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Words of Wisdoms

Home » Words of Wisdoms
Teamwork is an Individual Skill

“Employees who take 100% responsibility of their task and work relationships actually get more done with less effort.”

Christopher Avery, Author, Teamwork is an Individual Skill
emotional intelligence

“Emotional intelligence is your ability to recognize and understand emotions in yourself and others, and your ability to use this awareness to manage your behavior and relationships.”

Travis Bradberry Author, Emotional Intelligence 2.0
Winning with Accountability

“If leaders and managers would look first at themselves when searching for the origins of a problem, the organization moves forward at an accelerated rate.”

Henry Evans Winning with Accountability
Lewis Carroll Self Photo

“There is no use in trying, “ said Alice; “one can not believe impossible things.” “I dare say you haven’t had much practice,” said the Queen. “When I was your age, I always did it for half an hour a day. Why, sometimes I’ve believed as many as six impossible things before breakfast.”

Charles Lutwidge Dodgson (Lewis Carroll) (1832-1898)
English writer of children’s fiction, mathematician, photographer, inventor, Anglican deacon
James Collins

“Good to great companies first got the right people on the bus – and the wrong people off the bus – and then figured out where to drive it.”

Jim Collins (born 1958)
American researcher, authors, speaker, business consultant
Albert Einstein

“We can not solve problems by using the same kind of thinking we used when we created them.”

Albert Einstein (1879 – 1955) German born theoretical physicist
Eintein #2

“Not everything that counts can be counted, and not everything that can be counted counts.”

Albert Einstein (1879 – 1955) German born theoretical physicist
Sign hanging in Einstein’s office at Princeton
Louis V Gerstner Jr

“I came to see in my time at IBM, that culture isn’t just one aspect of the game – it IS the game. In the end, an organization is no more than the collective capacity of its people to create value.”

Louis V. Gerstner Jr. (born 1942)
American businessman
Bill Greider

‘Creating a positive future begins in human conversation. The simplest and most powerful investment any member of a community may make in renewal is to begin talking with other people as though the answers matter to them.”

William Grieder (1936-2019)
American journalist, author
Book jacket of Corporate Culture and performance

“Cultures can have powerful consequences, especially when they are strong. They can enable a group to take rapid and coordinated action against a competitor or for a customer. They can also lead intelligent people to work, in concert, off a cliff.”

John P. Kotter and James L. Heskett
Corporate Culture and Performance
Edgar Henry Schein2

Definition of Culture:

“A pattern of shared basic assumptions that the group learned as it solved its problems that has worked well enough to be considered valid and should be taught to new members as the correct way to perceive, think, and feel.”

Edgar Henry Schein (born 1928) Former professor, MIT Sloan School of Management
Organizational Culture Pioneer, process consultant
Edgar Schein

“The only thing of real importance that leaders do is to create and manage culture. If you do not manage culture, it manages you, and you may not even be aware of the extent to which this is happening.”

Edgar Henry Schein (born 1928) Former professor, MIT Sloan School of Management
Organizational Culture Pioneer, process consultant
Patrick Lencioni

“Members of great teams trust one another on a fundamental, emotional level, and they are comfortable being vulnerable with each other about their weaknesses, mistakes, fears, and behaviors.”

Patrick Lencioni (born 1965) The Five Dysfunctions of a Team
American writer, business management consultant

“The difficulty lies not so much in developing new ideas as in escaping from the old ones.”

John Maynard Keynes (1883 – 1946)
English economist, author of Keynesian economics

“We tend to judge others based on their behavior, and ourselves based on our intent. In almost all situations, we would do well to recognize the possibility – even probability of good intent in others…sometimes despite their observable behavior.”

Stephen Covey (1932 – 2012)
American educator, author, businessman, keynote speaker
W Edwards Deming

“In God we trust, all others bring data.”

W. Edwards Deming (1900-1993)
American engineer, statistician, professor, author, lecturer and management consultant
Abraham Lincoln

“If I were two-faced, would I be wearing this one?”

Abraham Lincoln (1809-1865)
American lawyer, statesman, humanitarian, 16th President of the United States

“The only difference between men and rats is that rats learn from their mistakes.”   

Burrhus Frederic (B.F.) Skinner (1904 - 1990)
American psychologist, behaviorist, author, inventor and social philosopher
Mark Twain

“I have never let my schooling interfere with my education.”

Samuel Langhorne Clemens (Mark Twain) (1835-1910)
American writer, humorist, entrepreneur, publisher and lecturer

“So much of what we call management consists in making it difficult for people to work.”

Peter Drucker (1909-2005)
Austrian-American management consultant, educator, author

“Management gets the workforce it deserves.” 

Frederick Herzberg (1923-1990)
American psychologist, business management consultant
Henry Gantt

“We cannot drive people; We must direct their development.”

