Dear Leader, Are You Talking to Yourself?

Today and in the years to come, organizations will have to focus on winning employees back; building trust, respect, and teamwork between people; being receptive to and then acting on the best ideas and once again instilling employees with pride in and commitment to the organization. Internal communication will be a major force in achieving those ends.

In the past, leaders controlled the information employees needed to make day-to-day decisions. Leaders who continue along that path will become frustrated as they lose the confidence of employees whose desire for timely, customized, and truthful information is not satisfied. To succeed in today’s competitive marketplace, organizations must give internal communication the priority that it deserves.

Internal communication has gone through several phases over the years. The first phase was similar to the military model: Orders were given and obeyed. There was no opportunity to provide input. The second phase of communication involved the bilateral flow of information. Even though instructions were communicated down to employees, the feedback was possible through formal means and selected channels. The third phase of communication encouraged two-way communication. Listening to employees was valued and mechanisms for doing so were created. The fourth phase of internal communication recognized the value of multi-channels. Just as some communication vehicles are more efficient and cost-effective when communicating with the external environment, some media and processes are better for communicating internally; this knowledge was applied to employee communication. In the fifth phase, intimacy was introduced, but even with timely media like daily video and online broadcasts, employees’ information needs still weren’t being met.

It is the sixth phase––the one at which unilateral control of communication is abandoned––that organizations must strive to reach. In this phase, communication is continuous and multidirectional, the responsibility not of any single individual but of everyone within the organization. It is at this phase that good organizations stop dealing with the “tip of the iceberg.” They no longer communicate by sending out a flurry of memos, letters, reports, and policy statements.

Networking, or the “grapevine,” is at the heart of the sixth phase. It is being enhanced and formalized today as a result of the changes that are taking place in technology and the comfort level of today’s workers with those advances. Of course, networking is not likely to replace other forms of communication completely, but people are turning to it and to small group interaction more and more because these are highly personal. In networking, the message is usually delivered by someone you know and trust, as opposed to someone who is far removed from the issue giving you the “company line.” In networking, the message is never discussed in generalities but is always customized. This gives you the chance to discuss the implications of what is said. Such personal communication is expressed with passion and received with great interest, but on the downside, the information is not always accurate.

Four elements are required to make communication thrive. First, every organization requires accessible, affordable, easy-to-use technology. Second, an open, honest work environment should be embraced. Third, people should be encouraged to break down the communication barriers that exist. Last, great leaders must communicate the guiding principles, beliefs, and values of the organization––this will rally everyone to a common cause.

In sum, where employee communication was once created by a group of professionals, it is now created on the fly by laypeople. Where it was once broadcast from the ivory tower, it is now transmitted through the grapevine. Where communication was once formal, social networking and chat rooms make communication very familiar. Where communication was once highly controlled, it is now haphazard. Where executives had the first and last word, everyone now has an equal voice. Where the purpose of internal communication was to report on the completion of an event, it now plants seeds that will grow into new ideas. Where communication was once infrequent, it is now constant. Where there was once lag time in reporting an event, communication is now instantaneous. Where formal mass communication was once commonplace, customization and personalization are now the norms. So let’s stop talking about this and get started today.

Human Capital Management. What is it?

STRIDES LEADERSHIP PROJECT

On its basic level, human capital views the people working in a company as a valuable resource that needs to be properly managed. Like physical assets or finances, the employees of a company are vital to the company’s success.

Rather than view people as random individuals, human capital sees them as a collective resource that must be analyzed, quantified, organized, and measured to ensure business success.

Here are nine ways human capital management works to support the company and its workers.

