The Workplace Civility Toolkit

More than once today I witnessed an interpersonal exchange between two people and wondered, "Whatever happened to extending basic courtesies?" I’m finding myself thinking about this question more and more these days. I’m also finding my clients are suffering from this growing epidemic – disrespectful behaviors in the workplace. Issues are surfacing in the form of:

• Low morale and disengagement
• Negative impact of conflicts on productivity and efficiencies
• Lost management hours spent counseling and re-counseling co-workers
• Declining customer satisfaction based on encountering ‘rude’ employee behaviors
• Lost revenues as a result of customers taking their business where they are treated with respect
• Increase in financial penalties resulting from EEOC and harassment claims.
 

So what’s fueling this increase in disrespectful behaviors? There probably are a lot of things. Let’s face it, life has become more stressful. It doesn’t matter if we’re talking about doing more with less at work, or looking for a job, or trying to keep up with technology or protecting ourselves from the uncertainty of global financial issues. Plus, as more components of our society are accepting and promoting rude behaviors as ‘cool,’ it reinforces that it’s ok. But don’t get me wrong, that doesn’t give anyone a license to be rude.

I think we’re at a critical point where organizations, families, and communities need to reintroduce the idea of ‘civility’ into personal and professional engagements. When I think about civility, I’m envisioning more than just polite courtesies. The word ‘civility’ is derived from the Old French and Latin term for ‘good citizen,’ and translates to living respectfully in a community. Civility is an essential component of human sustainability, enabling people not only to survive, but to thrive. So beyond focusing on stress and anger management training and counseling, what can we do to return our workplaces to a more civil environment?

Best Practices

It’s important for organizations not only to ‘talk the talk’ of civility, but also to demonstrate it. Along with the leadership’s demonstrated commitment to respectful living, they also need to hold workers accountable for the same standards of civil engagement. Here are a few ‘tools’ or best practices that can help employees do their part to improve workplace relationships and ultimately retention and productivity, while reducing the risk of lawsuits:

1. Make a habit of practicing kindness, generosity and gratitude. Not only does this make a positive impact on morale and productivity, but research has shown that people who approach life from this perspective live longer, are healthier and are happier.
2. Create spaces for employees to nurture social relationships in order to know each other as people as well as co-workers. Make sure employees understand the importance of balancing ‘on line’ relationships with face-to-face conversations. Email and text messaging is not always a reliable form of communication and often results in misunderstanding.
3. Offer training and coaching to leaders, managers and employees to help them build and strengthen their communication skills with options for respectfully approaching difficult conversations, dealing with different work styles, and resolving workplace conflicts.
4. Offer assistance to managers and co-workers who are struggling with resolving a conflict on their own. The longer the conflict lingers, the harder it will be for the employees to resolve, and the more negative an impact it will have on the office environment as a whole.
5. Commit to a zero tolerance for workplace vulgarity, as well as harassing and bullying behaviors. I realize that identifying harassing and bullying behaviors can be subjective, but if an employee perceives behaviors as disrespectful, that should be enough of a reason to ask the co-worker to stop the behavior.

So What’s Next?

Creating working communities that practice civility isn’t hard. Employees just need to be reminded of the simple guidelines and performance expectations for monitoring their own behaviors. As employees realize management is serious about improving the workplace culture, they’ll also see the benefits of everyone doing their part. Ignoring this disturbing trend by doing nothing to improve the level of respect shared between co-workers and stakeholders is not a viable strategy. The choice to take no action will only result in a workplace filled with more troubled relationships and give competitors an advantage.

As always, I welcome your comments to my posting; please share your thoughts below. I appreciate your sharing a copy of this article with others you believe will find it interesting. Have a great week.

This article was written by Deborah A. King, SPHR, CEO and Sr. Organization Effectiveness Consultant with Evolution Management, Inc. Debbie and her team are ready to assist with organizational assessments, team development, training and the integration of a message of civility into human resource policies, practices and workplace culture.

If you’re interested in learning more about our services, please contact us at www.evolutionmgt.com or 770.587.9032.

Corninne Gregory

Is Your Workplace Harassment Free?

Is your organization "aware enough" to sustain a harassment-free workplace without periodic reminders? If your answer is yes, you might want to reconsider as it appears that even in 2012 it’s still necessary to advocate for dialogues and training about respecting others.

To be honest, this topic continues to be important because there are people among us that:

1. don’t know how to properly handle the power of their authority.
2. aren’t comfortable with people that are different from them.
3. don’t have the benefit of years of work experience and development of collegial relationships with people who have different traditions, customs, languages, and beliefs from the ones they were brought up with.
4. aren’t knowledgeable about improving interpersonal skills by increasing their Emotional Intelligence.
5. have problems with anger management and may not realize its potential impact on co-workers.
6. aren’t properly managing their stress, anxiety, depression, or even addiction.

