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Pay for Skill – Danger Alert!

There are many different organizational philosophies around compensation and how employees should be paid and/or rewarded. I am not necessarily convinced that any one pay philosophy or pay practice is universally better than another; however, I do believe you need to strive to find an approach that will work for your organization. I firmly believe that if you have invested in conducting proper job evaluations and market pay studies, you will have, at the very least, established a solid foundation on which to build. That is, you will have a pretty good handle on how you will bring new hires into your company based on what the market is paying for their knowledge, skills and abilities. People that bring the desired level of KSA’s should be paid around the midpoint (market) of your pay band, less experienced are paid closer to the minimum and those with more experience and expertise perhaps come in closer to the maximum of your band.

DangerBut what about once they have been with your organization for some time? What criteria do you use to determine if they receive a pay increase or not? Do you provide pay increases every year based on changes in cost of living? While that might seem “fair” to you and your employees at first, you aren’t exactly incentivizing for better performance and rewarding accordingly! Another approach, which I am a bigger believer in, is merit pay or pay for performance. The basic tenant of this approach is that those employees that perform better (i.e. make you more money) get the highest pay increases and rewards. Now, in order for this to work, you need to have established a pretty decent performance management system or culture whereby goals are set and measured objectively and people are held accountable for their results. That can be a big “IF” for a lot of companies.

Another approach I have seen in companies, especially those in the professional services industries, is to pay or reward for skills. Typically, in most professional services companies, they invest quite heavily in the training and development of their people. The more you know about C# programming or Oracle databases, in theory, the more valuable you are to the company. The company can then “sell” your knowledge and capabilities to its clients and thus increase its own revenues. So, what happens in these situations is that employees receive pay bumps or “market” increases based on their enhanced skills portfolio. Warning – this can be a slippery slope!

This approach, a pay for skills model, can wreak havoc on your companies’ compensation scheme. What I have seen happen is that employees’ go on training courses, obtain certificates, certifications, etc. and then expect an immediate raise. They often come back from writing the certification exam with all kinds of salary surveys that show how employees that get a certification in XYZ earn 1/3 more than their peers who don’t have the certification. What they don’t tell you is that if you dig into the numbers, these surveys are pretty much manipulated by the vendor to justify the cost of the certification…but I digress.

This then becomes a perpetual cycle of being held hostage every time your employees go on training. By paying for “skill,” you end up NOT paying for the value derived from the skill. Meaning, just because Joe is now a Certified Widget Designer (CWD), it doesn’t necessarily mean that Joe is a GOOD widget designer. Sure he has demonstrated some level of knowledge required in order to obtain the certification; but that doesn’t mean Joe is applying it on the job or creating new/more value in his current role. You need to recognize and reward him for that based on his performance.

Now, if Joe leverages his new CWD certification and designs a new cutting edge widget, or mentors/trains others to become better widget designers, then that is a different story and that my friends, is an increase in performance! As well, if Joe goes on to be so good at making widgets he now has his eyes on leading a team and he gets promoted – well that is a promotional increase – all valid reasons for a pay bump!

So a word of caution if you are paying for skills right now – at some point in time you are going to be held hostage by this approach. Your staff will quickly figure out that the only way to get an increase is go on training and get some sort of certification. Are you willing to approve and pay for any and all training requests now so that all staff has an opportunity for pay increases? If not, why not? What message does that send? What are you telling your employees about the importance of their performance? Is that even important to you? I simply caution on the pay for skill approach and doling out buckets of cash for certifications. That is a short term “solution” that will only end up in longer term pain for you. You are basically encouraging a mercenary type of approach and not demonstrating the causal compensation link between your company and its employees. You want to recognize and reward employees for doing great work – there are better ways to do it then pay for skill. As always, I welcome your comments and feedback.

Image courtesy of digitalart/FreeDigitalPhotos.net


Breaking up is hard to do

Break ups are tough – both in your personal and professional life. Sometimes, despite the best efforts of both parties, things just don’t work out. Often enough, one side wants it to work out more so then the other side does. Typically, the other person knows this and when they have made the decision to move on (instead of trying to work things out) they often use the line, “it’s not you, it’s me.” Important to note here, it doesn’t matter if I am referring to personal or work relationships here!

