The Virtual Culture Imperative

Given this pandemic, most of us have shifted to virtual work: creating comfort, boundaries, and functionality in our home spaces, choosing the ways we will communicate and meet, and figuring out what’s most important to communicate while doing our best to manage informal and formal messages.

Creating a virtual workplace where we find ways to bring out the best in each other is now a priority, and it’s not an intuitive skill. It takes guidance, practice, and then more guidance and practice. And with the right leadership, it’s definitely achievable.

In September 2020, Wiley surveyed 2,500 business professionals to better understand the impact of the pandemic on organizations and culture. They ranked skills by importance for virtual work, with these as the top 3:

  1. Critical Thinking/Problem Solving

  2. Social and Emotional Skills

  3. Basic Cognitive Skills

And, while 98% of leaders agreed it’s worth their team’s time to develop their social and emotional akills, only 9% strongly agreed that they know how to make that happen.

That’s where we come in. I have a suite of products you can use either with or without my facilitation to develop your virtual teamwork using these principles:

  • Everyone is different, so soft skills development must be personalized.

  • The learning must take place in a social context.

  • The learning must include reinforcement.

I have scripts and content for virtual delivery that will cause your team to bring out the best in each other and have a personalized learning experience. Call me and we can talk specifics!


Accepting difference in identity can start with accepting differences in personality

A good start to see where you are more or less flexible about working across differences is to take the Everything DiSC Workplace profile and see where your comfort zone is. The report will also give you tips on how to set the stage to adapt to other styles to cause greater understanding, buy-in, and improved working relationships. Take advantage of my Holiday Sale of $57 each (retails at $74)! Just go to Products, then select Everything DiSC Profiles, then purchase the number of Everything DiSC Workplace (English) profiles you want. They make great holiday gifts!!

What it will take to be the United States

I hear people, including me, bemoaning the divisiveness we are facing today politically. I see some root causes of that:

  • increased complexity of our collective problems which is hard to grasp and understand so we oversimplify

  • communicating via social media which encourages short phrases or sentences, statements of belief, and “agreement” or “disagreement”

  • wanting to be right as opposed to curious

  • not trusting that we will be able to handle a view that is different than our own

  • the tendencies of our media outlets which value “either/or” headlines so we will click on them

  • media coverage of statements made by those in positions of power which inflate their influence

  • an overreliance on positions vs. interests when we communicate what we want.

Regardless of who “wins” this upcoming election, we still have to work together to build a society we want to live in. Here’s what I propose that will take from all of us:

  • prioritizing the issues that matter the most to us and being willing to say why they do

  • making time to have conversations so we make time for curiosity and understanding rather than agreement or disagreement

  • asking more questions when someone says they disagree - like “what leads you to think that?” or “tell me what experiences you’ve had where that becomes important to you?”

  • not relying on “the news” to understand issues - but find resources that are more neutral and that engage us in conversation

  • proposing in-person (including virtual) conversations when it looks like social media vehicles are not advancing understanding

  • valuing each other so that our opinions and whether or not someone “likes” them is our only way of determining our value.

I’m sure there’s more - but I’d rather focus on this than the sports metaphor of people “winning” and “losing” an election.,

Truthtelling about race and philanthropy by my friend Valaida Fullwood

BREAKING SOUTHERN CHARMS AND CHAINS

Written by: Valaida Fullwood, guest author

Date: September 02, 2020

Or what does it mean to be bold and Black in Charlotte, North Carolina, right now? 

Three years ago, I read a report stating that, out of the tens of billions of dollars in annual philanthropic giving by U.S. foundations, an estimated  2% of funding  from the nation’s largest foundations is specifically directed to Black communities. While I knew funding to Black-led organizations was inequitable, I had no concept of the scale of neglect.

The reports keep coming, and nothing appears to have changed except for the worse. Studies also point to the dearth of national foundations that even fund nonprofit organizations based in the South.

These data sharpened my once-vague understanding of the funding landscape to an acute awakening to the insidious practices of funders that unfairly advantage white-led nonprofits over Black ones, a matter further compounded in the South.

Then last week, I read the new report by the National Committee for Responsive Philanthropy (NCRP), “Black Funding Denied: Community Foundation Support for Black Communities.”

It disclosed data on philanthropic giving to Black communities by Charlotte’s community foundation, which hosts my collective giving circle’s fund. Of Foundation for the Carolinas’ giving, an estimated average of only 0.5% is allocated to Black communities, in a region where 22% of the population is Black.

