The Dance Between Cozy Warmth and Burnout at Your Job

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StrategyDriven Practices for Professionals ArticleI have been spending the last few days in my Canyon Hideaway at the Four Corners. My main heat source in this small house tugged against the Red Rocks is a wood stove. Every time I get here, I’m having problems starting the fire and keeping it going. For me it is always a threshold to cross to a slower pace living.

Clearly I’m lacking patience the first few days. I have thrown too much wood on a fire that just started. I’ve been frequently standing out on the porch to let some fresh air in my smoke filled home. I’m making the same mistake that I help people avoid in my work as business coach & consultant.

After realizing this, I have to laugh at myself. What a great reminder and a powerful metaphor.

What is a simple heat source for me, had a much deeper meaning when people in this area lived in Tepees. The fire was the center of their living space and had to be tended to constantly. During the winter month it was vital for survival. It also marked the center of their circular living space. A reflection of their core belief that everything moves in a natural cycle.

It was said that one who jumps the fire and ignores the circular way and its seasons gets burned. How true that is for our fast paced world. If only they had known that our modern world even found a fancy word for it: Burnout.

This term is widely used for individuals being utterly exhausted. From what I have seen in my work I believe burnout can happen to companies, too. I have seen people of fast growing companies completely drained, which can paralyze a complete organization.

How does one tend to a companies fire?

A spark is not enough – We need to lovingly tend to what we ignite. Be it a company, a new product, a team or a relationship.

Practice patience. A fire needs time to build up, just like trust. It needs a little time before it can bare the weight of a larger log without going up in smoke.

Everything in moderation. How much heat can a team or an organization take? Does all the change have to happen at once? Size new projects realistically. Don’t let your people go up in flames.

Focus on community. A fire was used to gather and share stories. Your company is only as strong as the ties between people. Tend to them constantly, not just once a year during a team event.

Go circular. Respect the natural cycles of planting seeds, growing, harvesting and rejuvenating. We are jumping the fire all too many times by not honoring times to rest and rejuvenate.

Your company is your living space, just like a Tepee. Make sure the fire that is vital for survival is tended to constantly. Make your living space inviting and cozy for those who come to visit.

About the Author

Barbara Wittmann is an IT consultant, leadership coach and a passionate entrepreneur. Her quest for healthy concepts of leadership and growth brought her into the wilderness, where she explored the ancient wisdom of Native American cultures. She integrates their values and rituals, which are still relevant and livable today, into her everyday business life with great success. She lives in Munich, Germany, and frequently travels to wild and untouched places in the US.

For more information visit www.barbarawittmann.com.

Four Types of Business Performance Assessments

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Business performance assessment programs are comprised of periodically scheduled and event driven assessments. Because these assessments are not performed on a continual basis, they are inappropriate for the monitoring of rapidly changing conditions. Circumstances for which periodic and event driven assessments are performed can be described as:

Scheduled Assessments

  • Foundational: assessments occurring at a given frequency within a defined time interval typically focused on core business risks, operational goals, and organizational values. These assessments target those critical organizational functions and characteristics which present significant risk, must be performed with precision, or require continuous improvement to maintain marketplace competitiveness
  • Situational: assessments targeted at specific high-risk activities to ensure risk mitigating behaviors and mechanisms are present during these critical times. These assessments include reviews of the integrated training, execution, and follow-up improvements associated with these events

Unscheduled Assessments

  • Even-based: assessments performed after a significant performance expectation violation that sets a dangerous precedent or causes significantly adverse impacts to the organization. The assessments scans a broad number of organizational groups, especially those performing similar operations to that group in which the violation occurred, so to identify the extent of condition of the undesired deviation and to broadly reinforce adherence to proper management standards. Note that the self-assessment and corrective action programs should also be examined to determine why precursor deviations were not identified and corrective action taken prior to the event’s occurrence
  • Random: assessments reinforcing desired behaviors performed at the discretion of the self-assessment program manager and/or senior organization leaders. Such random assessments reinforce with employees the need to be ever vigilant to the adherence of workplace standards because their compliance is monitored at all times

As illustrated by StrategyDriven’s Information Development Model, business performance assessments belong to the third tier of performance data refinement. Performance reports at this level benefit from human intelligence added to supporting data during: initial data synthesis, basic trend identification and analysis, multi-trend synthesis, and basic model application. It is the infusion of human knowledge and experience at these points that makes these assessments broadly integrated and highly insightful.

To learn how to maximize the value of your business performance assessment efforts:

Register for StrategyDriven’s FREE Maximizing the Value of Business Performance Assessments online training series

About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal, and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

The Business of Kindness

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Lately, while listening to an NPR program, I heard a group of business people discussing kindness.

Kindness – not a word historically associated with corporations, those bastions of male verve – is now being equated with the bottom line. How times have changed. In the 90s when I gave keynotes titled ‘Sales as a Spiritual Practice’ I would get asked: “Yes, but how would we make money?”

Imagine embracing the desire to be helpful and considerate, compassionate and generous as part of accepted business practice. We all know what happens when it’s ignored. We know how workplace issues grind people down, and how infrequently those below the top tier get asked their opinions. We know we lose more good employees to treatment issues than to pay issues. We know that 70% of buying decisions are made by women.

And yet we continue assuming the bottom line is about minimizing costs and maximizing profit.

How Kindness Can Effect Our Bottom Line

The costs of degrading and ignoring employees and making customers conform to our money-saving practices cost us high turnover, a paucity of fresh ideas and new leaders, and the need to hire more supervisory managers to handle the fallout. I know a company here in Austin with a reputation of treating employees so punitively that only naïve out-of-towners apply for the many available jobs.

