Editor’s Note: Women of HR contributor Rowena Morais will be writing a series of posts over the coming months featuring successful HR leaders who talk about the habits made the biggest impact in their professional lives. Today’s post is the first in that series.
Self-described kibitzer on all things enterprise HRM and HR technology, Naomi Bloom is well-known for having built the only vendor-neutral HRM domain model and application architecture “starter kits”. Her IP has been licensed across the industry from 1995 through 2013 and has been considered a primary contributor to many of today’s best practices in HRM enterprise software. Her early start was as a Programmer at John Hancock Life Insurance in the 1960’s where she was trained in programming, software design and systems analysis.
I got in touch with Naomi to talk about the habits that led to her success because the research I had done indicated that she was renowned in the HR technology industry. With more than 17,000 Twitter followers, Naomi is a frequent speaker at HR conferences and the author of Human Resource Management and Information Technology : Achieving a Strategic Partnership. Her industry contributions have been recognised with the IHRIM’s Summit Award and in 2011, and Naomi became a Fellow of the Human Resource Policy Institute at Boston University. Naomi’s BA is from the University of Pennsylvania, with a major in English Literature and a minor in natural science. Her MBA is from Boston University.
In discussing the most powerful habits that Naomi has relied on, in running her solo practice over the last two decades, it was clear that the experience of her early years was impactful. She found the questions on habits particularly useful because it is important to see the distinction between habits and KSAOCs (Knowledge, Skills, Abilities and other Characteristics) – they are not the same thing.
Habit #1 – Disciplined work
The first habit Naomi drew reference to was her habit of disciplined work.
Her mother passed away when Naomi was young. However, she was surrounded by three generations of family and her grandmother proved to be a big influence on her.
“This early life taught me about the value of hard work, living up to commitments and about sticking to a schedule. I am smart but I’m not a genius. If you add good work habits to your normal habits though, this becomes a force magnifier,” she shared.
Habit #2 – Critical thinking and lifelong learning
This second habit is an interesting one for the fact that it’s a two part combo. It’s a challenge in itself to develop the mastery associated with thinking critically, let alone the dedication or quest for lifelong learning.
As Naomi puts it, “Lifelong learning is really about a commitment to always be vesting yourself in your skills and your knowledge.”
To never stop learning is a skill that may take a lifetime to develop and certainly, one that needs to be worked on with dedication, ambition and relentless energy.
Combined, this would mean being on the lookout to gain alternative points of view and teaching yourself all kinds of new things. But where it all comes together is when you apply critical thinking to that whole process.
Habit #3 – Tikkun Olam
Tikkum Olam is a Jewish concept which literally means “repair of the world” and is being interpreted by modern movements in Judaism as a commandment for people to behave and act constructively and beneficially.
Naomi explained it as representing a moral obligation, in every Jew, to leave the world a better place than they found it.
Overwhelming as it sounds, this may be achievable by ordinary folk because you are expected to do what you can. You can do this by raising your child properly, by embarking on a recycling initiative or even doing volunteer work. It would mean that if you had a dollar, you would give part of it away. If you could teach, you would devote some of your time to teaching someone else.
These were the three primary habits that Naomi referred to.
Were these habits consciously developed from when she was young? She did not think so. Naomi was greatly influenced by the adults around her as she grew. Her father was an early riser – he worked hard and for long hours which meant Naomi did not get to see very much of him. She spent a lot of time with her grandmother, who being religious, imparted strong values in her.
It did not mean, however, that everything she was taught, was accepted so easily. There were things Naomi resisted.
For example, coming from a modest family, Naomi grew up at a time when there was a lot of anti-semitism in the air – you learned not to call too much attention to yourself.
Yet, Naomi couldn’t help crying out against the injustices she saw. As she put it, “I didn’t know it when I was a young kid but I realised in my late 20’s that I was a feminist from my earliest days. I rallied against the discrimination I saw; I just called it out”.
She almost got fired for asking too many questions, when early in her career, she discovered that men received more pay for the same work. She protested the Vietnam war, much to the chagrin of her family. But the point Naomi made about all of this is that you are in charge of and responsible for your own life.
You get to a point in your life when you realise that you cannot blame your parents for where you are in life. You get to a point where you begin to accomplish things and – happily – you give yourself credit for that.
The habits you choose however – because it is a choice – are what will set you apart. And while Naomi considers herself fortunate for having picked up some really good habits along the way, you and I both know, these were choices she made for herself that have led her to where she is today.
