Engagement Matters

Government Official Accused of Cover-Up....

Agency Head Pleads Ignorance on Actions of Subordinates....

$1.2M spent on Operators of Fully-Automated "Members Only" Capitol Elevator....

Can we all agree that leadership in government agencies at all levels matters today more than ever?  It is unquestionably a challenging environment -- shrinking budgets (at least at the state and local level), an increasingly disengaged workforce, and disparaging comments from all sides.  But aren't these the conditions in which proven, effective leaders have to step up?  Come on, people.  We are better than this!!!  Where are the LEADERS???

Federal Times had an article last month that suggested that over half of federal workers in some offices were looking for an exit (see the article here).  Now, before you applaud and wish them farewell, let's look at this another way.  These people are, for the most part, just like the rest of us, just as capable, and just as well educated.  I've worked with many of them and they are mostly solid professionals who want to do well, serve their communities, and take care of their people.  Losing half of them and then having to hire and train replacements is not the solution.  If you are hoping for greater efficiency -- that is not the answer!

What we need in government are real, no kidding, leaders!  Leaders who know the importance of the mission and do not quit until they've met it.  Leaders who don't make excuses and who hold themselves and their people accountable.  Leaders who don't think "Bigger is Better" but rather that "Better is Better."  Leaders who measure their output not by the size of their budget or their department but rather by the satisfaction of their customers, their speed of delivery, and the value (output/cost) of their deliverables.  Leaders who take care of their people, deal with conflict, manage priorities, coach for performance, and invest in the growth and development of their people.  Is this too much to ask?

The Federal Times article points to general dis-engagement among the workforce:  “When people are not engaged, they are looking for other jobs, and when they are looking for other jobs, they are not giving their discretionary energy to accomplish the organization’s goals and objectives.”  In other words, I'll put it this way...IT'S THE LEADERSHIP, STUPID!

If dis-engagement is the problem, then leaders have a direct responsibility to address the problem.  Fast Company, in "The Costs of Ignoring Employee Engagement," suggests that organizations (and I would argue both in the public and private sector) with high employee engagement reap the following performance outcomes:

* 37% lower absenteeism
* 25% lower turnover (in high-turnover organizations)
* 65% lower turnover (in low-turnover organizations)
* 28% less shrinkage
* 48% fewer safety incidents
* 41% fewer patient safety incidents
* 41% fewer quality incidents (defects)
* 10% higher customer metrics
* 21% higher productivity
* 22% higher profitability

Now...I don't know about "28% less shrinkage."  Sounds like something from a Seinfeld episode!!  But these are all positive results from leaders who get out from behind their computers and directly engage their employees. These are organizations with character, led by leaders who set the tone for their organization.  This is what we get from real, positive, purposeful leadership.  The same article then goes on to suggest these 5 things that leaders can do to influence this:

1. The organization is the most powerful influencer of employee engagement. In other words, the structure of management systems and processes heavily affect the level of a worker’s interest in his or her job.

2. There is no single “right model” for a high-performance culture; the most effective approach depends on an organization’s strategic priorities.  Leaders determine the appropriate approach and work tirelessly to ensure penetration to every level of the organization.

3. Employees are eager to invest more of themselves to help the company succeed, but want to understand what’s in it for them.  Leaders get the most from their people.  Employees willingly align their best efforts to acheive the best for the team.

4. Senior leaders need to make the leap to a more inspirational and engaging style of leadership to help drive higher engagement.  Don't lead through email.  Get up, get out, and get going!

5. Companies need to understand their employees as well as they understand their customers to design a work environment and experience that will drive higher engagement and performance. Find out what it takes to motivate people, each of whom is different, and ENGAGE!!

So, if you are a leader and you read these areas, insert your name where you see, "Companies need to...."  This is what we expect from our leaders, who recognize that effective organizations are the direct result of effective, engaged employees.  There are no excuses for not doing this.  Don't blame the budget cuts or point fingers at someone or something else.  YOU, Mr. or Mrs. Government Leader, are responsible for your people and everything they do. 

