How Important Is The Why?

How Important Is The Why?

July 8, 2015

by: Paul Bertrand

 

 

Many of us look at things in different ways.  I tend to look at the big picture of things.  Many of us, have that thoroughness of reviewing things by discovering and getting to know the why, what, where, when and who of things.  Are we safe to say that everyone can come to their own conclusion and understanding of the why?  No.  Purpose is too important, and without clarity and it being well understood by all members of a team, assumptions, being misguided and unfocused creates lack of productivity and profits. 

Having an uninformed environment happens within many organizations today. What is happening in many of the workplaces is our leaders are not focusing on the most important piece of the picture, the WHY.  Not only are they not figuring out the purpose themselves, they’re not sharing and communicating with their teams. 
A recent survey done by Deloitte tells us that there is some correlation between success and purpose, but most alarming, is that the respondents who said their culture of purpose was lacking, had an employee satisfaction of 19%.

In the book “Monday Morning Leadership” by David Cottrell, Tony mentors Jeff by saying: "Keep the Main Thing the Main Thing." This basically means that you have to prioritize what's most important in getting the teams' job done. Communicating your priorities to your team clearly is essential to getting the job done right.
The purpose, “main thing”, is the number one goal and focus on your team. The main thing might be to increase sales, satisfy customers or retain quality employees. You may have one, two or even three main things, but the important thing is to stay focused on what is most important.

Some managers operate in constant crisis mode and rarely focus on the important tasks. They’re too busy trying to fix every problem that pops up. This usually leads to taking care of all the low priority tasks and not spending time on the main thing.
Research done by Effective Managers™ and the Telfer School of Management at the University of Ottawa identified that managers spend 20% of their time doing things they were not hired to do.  Worse, was another 26% of their time was spent doing support work that should have been delegated to a subordinate or other department.   Think of it – that’s over two days a week… it’s like starting the work week on Wednesday after morning coffee break.

If you are reading this article and thinking what can be done to measure or improve your culture of purpose, contact Canadian People Management Inc. to learn more about a new tool to help highlight strengths and weaknesses of your leaders.  Effective Managers™ found dimensions of accountability being critical to success and also found that a series of other measures have significant correlation to organizational effectiveness, hence increased productivity.

 Paul Bertrand is founder of Canadian People Management Inc. which is based out of Pickering, Ontario. His company specializes in organizational effectiveness development through solutions tailored to strengthen his client’s cultures, leadership and teams.

www.cpeoplemi.com

Give & Take

Give & Take by Paul Bertrand

When it comes to the many capabilities which leaders are expected and accountable to deliver, communication is one that is essential for effectiveness.   Not surprising that when most people are asked to describe details of the strong leader, communication is most often top of the list.

Knowing that without the right communication, nothing can happen in an organization. This is why I always spend time on this important element with any coaching or training with new managers.  I share with them the concept of the Johari Window Model1.  Understanding that as leaders we have a responsibility to develop positive open communication if we want to ensure effective leadership. Inviting feedback and disclosing information with not only your direct reports, but also with our boss, our peers and our communities.  Collaboration through proactive listening is just as important as clarifying through instructions.  Unfortunately, too many leaders believe their role is simply one way.

This flow of information, give and take, is important to expand the ‘open area’ which helps people to fulfill their potential and achieve more.  This is a big contribution to organizational performance.

What is critical to be in the ‘open area’, and too often missed, is the lack of setting clear context and a thorough understanding of roles and how each fits in the big picture.  Boundaries and responsibilities need to be discussed and clarified, not only in introducing them, but most importantly ongoing, sharing and giving insights on what is working well and discussing road blocks.  I recommend anyone wanting more details on this specific feedback loop, to listen to Dwight Mihalicz with Effective Managers TM explain some key concepts in the Open Door Policy webinar.