What habits do you aspire to build that you believe will make the difference in your life?
About the Author: Rowena Morais is the Editor of VerticalDistinct.com, helping individuals develop their professional abilities and career to the fullest in either Human Resources or Technology. She is also Editor of the quarterly human resource magazine, Accelerate. She graduated from the University of Glamorgan, Wales with an LL.B (Hons) and is a regular blogger on personal growth.
To be an entrepreneur requires a special spark, and the urge to follow your own star rather than hitching on to the wagon train that’s headed towards someone else’s idea of success. As HR people, we’ve all seen entrepreneurs in action, maybe even picked up the pieces after them as they drive the business relentlessly onwards!
Entrepreneurs bring focus, energy, charisma, and creativity. Part of their success comes from breaking the rules and thinking outside the box. That’s great for a solo operator because the only person who suffers when things go wrong is the entrepreneur themselves — they burn their fingers, say ‘ouch’, learn their lesson and move on to the next thing.
But to grow a business of substance, the entrepreneur needs to figure out how to work with other people. She needs to harness others’ creativity and energy rather than just relying on her own. Becoming a business leader is a whole new ball game. Here are my six tips to help those HR entrepreneurs make the transition into a leadership role:
1. Visualize Where You & Your Business Will Be
Where do you visualize you and your business will be a year from now and ten years from now? Create a picture in your mind of your successful self, dominating your market and running an awesome business. Don’t let doubts about juggling home life or anything else come in here — this is your positive vision of success and nothing should mess with it!
2. Set Goals and Stick to Them
Set yourself long-term goals, including business goals, financial targets, and personal development points. Break them down into shorter term goals so you’re always working towards achieving them. While you might be taking care of all aspects of the business in the beginning, as your business grows that will change. Look at where you will need to delegate work.
3. Let Go of Your Ego
Yes, I said it. You needed one to get you this far, but don’t let it get in the way now that you’re bringing other people on board. It’s your business and you love it, but believing that you’re the only one who can run it will simply lead to self-destruction.
To avoid burning out, you’ll need to be comfortable sharing the responsibility of running your business. Invest your time and energy in hiring great people and training them so that they will be able to take on some of the load.
4. Hire a Great Team
Write a list of all the things that need to be done to grow your business. Tick the ones you’re good at and the ones you want to keep doing and make those into your job. Then hire great people to fill the gaps.
When you hire people to go out and represent your business, make sure they share your vision and values so they’re credible ambassadors. If they’re providing services or advice under your brand, they need to do it your way.
You know the theory, now go put it into practice! Create a company culture that you love and find others who love it too, and success will follow.
5. Keep it Flexible
Be open to working with people in different ways to meet the needs of the business. Use contracts creatively to flex the size of your team, so you keep your core costs low and bring in the right people when you need them.
You need a good network, so get out and meet lots of contacts. When you’re exploring working together, be clear about how much you’ll pay, what work you expect them to do, and how they should manage any client relationships.
Offer your associates a cut of the client fee if they bring some business to you. If you create a big enough pool of associates, you’ll always be able to call in a specialist when a project comes up. Best of all, you don’t have to sweat at the end of the month with a huge pay bill and not enough clients.
6. Remember Your Roots
Whether your roots are in HR, or somewhere else, remember what it felt like to be noticed by the top guy for doing a good job. You don’t need to understand Motivation Theory or employee engagement measures to know how good it feels when someone says thank you. Stay meaningfully connected all the way down through your team, so that you notice when people are doing a good job. Tell them personally that you’ve noticed.
About the Author: Sharon Crooks is an HR Consultant and an expert in training business people and leaders to communicate effectively with their employees. Sharon is the co-author of a new book HR for Small Business for Dummies, which provides valuable insights into how to run a small business.