Breaking UpHere is the thing, as employers, we sometimes have to face the fact that sometimes things just aren’t meant to be between employer and employee. You can try and make things work, you can do your best as a leader and/or HR Pro, but it simply doesn’t work. The reason being, the other party has their mind made up in terms of what they want (to do) and there is no changing their way of thinking.

Case in point, my good friend Brian who works as a Sales Manager recently experienced a break up with one his employees. “Roger” came to Brian’s company a few years ago with a solid base of experience and a good track record, albeit, he had a bit of tendency to change jobs every 2-4 years. Brian took a chance on hiring him and for the first two+ years things really paid off. Roger took to Brian’s approach and flourished under his leadership and quickly became one of Brian’s rising stars in his department.

Brian, whom I consider to be a great manager, did all the right things when it came to Roger. He coached him on a regular basis and invested a lot of his time advising and mentoring Roger and supporting his development. When Roger expressed an interest in doing and being more, Brian invested in leadership training and broader technical sales training for Roger. Brian kept the lines of communication open with Roger and always made sure he and Roger were aligned in terms of Roger’s career goals, etc. Year over year, Brian invested in enhancing Roger’s knowledge, skills and abilities and Roger continued to receive pay increases above the norm due to his job performance.

At the same time, Brian’s department continued to grow and he added more and more staff. Some of the new staff were junior and some came with more experience then Roger. However, Brian continued to make it clear to Roger that he was his #2 and he continued to pay for Roger’s training and development and kept coaching and mentoring him. A few months back, things began to change. After each training course he went on, Roger started to ask for more money. As Brian continued to develop him, Roger wanted more money because he thought he was continuing to become “more valuable.” Brian did all the right things; he spoke to Roger about how he would continue to reward him based on his performance. He explained how Roger was paid and what percentile he was in, etc. and made it clear the training and development was in investment in Roger, not a pay for skill model. In short, Brian was as transparent with Roger as he could be. He continued to paint the picture as to what Roger’s (bright) future was and would look like at the company. Three months later, Roger quit.

So what happened? Brian was devastated when Roger put in his resignation. Brian started to question himself and his management approach. What did he do wrong? What should he have done differently? I had to reassure Brian that there was nothing he could have done differently nor should he have. Roger told him it was time for him to move on to a different challenge, but the reality was that Roger was (mostly) leaving for more money (salary). You see, in his career, Roger was never told “no.” He was used to getting what he wanted, when he wanted it. In his previous jobs, he either got more money or he moved on for more money. He used paid training as a way to build up his personal portfolio to leverage it for more money with his current or other employers.

Some secondary reasons also emerged. Turns out, Roger was a bit insecure. Despite Brian’s constant communication and reassurances, Roger panicked when growth occurred and other talent was hired. For some innate reason, he didn’t feel like the “top dog” anymore and he felt threatened/insecure in his role. It is possible he tried for a money play because he thought he might not be as “valuable” to Brian with more staff on board.

Brian found out about these things because he has a great HR team at his company who did a thorough job with stay interviews and their final exit interview with Roger. During his exit interview, Roger indicated that he was moving on for money (contrary to what he told Brian). Brian was confused as to whether Roger was really moving on for a better opportunity or if he was just using this as a way to get more money from Brian (something Brian stuck to his guns on).

As well, the industry Brian works in is pretty small, so he found out about some of Roger’s insecurities (through others) after Roger had left. All of which, left Brian feeling a bit down. Worst of all, for both Brian and Roger, Brian came to find out that Roger left for $6K more in salary and is by no means happier in his new role/company, but he is, however, “making more money.”

I had to “counsel” Brian not to take this personally. Sometimes things just don’t work out – they just aren’t meant to be. You can do all the right things as a manager; however, if your employee is hung up on wanting/thinking they need to make $1k, 2k, 5k more, you won’t get them past that, no matter what else is happening. That is, if direct cash compensation is the #1 driver of job satisfaction, there will always be an insatiable appetite to have/make more. Additionally, employees that can only focus on making the next dollar more will never get past being told “no.” They will always make their next move for more money and more money alone. That in turn will make them happy for the short term, but in another 2-3 years, they will need to move on again.