For decades, I have witnessed the bias and heard accounts from Black nonprofit founders and leaders about chronic underfunding by philanthropic institutions. It is part of a pattern referred to as “foundation redlining,” borrowing the term about policy and tactics that resulted in segregated housing patterns and a wealth gap that still plague cities, including Charlotte, today.

Probing this issue compelled me and fellow members of New Generation of African American Philanthropists (NGAAP Charlotte) giving circle to organize The Bold Project.

The Bold Project: An NGAAP Charlotte Initiative for Black Organizations Leading Differently provides a framework for our grantmaking, thought leadership and civic engagement with local Black-led nonprofits.

The Bold Project also serves as a communitywide call to action for funders to attend to and repair the funding gap that results from giving preference to white-led nonprofits and effectively abandoning Black communities and sabotaging Black-led nonprofits.

Urgency exists in dismantling old structures and reimagining how to allocate philanthropic dollars in fair and just ways.

Equity audits and new funding measures are required to blunt the negative impact of bias and anti-Black racism, reduce barriers to accessing capital for operations, and address the damage caused by long-running patterns of funding inequity. The data and the times demand boldness.

But, in a region fond of subtlety, confounding euphemisms, and centuries-old face-saving lies over hard truths and candor, what does bold look like?

Illuminated Charlotte skyline. Photo credit: Alvin C Jacobs Jr.

Being boldly Black and free

If you are from the South, you already know that behind the smiles and pleasantries — and that famous hospitality — linger deep-seated hostilities. I perceive it as a simmering brew of concentrated privilege and power with heaps of confusion and contradiction, spiked with aged worries and wounds.

Born, bred and schooled in North Carolina, I know the culture well. My family roots, on both sides, are easily traced for 8 or more generations in this state. I probably rank as expert in our quirky pronunciations, idioms, delicacies, pastimes and, too, our civic pathologies.

For years lyrics sung by another native daughter, Nina Simone, about the value of being “young, gifted and Black” resonated deeply. Now a much less young Southern woman, I am pondering: What is it to be bold and Black?

I pose these questions publicly in the hope that as I grapple with this, you also will reflect deeply on these tough questions. Perhaps we can find our respective answers and respond together.

Constant questioning seems fitting since friends can attest my resolution at the top of the year was to be an interrogator — a kind one, yet an interrogator nonetheless. I have found, in Southern culture, asking questions is a form of boldness.

This moment requires sharper understanding of bold, that speaks to our urgency. Let’s go further than a dictionary, where nuanced definitions span from “fearless,” “unafraid” and “daring before danger” to “adventurous” and “free” to “standing out prominently.”

What does bold mean when life, liberty and limb are literally on the line for us and our communities?

Fearlessness rings true, because I have experienced that being Black and bold just might mean winding up black and blue, in every sense. In the fight for justice, boldness and Blackness can bring harsh repercussions: psychological, physical and fiscal.

When I question the high stakes of speaking out and challenging “the establishment,” I draw on examples set by seeming unafraid Black Southerners, like Dorothy Counts, Reginald Hawkins and John Lewis, and I know I must persist.

The connotation that intrigues me most is to be free. Which stirs the question: How can we emancipate ourselves from constraints of the past? That is, how can we be bold in ways that liberate us all right now?

Coronavirus, unconscionable police brutality, protests for racial equality and data on dire funding inequities provide compelling reasons to assert our collective liberties to accelerate justice.

While my perspective is that of a Black Southerner, these questions are perhaps even more pertinent to white Southerners and Charlotte residents with other regional and racial identities.

In his book “Why We Can’t Wait,” Dr. Martin Luther King Jr. observed, “the straitjackets of race prejudice and discrimination do not wear only southern labels.” Yes, the South has its own brand of racialized restraints that we must reckon with and reconcile at this pivotal moment.

Our region is not alone though, as headlines from Minneapolis to Portland to Kenosha confirm. As Malcolm X boldly suggested: We all are Southerners.

This is 21st century America, and I want to be free; however, I know none of us is truly free until all of us are free.

Data in the NCRP report provides new insight on structural blocks in philanthropy. We can clearly see how funders are culpable, as prime contributors to social and economic immobility for Black people as well as brown people — immobility as in locking out whole swaths of the community from vital resources and opportunity, in essence chaining us to undesirable conditions and outcomes.

I venture to call out philanthropy’s inequities for the shame that it is. I dare to question the concentration of wealth, accumulated at the expense of Black and brown people, that then rigs the system to deny us equity and mobility. To progress we must burst the charmed bubble of philanthropy with data and truth.