 “Effective leadership is still largely a matter of communication….An effective leader thinks about what he says, carefully crafting each utterance of any significance.”2

 

1. Chapman A. Ingham and Luft’s Johari Window Model
2. Axelrod, A. Elizabeth, CEO: Strategic Lessons from the Leader Who Built an Empire

Paul Bertrand is founder of Canadian People Management Inc. which is based out of Pickering, Ontario. His company specializes in new leader development tailored to strengthen his client’s cultures, leadership and teams.

www.cpeoplemi.com

 

Developing Leaders

By Paul Bertrand

May 26, 2015

Recently I have been fortunate to be able to help young leaders in their new roles of being accountable for others.   I want to take this opportunity to recognize my clients who are investing in their leaders, especially offering some form of training or instructional basics to those who have never managed people.

Most of us have, at one point or another, read or heard the importance of strong leadership in business or organizations.  A common and imperative competency for many management roles, but yet I find it concerning that with new supervisors or managers this skill is often developed through his or her own experiences of seeing the skill, good or bad, by someone else.  Just imagine learning on how to ride a bike by simply looking at others on the bike path peddling along, and then one day someone tells you: “Get on the bike and make your way.” Great way to get a few bruises and falls.

It is sad to say that too often the individual with a new task of managing people is placed in a similar dilemma.  They behave the same manner that has been shown through their previous boss and hope for the best.  Depending on the leaders we worked with, it could have included a prevailing harsh atmosphere, with low appreciation.  In some cases, a leadership style simply unacceptable. An outdated command and control approach inherited from the industrial age. 

This may help us understand why in so many organizations leadership is understood to be a core value, but yet when employees are surveyed, so often this point is rated at a much lower level than expected.

Leadership development programs have proven to be among the most effective measures, providing lasting and measurable results. In a positive organization, every person promoted to a leading role would receive support through a coaching program.

New leaders need to know basic understanding built on respect and appreciative social interactions.  The key success factors of leadership explained and understood are essential for giving them the necessary confidence and certainty right from the beginning.

The key goal is to allow a new leader to understand people's motivators, hopes and difficulties and to create the right circumstances and support mechanisms to allow people to live up to their full potential. 

 

Is this not a correlation in improving profitability and productivity?

 Paul Bertrand is founder of Canadian People Management Inc. which is based out of Pickering, Ontario. His company specializes in new leader development tailored to strengthen his client’s cultures, leadership and teams.

www.cpeoplemi.com

 

Maple Leaf Anniversary

Maple Leaf Anniversary

By Paul Bertrand

February 12, 2015

 

Our Canadian flag celebrates its 50^th birthday on February 15^th.

If there is any example of how people can be set in their ways and divided through the early stages of change, this story could be one of the best.

We may not know which individual deserves the credit in the creation, just like changes being implemented in your organization, odds are some will be wondering who did it 50 years from now.  Some say Dr. George Stanley, inspired by the commandant’s flag at Kingston’s Royal Military College and others say an MP from Brockville named John Ross Matheson.Nevertheless, we owe it to the committee and government at the time to persevere and introduce a unique country identity.

The story to be learnt is that although many were against it, just like many changes, getting through the storm is part of becoming a norm.   At the time the Globe and Mail wrote of the new flag in an editorial in December 1964: "Flags that have been torn in battle with a foreign enemy can still fly with pride. This will surely be the first flag in history that was shredded by its sons."
The Opposition leader had nothing good to say about it. Diefenbaker fought bitterly against Lester Pearson's plans to adopt a new flag, even losing a party member in the process. Leon Balcer from Trois-Rivières became an Independent over the flag. 
Even the Liberal MP Pierre Trudeau at the time, suggested much of Quebec was apathetic about the flag. "Quebec does not give a tinker's damn about the new flag," he said. "It's a matter of complete indifference."

Today our flag is something that represents a country that is viewed as one of the wealthiest in the world and it ranks high in international measurements of government transparency, civil liberties, quality of life, economic freedom, and education.  Our flag, the once uncertainty of many, is something to be proud of. 
May the storm you are experiencing today, be the success of tomorrow.