Do you have any people in your workplace with these types of issues? Judging by the news reports, EEOC claims and increasing employment lawsuits each year, it’s very likely you do.

We see it everywhere: the world has become smaller, more integrated, and workplaces are global. That means a greater workplace mix of customs, accents, holidays, skin color, work and life traditions, religion, belief systems, cooking, music, sexual orientations, physical challenges… I could go on and on. The point is, everyone in the organization, from the CEO down, has a responsibility to RESPECT the person they are dealing with, internally or externally. And, because we are all human, sometimes we need a little reminding of what that really means.

Leadership Actions

HR and business leaders can best serve their organizations by assessing and building a strategy to address specific cultural needs. However, here are a few general guidelines every organization can benefit from. Consider including these in your strategy to promote civility, respect and engagement in the workplace:

Offer mandatory, updated training each year – the issues involved with respect in the workplace continue to expand. There are compliance requirements for training topics such as sexual harassment. However, a topic like workplace bullying is just as important, but not yet required. Make sure your training is inclusive of all the issues of diversity being experienced today.

Incorporate an interpersonal skills competency standard into the hiring model. Not many of us are filling jobs that are successfully performed in isolation of co-workers, vendors, agencies, customers, or distributors. Ensure your hiring model includes a component for assessing communication and interpersonal skills, and include questions regarding interpersonal relationships when completing references. Hiring the "right" skills sets can help to reduce and eliminate problems down the road.

Coach new managers on the proper use of new authorities. Businesses often assume individuals know how to be a supervisor or a leader once they receive the title, and you know what they say about assuming. Establish a coaching program based on specific leadership competencies and values and help new managers build the right foundation for respecting differences from the start of their new careers. A program like this could also be offered to existing managers struggling to adjust to the range of workplace differences they may be encountering.

Offer coaching to managers, leaders and employees struggling with workplace change or conflict – change isn’t natural. Humans are creatures of habit. Be aware of conflicts between co-workers or employees struggling to implement healthy changes to support updated business strategies. Offer coaching assistance to help them work through the changes before their frustrations become drivers for unhealthy, disrespectful behaviors.

Promote the benefits of assistance offered by healthcare and Employee Assistance Programs. Employees usually read through their healthcare benefits at enrollment time, and perhaps when they need a physical, dental, or vision procedure. But they may not remember, or be too embarrassed to ask, about assistance with stress, anger, or depression.

Continuously promote the organization’s core values. Tie the core values to everything the organization is doing through hiring models, performance goals, position descriptions, mentoring opportunities, and performance recognition. Aligning with these values should be an easy way to ensure respectful dealings with others.

Ensure job designs and performance goals are realistic. Do not unintentionally impose impractical expectations that cannot be achieved by ethical, respectful, and reasonable practices. We’re all operating in a mindset of "leaner and meaner" and sometimes we don’t realize that cliché may be delivering more than we intended. If the goal is to treat each other with respect, start by making sure the organization is demonstrating respectful practices with each of its employees, so they can pass it along.

Help workers with workplace etiquette expectations and standards. Just by virtue of the explosion of social media, instant messaging, texting, and smart phones, individuals are becoming more comfortable typing out a message rather than verbalizing it. Most workplace environments need an appropriate mix of both. Provide training and coaching to help employees be successful in both types of communication.

What’s Next?

April, I just learned, is Sexual Assault Awareness Month. Sexual assault is a very disturbing and real problem, an issue we should all be aware of and committed to eliminating. Thinking about this brought up considerations of other issues that are just as important, such as workplace bullying, and sexual harassment. Analyzing these types of workplace problems, it becomes clear that they all involve a common message – RESPECT.

The work world will continue to get smaller, meaning that we will become more and more aware of things and people who are different from us. Building a business case for zero tolerance of any act of disrespect is imperative to sustaining best business practices in areas such as recruitment, retention or sales strategies.

According to a recently updated article by the Society for Human Resource Management (SHRM), "Employers today must have programs that focus on prevention and correction for acts that involve harassment, bullying, violence, etc. While not expressly mandated by any federal law, courts, the EEOC and many state and local laws have made anti-harassment policies, complaint procedures and workforce training a necessity for employees to successfully minimize and defend against liability arising from workplace harassment." Organizations do not have the option to wait until the government mandates training for each type of harassment. The time to ensure a sustainable zero-tolerance strategy is now.

