Archive for the ‘Uncategorized’ is_category>

Who’s bad…?

Engaging in appropriate challenging conversations remains difficult and dangerous territory for many managers. Too often our concerns about the bad behaviour of certain staff members, particularly those who are good at their job or have specific expertise, go unaddressed. As managers we strive to be quick to praise and promote positive results and outputs but we’re not always as keen to challenge negative behaviours and poor attitude. We want the results and sometimes make allowances for people because they get us those results….

Human nature…

But what is the potential cost of putting up with bad behaviour to the culture and engagement of the wider workforce? It is often the lowest common denominators who seem to spread their influence the furthest. There seems to be a certain truth in the adage that “misery loves company” and negativity can spread insidiously if not nipped in the bud. Even those who hold themselves to the highest standards can sometimes feel disengaged when they see people working under similar conditions – yet getting away with behaving in a negative or disruptive way.

You are not alone…

A few years ago I came across a four box skills and values grid (I have no idea who to credit this to, so let me know and I’ll update the blog). It resonated with me at the time and made me realise that I wasn’t alone in focussing on results sometimes at the cost of attitude. I have used it often ever since, I’m not sure how closely it relates to the original but here is what I sketch out for clients’ now…

They don’t care about us….

What I took from this is that it is relatively straightforward to know what to do with most of our top performers, we invest in them, continue training and development and strive to keep them engaged, motivated and evolving. With our worker bees, we also offer training and development to encourage growth or alternatively we settle them into a role they enjoy at a level they are happy with and support them with long-term security. Our bad hires, those who don’t perform and can’t be bothered, they are easy; performance-manage them out of the business! It’s the terrorists who often get the free pass and what we need to realise is that “they do not care about us or our company” or they would behave better. Their influence is negative and, unless we can shut them in a sealed box, we are generally better off without them. If you think someone has skills that are not replaceable then you need to look seriously at your attraction, retention and development strategies. It’s time for your terrorists to shape up or ship out!

Beat it…

Once you are freed from the mental chains that have prevented you from challenging your terrorists it’s time for a serious and challenging conversation. When you see or hear reports of bad behaviour or negative attitude it is time to beat it! The terrorists must be held accountable for behaving in a way that reflects the vision and values of the organisation. They should be measured and rated on values, engagement and conduct and, unless they mend their ways, it’s time to say goodbye.

Make it a better place…

When employees across an organisation understand that staff are held accountable not just for their outputs, but for the attitude, behaviours and values they display in achieving those results, the chances for a healthier and happier workplace are greatly improved. Cultural values, engagement and a positive, enthusiastic workplace don’t come easy. As managers we are not just responsible for accentuating the positive….we must also hold ourselves accountable for eliminating the negative, let’s not mess with Mr In-between!

Some time ago I started talking to a number of my clients about ‘charging’ behaviours. We live in a world of high drain devices, mobile phones, cameras, laptops and tablets and it seems we end up spending a lot of time looking for the right USB or power adaptor to keep our devices ‘fully charged and ready to perform’! I had the passing thought that with all the different plugs and connections, I’m just glad I don’t then also have to worry about what flavour ‘fuel’ all my devices need to perform effectively. If I had to worry about putting the electrical equivalent of ’91 in my phone, ’98 in my laptop and diesel in my camera – I think I would probably have some form of technological meltdown!

Finding what motivates you

I got to thinking about human analogies and what things ‘charge’ or ‘drain’ us as people. What do we need, beyond the basics of food and sleep, to keep us energised and performing optimally?

As well as my recruitment work, HR and team development consulting, I also do some leadership and development coaching. In November, over the course of a single week, I found myself giving exactly the opposite advice to two different coaching clients. This made me worry the suspicion aired by my wife that, ‘Rob just makes it all up as he goes along!’ may have more truth to it than I had credited….!

Both clients were feeling drained and low in energy. The first is a natural introvert who was managing a large scale organisational change project involving almost constant meetings. The other, a natural extrovert, was buried in a complex reporting project and spending hours on end alone in their office alone putting together a high level written strategic plan.