 

Contact Canadian People Management to learn more on how you can be leading your industry, your organization, your team, to greater results. 

Paul Bertrand is the Founder of Canadian People Management Inc. which is based out of Pickering, Ontario. His company specializes in organizational effectiveness development through solutions tailored to strengthen his client’s cultures, leadership and teams.     www.cpeoplemi.com

 

 

 

Self-centered or People-rounded Leaders

Self-centered or People-rounded Leadership

By Paul Bertrand

February 2, 2015

 In a world that we are often faced with options, as leaders we are constantly making decisions.  Leaders decide and are accountable in ensuring the best changes and or actions are taken.  This type of authority in taking responsibility can be done in a manner that reflects a leader that is self-centered or people-rounded.

Self-centered leaders are most often focused on what is sought, and have no care of how and who will be impacted by their decisions.  Where as a people-rounded leader will ensure that the problem analysis always involves the individuals, especially the key stakeholders.  Important to note is how your subordinates can perceive you as one of the two. 

Although the details are important for any problem at hand, the leader who does not take into account the basic principles of working with individuals becomes self-centered.  People around you are individuals who may be your customers, peers, prospects, direct and impact reports or your own leaders.

We all know that some of us are more detailed oriented and can be easily swayed in thoughts and actions that are not people focused.  But what I’m referring to is a necessity to not only meet the immediate needs and desires of the challenges, but ongoing and long-term success as a leader in leading strategies, goals, and empowering people.  As a good leader you must realize that it is not you who make it happen, but your success is determined in having every individual around you and impacted by you, to deliver to the right task and decisions you authorize.

I’ve seen all kinds of leaders in my work and life experiences, and I assure you that good wins.  I have been empowered by leaders that have shown a genuine care in me as an individual, valued my input and expertise in whatever was relevant. I respected their decisions and actions because of it.  For example, a CEO who would leave a personal weekly voicemail message to all thousands of employees, although a group message, felt personal because of the genuine sincerity.  When people are asked about their best boss or manager, the list is too often built with the ones who respected you and took some steps to know you as a person.  In these positive relationships that built commitment, all who were working under such leaders were more driven and eager to deliver. 

I’ve also seen work environments so badly poisoned by self-centered leaders, that a third party, organized unions of people, need to be in place just to get the basic details done.  A fool, who somehow believes just because of their role or title, deserves a “god like” treatment.  An environment built where self-centered ills are brewed within both sides, only causing negative advancement, let alone sustainability. 

Nevertheless, any culture can be positively changed through people-rounded leaders, the spirit of achievement.  Anyone can become the heir to success when leading with the three “airs” - Cares, shares and is fair.

Contact Canadian People Management to learn more on how you can be leading your industry, your organization, your team, to greater results. 

Paul Bertrand is the Founder of Canadian People Management Inc. which is based out of Pickering, Ontario. His company specializes in organizational effectiveness development through solutions tailored to strengthen his client’s cultures, leadership and teams.

www.cpeoplemi.com

First Impression Or Bad Perception

By Paul Bertrand

January 7, 2015

 

 

So many companies recruit and select individuals with the goal of adding new employees who hold basic traits, ethics or values that are important to the successful hire.  I’m referring to honesty, open communication and trustworthy.  

Yet, why is it that so many recruiting and selection processes leave applicants doubting if the company is honest, leaving them with withheld communication, and leaving potential applicants not taking the steps to apply.  Would you agree that if you want individuals with specific basic competencies to join your company, the environment you are portraying, especially the selection process, needs to match those values. 

Too many recruiters today never start with an inviting, honest and respectful relationship.  They portray themselves in the driver’s seat and demonstrate a dominant role in the selection process. Things as simple as choosing to not thank people in applying, a basic task, especially with merge functions, leaves a bad perception.  An attitude that they don’t really care other than who meets the requirements or at least the ones that the recruiter believes meets the requirements.   Let’s face it, in today’s competitive and difficult search for top performers, you need to ensure that you are inviting top candidates and not leaving them with any doubt of your company values.  