Build a strong zero-tolerance platform that is sustainable through future refinements and updates. Consider the various types of media available for distribution of your training and zero-tolerance messages. Be clear with performance expectations, as they relate to zero-tolerance from candidates, employees, vendors and customers. If everyone is aware and is doing their part, the negative impact to your organization should be minimal to none. The "none" is our target.


As always, I welcome your comments to my posting; please share your thoughts below. I appreciate your sharing a copy of this article with others you believe will find it interesting. Have a great week.

This article was written by Deborah A. King, SPHR, CEO and Sr. Organization Effectiveness Consultant with Evolution Management, Inc. Debbie and her team are ready to assist with organizational assessments, design, development and facilitation of zero-tolerance policies, procedures, and training, and the integration of a zero-tolerance message into existing human resource practices and workplace culture.

If you’re interested in learning more about our services, please contact us at www.evolutionmgt.com or 770.587.9032.

Civility, Respect and Engagement in the Workplace

Are You Ready to Conduct a Workplace Investigation?

How would your workplace culture, attention to employee safety, or commitment to a workplace free from harassment look if it was being examined by others outside of your organization? Would it live up to the corporate branding and messaging shared with internal and external stakeholders? Would outsiders view your corporate practices and decisions as fair and equitable?

Tillman Coffey of Fisher & Phillips LLP posed an interesting question at the recent SHRM-Atlanta Conference, “How Would This Look in Court?” Tillman’s presentation focused specifically on witness depositions, something corporate leaders, especially human resource professionals, participate in. His presentation was engaging, humorous, and educational. In the entertaining video Fisher & Phillips created to illustrate how challenging depositions can be, there was one question asked of the “HR Manager” that stood out for me. The question was, “What type of training have you personally had on how to conduct a workplace sexual harassment investigation?” Conducting a workplace investigation is serious business and shouldn’t be taken lightly. Organizations should ensure personnel charged with leading investigations receive the proper training in order to be confident and credible in the undertaking.

As an overview of the phases and nuances to be considered, here are some suggested best practices to include in an investigation strategy:

Treat the Allegations Seriously

As a general rule, the employer should take immediate steps any time an employee makes an informal or formal complaint, or when a manager witnesses or has reason to suspect employee misconduct that violates workplace policies. These steps could include:

• Develop an investigation strategy, including designing the appropriate questions
• Protect those involved from workplace disruption
• Attempt to resolve the alleged conflict as quickly as possible

Situations such as on-the-job accidents, workplace harassment, ethics, and whistleblowing will be subject to compliance with federal, state or local investigation requirements. In these circumstances engaging with legal counsel may be necessary.

As demonstrated by Tillman’s video "spoof," there are also a number of things an employer should not do when an employee complains:

• Joke about the situation
• Take sides or give personal opinions
• Fire the complainer
• Discuss the complaint with others who are not involved

Choose the Right Investigator

The Society for Human Resource Management (SHRM) defines the hallmarks of the "right" investigator as someone with the right level of experience, neutrality and objectivity. The HR manager is often tapped to conduct an investigation because of the nature of the position, the ability to remain neutral and strong competencies in the areas of interpersonal skills. However, this isn’t a "given." In some situations there could be a disadvantage to HR taking on this role if there has been no relevant training, or there is a possibility the employee will view HR as being too closely aligned with management.

Depending on the circumstances and the individuals involved, there are other options for assigning an investigation leader: internal security personnel, outside HR consultant, and in-house or outside legal counsel.

Legal Issues

Even when the decision is made to not have legal counsel take the lead on the investigation, it is probably worth the investment to work with counsel to outline the legal issues associated in the investigation. This conversation may involve exploring topics such as:

• Employee perceived or legal rights for privacy
• Guidance issued by the Equal Employment Opportunity Commission (EEOC) to ensure proper steps are taken in cases involving alleged harassment
• Dispute resolution terms included in Collective Bargaining Agreements
• Management of relevant documents to the investigation
• Process for coordination with internal and external media outlets

Investigate Thoroughly

Begin the investigation process by meeting with the employee who brought the complaint forward and then follow up by meeting with the alleged wrongdoer and all witnesses identified by either party.

• Allow each individual the opportunity to tell their story without interruption
• Take detailed notes; document facts, not opinions or conclusions
• Obtain relevant documentation
• Maintain confidentiality – only disclose information on a "need to know" basis
• Advise parties involved to keep information about the investigation confidential

Don’t Get Bogged Down

The investigator should stay in touch with both parties throughout the investigation to let them know things are still proceeding. Often the investigator is faced with a "he said/she said" dilemma which can sends the process in circles. The law firm of Ford & Harrison suggests assessing the credibility of witnesses based on these factors to aid in making a judgment as to whether the events happened as described:

Demeanor, Consistency, Chronology, Corroboration, Plausibility, History and Motivation

Complete the Investigation

After gathering the facts, the investigator will review the information and make a credible determination based on a "preponderance of the evidence." Depending on the circumstances the employer may request a written report or a verbal debrief. Be prepared to discuss investigation methods, conclusions and recommendations, as appropriate.

