Over the past few blog posts, I’ve discussed lessons on business from the dog park. Visiting the dog park on Sunday afternoons has become a tradition for us. My black lab, Jack, and I both look forward to spending quality time together in addition to the social aspects of the visits. This weekend, there was a large turnout of dogs and their owners, and as a result, there was a tremendous level of activity. Some dogs were playing toss and retrieve games with their owners. Others were frolicking in the water. Some were resting quietly in the shade.
In many respects, this scene reminded me of organizations today and the challenges that leaders are facing with respect to leading change. The marketplace is rapidly changing. Customer preferences are shifting. The ways in which consumers obtain information about products and services is evolving. Technology is rapidly being transformed. Decision making is moving at a significantly faster pace. These market dynamics can create significant challenges for firms. Today’s leaders need a comprehensive strategy for leading change in their firms in order to maintain or enhance their competitive advantage. I have included three tools for the leader’s toolbox.
Initiate a formal mentoring program
This program should target both new employees as well as employees who wish to further develop their careers. Employees need to cultivate positive working relationships in order to thrive in this new, dynamic environment. The mentor can assist the new employee in assimilating to their new work environment by teaching the new hire the unwritten behaviors and actions that lead to career success at the firm. This can also serve as a professional development opportunity for the “mentor”. It is a way to show the “mentor” that they are a valuable employee and serves as a catalyst for developing their leadership skills.
There were several dogs at the dog park that stepped into this role, including Jack. He greeted new dogs when they entered the park, walked beside them to the play area, and “introduced” them to the other dogs. This helped to alleviate fears and smoothed their transition to the park.
Organizational systems should be fluid enough to embrace change
Has the mission and vision of your firm changed? Do your mission and vision statements reflect your current organization? Perhaps your company has entered new markets, industries, or even introduced a new product line. If the firm has changed its focus, it is important this information is clearly communicated to employees.
When was the last time the leadership team reviewed employee job descriptions and the organizational structure? Does the company’s job descriptions match employees’ current roles and responsibilities? Has the firm’s performance management system been adjusted to reflect shifting roles and responsibilities? If not, these are key areas to focus on from a leadership standpoint.
Monday, May 24, 2010
Friday, May 21, 2010
Goal Setting Strategies to Engage Employees
In my post from earlier this week, Employee Engagement Lessons from the Dog Park, we discussed the importance of clarifying roles and responsibilities. This is critical for new hires in addition to current employees. As a result of the recession, many organizations have restructured, employees have taken on new assignments, and it is vital they have a solid understanding of their new roles.
Goal setting is very important for organizations in these times of change. It needs to be a joint effort between managers and employees. They need to collaborate on developing goals and establish a clear understanding of the expected results. Some companies are using the balanced scorecard concept to measure the firm’s performance in respect to financial, operational, customer relations and training and development results. The balanced scorecard serves as a link between the firm’s overall goals and departmental or unit goals. It is intended to function as a working document that can be used daily to monitor the unit’s progress compared to the firm’s overall goals and strategy.
Goals serve as a roadmap in times of change
Goal setting affects employee engagement in several ways. Employees are being pulled in a number of different directions; especially during times of change like we are encountering currently. Goals serve as a roadmap for employee thinking patterns and behaviors. In addition, goal setting has a motivation element which spurs employees to put forth the effort and energy needed to reach challenging goals. Employees strive for a sense of accomplishment and goal setting can foster increased job satisfaction, if the goals are set correctly. Goal setting can also help employees develop perseverance and persistence over time as they overcome roadblocks to achieving the goals.
Goals should be challenging
When setting goals for your employees, there are several factors to keep in mind. First, goals should be challenging, but attainable. Over time, this will foster a high commitment level among your employees. Some organizations will establish both target and stretch level goals to further motivate employees and drive performance. It is important that the manager supports the employee and helps them visualize how to achieve the stretch goal. If the stretch goal is set too high and perceived as unattainable, it can actually serve to de-motivate employees. Second, when the manager involves the employee in setting goals, it is important that the employee develops goals that are higher than their current level of performance. Otherwise, performance will be stagnant, rather than increasing. Third, employees need to see directly how their goals tie into the overall firm’s mission, vision, objectives and goals. From a motivational standpoint, they need to believe their efforts are in line with the firm’s vision.
Goals should be clear
Employees want clear and specific, action-oriented goals. Research studies show that workers achieve higher performance when their goals are clear and specific. Goals should be defined in terms of the employee’s job roles and responsibilities. It is important that the employee has control over the tasks required to complete the goal. In addition, the manager and employee need to discuss resources needed to achieve the goal. The manager needs to ensure that sufficient resources are available so the employee can achieve their goals. Otherwise, goals will not be perceived as legitimate.
