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3 songs you crossed The line of manipulation – Heather Stagl

MARCH 8, 2011 BY HEATHER STAGL 1 COMMENT
It’s a question that every change agent probably grapples with at some point: Is organization change really just a form of manipulation? After all, an individual or small group of people deciding to influence a larger group to change the way they work seems a little bit presumptuous. What gives you the right to determine what everyone else should do and then figure out how to get them to do it? Isn’t that manipulation?
At the same time, organizations don’t work without people focused on improving them. Without someone to influence large numbers of people to change in the same direction, an organization would devolve into chaos. Perhaps there would be some local optimization, but not a cohesive overall strategy. Unable to adapt, an organization without change agents would eventually fizzle away.
Manipulation and influence are two sides of the same coin. Influence, on the bright side, helps others improve and adds meaning to their work. It brings people together with a common purpose to bring order to the organization. On the dark side, manipulation implies deception or unfairness. It’s the art of tricking or coercing someone into doing something they would not otherwise do. Unfortunately, it’s not always easy to tell on which side of the coin you are operating.
The difference between influence and manipulation comes down to your personal motivation as a change agent – real and perceived. On one hand, manipulation is defined by the person being influenced. If someone feels they are being manipulated, then you are most likely manipulating them – even if that is not your intent. On the other hand, you can still manipulate someone without them knowing it.
The following are three signs you’ve taken influence too far:
The only way to get people to make the change is to trick them. For example, if you are hiding information from others because they would not choose to change on their own if they knew it, then you are manipulating them. If you deceive someone into taking an action that is not in their best interest, then you’ve crossed the line.
You plan to implement the change, no matter what. If you dismiss or ignore every concern that you hear about the change, you have taken change advocacy too far. Moving ahead without regard to other people’s experience, emotions, feedback, or hesitation is a sure sign you are bulldozing them. With your one-track mind, whatever ways you use to influence will be viewed as manipulative.
You are serving your own ends. Be honest: Are you implementing this change for your own personal glory? If you only seek to advance yourself instead of improving the organization, then your motivation for influence is suspect. Using people for your own benefit is the ultimate manipulation.
To avoid manipulation, honor people and treat them with respect. It is not necessary to use insidious practices to influence change. For the ultimate test, ask yourself: Would you want someone else to influence you with the same methods you’re using?

Little known true leader that changed the company into great performance

Darwin E Smith, ex CEO Kimberly-ClarxDo you know Darwin E. Smith? I bet you know people like Jack Welch or Lee Iacocca. But who is Darwin E. Smith?

When he was appointed ceo of Kimberly-Clark in 1971, he just was the companies lawyer. Shy, never in a leading position but willing to work. He was even pullee aside by one of the directors, saying that he really lacked some of the qualifications to become CEO. Nevertheless he was appointed and he stayed CEO for more then 20 years.

At that time, kimberly-Clark was really struggling in the paper products market with harsh competition like Scott Paper and Procter & Gamble. Darwin turned the company outperforming companies like Hewlett-Packard, 3M, Coca-Cola and GE. The generated stock returns were 4.0 times greater than these companies in these 20 years.

How did Darwin lead?

He lead the company with a level 5 leadership. Level 5 leadership is a concept by Jim Collins and I will explain it briefly hereunder.

Level 5: Executive. The leader builds greatness to the combination of personal humility and professional will. Once when a journalist asked for his style of leadership he just stared back at the scribe from the other side of his thick black-rimmed glasses. He was dressed unfashionably and finally he said, “eccentric.”

How do you manifest humility? You credit others, external factors and good luck for the companies’ success. you act quietly, calmly and determinedly-relying on inspired standards to motivate.

Level 4 :Effective leader: He catalyses commitment to and vigorous pursuit of a clear and compelling vision; stimulates the group to high performance standards.

Level 3:Competent manager. He organizes people and resources toward the effective and efficient pursuit of predetermined objectives.

Level 2:Contributing team member. Contributes to the achievement of the group objectives, works effectively with others in group setting.