If the investigator concludes improper conduct did occur, disciplinary action must be determined. This usually is the responsibility of decision-makers on the leadership team, including HR. Once the action is determined, the employee who filed the complaint should be advised of the corrective action that will be taken.

Naturally, the employee accused of wrong-doing will be advised of the results of the investigation and the plan for corrective action to be taken. The investigator keeps the conversation brief, summarizing the findings along with next steps. It’s also important to remind the employee that the findings were based on what is and is not acceptable workplace behavior.

If the investigator concludes there were no findings of misconduct, the discussion with the complainant will focus on the employer’s commitment to continue to provide a respectful, harassment- and retaliation-free workplace environment. The meeting with the accused employee will focus on the fact that there were no findings of wrong doing and that retaliation will not be tolerated, and may be cause for further investigation.

Documentation

In most situations, documentation of interviews and other oral communications conducted during the investigation will be summarized in writing, and signed by the respective parties to confirm the facts. Legal counsel will advise HR about what level of documentation is appropriate for the investigation. Maintenance of any investigation documentation should be separate from the personnel files of the individuals involved.

Obviously, I’m an HR/OD Consultant, not an attorney, so none of this information is presented as legal advice. The purpose is to draw attention to key protocols to be considered when planning to conduct a workplace investigation. The point Mr. Coffey made in his presentation was to be aware and sensitive to the fact that seemingly routine HR issues often lead to litigation and most often they look different in court than they did in the office. If "people issues" surface in your organization, I hope these highlights will be helpful in determining your strategy.

As always, I welcome your comments to my posting; please click below. If you found this article interesting and helpful, I’m very happy for you to pass it along to others. Have a great week.

This article was written by Deborah A. King, SPHR, CEO and Sr. Organization Effectiveness Consultant with Evolution Management, Inc. Debbie and her team are ready to assist with the design and implementation of HR and OD initiatives. Contact us for more information; www.evolutionmgt.com; 770.587.9032.

Good Morning America Report

Appreciating The Power of What’s Best

When asking for advice about how to proceed with a specific situation, isn’t it frustrating when the response is, "Well, it depends"? Sounds like the advice is coming from an attorney, doesn’t it? It turns out Organizational Effectiveness Consultants also use that phrase too. I know I do. 

My initial engagement with my clients starts with them contrasting for me what their current workplace environment and performance levels look like and what they’d like to see in the future. Ultimately they ask, "So how do we get there?" and honestly, it really does just depend on the answers to some additional questions.

The dependencies we usually explore include workplace elements such as the organization’s:

• culture
• readiness for change 
• commitment to the new vision
• quality of current communications
• level of trust
• patience for working on behavioral change

After playing with the lens through further discussions, we’re able to bring the organization into a clearer focus. Only then can we start discussing the Organization Development (OD) options for moving the organization in the direction of the restated vision. One OD methodology available for involving as many stakeholders as possible in the design of the organizational change plan is known as Appreciative Inquiry (AI).

Appreciative Inquiry

I first learned about AI at an OD Conference I attended years ago, probably in 1990. David Cooperrider, a professor from Case Western University, delivered a compelling presentation on his research with a new methodology he and Suresh Srivastva had developed that he was calling Appreciative Inquiry. What’s exciting about this process is that it takes a totally different approach to change than we normally experience. Rather than approach change from a perspective of developing methods for change designed from understanding what’s not working, AI approaches change by understanding and being attentive to the best and the highest qualities of the organization.

AI is often defined as, "A process of collaborative inquiry, based on interviews and affirmative questioning, that collects and celebrates good news stories of a community; these stories serve to enhance cultural identity, spirit and vision."

OD consultants find the use of AI extremely helpful in situations where there is:

• support for full stakeholder participation
• understanding and commitment to change as an on-going process, not a one-time event
• strong leadership dedication and belief in the affirmative process as a viable change driver
• available systems and resources that encourage sharing "good news stories" and support creative action

AI is distinctly different from problem-solving as it focuses on a desired future or outcome built on the strengths and passions of the past and present. The AI methodology is guided by the following principles:

1. Every system works to some degree; seek out the positive and appreciate the "best of what is."
2. Knowledge generated by inquiry should be applicable; look at what is possible and relevant.
3. Systems are capable of becoming more than they are, and they can learn how to guide their own evolution – so consider provocative challenges and bold dreams of "what might be."
4. The process and outcomes of the inquiry are interrelated and inseparable, so make the process a collaborative one.

