Category: Leadership

Performance Partnerships with 1on1s: Connect, Calibrate, and Coach

Posted on November 24th, by a Guest Contributor in Business and Workplace, Leadership. No Comments


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:


  1. 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.
  2. Ask whats 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.
  3. 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.
  4. 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.
  5. 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.









Posted on May 19th, by Jennifer Payne in Business and Workplace, Leadership, On My Mind. No Comments

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.

5 Characteristics Great Women Leaders Share

Posted on December 9th, by a Guest Contributor in Leadership. 1 Comment

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?


Photo Credit

About the Author: Abby Perkins is Editor in Chief at Talent Tribune, where she writes about people, technology and HR software.


How Leadership Training Can Help Women In Management Roles

Posted on January 9th, by a Guest Contributor in Business and Workplace, Leadership. 3 comments

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.


Understanding Others

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.


Risk Takers

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.


Photo Credit

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.

The Hidden Quality in Good HR Managers

Posted on October 1st, by a Guest Contributor in Business and Workplace, Leadership. 1 Comment

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.


Employee Retention

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.


Your Thoughts

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

Five Attitudes Effective Leaders Must Have

Posted on September 24th, by Anna McCarthy in Leadership. 3 comments

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.


Photo credit iStockphoto

Three Tenets of Discretionary Discipline Done Right

Posted on September 17th, by a Guest Contributor in Business and Workplace, Leadership. No Comments

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 (, 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.

Leading Through Learning

Posted on September 12th, by Amanda Andrade in Business and Workplace, Leadership. 1 Comment

Being a leader is much more than organizing resources, executing on plans or knowing where to squeeze out the latest profit. A person responsible for positional leadership has the arduous task of managing their team’s contribution to overall profits and sustainability while supporting the roles and individual needs of their employees. If you’re doing it well, it shouldn’t be easy. In fact for most of us it will be a role that we never quite master, we will always be a student on some level. Along the way though, we can observe other leaders, learn from personal experiences and discover our own genuine way of navigating the work days of the teams that have been entrusted to us. Hopefully in turn, we will pass on what we know, like being part of a sharing community. As you think about your leadership role, here are some concepts worth contemplation:

Don’t Let Profits Be Your Sole Driver

Doing anything solely for profit is an empty pursuit. It leads to compromised business decisions and a bad case of burnout for both yourself and your employees. Going into business exclusively on a profit based agenda isn’t sustainable. It will cause you and your employees to eventually wonder what you’re really working for. Instead, let purpose and meaning drive you. These elements will give you the required endurance and camaraderie you need when times are tough.

Keep Your Promises

If your employees can’t rely on you to be true to your word, their natural default is to question all of your actions and motives. Just think about it, when was the last time you felt immense respect for someone you couldn’t rely on? Don’t make promises to your employees or partners that you can’t keep, and when you do make promises, do everything in your power to be true to your word. Not doing so kills your credibility, making it harder for people to respect you. As a leader you can’t operate business effectively without trust and respect.

Be Competent, Be Committed

The job of today’s leader isn’t to place oneself in a distant, hierarchy based position. People want to believe in the person they report to and we know that one can only truly believe in what they know or understand. As a leader, we owe our employees three main things:

1) Competency in our role

2) Commitment to relationships with our folks

3) A communicated vision for what our teams are working toward

Remember, your job is to protect and serve your employees so they can be as productive as possible. Keep a “people first” mentality and your employees will remain hard working for you and for themselves.

Focus on Development

Everyone is capable of continuous growth – even leaders. Hopefully for all of us, the day we slow down learning about our profession or business is the day we retire. There is nothing that will benefit you, your employees, and your company more than a focus on development. The key consideration here is to provide a variety of options and opportunities for learning. The more varied the offerings, the more likely your success rate will be. Some folks would love a lunch and learn on one of your new product offerings, others would prefer a book study and still others would like seminars or certification courses. Point being, you want to do everything you can to get your employees revved up about their professional and personal development. It’s another way to show you care, and that you are truly invested in them as an employee and an individual.

Of equal importance is your own development. Don’t ask folks to stretch and grow if you are unwilling to do so yourself. When you show that you are committed to your personal betterment, your employees will be likely to do the same.

Do Not Wait For Feedback

Don’t wait until one angry employee finally shows up at your desk with a list of complaints. By the time your employee has reached your desk, you can bet that the poison of poor morale has been permeating your office for weeks or months. Instead of being reactive, choose to be out ahead of it. Ask your employees what they think of you, the direction of the company, office politics, etc.

Keep the doorway to communication open. Expect respect while allowing for dissenting views and opinions. Sometimes that’s where the healthiest outcomes and decisions derive from. You want your team to understand that their input isn’t an effort in futility, but rather a respected opportunity for them to express their creativity and problem solving abilities. You are not bound by a contract to implement every suggestion or solution, but you can show you are committed to listening with an open mind. Granted, this kind of cross-status communication takes a lot more effort on the part of the leader. But, your willingness to explain your business rationale, to listen to others perspectives and deal effectively with differences allows you to reap the benefits of having a more genuine work life and relationships. And after all none of us, leaders included, wants to park their personality or opinions at the door. We all want to be heard.