For the rest of us, let's demand better from our public sector leaders. Let's insist that public sector leaders go through rigoruous selection processes to determine if they are cut out for leadership and that there is an appropriate injection of leadership training throughout their professional journey. Let's ensure that before we appoint people to positions in which they must balance budgets, hire/fire, establish a culture of innovation and character, and take on increasingly challenging and complex issues, that they have the bona fides to do so. 

In other words, let's demand the same thing from the public sector that we expect from those in the private sector.  No more/no less.  These things are fixable.  Competent, well-trained leaders can identify priorities and effectively set goals.  Capable leaders can communicate with their team and create a motivational climate.  Effective leaders can engage their people and set the conditions for organizational success.  I have seen pockets of excellence at the municipal, county, state, and federal level.  So, there are no excuses.  Don't make us go all "Donald Trump" on you.  Step up and start leading.

If we don't, this problem will only get worse.  Leadership truly matters.  Now more than ever.  And that...as the picture below suggests, is Leader Business!!

Undercover Boss

Have you seen the reality show, Undercover Boss, on CBS? A recent episode highlighted the integration of 7-11 CEO, Joe Depinto, into the entry level positions of his own company. Under an assumed identity as part of a supposed documentary about new employees in various fields, Joe spent a week being filmed doing various jobs in the stores and support shops of his huge, billion dollar, corporation.

Take a minute, if you haven't already, to watch the first part of the show above. If you have a few more minutes, watch the full show here on Hulu.

So why go undercover in your own company? Here are some of the things Joe learned in his one-week adventure:

-- Successful stores are ones in which the employees know their customers and make them feel like family. Joe was amazed at how Delores (she of the 5 children, 1 kidney, and almost 20 years at the same 7-11) knew the names of everyone who came into the store, one of the busiest franchises in the company. She (and not Joe!) was why the store was so successful.

-- Everyone needs a way to grow in the company. Joe was disappointed to find an employee who felt that there was nowhere to go, no way to grow, within the organization. There can be no dead-end jobs in a company if people are going to remain loyal and stay motivated.

-- Great programs, hatched by well-intentioned managers and senior leaders, often don't make it to the support facilities or store floors. Often this is not known unless and until those senior leaders take time to get out in the field and listen to employees. Joe was disappointed to see that his initiatives on things like facility repair and sharing of older food with charities wasn't being implemented as designed. He would never have discovered this without getting out from the big office and seeing first-hand what was happening -- day and night, and in both stores and support shops.

It was great to hear Joe refer so often to his "troops." "Great companies need great soldiers!" "Just as in the Army, the role of the leader is to take care of his people." And I know Joe is sincere, because I have served with him. We were good friends and company mates at West Point and we soldiered together out in the Army. I am proud to see that the values he learned in uniform still shape his thinking about leadership today!

Maybe a stint undercover would be good for all of us. Perhaps a day down on the shop floor would not only humble us but give us a better understanding of the opportunities and challenges that still need our attention. How about calling your own office and support staff and seeing how customers are treated to learn more about this important interaction? Why not serve others for a day and learn about the true role of leaders as servants to others?

Thanks for your leadership of 7-11, Joe. Your undercover experiences made me proud to know you are part of the "Old Grey Line" at West Point. Next time I am in one of your stores for a cup of coffee and a donut I will, no doubt, see the results of your customer and employee-focus. That's Leader Business!

Military Humor

Here's a few of my favorite leadership "pearls of wisdom" with a military twist. Enjoy!

"If the enemy is in range, so are you." > Infantry Journal

"It is generally inadvisable to eject directly over the area you just bombed." > > U.S. Air Force Manual

"Whoever said the pen is mightier than the sword obviously never encountered automatic weapons." > > - General MacArthur

"You, you, and you ... Panic. > > The rest of you, come with me." > > - U.S. Marine Corps Gunnery Sgt.

"Tracers work both ways." > > - U.S. Army Ordnance

"Five second fuses only last three seconds." > > - Infantry Journal

"Any ship can be a minesweeper....Once."

