Five ways to destroy trust as a leader

Posted in Aktuellt, Leadership / Ledarskap on October 30th, 2012 by admin

Trust is the foundation of all positive relationships you seek to create in your organization. Trust is one of the strongest bonds that can exist between people and customers; trust is also one of the most fragile. Once you destroy trust, break the bond of trust, trust is the most difficult facet of your culture to rebuild. You can build a culture of trust in your organization if you steer clear of actions that destroy trust. Avoid these trust busters to build a trust culture.

In an earlier article, I reviewed the three components of trust as defined by Dr. Duane C. Tway, Jr. He says that trust is the “state of readiness for unguarded interaction with someone or something.” Thinking about trust as made up of the interaction and existence of these three components makes “trust” easier to understand.

The amount of trust you experience is dependent upon the degree to which you can respond affirmatively to experiencing each of these three components of trust:
• The capacity for trusting means that your total life experiences have developed your current capacity and willingness to risk trusting others. You believe in trust. You have experienced trust and believe that trust is possible.
• The perception of competence is made up of your perception of your ability and the ability of others with whom you work to perform competently at whatever is needed in your current situation.
• The perception of intentions, as defined by Tway, is your perception that the actions, words, direction, mission, or decisions are motivated by mutually-serving rather than self-serving motives.

Trust is dependent on the interaction of and your experience of these three components. Trust is tough to maintain and easy to destroy.

Five Ways to Destroy Trust
For trust to exist in an organization, a certain amount of transparency must pervade the intentions, direction, actions, communication, feedback, and problem solving of particularly, executives and managers, but also of all employees. Consequently, these are ways in which people destroy trust.

Employees tell lies of commission
They fail to tell the truth, often with the intention to deceive or confuse. This powerfully impacts a whole organization when the lie is perceived from leaders, but even coworker relationships are destroyed by lies of commission. A lie is a lie is a lie. If it’s not the whole truth, if it requires preparation and wordsmithing, if you need to remember the details to ensure you don’t change your story in the retelling, you are probably telling a lie. Or, at the very least, part of your story is a lie. People who are untrustworthy derail their careers. Can you imagine the impact of lies on an organization when the liar is a senior manager?

Employees tell lies by omission
A lie of omission is a deliberate attempt to deceive another person by omitting portions of the truth. Lies of omission are particularly egregious as they give people false impressions and attempt to influence behavior by omitting important details. Once again, the more powerful the perpetrator of the lie in the organization, the more significantly trust is affected. But, an individual can derail their career by using this deception ploy, when caught.

Fail to walk the talk
No matter the work program, cultural expectation, management style, or change initiative, you will destroy trust if you fail to demonstrate the quality or behavioral expectation, if you fail to walk the talk. Words are easy; it is the behavior that demonstrates your expectations in action that helps employees trust you.

You can’t, as an example, state that participative management and employee empowerment are the desired form of leadership in your organization, unless you demonstrate these expectations in your everyday actions. Customer service is a joke if a complaining customer is labeled “wrong” or a jerk.”

Fail to do what you say you are going to do
Few employees expect that every statement, goal and / or projection that you make will come true. Sales will be up 10%. No layoffs are anticipated. We will hire ten new employees this quarter. Working the reception desk alone is a temporary fix until we fill the open position with a second receptionist. My assignment will be complete by the end of the first quarter.

If you make a statement, commitment, or projection, employees expect what you said to happen. You destroy trust if the end result never occurs. You can avoid destroying trust by communicating honestly and frequently about:

–how you set the initial goal,
–what is interfering with the accomplishment of the initial goal,
–how and why your projection has changed,
–what employees can expect going forward, and
–how you will avoid similar miscalls in the future.

Honest communication is key to building employee and coworker trust.

Make random, haphazard, unexpected changes for no apparent reason

Keeping employees off balance may sound like an effective approach to creating agility in your organization. But, random change produces the opposite effect. People get used to their comfortable way of doing things. They get used to the mood the boss characteristically exhibits when she arrives at the office. They expect no consequences when deadlines are missed – because there have never been any in the past.

Any change must be communicated with the rationale behind the change made clear. A starting date for implementation and participation from employees whose jobs are affected by the change will keep you from destroying trust. A sincere and thoughtful demonstration that the change is well-thought-out and not arbitrary will help employees trust you. An explanation for a change of mood or a different approach goes a long way to prevent the destruction of trust.

Source: About.com, Susan M Heatfield, October 2012
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Is there a magic pill for great leadership?