Drawing from another Southern-born woman, the intrepid Ida B. Wells: “The way to right wrongs is to turn the light of truth upon them.” I urge you to join me in turning on the lights and holding funders accountable, if we may be so bold.

Valaida Fullwood is the award-winning author of “Giving Back: A Tribute to Generations of African American Philanthropists,” creator of The Soul of Philanthropy exhibit, and a founding member of New Generation of African American Philanthropists, a collective giving circle in Charlotte, North Carolina. Her achievements in philanthropy were acknowledged this year by ABFE, which named her its 2020 Trailblazer. Valaida can be reached on LinkedIn and at valaida.com.

 

The times we are in are asking us to be thoughtful and intentional.

Over the past few months I've been reflecting on what we are facing and have some thoughts I wanted to share. I welcome your responses. 

1. The values of individual freedom and public health conflict in a pandemic. Infectious disease specialists acknowledge that we reasonably expect the freedom to make our own decisions regarding our health. However, what happens when our wishes conflict with what is in our best interest? How far should our rights be restricted for our own benefit? Similarly, what limitations should be placed on our behavior when our wishes go against what is good for the population in general? The decision to wear a mask in this pandemic is for the population in general and may be a reason to decide that we can't make a decision that works only for us. 

2. Race scientifically cannot be defined, but to prevent revolution, early colonists defined "white" as a race so workers could not join together across race and overthrow the wealthy ruling class. Then we continued to build systems around race and now murders by police and systemic injustice based on race are once again demanding change. Our position in the racial hierarchy has everything to do with how we engage in this conversation, and those with privilege must listen to perspectives outside their "bubble" and engage across race to make change. 

3. The danger of a two-party system is to oversimplify and create a winner and a loser. This limits our collective ability to define and solve our nation's problems and create a vision that works for most if not all. Oversimplifying complex issues leads to decline in civilization as Rebecca Costa documents in The Watchman's Rattle. 

4. The interesting confluence of this pandemic and recent police killings of black citizens has caused collective awareness and reflection. Because many citizens are not distracted by their busy lives, we have time to think and reflect on what is happening. This is valuable. 

If we choose these behaviors, we can keep each other healthy, create a more just society, and come together to create the country we all want. 

  • Demonstrate concern for each others' health by wearing a mask when within 6 feet of them. 

  • Notice how race impacts every system in our country - from education to judicial to landownership to political to medical and more. Ask questions and begin to envision a more justice way of implementing these systems. 

  • Avoid naming people as democrat/republican, liberal/conservative, for or against any particular issue. Instead ask how they came to the beliefs they have and what those are. Then paraphrase what you hear vs. debating. 

Stay well and act with kindness,

Karen

The State of Teams

The current pandemic has put a spotlight on the importance of teaming and collaboration in a fluid environment. John Wiley & Sons, Inc. conducted a survey in February and early March 2020 to investigate how employees and employers are responding to the dynamic nature of teams in the workplace. Based on the responses of 20,000+ employees from individual contributors to C-suite executives across a wide range of industries, they found that teams suffer from a critical interpersonal skills gap that impedes their potential to achieve. Here are some highlights of their results:

  1. People are on several teams (76% of respondents) and the higher up one goes in an organization, the more teams they are on (Directors and Execs reported 5+ teams).

  2. People are working on more types of teams. (73% of respondents). These types include departmental, project, cross-functional, management and matrix.

  3. Teams are more dispersed. (28% of people reported working on a team with someone based in another country and 51% reported working on a team where at least 1 member collaborated virtually).

  4. Individuals are often unaware or unable to consistently practice the behaviors that will ensure team success. 99% of people agreed with the statement “I am a good team member” BUT..

    • 79% reported that their teammates don’t acknowledge their weaknesses to each other, lowering trust.

    • 55% leave meetings without collective commitment to agreed-upon decisions, lowering the collective commitment level.

    • 59% say their team members don’t take personal responsibility to improve team performance moving forward, bringing down accountability.

  5. Time and money are wasted dealing with ineffective teamwork. Employees reported spending 7 hours/week with the effects of poor teamwork which equates to 2 months a year and in financial terms, that’s $1 Trillion dollars per year in the US.

  6. High stress leads to high turnover. 42% have left jobs due to bad team experiences.

  7. Nearly everyone agreed that it would be worth their time to develop and improve their teamwork skills. 98% of managers, directors and executives believed skill development is absolutely worth their team’s time and 86% said effective teamwork is more important to their organization’s success now than it was 5 years ago.

And the repercussions of COVID-19 make teamwork more important. 22% stated they were not confident that their teams could maintain the same performance levels virtually and 29% said they are not confident that they will feel personally connected as they work remotely. As many more teams have now become physically separated, the need for a strong foundation of teamwork and communication among colleagues is more important than ever before.