"Never tell the Platoon Sergeant you have nothing to do." > > - Unknown Marine Recruit

Clean it, if it's Dirty. > > Oil it, if it Squeaks. > > But: Don't Mess with it, if it Works! > > USAF Electronic Technician

"If you see a bomb technician running, > > keep up with him." > > USAF - Ammo Troop

Hooah! That's Leader Business!

The Empowerment Zone

Welcome to...the "Empowerment Zone!"

This is the place in which employees are given the freedom to make decisions, to take action without needing to seek permission, to operate freely with the full backing and consent of management. This is the place where we all want to work. This is the place that most of us say we have created for our respective teams.

Well...let me first say what empowerment is NOT. Empowerment is not putting someone in a new position, handing them an incredibly difficult problem, pushing them out on a ledge...AND LEAVING THEM ALONE! That is NOT empowerment. That is abandonment.

Unfortunately, many leaders think that by leaving people unsupervised, not bothering them, they have followed the business leader's doctrine for empowerment. They know they are supposed to do it. So...if they leave them alone, they are empowering them.

Entrance into the empowerment zone requires three keys. Without each of them, you are not empowering...you are abandoning.

1. Education. People need the necessary skills and tools to operate in the empowerment zone. If we want them to make decisions, they need to understand the decision-making process and the intent of their leaders. They need training in order to gain the appropriate level of competence for their position. They need leadership training and communication skills. They need the tools and resources necessary to function. Bottom line - it does people no good to push them out on the ledge without the basic necessities.

2. Opportunity. Empowerment comes from putting people in position to grow. Developmental assignments and challenging projects offer the opportunity to function in the empowerment zone. They need increasingly longer leashes to demonstrate the understanding of how to apply the skills and tools we have provided them. Bottom line -- there is no substitute for the learning that comes from OJT (On the Job Training). But..these opportunities are only chances for failure, disappointment, and disillusionment if they are not accompanied by the tools that enable success.

3. Feedback. Empowering people requires leaders to cycle back and provide feedback. People in the empowerment zone need to know that they are doing well, meeting (or exceeding expectations), and functioning within our intent. If they are not on the right track, a course correction that provides positive, encouraging alignment will make all the difference. Praise, followed by training and guidance, helps keep people motivated and confident -- key to life in the empowerment zone.

That's it. There's probably more (and I hope you'll share them with me), but these three steps are the difference between empowerment and abandonment. Education + Opportunity + Feedback = Empowerment. All three keys are necessary to unlock the Empowerment Zone. Providing teammates all three will indeed serve as the entrance into the world in which people can confidently and capably operate without guidance, make appropriate decisions, and take the sort of aggressive actions that can make good teams great. Empowerment is Leader Business!

Over-Communicate

Recently I have been speaking to groups about the importance of communication and the leader's role in making effective commo happen. It truly is critical that leaders establish a two-way street of continuous dialogue, that they do not monopolize all of the airtime but empower subordinates to make their voices heard.

Communication is vital in successful military units. Battles are won and lost based on how successfully these units share information about themselves, the enemy, and the terrain. Technology enables communication, standard procedures outline what is communicated, and good old fashioned leadership ensures that lines of communication are open to all.

Good commo is just as important for business units, sports teams, civic organizations -- and their leaders. It is the difference between success and failure -- no matter the arena in which we compete. That makes it Leader Business.

Nothing discourages our team members more than feeling like they don't know what is happening, like no one is listening, or that their opinion does not matter. Nothing breaks down team unity like a lack of transparency. Nothing indicates poor leadership like inconsistent or ineffective communication.

Leaders must make effective communication a priority. I say...over-communicate. We cannot go overboard on this. We cannot share too much information with our team. There is always more we can do to involve, engage, and empower our teammates. Over-communicate.

Here are a few considerations in over-communicating with our employees:

-- Check in with key leaders and direct reports on a regular basis. Be proactive, see how they are doing on their tasks or milestones, whether they have enough resources, etc. Call them, write them, stop by. Keep your open door...open! Just checking in and being available to your team means everything.