The best move for Brian is to live and learn. He made the right call – he wasn’t going to be held hostage by giving more money just to retain Roger. Roger was competitively paid and well supported by Brian. As tough as it was for Brian, this breakup was almost inevitable. Brian had to let Roger make his decision and move on. If he didn’t, and gave Roger more money, they would be revisiting that conversation every 6-12 months as the “Roger’s” of the world are always focused on how/why they should/need to be paid more (than everyone else) and they are simply incapable of seeing the bigger picture. At some point in time, the “Roger’s” hopefully reach a level of career maturity whereby they can look at a total employment compensation/experience package and make better (employment) relationship decisions. Until then, the “Roger’s” will continue to cycle through different jobs to make a few bucks more. As I told Brian, sometimes it’s not you…it’s them! Break ups are tough and you need to move on. No amount of relationship evaluation was going to make the Roger situation work out any differently. I advised Brian to broaden his evaluation of the talent on his team. He needed to invest more of his time and energy into development a few key employee simultaneously. Continue to keep the lines of communication open, but know what you are getting into. The break up with Roger could have been predicted based on his past work history. It wasn’t a reason to not hire Roger, but Brian shouldn’t have been surprised when the break up happened. Much like in our personal lives, there are people that struggle to commit, the same applies in the workplace and that is when the break ups occur. As always, I welcome your comments and feedback.

Photo courtesy of David Castillo Dominici/FreeDigitalPhotos.net

“Because it’s 2015”

On Wednesday November 4th, Canadian Prime Minister elect, Justin Trudeau, had his new 31 member cabinet that he had chosen sworn in at Rideau Hall in Ottawa. Normally cabinet swearing in ceremonies aren’t that big of a deal in Canada (in my opinion); however, this particular one was different. It was different for two reasons:

  1. When campaigning, Justin Trudeau had promised that if he was elected, his cabinet would not only be balanced (men/women) but that it would be representative of Canada as a whole.
  2. He kept this promise.

Now, this is not meant to be a political post, although it is a pretty sad state of affairs when we are actually impressed that a campaign promise is kept! What is inspiring about this, is that when the group was assembled and a reporter asked Mr. Trudeau, “why having a gender-balanced cabinet was so important to him,” his answer was a sound bite for the ages – “Because it’s 2015.”  You can watch the video here

trudeau-speech-2_jpg_size_xxlarge_promoYes, it is 2015 and having a cabinet that is gender balanced and representative of Canada is the right thing to do. There is a lot that we as HR Pros can learn from Mr. Trudeau and his “Because it is 2015” line. We need to be leading the way in our workplaces to ensure that we have gender and racial diversity (at a minimum) in our workplaces. We need to be leading the way to make sure that our workforce(s) is/are representative of Canadians as a whole.

It is 2015 and it is time to stop talking about the need for gender and racial “balance” or “representation” in the workplace and do something about it. The fact that the desire to have this balance in one’s place of work (in this case, government) is even questioned shows how far we still need to go in this country and in particular, society as a whole when it comes to issues of access and equity.

As HR Pros, we are in a unique position to affect this type of positive change in our workplaces. We need to be vigilant and critical in our hiring practices and talent management approaches. Are we being astute in identifying barriers to entry for women, visible minorities, persons with disabilities, etc.? When we do identify barriers, are we willing and able to remove them? What about our pay practices? Are we willing and able to analyze our pay practices and if/when we find pay equity issues are we bold enough to do something about it?

Let’s all commit to doing a bit of navel gazing here for a minute and reflect on what we have been doing up to this point in time as HR Pros. Have we been doing a good enough job maintaining employment equity? Have we been strong organizational stewards of change for hiring and retaining a workforce that is representative of Canada and the areas in which we live? If we know that something isn’t “right”, have we been willing and able to speak up against it? These are the tough questions we must ask of ourselves and each other, because if WE don’t ask these questions and do something about it, who will?

I have laid out a challenge for myself as an HR Pro – I am challenging myself to become stronger, more forceful and ever vigilant about ensuring that my workplace is representative of Canada. I will hold myself accountable for removing barriers, ensuring there is “balance” and equity. Who is with me? I am doing this because it is the RIGHT thing to do and because it is 2015. As always, I welcome your comments and feedback.

You Can’t Handle the Truth!

One of the most challenging aspects of our jobs as leaders and managers is to provide feedback to our employees. As HR Pros, the challenge is often more difficult as we are often called upon to enable feedback when the employee doesn’t even report to us. Quite often, we are even coaching a manager on how to have the feedback conversation with their employee, or better yet, employees often come to us for “feedback” because they aren’t getting it from their manager or they want a “neutral” perspective.

