Top Workplaces – What Is the Competitive Advantage?

Posted on April 20, 2012 by Aszure Grimes

Recently, WorkplaceDynamics released their annual survey of over 20,000 employees from almost 100 workplaces in Central Indiana to determine what is critical to dynamics in the workplace – 2012 TopWorkplaces. (I’m proud to congratulate a long-time client of ADVISA, and myself, Schmidt Associates, for being noted a TopWorkplace this year!) Tracking performance of participating companies over the last 5 years, they’ve found a trend.

There are 3 traits driving company performance:

People are in on the organization’s direction and its values
Employees are executing well
People feel connected to the company

Among those surveyed, organizations with the above are outperforming last year’s market by 12%. “The latest thinking is that organizational health is the competitive advantage“, says WorkplaceDynamics CEO, Doug Claffey.

If this is the competitive advantage, as I also am confident it is, how does an organization achieve it? How do these organizations go about ensuring everyone is in on the direction; work is well executed; and people are connected?

The answer is a simple one: Organizational health is a priority. These companies realize that their people get the job done. How they perform determines their profitability. “Healthy” companies don’t take this for granted and view their people as an investment, not an expense.

To conduct a quick “health check-up” on your own organization, answer these two questions:

Does your organization have a “direction” or strategic plan for employees to connect to? A strategic plan provides the big picture focus that permits employees to understand how their contribution impacts the company. Without this, employees can feel disconnected and adopt a “Who cares?” attitude.

Are your organization’s values communicated clearly in both word and actions? To do so can provide your employees the confidence to delegate more often. When faced with a challenge, they know what matters in your organization – what the company will and won’t do. A strong base of confident employees can lead to more individuals stepping up with new ideas and innovation. It also builds trust among team members. Performance and execution improve. And, so does profitability!

How do I know? This is what we do at ADVISA. We help our clients achieve organizational health by creating an organizational plan and communicating that vision; improving employee productivity and engagement; and increasing sales and performance. Getting measurable results is what we do. Being a TopWorkplace doesn’t just sound good. It’s profitable too.

Yes, you’re growing! But…ugh.

Posted on December 20, 2011 by Aszure Grimes

You are growing! The company is getting bigger, and business has been booming! What could be better? There isn’t a cloud in the sky and life is nothing but rainbows and butterflies. Okay, maybe that isn’t completely true. But, there are worse problems to have than a company that is growing a little too fast or being a little too busy, that’s for sure. Yet, like anything, exponential growth does come with its own unique set of challenges.

The solution, of course, isn’t to slow the demand for what you’re supplying. Instead, I ask you to take a look at what I’ve seen in my work at ADVISA to be the top issues a growing company faces and see if they apply to yours. You may have thought there was nothing to be done about it – simple growing pains. Or perhaps you haven’t slowed down long enough to give it any thought. Because of the reputation you’ve taken great care to build; the talent you’ve cultivated and courted; and all the vacations you don’t take anymore, I’d say it’s worth your time.

Stop, Drop & Roll! – Everyone always runs around with their hair on fire. This is standard practice. Because the focus is always firefighting, there isn’t an opportunity to try out new ideas; handle what’s important, but not urgent; and look at the long-term direction of ….anything. Despite all the hours everyone is putting in, there’s a drop in effectiveness, efficiency and productivity. Solution: Leadership takes the time to pause. You have to get a handle on your long-term vision; if you have who and what you need to reach that destination; and what your obstacles are. Creating a strategic plan is a must.
Who are you and what do you do here? – No one is clear on anyone’s role anymore. There is a lack of coordination between roles and departments. People don’t know or trust each other so the concept is, “I’ll do it myself if I want it done right.” This leads to a decrease in collaboration and increase in insecurity about my job stability. I perceive that no one knows what I do or appreciates my work. The impact of my work on the whole isn’t visible to me. My loyalty becomes more to my team or department than the company as a whole. Solution: Create an organizational design structure with clearly defined roles that align with where the organization wants to go, and ensure that key leadership communicates on a regular basis.
Why aren’t we making more money? – The place is buzzing 16 hours a day and profits begin to flatten or (gasp!) decline. Why? Being reactive, as opposed to proactive, becomes expensive. Turnover is a big one. People burn out and despite all the time working, employee productivity is down and the cost of employee recruiting goes up. A lack of follow up is another. Plans are made, but things just aren’t getting done. There are managers everywhere but the really good managers are harder to point out. Checking items off the task list gets confused with managing. Employee development programs, training for managers, and trying out new ideas became “back burner” concepts to all of the firefighting. Solution: Once you decide where you want to go, and align your organizational chart to getting there, assess your talent. What is the performance of management like now? What is their potential? Compare the cost of increasing management skills of front-line management to the cost of not doing so. Think of it like car maintenance – it’s never convenient. But, you spent way too much on the car itself to risk having to replace it because you’re too busy, or it costs too much, to get the oil changed.