We have tools to help you make the most of your virtual teamwork during this time of change. Look on this website for more on the Five Behaviors products and call me at 704-372-9842 to learn how to put them in place on your teams.

Teamwork in a Virtual Workplace

The coronavirus pandemic has caused many workplaces to issue a work-at-home policy, which may need to become a smooth transition in future pandemics given our global environment. I’ve been thinking about the implications for the basics of teamwork, beginning with Trust. Here are some thoughts I have gathered about how to focus on building trust while teammates are remote:

  • Pro-actively build personal connections. Don’t assume that people will mainly be interested in what their fellow team members can do, as opposed to who they are as individuals. Keith Ferrazzi suggests that managers can help encourage personal connections by starting meetings with a “Take 5” for people to talk about what’s been happening in their lives, both personally and professionally. This builds empathy which then paves the way for trust.

  • Communicate conscientiously. On high-trust teams, communications are regular and predictable, and team members let others know when they receive emails or requests, and when they will be unavailable or when they will be able to respond. This saves wondering which usually erodes trust.

  • Share and rotate power. In a traditional workplace, managers often use a command-and-control approach where in a virtual environment, studies show that when managers use a “monitor and mentor” approach, the team works better.

I’m sure there are more tips and I encourage you to think of what builds trust of others in you, and what others around you consider to be trustworthy in a virtual environment. There is a recent topic emerging in my field called “swift trust” which consists of methods that build trust virtually.

Ways we will respond to how we do business in a pandemic

I am adapting along with you, and want to pass along what Harvard Business School's well-respected professors are predicting:

  • We can help our customers be more helpful. When providing service is a true partnership and customers pitch in, employees are more productive, service outcomes improve, and experiences are enhanced for everyone involved. Ryan Buell says there are 3 barriers that prevent us from productively engaging: 1) not being able to help, 2) not knowing how to help, and 3) not believing our help is important. 

  • Supply chain managers suddenly will have a more difficult job. Given the global nature of many supply chains, these managers who previously focused their attention one or two levels down into their supply chain will have to go back to work and develop the systems and discipline to track even more deeply into the chain. And many supply chain managers will start thinking about how to diversity their risk and trying to develop alternatives in other countries. 

  • We can strengthen our stakeholder and partner orientations. Rosabeth Moss Kanter says that organizations who have strong relationships with stakeholders and partners are best able to survive and transcend crises because they can plan together, gain local knowledge from each other, and draw on good will to get back to business quickly when the crisis abates. 

  • Our employees and buildings will be healthier. John Macomber says that COVID-19 will change the nature of our offices, apartments, hospitals, schools and government buildings and while concern about spreading disease may fade after COVID-19, there will probably be more outbreaks in the decades to come. We will realize that indoor air quality (fresh air and filtration) directly impacts productivity of healthy people and helps mitigate the onset of sick people,. 

  • In-person meetings will be less important. We will realize that we need far fewer face-to-face meetings than we thought and productivity benefits can be substantial. The companies that will lose are in the travel business. 

  • We will be more focused and intentional about how we spend our time. During this crisis, we are aware of which items on our to-do list should take priority and which might be combined and by auditing our work responsibilities and project commitments along with all the tools we use to collaborate, we can design new schedules to accomplish our collective goals. 

This is a creative challenge I think we are up to. 

Ways to manage our 21st century communication

The rapid development of technology in our lives has clearly affected our communication patterns. Communication can happen faster, is more portable, and we can learn about anything we want to with internet access. On the other hand, we have different preferences to how and when we are communicated with, don’t yet have agreements about how to use technology most effectively when there is stress or conflict, and we often hear only part of stories that are presented as whole stories, among others. Receiving “news” from any outlet is through their lens, and often aggregates reality into sound bites or summaries that do not capture the whole story of our humanity.

I found some antidotes courtesy of Mister Rogers, thanks to his recent movie and some research I’ve done into his messages. Here are some of them.

·         People can love us even when we’re not perfect. Everyone has flaws and we don’t need to assume that finding out about them diminishes them.

·         Our thoughts, and our feelings, the way we treat other people, the way we love one another - that’s what matters much more than what we look like. What we see on Facebook is not everything.

·         It’s not so much what we have in this life that matters. It’s what we do with what we have. In a capitalist system, striving for more stuff does not necessarily make us more “successful”.

·         The best way to be happy is to be helping somebody else. In every disaster, we notice helpers – people who show up to make things better for the people affected.

