What is the importance of listening?
Is there a tool that is more effective for those in a position of leadership (PIAPOL) to engage their employees, develop their teams and communicate value than by simply listening?
More on this in our article on the importance of listening to creating a good working environment (HERE).
Creating a good working environment is not an easy task but it should be the goal for any company that wants to remain competitive in the current market where finding good people is often more difficult than finding good customers.
Insights from Lola will help you as a leader, an employee and as a peer. Your personal development is in your hands, get motivated and get moving forward.
Read and see more 👉 Listening, you can also view our leadership fable on listening (HERE).
Kids As Managers (playlist) break core principles down into their functional truth and provides insights that are simple yet deep. More to come in series Questions With Lola.
Video by IZ.Media
Music Summer Out In Cali by Wordsplayed from the album Clowntown
Going to do something a little different. The topic is accountability and we will present this topic in verses that relate to the chorus which will be provided by Magnified Plaid, or MxPx as they have come to be known. MxPx is a three piece indie punk rock band from Bremerton, Washington fronted by Mike Herrera and they have a fitting song entitled Responsibility, the chorus of which belts out,
Responsibility? What's that?
Responsibility? Not quite yet.
Responsibility? What's that?
I don't want to think about it; we'd be better off without it.
Think of these sequence of articles as the verses and the song (video below) as the chorus as well as the rally cry was we discuss accountability. You may find the song catchy and inspiring, something that creates a soundtrack of momentum for you and your team. In preparation for the revised chorus of content we are about to unleash upon your reading eyes, mentally swap out "responsibility" for "accountability".
Responsibility? What's that?
The song continues, "I don't want to think about it, we'd be better off without it." For many organizations, the attitude is the same with regards to a practical or effective approach to accountability. People in a position of leadership (PIAPOL) often talk about accountability as though the only measure of such is a good tongue lashing, preferably in front of as large a group of people as possible. So, let’s see if we can answer the what, when and how of establishing accountability.
Accountability? What’s that?
“If you are building a culture where honest expectations are communicated and peer accountability is the norm, then the group will address poor performance and attitudes,” says speaker and author of Necessary Endings, Dr. Henry Cloud. There is a progression in accountability, it does not appear out of thin air or materialize on its own. Accountability for a person and an organization comes from consistency in executing clearly established values.
Effective accountability traces itself back to clarity in vision, communication of values and consistent effort from all levels within the team to live out those principles. As we have discussed many times, there are causes and there are effects or there are symptoms and there are sources, leaders are concerned with finding sources so that they can eliminate symptoms (more here).
Accountability is the natural consequence of consistency rooted in clarity and conversely a lack of accountability is the natural consequence of inconsistency that stems from a void in institutional clarity. For an organization to build accountability they must clarify their vision and consistently communicate, train and discipline around their values.
If an organization says they value A and B and yet they hire candidates that value C or have leaders who believe in D then that organization cannot expect A and B to be communicated clearly, executed consistently or accountability measures to be effective.
As Dr. Cloud notes above, there is a beauty to developing a culture because one of the fruits of a clear culture is that those invested in the vision will enhance accountability by setting a standard and holding people to it.
Accountability? What's that? Accountability is the progression or fruits of an organization that has defined it's vision and consistently executes it's values. Clarity leads to consistency which lays the foundation for accountability.
Stay tuned for verse/segment 2...
Comfort may not be a recipe for advancement as an organization but it holds keys to engaging customer service.
The magical combination of folding laundry and thinking about sweat pants produced a certain epiphany – trendy changes but comfort does not. Why have sweat pants been around so long, even as distasteful as they are? Because they are comfortable.
Trendy competitors to the sweat pant have included: Hammer pants, leotards, running pants, capris, yoga pants, etc. Many have also tried in various ways to make them more trendy, but the basic sweat pant will likely always be around.
This evolutionary concept of comfort is observable in business as well and serves as an enlightening perspective when dealing with customers. As a general audience there are factors that will make most customers comfortable, these should serve as the core truths that we seek to understand with clarity so that we can implement with consistency. Comfort, or resistance reduction, should serve as a core component of our customer service efforts.