When we consider business, growth is good. In fact, it is great! There are simply new responsibilities that can come along with running a successful business. Take a moment to hit pause. Talk to ADVISA about how to assess the situation and properly assess whether you, and your people, are in alignment with where you want the company to go. Are you doing what it takes to get there? Let’s talk about how to make sure that you can continue to maintain what you worked so hard to achieve.

Better Job Market = More Options

Posted on July 27, 2011 by Aszure Grimes

Now that the economy is on the upswing, the job market has improved somewhat. What does that mean for you as an employer? There are more options out there. Now, I’m not implying that jobs are growing on trees. However, compared to what it looked like a year or two ago, the climate is indeed better. Let’s make sure we don’t only view this from the standpoint of our recruiting metrics and ramping up our new manager training, but also focusing on top talent and those with performance potential. Can anything be done to determine where you stand? Yes. First, assess if there is work to be done in improving employee morale. An anonymous assessment that systematically collects the right data can measure employee morale, loyalty, along with the percentage of your team that is at risk and to what extent. You won’t know exactly who is considering jumping ship. But, you will have accurate data that can’t be obtained otherwise. Consider it a check-up. If improving employee morale is an issue, a strategy to address it can be created and implemented. If not…whew! Breathe and sleep more easily. You may be uncertain if gathering this information has true value. Yet, when you look at the potential costs associated with inaction, assessing employee morale as a preventative measure seems like a pretty good idea, no?

How Can Human Analytics Improve Sales Performance?

Posted on May 23, 2011 by Aszure Grimes

If you have ever been in sales, you’ve probably been through some form of sales training. And, it may or may not have increased your sales. If you manage a sales team now, you may be wondering about improving sales performance, but don’t think anything will help as you reminisce about the sales training curriculum from your past.

When it comes to training sales people, what works?

Effective sales training won’t pretend to be a “silver bullet.” But, it should be able to provide core skills that can better uncover client needs; provide solutions that meet those needs; and create value from the client’s perspective.

Where in the consultative sales process could your sales people improve sales skills?

Fortunately, this can be determined! Human analytics, in the form of a sales assessment, can provide you actual data about the skills your sales people have at each stage of the sales process. ADVISA recommends the SSAT, or Selling Skills Assessment Tool™, to do just that. This tool provides answers to questions such as: Are my sales people presenting solutions before fully understanding the client’s needs? Or, are they asking questions to assess needs before trust & credibility have been established? Without assessing your sales team’s current skills, you could be providing training focused on areas where they are already strong, never improving the areas where they are not.

What makes this data so useful?

The data provided by the SSAT will give you concrete information on strengths and areas of growth for training, coaching and management at three levels; sales force, client defined group and individual. This metric lets you look at everyone individually and comparatively. It can help remove the mystery from: “Why can’t my salespeople close?” The data guides you to focus training and coaching in skill areas where growth is needed, and also permits you to further sharpen those areas where your team is already strong. And, now, you know exactly which area is which.

If you’d like to learn more about how human analytics can provide you with data to improve your sales production, contact me.

If You Want the Right Answer, Don’t Ask the Wrong Person

Posted on March 17, 2011 by Aszure Grimes

Ahhh…good intentions. They can bite you in the “you know what” and probably have on more than one occasion. For some reason, we like to think that good intentions or just performing the act itself will be sufficient. It makes us feel better. And, we even have the nerve to act surprised when the result isn’t what we had hoped it would be.

Why do we ask our mechanic for stock tips and our accountant for advice on the rattle our car is making? Why do we ask our five year old what they want for dinner and act surprised when they say ice cream? Exactly, we shouldn’t.

“Well, you told me to start seeking advice…” Yes, but, consider the source. One of the reasons organizations find human analytics so useful is that it can take some of the guesswork out of decision-making when it comes to your people. Whenever you find yourself asking, “Why isn’t our strategy working?”, the next question should be “Did we consider the human factor?” People are funny and complex, as we all know. And, those good intentions (my mechanic really thought he was giving me good financial advice) are not always enough.

Human analytics, a compilation of data about the people in your organization, can be utilized to strengthen your organization and answer tough questions about how to motivate employees; making targeted recruiting metrics; help with managing difficult people; improve employee productivity and creating an organizational design structure to take you where you want to go.