My advice to both was similar but different – both are capable leaders who are socially confident communicators. The introvert had simply forgotten than they weren’t naturally ‘charged’ by people contact. This person is great at being with people and highly effective, yet gradually was feeling more and more drained by not taking enough time to ‘find space in their own head’. My advice to this person was to take time out alone. Make a couple of times in the day for reflection and cognitive processing and ensure that ‘free’ time gave opportunities to be quiet, walk, read, listen to music or whatever worked to allow her the peace needed to re-charge.

The extrovert on the other hand was having way too much time alone and was being ‘drained’ by the lack of people contact. They were attending to health needs by heading out on long bike rides and heading to the gym with their favourite workout playlist, both very healthy, yet solo activities. My advice was to get social, do team sports, invite friends around, go party or hit the gym with a friend rather than headphones.

Finding ‘me’ time

By the following session both of my clients had taken the time to make a few modest changes to their routines and were feeling better, more energised and more able to commit to the demands of their roles. They had quite simply reminded themselves what ‘me time’ meant for them. They had remembered the activities in their lives that plugged them in and charged them up!

The key learning for me from this was a reminder that often our advice to people and the way we treat them is based on an assumption that; whatever we like, whatever charges us up and keeps us performing optimally, will also work for everyone else. We then blithely tell people that they should be doing the same things we do in order to feel good about themselves…forgetting that they may need something completely different than us to re-energise.

In the workplace we can do the same and forget that our people need different things from us as in order to perform optimally.

There are likely certain people in your world who come to life when in the spotlight, who thrive under attention and positively glow with energy the more they are around people. They enjoy the rewards, the accolades, speeches on their behalf, whoops and cheers whenever they walk past…..extroverts! Conversely the opposite applies and we also know those quiet achievers who shun the limelight and who spend more time thinking than talking and who find their happy place in a walk in the park or a good book….

Finding the right rewards and recognition

This is also a reminder from a leadership and management perspective that the people in our business may be motivated and charged by a wide variety of things. There are no ‘one size fits all’ reward and recognition programs that will guarantee engagement, vitality and success and it is well worth considering what the individual differences might be within your business.

On a more personal level though, why not take a little time to think about what charges you – perhaps part of our commitment to ourselves could be to recognise what charges us up and make sure we gift ourselves the time for those things, activities or people that keep us humming happily along…..

There are many factors that influence engagement, success and workplace satisfaction.  Aligned values and culture fit, salary, location and work/life balance, to the team and manager, all play a part.  Engagement is ultimately a psychological construct and the better you manage risk around ‘fit’ the higher the likelihood of success and strong performance.

Have you ever had someone tell you that you ‘must’ apply for a job as you’d be ‘awesome!’?  Or when facing redundancy have you felt the temptation to click ‘apply now’ on every role within your skill set – sometimes just to create a lot of effort for limited reward.  Equally, when facing that first promotion from operational delivery to management, it seems like the logical and sensible next step so naturally you’re likely to take that great opportunity to progress….right?

What You Can Do vs What You Want To Do

It is all too easy to get caught up in the compliments and enthusiasm of others, paired with a sense of achievement in progressing to the next big step.  But you may be surprised how many people get lost between what they ‘can’ do and what they actually ‘want’ to do.  As a consultant, I have often experienced the consequences when people are promoted to their ‘first level of incompetence’.  They’re often not prepared for this new adventure and are out of their comfort zone.  They don’t receive the leadership training and tools they need to succeed and, as a result, they fail to engage effectively with their team leading to a drop in performance.  Sadly, these ‘failing’ individuals will often resign or be performance managed out.  Whilst some in this situation simply required better training, many should never have made the change.

The other thing that I often witness is when someone says yes, shines and is very good in their new role but HATES it with a passion, pining for their old job.  They much preferred the comfort of the tactical delivery role and sense of team, than their new and isolating management position.  These people almost always believe that it’s too late to go back, or their pride won’t let it happen.

What we’re seeing in all these situations is a blurring of the lines between ‘capability’ and ‘motivation’; the decision to take on a role, project or challenge because you ‘can’ do it, not because you ‘want’ to do it. If we’re not passionate about and loving what we do, smiling more than frowning, then something’s wrong!