Human resources is an exciting field that offers leaders the ability to optimize their professional potential while inspiring employees to do the same. However, attaining profound success as an HR leader necessitates the consistent use of proven strategies and systems that will generate the ongoing growth and optimized operations you seek. With that idea in mind, you should consider the value of implementing some or all of these growth strategies:
- Optimize your meetings
It’s no secret that holding regular meetings is the key to ensuring that everyone understands the company’s vision and goals. However, this does not mean that all HR leaders have developed the great habit of optimizing the meetings they hold. Don’t commit this oversight. Developing and implementing strategies that will make your meetings more effective can have a wide range of desirable outcomes, some of which include enhanced daily operations, elimination of miscommunication, and the development of a company culture conducive to open discussion and debate. Luckily, there are hundreds of ways that you can optimize your meetings. Some of them include:
- using PowerPoint presentations
- holding virtual meetings
- optimizing engagement by asking questions and requesting feedback
- scheduling strategically so all employees are present
- employee appreciation ideas for staff members who have performed exceptionally well
- Establish a vision
If you’re serious about operating effectively as an HR leader, establishing a vision is a must. The vision is important because it provides you with a simple yet thorough understanding of what you are attempting to accomplish. In many cases, HR leaders find it helpful to develop both a personal vision and a company vision. The personal vision involves you defining what you will do for the company as an individual participant within it. The company vision is much more than deciding on administrative items like who will provide your payroll software or cadences for employee appreciation. The company vision states how you and all of the other employees will work together to generate a specified outcome that promotes the organization’s perpetual expansion.
- Be more goal-oriented
In addition to establishing a vision, HR leaders who are ready to excel within the workforce must become goal-oriented people. No matter how internally motivated you are, it won’t matter much if you do not develop objectives and then work towards realizing them. Goal-oriented people are more effective in getting work done because they have a clear understanding of what they’re attempting to do and the steps they must take to get there. This is one of the reasons that the development of SMART goals has become so popular amongst career coaches. The acronym SMART stands for Specific, Measurable, Attainable, Realistic, and Time-Sensitive.
- Prioritize for staff development
A company is only as effective as its individual employees are. Since this is true, HR leaders who want their organizations to succeed must focus on optimizing the personal and professional aptitude of their employees. This objective can be accomplished in numerous ways, such as providing staff members with incentives to operate in excellence and expedience. Holding regular “Employee of the Month” contests is a great way to make this happen. Consistently offering employees opportunities to enroll in ongoing education and training courses is another effective strategy you might employ. Also remember that employee recognition is an integral part of the staff development process because public praise motivates people to consistently operate in excellence.
- Update technology
HR leaders who are ready to take their companies to a new level of efficacy and excellence should focus on updating their technology. This strategic approach works for numerous reasons, including the fact that it enables your company to maintain a cutting edge image in the eyes of the general public. Finding great technological updates also makes life easier for your employees by enabling them to get more done, in less time, and in a more convenient manner.
- Take feedback seriously
The most successful HR leaders are so because they are regularly obtaining feedback from trusted counselors, mentors, bosses, and other important individuals in their sphere of influence. Since this is the case, strategize your own success by taking this feedback seriously and learning how to optimize and expedite everything you’re doing for the company. In addition to making the organization more effective, taking feedback seriously improves your efficacy and functions as motivation for employees to operate at a higher level of excellence.
- Think outside the box
Although the phrase “think outside the box” is trite, it’s stated over and over again because the methodology is oftentimes effective in helping people generate results, overcome obstacles, and break through barriers. With this idea in mind, make sure that you’re not operating in a conventional, cookie-cutter manner as you lead your staff. Rather, be open to new ways of thinking and acting that are relevant, effective, and fun.
If you’re an HR leader who wants your company to be a smashing success, you should know that thinking strategically is a great way to make it happen. Since this is so, be sure to consider using some or all of the strategies outlined in this post. Doing so will likely take your company’s level of excellence and efficacy to a new level!
About the Author: A previous guest contributor to Women of HR, JP George grew up in a small town in Washington. After receiving a Master’s degree in Public Relations, she has worked in a variety of positions, from agencies to corporations all across the globe. Experience has made JP an expert in topics relating to leadership, talent management, and organizational business.
When it comes to annual performance reviews, it’s clear we’re at a major crossroads in the workplace. With 95 percent of managers dissatisfied with the process — and 90 percent of HR leaders saying annual reviews don’t yield accurate data — companies are quickly eliminating them (like GE, Accenture, Adobe, The Gap, and Microsoft already have). In a 7×24 world with an increasingly younger workforce, “annual” and “review” need to be replaced with more frequent conversations and performance partnerships.
Yet, simply telling managers to have regular 1on1 meetings isn’t a panacea. While HR executives and senior leaders are more expert at constructive coaching, young and middle managers may not be. Fortunately, 57 percent of employees prefer corrective feedback and 72 percent say their performance would improve with feedback. So even the 50% of managers who don’t want to give critique for fear of being the “bad guy” now have official license to put peoples’ success in front of the desire to be liked.
