employees in your company  to help with the recruiting process.  You can use them to create a benchmark or hiring profile that is truly representative of what you need in your workplace to be highly successful. 

2.       Use a well defined Behavioral Interviewing Process that includes a scorecard based on the people that achieve at a high level in that particular position and what accounts for high achievement.

Are You Overlooking Leadership Talent?

By Jennifer Jones -  1/31/14

Global leadership development should identify individuals whose influence and following make them leaders, regardless of their position on the organizational chart.

More than half of global companies define leaders not by their position on the organization chart, but by their influence and performance. Findings from the fourth annual “Global Leadership Development: Everybody’s Game” survey from AMA Enterprise also indicate that organizations need to consider broadening their approach to leadership development programs, in terms of who participates and in content.

AMA Enterprise, where the author works, partnered with the Institute for Corporate Productivity and Training magazine to evaluate a study of 1,174 senior-level business, human resource and management professionals from 37 industry sectors in 40 countries. The survey was conducted in January 2013.

The largest proportion of participants, nearly four in 10 (Figure 1), said their definition of a leader is anyone whose role allows him or her to influence a group, regardless of direct reporting relationships. According to another 14 percent, a leader is anyone, whether they manage others or not, who is a top-performer in their specific role. In all, 53 percent of respondents consider people to be leaders not according to their authority, but their impact.

In global terms, pace-setting companies now recognize that leaders can emerge from a far broader group than those at the top of the organization chart. Teamwork, collaboration and contribution to success played key roles in shaping this trend.

“With organizations flattening and workplace challenges being more complex and requiring significantly broader collaboration, everyone needs to be able to step up,” said Brad Federman, founder and president of Performancepoint LLC, a performance management and employee engagement company. “Organizations that align structure, development and strategy around contribution and leadership capability will outperform those that don’t. The bottom line is … leadership development now needs to be an inclusive effort.”

Article reprinted fro Chief Learning Officer Online, January 31, 2014

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Innovative Leadership of the Delaware Valley, LLC offers the tools and processes to both identify and train future leaders at all levels of your organization.  Call us at 609.390.2830 to discuss our Total Leader Concept and the processes that can make a difference in your future. 

Click Here to Download "The Total Leader Concept"

10 Key Skills Today’s Leaders Need to Succeed

By Jill Geisler

What sets the most successful managers apart from others? You might be an expert in your field, even the smartest person in the room — but that’s no guarantee of success. You need an array of skills that are particularly well-suited to times of change and challenge. Here are 10 I recommend.

1. Strategic Thinking
Don’t just immerse yourself in today’s tasks. Think big picture. Step back from the dance floor from time to time and take the balcony view (Hat tip for that great metaphor to the book, “Leadership on the Line.”) Review systems. Set priorities aligned with major goals. Learn new and scary things. Encourage innovation by backing good people who take smart risks.

2. Collaboration
Overcome the four barriers to collaboration I’ve written about before.

• Distance: Stay on the radar with people you don’t see regularly.
• Dominance: Change assumptions about the importance/subservience of certain roles in your organization.
• Discomfort: Educate yourself and your staff about the work of others.
• Dissonance: Check your demands and systems to make certain they aren’t undercutting collaboration.

Be a role model for effectively networking by showing the value of spanning old boundaries and busting old silos.

3. Emotional Intelligence
Your IQ alone can’t fuel the group’s success. Emotional intelligence is critical. Build your self-awareness, self-management, social awareness and relationship management. Recognize that as a leader, you are contagious. Be a source of energy, empathy and earned trust, proving optimism and realism can co-exist. Understand that resilience is key to leadership, especially in stressful times. One of my favorites reads of the past year, “The Emotional Life of Your Brain,” lays out the neuroscience of resilience and underscores that we can consciously build our capacity.

4. Critical Thinking
Critical thinkers question conventional wisdom. They are vigilant about identifying and challenging assumptions that underlie actions or inaction. They are automatically wary of generalizations, inferences and unproven theories. Among their favorite questions is: “How do we know that?” They strive to independent thinkers, careful to check how their own biases might color their decisions. They do this automatically to speed up good decision-making, not to cause “paralysis by analysis.”

