Mirror, Mirror, on the Wall

You walk into almost any organization, and what do you almost certainly see shortly after arrival? A plaque, or a rotating slide show of the company’s mission, vision, values. You lean in closer to read them while you wait for the person you’re interviewing with to pick you up from the lobby.

What is espoused and what is lived?

Reflection: Upon reading the espoused mission, vision, values, would you know that they belong to the company whose lobby in which you’re standing versus any other organization? What do the words you read reflect back to you? What would you expect to see “in action” to bring those words to life?

You meet with several people from multiple departments over the next few weeks as you go through the interview process. Each time, you hear stories & background about the people with whom you’re meeting, the company and the role as they see it. You may get a glimpse into the types of projects you’ll be working on, and opportunities and challenges of working on this team, department, organization.

Reflection: You’ve gotten a high level glimpse into the mirror; people you meet are sharing “how things work/get done” as they see them. Do these perspectives align with the words on the wall of the lobby? Have the people you’ve met “lived” the mission, vision, values with the words or actions they’ve displayed with you?

After you’ve been working at your company for several months, you’re asked to give feedback on your experience thus far, along with other employees who’ve been there less than a year. The facilitator asks you, “if you had to describe how you demonstrate our company value around ___ (pick your topic), what activities would you say are examples of this value? Are there any examples you’ve experienced where this value is not demonstrated?”

Reflection: Can you articulate what your company’s values look like, in action, before you joined or since you’ve joined? To what degree are the words on the wall aligned with the reality of your experience? How would you feel about sharing your experiences with leadership in your organization? Hold up the mirror: how do your own behaviors align to the “words on the wall?”

Mirror, mirror, on the wall, show me your Mission, Vision, and Values. Are these merely words, or reflected in the behaviors of us all?

Voice: The Gift of a Question

askquestions
Part 2 in a series on Voice. (Part 1: Voice of Accountability)

Why do people ask questions at work? Is it because they weren’t paying attention? Might they be new to a job or process? Could they be curious? Is it possible they are seeking to understand before offering an idea?

Think about the last five questions people at work have asked you:

Did it matter who was asking the question, when or how the question was asked? Did you respond differently according to the who, when, or how?

Now, think about the last five questions YOU asked others at work.

What was your reason for asking those questions? Were the responses given in a way you were expecting?

Being asked questions is a daily part of the work environment; it’s important to consider the impact of how we hear, react, and respond to questions asked of us during our busy day.

Tips for Receiving Questions at Work

  • Assume positive intent
  • Assure the questioner that it is “ok” to ask questions and that you appreciate them asking
  • Use appreciative inquiry; seek to understand the why behind the question
  • Consider the impact if the question had not been asked
  • Ask for time to consider the person’s question and get back to him/her; it’s okay not to have an answer right away

Your response to questions has the power to encourage – and discourage – others from asking questions and perhaps seeking your input in the future. Are you seeing the gift in the questions being asked of you?

Voice: Accountability Speaks

Part 1 in a series on Voice. 

Communication is loud, whether through words, actions, or silence.  After a return to the corporate world, the concept of ‘voice’ has been a consistent source of reflection; the voice that is heard and the voice that is not. Where can you use your voice? Where do you make yourself heard?

The Voice of Accountability: Owning Outcomes

At work, every one has a role to play. Part of the reason we were hired is to bring our voice as a contribution to ‘getting things done’.  There is the the voice of expertise in a skill that you bring, but just as importantly, there is the voice of accountability.  Consider a few common workplace scenarios – do any of these questions resonate for you?

Scenario 1: When you’re on a work team, and others are not doing what they said they’d do.

  • Do you ask them why?
  • Do you share the impact it is having on others’ work?
  • Do you wait for the boss to do it?
  • Does your boss do it?

Scenario 2: When you collaborate with others on a project, and credit is given to only one person.

  • Do you give credit to others who helped you?
  • What do you say if others’ take credit – or don’t acknowledge – work you have done?
  • Do you hold others’ accountable for recognizing others’ efforts?
  • Do you hold yourself accountable?

Scenario 3: When you see something broken or have an idea for improvement on a process, a team dynamic, a product.

  • Do you bring it forward to your boss or do you complain to others on your team?
  • Do you brainstorm with others on ways to fix it?
  • Do you seek a solution to the issue?
  • Do you examine the role you may play in making things better or different?