-- Use every means available to tell your story (priorities, vision, lessons learned, etc.) to include emails, videos, blogs, podcasts, Internet/intranet, battlefield update briefs, townhall or "all hands" meetings, and brown bag lunches. Be creative and stay connected.

-- Return emails. Even a simple - "okay...got it" means the world to people who want to know they are being heard.

-- Ensure people know your expectations for communication with you. Identify what you want to be told, when, how, etc. Any doubt will lead to misplaced assumptions about what you want to know. Post the "WHO ELSE NEEDS TO KNOW?" bumper sticker around the office to remind people of the importance of staying connected and sharing information.

-- Include people in decision-making. Don't just tell people that their opinion counts without taking action on what they say. Include teammates in creating a shared vision and they will own the plans that they helped create!

As I spoke to three different groups this week (military officers, college students, banking leaders), it was clear that I struck a nerve in highlighting this critical topic. We all know how important it is in our respective teams. We can get so busy fighting that we neglect that which will enable the success of the fight! But...communication is not easy. It requires hard work, discipline, and investment. That makes it...Leader Business!

Just Do It

Is your organization struggling with empowerment? Are people afraid to make decisions? Do they come to you for permission to do every little thing?

Nothing inhibits success like teammates who feel like they are not empowered. They don't generate any new ideas. They miss opportunities because they think no one will accept their proposals. They react instead of act. Morale is horrible, retention suffers, and performance is poor.

You can imagine what this sort of environment does to a military unit. They do not exploit opportunities because they feel like they need permission from higher leaders. They wait for orders before taking action and end up getting hurt -- or worse. They allow the enemy to take the initiative and become defensive instead of offensive. People get hurt. Battles are lost. Without empowerment, otherwise fully capable leaders and organizations become irrelevant and ineffective.

Former Chief of Engineers for the Army, Retired Lieutenant General Bob Flowers, had a solution to this mentality. And I love it for its simplicity. Mind you, he may not have come up with this idea on his own, but I think he took it to a level that transformed his entire 35,000 person team.

He issued a "Just Do It" card to every member of the team. Asked them to keep it in their pocket or on their access card. It simply reads as follows:

Just Do It Card

If you want to do something, ask yourself these three questions:

1. Is it good for the customer?
2. Is it legal and ethical?
3. Am I willing to be held accountable for it?

If the answer to these three questions is "Yes," don't ask for permission. You already have it. Just Do It!

And he signed it. Bob Flowers, Chief of Engineers. How is that for empowerment from the head of a multi-billion dollar agency?

What might this do for your team? Print out these cards, sign them, and give them to your team. Tell them to quit asking for permission and...Just Do It! That's Leader Business!

Pain at the Pump

I paid $4.50 for a gallon of gas today. Depending on where you live, and when you read this post, this may be high or low compared to your own experiences. But we can be sure of one thing: the cost of transportation to and from work is becoming an increasingly important factor to our employees. And they are making decisions accordingly. That makes it Leader Business.

A recent article in the Vancouver Sun gives some insights to the concerns of American workers. Read it here and consider that this data likely applies to your teammates, especially if your workplace is in a high cost of living area or one in which the drive to work has a major impact on quality of life.

Some of the statistics that jumped out at me included:

-- 44% of respondents to a recent survey have changed their work arrangements or commuting habits.
-- 33% have chosen to do more telecommuting
-- 30% are looking for work closer to home
-- 26% are working fewer days

I am confident that this data represents a cross-section of my own workforce. And thus nearly a third of my team may be looking for work closer to their homes! That is definitely cause for concern.

I have informed my leaders that all options for improving employee quality of life and helping employees deal with these high gas prices are on the table. I have empowered them to make decisions on alternate work arrangements, as long as it does not impact on mission accomplishment. Those decisions about win/win alternatives (win for the employee / win for the organization) are left to the supervisor.