You cant handle the truthRegardless, as leaders, providing candid feedback to our employees is a huge responsibility that we have, one that must be exercised with care, deliberation and foresight. The approach you take quite often depends on how well you know the employee that is either asking for and/or needs the feedback. The most important thing to consider, above all else, is that you must always tell the truth. HOW you deliver the truth is where the real art form comes in to play as a leader.

The other little secret I will let you in on when an employee asks for your feedback about their performance, etc. and they tell you they want the truth, is that the reality is that most employees can’t handle truth. Therefore, you need to truly understand the situation you are dealing with because you may be in for an explosive confrontation if not handled correctly. So, with all things leadership, it comes down to knowing your employee(s).

Sometimes the truth must be delivered in a very delicate fashion and sometimes you can go ahead and hit someone over the head with it. Everything comes down to relationships and how much trust you have built with the person asking for/needing the feedback. As I already mentioned, the reality is that most people can’t handle the truth when it comes to feedback. Even if the employee is a top performer, if you give them feedback on some things they need to improve/focus on, they probably won’t be able to handle everything you tell them. Let’s face it – the truth usually hurts. Star performers like to think they are star performers in all areas and poor performers don’t want someone to point where they are falling short because they probably already know where they are failing and don’t want to be reminded!

For the rest of your employees, hearing the truth often hurts. As human beings we don’t want to be reminded of our flaws and shortcomings. Many of us have spouses that remind us of those, so we don’t want to hear about it at work! But seriously, having these types of conversations are difficult at the best of times and it takes an awesome leader and coach to engage their staff in truthful feedback conversations.

So, what are the keys to success?

  1. Build effective relationships with your staff. Get to know them better – what makes them tick? What motivates them? Talk to them on a regular basis – including about non work stuff. It makes the hard conversations easier to have if you do this.
  2. Know the employee and what they can handle/accept. You will get a feel for this simply by the fact that you talk to them every day. (See point #1)
  3. Ease into the feedback conversations. Maybe you need to address three or four things with them, so start by talking about one thing only at the first meeting. If your first conversation is about giving them feedback in multiple areas, they are going to leave the meeting with you feeling like they just went 10 rounds with Mike Tyson!
  4. Focus on building trust. As a leader, you play a role in this. Provide support to the employee where they need it and follow up with them/check in as you have promised. The quickest way to lose credibility (and trust) with your staff is to give them feedback, tell them you will meet again in a week or two to discuss progress and then they never hear from you again. Worse yet, you parachute back in several months later to meet with them about more areas they need to improve on or to tell them that they have not made any improvements. Not cool! Of course they won’t be able to handle the truth because they don’t trust you!

Bottom line – giving and receiving feedback is hard. A lot of us can’t handle the truth. As much as I try and tell my wife that I can deal with whatever reason she is mad at me, the truth is, when she does tell me, it stings! We are all humans and have feelings. So take great care and accept the major responsibility you have as a leader when talking to your people. Respect the fact that they are human beings when you are delivering feedback to them. Focus on building relationships built on respect and trust – it will make these types of conversations much easier to have. As always, I welcome your comments and feedback.

New Players = New Employees

As many of you know by now, I like to draw a lot of comparisons from my basketball coaching experiences to what we see and experience in the business world. My most recent team experience has highlighted a major need that business leaders today can focus on when it comes to their leadership traits. That is, the need to provide clear direction for your (new) employees – not earth shattering I know, but very relevant and needed.

Basketball CourtWe have just started our basketball season and this year half of my team is new to basketball – we are talking about 10-12 year old girls that have never played before. So never mind skills development, they need to learn the rules of basketball! Regardless, they are a group that are hungry to learn and eager to work hard and do well – as is your typical new organizational hire.

In preparation for our first game of the year, as a team, we focused on some simple messaging during our initial practices. Each girl needed to know where to go on offence when she didn’t have the ball, what was expected of them when they did have the ball and they needed to know their positioning and role on defense. Pretty basic stuff, but a lot to take in, especially for first year players who only had two practices under their belt!

On game day, all things considered, things went quite well. The girls responded well to the instruction they had been given and showed a good sense of team cohesion in a short period of time. So what are the lessons learned here and why was our first game successful?