The old saying that you only get one chance for that first impression is no different on getting interest to your job postings.  When someone gets the first impression from looking at a posting and is left with missing info like compensation details, no idea on who the company is, especially when a 3^rd party recruiter is involved, lack of details on the position responsibilities and all too often the statement that only qualified candidates will be communicated, leaves some to pursue their search for a better employer.

Too often the efforts are limited in ensuring that postings will attract and communicate to the audience you are looking for.  Maybe the entry admin position is not the best individual to be left with this key public relations and communication task of developing and anchoring an interest. 

Companies will ensure that their values and core principles are communicated for all to see.  Websites, Press Releases, Shareholder Updates and Newsletters, but yet their recruiting efforts leave potential and applying candidates with such a bad depiction of the company.  They too often believe this process only connects with one of the two, non-worthy or successful candidates.  Not understanding that many did not bother applying based on what they first where introduced to. 

If you are looking to add top performers from job postings, recruiting activities and selections processes, make sure they reflect your key core principles or values, especially those that are important to your culture.  Also, don’t be scared to put yourself in other people shoes and determine if your processes are more deterring or attracting.   Sometimes the easy and simple way, is not the best way.

Paul Bertrand is founder of Canadian People Management Inc. which is based out of Pickering, Ontario. His company specializes in organizational effectiveness development through solutions tailored to strengthen his client’s cultures, leadership and teams.

www.cpeoplemi.com

The True Leader

As Christians of the world celebrate the birth of the saviour, this timely blog is dedicated to Jesus Christ.  Reflecting on what he shared with us on how we can lead in his ways.

 Jesus was announced to be a leader centuries prior to his birth when God spoke through the prophet Isaiah. Isaiah 9:6 “For to us a child is born, to us a son is given; and the government will be upon his shoulder, and his name will be called “Wonderful Counselor, Mighty God, Everlasting Father, Prince of Peace.””  Wonderful is translated from the Hebrew word pele meaning miracle.

In a short blog I would never be able to describe in detail on how so many characteristics and values of effective and successful leaders can be referenced to the True Leader.  We can however simply look at the first name, or quality from the announcement, how we can portrait Jesus Christ through behaving as wonderful counsellors.

The counsellor role is an important aspect of leaders.  Good counsellors are always compassionate and positive.  This is the fundamental ingredient of what can make us exceptional leaders.  To be supportive and inspirational is often words used from people describing their best leader they have ever had.  Although we may know this is a necessity in our role to impact, mentor and lead others, we may become less optimistic or cheerful at times.  Even our True Leader, although a flesh life filled with encouraging actions and words, he also had the moment in the temple where the situation might have got the best of him when he made a whip of cords and drove the traders out the temple. John 2:13-17

Is the stress, conflicts or challenges get the best of us at times?  In a world that is fast pace, competitive, action driven and goal oriented it is too often taking from us a true effort to remember to be portraying the optimistic person in charge.

This is where the quote from Warren Bennis who through his many books, highlighted so often that the ingredient of successful leaders include personal ethics.   “Managers are people who do things right, while leaders are people who do the right thing.” 

Just when He fed the many, faced with thousands of people being in a desolate place away from food and his disciples telling him of the worry of darkness soon upon them, the apostle Mark tells us that he had compassion for all.  Mark 6:34

May we as leaders learn the goodness from the teachings and examples of our True Leader.  Let us take the spirit of the season built from true Love and Compassion, and make it part of what we strive to become - stronger leaders. 

Merry Christmas.     

Paul Bertrand is founder of Canadian People Management Inc. which is based out of Pickering, Ontario. His company specializes in organizational effectiveness development through solutions tailored to strengthen his client’s cultures, leadership and teams.

www.cpeoplemi.com