Level 1:Highly capable individual. Makes productive contributions through talent, knowledge, skills, and good work habits.

Now rate yourself on a scale from 0-10 for each of the levels! Be brutally honest with yourself and you can see where you are compared to Mr. Smith!

How many of your employees are inspired by your leadership?(infographic)

The Leadership Disconnect
So, did you already did this research in you organisation?
What if your leadership is as bad/as good as the others?
Do you wonder how you can improve your leadership?
For me leadership is “being able to develop a vision, implement it and sustain to it ” .
Now ask yourself  the following questions to see how you are leading:

  1. Do you have a vision?
  2. Are you a role model?
  3. Can you inspire this vision
  4. Can you challenge the process that helps to implement it?
  5. Do you enable others to act?
  6. Do you encourage the heart by gratitude?

Have your energy on all 6 elements and your leadership improves drastically!

The 3 most hidden secrets on how top companies attract and retain top talents.

According to a recent Monster study on employee loyalty, 82% of surveyed employees have updated their resume in the past six months. Moreover, a whopping 59% say they are looking for a job “all the time up to 50 % reports indifference or dissatisfaction on their current job.

These are all alarming facts to consider and should get the attention of managers on what people are busy with.

How do top companies like Google or Apple play that game?

First of all it is only fair to say that attracting people for these giants is a piece of cake. They really soak people to them, so they can easily take out the top talents out of it. To give you an idea, according to Bloomberg, in February 2011 Google got 75.000 applications for only 6.000 openings! That is a more than 1:10 ratio.

Now, holding them on board is a totally other game and if you can’t do it properly the costs of letting someone go and replacing him/her could cost you 250% of the year salary due to losing knowledge, inefficiencies at work, recruitment costs etc…

Usually, people speak about bonuses or perks in general. You can easily find the list of the top 100 companies forwho score best for each of them on cnnmoney.com.

But that is not what I would like to tell you about. Recent studies have unveiled that more and more people are not in for only money or perks as they used to be up till now. They need other things to stay.

Daniel Pink, one of my favourite authors writes in his book ” Drive : the surprising truth about what motivates us” that there are 3 elements to take into account when you want to get employee loyalty and identification with your company.

  1. Autonomy: People want to decide for themselves how, what, with whom and where they want to work. It is astonishing to see students succeeding on campus in their own way. They decide when to go to class, they decide whether or not they go to some social event and how frequently they do it and they decide when to learn for exams or other projects. When they graduate, suddenly they are forced into a clockwise scheme of companies that says to them when to arrive, where to work, with who and so on. This really frightens them and it isn’t fruitful after all. Studies already showed that this isn’t helpfull to foster creativity nor does it generate employee loyalty. Best Buy got the idea for its headquarters and started a program called R.O.W.E, Results-Only-Work-Environment. People get to choose for themselves where they work, when they work, with who etc. this enabled the company to raise productivity at the headquarters with 25 %. Employee turnover crashed to an all time low for the company. People are very reluctant to leave the company because they know this “employee-driven” environment is so unique.
  2. Purpose: Connection with a greater good. In general people want to know where they do it for. People are purpose seekers, so you should enable people to connect to a greater good that reunites them. Therefore having leadership trainings, mission statement trainings etc…are of the greatest importance for companies and it will get even more important in the future, considering that generation X, who is entering the employee market, is really demanding this.
  3. Mastery:People want to experience that they grow. Never forget that when you are good in something, that in general you really adore what you are doing then. Loving what you do and getting better at it go hand in hand. Coached practice gets perfect! People in general know more and more that being busy is not enough. You should be busy with the right things and you should get the opportunity to grow. This element requires coaching or mentoring, traineeships etc…

Therefore, companies should focus on these 3 elements to retain there people. Strategies to empower autonomy, purpose and mastery are attainable for big and small companies. Perhaps that is the best news for all those Small and Medium companies amongst us.

So, what is the next big thing you are going to do to retain your employees?