To boost your people and their performance, use a framework for 1on1s that connects, calibrates and coaches team members. Before the meetings, do two things:
First, make sure you’ve shared goals for the quarter to frame progress and priority discussions. Without clarity on what you define as success, people need to guess what matters and what the purpose of their work is.
Second, prepare for the meeting itself. Using in-person meetings to run down a list of what someone’s working on or throw more on their plate before understanding what’s already cooking is a formula for unproductive 1on1s. Instead, use weekly status reports or embrace performance and productivity apps to quickly see priorities, workload, and progress before the meeting.
Then use your 1on1 meetings to help you team members achieve their best with this framework:
- Start with “how are you?” Instead of a token opening, really listen to the response. Connect simply as humans to set the stage for coaching and constructive feedback. People are more receptive and engaged when they know you care about them.
- Ask what’s in their way and how you can help. Help people resolve priority conflicts so they can increase their impact. Get roadblocks out of their way so they can deliver the results you’re expecting. This doesn’t mean doing their job, but rather removing obstacles outside the sphere of their responsibility.
- Sync on performance, alignment, and engagement level. If you’re not talking about alignment, you can’t expect it! Your employees want to perform well and be on the same page with you, so be open and compare your perceptions. Letting people know where you think they are in terms of their performance and contributions to work helps them move up and forward.
- Uplevel to longer range goals. Use the time together to help people think above the “action item” level. They’ll find it rejuvenating and be able to make better decisions day to day.
- Coach for career growth. Help your employees get to the next level by deepening their skills and competencies. What’s the next step they can take and what will you do to help them get there? Follow through on the help you commit to providing and you’ll foster great loyalty and have a lasting impact on their career.
Leading people is more important than ever as business gets faster and more complex, but leadership is far from dictatorship. Leaders at all levels must excel at setting clear goals, coaching people to their highest level, and creating a culture of high recognition and accountability. These are the essential elements of performance partnerships within high achieving teams; 1on1s create the conversation around these ingredients that enable leaders, teams, and each member to contribute their best.
About the Author: Deidre Paknad is CEO and co-founder of Workboard. She shapes its product strategy, customer engagement model, and thought leadership efforts. With decades of experience leading enterprise and startup teams on strategic pursuits, Dedire is passionate about providing tools and insights that help leaders engage their teams in great achievement.
Deidre is a serial entrepreneur and has founded and led several companies. As CEO of PSS Systems, she and the team created a new market category and inspired deep customer loyalty from ExxonMobil, Citigroup, Travelers, Novartis, Wells Fargo, and many other large enterprises. The company was acquired by IBM in 2010. At IBM, Deidre was Vice President of a fast-growing global business improving information economics for IBM’s enterprise customers. She has been recognized by the Smithsonian for innovation twice and has more than a dozen patents. You can connect with Deidre on Twitter, LinkedIn, or learn more on the Workboard website or blog.
I’ve been thinking a lot about legacies lately.
You see, last week I had the opportunity to participate in a unique and amazing experience. In preparation for and in honor of the impending retirement of long time music teacher and director of the Quaker Marching Band from Orchard Park High School outside of Buffalo, NY, a group of current members and band alumni gathered for a surprise final performance and tribute to our leader of so many years and so many graduating classes. The group numbered at 175, encompassed 6 states, and spanned the years 1986 – 2015. I was there, proudly spinning my flag with the color guard, something I hadn’t done in 21 years. The feeling of being a part of such a salute was overwhelming, his reaction was heartwarming, the video and verbal tributes were touching, and I’d be surprised if there were many dry eyes in the auditorium by the end. And that group of 175 people who had never performed together before approximately 7PM that night….pretty darn impressive, from my not at all biased opinion. It was our own version of “Mr. Holland’s Opus,” if you will.
But the theme that kept running through my head the entire evening was that of legacies, and I feel as if it manifested in several ways.
