company culture

How to avoid becoming your company’s biggest liability

Originally published on March 3, 2014 as a Guest Column in The Globe and Mail

notaliability

I was on LinkedIn recently when a news update popped up. In the story, a CFO asks the CEO: “What happens if we invest in developing our people and then they leave the company?” The CEO answers, “What happens if we don’t, and they stay?”

This vignette resonated with me: When I was a 20-something entrepreneur, I was that CFO. It’s not that I didn’t value my employees, but I was always cynical about investing in people who were likely to leave the company before our investment in their training and development had paid off. Now, as a 40-something entrepreneur and CEO, I’m happy to say that I have turned the corner.

Over the past few years, I have worked on culture, values and team-building than on any other part of our business, and it’s had incredible impact. Yes, the environment has changed. But I know the level of our employees’ participation, engagement and satisfaction have all changed, too – and our clients are the ultimate beneficiaries.

This is one of those ‘hindsight is 20/20’ or ‘if I knew then what I know now’ situations. As entrepreneurs, we come by our (lack of) strategic people skills honestly. When we start out, there’s only ‘me’ or ‘you.’ We founders do everything on our own, with no one to rely on but ourselves, which is the reason why it’s natural to put the ‘me’ ahead of the ‘team.’

But as the business grows, it’s important to recognize that it will take more than just you to get things done. It’s a big step to acknowledge that you’re not going to be good at everything. It’s an even bigger step to realize that if you don’t broaden your perspective, and understand the areas where you need support, you could become your company’s biggest liability.

Recently, I took it upon myself to ensure that this wouldn’t happen to me. I completed a straightforward behavioural assessment that involved 10 minutes of reacting to words that best (or least) described me. Going in, I was reluctant and dubious, wondering how such a brief test could summarize a lifetime. To my surprise (and perhaps chagrin), the assessment hit the nail on the head. The results declared me to be assertive, competitive, direct, driving and forceful. Not bad for a leader and entrepreneur. But not necessarily good for someone who should be participating in HR leadership and detail management.

What an entrepreneurial wake-up call. There were actually some things that others could do better than me. Imagine my shock! The bottom-line is that this tool – this awakening – has set in play a process that will help me focus on the strengths I bring to the business, and help me attract and build a team that complements not only my skills, but those of each other’s.

Want to make improvements in your own company? Here are the three key areas that will make or break your business: attract, retain and perform.

To attract the best people, successful organizations must have a brand that speaks to talented prospects who align with the company’s goals and values. To compete for talent today, companies must satisfy workers’ desire for a complete experience, not just a job.

With select employees now in place, winning companies turn their attention to ensuring these people stay. To retain great people you have to deliver on the brand promise you made at the hiring stage. Organizations must get to know their employees as individuals. Know what each worker needs to succeed, and give them the tools and the environment to be the best they can be.

The final and perhaps most significant opportunity is perform. Are your employees the best in the business? Are they constantly coming up with new ideas on how to do their jobs better and move the organization forward? Your leadership, shared goal-setting, and ability to promote the right behaviour are the biggest single influence on your organization’s ability to perform.

Through a culture of continuous innovation, leadership development, team effectiveness and employee engagement, organizations can measurably boost alignment and performance. But it all starts with you.

So nudge your ego aside, and make room for some company at the top of your company.

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Treat the Interview Process as if it is Your Business

1-2-3 of Interviewing

Recently I was asked for insight on how someone can find the right job and be happy at it.  To be most successful, I think that people need to act more like internal entrepreneurs.

It starts when you are looking for a job.  You need to treat the interview process as if it is your business – you need to have a plan, demonstrate drive, understand the customer’s need (in this case the Hiring Manger) and sell yourself as the solution.

Here are a few tips that I’ve found valuable in job searches I’ve done from both sides of the desk:

One – As an applicant you have a personal brand.  Who do you want to be known as?  You need to be clear on what you stand for and stay true to that in the interview process.  Don’t just tell the interviewer what you think they want to hear.  The down side of not being true in an interview is that if you get the job you will have to be an academy award winning actor to keep it and will need to do so by being something that you are not.

Two – Ask meaningful and well thought out questions.  Think about what is important to you and interview the company on how they stack up.  Some of my favourites:

  • Why do people leave your company?
  • What will success in this role look like in 12 months?
  • What does a bad day at this company look like?
  • How would you describe the culture?

Asking questions that both affirm the good and investigate the not so good will help provide a perspective of what your job may look like after the honeymoon phase and as an employee what you may be getting yourself into. The depth of the questions you ask also shows a high level of interest and judging by the company’s response will give you insights into what they value.

Three – Think about your next position after this job.  It sounds a bit counter intuitive to be thinking about leaving this company before you even have the job but ask yourself how you will explain in future interviews making the move to this role.  If the answer isn’t one that feels right or fits in with your desired career progression then by discovering this in an early stage of the interview process allows you to change course if needed.

So, don’t just find a job. Follow these one, two, threes of interviewing to achieve your next career-building position.

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Will Your Next Hire Help Your Brand or Hurt Your Brand?

In our day-to-day lives, we have all had memorable moments when we’ve had wonderful, helpful service and also occasions where customer service was so dreadful that we’ve wondered what the company was thinking when they hired this person.

As a marketer, my job is to think strategically and creatively on my clients’ behalf and recommend design, communications and customer experience opportunities to help them build their brands.  So, why am I about to stick my nose into the human resource department?  Because often your human resource team members may be disenfranchised during the branding process even though they’re the people who are hiring and indoctrinating your brand ambassadors.  They’re also the keepers and distributors of your corporate culture and behaviours, essential building blocks of your brand.  Kim Vogel, an experienced strategist says  “When HR is closely partnered with the business it creates consistency of message, produces company alignment and leverages an organization’s people resources to their fullest potential.”

So, how do you include human resources in the branding process?

First… encourage them to hire people whose values mirror your brand values.  Your recruiters are often at the mercy of job descriptions which emphasize credentials ahead of character.  Just because someone has a Fortune 500 company on her resume doesn’t make her a good fit with your culture or brand.

Second… support HR with internal communication that’s as well thought out as your external messaging.  After all, your employees are the ones who have to make your brand come alive on the front lines as they work with your customers.  There’s nothing that can kill a communications campaign faster than lax execution.  Let everyone in your organization know that they have skin in the game when it comes to branding.  And third… encourage dialogue between the people who communicate your brand and the people who deliver the brand experience.  They’re the employees who are closest to your customers.  When they have the tools to excel, so will your brand.

With the recent addition of Kim Vogel to the Spyder Works thought leadership team, look for more posts and blogs on strategic people practices in the near future.

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