Capability vs Motivation vs Aspiration

The simple exercise I outline below could benefit many of as an annual calibration of our own engagement and progress.  I would always recommend it to those facing times of either forced or voluntary career change:

List all the things that are in your skill set, the tools in the toolbox, in column one. All the stuff you ‘can do’.  The second column is for those things from column one that bring genuine pleasure, the things that motivate and foster a sense of satisfaction.  The stuff you ‘enjoy doing’.

In column three it’s time to include the dreams and schemes for the future. What you ‘want to do’ when you grow up!  For me it is a sabbatical year in Umbria/Tuscany finally writing my pop psychology book!

The ‘Gaps’ section is to help develop a strategy relating aspirational goals.  Notes on what needs to be done, through experience, coaching or training, to bridge the gap between the current state of play and the future vision.

Managers would be well advised to complete this exercise with staff being considered for any role substantively different to their current one.  For a first role in a management/leadership capacity it should be obligatory!

Making Smart Work-Life Decisions

Whilst it is understandably rare to find a role that will only be made up of content that sits in the motivation column – having some clarity about what it is that actually engages and creates positive energy can truly help with making smart work-life decisions.  When a signature goes on a new contract it should be backed by the confidence that the role will tick a good number of elements that are intrinsically rewarding.  You need to get your ‘happiness fix’!

Sometimes that promotion, next step or advertised role is absolutely what you should go for to develop your career  – HOWEVER – it is certainly worth taking the time to ‘check-in’ with some self-reflection, risk management and healthy due diligence to make sure that decisions are based on what you ‘want’ to do, not just what you ‘can’ do.

I hope you’re well and finding reasons to smile as we experience these strange and disturbing times….  My wife and I had a planned trip last weekend to Tongariro to enjoy one of NZ’s great walks in celebration of a recent birthday.  For anyone that hasn’t done this walk I thoroughly recommend it. What an amazing part of the world with outstanding scenery.

It struck me as I was walking the track how quiet everything was, the lack of reputed crowds with just a handful of tourists to be seen.  I reflected that, with everything going on at the moment, this might be the last time we get away from Christchurch for a while.  It was interesting to note the half empty planes and suspicious, almost accusatory stares received by anyone with a sniffle or cough.  Definite and visible reminders that things are not normal at the moment.

Whilst there is work being done and essential recruitment continuing – it’s fair to say that the last week has seen a lot of businesses put any non-essential recruitment, testing and HR consulting on hold.  Many candidates, active last week, have decided to stay put and ride out coming months in a familiar space where they feel ‘safe’.

There has been an upswing in demand for our outplacement services, wellness coaching and for remote managed support.  There’s also more demand for consultants and executive lease resource who can remotely or in person manage specific work & project needs.  Bishop Associates is in partnership with a software solution / business transformation provider that can run remote agile teams helping keep people and technology projects stay on track.  We’ve found that having remote support is doubly enticing at the moment as it offers financial benefits as well as maintaining the need for social separation.

The current situation is likely to last months rather than weeks so we are likely to see more people being asked to work from home and an increase in nervousness around group contact and social gatherings.  Rumors are that tighter restrictions are coming so we face the possibility of spending more time at home and less in each others company.

The topic of psychological safety has been front of mind over the previous year with many of my clients and friends in People & Capability already talking about strategies to maintain engagement, wellness and cultural vitality.

Isolation has been shown to have a detrimental effect on mental health.  In an environment where we will spend more time at home and less at work and around friends and colleagues, here are a few tips for ‘staying okay’…