Posted in Aktuellt, Leadership / Ledarskap on October 27th, 2012 by admin

Well, not if you ask Roberta Mautson. She has been interviewing a number of executives for her new book The Magnetic Workplace. Read more about her findings here:

There Is No Magic Pill For Great Leadership

I’ve been interviewing a number of executives for my new book, The Magnetic Workplace (Nicholas Brealey, 2013) and so far my findings have been rather interesting. There is no magic pill for great leadership. Yet many organizations believe they can solve problems by handing someone a book (even if it’s authored by me) or sending them to a one-day management training program at the local Holiday Inn. The results by themselves are usually disappointing.

Here’s how great leadership is created:
Really getting to know your people
You have to be willing to put in the time to really get to know your people so that you can work with them to build on their strengths. Put down your smartphone, walk around your desk, and invite one of your people to lunch. While dining, sit there and really listen to what your employee is saying. Ask them to describe their dreams and aspirations. Then go back to your office and come up with a plan to help this person and others achieve what is important to them.

This is what great leaders do. They are always thinking what they can do to support those who work for them. In turn, these leaders have loyal employees who know that they’d be hard pressed to find a leader who has that much of a personal interest in them as the one they have.

Spending the money required to get the results you hope to achieve
I asked one of the executives that I interviewed what was the biggest myth surrounding the attraction and retention of top talent. He replied by saying that executives think they can do this without spending a lot of money or in some cases, any money. This simply isn’t true.

The organization that this executive works for is constantly spending money to boost the performance of their people and it shows. They are leaders in their field. You wouldn’t expect the top baseball team in the nation to be at the top of their game without the help of outside experts would you? Coaches are provided for these players who are already the best in the nation. And you know what? Most get better.

Spend the money and help your people achieve their full potential. Or if you prefer, spend nothing and use this money on returning products to unhappy customers or hiring new people to replace the ones who keep leaving.

Don’t tell outside experts how to do their jobs
You wouldn’t go into your car dealer and tell him to change out the engine because you heard rumblings under the hood, would you? No, you’d ask the mechanic to take a look under the hood and diagnose the problem. You’d then ask what your options were. I get calls weekly from companies asking me to come in and do training. I always ask why. Sometimes the person calling really doesn’t know why this is necessary and other times the solution they are provided me as the expert isn’t the best or least expensive way to resolve their challenge.

An outside adviser can usually see things more clearly than those who are immersed in the organization. However, they can’t do so if you insist on telling them how to do their job.

Creating great leadership in your organization requires a commitment from top to bottom. There is no pill for great leadership. If someone tries to sell you one as a prescription for what ails your organization, get a second opinion.

About the author:
Roberta Chinsky Matuson is the president of Matuson Consulting and author of the forthcoming book The Magnetic Workplace (Nicholas Brealey, 2013) and the highly acclaimed book Suddenly in Charge: Managing Up, Managing Down, Succeeding All Around, a Washington Post Top-5 Leadership pick.
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Hur behåller man sina talanger i företaget?

Posted in Aktuellt, Allmänt, Leadership / Ledarskap on October 26th, 2012 by admin

Striden om de bästa kompetenserna ökar för varje år som går.

Jag kommer ofta in på den diskussionen i mitt arbete med företagsledningar. Det handlar både om hur man ska kunna attrahera och behålla talanger. Allt fler företag mäter numera sin attraktionskraft (läs mer här) och det blir också allt vanligare att satsa på speciella program för att verkligen säkerställa att man kan behålla de talanger man verkligen vill behålla.

Enligt en ny undersökning just publicerad i Civilekonomtidningen är följande fem faktorer mest betydelsefulla för “talanger” om de skall stanna kvar i en företag / en organisation:
1. Utmaning i arbetet
2. Inspirerande företagskultur
3. Att kunna påverka och ta ansvar
4. Kompetensutveckling
5. Chans till nya roller inom företaget

Hur ser det ut just hos er? Vill du veta mer om hur du kan kartlägga detta, och andra avgörande interna faktorer för framgång, läs mer på www.3s.se här.

Beröm från chefen är viktigt, men ännu mer motiverande är …

Posted in Aktuellt, Leadership / Ledarskap on October 25th, 2012 by admin

Kollegerna motiverar mer än chefen. Positiv feedback från chefen i all ära, men det är beröm från kollegorna som motiverar mest. Det visar en studie från Linköpings universitet, där forskarna undersökt motivationen hos anställda inom vård och omsorg.
”Kollegor som ger varandra beröm, återkoppling och tips hur man testar olika arbetssätt och löser uppgifter, visade sig ha större betydelse på längre sikt än återkoppling från chefen”, säger en av forskarna, Tomas Jungert, till tidningen Arbetsliv. Och lönen då? Jo då, högre lön skapade också engagemang enligt studien – men bara kortsiktigt.

