Great Leaders Have Core Values (Part 5 of 7)

One of the greatest things people have that moves in the way of our perceptions is noise. Noise in our heads. In order to move beyond that noise you need a process. You need a way to let go of what you think you know so the greatest good can come to you and your organization. I think about a great man who I interviewed and knew a while back named Senator George Mitchell. Senator George Mitchell helped create peace in Ireland. He created the Northern Ireland Peace Accords. He enabled it to happen with the warring factions in Ireland at a time when tensions were the highest and conflict was the highest. The way he did this was to create a nucleus. A nucleus of people who agreed to specific things. They knew that there was something greater than themselves at play. They knew that they were doing this for posterity. They knew that if they didn't do it, lives were at stake. The country was at stake and they loved their children. They all agreed on that one thing.

Senator George Mitchell felt the same way and he told me, “I will stay here until this is resolved.” He stayed in that room until it's resolved. He says, “I will not leave here until this is resolved.” And sure enough, that nucleus of people, when they were brought into a room of conflict with so much noise you wouldn't believe it. Only believe it from what you see on the news. It stopped. It quieted. It became much closer to our hearts and minds in a way that you could never get without having that nucleus. Through true heart and mind connection and co-creation with that nucleus of people, you have the power to transform your entire organization.

The Benefits Of Shifting Companies To Performance Management (Part 4 of 7)

When companies are stuck in their way during their performance manager process. Whenever you're stuck in your way on anything, what's important is to take a step back. When you take a step back you begin to co-create with others in your organization. The best way to co-create is through methodologies around organization development and transformation. This is largely around looking at what we have done well, and what can we do better, which is the very essence of great performance management in and of itself.

Let's look at the things that worked in performance management, the things that we know should stay, and then the things that we know we could do better with. The things we could do better with are the things that we begin to reassess and reevaluate with our executive team. We innovate new and important types of ways that will connect to what the core of our business and purpose really is.

Performance Management and Happiness in the Workplace (Part 3 of 7)

When I was a kid I used to hate being told that I couldn't do something by my teachers. One of the things I always hated being told was I couldn't play the drums. Then later on I got older and I couldn't play the drums for Mr. Morrow's class because he told me, “You're going to play the cowbell instead.” I said, “That's not going to happen. I love drumming and I'm going to learn drumming.”

I finally mustered up enough courage to ask my parents, “Hey guys, get me a teacher to teach me drums because I love it so much.” They got me a teacher and I learned how to drum and I became part of an awesome music community that I loved and had people who respected me. I could create cool new music with them and I appreciated working with them, and we had a common ethics around what we did.

I was always relegated to the cowbell by Mr. Morrow. He told me to go play the cowbell, but I went home and I asked to become part of a larger community. What I'm asking you, everybody, to do is don't relegate your employees to the cowbell. Give them the opportunity, create a culture of respect, of ethics and integrity, of appreciation, a positive future, a wonderful collaborative culture that makes it impossible for anyone not to love the workplace, and I guarantee you you'll reap the benefits.

Becoming an employer of choice (Part 2 of 7)

Becoming an employer of choice has many different ways and aspects and methodologies behind it. You've probably heard of a lot of the different current methods and list out there today. They all have to do with things around compensation, benefits, perks and other fancy things that employees get as a result of working at those organizations. However, a new study that we just completed called loving one's workplace proved that there are other aspects that are more important than perks, benefits, sleeping pods and fancy foosball tables.

Of the same sample set, 95% of people stated that they are two to four times more likely to stay at their organization if they love their workplace. It turns out that ethics and integrity, and respect and appreciation came up above 80% of the most important things for loving one's workplace. Living the values and ethics espoused by the organization as well as respect and appreciation from others were the top two of factors that define loving one's workplace. Down in the 20's were perks, benefits, compensation and those fancy foosball tables I've spoken before.

How You Can Do Better At Performance Review Systems (Part 1 of 7)

There's a lot of companies who say they've done amazing things around performance management. General Electric is one of them, Adobe is another. They have very different ways that actually create an outcome, and they do it a little bit differently. Adobe has allowed their performance reviews to become less rating focused. GE has reduced the amount of rating that occurs at their organization so that it reduces rater fatigue. Think about this. If you have an annual employee performance review, and it has hundreds of questions on it, are people going to want to do those employee reviews or are they going to want to run away from it and go the next organization?

Most likely they've going to be fatigued by it. When we reduce the amount of questions, the amount of rating that we have for employees, we allow them to want to do that rating more. In my view, the best performance management process out there today is the one that works for your employees and reduces their fatigue around the process and that connects the most to your specific employee competencies and strategy. When you don't connect to business strategy, and you don't connect to the outcomes by which you want your employees to achieve in your organization, you're never going to be able to measure that change over time.

Other performance management systems focus on feedback, things that have been done wrong by the employee. There are things that are weaknesses of employees rather than things of strength. When we focus on things of strength, we give employees the opportunity to get better at what they do really well, and then have advice to get better at things that they need to be better at. Feed forward has enormous benefits for employees more than feedback because it gives a person a sense that they can be better. They can do better. When you're given that opportunity, their amygdala, the emotion part of the brain, relaxes and they say, “I can do this. I can be a part of something greater than myself. I can create a positive future for myself in this organization. I can do better, I can be better.” That achievement focus makes an employee really want to become part of that environment and love what they do. You're far more likely to love what you do and love your workplace when you're given that opportunity to know what you do best.

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Team and Company Alignment Are Critical Components ofLarge-Scale Change

94% of employees that love their workspace and are aligned with its values are 2-4 times more likely to perform more and recommend their company

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CEO & Founder of Best Practice Institute

Retain your best employees, increase productivity, and create a community that fosters peak performance.

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