Reflections for your business
Here are some ideas to consider:
- Do you have goals for all your employees?
- How frequently are goals reviewed and revised in your firm?
- Are your goals clear, specific and measureable?
- Do you have a rewards and recognition system in place that is tied into goal setting?
When looking for methods to engage employees, pull out your Goal Setting tool from your toolbox. It is a powerful strategy for unleashing your employees’ passions, strengths and talents to propel your business forward.
Chrissann Ruehle is Co-Founder of Black Lab Ventures, LLC. A human resources management consulting business, Black Lab Ventures focuses on on-boarding, training & development, performance management, and health & wellness initiatives. Our signature service, called Culture Branding, is a form of employer branding designed to help companies attract top talent and retain employees they already have. For small businesses, we offer our HR Start-Up Kits – a simple and affordable method to achieve an HR presence. We also offer full service packages for mid and large-sized companies, and function as a complement to their HR departments so they can focus on their core business.
For more information, please visit our website at http://www.blacklabventures.com/ or feel free to call us at 513-443-2365.
Goal setting is very important for organizations in these times of change. It needs to be a joint effort between managers and employees. They need to collaborate on developing goals and establish a clear understanding of the expected results. Some companies are using the balanced scorecard concept to measure the firm’s performance in respect to financial, operational, customer relations and training and development results. The balanced scorecard serves as a link between the firm’s overall goals and departmental or unit goals. It is intended to function as a working document that can be used daily to monitor the unit’s progress compared to the firm’s overall goals and strategy.
Goals serve as a roadmap in times of change
Goal setting affects employee engagement in several ways. Employees are being pulled in a number of different directions; especially during times of change like we are encountering currently. Goals serve as a roadmap for employee thinking patterns and behaviors. In addition, goal setting has a motivation element which spurs employees to put forth the effort and energy needed to reach challenging goals. Employees strive for a sense of accomplishment and goal setting can foster increased job satisfaction, if the goals are set correctly. Goal setting can also help employees develop perseverance and persistence over time as they overcome roadblocks to achieving the goals.
Goals should be challenging
When setting goals for your employees, there are several factors to keep in mind. First, goals should be challenging, but attainable. Over time, this will foster a high commitment level among your employees. Some organizations will establish both target and stretch level goals to further motivate employees and drive performance. It is important that the manager supports the employee and helps them visualize how to achieve the stretch goal. If the stretch goal is set too high and perceived as unattainable, it can actually serve to de-motivate employees. Second, when the manager involves the employee in setting goals, it is important that the employee develops goals that are higher than their current level of performance. Otherwise, performance will be stagnant, rather than increasing. Third, employees need to see directly how their goals tie into the overall firm’s mission, vision, objectives and goals. From a motivational standpoint, they need to believe their efforts are in line with the firm’s vision.
Goals should be clear
Employees want clear and specific, action-oriented goals. Research studies show that workers achieve higher performance when their goals are clear and specific. Goals should be defined in terms of the employee’s job roles and responsibilities. It is important that the employee has control over the tasks required to complete the goal. In addition, the manager and employee need to discuss resources needed to achieve the goal. The manager needs to ensure that sufficient resources are available so the employee can achieve their goals. Otherwise, goals will not be perceived as legitimate.
Reflections for your business
Here are some ideas to consider:
- Do you have goals for all your employees?
- How frequently are goals reviewed and revised in your firm?
- Are your goals clear, specific and measureable?
- Do you have a rewards and recognition system in place that is tied into goal setting?
When looking for methods to engage employees, pull out your Goal Setting tool from your toolbox. It is a powerful strategy for unleashing your employees’ passions, strengths and talents to propel your business forward.
Chrissann Ruehle is Co-Founder of Black Lab Ventures, LLC. A human resources management consulting business, Black Lab Ventures focuses on on-boarding, training & development, performance management, and health & wellness initiatives. Our signature service, called Culture Branding, is a form of employer branding designed to help companies attract top talent and retain employees they already have. For small businesses, we offer our HR Start-Up Kits – a simple and affordable method to achieve an HR presence. We also offer full service packages for mid and large-sized companies, and function as a complement to their HR departments so they can focus on their core business.
For more information, please visit our website at http://www.blacklabventures.com/ or feel free to call us at 513-443-2365.
Monday, May 17, 2010
Employee Engagement Lessons from the Dog Park
My black lab, “Jack”, looks forward to spending Sunday afternoons at the dog park. It is a treat for both the owner and the dog. Yesterday, it was raining in Cincinnati, yet there were still a lot of people at the facility. I wondered what compels people to come out and stand in the cold rain to watch their dogs play; beyond their basic love of dogs. I put on my business hat and pondered what key learnings would apply to business. After much reflection, it came to me. As business leaders, how can we create an environment in which people are excited to come to work, even on difficult days, and fully engage their natural talents?