Research has shown kindness actually increases our bottom line:

  • When employees are asked their opinions, treated respectfully, given jobs that enable them to exhibit excellence regardless of their pay scale, they are more creative, responsible, and loyal. They adopt leadership roles, put in longer hours, and have fewer sick days.
  • When we treat our clients kindly we keep them longer, hear about problems (rather than lose them to competitors), are offered new ideas to monetize, and have brand ambassadors to offer free marketing to connections who may become clients.

Here are a few of my personal experiences of monetizing kindness:

1. Kindness with customers:

a. In Portland recently, I couldn’t locate my correct bus stop. I called the Transit help line and a person answered! And he stayed on the line until I got to my destination!

  • Takeaway: the random acts of kindness I found throughout Portland have led me to prepare to move there.

b. After not receiving my NYTimes for four Sundays, I made two angry calls. The first woman said I would need to speak with a supervisor on Monday; the second woman not only called my local delivery folks, she called back to tell me when the paper would be delivered, called again to make sure I got it, and then left me her cell number in case the problem occurred again.

  • Takeaway: I won’t cancel my subscription.

2. Kindness with employees:

a. In the 80s I ran a tech support company in London with 48 tech folks. Annually, I gave them $2000 to take a week off to renew themselves by attending any course they wanted (photography, cooking). I also required them to take off one day a month to do volunteer work. And at least four times I year went to their job sites (and they were not my direct reports), took them to lunch, and picked their brains on ways we could do better for them and for our clients. Their ideas were terrific. As a side note, I often ran into competitors at conferences who said they tried to hire my folks away yet couldn’t pry them from my grip. “What are you doing to those folks?” I was just respecting them.

  • Takeaway: there was no turnover in 4 years; the tech folks called us whenever they heard rumors of new business and I was in place by the time the vendor delivered the product.

b. I hired a full time ‘make nice’ guy whose job it was to visit staff and clients on site to make sure the relationships and programming worked efficiently, nipping problems in the bud. With no fires to fight I had nothing to do but grow my company.

  • Takeaway: revenue doubled annually; I had a 42% net profit.

The How of Kindness: Using Listening Skills Enhance Relationships

I believe the process of listening is one of the skills that will enable us to be kind. Not only do we need to set up client Listening Conferences and staff Listening Hours, we must hear what’s being said between the lines. My new book What? Did you really say what I think I heard? explains whatever we listen for determines what we hear. So rather than merely listen for problems, we must listen for the patterns in the problems: Lots of turnover? What are we ignoring that can be resolved? Bottom line decreasing due to competition? What are clients telling us that we haven’t been listening for?

Through the years, with clients and staff, coachees and colleagues, I have found the biggest obstacle to authentic communication is how imperfectly we hear others. Far too often we enter conversations with a bias and miss what’s being conveyed that falls outside the range of expectation. Imagine if we approach our conversations with the bias of kindness:

  • An employee is perpetually late with work assignments: is there something going on in the department, with other employees, with her work load, that is causing the problem?
  • Customer service folks must recognize patterns in complaints and become leaders in resolving problems rather than maintaining the status quo. I recently heard a rep say: “I’ve had lots of complaints about this. But there are no plans to fix it.”

How can we monetize kindness with staff and clients? It’s possible to make money AND be kind. Let’s begin the conversation.

About the Author

Sharon Drew Morgen is a visionary, original thinker, and thought leader in change management and decision facilitation. She works as a coach, trainer, speaker, and consultant, and has authored 9 books including the NYTimes Business BestsellerSelling with Integrity. Morgen developed the Buying Facilitation® method (www.sharondrewmorgen.com) in 1985 to facilitate change decisions, notably to help buyers buy and help leaders and coaches affect permanent change. Her newest book What? www.didihearyou.com explains how to close the gap between what’s said and what’s heard. She can be reached at [email protected]

Strategic Resolutions for 2016

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The global economic turmoil that began in 2008 has taught numerous lessons—the most important one: When leaders make good decisions, little else matters. When they refuse to make decisions or show a pattern of making bad ones, nothing else matters. Corporate leaders should hear this as a clarion call that awakened us all to the fact that we can no longer afford the short-sighted luxury of considering decision-making a passive, pristine process. It’s not. It’s messy. Facing harsh realities is the first step, resolving to do better in the new year the second. Here are ideas for making that happen:

1. Don’t pay underperforming employees handsomely to leave your organization. Use the funds to attract top talent to replace them.

At some point, senior leaders developed the misguided notion that they have to pay to terminate employees. Laws vary on termination, but one thing seems clear: most companies have gone too far in their efforts to avoid lawsuits. In addition to costing dearly, these practices send the message that bad performance will be rewarded. If research and development or technology drive your organization, you’ll be at risk for this phenomenon than other kinds of organizations.

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About the Author

Dr. Linda Henman, the catalyst for virtuoso organizations, is the author of Landing in the Executive Chair, among other works. She is an expert on setting strategy, planning succession, and developing talent. For more than 30 years she has helped executives and boards in Fortune 500 Companies and privately-held organizations dramatically grow their businesses. She was one of eight succession planning experts who worked directly with John Tyson after his company’s acquisition of International Beef Products. Some of her other clients include Emerson Electric, Avon, Kraft Foods, Edward Jones, and Boeing. She can be reached in St. Louis at www.henmanperformancegroup.com.

Practices for Professionals – Meetings Best Practice 1: Limit Meeting Attendees

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StrategyDriven Professional Meeting PrincipleMeetings provide a unique environment that facilitates collaboration through the provision of robust two-way communications. While other communications mechanisms facilitate information exchange, only meetings provide for the synchronous sharing of ideas – the dynamic interaction that enables groups to rapidly build on each other’s perspectives.

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