Källa: svd.se, oktober 2012
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Vill du veta mer om hur detta fungerar på er arbetsplats – kontakta 3S här

Lyhördhet är den viktigast chefsegenskapen i Sverige

Posted in Aktuellt, Fact Based Management, Leadership / Ledarskap on October 25th, 2012 by admin

Att chefen är en lustigkurre är inte viktigt för svenska folket. Desto viktigare är egenskaper som lyhördhet och tydlighet, visar en färsk undersökning.

Undersökningen Jobbkollen, som är utförd av TNS Sifo på uppdrag av annonssajten Blocket, visar att bara två procent tycker att det är en viktig egenskap att chefen är rolig. Lika få, 2 procent av de 1.200 tillfrågade, tycker att det är viktigt att chefen är snäll.

När de tillfrågade fick frågan vilka tre egenskaper de rankade högst kom lyhördhet på första plats, följt av tydlighet och pålitlighet. Bland männen rankades kunnande högst, medan kvinnorna ansåg att tydlighet var viktigast. Bland 18-24-åringar var det dock viktigast att chefen är rättvis.

De tre egenskaper hos en chef som anses sämst är inkompetens. På det området är både män och kvinnor rörande överens – en tredjedel av respondenterna svarar på det viset. Men bland den yngre gruppen är inkompetens nästan lika illa som att chefen är elak. Den äldre gruppen tycker dock att opålitlighet är värre.

Källa: DI.se, 24 oktober 2012
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Var femte svensk kollar sin jobbmail det första man gör på morgonen!

Posted in Aktuellt, Digitalisering / Internet on October 23rd, 2012 by admin

Börjar du jobba redan innan du har lämnat hemmet på morgonen? En ny undersökning visar att var femte svensk läser jobbmejlen det första han eller hon gör.

I juni i år gick Tysklands arbetsmarknadsminister Ursula von der Leyen till attack mot teknikens intåg i den privata sfären. Något som enligt ministern ökar stressen på de anställda som inte alltid längre kan skilja på arbete och fritid.

En undersökning bland anställda vid ett antal tyska IT-företag visade då att 88 procent av de anställda var tillgängliga via epost eller mobiltelefon också efter arbetsdagens slut, skrev tyska Financial Times.

En ny undersökning bland 1.200 svenskar i åldrarna 18 till 75 år visar att många läser sin jobbmejl också på fritiden. Enligt undersökningen, som utförts av TNS-Sifo på uppdrag av Blocket Jobb, har var femte person (20 procent) som vana att alltid kolla mejlen från sin arbetsplats det första de gör varje morgon.

Räknar man också in dem som svarar att de kollar jobbmejlen ofta innan de åker till jobbet stiger siffran till var tredje person eller 32 procent.

Var femte person i undersökningen säger också att de ofta eller dagligen kollar jobbmejlen innan de går till sängs. Undersökningen visar även att något fler män än kvinnor har svårt för att släppa arbetet trots att de är hemma.

Men många väljer också att låta fritid vara just fritid. Så många som 50 procent av personerna i undersökningen säger att de aldrig kollar jobbmejlen på kvällen och 40 procent att de aldrig gör det på morgonen.

I åldrarna 18–24 år svarar 76 procent, tre av fyra, att de aldrig kollar sin jobbmejl på kvällen och 60 procent att de heller inte gör det direkt på morgonen. Högre upp i åldrarna sjunker dessa siffror.

Undersökningen visar också att många inte anser att de hinner med sitt jobb under ordinarie arbetstid. 27 procent svarar att de inte gör det. 16 procent uppger att de förväntas vara nåbara också när de är lediga.

Källa: DN.se, 21 oktober 2012
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In todays competitive market situation it’s more important to be kind than clever!

Posted in Aktuellt, Customer care / Kundvård on October 22nd, 2012 by admin

One of the more heart-warming stories to zoom around the Internet lately involves a young man, his dying grandmother, and a bowl of clam chowder from Panera Bread. It’s a little story that offers big lessons about service, brands, and the human side of business — a story that underscores why efficiency should never come at the expense of humanity.