There was first and foremost the legacy that Chris, our band director, leaves behind. When you can get that many people, from all parts of the country, some of whom hadn’t picked up an instrument, flag, or rifle in decades, to drop everything to be a part of a tribute, you know that person has made a lasting impact. The number quoted was 700 people who have been a part of the band over the years, and there were many who were devastated that logistically they just couldn’t be there for this final tribute. Talking to some of the alumni from my era afterwards, we all agreed that being a part of the band was something we would never forget, that was such an important part of our high school years, and the lessons learned still remain with us as adults. I had the privilege of serving as color guard captain my junior and senior years, and those leadership skills learned are certainly still relevant to me as an adult. Chris was our leader throughout this critical, wonderful time in our lives, and as such he was always be remembered for it. Being a part of “QMB” taught us the value of hard work and dedication; resilience and how to bounce back from failure and defeat; and confidence, pride, and that success requires practice, some wrong notes, and more than a few dropped flags. A true legacy that spans decades, crosses state lines, and likely finds its way into the personal and professional lives of hundreds.
The other aspect of legacy that touched me was a little more personal, and that was having had the opportunity to be a part of something much bigger than myself. There was a good sized contingent of alumni from my era that took part, but as I looked around as we were gathered in the gym beforehand and read the nametags and graduation years of others there, I realized how many eras this band has spanned. There were those that came before me, and many, many who came after me. In the four years that I was a member, I helped to set the stage for the success of those who came after, just as those who came before me set the stage for my success. Pretty inspiring when you think about how many people have worn that uniform, marched those football fields, and accepted those awards at competitions across the years. And we all played a part in making the band what it has become today.
If you’ve stayed with me and indulged my walk down memory lane to this point, you may be thinking, “What does this have to do with a human resources blog?”
The truth is, we ALL have the opportunity to create a legacy, no matter what we do or where we work. We often talk about the legacies that teachers or coaches build, but it’s not unique to those professions. As leaders and as HR professionals, we have the opportunity to touch our employees’ and coworkers lives every day. So I ask you, as a leader, as an HR professional:
- Are you helping to create work environments and cultures that encourage failure on the way to success?
- Are you creating environments where employees feel a part of something bigger than themselves?
- Are you personally helping to set the stage within your company for the successes that may come after you are gone, either from your position or from the company itself?
- Is your culture one that instills the values in your employees that you would want them to keep with them and pass on to others?
- As you make decisions that affect your employees, do you make them within the framework and mindset of how they might impact their lives?
When your employees, coworkers, executives, and others you work with on a daily basis reflect on your time with the company and your contributions, what kind legacy will they say you left? I know that I hope mine is even a small fraction of what I felt around me on May 11, 2015.
Band ten HUT!
About the Author: Jennifer Payne, SPHR, SHRM-SCP has over 16 years of HR experience in employee relations, talent acquisition, and learning & development, and currently works in talent acquisition and development in the retail grocery industry. She is one of the co-founders of Women of HR, and is currently the Editor of the site. You can connect with her on Twitter as @JennyJensHR and on LinkedIn.
Throughout the years, women have faced – and continue to face – numerous challenges when it comes to succeeding in business. Yet despite significant challenges, female leaders are becoming more and more common – and they’re making a positive and powerful impact on society.
What are some characteristics that great women leaders share? We’ve put together a list of 5 of the best traits of powerful female leaders, as well as a few inspirational quotes from real women who are paving the way for future generations – in politics, business and beyond.
“Hope and change are hard-fought things.” – Michelle Obama
1. They work hard
Women who excel in leadership roles have a clear vision of what they want and what they need to do to get there. Their personal and professional goals are important to them, and obtaining success (whatever that means to them) is at the top of their list. They’re aware that it takes hard work and commitment to succeed, and they’re willing to work to achieve it.
Women leaders often need to juggle multiple roles or balance different areas of life in order to focus on their careers and professional aspirations. But they know with complete clarity what they want, and they’re willing to do what it takes to get there. The enthusiasm and strength these women possess is apparent to all who meet them, in both professional and personal settings.
“It doesn’t matter who you are, or where you come from. The ability to triumph begins with you.” – Oprah Winfrey
2. They recognize their own strengths (and weaknesses)
Great women leaders have a strong understanding of their own gifts, and they understand the significance of these strengths and the role they play in their ability to succeed. Great leaders know what they can do well, and they use these assets to their advantage to help them excel in what they want to do.
Conversely, great women leaders also know their own weaknesses. Instead of letting weaknesses limit them, however, great leaders surround themselves with people who can support them and make them better.
