Recently, I saw an episode of Restaurant Impossible that reaffirmed an important lesson about managing: everyone wants their boss to trust them, and there’s nothing like delegation to show trust. When trust isn’t present, it can crush an employee’s spirit … and organizational performance, right along with it.
On the Food Network show, Restaurant Impossible, chef Robert Irvine works with once-thriving and now-floundering restaurants to turn them around (in 48 hours or less!). Each episode features innumerable business lessons about failing to listen to customers, slowly degrading quality standards, and not keeping up with industry trends—and the stories are often heart-breaking (i.e., owners who have put their lives into an establishment, only to see their dreams slip away slowly day after day as business declines and debts mount).
This particular episode told the story of a once-successful family steakhouse that had lost its way—with the husband-and-wife ownership team working more and more hours and seeing fewer and fewer customers. Chef Irvine helped the husband see that his need for control was one of the central problems in the operation. Example: He spent hours each day portioning out the meat into 8 ounce filets, 12 ounce chops, etc. When asked why he couldn’t have his chefs do this as part of their daily routine, he replied: “Because I have to do it.” When asked how long his chefs had been with him, I was stunned by his answer: “25 years each.”
25 years and he didn’t even trust his chefs to trim meat. Not surprisingly, they Continue reading
Are our managers weighed down by doubts about their roles and the organization’s purposes? Simple clarity can help release powerful performance.
I was reminded again last week how important it is for organizations to communicate clear roles and purposes. Simply knowing where the organization is going and what it expects of you dramatically affects how you feel about—and how you do—your job. So simple … and so easy to forget.
As I was helping a group of front-line supervisors implement a new performance evaluation system, the question of “trust” kept coming up. At first, it was difficult to get a handle on what exactly the issue was. I kept talking about how the system would free them to coach, mentor, and support their employees—and they kept asking, “Really?”
The system itself was pretty simple, so I was confused, until it finally became clear that they weren’t questioning the system—only their role in it. The “really” was, “Are you sure that the organization really wants us spending our time coaching and mentoring? They’re really going to let us do that?”
Clearly there was some emotional baggage to overcome before any new system could take hold.
In the last ten or so years, they had experienced a number of short-term leaders. With each new leader—some more communicative than others—the role of the front-line supervisor had shifted, leaving them confused and dispirited. The common theme, Continue reading
Posted in coaching, Communication, Excellence, Leadership, Talent Management
Tagged coaching, Employee engagement, Employee Relations, Excellence, Happiness, Human Resources, Leadership, management
I have a confession to make: I was wrong about LeBron James.
I thought that he would never win an NBA Championship. While possessing other-worldly talent, I didn’t think he had the depth of character to lead his team to the mountaintop. Yet, somehow, there he was last month, celebrating a championship with his teammates—one that he had largely willed them toward. I was wrong.
Of course, many mis-judgments of talent are made in sports—and business—every day. The question is, what do we do when the facts change and we recognize that we’ve under- (or over-) evaluated someone on our team?
As brief background for non-basketball fans, LeBron James has been regarded as one of the most talented basketball players in the world since he was in high Continue reading
Has contacting candidates after an interview to let them know their status become as antiquated as a rotary-dial telephone?
It’s become apparent to me over the past few years that—somehow—it has become acceptable for even the best HR departments not to follow-up with candidates after an interview to let them know their status … ever. As a 20+ year HR professional, I’m embarrassed for our profession by this. We can do better.
Over the years, I have found recruiters to be among the hardest-working, most dedicated employees in an organization. They are almost invariably over-worked, underpaid, and putting in the maximum effort, day after day. Therefore, the “not calling back” phenomenon is certainly not due to lack of effort or commitment on the recruiter’s part. Yet and still, this isn’t acceptable, and we need to change it.
Here’s the scenario that often plays out:
- Candidate responds to an internet posting with a resume and cover letter.
- If they’re lucky, candidate receives an automated response saying, “We’ll be in touch if you’re a match.” (No problem there).
- Candidate is called for an interview (either on-site or by telephone). Hopes rise.
- Interview occurs.
- Candidate checks their e-mail/voicemail regularly … in vain. Hopes are dashed.
Here’s the part companies don’t see (or don’t want to think about). If they’re like most people, the candidate shares their potential good news with family and Continue reading
Johan Santana waves to fans after throwing the first no-hitter in Mets history. (AP Photo/Kathy Kmonicek)
It is said that “Pride goeth before the fall” (Proverbs, 16:18).
There are countless examples of this maxim in the worlds of politics, business, and our own daily lives. At the same time, there is a spirit of pride (and determination) that can lift up and inspire. That’s the kind of pride that this story is about.
Last Friday evening, at Citi Field, in the working class borough of Queens, in the City of New York, Johan Santana threw a no-hitter. While a noteworthy accomplishment on its own (there have only been 275 no-hitters in the major leagues since 1875), it is not why grown men cried at the feat and an entire city was elated for days afterward. To understand that part, you need to know the context.
Santana pitches for the New York Mets—a team nicknamed “The Amazins” not for their stellar play, but for their sometimes historic ineptitude punctuated by periods of break-your-heart, so-near-and-yet-so-far brushes with greatness (cue the song, “Ya’ Gotta Have Heart,” from the classic musical, “Damn Yankees,” and you’ve got the picture). The past five years have been a microcosm of the team’s 50-year history:
- They came within one pitch of the World Series in 2006 when they had the best team in baseball (losing in the bottom of the ninth of the seventh game of the League Championship Series with the bases loaded, a 3-2 count, and their best hitter at the plate).
- They suffered two of the greatest collapses in baseball history at the end of the 2007 and 2008 seasons, missing the playoffs in almost inconceivably excruciating fashion. Continue reading
Posted in Courage, Encouragement, Excellence, Leadership
Tagged determination, Excellence, Johan Santana, Leadership, New York City, New York Mets, no-hitter, pride
As Memorial Day dawns in the U.S., we pause to offer solemn tribute, deep appreciation, and thoughts and prayers to all those who have served and led, and to their families. You have our eternal gratitude.
Click on the picture below for a short video honoring our brave service men and women, past and present.
(Music from Saving Private Ryan)
Posted in Excellence, Leadership
Tagged Afghanistan, American Civil War, Gulf War, Iraq, Korean Way, Leadership, Memorial Day, Saving Private Ryan, service, veteran, Vietnam, World War II
Can a fresh set of dry erase markers and a clean whiteboard really be tools for "good HR" (and bad)?
I had an experience this week that provided an “a-ha” moment for me about the power of “good HR” – HR support that helps bring ideas to life in ways that help organizations progress.
I was helping a small team come up with a list of performance traits that denote excellence in their field. They plan to use these characteristics through the full HR cycle of events, from interviewing and selection to performance evaluation and professional development.
The same group had gone through a similar exercise a few years ago. At that time, they accomplished the task – i.e., they put words down on paper – but (and this part won’t be a surprise for anyone who’s spent any time in HR or organizations in general), the document then sat on a shelf unused for years, to the point where people even forgot it existed.
An Example of Bad HR
This is a good example of “bad HR” that we unfortunately fall into in many of our organizations from time to time. Good people Continue reading