Continually learning as you lead can mean the difference between mediocrity and excellence. Leaders of substance propel their businesses and engage their employees. They realize that they are meant to serve their folks, not lord over them, and because of that mindset they can rally an entire workforce around their purpose and brand. Leaders of substance aren’t just born; they are taught and actively work to train themselves. If you want to lead a company, and do so as effectively as possible take the time to help build your employees up. Perhaps Lao Tzu sums it up most eloquently, “A leader is best when people barely know she exists, when her work is done, her aim fulfilled, they will say: we did it ourselves.” If you ask me, that’s something really worth striving for!


About the Author: Amanda Andrade is the Chief People Officer for Veterans United Home Loans — Fortune magazine’s 21st best medium workplace and one the fastest growing companies in the United States according to INC magazine. Amanda has led human resource organizations in both public and private sectors, serving employees in diverse work settings, focusing on environment and behavior in the workplace. Connect with Amanda on Google+.


Photo credit iStockphoto

Personality Traits Of A Successful Woman Leader

Posted on July 11th, by a Guest Contributor in Leadership. 8 comments

In a the male dominated world in which we live, it becomes increasingly important that strong women leaders take charge and make themselves known. They should use their strong personality traits to be a role model to other women and young girls. What, you ask, are the personality traits that tend to make a woman a good leader? Take a look at these personality traits and see if you, or someone you know possesses these traits. If you or someone else does possess these traits, encourage that person or challenge yourself to become an outward role model for other females.

A strong woman leader is confident in the person that she is and the decisions that she makes. So many women and girls today are insecure and unsure of themselves. They need a female leader who can show them how to be comfortable in their own skin. They need to find themselves and be confident that the person they are is good enough. As a woman leader, you should outwardly display your confidence to other women, and encourage them to learn how to “own it”, rather than be intimidated by confidence in other women.

Female leaders are people who make a difference in the world, and to do this, they need to be intelligent. This is important because women leaders need to be taken seriously, and this will be a struggle if their intelligence is questioned. To develop intelligence, the first step is schooling. Encourage young women to stay in school and learn all that they can. The second part of intelligence is awareness. Be aware, and well-versed in the world that is going on around you. This will allow you to more adequately assess a situation and intelligently decide what you should do about it. Being intelligent and prepared in every situation will inspire women, young and old, and will draw positive attention to women as a gender.

Interpersonal Skills
An attribute of any leader, not just a woman, is the ability to talk to others and convey a message. This does not necessarily mean, however, that a leader has to be outgoing. Outgoing leaders can lead by preaching their cause and talking to people about the important things that they have to say. This can often be very effective because you are spelling things out for people. A woman can also, however, be a quiet leader. Quiet leaders lead by example, and this leadership tactic can be equally as effective. Leading by example is simple: practice what you preach and if people believe in what you are doing, they will model their actions after yours.

Pam Johnson is an HR professional in the furniture industry, as well as an adjunct professor for her local community college .  She is constantly seeking out people with leadership qualities to fulfill management positions.   She obtained her MBA in Human Resources Degree.

Nurturing the 80%

Posted on June 11th, by Tamkara Adun in Community and Connection, Leadership. 2 comments


There’s so much on the blogosphere about how to motivate and retain your High Potential employees and top performers. This is great because you do want to retain the lot of them if you want to maintain and increase your competitive edge.

There is research to show that employers will actively seek out and reward their top 10% or 20%, because it is believed that that select group will be responsible for the bulk of their productivity and will outperform the rest of their counterparts.

This brings to mind the Pareto Principle which states that …roughly 80% of the effects will come form 20% of the causes.

Therefore it does make sense to nurture the top 20 %.  I definitely agree but will add a note of caution that while we must nurture and recognize the 20% it should not be to the detriment of the remaining 80.

Do not ignore the 80%.You still need the rest of the team to achieve a comprehensive output.

The focus should be on elevating the team to All star status via mentoring, knowledge sharing, and recognition. There is value to be gained from moving the 80% progressively from good to better and then best.

It involves investigation, digging deeper to discover the root causes and seeking out customized solutions. Are they in the wrong jobs ill-suited to their skills and competencies? Is mentoring and coaching required? Is it a case of a lack of awareness and ignorance? These are pertinent questions to consider in the quest to bridge the gap.

We are the sum of our parts and when there is a weak link, inevitably we are less than we really could be.

The goal should be the continuous improvement of the whole rather than just the visible parts. When the average moves a notch to become great, and the great becomes exceptional, then everybody wins.

We recently had an employee return to work and after a lay off and if there was one thing that I found really remarkable, it was the new found zeal and dedication to work that was exhibited second time around.

There was an increased appreciation for the opportunity to work and also a willingness to learn and succeed second time around. Plus there was less training required as she was familiar with the work flow and hit the ground running with little to no adjustment required.

I’d like to see more career comebacks in the work place. There are so many benefits to be accrued for all concerned.

While I fully agree that by injecting fresh blood into the system provides access to new ideas and innovation, managing or “loving the ones you are with” beats expending time, energy and resources to engage a new hire.

I am of the opinion that everyone has the potential to be a high potential. I admit this might seem overly simplistic but under the right conditions and circumstances, employees will excel and progressively improve on competencies and abilities.

In work environments, past experience or performance are usually great indicators of future performance but there will always be the exception. One person’s career slips and challenges can make them a better person and can produce a stronger and more valuable team member.

Sometimes, we just need to take a step back and pause, and with keen eyes, seek out ways that we can improve on the existing rather than discarding. So, develop other potentials and every now and then, look past the obvious to find talent hidden in the unlikely. Finally, create an all-star team where everyone can be on the winning streak.

Would we all benefit? I believe so.