• Boost your immune system – this can be done effectively through exercise, meditation, practicing mindfulness and ensuring that you still get a daily dose of sunshine and fresh air.
• Cook & bake – I’ve been working on my curry recipes.  A homemade lentil dhal,with some crispy cauliflower can be very satisfying!
• Pick up a hobby – not so that you can show off on Instagram, but just coz!  A good time to think about an instrument…a new language….crochet??!!!
• De-clutter – a great time to go all Marie Kondo on your home!  That drawer, you know the one with all the things you think you might need but never do….  and the clothes that can go to the local charity shop…once you’re out and about again…
• Watch & read something fun – with the plethora of viewing options we’re exposed to these days, your favorite actors are still out there in the digital world and in books…connect to the ones that make you smile or give you the warm fuzzies!
• Create a plan – set goals for the days, keep a structure around meals, activities and sleep schedules.  Patterns keep our minds happy.
• Remember you’re not alone – we’re going through this together.  Don’t panic or engage in defeatist thinking.  Reach out to your network, face-time, snap-chat, messenger, email, skype, insta, tiktok….you could even consider making a phone call…
• Reach out – it is easy to get insular and think only about our own needs during the tough times – don’t forget to check on your friends and neighbours.  You never know what those around you may be going through or what support they may need.
• Keep finding reasons to smile – smiling, laughing and connecting releases all the good hormones and neural transmitters that our bodies, minds and spirits need. Whatever else you do, don’t lose your sense of humour!

Lot’s can be done remotely and there is work to be done while we see what develops over the coming weeks.  Keep going and look after yourselves and each other.

Shout out if there is anything that either me or one of the team can do to help.  We’ll still be here…. somewhere… virtually…!

Take good care.

Rob & the team

The recent attacks in Christchurch have hit close to home and, as well as the direct harm done to our Muslim community, we have all been psychologically bruised by the experience.  Like the team at Bishop Associates Recruitment, I’m sure many have been reflecting on what must go on in someone’s head to make them see innocent people as targets.

Critical analysis of this is best left to behavioural psychologists cleverer than I.  However, the incident has me thinking about how we can all put people into boxes at times and the potential impact this can have on the quality and success of our interactions and relationships.  This is something that I feel qualified to comment on in some (hopefully) useful way.

I originally trained as a psychotherapist, which I’ve found useful in both recruitment and in my HR consulting work.  A genuine interest in people, motivation and how we all tick is a useful attribute in my line of work.

Transactional Analysis (TA), developed by Eric Berne, is the school of psychotherapy I focused my training on.  I related to this framework as it is practical, pragmatic and a respectful humanistic approach that actively encourages the various theory levels to be shared with clients.  It is a powerful mechanism for facilitating greater self-awareness and understanding of everyday relationships.

One of the founding principals of TA is that healthy relationships and interactions are based on a fundamental belief that we are all ‘Okay’.  That we have a basic right to exist and interact as integrated human beings with equal worth.

That isn’t to say we can’t get things wrong, make mistakes and suffer from human frailty.  It is quite normal for people to stuff-up.  The important and key take-home point is that if we start from a position that we ourselves and all other people are basically okay, we are much more likely to have healthy relationships in the ‘here and now’.  Because we respect others and ourselves, our interactions with the world come from a healthy place.  Our mistakes do not define our value as people.

When we come from an unhealthy ego state, we can forget the worth of ourselves or others.  At a low level, this can create conflict and misunderstanding.  At an extreme level, the results can be catastrophic, as we’ve recently seen.  Someone decided that others were so ‘not okay’ they did not merit the fundamental right to a peaceful life of their own choosing.

What follows is a model of the four life positions drawn from Berne’s TA theory and further developed by Frank Ernst:

“The OK Corral”

(Eric Berne & Frank Ernst – model of life positions)

I’m not ok, you’re ok

This person may lack self-esteem and belittle their own worth or value.  This might result in needy behaviour or a desire to please others at their own expense.  When they put themselves in an inferior life position, they forget that they have power and can manage their own happiness rather than being dependent on others for affirmation.

I’m ok, you’re not ok

We’ve all come across people like this before.  It’s a trap for people in positions of power, the belief that they must be superior and therefore others have less worth.  This may be the position of the bullying manager, the overly controlling parent or officious bureaucrat.  These people may be quick to judge, easily angered and contemptuous of others.

I’m not ok, you’re not ok

Probably about as miserable as it sounds.  This is a position of hopelessness, nihilism and despair and it’s certainly not as cute as suggesting by the lyric, “I like that you’re broken, broken like me”.  These people will be avoidant and anxious – they expect to get hurt and may see themselves as deserving the treatment they receive from a cruel world.