·         When you’re wondering you’re learning. Posting opinions and hearing “news” often involves statements that sound “finished”. What do we wonder about and how can we be curious together?

When I remember these things, it puts the things I see and read into perspective. I wish you the same.

Making America Great Again is in our Power

Instead of reading Facebook posts and your favorite media outlet's headlines, I hope you will take a minute to think about what each of us can do to make America truly great again. 

I have these questions in my soul and I imagine you do too. I turned to Parker Palmer's wisdom in Healing the Heart of Democracy (2014) and here are some of his suggestions.

  • Our political talk is often about people who aren't in the room. We can choose to talk with people who may have different positions with honest, curious engagement. Where do we have common ground on the issues we most care about? This is what We The People looks like.

  • Dividing us, as the bipartisan Senate Intel Committee has found was the intent of those who want to destroy democracy, is a way to disempower all of us. How many times after reading what you see on a screen do you think consensus is impossible or even undesirable? For now, think about all the ways you do hold tension with others and solve problems in other aspects of your life and begin to believe that it is possible for us to do this on a larger scale.

  • If you think politics are controlled by Big Money and you are powerless as a single voice, consider what Bill Moyers said:" The antidote, the only antidote, to the power of organized money is the power of organized people." Sixteen states have now called for a Constitutional Amendment to nullify the impact of Citizens United and at least 15 more have calls in the pipeline. This is because people from the left, center and right on the political spectrum have learned how to hold their differences, find common ground, and make common cause on an issue that effects all of us.

  • Do you believe change is possible? Do you have faith in our shared humanity? Parker Palmer has a way to reduce conflict in communities - he invites people on both sides of a contentious issue to spend a day together. Before 2 pm they are not allowed to reveal their position on that issue. But before 2 pm they are encouraged to tell each other stories that led to their position. He says that time and time again the conflict dissipates and the conversation moves forward after 2.

This one is on us. Not those in Washington, not on your elected officials. not on the people outside the room.

Warmly,
Karen

How Having a Talent Management Strategy Helps Employer/Employee Breakups

Employer/Employee Breakups are the Worst

“I’m so sorry, but it’s just not working out.”

Those breakup words are nothing anyone wants to hear in their dating lives. But, in a professional setting, they can be equally—and in some cases more—concerning and frustrating. Each time an organization drops this phrase in a discussion with one of its employees or has one of their team members break things off with them, it leads to a loss in productivity, time, and, most of all, money. That hurts. No matter how you spin it, employer/employee breakups are the worst.

No one wants to receive this news. And, no one wants to deliver it either. But the fact is, without an effective talent management strategy, organizations will likely continue to deliver this news to employees who fail to meet expectations. Or, worse yet, they’ll have to hear it themselves from talented but disengaged employees who decide to leave after feeling unnurtured and unsupported in their roles.

The good news? It doesn’t have to be this way. With a talent management strategy in place, office breakups (and their repercussions) don’t have to happen nearly as often as they might otherwise.

Developing and implementing a robust talent management strategy—that’s the key to avoiding them.
So, What Do We Mean by “Talent Management Strategy?”

Simply put, businesses with a talent management strategy make strategically planning and envisioning talent needs a top priority rather than shunting those needs off as a secondary (and reactionary) thought. Talent management means preventing turnover and addressing lack of engagement. It means acting to achieve consistency in executional excellence. It requires managing speed and flexibility rather than letting the pace of work pull the rug out from underneath you. For organizations looking to drive results, putting in the effort to hire and engage the right people makes all the difference.
Here’s Where to Start—Answer the “What” Piece of the Puzzle

It’s no secret—companies that embrace strategies to hire and retain talent find themselves better suited to drive results and deliver on expectations. Creating those strategies begin by taking the first step—designing the right organizational structure.

Start by asking questions like:

  1. What are the goals the organization is trying to achieve?

  2. What roles need to be created or filled based on those goals?

  3. What traits does the perfect employee need in order to fulfill the role?

  4. What tools does the organization have for identifying top performers?

  5. What cognitive and behavioral traits do we need to find in candidates here?


When mapping out how to build and design an optimal workforce that can get the job done, organizational leaders need to consider these questions first.

While HR departments, like Recruiting, Organizational Development, and Training support these aspects of hiring and developing an organization’s workforce, the “people strategy” component of the equation requires leaders to map out.