These and countless other scenarios allow your voice – or your silence – to be heard. Consider the impact your voice has on yourself, and on others in the workplace.

  • What does the voice in your head say to you if you are silent? If you are not?
  • What is the message your silence portrays to others?
  • What message is sent to a team if some are not held accountable?
  • Are you sharing the voice you want? 

The voice of accountability comes with many choices. The choice to speak, to act, to be silent, to not respond. Each of these choices contributes to your voice in the workplace.

What is your voice? 

Image credit: thingswesay.com

In or Out?

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Today marks three years of being “back inside.” Working as an employee inside of an organization, that is, after 7 years of being an “outside” consultant as an owner of my own learning & development firm. First, let me acknowledge that I am forever grateful for having the space & opportunity to choose – I chose to become a consultant, and I chose to return to corporate. I kept a journal for the first year of both experiences, and spent a bit of time reading through my reflections, and here is the first of several:

#1: Team is what you make it. Trust is essential. One of the downsides of being a consultant is that you may not have a team to work with on a daily basis; there is a necessary boundary between consultant & client that is different from peer work teams.

  • As a consultant, I created my own teams by prospecting for too much work and then hiring consultants to team up with me, at least for the length of the project. It was great to work together, and to blow off steam as inevitable changes to project scopes occurred.
  • As an internal employee working on a geographically dispersed team, I was reminded of the importance of role clarity in shaping (positively or negatively) team dynamics. Being the sole person with that type of job on the team…or in the organization, is a challenging space to be, I was reminded. More on that in another post.

Team is a feeling of trust, camaraderie, whether you are on the outside, or on the inside. The Center for Creative Leadership shares a model for team trust based on the Three C’s: Trust in Capability, Trust in Character, Trust in Communication (https://www.ccl.org/wp-content/uploads/2017/05/why-trust-is-critical-team-success-research-report.pdf).

No matter where your “team” is formed – on the inside or the outside, your sense of belonging, cultural fit, and commitment is affected by how you answer these questions about yourself and your team:

  1. Do I trust the capabilities of others on my team? My own capabilities? How can I help others grow? Can I trust them to help me grow?
  2. Do I trust the character of others on my team? How does my own character show up? Is there consistency in behavior? Do our team members honor commitments they’ve made? Do we have a shared goal – and commitment to that goal?
  3. Do I trust communication that happens on the team? Is information shared freely & proactively? Transparently? Can I admit mistakes? Can others? Do I trust the people on my team, and do I add or detract from trust in a work relationship?

One of the main reasons I rejoined the corporate world was for the sense of team – a set of shared experiences of people who work together toward a common goal. In the end, I (re) learned that team is what you make it.

Cracks in the Sidewalk

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When you are walking in a public place in a group, what happens when you see another group coming toward you? Do you:

  • Compress your group to walk single file so the other group can pass without shifting?
  • Keep walking 2-4 people wide so that the other group needs to walk single file?
  • Shift to the right, but keep walking 2-4 people wide, so that both groups may pass?
  • Do nothing and let the other group figure out how to make it past your group?
  • Stop in the middle of the sidewalk, oblivious of the needs of others on the sidewalk?

Some people tend to be the ones who flex to allow others to have room on the sidewalk, while others tend to be the ones who want others to have to flex around them. Other people make room for both groups to be on the sidewalk, and others do nothing to acknowledge or flex to incoming groups.

This same attitude translates into daily work life. Let’s ask the question this way: When new teams and/or individuals join your organization, or join a project team, how do you flex your behavior so that both of you know where you “fit” on the sidewalk? Do you:

  • Create space for both groups to pass with little interaction necessary?
  • Actively create space for everyone to fit, with both groups flexing to accommodate needs?
  • Wait for others to come to you, you were here first?
  • Not concern yourself; your roles are different?

Ask yourself these questions, and then ask your team. Ask those outside your team how they see interactions with your group. Are there cracks in the sidewalk? Ask yourselves, does anyone deserve more or less space on the sidewalk?

That Doesn’t Count (in Their Eyes)

I write this as a voice needing to be heard about career growth in the field of learning and development. This article is a compilation of conversations I’ve had with many senior professionals who are dedicated to continued professional growth while striving to develop talent within organizations both internally & as external consultants. 

