During a session with a culture change client, the organization’s president had an epiphany: “For 30 years I thought my job was to manage processes and results. This culture change journey has helped me redefine my job – to manage people’s energy.”
Cornell University professor Dr. Tony Simons’ powerful article, “The High Cost of Lost Trust,” appeared in the Harvard Business Review in 2002. In that piece, he described his team’s efforts to examine a specific hypothesis (“Employee commitment drives customer service”) in the US operations of a major hotel chain. They interviewed over 7,000 employees at nearly 80 properties and found that employee commitment drives customer service, but, most critically, a leader’s behavioral integrity drives that and more.
Over 30 years ago I had a conversation with a teenager that caught me completely off guard – and reminds me of a valuable principle to this day. While I have a very well-honed skill for catching people doing things wrong – if I want to be an effective leader, I need to catch people doing things right. I work on this every day, with clients, peers, and bosses – greatly because of the jumpstart this conversation gave me.
If you’re like most managers we work with you just don’t have enough time. Your open door has become a revolving door of employees bringing you problems that need solving. So how do you turn these problem-bringers into problem solvers?
People don’t hate meetings. They hate bad meetings. And there’s a long list of reasons why so many meetings are bad: there’s no decision to be made (it should have been an email; there’s no agenda and the meeting goes in circles; no one clarifies the action items and nothing gets done; you invited the wrong people and everyone’s multi-tasking; the list goes on an on.