Granted, all options regarding flexible work are not available for everyone (steelworkers won't be able to work from home, for example!), but there likely is something that can be done for every worker to improve their quality of life and lessen the impact of high fuel prices. Some of these measures include:

-- Options for telework or work from home
-- Alternate work schedules
-- Alternate work sites
-- Subsidies for mass transit
-- Scheduling shifts around rush hour to avoid wasted time in traffic
-- Ride sharing programs
-- Increasing mileage reimbursement rate
-- Increasing salaries

Know that these are the thoughts going through our employees' heads. They are talking to their friends and comparing options. Eventually they will tell us that this is important to them. We just don't want to hear it for the first time during the exit interview! At that point, the cost of hiring and training someone new will pale in comparison to what could have been done to retain a good worker during these difficult times.

Be flexible, be creative, and look for ways that accomplish the mission while taking care of the team. Look for win/win. Empower leaders to make decisions regarding these things, at their level, consistent with company policies. Be proactive and have this discussion with your employees. Let them know you are willing to listen to all reasonable options.

That's Leader Business.

Photo courtesy of www.urbanadventours.com/blog

Our Open Doors

Every leader I know professes to have an open door policy. But often I find that this door is (1) open for some, not for all; or (2) open just a slight crack and almost impossible to get through; or (3) open to all -- to the point where no work can get done. So can we take a minute to look at what it means to have an open door policy? How open should our doors be?

First of all, should you have an open door? Of course. If you embrace the leadership philosophy that says people don't work for us...we work for them, then we need to make time for others. Subordinates, customers, suppliers, contractors, (or Mr. and Mrs. Taxpayer for those of us in the public sector to whom we are also accountable) -- all should have some reasonable expectation for access. People whom we serve should be comfortable in the knowledge that the door is open enough to bring issues, concerns, new ideas, or just to say hello -- directly to us.

If you have a gate keeper (your "Directors of First Impressions"), make sure they understand this. In many cases, they will keep people away, believing they are doing their duty to protect you and your schedule. But these well-intentioned people (secretaries, receptionists, etc.) must understand your intent for transparency and availability: The door is open. Be mindful of our schedule and priorities. Let possible visitors know of how much (or how little) time they might have because of other demands before they walk through the door. Embrace visitors and let them know how excited we will be to meet with them (if only in the lobby for a handshake). We work for them...not the other way around.

I believe the open door applies to email and the phone. I have 700 employees. I let them know that they can contact me at any time and by any means. I promise them that I will answer. Now, like many of you, I get too many emails. But I will answer every one of them. Maybe not right away, but relatively soon. It may be a simple, "OK...thanks! What a wonderful suggestion. Let me pass that one to XX department and see what they think. Keep thinking of ways like this to make us better." Or something like that. But I will answer! The door is open.

Here are some critical issues regarding our open doors:

-- Don't let your open door replace the chain of command. If someone brings a problem to you that clearly must be solved by someone below you, let them know that this is where this issue should be addressed. Do it respectfully and without closing the door. When we put ourselves in the position of solving every problem for everyone, we dis-empower our subordinate leaders. And when we start solving every little problem for every person, we will never get anything else done. I tell people up front that they should use my open door for problems that the chain of command has not been able to solve or problems that are organizational and will require my involvement. Problems within their own unit should be dealt with at the unit-level!

-- Don't lose momentum. Our open door cannot be an excuse for failing to address top priorities. We have jobs to do, businesses to run, missions to accomplish. Visitors and those who wish to use the open door must understand that we may have to get back to them. Just make sure that you do!

-- Don't play favorites. The door must be open to all. People talk. They notice who we make time for and those for whom we are always too busy. Keep the playing field level.

Finally, here is the insider secret on open door policies. Leaders who are out and about, who have a regular presence in the field, on the warehouse floor, or out in the stores, who practice "leadership by walking around," don't have open door issues. They are always accessible. They are listening to others and learning of their issues and ideas on a regular basis. They are meeting people where they are instead of forcing people to come to them. These leaders have no doors!

