“If leaders know the actions to take, leaders will take that action”. This basic elementary statement is the common denominator that will solve all corporate issues and achieve corporate goals; it starts with collecting information that is translatable into knowledge and action.
The use of Infotool diagnostics allows laser precision decision making based on laser granularity of information through the lens of each demographic. The success of blueprinting precise action steps is not only based on the quality of the survey diagnostic, but the quality of the survey questions and demographic architecture. The survey instrument needs to be built around specific achievable goals of the client, and using strategic mapping, every item asked in the survey is directly correlated to the business vision. The ability to identify gaps and performance variations at each level of the organization allows curative action steps unique to each department. Using the manager as the change agent, organizations with experience continuous improvement throughout focused on the business strategy all at the same time.
Tuesday, June 28, 2011
Monday, June 27, 2011
Employee Engagement Should Not Start With an Exit Interview
Talk about the saying “the horse that is already out of the barn” exit surveys are designed primarily to elicit information as to why people have left an organization. Their attitudes have been tainted, their initiative has been dampened and there is no compelling reason to provide validated information upon which you can rely upon. All of that being said, if information about a manager’s behavior or skills in leading have been captured, this kind of information has merit as a measure of employee engagement.
The Conference Board’s four measures of retention drivers measure 20 reasons why most employees leave organizations – poor manager skills are the number one cause. In employee engagement surveys, always include a strong component to measure managerial skills and make sure that each manager of each department is measured.
The Conference Board’s four measures of retention drivers measure 20 reasons why most employees leave organizations – poor manager skills are the number one cause. In employee engagement surveys, always include a strong component to measure managerial skills and make sure that each manager of each department is measured.
Wednesday, June 22, 2011
Engaged Employees VS Engaged Customers
On a recent project I discovered something that is the anti-research.
Gallop, Hewitt, Blessing White and many other consulting soothsayers claim that when workers are engaged, the results are high performance and greater profitability. They sell you their employee engagement program for huge bucks and you, (and they) pray that their work will bring you immeasurable wealth, happy smiling employees and all will be groovy.
We found just the opposite. An organization with high scores in engagement, great managers, low employee turnover, yet they were still losing customers, losing market share, all with a great product.
We discovered that the process in which they were delivering their goods and services to the customer were "messed up". In fact there was no process in place so everyone did their own thing. No data as to what the customers really cared about; or what happens at their "touch points."
Moral of the story-employee engagement is but a state of mind that seems to be a prerequisite for having "engaged customers."- the end game for business growth. Maybe there's a lot more to this engagement "stuff" than just the propaganda from these consulting soothsayers.
Gallop, Hewitt, Blessing White and many other consulting soothsayers claim that when workers are engaged, the results are high performance and greater profitability. They sell you their employee engagement program for huge bucks and you, (and they) pray that their work will bring you immeasurable wealth, happy smiling employees and all will be groovy.
We found just the opposite. An organization with high scores in engagement, great managers, low employee turnover, yet they were still losing customers, losing market share, all with a great product.
We discovered that the process in which they were delivering their goods and services to the customer were "messed up". In fact there was no process in place so everyone did their own thing. No data as to what the customers really cared about; or what happens at their "touch points."
Moral of the story-employee engagement is but a state of mind that seems to be a prerequisite for having "engaged customers."- the end game for business growth. Maybe there's a lot more to this engagement "stuff" than just the propaganda from these consulting soothsayers.
Thursday, June 16, 2011
Wednesday, June 8, 2011
5 Ways to Be a Great Leader
I found this on LinkedIn and wanted to share:
What are the five ways to be a great leader?
1. Serve others – Spend your time helping your employees, partners, suppliers and clients become successful in their activities. Adding value to their lives is the most important way to shine as a leader.
2. Associate with great people – This is so important. Surround yourself with positive, motivated leaders and you will find that you will become more effective. Surrounding yourself with negative people will end up making your obstacles more difficult to overcome.
3. Help develop other leaders within your organization – When you spot someone who has what it takes to be a great leader, instead of feeling threatened, you should do everything that you can to assist them.
4. Delegate – Try not to feel like you have to prove your abilities by handling everything yourself. Teach others how to perform some of your tasks and show them how to take initiative in your business.
5. Take responsibility – This is a key trait in a great leader. A leader takes responsibility for the outcome of a project and acknowledges that he or she is ultimately responsible the success or failure of the team. If you take responsibility for your team, your team will be loyal to you.