“A leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go, but ought to be.” – Rosalynn Carter
3. They take risks
The greatest women leaders are confident in making decisions, even when those decisions are difficult or represent big risks. They rarely procrastinate or hesitate, and they are are remarkably assertive and influential. They don’t wait for direction – they jump in and get things done. They’re known for coming up with innovative solutions, because they aren’t afraid to take big risks or question rules and regulation in order to get the results they want.
Perhaps most importantly, as Margaret Thatcher reminds us below? Great women leaders aren’t afraid to ruffle a few feathers when it comes to getting things done.
“If you just set out to be liked, you would be prepared to compromise on anything at any time, and you would achieve nothing.” – Margaret Thatcher
4. They welcome change and challenges
Successful women leaders don’t just embrace challenges – they face them head-on. Moreover, they are excellent listeners, they seek out feedback, and they are genuinely interested in what others have to say about the issues they are faced with. Highly respected women listen to multiple points of views before they decide on the best possible decision.
Great women leaders welcome challenges, but they also welcome change. Women who are frontrunners in any industry embrace change, because they know that true progress can only be achieved through adaptation and innovation.
“I don’t run away from a challenge because I am afraid. Instead, I run toward it because the only way to escape fear is to trample it beneath your feet.” – Nadia Comaneci
5. They have a strong desire to make a difference
All great leaders, regardless of gender, should be kindhearted and giving of themselves. This is a trait that’s even more evident in great women leaders, in every field and from all walks of life. Truly successful leaders not only have an incredible desire to lead, but also to help others and make a difference.
The most successful female leaders believe in the value of paying it forward, and they practice what they preach.
“I would rather make mistakes in kindness and compassion than work miracles in unkindness and hardness.” – Mother Teresa
What characteristics do you think great women leaders share?
Women in the workplace, and in particular acceptance of women in leadership roles has come a long way over the years. But despite the progress in this area, women in the workplace still face unique challenges, especially as they assume management roles. A good leadership training program can help give women the confidence they may be lacking due to these challenges.
Women Are Not The Same As Men
The gender difference goes beyond just the physical aspects. The talents, attitudes and problem solving skills differ significantly. So does language. Women find their strength in different ways, and good leadership training recognizes and develops this.
For example, women often have greater powers of persuasion than men. Women are great at absorbing information from multiple sources, and they rely heavily on intuition whereas men are more fact-based decision makers. Women are also more in tune with the emotional motives behind people’s actions. This wide perspective and insight into motivation are great assets when it comes to leadership situations requiring persuasion. Focused management training understands how to cultivate these skills.
Women are empathetic which serves them well in understanding, and overcoming, the prejudices that might present themselves in the workplace. Some men have great difficulty taking orders form women. With the proper management training, women can be equipped with the right skills to handle delicate situations without yielding their authority.
Strong Interpersonal Skills
Women in leadership roles can be trained to take advantage of the natural ability women have at being more flexible, social and empathetic. These are great team building skills that proper training help make even better.
Resistance and Resilience
Men have stronger egos than women in general. This doesn’t mean, however, that women have to transmit an inferior or weak self-image. In areas where women are naturally less skilled than their male counterparts, training pays off big time. Women can adapt to situations faster than men in general. So training them to have a stronger self-image is not only possible, but can bring stellar results to their leadership profile.
This might be a woman’s greatest strength. She is typically more inclusive which leads to strong teams since everyone feels like they are involved. Women are better listeners than men in general, and women like to hear all points of view before making a decision.
Some might find it surprising, but women are more likely to take risks than men. Men are more structured and cautious. Women on the other hand are often more innovative as they are willing to bend rules and not get caught up in worrying about details. Again, these natural skills might not be fully developed, and that’s where good management training can help.
Specific Objectives Matter
A general understanding of the female management psyche is only useful if we have clear objectives for better management skills. Some objects could be:
- Establish a clear picture of strengths and weaknesses
- Set definite personal and professional priorities
- Learn how to lead by providing and receiving feedback
- Decide where to invest energy based on personal cost and benefit
- Acquire networking strategies
- Understand the reach and limits of authority
- Learn how to ask for and interpret feedback
We have seen how women differ from men, and the special challenges that women face as managers. Specific training can help women no only fully develop their natural strengths, but also overcome developmental needs. All this leads to strong leadership in the workplace.
About the Author: Mark Arnold has many years of experience as a HR consultant. He enjoys sharing his perspective and experience with the business community. One of his favorites is focused management training, like that provided by K Alliance. He has worked as a HR manager and consultant for many online and brick and mortal companies. He focus on boosting company’s productivity and culture.