What data do you need? How do you obtain it? Once you get it, how do you ensure that you are applying it properly to resolve your unique business challenges or to achieve your company’s goals? I’m glad you asked. While I can’t answer your questions in this blog, I’d love to schedule a time to talk with you about it.

That’s what we do at ADVISA. We ARE the people with those answers.

Do You Ride the Curve or Get Ahead of It?

Posted on March 10, 2011 by Aszure Grimes

I’ve been in two meetings with CEO’s over the past few weeks to talking with them about future plans for their organizations. Both of them are about the same age, with retirement on the horizon, and both conversations are about the “tough stuff” and successful strategic planning. What are the strengths of my company? Where are we threatened by the competition and market changes? Does our organizational design structure support where we want to be five years in the future? What do we know about that future and what is uncertain?

There was a big difference between these two CEO’s. One, is looking for answers to these questions – now. Strategic planning implementation began months ago and they are devising a tactical plan to ensure that they get from “A” to “B”. People in the company will know what part they play and own it. Where needed, they are looking to improve sales skills, training for managers, leadership development courses and this includes a succession planning process in case they were hit by the proverbial bus. Who would run the company and continue the legacy has been determined. For them, I’m confident and it’s really exciting to see.

For the other, I’m genuinely concerned. Changes in their market and industry are, in this CEO’s mind, reason to prohibit strategic planning implementation. Because they are uncertain about shifts that may take place, this CEO wants to “sit tight”. Some may agree. I, however, do not.

This organization is already feeling the squeeze. Who hasn’t? The economy has been brutal over the past few years. Yet, a lack of successful strategic planning to remain flexible, as opposed to stagnant, could cost this CEO his company. And those who recommend otherwise, will simply find another job and move on. What this CEO spent their life building could be gone because the foresight wasn’t there to remain agile and create organizational alignment to their existing options; along with creating new ones.

If you find yourself without a successful strategic plan; one that is “only in your head” and your people aren’t aware of; or is collecting dust on a shelf as opposed to your compass for doing business and decision-making, the time is NOW. Do I hope you contact me? Of course. But, you need to contact someone capable that you trust. It’s that important.

Table for Two, Just Me and My Ego

Posted on February 16, 2011 by Aszure Grimes

In a discussion with an executive about the succession planning process and career pathing when grooming someone for a key C-level position, we began talking about 360 assessments. At ADVISA, we always pair the 360 assessment with coaching to maximize the use of the data. “Is that actually helpful?”, he asked. You bet. I shared that I personally had been through this anonymous leadership skills assessment and coaching several years ago. And, boy was it needed, at least according to some. Perception is reality when it comes to these matters. He wanted to know what I actually learned from it. Frankly, I learned what it was like to work with me from the perspective of those around me. If employee engagement matters to you at all, and considering its affect on your bottom-line it should, this was important information.

Now, was I the worst person ever to work with? That depended on who you asked. I don’tego think so, of course. But, again, their perception was reality. To some, I was a great addition to the team, both professionally and personally. Great! To others, I was a thorn in their side. Maybe, even a reason for one person in particular to consider another job. Oh no! They simply needed to understand the level of urgency with which I worked; that this was an opportunity I had every intention of maximizing and if they didn’t derive the same satisfaction from success that I did, well….you get the picture.

There are so many important elements to navigating and achieving success. One of these, is managing our ego. Often, the more driven and self-motivated we are, sometimes, the less time we take to stop and ensure that our own agenda indeed has organizational alignment. And, to consider the impact on those around us who also have a right to be there and a job to do. Can we learn how to supervise people or even compete without leaving “dead bodies” in our wake? Can we gain work satisfaction without compromising it for our colleagues driving them out? Yes.

If your ego is your only friend at work and you both wonder, “Why isn’t our strategy working?”, maybe it’s time for a new one. Now when I dine alone, people actually want to join me….and there’s room.

Increased Accountability = Less Stress

Posted on February 1, 2011 by Aszure Grimes

In talking with a manager about the difficult time they have taking a truly restful vacation or enjoying a weekend without worry and interruption, it became clear who was responsible for everything at the end of the day. It was him. Is there anything that can be done? Yes!

Unfortunately, good intentions when it came to supervising employees to ensure that everything was done correctly had left them relying too heavily upon their manager. He tells them what to do, yet it still isn’t being done properly. Employees are unprepared for meetings, even after receiving instruction about what is expected. Is he just managing difficult people? Do we have an issue with staff motivation and work satisfaction? These are possibilities with some of his employees. However, right now, we don’t know which employees are unmotivated and who simply lack leadership training and development. If you are having difficulty holding employees accountable and want to improve employee productivity so that you can spend time with your family and don’t develop an ulcer, consider the following when thinking about leadership and management training:

1. Ask, Don’t Tell – When we’re looking to develop future leaders, we want people who are capable of problem solving, teamwork and eventually helping others reach their potential. Asking them for their ideas and perspectives helps to them to develop and grow while providing you insight into their improvement over time.