5. Communication
This one seems so simple, yet it comes up continually in my seminars as a deficit in organizations — and it’s managers who point out the problem! Bosses who don’t communicate effectively get in the way of their team’s effectiveness. Make it your goal to master every form of interpersonal communication and make it powerful: one-to-one, small group, full staff, email, social media, and of course, listening.

Become an expert on framing, storytelling and finding the master narrative in a situation. If you don’t, others will — and the others may be your internal critics or your external competitors.

6. Motivation
Telling people “You are lucky to have a job” in no way qualifies as motivation. Nor does fear, unless it is fear of letting a great boss down. Nor, interestingly, does throwing money at people. Pay them fairly, of course, but don’t stop there.Understand the key intrinsic motivators: competence, autonomy, purpose and growth. Determine the prescription for each of your employees.

7. Feedback
Commit to wearing what I call “feedback glasses” — new lenses through which you look at people and their work. Through these lenses, you are always on the alert for opportunities to deliver specific, helpful information to people about their performance and their value to the organization. Upgrade the quality of all of your interactions by using them as opportunities for customized, effective feedback. In my new book, “Work Happy: What Great Bosses Know,” I devote a chapter to feedback as the key to performance management, with a complete tool kit of options.

8. Tough Conversations
Don’t avoid tough talks. Learn to do them deftly, avoiding the many pitfalls they can present. Become an expert at addressing challenges and problems early and often. Don’t let problems fester or bullies prevail. Build trust as a leader so people recognize your good intentions even in the midst or wake of challenging conversations.

9. Coaching
Are you among the legions of managers who habitually fix the work of others? Are you the non-stop answer machine for people who are overly reliant on you for decisions? And at the end of the day, do you wonder why you’re frustrated and exhausted and employees aren’t getting better on your watch? You need to learn to coach their growth.

Coaching is an entirely different skill from fixing. It helps people learn to improve their work and make decisions for themselves. Don’t just take my word for it; a2012 study from the National Bureau of Economic Research says the most important tasks of effective managers are teaching skills that endure and fueling the motivation of employees.

10. Making Values Visible and Viral
Let people know what you stand for. Make those conversations a part of your daily work. Lose your fear of coming off as corny or holier than thou. Tap into the great reservoir of commitment and care that people bring to their work lives, but often fail to talk about unless they’re at some professional seminar (like ours), where it pours out. Why?  Because we make it safe to talk about values like integrity, diversity, community, and service. All we have to do is start those conversations, and they always take off organically. It should happen in the workplace, too. If you don’t inspire, who will?

Each of these is a skill you can learn.

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Our "Making of an Effective Manager", a 9 session course, gives your managers the edge, improved efficiency and a higher level of confidence in your managers company wide.  This is the only management training course with RIO determined upfront with guaranteed results! Click Here to Learn More

Feedback - The Key to Employee Engagement

The real key to engagement, emotional intelligence, is understanding how to communicate according to the behavioral style of the person you are talking to. It is important that feedback becomes the mainstay of any communication within an organization. It is a two-way dialog that is the responsibility of both the manager and the employee to provide feedback in a timely manner that can support the company in this highly competitive world. Proper feedback can provide enhancements in policy and procedure, quality assurance, rapid responses to customer needs, and much more.

Here are a few guidelines for proper feedback:

How to Motivate Employees in an Average Busy Day of a Manager

An average manager's day consists of meetings and conference calls with senior members and handling employee concerns on top of everyday responsibilities. Days running long and lunches quickly eaten, one of the most important tasks that a manager needs to focus on is motivating their team.

How do you accomplish this with so many other tasks to focus on? Two "simple" words. Employee Engagement. Stop telling employees what they have to do, and instead tell them why the company's success is dependent on them performing at their highest level. The following are a few steps to implement today for higher employee engagement:

• Ask for Employee Input - Use surveys, or simply ask if they see something that they could do differently and more effectively in their every day tasks.
• Recognize Employees - Do this on a normal basis, monthly or quarterly. This engages and encourages employees, even if their not the one recognized because it shows that there is a level of engagement from the company.
• Promote and Plan for Individual Goals - Personal goals, with follow up, gives the company an overall productivity boost.

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Our "Making of an Effective Manager Course", Voted the #1 Management Development Program by Entrepreneur Magazine, is just a vehicle that shows Managers how to engage employees and become more productive. (See Below for More Details) Your middle management delivers your desired outcome by implementing the business strategy and engaging the workforce by demonstrating their value to the designed outcome. Our Course provides a better understanding of the problem with the methods for providing solutions, and the need for demonstrating the appropriate behaviors to elevate the productivity and performance of your people and company

Learn More or Enroll Your Middle Management Team Now and see the difference.