You, the Experienced Professional

team shotYou have several years of experience and a Master’s degree in your field. You’ve been a Senior-level, a Specialist, a Consultant, a Partner, and a Project Manager – but never a Training Manager. “Influence without Authority” is your mantra.  The projects you led have been in the millions of dollars. You’ve interviewed, selected, and hired multiple vendor resources and made decisions on resource allocations and pay rates. But, you’ve never been a Training Manager.

You’ve run your own consulting firm for several years, hiring multiple subcontractors and developing their competencies on relevant software, project management, and client consulting skills. And yes, you’ve even had to fire someone you hired. You’ve run your budget to determine what software, office equipment, and marketing avenues to pursue, and which conferences/certificates to obtain to keep up with your own learning. You write proposals, network with stakeholders, influence, learn from and form partnerships with your peers. But, you’ve never been a Training Manager.

You’ve provided several years of service on the board of local non-profits in your field where you were in charge of a six-figure budget, including a year as president during which you lead a board of a dozen members and oversaw a chapter membership of several hundred. Your graduate school advisor asks you to come back and serve as part of a panel on successful alumni in the field. You are sought out by undergrad and graduate students, as well as those in job transition, for coaching on how to get into and succeed in the field. You’ve presented at conferences on learning topics such as building teams, leadership development, project management, business acumen, and performance management. But, you were never a Training Manager.

The Work Environment

Your bosses or clients are Training Managers, Directors, or Vice Presidents of Learning & Development. In a matrixed organization, your indirect bosses are leaders of functions such as HR, IT, or specific business units. It is not unusual that, at a minimum, 80% of your bosses have no formal background in training or learning and development. They have a background in sales, finance, marketing or engineering or other not directly applicable fields.

Executives at your organizations say that “learning people need to speak the language of business!” The managers you report to, as described above, have experience in certain facets of the business. They have the title “Manager” and yet, are not trainers, facilitators, e-learning developers, instructional designers, graphic designers, or video producers.

As a consultant, you work with several organizations where the Training/Design Manager, Director of Training, or Learning & Development Manager has few direct reports; several organizations have managers with ZERO direct reports. They are, in essence, program managers who own and train content on a particular topic. But, they have the title Training Manager.

The Interview

interview conversationAfter your years of experience internally at the senior individual contributor and program manager level – but not people manager level – and after building an external consulting business from the ground up, successfully building relationships and increasing profits for those who hire you and for the team you hire, you feel you are ready to lead a team at the manager level on an internal basis.

You apply for several full-time roles with no response. Soon, however, you get an interview for a direct hire manager role through a third party recruiter. The interviewer questions you on decision-making, experience with budgets, managing performance and developing people. She is impressed with your resume and the scale, variety, and complexity of project teams you’ve led and the tough decisions that you have had to make due to stakeholders’ budgets or time constraints. She asks to submit you as a candidate to the position.

Two days later you get a call from the recruiter. “I’m sorry,” she says, “but the company we’re working with says that they really don’t want to hire someone without previous management experience.” You ask, “What about running a business and hiring staff for the past several years? Managing subcontractors and clients nationally and globally? Or serving as President of a non-profit board for a chapter with several hundred members? Or being an internal program designer and project manager for leadership development programs valued at several million dollars annually?”

“That doesn’t count in their eyes,” the recruiter says.

Employers, Talent Development, Recruiters

Recruiters and Talent Development experts promote selling one’s “transferable skills,” those skills that carry across different jobs. (An example of this might be managing a team on a non-profit for 3 years to use skills that would transfer to leading a team in the corporate sector).  Why then, does managing a team of consultants, or leading teams of non-profits, building relationships and executing and outperforming business projections as a small business owner, not transfer over to “counting” toward managerial skills?

You as an experienced professional count, as do the many others like you. You count, and you are out there, applying for managerial jobs. Perhaps the definition of what “counts” as managerial experience needs to be expanded. If a successful Sales Representative can become a Training Manager with no training background, then an experienced learning professional who has written, trained, facilitated, led teams, and  project-managed hundreds of workshops, and demonstrated people leadership in several places surely deserves an equal opportunity to be a Training Manager, right?

“That doesn’t count in their eyes,” you were told. Your reply might well be, “Oh, then it’s not the kind of place for me to seek work.” The search for a place to fully utilize your talents, leadership, business, and management – and of course, training – skills continues.