I’m ok, you’re ok

This is a fully integrated and secure person.  We may disagree on things from time to time, but I know that you are so much more than the thing we disagree on.  I am comfortable with myself and respect you and the right of both of us to co-exist, celebrating our differences rather than judging either of us for our diversity.

When someone acts from any of the ‘not okay’ life positions they invite those around them into an unhealthy symbiotic relationship.  This increases the risk of falling into a ‘victim, persecutor rescuer’ drama triangle (Stephen Karpman).  It often also results in tension and relationship stress, be that professional or personal.

Looking through the lens of recent events, it is timely to reflect on our own life positions and how we might impact on those around us.  Whilst we can’t necessarily control how others act, we can influence the quality and successfulness of our relationships, both professional and personal, in the way we choose to approach others.

A smile is contagious and, when paired with a genuine sense that we offer respect and expect to be respected in return, healthy and productive relationships are exponentially more likely.  We may not have the direct power to change others but, through encouraging healthy symbiosis, we can potentially influence them toward making changes in themselves.

When people prove themselves to be not okay through their words or actions, there will rightly be consequences.  An initial stance that people are fundamentally okay is not a license to behave with impunity.  We’ve seen all too closely the result of someone taking an extreme stance and the ripples from this act will spread far and wide.

What we can do is choose to actively manage the ripples that we ourselves send out.  Keeping ourselves positive, respectful and “okay” can be our own statement of defiance against hatred and intolerance.

Go well…. Okay?

Trauma Triggers Change in Canterbury

As a species, for the most part, we are naturally inclined toward achieving equilibrium, a sense of calmness and composure, of control and balance. In our home and work lives we tend to appreciate some routine and familiarity. We find comfort in knowing where we stand, what we can generally expect from those around us, the knowledge that we can manage the routines and familiar demands of our daily lives. We unconsciously appreciate the consistency that a familiar life brings to us.

Of course once in a while we might crave excitement, a break from routine, increased adrenaline, a reminder that we are alive! This need can be met in a variety of healthy or less healthy ways. Generally an increase in excitement in our lives is triggered by us, consciously or unconsciously, and we maintain a sense (or sometimes the illusion!) of control.

What is stress…

Stress tends to occur when our illusions of control are shattered, when we feel stretched tight and less able to influence the world around us. When we struggle to cope with or manage the demands made on us by people, work or environment. When our routines and equilibrium are disrupted and the consistency of familiarity is removed, when we are faced with unexpected trauma or change.

Four years ago the whole Canterbury region experienced a sudden and unexpected trauma and, now, at the anniversary of this event, it is interesting to ask the question of what the longer term after effects of the earthquake have been? Recent reports show that the use of prescription anti-depressants is at an all-time high with almost twice the number of prescriptions issues in Christchurch as compared to Auckland, despite the difference in population.

After effects

One of the side effects of a sudden and significant change in circumstances or routine is that it ‘shakes us awake’ and can be a trigger for us to look at our lives from a different frame of reference. Our routine has already been shattered – are there any other changes we should think about making given that we’re in flux anyway?

I have personally been witness to a number of friends, family, clients and candidates who have made significant changes in recent post-earthquake times. Relationships have ended, jobs, location and lifestyles have been changed, sometimes quite drastically. Whilst anti-depressants can help alleviate the symptoms for those experiencing more acute issues, what other options exist to support us through change?

Is it fair to say that now we have been ‘shaken awake’ we are looking at our lives with a new perspective and asking ourselves what we want and need? What is important to us? Are we in the right job? Are we with the right person? Has our previous sense of equilibrium been a comfortable torpor that hasn’t really met our needs and provided happiness? What is our personal ‘vision’ for us and our future?

For many the awakening has reminded us of the value of family, friends and healthy supportive relationships. We appreciate the sense of solidarity and pulling together during and after the earthquake; it has reinforced the good things and reminded us how lucky we are at work and at home. For others though there is an impending sense of the need for further change.

Coaching for change

Whether change relates to our personal or professional lives it can be exceptionally helpful to talk things through with an unbiased and non-judgemental third party. Someone who will ask pointed questions and encourage you to think about how your work and family choices might impact on you and those around you.