If you follow these five suggestions, you will be well on your way to excellent leadership!
What are the five ways to be a great leader?
1. Serve others – Spend your time helping your employees, partners, suppliers and clients become successful in their activities. Adding value to their lives is the most important way to shine as a leader.
2. Associate with great people – This is so important. Surround yourself with positive, motivated leaders and you will find that you will become more effective. Surrounding yourself with negative people will end up making your obstacles more difficult to overcome.
3. Help develop other leaders within your organization – When you spot someone who has what it takes to be a great leader, instead of feeling threatened, you should do everything that you can to assist them.
4. Delegate – Try not to feel like you have to prove your abilities by handling everything yourself. Teach others how to perform some of your tasks and show them how to take initiative in your business.
5. Take responsibility – This is a key trait in a great leader. A leader takes responsibility for the outcome of a project and acknowledges that he or she is ultimately responsible the success or failure of the team. If you take responsibility for your team, your team will be loyal to you.
If you follow these five suggestions, you will be well on your way to excellent leadership!
Friday, May 20, 2011
Root Cause of Survey Failure
The root cause of survey failure is the inability or difficulty to execute effective change. Note the word "effective" for those ready to pounce.
When data results of large groups are calculated by averages, barriers to change efforts increase by multiples. Contrasted, with an ability to see survey results idvidually by pockets of groups within that large group, targeted change for that small group become an instant capability for the change agent.
To see a CAT scan picture of each organizational 'body part', the task of the consultant/client becomes easily manageable. Departments by each manager now become an individual action plan based on what's critical and discovered to that department - the impact is rapid and dramatic. Once each manager can see how their behaviors, values and style impacts their workgroup, change potential is instant. Adding a one-on-one coaching initiative produces even more effective transformational results for that manager and that workgroup. Internally trained experts keep the cost of implementation to virtually zero, an internal talent management team is being groomed, and accountability and sustainability is a by product. The change continues long after the survey consultants leave.
When data results of large groups are calculated by averages, barriers to change efforts increase by multiples. Contrasted, with an ability to see survey results idvidually by pockets of groups within that large group, targeted change for that small group become an instant capability for the change agent.
To see a CAT scan picture of each organizational 'body part', the task of the consultant/client becomes easily manageable. Departments by each manager now become an individual action plan based on what's critical and discovered to that department - the impact is rapid and dramatic. Once each manager can see how their behaviors, values and style impacts their workgroup, change potential is instant. Adding a one-on-one coaching initiative produces even more effective transformational results for that manager and that workgroup. Internally trained experts keep the cost of implementation to virtually zero, an internal talent management team is being groomed, and accountability and sustainability is a by product. The change continues long after the survey consultants leave.
Wednesday, May 18, 2011
Certified Survey Consultant in Action
An update from one of our newest Certified Survey Consultants and Licensee of the Infotool Software:
Michael J. Stabile, PhD - CEO of FutureNow Consulting (http://www.futurenowed.com/):
"Just wanted you to know that since we left the training last Wednesday, we have used the training and tools in some fashion or form. On Thursday, I helped our statistics director at Xavier University with our demographic results from the Servant Leadership study for an accreditation review. On Friday, I worked with a high school team at St. Xavier High School and because of our ability to dig deeply into the data, within five minutes was able to help them change directions that would have been toxic for the school culture using the horizontal and vertical alignment visual (modified for education). On Monday, I presented the data results and analysis of St. Xavier High School's DNA of Culture Survey to about 40 of their staff members to position their school culture with specific and target areas to address. Yesterday, Tuesday, I did a presentation for Viox Facilities Management, a business leadership-training group, on their 2011 DNA of Culture results in comparison to their 2010 results and titled the presentation as The Power of Alignment. As part of the training exercise, after I presented the data results, we broke into 6 groups of 3 and each group had to draw conclusions from the data results including the Predictive Matrix measure diagrams, practical applications, and next steps. There was an amazing agreement in and among the groups. Then I showed them my findings, conclusions, and suggested practical next steps. Not only were we aligned, they own the data results. "If you can find it, you can fix it." This coming Friday, I am work with another school on a strategic planning process and I am going to include The Power of Alignment Model with a suggested survey analysis."