2. Know Your People – There are several ways to gather this information and we always recommend multiple data points. Consider personality assessments or behavioral assessments to improve your ability to communicate and understand how to motivate employees. Yet, nothing takes the place of talking to them.

3. Know Yourself – What kind of approach do you take to managing your team? What is their perception of you as a manager or leader? When it comes to the relationship, “perception is reality”. A 360 assessment, which provides you candid, confidential feedback from your employees can help provide a clear picture of influences on work satisfaction, staff motivation and other potential issues.

Managers should be able to count on their employees and hold them accountable for their responsibilities. More likely than not, your team wants to be engaged, contribute fully and grow. Often the question is simply, “How?” Let’s talk about creating a successful strategy for business leadership training at your organization. Employees fulfill their potential, your business and bottom-line benefit; most importantly, you get your weekends back.

3 Tips to an Even Better 2011!

Posted on December 30, 2010 by Aszure Grimes

What does it take to improve? I mean, how do you become a better boss, employee, sales manager – whatever – in 2011? Maybe, you are just getting started on a personal plan. Or, have been wondering for awhile, why isn’t our strategy working? Consider this:

1. Don’t underestimate the importance of motivation. - This could be in reference to your personal motivation if you are trying to improve or that of your employees. People must be motivated to make any changes or improvements you are seeking. Are there obstacles that can be removed or minimized to prevent interference? Is there an emotional appeal to this improvement or is it “just because”? That tends not to be enough when presented with a better offer, like a beer with friends or a round of golf.

2. Who wants it? - This may seem like a silly question…at first. But, when we face changes that are made based solely on the observation and motivation of others (see #1) we tend to give up at the first sign of adversity. Managing difficult people is part of managing people. Constantly improving sales skills is part of selling. You get the idea. And, if they derive work satisfaction from their role as a whole, then this is feasible – if not always fabulous. Predictive Index® is a personality assessment that can help increase the likelihood of hiring the right person for the right job.

3. Small bites are best. – Taking on a big project for improving sales performance or employee development programs is great if you’ve successfully completed one previously. If not, seek assistance from a professional and plan it in phases. Feeling overwhelmed and worrying about writing a new leadership development curriculum and how you will appear to colleagues is not a good idea, even if your intentions were noble.

How Do I Hold My People Accountable?

Posted on December 10, 2010 by Aszure Grimes

In more than one recent conversation, the topic of accountability has come up. Many wonder, “How do I hold people accountable, without compromising employee engagement? Is it possible to do this without my people hating me?”

There has to be a way, right? Yes. But, when it comes to training for managers and training for supervisors, this is often overlooked in discussions on how to supervise people. “Ask, and they will do”, is not sufficient leadership training and development for managing difficult people or successfully holding people accountable.

A few tips at holding your employees accountable without sacrificing employee engagement:

1. Know Your People - For this, you need data. Personality assessments can give you insight into the unique, individual needs of your team. And, don’t forget to talk to them. How else will you find out their favorite football team or what little Jimmy’s getting for Christmas?

2. Know Yourself – When determining how to supervise people, it’s best to take a look at your natural management style. Do you tend to be more of an authoritative leader who “tells” employees what you want done? Do you “sell” the new concept? And, does it lend itself to improving employee moral? A leadership skills assessment can increase your self-awareness and give you insight into how your leadership style is working for, or against you.

3. Clear Roles & Expectations – Employee productivity and employee engagement are higher when everyone knows what they should be working on and when. This also requires clarity on how success will be measured and defined. It’s virtually impossible to hold anyone accountable without a benchmark. Balanced scorecard metrics help with this step.

4. Regular Feedback – “How am I doing?”, is a frequently asked question in the mind of engaged employees. They care. Thus, they put effort into their work. Great! That’s what we want. Maintain that staff motivation with feedback. Employee development programs can create the structure needed. But, making time to provide feedback is always a responsibility of leadership. The data gathered from the behavioral assessment can provide direction on delivery.

5. Culture – With employee engagement and accountability as known priorities in an organization, they’re more likely to be focused upon. If they are part of the culture and organizational alignment, everyone from the top to the front-line will put more effort into holding everyone accountable.

If you have additional questions about how to turn ideas into action and accountability, let’s set up a time to discuss your individual organization.

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