Two upcoming training events sponsored by United Employers Association open to the public
1. Supervisor Boot Camp on Wednesday February 27 from 8:30-4:30
2. Beyond Sexual Harassment on Thursday, March 14 from 9:00-11:00 am
Contact United Employers Association for more information. Tell them I sent you.
Hope to see you there
This past weekend I participated in a Celebration of Life for a 91 year old lady who had been a beautician all of her life. As I listened to the stories from her life long customers and her long-time neighbors, I was struck by the powerful, positive difference she made in people’s lives. Customers came to her service after having not seen her in over 30 years but couldn’t imagine not coming after the influence she had on them.
So here’s the question: What are we doing, individually and organizationally, to make a positive difference in the people’s lives who we connect with? What are we doing to positively influence our co-workers, our peers, our customers, and our suppliers?
How do we wish to be remembered?
This post is intended to generate leadership support for training programs. Often times I have companies that hire me to do training, yet the leadership team does little to support that training. When that happens, the training impact loses steam and value. It diminishes the ROI of the training.
For example, I had been hired by a company to do some Respect/Harassment prevention training. After one of the sessions, I was asked if management was supportive of the training. I thought so, but then I was informed of an extremely sexist calendar that was posted on the General Manager’s wall.
More recently I have been involved in a large training project with mid level managers and supervisors. I have given them a number of assignments that require them to go and speak with their bosses about the various topics. In most cases, their bosses have rebuffed their efforts. The trainees are left wondering why they are even coming to the training and coincidentally attendance has subsided.
As leaders in organizations it is imperative that you get behind the training that is happening in order for it to have the most impact both on the trainees and the organization.
I have given two speeches about this topic in the last few weeks. The TBL is an accounting principle that encourages organizations to focus on three things, People, Planet, and Profit (the three P’s). More and more organizations are recognizing the importance of all three measures and looking at them as a three-legged stool. If you focus on one of these, or even two, the lack of attention on the third will cause the first two to suffer. More and more customers are wanting to know how the company is going about it’s business, shareholders too.
Questions to consider:
How does this product/service/action impact: Our business financially? The natural systems that our business uses and relies on? The communities in which we do business.
Yvon Chouinard, the founder of Patagonia states that by focusing on people and planet, profit has grown dramatically because people like doing business with them. You can accomplish that too.
Let me know if I can help.
I did some work recently with a company that had made a decision that ended up not going too well for them. They wanted me to help debrief what had happened and what they could learn from it (I wish more companies were open to learning from their past…). We discussed the issue and what happened. We then discussed company values. It was clear that clarity around company values and then filtering their decision against those values would have helped them make a different decision that would have been far better for the organization. I encourage all organizations to get clear on their values and who they want to be. It will greatly assist decision making. Let me know if I can help you with that process.
Man, change is hard, even when we are really trying.
One thing for sure is that change is way easier to adapt to if the person making the change is the one who decided on the change in the first place. Dieting is easier if I decide to diet rather than someone else telling me I might need to diet and exercise more. What are we doing in our organizations to encourage people to come up with changes themselves?
Another key aspect to change is that a person needs to see a need to change. I recently embarked on a change and it was really hard. The old way seemed to be way easier and less painful than the new way. I decided to go back to my old way as I really didn’t see a need to change in the first place. What are we doing to help employees see the reasons for the changes we are asking them to do? What are we doing to make the change as painless as possible?
Many people make them, and many organizations do as well as they begin the New Year. The keys to making them more than just a fling are:
- Make sure they are relevant to what is truly important to you and the organization.
- They have some possibility of being achieved.
- There is frequent check up on progress.
- There are measurable yardsticks to keep people motivated.
Give it a try, and see what happens. Good luck