Michael J. Stabile, PhD - CEO of FutureNow Consulting (http://www.futurenowed.com/):
"Just wanted you to know that since we left the training last Wednesday, we have used the training and tools in some fashion or form. On Thursday, I helped our statistics director at Xavier University with our demographic results from the Servant Leadership study for an accreditation review. On Friday, I worked with a high school team at St. Xavier High School and because of our ability to dig deeply into the data, within five minutes was able to help them change directions that would have been toxic for the school culture using the horizontal and vertical alignment visual (modified for education). On Monday, I presented the data results and analysis of St. Xavier High School's DNA of Culture Survey to about 40 of their staff members to position their school culture with specific and target areas to address. Yesterday, Tuesday, I did a presentation for Viox Facilities Management, a business leadership-training group, on their 2011 DNA of Culture results in comparison to their 2010 results and titled the presentation as The Power of Alignment. As part of the training exercise, after I presented the data results, we broke into 6 groups of 3 and each group had to draw conclusions from the data results including the Predictive Matrix measure diagrams, practical applications, and next steps. There was an amazing agreement in and among the groups. Then I showed them my findings, conclusions, and suggested practical next steps. Not only were we aligned, they own the data results. "If you can find it, you can fix it." This coming Friday, I am work with another school on a strategic planning process and I am going to include The Power of Alignment Model with a suggested survey analysis."
Tuesday, May 17, 2011
New Power of Survey Diagnostics
Information analysis is the new "holy grail" in our work. In the implementation phase of your work, it's becomes your key capability, as advisers, to "fix what we can discover is broken" through the prioritization of those actions most correlated to the Vision work. This is the new power of survey diagnostics.
This discover phase traditionally is the core of an advisers work product. Imagine how long we will remain "on the job" if we elect to take actions on the wrong critical success factors-the ones with the lowest ROI. You may have more billable hours, but I doubt the company will hire you back.
Surveys have morphed into diagnostic instruments that can aid consultants in their analysis work. No matter which diagnostic you select, its like using a CAT scan machine as a physician does before proscribing; but now consultants have them. Converts say its the newest frontier that can help their clients blueprint the way to rapidly realign organizations in their quest for value creation.
In your next project, try using one of the diagnostic tool for data collection/analysis to see how these new powers will help your effectiveness and value to your client. try to avoid the off the shelf, low budget data collection/analysis system that provides average results, have funny names and provide little advisory/analysis support.
This discover phase traditionally is the core of an advisers work product. Imagine how long we will remain "on the job" if we elect to take actions on the wrong critical success factors-the ones with the lowest ROI. You may have more billable hours, but I doubt the company will hire you back.
Surveys have morphed into diagnostic instruments that can aid consultants in their analysis work. No matter which diagnostic you select, its like using a CAT scan machine as a physician does before proscribing; but now consultants have them. Converts say its the newest frontier that can help their clients blueprint the way to rapidly realign organizations in their quest for value creation.
In your next project, try using one of the diagnostic tool for data collection/analysis to see how these new powers will help your effectiveness and value to your client. try to avoid the off the shelf, low budget data collection/analysis system that provides average results, have funny names and provide little advisory/analysis support.
Monday, May 16, 2011
Elevating HR to the Boardroom
HR involvement in understanding and guiding the employee to productivity and engagement is a gift that CEO's would treasure, but HR must first get to a higher level of capability. This higher level of capability means having evidence-based information. There will need to be a proving process to be first demonstrated before HR is invited into the boardroom.
As Deming quoted: " Its not enough to do your best; you must know what to do and then do your best."
My humble opinion is that for HR, as an industry, to gain such acceptance in leadership circles, they must use tools and technology to elevate and gain credible intelligence about employee drivers; then skills to use those tools to impact positive change. New technology is available in the marketplace to support HR and old paradigms need be discarded.
So, the burden lies on HR to elevate itself into the boardroom. Let's say it's a prejudice that will be hard to overcome, but can be only by the most "engaged" HR folks.
As Deming quoted: " Its not enough to do your best; you must know what to do and then do your best."
My humble opinion is that for HR, as an industry, to gain such acceptance in leadership circles, they must use tools and technology to elevate and gain credible intelligence about employee drivers; then skills to use those tools to impact positive change. New technology is available in the marketplace to support HR and old paradigms need be discarded.
So, the burden lies on HR to elevate itself into the boardroom. Let's say it's a prejudice that will be hard to overcome, but can be only by the most "engaged" HR folks.
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