Coaching can help empower people to come up with their own solutions and have a greater level of commitment to the action plan they shape. Clearly they will need support and at the same time be challenged – the skill of the coach is to work out what is needed at a given time. Coaching is also a great tool in helping an individual take time out to look at themselves in the context of working ‘on’ their lives rather than being distracted by the day to day noise, routine and demands ‘in’ their lives.

As John Whitmore said, “the coach is not a problem solver, a teacher, an advisor, an instructor or even an expert; he or she is a sounding board, facilitator… who raises awareness and responsibility”.

So, now that you’re ‘awake’, if you are thinking that it’s time something changed, perhaps it is time to reach out and talk with someone who can help with the journey….?

Celebration Time?

It’s my birthday month and a time for celebration. I look forward to a party, presents, reflections and some memories from younger years. When taking some time to reflect I also realise that there are many events from the preceding months which also gave an opportunity to celebrate – yet some of these passed by, eclipsed by the busy routine of every-day life.

As in our personal lives sometimes our work celebrations can become routine and follow patterns of birthdays and anniversaries. A few positive comments at our performance appraisal are all we can expect. It can take months for us to be recognised for all that effort, hard work and the sheer genius of our outputs!

Why Should We Celebrate?

Quite simply it makes a difference! It energises individuals and motivates them to embrace new challenges. Success breeds success…

By taking time to sincerely celebrate success, no matter how big or small, confidence improves and the path to reach those large-scale future SMART goals is eased; not to mention, a celebration can give closure on goals that have been worked toward for a while, provide encouragement to continue and make every success even more worthwhile.

The Community Constable Approach

Other HR Professionals see themselves as in the business to support people, to ensure they have the tools they need and to guide behaviours around recruitment, retention and engagement. In our police analogy I would describe these as the ‘Community Constables’. They build relationships, look for places to add value, coach best practice, provide a support mechanism people can draw on when required and offer a reassuring presence within the organisation – showing that the community is being engaged and supported.

How Should We Celebrate?

In 2009 Kenneth Thomas stated that extrinsic [external] rewards played a dominant role in earlier work eras when work was generally more routine and bureaucratic and when complying with rules and procedures was paramount. Extrinsic rewards remain significant for workers, of course. Pay is an important consideration for most workers in accepting a job and unfair pay can be a strong de-motivator. However, after people have taken a job and issues of unfairness have been settled, we find that extrinsic rewards are now less important, as day-to-day motivation is more strongly driven by intrinsic rewards. Examples of extrinsic rewards include:

• Recognition
• Pay rise
• Bonuses
• Paid leave
• Awards

For many staff being recognised and valued for their contributions is key part of celebration – the monetary value of the celebration or reward becomes secondary to the value of being made to feel an important and having their work or achievements noticed and talked about.

In addition to extrinsic rewards we also encourage a coaching approach where great questions are asked to promote self-reflection that facilitate intrinsic rewards (which will also help build a high-engagement culture). You could ask someone:

• What have been your 3 greatest achievements?
• What surprises did you have through this process?
• What do you wish to acknowledge yourself for?
• How do you want to celebrate success?

So When Should We Celebrate?

Whenever we have success! Keep in mind that in order to get the most out of the celebration, it should be done immediately after accomplishing the objective. It is important to take time to celebrate each success in the goal setting process, from mini-goals all the way up to long-term SMART goals.

Who Should Celebrate Success?

Celebration doesn’t have to be a big deal. It can be something an individual does alone or something that is shared with others. Often the boss leads it and sometimes an individual (for example through their personal journaling) can celebrate success privately.

It just has to make the individual feel good and help them enjoy their accomplishment. Engagement doesn’t have to be expensive, we just have to remember that birthdays and anniversaries aren’t our only chance to smile and celebrate!

So When Should We Celebrate?

Whenever we have success! Keep in mind that in order to get the most out of the celebration, it should be done immediately after accomplishing the objective. It is important to take time to celebrate each success in the goal setting process, from mini-goals all the way up to long-term SMART goals. What do you do to celebrate your success, or someone that you manage?