You don’t have to be a woman to be a good human resources manager—but, according to research, you are more likely to be. Women are the ones most likely to bring emotional intelligence to the table, according to a survey of executives, and emotional intelligence is vital to HR. In fact, at least one study has shown that almost 90 percent of leadership success comes from emotional intelligence.
Wondering what exactly emotional intelligence is? Not sure why it matters so much in human resources? Let’s take a look.
What Is Emotional Intelligence?
Think of it this way: In a room full of people, those with emotional intelligence continually pick up social and behavioral cues that others miss. Did that girl really mean what she said about her job, or was she exaggerating? Did that guy want to leave early, or was a conflict brewing with another person? Noticing and then understanding these kinds of situations typically come more naturally to women, although men certainly are perceptive too in varying degrees. Such insights are particularly helpful in HR, where person-to-person dynamics, perceptions, and emotions play such a pivotal role.
How Does Emotional Intelligence Benefit an HR Manager?
In recruiting, hiring, managing, and working with personnel, emotional intelligence is so important that it may actually be the determining factor between a fine HR manager and a great one. As proof of that idea, consider the following benefits that come from emotional intelligence in HR.
An HR manager who understands the ways emotions operate is an HR manager better equipped to respond to an employee’s frustrations and concerns. Nobody wants to talk to an HR manager who belittles or ignores his or her complaints. When upset staff members come to an HR manager, they respond better to the person who shows empathy for what’s bothering them.
Because emotional intelligence means being able to discern the difference between real and fake behaviors, emotionally aware HR managers have a leg up in terms of perceptions. A manager who can tell when an employee is giving lip service is better able to avoid being manipulated or deceived.
Many, if not most, personnel conflicts happen because of misunderstandings. Being able to articulate emotions—both your own and your employees’—is incredibly helpful in working towards better understanding.
The truth is, managers’ and supervisors’ interactions with employees go a long way towards determining whether or not those employees are satisfied with their jobs and willing to stick around. HR professionals who can be both firm and caring build trust with their staff members. A happy staff means reduced turnover, which is good for everyone.
In your experience in human resources, have you seen ways in which emotional intelligence is an asset? What other benefits come to your mind besides the ones outlined above?
About the author: Shanna Mallon is a writer for Straight North, a Chicago Web design firm providing specialized SEO, Web development, and other online marketing services. Follow Straight North on Twitter and Facebook.
Photo credit iStockphoto
Given the amount of advice available on how to be an effective leader, one would think that those who lead would have it down to an art. Nevertheless, it can be difficult to parse through the wealth of sometimes paradoxical information, and I’m sure we all encounter leaders that believe that doing anything to get their own way is the only way to lead. While everyone has a natural leadership style, the potential leader may not know how to deliver this style effectively or compassionately. I’ve found that the following five attitudes, in addition to being easy to remember, help those tasked with the charge to be in charge get in touch with their inner leaders and exercise their skills towards achievement and outer peace.
1. Meditate. I’m not necessarily talking about literal meditation here, but establishing a daily practice can help you achieve the self-awareness that is at the root of genuine confidence. Simply paying attention to your breathing for merely five minutes a day can boost your ability to focus on both the task at hand and the way you present yourself to others. Self-awareness is one of the most desirable qualities in a leader because you need to know your strengths and weaknesses in order to build a team that best complements your skillset. Of course, there are other ways to get to know what kind of a leader you are, such as personality tests, 360-degree assessments, and journaling.
2. Concentrate. A focused leader is an effective leader. Concentration, while supported by practices like meditation, is much more than just tuning out distraction while you work—it also involves believing in a cohesive, coherent vision. Effective leaders know what their goals are, and are able to articulate what they need to achieve that end. Leaders often fail when their main motivation is to be liked or be everything to everyone, and a failure to set boundaries will allow the execution of your vision to become diluted. For instance, if you have an employee that you feel consistently takes projects in her own direction to the detriment of their completion, take the time to respectfully listen to her ideas but be able to restate your clear goals. Be willing to tell your employee how she can best serve these, and what the consequences will be if she does not follow through.