Jack and I visited a new dog park this weekend. Upon entering facility, there was a sign that provided guidelines for using the park. We stopped to read the sign and observed other dog owners and their pets. Our goal was to identify both the written and unwritten guidelines for the park. This prompted me to think of new hire orientations and on-boarding. As business owners, we need to communicate our expectations to new employees upfront. It is important that new employees learn both the written and unwritten policies and procedures. In addition, we need to help new employees develop positive working relationships throughout the organization. When performance expectations are clearly communicated, employees have a greater opportunity for success.
As leaders, it is critical that we identify employees’ natural gifts and talents, and place them in roles which allow them to freely utilize their strengths. There was a beautiful greyhound at the dog park. He was standing quietly in group and did not interact much with the other dogs. His owner threw a ball to the far side of the park. The greyhound took off running to fetch the ball. He broke into a beautiful, fast stride around the park. The other dogs in the group followed, but the greyhound leaped out in front of them. It was beautiful to see the greyhound striding with such freedom, grace and confidence. Employees inherently want to do good work and feel a sense of accomplishment. We need to look for opportunities and create an environment which unleashes their natural talents.
Another interesting observation was related to learning and knowledge acquisition at the dog park. There were several mini communities that formed. Dogs and owners would cluster around one group for an activity such as a game of tennis ball toss and fetch. One dog started the game while the others watched. The other dogs joined in after a few tosses. After the dogs progressed in their knowledge and mastered the tennis ball game, especially the “teaching” role, they would move on to a new and more challenging game such as Frisbee toss and fetch, and become a “student” again. While the dogs were learning from each other, the owners were sharing their lessons learned in training their pets. As business leaders, we need to search for opportunities to create “learning communities” in our organizations, which fosters relationships and facilitates the lateral transfer of knowledge. Every person has life experiences from which learning can be derived. Additionally, we need continually assign challenging assignments that empower and foster growth in our employees.
Employee engagement can be cultivated through a number of methods. When employees are fully engaged, they can propel your business forward and help you to leap ahead of your competition.
Chrissann Ruehle is Co-Founder of Black Lab Ventures, LLC. A human resources management consulting business, Black Lab Ventures focuses on on-boarding, training & development, performance management, and health & wellness initiatives. Our signature service, called Culture Branding, is a form of employer branding designed to help companies attract top talent and retain employees they already have. For small businesses, we offer our HR Start-Up Kits – a simple and affordable method to achieve an HR presence. We also offer full service packages for mid and large-sized companies, and function as a complement to their HR departments so they can focus on their core business.
For more information, please visit our website at
http://www.blacklabventures.com/ or feel free to call us at 513-443-2365.
Jack and I visited a new dog park this weekend. Upon entering facility, there was a sign that provided guidelines for using the park. We stopped to read the sign and observed other dog owners and their pets. Our goal was to identify both the written and unwritten guidelines for the park. This prompted me to think of new hire orientations and on-boarding. As business owners, we need to communicate our expectations to new employees upfront. It is important that new employees learn both the written and unwritten policies and procedures. In addition, we need to help new employees develop positive working relationships throughout the organization. When performance expectations are clearly communicated, employees have a greater opportunity for success.
As leaders, it is critical that we identify employees’ natural gifts and talents, and place them in roles which allow them to freely utilize their strengths. There was a beautiful greyhound at the dog park. He was standing quietly in group and did not interact much with the other dogs. His owner threw a ball to the far side of the park. The greyhound took off running to fetch the ball. He broke into a beautiful, fast stride around the park. The other dogs in the group followed, but the greyhound leaped out in front of them. It was beautiful to see the greyhound striding with such freedom, grace and confidence. Employees inherently want to do good work and feel a sense of accomplishment. We need to look for opportunities and create an environment which unleashes their natural talents.
Another interesting observation was related to learning and knowledge acquisition at the dog park. There were several mini communities that formed. Dogs and owners would cluster around one group for an activity such as a game of tennis ball toss and fetch. One dog started the game while the others watched. The other dogs joined in after a few tosses. After the dogs progressed in their knowledge and mastered the tennis ball game, especially the “teaching” role, they would move on to a new and more challenging game such as Frisbee toss and fetch, and become a “student” again. While the dogs were learning from each other, the owners were sharing their lessons learned in training their pets. As business leaders, we need to search for opportunities to create “learning communities” in our organizations, which fosters relationships and facilitates the lateral transfer of knowledge. Every person has life experiences from which learning can be derived. Additionally, we need continually assign challenging assignments that empower and foster growth in our employees.