A Hopeful Success

“How did you finally land your job back in corporate as a Training Manager?” You ask a colleague and friend. “I’ve been thinking about the same thing, but I keep hearing I don’t have the ‘management experience.’ I know you have a similar background; how did you do it?”

Your colleague sighs, “Oh. It was not easy and I heard the same thing you’re hearing – it took me two years. Really, it came down to someone giving me a chance. I have a small team and I still get to dig in and do the work.”

You are happy for your colleague; her perseverance has paid off after a long wait. She has also gotten an opportunity to work for a leader who believes in developing others.

She is a Training Manager. You can be too, with the right organization, willing to look past the title on the resume, and talk to the person who’s lived it.

Are You the Buyer or the Seller?

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You’re both at the table. The small talk has begun. One of you is hiring for an open position, the other is seeking to find a job. If we think in terms of consumerism, which one of you is the buyer in this situation? Which the seller?

Let’s examine this from both perspectives. In today’s economy, one might say that it’s a “buyer’s market.” We’ve heard stories about there being more homes for sale than people out looking to buy, and retailers slashing prices. And in the job market, there are fewer jobs than there are people seeking those jobs. But still, at the interview table, who is the buyer, and who is the seller?

The answer? Both of you.

What are You Buying and Selling?

The Hiring Organization:

  • You are buying talent. You’ve done your homework and have prepared your job description based on desired competencies. Now you’ve got to buy the skills and characteristics needed to fill the role. You are buying execution – a person who can get the job done and help your organization meet its bottom line.
  • You are selling your entire organization. You are selling that your organization is the place to work and will be inclusive of the applicant’s values. Your offer entails a compensation/benefit package and career growth opportunities built to recruit & retain new employees.

The Job Seeker:

  • You are buying a job. You are buying a role that challenges you and provides you a salary. You are buying a “home” that you may spend more time in than the home you rent or pay a mortgage on. You are buying a boss you can relate to, a team you can work with, and an organization whose mission and values you consent to.
  • You are selling your skills and your experiences. You are selling the knowledge you’ve gained from school, work, and life. You are selling a fresh perspective and your willingness to join or lead the team to get the job done.

It’s a Buyer’s Market
You’re still at the table. You’re having the conversation, a mutual exchange of questions and answers as you discover what you each have to offer. Just remember, it’s a buyer’s market. And you’re both buyers.

You Must Be…

“Don’t judge a book by its cover” is an adage many in the United States grew up hearing from parents, teachers, and other community members.

Simply put, it means that one should not assume to know something about a person, place, or thing just by appearances. As business professionals, as parents, as community members, how would you give feedback to the person making assumptions in each of the stories below?

Consider a situation involving a car accident. A young college student and her boyfriend were driving home from the beach when they were struck from behind by another vehicle while waiting at a red light. According to state law, both vehicles pulled into a nearby parking lot and waited for law enforcement to arrive.

The officer on the scene approached the young couple and the older woman. Turning to the young couple, the officer asked, “How fast were you going when you hit this lady?” The couple was forced to explain twice that they had NOT been drinking, and were, in fact, struck from behind by the other woman. The woman drove a high priced car and was dressed to attend a wedding, and the young couple were wearing bathing suits.

Assumption: Because the couple is young, drive an older car, and are in bathing suits, they must be the cause of the accident, not the well-dressed older woman in the Cadillac?

Another situation involves the real estate industry. A couple had purchased a new home, but had to wait to move in until the Parade of Homes (a home tour show that lets prospective buyers preview houses built by a variety of builders) was over, and people were done viewing their new home. Two weeks prior to moving into the home, as the couple was packing, and suddenly realized that they had no idea what window treatments in their new home would be like. They drove to their soon-to-be new home without bothering to change clothes. (They were wearing their old jeans and T-shirts.)

Upon entry to their new home, the couple greeted the realtor who was showing the home to prospective buyers. When the realtor finished speaking with another couple, she turned to the soon-to-be owners and said, “Hi there. We have great floor plans here, and we can definitely show you smaller, more affordable options to better suit your budget!” The couple took delight in letting the realtor know that indeed, they were not interested in smaller houses as they were the new owners of this particular house.

Assumption: Because of the clothes the couple was wearing, they must not be able to afford such a house?