First off, as previously mentioned, teams need a clear sense of direction from their leader. The leader needs to remove confusing messaging, eliminate noise and distraction and provide its team/employees with a clear sense of direction. We didn’t over complicate things for the players – i.e. there was no work on screen plays, setting picks, fancy offensive plays, etc. We stuck to the fundamentals and made sure the players understood their individual roles and how that connected with what we were trying to do as a team. When it came to eliminating confusing message and noise, we had a parents meeting beforehand where we outlined expectations with them – parents parent and coaches coach. The only voice the players should hear during practice is that of the coach.

In the business world, good leaders do that too. They eliminate the distractions, provide their employees with clear performance expectations and they are able to connect that with what the team/department/organization is trying to accomplish. They make it clear to their (new) employees where their direction comes from and they focus on ensuring proper communication channels have been established.

A second link here is to make sure you set up your new/inexperienced players (and employees) for success on Day 1. That is, you need to place them in situations where you know they can excel when they first start out with you. The players that we have that struggled with dribbling and ball control were not asked to do so during the 1st game (practice will get them there.) Likewise, with new employees, it is all about placing them in situations that will leverage the knowledge, skills and abilities they are bringing to your company. If you hired someone to be a Java programmer, don’t ask them to administer an Oracle database their first day on the job!

Finally, it is all about the environment/culture that is established by the leader. For our girls, at the start of the game, we let them know about the expectations for the game. They were to try their best and always hustle, they need to try and apply what we taught them in practice and they needed to know that we were there to have fun as a TEAM. We weren’t worried about mistakes or doing things “wrong.” It was to get some playing experience as a team and learn from what we did during the game.

The lesson learned here? Once a leader establishes team norms and expectations and eliminates the fear of failure, they have set their team up for initial success. Our team is expected to complete to win (like any good business would do) but they also do so without fear of failure. There is no “punishment” for failing or not being able to do something. They are encourage to step out of their comfort zone and try to do things they did not/could not do before so they can grow as players. Just because they didn’t do it right (i.e. inbound the ball correctly) doesn’t mean they don’t get to do it again.

The same goes in the business world, good leaders need to provide a safe environment where their employees can take risks so they can grow and develop. As leaders, we need to provide them with opportunities where, if they fail, they have not taken a step back in their career. In fact, we need to look at these “failures” as learning experiences from which they can grow and become better team members/employees. This is the only way our employees will grow, develop and prosper. Bottom line – the leader has to establish a “winning” culture.

Finally, as leaders, we need to remember that it isn’t always about us teaching our employees (team members), we can also learn from them. We do so by listening, observing and adapting how we interact with our players/employees. Our own leadership style grows and improves as we learn to work with players/employees with different backgrounds and learning styles. That is how we grow as leaders…and as coaches! As always, I welcome your comments and feedback.

Photo courtesy of artur84/FreeDigitalPhotos.net

Processes don’t fix people!

Recently, a former colleague of mine was lamenting about some of his current organizational challenges to me. He works for a mid-size organization, which grew from being a family owned business, and he holds a pseudo HR/Operations role. Bottom line, he deals with the “HR stuff’ at his company as well as managing an operational based group. He had been feeling his stress levels increase dramatically over the past 6-12 months and was also feeling very frustrated with his organization on a regular basis – mostly due to challenges they were having with product service and quality.

Process Fix“Steve” had mentioned to me that various organizational programs, initiatives, product offerings, etc. did not seem to be taking hold like they used to. His company was experiencing greater (worse) than normal quality issues and customer complaints. Steve also said that he was experiencing a lot of corporate “double-speak” from the CEO and VP of Production of the company. That is, they were prone to saying one thing and doing another and they weren’t providing clear direction to the management team about what the organizational goals were. He also felt like they were (indirectly) pitting departments against one another and they were reluctant to address a lot of the organizational ambiguity that was enveloping them all – in short, it felt like the company was out of alignment.

His solution was to propose that they adopt a series of concise processes that would govern the operational decision making, product control and quality assurance issues they were having. In short, he felt that the lack of clear processes and procedures were the reason the organization (and he) were in the stressful mess they were in. When Steve ran this by me, I simply asked him, “Do you think this will address the root cause issue?” Steve was confident that it would as processes would show who owned what “piece of the pie,” it would govern decision making and it would get all departments on the same page. It would also eliminate the ambiguous direction setting he was getting from the head of production.