Diving into the “Who” Component of the Equation

Once leaders design their organization’s structure and map out what roles are needed, they need to figure out the “who” piece by asking questions like:

  1. Who is the right person for the job based on the specific job requirements?

  2. Who can do this job while finding it interesting and engaging?

  3. Who will enjoy growing and challenging themselves in this position?

  4. Who might have the skills or potential to succeed even if they don’t have the obvious experience in their background?

  5. Who could move within this organization and provide a good fit in future roles that arise?

  6. Who are the right team players for highly visible projects?

  7. Who is ready for their next career move, promotion, or stretch assignment on a new team?

  8. Who needs training or additional resources to do their job well?

  9. Who needs supplementary support in order to stay engaged?

Getting the “who” component down from day one sets a company up for short-term success. Long-term success, however, requires long-term thinking and planning.

Even after organizations hire the right individual for a role they know is a good fit, the work doesn’t end. In fact, it only begins. Nurturing and developing an employee—even a seasoned veteran—plays a critical role in empowering them to perform their job successfully throughout their entire time within your organization.
Over time, talent needs change. And, your company needs a way figure out how to move their talent to meet these shifting needs. New teams, new special projects, opportunities for promotions, or lateral moves all require the ongoing attention of your organization. Optimizing your talent management strategy to account for change and considering how candidates or existing employees match to new opportunities helps your organization adapt to shifts in circumstances, business strategies, and talent needs.

Here’s the Bottom-line

Without a proactive talent management strategy, tools to measure and decide which candidate best fits a role, and methods for keeping employees engaged, business leaders and companies tend to make talent decisions on an as-needed basis. Doing so is natural, but it can create gaps within a workplace and increase room for error, not to mention cost an organization time and money. Lack of planning upfront increases stress, extra workloads, and internal conflict as existing employees buckle under the weight of an enlarged workload assumed from vacant positions.

How PXT Select™ Offers a Proven Talent Management Solution

Serious challenges, like talent acquisition and retention, require equally serious solutions. That’s why we developed PXT Select™. With over 20+ years of research behind it, PXT Select starts from the very beginning by helping you identify the “who” and “what” aspects of the puzzle.

After helping to create a model of the perfect candidate, the PXT Select assessment utilizes psychometric data to help organizations understand how individual candidates or existing employees think and work. From there, a company can place individuals into positions they’re more likely to engage with, succeed in, and stick around for.

To us, that’s a much better alternative than repeating those uncomfortable workplace breakups over and over. They’re possible to avoid. It just takes a little planning and the right information to get there.

I am a PXT Select Authorized Partner and can help you put this in place so you win the competition for talent.

What is patriotism and what is nationalism?

Timothy Snyder in his 2017 book On Tyranny, offers twenty lessons from the 20th century that can help us think now about this country's future. The last lesson he gives us is "Be a Patriot" then defines what that means. 

  • A nationalist encourages us to be our worst, and then tells us that we are the best.

  • Nationalism is relative, since the only truth is the resentment we feel when we contemplate others.

  • A nationalist will say "tyranny can't happen here".

  • A patriot will ask us to be our best selves, wanting the nation to live up to its ideals.

  • A patriot has universal values by which s/he judges the nation and its people.

  • A patriot says that tyranny could happen here, but that we will stop it.

Let's be patriots.

Conflict’s Drag on the Workplace

What’s the first word or phrase that comes to mind when you think of “workplace conflict”? We’re guessing that super fun or awesome or beneficial aren’t exactly at the top of the list. In a recent study, Wiley asked 12,000 Everything DiSC® participants (from executives to individual contributors) this same question, and their responses were pretty much what you’d expect:

It’s no surprise that the general sentiment around workplace conflict is almost exclusively negative. These responses are most likely driven by the many toxic behaviors that provoke conflict and wreak havoc on our collective workplace cultures. We’ve all seen these tendencies rear their ugly heads. Here are just a few of the most common destructive conflict behaviors. Odds are, you’ve experienced (and practiced) more than one of them:

Drama: Displaying an over-the-top reaction to a situation.
Gossiping: Engaging in idle talk about someone else’s private affairs.
Passive-aggression: Expressing negative feelings in a subtle or indirect way.
Withdrawing: Drawing back or removing oneself from a situation.

**Stay tuned for more on these toxic behaviors later in this series!**

While there are many other conflict behaviors (detailed in the Everything DiSC® Productive Conflict Profile), we just wanted to skim the surface and highlight a few that we’re willing to bet you’ve come into contact with over the course of your career. The fact is, destructive conflict drags down workplace efficiency. In our same study, 70% of managers, supervisors, directors, and executives said that interpersonal conflict negatively impacts efficiency in their departments. On top of that, when asked how much time they spend dealing with conflict, this group claimed an average of 3.2 hours each week. Over the course of a standard 48 work-week year, that’s nearly a MONTH of time spent dealing with conflict rather than performance-driving initiatives! This is where lacking the social and emotional skills to effectively navigate conflict can cause other areas in an organization to seriously suffer. We’re all human, and we all experience conflict, but it seems almost incredulous that destructive conflict is occurring on such a widespread, consistent scale.

