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Chris Christensen In New Post Bill Patterson Promoted

Bill Patterson

AIDS in the Workplace Is Your Company Prepared

Chip R. Bell is a senior consultant with the Chip Bell Group and author of several bestselling books, including Take Their Breath Away with John R. Patterson. His newest book, with Marshall Goldsmith, is Managers as Mentors and will be in bookstores in May 2013. His consulting firm has worked with many Fortune 100 companies helping them create an innovation-driven culture. He is a past president of the Charlotte Area ASTD chapter. He can be reached at www.chipbell.com.

Chip Bell

Bill Nussman is a seasoned global educator specializing in security access technologies, with more than 20 years of experience in complex access control systems, adult education, and talent development. Currently serving as the training manager at HID Global’s HID Academy, William leads a team of six trainers, delivering high-quality technical and sales training programs. 

Before joining HID Global, Bill had a long tenure at ACRE (Vanderbilt Industries / Allegion / Geoffrey Industries), where he held various roles including field sales engineer, product portfolio training manager, and regional training / department manager. His expertise spans across multiple security access control products, and he has a proven track record in developing and delivering comprehensive training programs, both in-person and virtually.

Bill is known for his customer-driven innovation, adeptness in educational design, and proficiency in instructional design and adult learning principles. He is a Certified Professional in Talent Development (CPTD®) and holds a bachelor of science in psychology from William Paterson University.

Bill Nussman

Usually, we find that beneath the surface of persistent problems lies a host of unresolved issues. If we’re not talking about the right issue or the root of the issue, the problem will remain unresolved and may even get worse.

How to Address Repeated Bad Behavior

One of the biggest challenges of leadership is creating a culture where employees feel safe to share their ideas, concerns, feedback, and suggestions. Many have worked for organizations where leaders talk the talk but don’t walk the walk. They ask their employees to speak up but seek only praise and approval themselves.Great organizations develop employees by developing leaders. Leadership is more than a title, it’s a mindset. Joseph Grenny, coauthor of the New York Times bestseller Crucial Influence, once defined leadership as “intentional influence.” Coauthor Kerry Patterson adds, “At the end of the day, what qualifies people to be called ‘leaders’ is their capacity to influence others to change their behavior in order to achieve important results.”Here are four ideas that can help you develop an influencer and manage employee contribution.Solicit SincerelyIf you don’t want their ideas, don’t ask for them. Little contributes to a culture of silence more than insincerely soliciting feedback. So, if you already know what you’re going to do, be sure not to hold a perfunctory brainstorming session.Also, some people want to be seen and heard, but everyone wants to be valued. Employees share their ideas to contribute value. If those ideas aren’t sincerely valued or appreciated, the employee won’t feel valued.You can solicit ideas sincerely by focusing less on being right and more on getting it right. When you gather input and perspectives from others, you expand your pool of meaning, which leads to more informed decisions, actions, and results.Establish ExpectationsMake sure your employees understand that not all ideas can or will be implemented. Establishing proper expectations can help minimize frustration. Let employees know that while their ideas may not be implemented, they do inform the final decision. Their contributions may confirm current thinking or spark new ideas for a better course of action.It’s important that employees know that while they may not be a part of the decision-making team, their contribution as part of the data stream is invaluable. They are often closest to the problems you are trying to solve. Additionally, when employees serve as contributors, they are more likely to adopt the new solution (even if it’s not their own) and serve as champions to encourage others to do the same.Communicate ConstraintsWith limited insight into organizational constraints, employees often share ideas that are beyond the scope of what the organization can do. What resources are available? Is there a budget? What’s the timeframe or the level of quality required? Communicate your constraints so employees can offer suggestions and share ideas that work within them. When suggestions aren’t implemented, it’s generally not because they are bad, but because they are outside the constraints. Communicating constraints will lead to a greater chance of implementation. It also offers transparency and allows employees to see clear reasons should their ideas not be implemented.Reveal ResultsMore often than not, employees realize that all their ideas won’t be implemented. When people get frustrated or angry, it’s usually not about implementation but more likely because they feel their ideas were not considered. So, when people contribute ideas, let them know where things stand. If their idea was not implemented, explain why. Remind them of the expectations that were established and the constraints that were shared.Encouraging employee innovation and creativity is key for organizational success, as well as for engagement and retention. Managing the process can be challenging, but healthy organizations will always have more ideas than they can implement. Creating a process built on safety and rooted in sincere solicitations, established expectations, clear constraints, and transparent results will aid your efforts.

Working With Employee Input

Embedding strategic communication in key parts of the employee experience will create work environments that people want to engage with and vow never to leave. Here are three steps to take.

The New Rules of Engagement for Attracting and Retaining Talent

When an employee decides to take another job, should an employer make a counteroffer, usually in the form of a pay increase, in the hope of retaining that employee?

Do Counteroffers Make Sense?

Would you say leaders in your organization tend to be more bold or more cautious when they make important decisions? Not sure? Here are a couple case studies for comparison.Case Study 1:A new CEO took the helm at a technology company and quickly eliminated 70 percent of the product line and announced a partnership with the company’s biggest rival.Case Study 2:At a different technology company, a new CEO was promoted from within, and instead of making bold changes, the CEO began methodically tuning the company culture and carefully analyzing trends and opportunities to refine the directional focus.AnalysisOn the surface, these case studies represent opposite leadership styles, one bold and one cautious. Which would you want to train for in your organization? Is it better to train leaders to measure twice or to teach them that fortune favors the bold?While they appear to be in conflict, caution and courage are both virtues. Knowing the outcomes of each case study adds some useful context.Case Study 1 describes the return of Steve Jobs to Apple in 1997. Jobs made the risky decision to focus on a few products like the iMac and formed a partnership with Microsoft to bring Microsoft Office software to Mac machines. Apple experienced extraordinary growth under Jobs’ second tenure.Case Study 2 describes the promotion of Satya Nadella to the top job at Microsoft. The company was struggling when he took over in 2014 and seemed to be on the fast track to irrelevance. Under his leadership, though, Microsoft has traded places with Apple as the world’s most valuable technology company.Effective Leaders Need Both Caution and CourageThe apparent contrast between courage and caution in these examples reveals a paradox, a tension between two necessary principles that on the surface appear to be contradictory. It’s tempting to dumb down the contrast and talk about different “leadership styles”—one bold, and one cautious, either of which can be effective. This explanation ignores the important reality that every effective leader needs both caution and courage. The traits are like two posts on a suspension bridge pulling in opposite directions. The tension between them is what keeps the bridge in place. For all his caution, Nadela placed big bets on AI, cloud services, mixed reality, and quantum computing. Some of those bets have not yet paid off. For all his boldness, Jobs was intensely data-driven in his obsession with the user experience, not just measuring twice, but hundreds of times and from multiple angles.Both Nadela and Jobs had big aspirational goals that, like a compass, pointed them in the direction they wanted to go. Jobs wanted to fundamentally reshape the way people use technology to create, interact, and find meaning. Nadela has a similar vision for Microsoft that is about empowering every individual and organization to achieve more by leveraging technology. Both leaders also knew they needed short-term achievable goals to measure progress toward those aspirational compass points.The Balance of Courage and CautionTo train effective leaders, you need to help them understand the balance between aspirational goals and achievable goals. They need to understand that all lasting progress is the result of an iterative process of goal setting, barrier analysis, behavior changing, and results evaluation. At Niche Academy, we call this the Progress Cycle.Effective leaders are not born. They are ordinary people who have come to understand and value paradoxes like the tension between courage and caution. Chances are that your team already has people ready to learn and implement the patterns that will move their team forward.

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