Steps for a Successful Delegation Pipeline

Delegation takes planning. Delegation is the key ingredient to time management and allows the manager to concentrate on the important tasks, not just the urgent tasks. The use of a planning and administration system that allows you to track delegated assignments can improve performance and communication.
Below are 5 Steps to a Successful Delegation Pipeline

5 Things Managers and Leaders Must Do

Communication, forward thinking, prioritization, and other skills must be learned and applied in the workplace by managers if we can expect to improve employee engagement. Employees need a manager who is willing to provide an “open” communication platform that includes feedback in a timely fashion, candid discussion on performance and appropriate behavior, a willingness to clarify expectations and use metrics to measure results, and to include the employee in the awareness and planning stages for the company’s vision.
Here are 5 Tips that we believe makes a difference in your business if put into practice: 

10 Steps to a Sucessful Talent Management and Development Process

There is no cookbook or guarantee for success in business but everyone wants a recipe. Leadership is the competency most needed in any recipe designed around achievement. Teamwork should be viewed no differently than we view organizational effectiveness. This effectiveness, without question, always comes back to the leader. The development of the leadership within any company should be the goal of every executive team.

Companies talk a good game about the need for leadership and people development, but when the water starts getting a little rough, they start treating their people as an expense and don’t hesitate to throw them overboard. Yet, the employee is listing their development and the opportunity to participate in training programs as their number one reason for selecting companies for employment.

10 Steps in Talent Management and Development Processes

Make sure your managers know the law, and their people!

Read this article to see why....

Supreme Court Redefines Supervisor in Discrimination Case

  

In June, the Supreme Court issued a ruling that made it harder for workers to prove they had been a victim to employment discrimination. The first ruling narrows the definition of what classifies a supervisor, thus leaving plaintiffs with a different burden of proof. In Vance vs. Ball State University, Maetta Vance – an African American worker, accused her supervisor Saundra Davis –who is white and described as a catering specialist, of racial harassment claiming that Davis had glared at her, slammed pots and pans, and blocked her on an elevator. However, both sides agreed that Ms. Davis did not have the authority to hire or fire employees.

Justice Samuel A. Alito Jr. rejected the EEOC’s definition of a supervisor and ruled that “being a supervisor should be limited to someone authorized to take ‘tangible employment actions’ like hiring, firing, promoting, demoting, or reassigning employees to significantly different responsibilities,” according to the New York Times. This ruling specifies that an employer could not be held liable in a co-worker to co-worker claim unless it can be proven that the employer failed to exercise reasonable care to prevent or correct any harassing behavior.

Employers should be aware of this ruling that clearly defines the difference between co-workers and supervisors. The employer’s liability is greatly increased if a supervisor is accused of employee harassment or discrimination. Therefore, companies should be aware of the EEOC and OFCCP compliance regulations that they are required to adhere to.

Innovative Leadership can help your company in various ways! Contact us to find out how http://www.innovativeleadershipdv.com

Stress and Leadership

Stress is part of any job, and being in a position of leadership can add a certain level of constant pressure. Negative external stressors like the economy and even positive stressors like rapid growth can significantly add to the stress level in a leader’s life.  And while some level of stress is normal, too much stress can cause irritability, poor decision-making and even take a toll on your health.

During stressful times in an organization, a leader’s role becomes even more important.  Some leaders are naturally calm in the face of stress. Others may withdraw. Some exhibit extreme emotion.
Everyone has a different style of leadership, and each person reacts in a different way when faced with stress.  By examining our natural reaction to stress and how it manifests itself in our leadership style, we can equip ourselves with leadership qualities that are essential in stressful situations. This ability to adapt our leadership style to exemplify stability, control, and transparency will aid in successfully leading through stress.

Being able to manage through stress is so important in today’s workplace that leadership training organizations are beginning to build programs to help people learn to more effectively deal with stress in the work environment. Corporations are  developing employee wellness programs centered around both physical and emotional health.
Most experts agree that the best ways to deal with stress include:

• First, identifying that you ARE under stress
• Becoming better at planning and managing your time
• Exercising, eating right, and getting enough sleep
• Having a relaxation program that might include massage, meditation or reading

*What have you noticed about your own reaction to stress?
*How do others tend to react when you are dealing with a stressful situation?
*What tools or techniques have you found to be effective in managing stress?