At the same time, this makes sense. We’ve all fallen prey to the stewing effects of workplace conflict. Think about the emotional impact you’ve endured when someone has called your work (or worse, your character) into question. It can make you feel incredibly anxious, angry, or defeated. It can also make you feel helpless, bitter, or vindictive. You might go from loving your job to covertly browsing LinkedIn for new opportunities in the span of a week, all because you don’t see eye-to-eye with one of your colleagues. 

Destructive conflict has more to do with employee turnover than you might think. Out of the 12,000 people we surveyed, 40% said they have left their jobs in the past due to unhealthy personal conflict on the job. We’re talking about major life changes here, all because of workplace conflict. But we’re also talking about one of the most critical components to a strong organization: employee retention. We’re in one of the tightest job markets in over 50 years (January 2019’s unemployment rate was at 4%), and quite frankly, organizations can’t afford to lose their people—especially to something like conflict. “The business ramifications are enormous,” writes Theresa Agovino in her SHRM article, To Have and to Hold.Each employee departure costs about one-third of that worker's annual earnings, including expenses such as recruiter fees, temporary replacement workers and lost productivity, according to the Work Institute.”

Organizations may find it tempting to focus on metrics like revenue, profit, or growth. But when these organizations take a step back and place emphasis on the things that can’t necessarily be measured—like arming their workforce with the social and emotional skills to effectively navigate conflict—the impact on culture (and, by extension, the bottom line) can be profound. In her Inc.com article, “A Conflict-Free Organization Isn't Great. It's Near Death” Margaret Heffernan, author and part-time lecturer at the University of Bath School of Management, writes: "We train people to be expert in managing technology, numbers, finance, and the law. But this most fundamental characteristic of human interaction—conflict—is something we are somehow just supposed to figure out as we go along. But we don't. And not knowing how to handle it, we prefer to ignore it and hope it goes away. The bad news is that it won't go away; unresolved conflict festers and grows. The good news is that it doesn't have to be that way."

We agree with Heffernan. It really doesn’t have to be that way. While conflict can be incredibly uncomfortable, it is an inevitable part of human life, and our workplaces. It’s also not all bad. Conflict, when productively engaged in, can inspire some of our greatest breakthroughs and innovations.

This modern-yet-human approach to conflict, coupled with the staggering results of our survey, have inspired us to dedicate the next few blog posts to answering this single question: How do we give organizations the tools they need to inspire their people to more effectively address and engage in conflict?

Before we dig in to this blog series, we have to acknowledge one universal truth: conflict looks and feels different for each and every one of us. Therefore, a one-size-fits-all, step-by-step conflict resolution approach will often fall short. In our next post (later this month), we’ll take a closer look at conflict through the lens of personality—centered around DiSC®, of course—and start to unravel how each person’s unique behavioral tendencies can shape and influence their responses to conflict. With 69% of our survey respondents saying their job satisfaction would improve if their coworkers handled interpersonal conflict more effectively, we think this information could prove to be invaluable. We’ll start by demonstrating how to shift your culture’s mindset around conflict from evade to engage. Excited? We are, too!

Virtual Showcase: Tuesday, Sept. 10, 2019, 2PM Central Time

Few people are natural leaders. Most of us learn the lessons of leadership through trial and error. Join us to discover how you can Develop a Leadership Mindset throughout your organization. We will spend time on the six foundational skillsets that are time-proven to create effective leaders, and help you avoid a leadership gap commonly found in today’s organization. Additionally, we’ll look at the PXT Select Leadership Report and how it can help you create a consistent and scalable process that is tailored to meet the individual needs of leaders at all levels in your organization.

Attendees will receive a complimentary PXT Select assessment that offers the Leadership Report and additional reports that provide key insights for you, and your leadership potential!

Email me at kgeiger630@gmail if you want to attend and I will register you!

Warmly,
Karen

Apply Operations Principles to Talent Management

Peter Capelli offers us some valuable supply chain guidance as a way to think about talent management (HBR).

Principle 1: Make and Buy to Manage Risk. A deep bench of talent is expensive, so
we should undershoot our estimates of what will be needed and plan to hire from outside to make up for any shortfall. Some positions may be easier to fill from outside than others, so we should be thoughtful about where we put precious resources in development: Talent management is an investment, not an entitlement.

