There is plenty of conflict to go around these days. The “Me” in the title of this article is not me but you. So, let’s clear that up right now. I’m the center of enough of my own conflicts without being a part of yours. The three main ‘me’ conflicts are Me – Me, Me – You, and Me – Job. Those of us who work with behavioral management are attune to these three and a good coach or mentor can spot them quickly and the good news is that there are clear methods to deal with each of them.
A Little History
Research on what makes people tick, began in ancient history around 444 B.C. with Empedocles, who was the founder of the school of medicine. This is also the beginning of the DISC language for behaviors, Dominance, Influence, Steadiness, and Compliance.
Behaviors,, Conflict,, Behaior Management
Read more: How to Remove the Me in Your Conflicts
Many of you will recognize these lyrics from the 1969 tune No Time by The Guess Who. Not having time for coaching is a message that continues to drone on by both managers who should be conducting it and individuals who should be engaging in it. However, we seem to be able to make time for low productivity, employee disengagement, failure to set goals, a lack of innovation…well I could drone on and on too.
The idea of having no time for coaching lingers despite the plethora of books, articles, scientific and case studies available touting the effectiveness of coaching. Nothing is a miracle cure all, but there are two ingredients necessary to facilitate the success of a coaching program, a good coach and the willingness of the person engaging in coaching to be coachable.
Coaching,, Talent Management,
Read more: I got, got, got, got no time
Many organizations mull over the question of whether to use assessments. If an organization does decide to use assessments, now a Pandora’s box of questions beg for attention. Which assessment(s) should we use? How should we use them? Can assessments really give us any answers and provide solutions? Does one size fit all? How accurate can they be? Can we afford them? Etc., etc., etc. The good news is that these questions and concerns have relatively easy answers.
Expense: Everything comes with a cost. Cost can include the use of…and the cost for failing to use a product. (Oh, come on, you knew that was coming!) Psychometric assessments come in many flavors, colors, and sciences. An assessment can be relatively inexpensive and be valid and reliable. However, are you or anyone on your staff certified or even skilled at interpreting the data? One word in an assessment report can throw some people into a quandary because they misunderstand the context. On the other hand, an assessment can be more expensive, with a skilled or certified individual delivering it who can correctly interpret the data. On the other hand, a misinterpretation gains you nothing and may cause harm.
Read more: To Asses or Not To Asses – That is the Question
In 1990 the revolutionary and $70 million Hubble Space Telescope began its journey into space. Unfortunately, all was not well as the mirror on the massive telescope was not properly ground causing NASA to receive distorted images of stars. Repair costs were astronomical. Back here on earth, costs due to stress are causing monetary losses of stellar proportions. According to one source, work place stress carries a price tag of $300B. Unanticipated absence due to stress is $602.00 per employee annually. Individually, health costs due to stress can send a personal budget into a black hole, sometimes never achieving recovery. The old saying, “If you’ve got your health, you’ve got everything” still rings true. Good health is a priceless commodity.
Performance Management,, Stress
Read more: Team Stress - Cost, Cause, and Cure
Before the turn off the 20th Century, work teams and the communication resources available were quite different than today. “Work teams” in almost every nation were farmers. Not only were communication resources nonexistent, because of the physical distance between farms, even face-to-face communication probably only took place during worship events, or other local events. The second largest group, live-in house servants did not have communication opportunities or resources either.
Once the industrial revolution came on the scene, blue collar workers were dominating the work force. Living in densely populated areas, communication became easier and other resources were developing such as newspapers and more social gatherings. Work teams became able to communicate about unfair treatment. New ideas began to circulate. Being high organizable, unions began to form and better treatment for workers came into popularity – at least with the workers.
Teams; Communication, Workforce
Read more: The Changing Face of Teams
Organizations need employees with up to date skills. “So, develop them already!”, you say. Certainly, there is no scarcity of avenues to pursue for development. A recent study lists six: 1) formal off-the-job training, 2) formal on-the-job training, 3) upward and 4) lateral internal job transition, 5) job resource autonomy, and 6) skill utilization. However, employee development is not without its issues. According to one CEO, it’s difficult to keep up as the need for different skill sets changes rapidly. The other is the fear that an employee who enjoys development on your dime, will take those newly developed skills to your competition. Ouch!
According to the same study, there is only one development technique that encourages employees to go elsewhere and that is a promotion. However, there is a way to combat that by offering portfolio careers. Portfolio careers are careers in which individuals contract their skills and knowledge to multiple organizations, thereby building a portfolio of skills and experiences. Of course, any development program must be effective and here are a few ideas.
managing employees,, Employee Development
Read more: Employee Development
Just hiring top talent – a job in itself – is not enough. Retention is paramount and career development is a main component in winning the retention game. That may be easily achievable if you are a Fortune 500 company. However, smaller organizations, including non-profits face a seemingly insurmountable challenge with retention and creating a viable career development program.
Not only is creating a solid career path and succession program a challenge, recent societal cultural changes help compound this issue. According to Millennial expert, Chris Butsch in his upcoming new book, Those Damn Millennials, “There are alternatives to unfulfilling positions or careers, and Millennials know it; it’s become easier than ever to build our own boats.” So, a generation that makes up 53.5 million people in the workforce couldn’t care less about your prestige positions or gold watches; and you can kiss company loyalty goodbye. Further complicating retention issues for small businesses is, of course, the lack of resources that just require dipping into deep pockets for a larger organization. So here are some ideas that can help.
Retention, Career Development, Small Business, Milennials
Read more: How Small Business Can Win the Retention Game
A new book, Talent Wins: The New Playbook for Putting People First, by Ram Charan, Dominic Barton, and Dennis Carey will be out March 6. The review for this book suggests that hiring talent has nothing to do with any talisman and that tampering with the old ways of hiring is not enough; but rather smashing them to smithereens is a better idea.
Maybe in the past, companies with good HR Departments would feel lucky (their idea of a good talisman for talent). According to the review, this new book suggests that talent must lead strategy and that a job this big needs the CEO. HR veterans everywhere are rolling their eyes and slapping their foreheads saying, “Gosh! Why didn’t WE think of that!” I know, your invitation to “sit at the table” seems perpetually lost in the mail. OK, I’ll be nice, because the book seems to be on point.
CEO, Talent Management,
Read more: Tampering with the Talent Talisman