1. Recruiting. Human capital management begins with the recruiting process. Companies must have a clear understanding of the needs of the workforce in order to hire people who will fit smoothly into the job. They need to be conscious of the current crisis in human capital and the lack of qualified workers in many categories. Steps must be taken to work around shortages in many areas. And once you have recruited them, make sure you have employee retention tactics in place that will keep them.
2. Staffing. This is what most people see as human capital. It’s keeping track of who is in what position. Where are the vacancies that need to be filled? Are they happy and fulfilled in work? What are the grievances and how are they being dealt with? This is the day-to-day work of the human resources department.
3. Organization. As companies assess the overall effectiveness of their company they need to check their organization. Are people reporting to multiple bosses? Are there redundancies where two or more teams are doing the same thing? Is this redundancy needed for good control, or would the company be more effective without it? Best management practices come when the organization is streamlined and effective.
4. Payroll. Money is the oil in the gears. Smooth payments and accurate pay for work performed all contribute to good talent management. Great importance is placed on hiring talent and paying competitive salaries. Overinflated salaries reduce the bottom line. Too low salaries make people move to better pay jobs and again, the cost of new hires cuts into profits.
5. Time tracking. With hourly employees, it’s critical to have an accurate accounting of hours spent working. Human resources must create an inexpensive and effective way to keep track of time spent working. Time clocks, punch cards, online tracking devices all work to keep employees honest and companies accurate in payments.
6. Analytics. As departments collect and organize that data pertaining to their people, it is useless unless it is analyzed. Within the analyzing of data come the opportunities to streamline, upgrade, and better manage employees.
7. Benefits. Benefits are crucial to employee satisfaction. Human resources control and manage the disbursement of benefits. They are used in addition to salaries to retain top talent. The way employees understand their benefits and access them is also a part of this management.
8. Talent management. Human resources need to understand the skills of their employees and put them to their best use. This benefits the company by enabling it to keep its top talent satisfied and avoid losing star employees to the competition. It contributes to employees’ satisfaction when they know their essential skills are valued.
9. Plan leadership succession. To continue smooth operations of a company you can’t have gaps in leadership. Wise businesses examine potential transitions and then work to ensure a qualified person is ready to step into the position when it becomes vacant. It’s a continuous process to groom people to move up into selected slots.

A company’s workforce is as critical to its success as financial soundness or physical assets. More and more companies are managing their human resources with the same planning, oversight, and care. Staying on top of trends in human capital will help keep the business running smoothly not just in these nine areas, but throughout the entire organization.

Are you looking to better manage your human capital? Contact Cleopas for methods and strategies to lead to better success.

What is Ethical Leadership?

Ethical leadership is a form of leadership in which individuals demonstrate conduct for the common good that is acceptable and appropriate in every area of their life.  It is composed of the following three major elements:

Be the Example

A noble quality of a leader is leading by example. As an ethical leader, it’s important to remember that actions often speak louder than words. People are more likely to judge someone based on how they act, rather than what they say. By practising and demonstrating the use of ethical, honest and unselfish behaviour to subordinates, ethical leaders may begin to earn the respect of their peers. People may be more likely to follow a leader who respects others and shows integrity.

Champion the Importance of Ethics

One role of an ethical leader is focusing on the overall importance of ethics, including ethical standards and other ethical issues, and how these factors can influence society. As an ethical leader, it’s important to teach peers about ethics, especially in cases where they are faced with an ethical issue in the workplace.

Communicate

Successful ethical leaders tend to be good communicators. People communicate in different ways. Some may feel comfortable speaking in public, regardless of personnel or situation, while others may be hesitant to speak with a leader because of fear, anxiousness or simply not knowing how to articulate what they are trying to say. They might be better talking via email, rather than in person. It’s an ethical leader’s job to communicate with each member of the team but also allow for open conversation, as some people may have questions and concerns that need to be addressed. It’s important for leaders to build camaraderie with their team. Quality relationships tend to be built on trust, fairness, integrity, openness, compassion and respect.

Impacts of Ethical Leadership

Ethical leaders can help establish a positive environment with productive relationships over three levels: the individual, the team and the overall organization.

Nurturing the relationships at each of these levels can lead to the following outcomes and benefits:

The Well-Being of the Individual

Maintaining a positive working atmosphere is an important responsibility of a strong ethical leader. Ethical leaders who lead by example may influence others to do the same. Generally, people are affected by the interactions that occur around them. Positive communication among co-workers may help influence job productivity and attitude. 

The Energy of the Team

Ethical leadership can also involve the management of conduct and collaboration within a team. Typically, morale is higher in the workplace when people are getting along with each other. When co-workers are working as a team, it can help build relationships in the workplace and help the overall performance of the group. Generally, strong leaders lead by example.

The Health of the Organization

The importance of maintaining a positive attitude in the workplace has a lot to do with improving the overall health of the organization. When people can show respect for one another and can value other’s opinions, it may help create a productive working environment. An ethical organization can occur when communities of people work together in an environment of mutual respect, where they can grow personally, build friendships and contribute to the overall goal.