Employee engagement can be cultivated through a number of methods. When employees are fully engaged, they can propel your business forward and help you to leap ahead of your competition.
Chrissann Ruehle is Co-Founder of Black Lab Ventures, LLC. A human resources management consulting business, Black Lab Ventures focuses on on-boarding, training & development, performance management, and health & wellness initiatives. Our signature service, called Culture Branding, is a form of employer branding designed to help companies attract top talent and retain employees they already have. For small businesses, we offer our HR Start-Up Kits – a simple and affordable method to achieve an HR presence. We also offer full service packages for mid and large-sized companies, and function as a complement to their HR departments so they can focus on their core business.
For more information, please visit our website at
http://www.blacklabventures.com/ or feel free to call us at 513-443-2365.
Monday, May 10, 2010
Cultivating an “EE Thumb” for Growing Employee Engagement in Your Organization
During this time of year in Ohio and many other areas throughout the country, gardening enthusiasts are busy planning their gardens. Gardening enthusiasts use the term “green thumb” to describe a person who is a gardening expert. The Merriam-Webster Dictionary defines this term as “an unusual ability to make plants grow”. As leaders and managers of our organizations, we can learn from the gardening pros and apply those same concepts to growing employee engagement in our business. We can develop an "EE Thumb".
The economic recession has taken its toll on employee engagement in many firms. Merit increases and bonuses have been suspended. Budgets have been severely reduced. Employees are feeling the strain and pressure to perform. Today, many leaders are asking what they can do to re-energize, empower, and super-charge their teams.
What can we learn from gardening pros?
1. Gardeners focus on selecting the right plot. Leaders should assess their business model to determine: a. whether they are in the right business or not, and b. identify additional opportunities to expand their business.
2. Gardeners audit the soil. Leaders need to assess their processes, people and technology to ensure they are creating an environment that fosters growth in people and ideas.
3. Gardeners create a plan and they work the plan. If leaders wish to fully engage their employees, it is critical that they create a plan. Success requires planning, patience and persistence. Employees crave recognition and praise.
4. Gardeners ensure their garden receives a sufficient mixture of sun and rain. Leaders should celebrate company successes and dedicate sufficient time to learn from mistakes and failures so the company can continue its forward movement. Leaders need to create a positive environment in which employees are encouraged to grow and learn from problems.
5. Gardeners dedicate time for weeding. As leaders, it is critical that we routinely monitor engagement and search for opportunities to weed out destructive processes, procedures or negativity in the firm.
By developing a game plan and implementing systematic processes, leaders indeed will develop an EE-Thumb for growing employee engagement in their firms.
Chrissann Ruehle is Co-Founder of Black Lab Ventures, LLC. A human resources management consulting firm, Black Lab Ventures specializes in providing organizational development, onboading, training and development, health and wellness solutions, in addition to our Black Lab Culture Branding services for businesses. For more information, please visit our website at http://www.blacklabventures.com/ or feel free to call us at 513-443-2365.
The economic recession has taken its toll on employee engagement in many firms. Merit increases and bonuses have been suspended. Budgets have been severely reduced. Employees are feeling the strain and pressure to perform. Today, many leaders are asking what they can do to re-energize, empower, and super-charge their teams.
What can we learn from gardening pros?
1. Gardeners focus on selecting the right plot. Leaders should assess their business model to determine: a. whether they are in the right business or not, and b. identify additional opportunities to expand their business.
2. Gardeners audit the soil. Leaders need to assess their processes, people and technology to ensure they are creating an environment that fosters growth in people and ideas.
3. Gardeners create a plan and they work the plan. If leaders wish to fully engage their employees, it is critical that they create a plan. Success requires planning, patience and persistence. Employees crave recognition and praise.
4. Gardeners ensure their garden receives a sufficient mixture of sun and rain. Leaders should celebrate company successes and dedicate sufficient time to learn from mistakes and failures so the company can continue its forward movement. Leaders need to create a positive environment in which employees are encouraged to grow and learn from problems.
5. Gardeners dedicate time for weeding. As leaders, it is critical that we routinely monitor engagement and search for opportunities to weed out destructive processes, procedures or negativity in the firm.
By developing a game plan and implementing systematic processes, leaders indeed will develop an EE-Thumb for growing employee engagement in their firms.
Chrissann Ruehle is Co-Founder of Black Lab Ventures, LLC. A human resources management consulting firm, Black Lab Ventures specializes in providing organizational development, onboading, training and development, health and wellness solutions, in addition to our Black Lab Culture Branding services for businesses. For more information, please visit our website at http://www.blacklabventures.com/ or feel free to call us at 513-443-2365.
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