3. Relate. Nevertheless, it is important to treat your employees as people, not pawns in achieving your clear, stated goals. Effective leaders listen and make an effort to understand behaviors and reactions that may not appear to make sense on the surface. Even habitual lateness may have its roots in something understandable. Just as you are motivated by things that are unique to you, others—your employees, your clients—have their own unique life circumstances and deserve to be treated with compassion and respect. People who feel seen, heard, and understood are much more likely to see, hear, and seek to understand when you communicate how they can help you achieve your goals.
4. Communicate. Especially when you find that you were wrong or that you need to change course, be open and honest. Share your vision or strategy with your team, and be clear about what your plan is to see it to its completion. Too much secrecy may make those you work with feel disconnected from your mission and less likely to meet your expectations (especially if they don’t know what those expectations are!) Additionally, it is helpful to establish a standard for communication. Know how you will communicate with those you lead, and stay consistent. This will keep everyone on the same page.
5. Motivate. Provide tangible rewards for your employees’ efforts. People are much more likely to feel like they’ve made a positive contribution if they have something to show for it. Incentives can come in many forms, such as awards, lunches, or even monetary bonuses. It is also helpful to remember that it is motivational to offer five positive comments for every piece of negative feedback, not because you’re sugary or a pushover, but because we’re more likely to remember the negative. Both negative and positive feedback can motivate those you lead towards greater self-awareness. Positive feedback and tangible rewards will let your employees know that you appreciate their willingness to participate in a larger vision.
About the Author: Anna McCarthy is an HR specialist who writes primarily on topics ranging from business relationships to employee satisfaction for Able Trophies, a supplier of glass awards and acrylic awards. She spends her free time going on weekend hikes and writing short stories.
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When it comes to maintaining order in the workplace, negotiating employee discipline can seem like a high wire balancing act. On the one hand, we need to retain authority and some modicum of control over subordinates, but at the same time, dealing with personalities is an inherently touchy issue. After all, especially in the case of a non-fireable offense, the point is rehabbed behavior and not resentment, right?
Moreover, in this day and age of rampant lawsuits and claims of workplace discrimination, even if you have at-will employees and independent contractors making up the majority of your workforce, you need to handle discipline delicately to ensure a safe and functional work environment for everyone.
So here are some things to keep in mind when navigating the potentially murky waters of maintaining order at work through employee discipline.
Keep the issue on a “Need to Know” basis
In high pressure environments where time and money are at stake, emotions run high. Accordingly, if you believe an employee is taking advantage of the company or otherwise not living up to his end of the bargain, it can be easy to fly off the handle without taking a step back to assess the situation.
Likewise, if an employee is approached from a place of accusation or similarly confronted by multiple parties, your actions can trigger a defensive reaction rather than a willingness to engage in a calm, problem-solving discussion.
Accordingly, do not discuss your concerns about your employee with anyone else before ensuring their involvement is absolutely essential or their knowledge of the situation is necessary. You cannot un-ring a bell so don’t sound the alarm lightly.
Stick to the current, relevant facts
Yes, that means you should incorporate all three when you address your employee:
- Current: Don’t bring past issues up that have been dealt with before, unless they are prior examples of the same type of behavior.
- Relevant: Keep the discussion centered on the task at hand and avoid incorporating unrelated information that has no bearing on the current situation.
- Facts: This is the most important aspect of your disciplinary action – do not mention feelings, thoughts or emotions at this point. You need to tell her what she has factually done or not done to warrant “the talk” and be prepared to back up your position with actual proof if necessary.
Once you have set the stage for the discussion, allow your employee to fully respond to the current, relevant facts you have presented.
Perception may be reality but that doesn’t make it true
It is often said that there are 3 sides to every story: mine, yours and the truth. Unfortunately, most of us stop the investigation after we mentally process our own perception of an event – what we see is what we believe is actually going on and we make assumptions about a person’s motivation for acting in a certain way.
However, one of the most important things to remember is that the way we perceive an event is not the whole story and we need more facts to truly, accurately and fairly judge a situation. Be willing to listen and do not enter into a discussion with your mind made up one way or another.
As a final note, by establishing clear and unambiguous guidelines and expectations up front, you can avoid many issues and misunderstandings before they develop into full-blown problems.
What are some of the ways you have effectively handled employee discipline?
About the Author: Allison Rice is the Marketing Director for Amsterdam Printing (www.amsterdamprinting.com), a leading provider of custom and promotional pens and other promotional products to grow your business and thank customers. Allison regularly contributes to the Promo & Marketing Wall blog, where she provides actionable business tips.