The story, as told in AdWeek, goes like this: Brandon Cook, from Wilton, New Hampshire, was visiting his grandmother in the hospital. Terribly ill with cancer, she complained to her grandson that she desperately wanted a bowl of soup, and that the hospital’s soup was inedible (she used saltier language). If only she could get a bowl of her favorite clam chowder from Panera Bread! Trouble was, Panera only sells clam chowder on Friday. So Brandon called the nearby Panera and talked to store manager Suzanne Fortier. Not only did Sue make clam chowder specially for Brandon’s grandmother, she included a box of cookies as a gift from the staff.

It was a small act of kindness that would not normally make headlines. Except that Brandon told the story on his Facebook page, and Brandon’s mother, Gail Cook, retold the story on Panera’s fan page. The rest, as they say, is social-media history. Gail’s post generated 500,000 (and counting) “likes” and more than 22,000 comments on Panera’s Facebook page. Panera, meanwhile, got something that no amount of traditional advertising can buy — a genuine sense of affiliation and appreciation from customers around the world.

Marketing types have latched on to this story as an example of the power of social media and “virtual word-of-mouth” to boost a company’s reputation. But I see the reaction to Sue Fortier’s gesture as an example of something else — the hunger among customers, employees, and all of us to engage with companies on more than just dollars-and-cents terms. In a world that is being reshaped by the relentless advance of technology, what stands out are acts of compassion and connection that remind us what it means to be human.

As I read the story of Brandon and his grandmother, I thought back to a lecture delivered two years ago by Jeff Bezos, founder and CEO of Amazon.com, to the graduating seniors of my alma mater, Princeton University. Bezos is nothing if not a master of technology — he has built his company, and his fortune, on the rise of the Internet and his own intellect. But he spoke that day not about computing power or brainpower, but about his grandmother — and what he learned when he made her cry.

Even as a 10-year-old boy, it turns out, Bezos had a steel-trap mind and a passion for crunching numbers. During a summer road trip with his grandparents, young Jeff got fed up with his grandmother’s smoking in the car — and decided to do something about it. From the backseat, he calculated how many cigarettes per day his grandmother smoked, how many puffs she took per cigarette, the health risk of each puff, and announced to her with great fanfare, “You’ve taken nine years off your life!”

Bezos’s calculations may have been accurate — but the reaction was not what he expected. His grandmother burst into tears. His grandfather pulled the car off to the side of the road and asked young Jeff to step out. And then his grandfather taught a lesson that this now-billionaire decided to share the with the Class of 2010: “My grandfather looked at me, and after a bit of silence, he gently and calmly said, ‘Jeff, one day you’ll understand that it’s harder to be kind than clever.'”

That’s a lesson I wish more businesspeople understood — a lesson that is reinforced by the reaction to this simple act of kindness at Panera Bread. Indeed, I experienced something similar not so long ago, and found it striking enough to devote an HBR blog post to the experience. In my post, I told the story of my father, his search for a new car, a health emergency that took place in the middle of that search — and a couple of extraordinary (and truly human) gestures by an auto dealer that put him at ease and won his loyalty.

“What is it about business that makes it so hard to be kind?” I asked at the time. “And what kind of businesspeople have we become when small acts of kindness feel so rare?”

That’s what’s really striking about the Panera Bread story — not that Suzanne Fortier went out of her way to do something nice for a sick grandmother, but that her simple gesture attracted such global attention and acclaim.

So by all means, encourage your people to embrace technology, get great at business analytics, and otherwise ramp up the efficiency of everything they do. But just make sure all their efficiency doesn’t come at the expense of their humanity. Small gestures can send big signals about who we are, what we care about, and why people should want to affiliate with us. It’s harder (and more important) to be kind than clever.

Source: Rarward Business Review, August 23, 2012
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Miles Davis, jazz och ledarskap

Posted in Aktuellt, Leadership / Ledarskap on October 21st, 2012 by admin

Vad Miles Davis kan lära dig om ledarskap?

Vad gör bra ledare? De im­­proviserar. De är påhittiga och tar risker, utan att vara tvärsäkra på hur det ska gå. De förhandlar med sina medar­betare och ser framåt i stället för att älta misstag. De skulle, med andra ord, kunna bli grymma jazzmusiker.

I nya boken Yes to the mess beskriver jazzpianisten och ledarskapsforskaren Frank J. Barrett hur jazzigt fritänkande gör dig till en bättre chef.

1. Experimentera. Vägra vara försiktig i ditt beslutsfattande. Våga testa och tänk att du lär dig i farten. Upptäckarlust framför allt!

2. Lyssna. Jazzmusiker tänker nytt men utgår från det som sitter i ryggmärgen. För att lyckas i framtiden gäller det att vara öppen för dina medarbetares erfarenheter och kunskaper. Allting handlar om att lyssna.