So What's Next?

The work of David Cooperrider and others dedicated to the power of AI continues to demonstrate how focusing on the positive and appreciating the best is a healthy, less stressful manner in which to approach change, motivate and engage employees and improve performance results.

What would it mean for your organization, business, customers and employees if you could:

• change the orientation from problem-focused to possibility-focused?
• create a culture that welcomes and embraces stories, shared values, and a sense of identity?
• establish a culture that encourages continuous learning and inquiry?
• renew organizational energy, hope, motivation and commitment?
• improve working relations and minimize conflicts?
• increase in self-motivation?

What would these types of outcomes do to employee engagement, turnover, productivity, sales, profits?

AI is not the methodology for every situation; remember, "It depends." However, in those situations where it is applicable, the potential for engaging stakeholders in dreaming about what the organization could be and then taking the steps to achieve that dream is extremely powerful.

If you’re interested in learning more about how AI can help your organization I’d enjoy the opportunity to discuss it with you. In addition, there are also many books available on the subject, such as Appreciative Inquiry: A Positive Revolution in Change by David Cooperrider and Diana Whitney.

The important point that you need to be aware of is that there are many OD techniques and methodologies available for planning and designing change initiatives, AI being just one of them. Take the time to explore what’s the best for your specific situation, culture, workers and the type of outcomes you are in search of.

This article was written by Deborah A. King, SPHR, CEO and Sr. Organizational Effectiveness Consultant with Evolution Management, Inc. Debbie and her team are energized about changing times and can help your organization navigate the human and operational journeys to the future. Contact us for more information: www.evolutionmgt.com or 770.587.9032.

 

Author Jackie Kelm

Checklist for Business Success

For many businesses, the weakened economy has created unprecedented pressure to cut costs, eliminate waste, and improve performance efficiencies. As a result, innovative and creative organizations have become models for working smarter.

Here’s my checklist of 8 initiatives for making 2012 your most successful year:

1. Clarify the mission, purpose, of the organization. It all starts here. If employees don’t understand why the organization exists, and more importantly how what each employee does aligns with why the organization exists, the rest doesn’t really matter.
2. Identify the competencies required to be successful in each job. No one works the same way they did three or four years ago. Take a fresh look at work processes to ensure recruitment, hiring, training, advancement and performance management systems are aligned with the individual characteristics required for success in each position. This includes knowledge, skills, abilities, self image, traits, mindsets, feelings and ways of thinking.
3. Maximize technology. Utilize the cloud, social media, and technological advancements to ensure maximization of efficiencies and elimination of duplication. Don’t overlook sophisticated tools available to streamline labor intensive processes so often found in departments such as HR. HRSmart is one example of an easy to-use technology that improves efficiencies while saving time and money. 
4. Embrace new work models. Employees today want flexibility to work where, when and how they want to. A recent study by CoreNet Global indicates that radical changes in technology and the way we work will require evolving to a landscape of flexible workplace strategies, including allowing employees to BYOT (bring their own technology), teleworking, and replacing cubicles with open, collaborative workspaces.
5. Prepare leaders for the future. Change is happening quickly and executives and managers are required to keep up with the pace. Embracing a leadership development program that couples learning with executive coaching allows individuals to personalize the learning while modifying their preferences related to things such as how they communicate, embrace differences, and model change acceptance.
6. Embrace sustainability. No matter what your business focus, there are ways to make a difference to three bottom lines: social, economic, and environmental. Although the concept of sustainability has become somewhat diluted by the overuse of the word, stay focused on the original intention – to meet present needs without compromising the ability of future generations to meet their needs. I’m sure you can find ways to make a positive impact.
7. Develop adaptability and flexibility. The reality is that continuous change is here to stay. Teach all your stakeholders how to embrace it and more so, how to look beyond the change and envision what will be required by the next wave. If you didn’t catch it earlier this month, read my article on Succeeding with Chaos.
8. Do your homework on global trends and forecasts. It’s impossible to always keep your finger on the pulse of such a dynamic globe. However, since our economies and financial systems are more entwined globally, it’s critical to stay aware of what’s going on around the world and operate in a fashion that understands the impacts of the "butterfly effect." The world is becoming smaller everyday and by the time you hear it on the evening news, or read it on Google News it’s too late. Position yourself for a view into the future to guide your change management strategies.

So What's Next?