Original post from http://blog.everythingdisc.com/380/stress-leadership/

Do you have trust in your company?

96% of engaged employees trust their leaders vs
46% of the disengaged employees trust their leaders

I was reading an article this past weekend where it refers to a Gallup poll that estimates that 71 percent of employees are not “engaged” on the job. This result tells me that employees have lost their motivation to give 100%. Disengaged employees believe that their time and energy is being wasted on others and they're working to fulfill the goals and dreams of others and not theirs.

It is no longer about the shareholder ROI but it is all about me, the employee. It is time for the employee to get motivated. Motivation is internal and we have to create a work environment that allows the employee to be motivated to take an action that will demonstrate his or her “all” and insure that the employer gets the ROI.

Employers and employees both have expectations, yet rarely are they on the same page.

10 Reasons Why Companies Should Invest More In Management Training

I’ll get straight to the point.  Why should companies invest more in management training?  Here are 10 simple reasons.
1) An employee’s relationship with his or her direct manager is the most important single factor in employee engagement.

2) Engaged employees are happier and more productive.  Disengaged employees are frustrated and more disruptive.

3) Because there’s no widely agreed-on skillset for management (good managers come in all shapes and sizes), there’s an assumption everyone knows how to do it.  This is akin to someone who’s never driven before being given keys to a car and told: “Drive.”  (Many many years ago, this is how I first learned to manage.  I blundered my way through it.  Trial and error.  It wasn’t pretty.)

What is a Leader's Primary Role?

When will the current leaders realize that their primary role and responsibility is to develop their people?  In other words,  developing the future leaders of the company should be the one skill set that carries the most weight with any performance evaluation.  For a People Development process to succeed, it must be totally supported by the Board of Directors and Senior Leadership Team.

The key to any succession planning process or high potential development tract is the fact that all involved have a complete understanding of the design for the outcome.  The goal should be a stable of future leaders that can assume a more advanced role if needed to do so tomorrow. With warmer weather around the corner a great example is Baseball Season starting; it is similar to creating all-star utility infielders.  Multi-positional players that have the talent to assume any position when needed.  That's the design of the final three positions on any major league team.

Everything DiSC Workplace Case Study

This case study focuses on two people from one company that used the Everything DiSC Workplace Profile and the companion Everything DiSC Comparison Report to make progress toward improving the quality of their workplace.. Jennie and Joe (names have been changed) worked closely together on the Marketing Team.    While pay and benefits were above average, their job satisfaction and relationship was rapidly deteriorating.  

Jennie's priorities and strengths were generating enthusiasm, taking action, and collaborating with others. She was motivated by working in a high energy environment where everyone could express themselves and build warm relationships.   Being isolated in a dull, unsocial environment and being forceful or insistent with others were stressful and sapped her energy.

What comes first, the Culture or the Strategy

Well, which comes first, the chicken or the egg? The HR professional is starting to ask themselves a
similar question; “which comes first, the development of the culture or the development of the strategy.

Culture is defined as a blend of attitudes, behaviors, actions and beliefs that flourishes with a clear set of
values and norms that actively guide the way an organization operates. I like to say that it is the taste,
smell and feel we can when we come in contact with the organization. This is the origin for the term,
“a fun place to work”. The culture does define the work environment to both the internal and external
customer. Many believe that culture is the environment in which your strategy and your brand lives
or dies. I, like many others, believe that creating the appropriate culture is one of the most important
factors in determine future success.

It has been almost a decade since we feverously created our vision and mission statements. In the
majority of organizations, you will usually find the mission and/or vision statements hanging on the
walls and they probably have not been revised in over ten years. Vision, to me, is the dream of the
organization usually provided by the leadership team. It is a view of what they would like the company
to look like in the future. The Mission Statement on the other hand should be the reason each and
every employee wants to come to work and exhibit a high achieving performance on a daily basis.

We used to break the mission down into purpose. Now, many organizations are translating the purpose
into core values or statements of excellence. This is where the organization needs to associate the
values with the culture. Make sure the values and culture reflect the same meaning to everyone that
enters the building. The culture has to be genuine.