3. Uppmuntra solon. I jazz­band får alla medlemmar spela ett solo då och då. Låt alla medarbetare skina själva – utan att bli avbrutna – och låt dem agera på solokvist så ofta det går.

4. Provocera fram nya färdigheter. Miles Davis hade en fantastisk förmåga att upp­­täcka nya talanger hos sina medmusiker – och krävde att de bröt sig loss från gamla tankesätt. Chefer som vågar rasera medarbetarnas komfortzoner kan förvänta sig kompetensutveckling utan dess like.

Källa: Chef.se, oktober 2012
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Hjälper verkligen bonusar?

Posted in Aktuellt, Allmänt on October 21st, 2012 by admin

Tveksamt om bonusen hjälper.

Rörlig lön har blivit ett populärt sätt att motivera personal, och allra mest så bland ekonomer. Till exempel har runt en tredjedel av alla civilekonomer rörlig lön, enligt fackförbundet Civilekonomerna. Men effekten är ifrågasatt. Sven-Erik Sjöstrand, professor vid Handelshögskolan i Stockholm, säger till tidningen Civilekonomen att det inte går att belägga att bonusar har någon positiv effekt. Däremot är det tydligt att de medför risker för fiffel, menar han.
Och Myra White, som undervisar i ledarskap vid Harvard, pekar på att anställda snabbt vänjer sig vid penningbelöningar. Hon lyfter fram exemplet julbonus, som blivit något av en standard i USA. Motivationseffekten har försvunnit – men tar man bort bonusen, kan man räkna med arga medarbetare.

Källa: SvD.se, september 2012
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Six keys to a successful recognition program

Posted in Aktuellt, Leadership / Ledarskap on October 20th, 2012 by admin

In a formal recognition program, criteria are important so that employees know exactly what change or improvement you seek. So are additional factors that make a formal program achieve its purpose. These are the components that must be present if the program is to achieve its goals and avoid making employees upset and demotivated.

Establish criteria for what constitutes performance that is worthy of an award.
If the actions and behaviors requested are not measurable, verbally describe the desired outcomes in word pictures that are so clearly described that employees can share meaning with you on them. Where possible make the criteria measurable. But don’t let your desire to measure cause you to pick a measurement that is not related to the key behavior you want to encourage. Sometimes what you most want from an employee is not measurable.

All employees who do the same job, or who work for the company, depending on the nature of the award, must be eligible for the recognition.
If a manager is ineligible, all managers must be ineligible, for example. It is not in the best interests of your overall company goals and culture if one or two departments offer a formal recognition program that leaves others out if they are doing similar work.
On the other hand, if only your production unit needs to improve production and quality, the rest of the company should not participate in the program. If the goal is to increase the helpfulness and service orientation of a call center, only call center employees should participate.

The method of recognition must inform the employee about exactly what he or she did to merit the recognition.
Your goal is to encourage more of that behavior from your staff, so sharing the recognition publicly is good practice.

Anyone who performs at the level stated in the criteria should receive the reward
If you want to limit the recognition to one employee, select a fair method for deciding which qualifying employee will be rewarded. For example, if 20 employees meet the criteria, place all qualified names in a drawing. Do not make the mistake of allowing a manager to pick the winner from the people who qualified. It changes the nature of the recognition program and leaves it open to charges of teacher’s favorite, a practice that negatively impacts the morale of most employees.

You can’t change the program midway into the covered time period either. For example, you realize that you have 50 employees who have met all of the criteria for this week’s reward. You need to follow through, as promised, and award all 50, if that was the program. You can introduce the idea of a drawing for the next week’s award. But, employees who work to exhibit the behavior requested need to know in advance how you will handle the award.

In one client company, 37 employees qualified for a $50.00 check for doing something above and beyond for a coworker. The formal recognition committee recognized they were going to give away their annual budget in just a few weeks so they examined their criteria for awarding the check. They also implemented a drawing.

The recognition should occur as close to the event as possible so that the recognition reinforces the behavior the employer wants to encourage. (I am not a fan of monthly and annual formal recognition, for this reason.)

You need to accompany the formal recognition with an official letter or a handwritten note that reminds the employee why he or she received the award in detail. Employees cherish these notes forever. When the money is spent and the treat has been eaten, you have given them something substantive to remind them they were recognized and rewarded.

A formal recognition program has special challenges that your informal methods don’t have. But, each has their place in a company that wants to provide a work environment in which employees fell recognized, rewarded, and thanked for their efforts and contributions.

Source: Humanresourscesabout.com, October 2012
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