Whatever your open door policy, make sure you share it with others. Put it in an email or on a policy letter and post it for all to see. Bring in your gatekeeper(s) and ensure they share your vision for embracing those for whom you work. Discuss it with your subordinate leaders and encourage them to do the same. Then open your door...and keep it open.

Well friends...let me know what you think. My door is open! That's Leader Business.

EMail-Free Day

We all share a similar complaint: Too much email. Communication skills get weaker and weaker. No one holds face-to-face dialogue any more. Our in-boxes are filled with more mail than we can handle. Most of it is junk...sent by people we will probably never know...about stuff we don't even care!

I took a stand. I pulled the plug. For one day (24 hours), we shut down the email server. Nothing came in. Nothing went out. Instead, all meetings were face-to-face. People had to get out of their cubicles and go conduct business the old fashioned way. Employees were encouraged to make phone calls, hold meetings, contact customers, conduct counseling, etc. In other words -- old-school communication!

Feedback was mixed. Many absolutely loved it. Some hated it. A few probably found a way to cheat the system and used their private email addresses. But I think everyone got the message. We have lost our way and need to remember what it was like to communicate the way we used to -- person to person, one-on-one. Facial expressions are more than ;) and :( and can only be evaluated -- eyeball to eyeball!

We conducted an AAR (After Action Review) at the end of the 24 hours of e-mail free bliss and captured lessons learned for the next time. And oh, yes...there will be a next time! Go ahead -- pull the plug! You know you want to! Old-school communication skills are Leader Business.

Holiday Leadership

Leaders

What does the holiday season mean to you? Is it a reason to stress over gifts, travel, political correctness, and debt? Or is it a time to celebrate family, friends, and the reason for the season? Do you put your leadership on hold (and focus inward) or do you continue to make a difference for others?

I hope you choose the latter! Take a minute and relax. Enjoy each other. Give with passion. Receive with a child's excitement. Get some rest. Eat too much. Catch up on movies and football. Play a game with family. Laugh. Help those in need. Read the Christmas Story to your family.

Since my organization is spread over four states and with project offices distributed throughout, I spent last week making the rounds of as many parties as I could. We hosted two parties here at my house. Lots of egg nogg, tons of great food, and so much holiday cheer. But I think my teammates affirmed the fact that I do party (within reason!), I do like to have fun, I love to give and receive gifts (I love the White Elephant gift exchanges!), and I care for each of them and their families. Even in a billion dollar public company, I think these little things help improve teamwork and morale...and who knows what they mean for creating the sort of environment that helps people work as hard as they do the rest of the year. Great stuff.

I hope this post finds you of good cheer. Thanks for what each of you contributes to the business of leaders. More importantly, thank you for your friendship - either in reality or even just virtually. Enjoy this holiday season. Pray for our troops and their families. Merry Christmas and Happy Holidays to each of you. Hooah!

Fun at Work

Friends,

I am a huge believer in the need for leaders to create the type of work environment that inspires people. We have to constantly be looking for ways to create the conditions that make people jump out of bed with the passion and desire to be a part of something meaningful...and fun.

That's right...I said it. Fun. Even in the government it is possible! I want my teammates to know that their leader is willing to invest in them and, if required, to humble himself to help lighten things up. Work is hard. But if we can make it less like work...then I think people will do anything to accomplish the mission.

If that requires that I dress up for Halloween at work (yes...that is me with the blonde locks!)...so be it. If I can do short videos for viewing on the organizational intranet that poke fun at myself or joke with others...then let's do it. Let's loosen up a little bit, get to know each other, and become more of a family. Let's allow our customers to see that we are human, personal, energetic people...not starchy government types.

And know that I am not the only one who feels this way. I had the chance to meet and dine with Southwest Airline founder and Chairman, Mr. Herb Kelleher. He totally embraces this concept (check out his Halloween attire!). If you've flown on SWA, you know that this energy has infused his entire team. It started with Herb. It starts...with leadership.

Who says it has to be work! Let's enjoy what we do. This is Leader Business.