The 4-V Model of Ethical Leadership

The 4-V model helps align the internal beliefs and values with the external behaviours and actions for the purpose of the common good. The four V’s stand for Values, Vision, Voice and Virtue, the characteristics that help create a strong ethical leader. In the end, the main goal of an ethical leader is to create a world in which the future is positive, inclusive and allows the potential for all individuals to pursue and fulfil their needs and meet their highest potential. 

7 Differences Between a Boss and a Leader

Some people might use the terms “boss” and “leader” interchangeably, but that’s not entirely accurate.

The truth is, some bosses are simply that – a boss. They have attained a position in the management section of the corporate pyramid. They have a nice office and a designated parking space. They make decisions that affect the direction of the company and often control how money is spent.

None of that makes them a leader, however.

The good news is that bosses can become leaders, and doing so should become a priority for those who want to effectively lead in the workplace.  

By learning the key differences and applying them to the job, bosses can become the type of leaders who recruit and retain top talent while also cultivating employee growth and increasing a company’s bottom line.

So what characteristics differentiate a boss from a leader? The following represents some key distinctions between the two.

Leaders Lead, Bosses Push

Leaders motivate their employees, which then inspires them to follow their leader’s example. Bosses tend to push employees instead of directing them. This type of manager tends to never make decisions, which forces employees to work without guidance and expectations while their manager hides behind a wall of inaction.  

True leaders frequently present ideas and work alongside their employees. They clearly communicate objectives to the team and their actions are aimed at achieving goals together. This is the difference between inspiring team members and losing their respect. When a team has confidence in a leader, it can help improve team culture and motivate employees to contribute.

Leaders Listen, Then Speak

Good leaders spend time listening to their employees rather than talking above them. They understand the value of seeking and incorporating the opinions of others into the decision-making process.

Bosses tend to dominate conversations. They expect employees to listen and carry out their commands, with little or no direction. This type of attitude is not a sound approach to building a team of engaged employees who want to be valued for their knowledge and skills.

Leaders Offer Equality

The business world is not elementary school – although the idea of a “teacher’s pet” is as unattractive in the office as it is in the classroom. Bosses can sometimes pick a favourite employee or two, which can result in unfair treatment, such as devoting more time to certain employees than others, giving them more benefits and creating an inner circle. This typically does not sit well with other employees and often will decrease team productivity and morale.

Good leaders treat everyone equally, giving one person’s ideas the same weight as everyone else on the team. Strong leaders don’t let personal preferences get in the way of creating a dynamic environment.

Leaders Roll Up Their Sleeves

When a company launches a major project, true leaders get “in the trenches” with their teams. Leaders take initiative, while bosses tend to stand aside and “supervise” others doing the work.

Seeing that a leader is as invested in a project as the team can inspire others to do their best work. Bosses like to sit on the sidelines and only interact to give orders. This hurts team motivation, collaboration and creativity.

Leaders Don’t Scold

A time and place exist for communicating wrongdoing and corrective action. However, the vast majority of matters involving an employee can be handled with a dose of constructive criticism, not harsh scolding, whether in private or in front of peers.

Leaders offer sound advice in a private setting, while bosses tend to scold and may even threaten their employees, which can leave them feeling concerned, embarrassed and defeated. Leaders can deliver discipline too, but their approach in doing so should be a learning experience for employees to redirect their efforts away from what is not working.

Leaders Don’t Need Fear

The old adage that says a person would rather be feared than respected is not going to work in the modern office (if it ever truly did). Leaders understand that intimidating employees and attempting to control them with fear will not work in any setting. Fear leads to doubt, poor morale and productivity loss. Smart leaders inspire with trust, enthusiasm and empathy, and display confidence in their employees to make decisions on their own. 

Leaders Invest Time

Some bosses – especially those who have chosen favourites – tend to ignore a majority of their employees. This can give other workers the sense they are drifting with an uncertain future. Leaders don’t ignore. They invest time and effort into developing employees in their profession, teaching them new skills and helping them advance in their career.

These represent some of the differences between a boss and a leader. They seem simple enough, but simple does not always mean easy. True leaders make a commitment to assess their management styles, understand these key differences and then make a concerted effort to put these good leadership characteristics into action.