Let’s bring assumptions to the job search. What do you say to the recruiter who, upon hearing you speak, asks, “Where are you from?” You may say, “Oh, I live in Minnesota, but I am originally from Wisconsin.” The recruiter says, “No, really? With a name like yours and a voice that sounds like yours, I figured…you must be from somewhere else.” Does the person tell the recruiter that he/she was named after a parent’s dear friend, and that the voice sounds that way due to a hearing loss, which often affects the voice?

Assumption: A person with a name that is most commonly associated with Spanish or French speaking cultures and also has a voice that doesn’t sound “midwestern”, must be “from somewhere else”?

Please send your comments and feedback regarding each of the above scenarios. What are your thoughts about how we can solicit professionals to practice the art of inquiry before assumption? How do we monitor ourselves? What do you do when you hear yourself or another thinking or saying, “You must be…” about someone else?

Onboarding Consultant Staff: Tips to Minimize “Ramp Up” Time

Your department has a project that needs to be done, and you don’t have the resources. You’ve been given a budget to hire a consultant to come in and work with your team to meet the project deadlines. What can you do to make sure that he/she can help drive your project forward to completion? What communication is needed so that your current team is also “on board” with the addition to the project team?

Here are some simple tips to minimizing “ramp up” time for new consultants.

Prior to Start Date:

1.) Request access to all computer systems, laptop/desktop equipment, ID badge, and other supplies needed so that the consultant can become operable shortly after joining your project team.

2.) Preparing the internal team for the arrival of a consultant is also crucial to the success of the project. Share information with your existing team about who is coming, why the person is coming, and expectations of what the consultant will be doing, and impacts to the project and current team members. Team members who are unsure of the consultant’s role may feel they need to compete with the consultant, may worry that their own jobs are in jeopardy, or may not understand how to best utilize the consultant’s time and skills.

3.) Compile a list of internal websites, SharePoint sites, and other applicable internal information centers, and provide access to the consultant.

4.) Put together an “onboarding” checklist for the consultant, and ensure that key people are available to spend some time with the consultant. For example, many times the hiring organization begins by giving a consultant access to a list of SharePoint sites to “check out”, and then leaves the consultant to his/her own devices to look for pertinent information.

There have been times when a consultant may waste more than an hour trying to figure out where project documents are stored – especially when there are many projects, and many sites to examine. Does your organization really want to pay for someone to spend time searching for things that could be pointed out in a matter of minutes?

Potential Onboarding Checklist

There are many details that consultants will need to know when they begin a project with you and your team. Having information prepared ahead of time will minimize the hours that the consultant spends searching company websites to find answers, or wandering hallways to find meeting rooms – hours for which your organization is paying!

Following is a list of potential items to have ready to share with the consultant within the first few days of beginning the project.

Who

  • Who needs to meet with your consultant to facilitate execution on this project?
  • Who are team members, and how do they fit into the organization/team/business unit (org chart)?
  • Who can help show the consultant how to navigate company websites, SharePoint sites, and other internal information? (It is not recommended to simply email a list of website links without providing context)
  • Who is accountable for providing information, and to whom is the consultant providing information?
  • Who are the contacts for key areas such as administrative support, IT support, invoicing issues and other items that support the consultant’s ability to get work done?

What

  • What are the deliverables of the project?
  • What is in scope, and what is out of scope for the project?
  • What expectations are there regarding turnaround time (responding to emails, voice mails, project draft documents, etc)?
  • What is the consultant’s role in relation to others on the team?
  • What concepts should the consultant be aware of that promote understanding of corporate culture? Are there “mottos”, leadership models, acronym glossaries, standards for quality, for example?
  • What processes are in place around this project? (For example: are there SharePoints for sharing documents, are there project hours that must be posted to a PM plan, etc)?

Where/When

  • Where are project documents stored?
  • Where are conference rooms?
  • Where/when does the consultant submit invoices?
  • When are deliverables due?
  • When will feedback be provided?

How

  • How do project team members communicate? (Virtual, In Person, Email)? How will the project team resolve conflicts?
  • How often and for how long does the project team meet?
  • How does the feedback loop work on this team?
  • How will we know if the project is successful?

Providing clear and consistent communication to consultants and internal project team members and stakeholders is critical to achieving project success. Clarity and preparedness in the onboarding process reduces the time and dollars spent on consultants and allows the organization to gain the consultant’s “value add” on the project team in the shortest time possible.

Spending the time to onboard at the beginning reduces the time spent later in correcting assumptions about the project – not to mention having a consultant wandering the hallways looking for that conference room.