So what’s on your list that I missed on mine? Perhaps you’ll take a moment to leave a comment and share it with us.

As a business owner, I’m sensing that businesses and government agencies are more interested in talking about change initiatives this year than the last two. That’s a good sign. We can’t get the economy growing again without businesses, especially small businesses, taking the initiative to make the necessary changes for the future. Yes, there is risk with taking action. However, the decision to do nothing also carries tremendous risk and could lead to extinction.

We’ve all got to do our homework when it comes to global trends and forecasts. Perhaps what I listed as #8 on my checklist should be #1. Checking in on the research and ideas of futurists such as Richard Worzel and others from time to time can be very helpful in aiding you to envision what the future might bring and to help prepare for the impact those changes will have on your business. Attending conferences, such as those presented by the World Future Society, to engage with thought-leaders offers a wonderful front row seat for a peek at what’s to come.

The world has and continues to change and so must we. My checklist is a mix of organization development and human resource management tasks to be considered in concert with each other. If you haven’t already done so, take stock of where your organization is on these eight actions I’m suggesting will make a difference in the success of your organization. Based on that assessment, organize your To Do List, getting buy-in from stakeholders. Where necessary, fill in resource gaps with outsourced expertise and get busy positioning your workplace for the future. It’s right around the corner.

As always, I welcome your comments to my posting. Please click below to share your thoughts. If you found this article interesting and helpful, I’m very happy for you to pass it along to others. Have a great week.

This article was written by Deborah A. King, SPHR, CEO and Sr. Organizational Effectiveness Consultant with Evolution Management, Inc. Debbie and her team are energized about changing times and can help your organization navigate the human and operational journeys to the future. Contact us for more information; www.evolutionmgt.com; 770.587.9032

Organizational and Structural Design is a Signal of Intention

Key Leadership Skills in the “Human Age”

The ManpowerGroup recently published a report on How to Navigate the Human Age. Not surprising, an incredibly important element of their findings is driven by the fact that as the world gets smaller and more integrated, our business strategies and challenges are shifting from local and domestic issues to ones influenced by global activities.

Their findings indicate the world is upside down. Things like qualified human talent, which seemed to be abundant in years past is now scarce, and information which used to be elusive is now readily available and everywhere. No wonder businesses are looking for "new models" for addressing these significant changes. What do these increasing inverted trends and influence of world events have to do with the way we lead our organizations? Here are a few key findings from their research. You can read the entire report here.

Organizations Need to be Strategic About
Emerging Markets – Not just in the neighborhood, but around the world
Impacts of Globalization – Not just in business but politics, economics and social issues
Sustaining Talent – Workforce planning, recruiting, stretching, engaging and retaining
Technology – Embrace advancements for "better mousetraps" as well as resource savings
Sustainability – Do what’s right for social, economic and environmental impacts
Data Management – Lots of data everywhere; be ready to manage it and comply with privacy regulations

Organizational Structures and Systems Need to Address
Proper Workload Balancing – Full-time, part-time, contractor, outsourced, robotics (Yes! Robots!)
Fluid Workforce Management – Grounded in proactive, innovative and flexible systems
Collaboration – Embrace horizontal work models to leverage talent and development opportunities
"Glocal" Mindset – Operate with local conscious within a structure of dispersed locations
Alliances – Partner with government and training institutions to advance curriculum and skill sets

With these shifts in organizational focus, leaders of the future will need to update their competencies to include:

• Demonstrating Adaptability – The report re-emphasizes what we’ve been saying for the past several years. Everyone, especially leaders, needs to be adaptive to the fast pace of change and the ambiguity that this speed brings. Individuals with a preference for lots of details and methodically dotting of all the "I’s" and crossing all the "T’s" may find themselves frustrated and stressed if they can’t transition their styles to accommodate the needs for faster business decision making.
• Managing and Analyzing Data – So much data is readily available; getting comfortable with the balance of how much is enough, and what to do with what you have will be critical.
• Thinking Strategically about Sustainability – Employees, candidates, vendors, customers, all organizational stakeholders are raising expectations for how "responsible" a business should be when it comes to social, economic and environmental issues. Incorporating an element of sustainability into your decision-making model is a must.
• Collaborating – Leaders will need to not only build teams internally to collaborate on innovation, but they also must have the attitude, communication and presentation skills to motivate all types of partners to work together. Leaders with a command-and-control style will be well served to work with a coach on shifting to a style that incorporates partnerships and alliances.
• Innovating and Creating – The workplace of the future needs to be built on a culture that encourages and rewards "dreaming," "playing," and occasional failures. Organizations will need to keep reinventing themselves if they are to survive – maintaining a competitive edge will be impossible without fostering new ideas.
• Mentoring – Leaders can best pass on knowledge and experiences through stories. They’ll need to connect with their leadership development programs and invest in spending time with future leaders. In addition to the capacity to mentor and coach, organizations will be well served by establishing executive coaching programs in conjunction with a leadership development curriculum, in order to nurture the professional and business development capabilities of talent in the leadership pipeline.
• Workforce Planning - More than ever, organizational leaders need to be aware of the competencies required for the future and lead efforts to develop internal talent with those skills, as well as create a pipeline (internal and external) for attracting and retaining those talents. The old cliché "organizations are only as good as their people" was never so appropriate.
• Leveraging Technology – Leaders may not have to know how all the bells and whistles work, but they do need to be able to envision how technological changes can be utilized to improve competitive advantage, save time and money, and respond to the sophistication of their customers.
• Embracing Differences – Leaders set the tone in their organizations for cultural norms and philosophies. As the workplace expands, employee expectations, traditions, religions, ages, gender identity, etc. will continue to diversify. Global leaders will need to demonstrate their commitment and dedication to respecting all kinds of differences in the workplace and weave that value into everyday expectations and practices.
• Managing Time and Stress – Since the world isn’t going to slow down, leaders need to become experts at managing time and stress. Competencies such as delegation and practices such as meditation or exercise programs promoting wellness should be encouraged to help leaders sustain their energies and capacities for the speed of business.

So What’s Next?

It’s exciting to peek into the future. The ManpowerGroup’s report offers this view by linking events around the world that impact, and will continue to influence, what happens at our business locations. From a holistic, global vantage point we can already see that individuals who have the capacity to lead others utilizing the competencies noted above will be highly sought after. In order to retain this talent, organizations will need to review and modify their practices to ensure the appropriate level of support, empowerment, and challenges are available for them

Getting your arms around the kinds of change that are on the horizon may best be accomplished by collaborating with external change experts who have an unbiased perception and the expertise to guide the exploration process to determine what is necessary to move from the current organization to the organization of the future. From a neutral position, they can assist leaders with the articulation of the future design of the structure and development and implementation of change initiatives to align the culture, practices and expectations with future success.

I know I’m starting to sound like a broken record: "Organizations cannot rely on the practices of the past to be successful in the future. Design is a signal of intention." But it’s true. It’s all going to be about change – time to get comfortable with it, in order to survive.

As always, I welcome your comments to my posting. Please click below to share your thoughts. If you found this article interesting and helpful, I’m very happy for you to pass it along to others. Have a great week.


This article was written by Deborah A. King, SPHR, CEO and Sr. Organizational Effectiveness Consultant with Evolution Management, Inc. Debbie and her team are energized about changing times and can help your organization navigate the individual, team and organizational journeys to the future. Contact us for more information; www.evolutionmgt.com or 770.587.9032.

IBM THINK: Forum on the Future of Leadership

Succeeding with Chaos

Have you been paying attention to the fast-paced, mainly technology-driven changes taking place in our world these past few years? Have you been watching as technologies have imploded traditional models for business, news and politics, blazing new paths into how we communicate, work, sell, and live? Are you struggling, maybe even trying to read the tea leaves in order to make sense out of what all these changes mean? Well, perhaps the chaos we’ve been observing and experiencing has really been a precursor for what we’ll be dealing with in the future – ambiguity!

I recently read Robert Safian’s Special Report: The Secrets of Generation Flux which appears in this month's Fast Company magazine, and strongly recommend that you check it out. In it, Safian explores the parallels between Chaos Theory and the uncertainty rocking our organizations from the board rooms to the cubicles. One quote in particular summed up the uniqueness of the dilemma. This is a comment offered by D. J. Patil, Data Scientist with Greylock Partners on how forecasting business strategies has transitioned to a process resembling the work of meteorologists:

"There are some times when you can predict weather well for the next 15 days. Other times, you can only really forecast a couple of days. Sometimes you can’t predict the next two hours."

Isn’t that the truth? So how do organizations succeed when there is so much change and chaos around the globe impacting so many different markets? What impact will the speed and adoption of technologies have on traditional business planning models and our abilities to conceive paths for growth and expansion, particularly as the possibilities to glimpse at what the future requires continue to decline?

Safian starts with one certainty:  "the next decade or two will be defined more by fluidity than by any new, settled paradigm; if there is a pattern to all this, it is that there is no pattern." Now, I don’t know about you, but that certainly sums up what I’ve been experiencing within my business and client engagements. The only thing we can really count on is that things are going to change; and those changes are being driven more rapidly than ever by diverse individuals and situations around the globe.