Henry Gantt (1861-1919)
American mechanical engineer, management consultant, inventor of Gantt chart

“A spirit of harmony can only survive if each of us remembers, when bitterness and self-interest seem to prevail, that we share a common destiny.”

Barbara Jordan (1936 – 1996)
American lawyer, educator, politician, Civil Rights Movement Leader

“It is not enough to change strategies, structures, and systems, unless the thinking that produced those strategies, structures, and systems also changes.”

Peter Senge (born 1947)
American systems scientist, MIT professor, author
Abolish Performance Reviews

“Even with our best efforts, however, we cannot get it right. The source of the problem is not the people involved – it is the appraisal system itself, its very nature and its unseen, underlying premises.”

Tom Coens and Mary Jenkins

“Effective organizations are those, which produce excellent results by any measure of costs, quality, or efficiency while simultaneously enhancing the energy and commitment of organizational members to the success of the enterprise.”

William A. Pasmore, PhD, Professor, author, business advisor,
Senior VP at Center for Creative Leadership

“I am only one, but still I am one. I cannot do everything, but still I can do something; and because I cannot do everything, I will not refuse to do something that I can do.”

Helen Keller (1880 – 1968) quoting Edward Everette Hale
American author, disability rights advocate, political activist and lecturer

“At the end of the day people won’t remember what you said or did. They will remember how you made them feel.”

Maya Angelou (1928 – 2014)
American poet, memoirist, and civil rights activist

“Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom.”

Viktor Frankl (1905 – 1997)
an Austrian neurologist, psychologist and Holocaust survivor

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51% are not engaged

These employees are psychologically unattached to their work and their company. They are also on the lookout for better employment opportunities and will quickly leave their company for a slightly better offer. Studies also say that psychological attachment is directly related to the degree of psychological safety which is grounded in mutual trust.

Today in the USA, there are over 14 million vacant jobs. It is a candidate’s market where employers must get very creative in talent acquisition. In HR, we used to say, “Good people do not leave a job, they leave a boss.” In reality, they leave a culture that supports – and rewards – the boss who is not trusted and gets the most complaints.

Do you establish HR practices that optimize the value and engagement of all employees beginning with the leaders, managers, supervisors and employees within every level? Trust, productive conflict, mutually understood agreements, peer to peer accountability and a focus on collective results create cohesion amongst employees.

Many employees would give up an opportunity for more money if they are working in a culture where they feel they are appreciated, personally connected, and valued for their contributions. If you do not believe it, ask your employees if they have ever had a “boss from hell” and if they would go back to work for him or her for more money! Reengage and re-recruit your employees every day. Just imagine what can be accomplished by engaging these employees!

36% of employees are engaged:

Employee engagement is a strong predictor of organizational performance.  It impacts everything including customer loyalty, profitability, sales productivity, production, turnover, safety incidents, shrinkage, absenteeism, quality, employee wellbeing and participation in the success of the business.  In a highly engaged workforce, employees feel valued intrinsically and extrinsically.

They know how much they are compensated, why they are paid what they are paid and what it would take to make greater total compensation. They know the career track in which they are on as it was designed collaboratively with their leaders. They have a purpose for engaging in highly productive outcomes because they feel as if they are a partner in the future of the organization.

The focus is on continuous improvement, and the ongoing education of employees is a priority. Often, opportunity is matched with talent and everyone has a chance to succeed. HR is not viewed as the “HR Cop” but the strategic partner who leads with compassion, humility, empathy and inclusion while at the same time honoring the legal boundaries. Workforce planning makes sense and the right people are in the right positions. If they are not well suited, they can move along the career lattice without shame or embarrassment. Engage the 36% and they are your best cultural advocates.

13% of employees are actively disengaged

These employees may even be sabotaging your business.  Certainly, they create a “social contagion” whereby their unhappiness is spread like a virus to others in the organization. These employees are your contrarians who have miserable work experience and show it in what they say and do – or don’t do.

These are the “turkeys” who hold back the “eagles” who want to fly but begin to resent the fact that the company has found a way to tolerate or work around low performers who get the same rewards. Traditionally, HR Systems make it difficult to transition these individuals either up, over or out. Performance and feedback systems remain antiquated in their authoritative style. Employees do not feel trusted or empowered to make decisions.

Employees who are disengaged may have been the product of poor or outdated HR Systems such as recruiting, selection, orientation, onboarding. No one explains the “do’s and don’ts” regarding culture and they have no sense of belonging. Assimilation to the boss’s work style and expectations, and those of their new team members, is just supposed to happen organically. Leaders, Managers and Supervisors believe clarity, compassion, humility and empathy are for the weak..

Employees become actively disengaged and apathetic. They perfect the art of looking busy yet getting nothing done. Unfortunately, these employees usually stay. How many employees show up to work on the first day expecting to be forever disengaged? They show up wanting to succeed and something happens along the way that creates this disengagement. Examine your HR Systems and Group Culture for possible understanding and solutions to turnaround this group of employees.

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