It is important to be aware of the current (and ever evolving) trends that may affect customer expectations, but items such as ease of use will always be a high value. Some things do not change and mastering those are key.
Clarify each of your customers expectations and take note of what will create a foundation of comfort as well as those unique details that will take your customer service experience into the five star realm – it may be as simple as printing “juicy” on an old pair of sweat pants.
Originally posted at dyojo.wordpress.com
Originally published as The Cause, Cost and Countermeasure to Conflict in an Organization in The Project Management Times
By Jon Isaacson
If you have dysfunction in your team, the cost may be higher than you want to admit but the cure may also be closer than you realize.
Frustration in the workplace, does such a thing exist? In a recent article in Forbes magazine, researchers discussed the primary sources of disgruntlement within organizations. According to the study, most employees noted that they were frustrated by personality differences and incompetence in their co-workers. This is not news to anyone who has worked in an organizational setting, one human plus one human will eventually equal conflict. The potential for conflict, as well as the intensity and duration, are compounded by the number of humans added to the equation. More people, more problems. What is interesting about the Forbes article is that upon further investigation there was an underlying source which contributed to the environment of dysfunction,
“In fact, teams having conflict had much higher levels of ambiguity in three categories of work: their team’s goals, roles, and procedures. So, while it is very human to assign personal motive and blame in times of trouble, there isn’t really anything personal about the core of workplace conflict. If you back up and look at the facts, a lack of clarity is what’s truly to blame.” (Wakeman, 2015)
The need for clarity is foundational to functionality and trust within an organization. Where there is a lack of clarity, there will be conflict. Office drama is costly, CPP Inc. performed a study in 2008 which discovered that employees in the United States spent 2.8 hours per week dealing with conflict which CPP estimated as costing over $359 billion in paid hours or the equivalent of 385 million working days (Lawler, 2010). Every business understands the need to watch the bottom line, so why are mangers unwilling to recognize the high cost of conflict? Think of it, if every employee in your office could increase engagement and efficiency by 7% by only changing one element, wouldn’t that be something a wise leader would be more intentional about?
Recognize the cost of inaction. Managers spend much of their time putting out fires, and yet our discussion to this point has demonstrated that the cure for dysfunction may be closer that you think. By understanding the cost of conflict, we recognize the value of investing in practices that will help our organization to identify and address these hot beds of discordance within our teams.
Realize the need to eliminate the blame game. When employees focus on blaming each other, too often managers are happy to allow them to target their ire upon each other rather than dealing with the core of these issues which creates a negatively recurring cycle. As noted by the author in a prior article - how leaders respond to conflicts can either reinforce cultural values that strengthen the team, or they can respond in ways that destroy morale (Isaacson, 2016).
Reduce conflict by creating clarity. If the research from Wakeman and her team as outlined in Forbes is accurate, then leaders can make a significant reduction in interpersonal conflict by being more intentional about organizational clarity. As a leader, you can alleviate friction between team members by being more clear about team goals, roles, and procedures as quoted above.
If we can sense the frustration in the organization and we can calculate the deep costs, we should be proactive in working towards long-term solutions. Often inaction is caused by an inability to identify the causes or formulate an effective plan, but now that these have been brought to light the only question left is whether we will be intentional about getting into the mix to make the magic happen. There are no shortcuts when working with interpersonal dynamics but progress is attainable through the countermeasures for the conflict we have discussed.
Wakeman, Cy (2015, June 22) The number 1 source of workplace conflict, and how to avoid it. Forbes. Retrieved fromhttp://www.forbes.com/sites/cywakeman/2015/06/22/the-1-source-of-workplace-conflict-and-how-to-avoid-it/#32a27f89126e
Lawler, Jennifer (2010, June 21) The real cost of workplace conflict. Entrepreneur. Retrieved fromhttps://www.entrepreneur.com/article/207196
Isaacson, Jon (2016, July 11) Eliminating blame in your organization. Retrieved from http://izvents.weebly.com/words/eliminating-blame-in-your-organization
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Jon Isaacson has a monthly feature column with Restoration & Remediation (R&R) Magazine titled The Intentional Restorer