Safian defines his term Generation Flux (or GenFlux) very broadly – it’s not so much an age thing, as it is a psychological attitude. GenFlux includes those individuals with a "mind-set that embraces instability, and that tolerates – and even enjoys – recalibrating careers, business models and assumptions." Considering what we know about personality types and work preferences, this definition will terrify a lot of people, while others will be extremely motivated by the blank paper and box of crayons they’ve just been given.

Here are a few of the "secrets" I took away from the report:

• Chaotic disruption is rampant. No industry or corner of the globe is safe.
• Clarity of mission and purpose is critical. 
• Institutions as we’ve known them are out of date and too much structure and "rules" are pointless.
• The ability to acquire new skills is the most important skill set.
• We need to improve leadership development approaches to strengthen confidence for working with changing technologies, as well as uncertainty and risk.
• Trying to replicate what worked yesterday only leaves you more vulnerable; let it go. 
• Building adaptability skills is a requirement to be future-focused; a skill Safian labels as a signature trait of Generation Flux.
• Strategies built on nostalgia erode opportunities for risk-taking and growth. Accept that the world is shifting and that new patterns are required.
• The "long" career is dead. Employees will be changing jobs, and companies, at an increasingly faster pace.
• Command-and-control hierarchical structures are disintegrating.
• What helps one organization succeed is not guaranteed to work for another. Change strategies must be customized to the organization, mission, values and culture.

So What’s Next?

According to Safian and the GenFlux leaders he interviewed, firms that excel in the future will be those who have developed leaders and employees comfortable with ambiguity and uncertainty. They will be organizations brave enough to question their status quo, even when the answers may be surrounded in fog. These organizations will aggressively seek out ways to plan and implement change initiatives, not waiting for change to approach them.

Mr. Safian concludes his article with an appropriate quote from Charles Darwin:

"It is not the strongest of the species that survives; nor the most intelligent. It is the one that is most adaptable to change."

As a passionate Change Management Consultant, this article was exciting to read. It was exhilarating to be able to intellectually conceptualize what I’ve been feeling and seeing. But at the same time, I know organizations historically haven’t been very good at assessing, designing, and implementing change. History shows that some change initiatives fail because leaders underestimate the time or investment required for moving the "operational" and "people" meters in a successful manner. Or, they fail because sponsors got impatient and decided instead to mandate employee change, or worse, they didn’t approach the change in a collaborative way, with as many stakeholders as possible, and resistance became the kiss of death.

Whatever the reasons, we need to get better at it and improve our results. If one or two decades of change will be required to advance us to the next pattern of predictable business norms, that’s a lot of change. That’s why I think that in addition to building competencies necessary to be successful in a world of ambiguity, leaders must also develop competencies for leading change.

I truly enjoyed Mr. Safian’s article and hope you will take the time to read it. In addition, the video link on my whiteboard below is an interesting look at applying Chaos Theory to planning. Although David Thorpe is speaking about fractals and urban forms, his message is transferrable to organizational planning. He recommends two great books in this video that I think you’ll also enjoy:

Leadership and the New Science by Margaret Wheatley and Chaos: Making a New Science by James Gleick.

Thinking about the operational and human resource impacts of a changing global marketplace can be overwhelming for any organization. Consider these questions:

• What could the organization do differently if strategies where intentionally aligned with clear mission and value commitments?
• What does fast-paced change mean to the levels of structure and empowerment supporting hiring, engagement and developmental strategies; especially if employees are no longer content with structured and traditional career paths?
• The term "blended background" seems to strengthen an individual’s probability for success with change and ambiguity. What does that do to rigid qualification standards for selecting candidates, projects, locations, products and services?

Are the ideas of Generation Flux a fad? I don’t think so, and I think concepts like these and others written about by well-known thought leaders are pointing us to a future mandating "think-on-your-feet" creativity. Surely the fact that thought leaders are even taking the time to explore these concepts warrants at least a new look at what your organization is doing and what it could be doing if it let go of fear.

We’ve got some exciting and challenging days ahead. I hope I’ve given you new food for thought. I welcome your comments to my posting; please click below. If you found this article interesting I’m happy for you to pass it along. Have a great week.


This article was written by Deborah A. King, SPHR, CEO and Sr. Organizational Effectiveness Consultant with Evolution Management, Inc. Debbie and her team are energized about changing times and can help your organization navigate the uncertain journey of individual, team and organizational change. Contact us for more information: www.evolutionmgt.com or 770.587.9032.

Explore the idea of applying Chaos Theory to city planning and how it can work for your industry - David Thorpe