Principle 2: Adapt to the Uncertainty in Talent Demand. Uncertainty in demand is a given, and smart companies find ways to adapt to it. One approach is to break up development programs into shorter units: Rather than put management trainees through a three-year functional program, for instance, bring employees from all the functions together in an 18-month course that teaches general management skills, and then send them back to their functions to specialize. Another option is to create an organization-wide talent pool that can be allocated among business units as the need arises.

Principle 3: Improve the Return on Investment in Developing Employees. One way to improve the payoff is to get employees to share in the costs of development. That might mean asking them to take on additional stretch assignments on a volunteer basis. Another approach is to maintain relationships with former employees in the hope that they may return someday, bringing back your investment in their skills.

Principle 4: Preserve the Investment by Balancing Employee-Employer Interests. Arguably, the main reason good employees leave an organization is that they find better opportunities elsewhere. This makes talent development a perishable commodity. The key to preserving your investment in development efforts as long as possible is to balance the interests of employees and employer by having them share in advancement decisions.

We are licensed and accredited to offer Wiley’s PXT Select tool to help you do all of this. Call us today to plan a pilot!

How to Keep your Top Talent

A 2010 HBR article by Jean Martin and Conrad Schmidt lists 6 mistakes organizations make in focusing on their top talent which has the most impact on results:

  1. Assuming that high potentials are highly engaged. The Corporate Executive Board's research revealed that 1 in 4 intends to leave their organization within a year, 1 in 3 admits to not putting all their effort into their job, 1 in 5 believes their personal aspirations are quite different from what the organization has planned for them, and 4 out of 10 have little confidence in their coworkers and even less confidence in the senior team.

  2. Equating current high performance with future potential. The "high potential" designation is often used as a reward for an associate's contribution in a current role, but most people on the leadership track will be asked to deliver future results in much bigger jobs. Knowing their aspirations is critical.

  3. Delegating down the management of top talent. High potential employees are a long-term corporate asset and should be managed accordingly, not hidden in functional areas managed by line managers.

  4. Shielding rising stars from early derailment. The very best programs place emerging leaders in "live fire" roles where new capabilities can and must be acquired.

  5. Expecting star employees to share the plan. Under normal circumstances, higher potentials put in 20% more effort than other employees in the same role. Sweetening the bonus pool or differentiating compensation for them makes their rewards in line with their contributions.

  6. Failing to link your starts to your corporate strategy. Confidence in their managers and in their firms' strategic capabilities is one of the strongest factors in top employees' engagement. Develop ways to share your future strategies on a privileged basis with your high potential leers and emphasize their role in making that future real.

Tools to engage your stars

Everything DiSC® solutions provide rich, versatile learning programs that offer personal insight for learners at every level of an organization, using a consistent language of DiSC®. Using a research-validated learning model, each solution provides in-depth information including tips, strategies, and action plans to help learners become more effective in the workplace. All Everything DiSC solutions include unlimited access to complimentary follow-up reports and MyEverythingDiSC®, the interactive learning portal exclusive to Everything DiSC.

Tools to discuss future potential

Use the PXT Select assessment for selection, onboarding, development and future potential assessment.

*Get a clear picture of candidate’s thinking style, behaviors, and interests, giving you a meaningful edge in making the right hiring decision.

*Start the selection process on the right foot. Explore an expanding library of job functions to which you can compare candidates.

*Interview with confidence by asking tailored questions and keeping an open ear for “what to listen for” based on a candidate’s assessment results.

*Identify ways to enhance performance and maximize an individual’s contribution to an organization.

*Match people with positions in which they’ll perform well and enjoy what they do.

*Reduce critical turnover and boost employee engagement. 

Tools to engage high potentials with their teams

The Five Behaviors of a Cohesive Team is an assessment-based learning experience that helps individuals and organizations reveal what it takes to build a truly cohesive and effective team in the most approachable, competent, and effective way possible.Powered by Everything DiSC®, the profiles help participants understand their own DiSC® styles. Bringing together everyone’s personalities and preferences to form a cohesive, productive team takes work, but the payoff can be huge—for individuals, the team, and the organization.

Add Everything DiSC Certification to your credentials!

Sign up now to add Everything DiSC profile certification to your portfolio!

If August 8-9, 2019 in Charlotte works for you, remember to sign up by June 30 to be part of this group. You will have online prework to do, then a 2-day classroom session (all materials provided), then you will take a certification exam online within 48 hours. As always, call me (704.372.9842) with questions. 

Register Now