My next question to Steve was what caused him to want to end our conversation. I simply asked him, “What do you think will happen when someone doesn’t follow the identified/agreed upon processes?” Steve hemmed and hawed and stammered and then finally and reluctantly admitted – “nothing.” He felt nothing would happen as the Sr. Leadership team would ultimately not hold anyone accountable. They were used to running the company as if it was still a small family owned business where they controlled everything and would make whatever decision they would want to make, albeit on the fly. Steve was almost broken as it killed him to admit that all the processes in the world weren’t going to fix his problem and Steve had a people problem.

You see, at the end of the day, all the processes in the world aren’t going to fix people. If your leadership team is unable and/or unwilling to hold people accountable for their results (or for following processes) then you won’t be able to change anything by simply developing fancy new processes. This will only serve to mask the underlying issues. Developing programs, initiatives and processes to address leadership issues is like putting a band aid on the wrong cut – it feels like you are doing something to fix a problem, but you are really only fooling yourself.

I am sure Steve wished it was simply a matter of developing processes as that would be a lot easier to do than what he is faced with. If Steve wants change at his company, he needs to change the people or have the people change. Regardless, it is a daunting task either way and if you have a Sr. Leadership group that is firmly ensconced in their roles (and unwilling to change how they do things) then you are facing an uphill battle. No amount of process or programs is going to fix a leadership/people issue.

So, you need to focus on these very people that are the problem. Are they coachable? Do they understand what they are doing? Do they comprehend the organizational damage and chaos they are causing? Do they see the collateral damage they cause by their behaviour? That is an area that HR can coach them on. If they don’t want to change, it may be time to discuss with your board of directors or ownership group – but that is a post for another day. Bottom line, processes don’t fix people, so don’t waste your time applying the wrong solution to a people problem. As always, I welcome your comments and feedback.

Image courtesy of Stuart Miles/FreeDigitalPhotos.net

Employee (Engagement) Surveys – There really is only 1 issue!

Having communicated, administered, analyzed, hypothesized and capitulated about many employee surveys during my career, I feel well qualified to comment on the topic!  Whether you call them employee surveys or the newer, sexier, “Engagement Surveys” they are all basically the same thing.  The main difference is that if it is an engagement survey, you get charged a lot more for some 3rd party to give you your “engagement score” that you can then work on improving over the next year.

Talk to each otherFor the most part, getting managers together to analyze results and develop action plans in response to the survey is a very time-consuming and exhausting process.  I often compare it to the exercise of having to herd cats. You have a bunch of different people with different agendas and different departmental challenges all being asked to come up with action plans against an organizational wide survey.  At the end of the day, most companies don’t even hold managers accountable for the results, so why bother with action plans anyway! (But I digress…)

I have also heard about and seen firsthand the level of detail, information and “issues” that come out of these surveys.  Quite often, at first blush, in order to fix all that ails your organization, you would need a team of 8 HR professionals focused on just survey action items for the next 2.5 years to make any headway in improving your “score.”  The reality is that we tend to spread ourselves thin on a bunch of issues we (HR/Management) think are important when the reality is, what we think is important could be completely incongruent with what is important to our employees! (But that is a post for another day.)

Ok, so now for the secret sauce.  For most companies/surveys, once you have combed through your plethora of questions and issues, there really is only one true issue you need to focus on. So I will save you and your company thousands of dollars and tell you that your problem is communication.  There you go, that is all you really need to focus on.  I am talking about communication at all levels and in all forms.  Now, I didn’t say solving this issue would be easy but at least now you have a focus.

Focus on improving communication from your Sr. Leadership group down to your line managers and employees.  Work at improving 1:1 communication between managers and staff – i.e. as it pertains to their goals, career development, recognition for achievements, etc.  Focus on improving communication between departments and other offices.  Hell, just focus on talking to your people!

It is actually ridiculous the amount of managers that don’t talk to their people on a regular basis.  The only time their employees hear from them is when they did something wrong.  So, how about this for your survey action plan – be a human being!  Talk to your staff, get to know them, find out about their work challenges, what makes them tick and what gets in their way of doing good work.  This will be the easiest survey action plan you have ever done – just call it “Talking to Our People.”  Then, make sure you do it.  Your results will follow/improve…seriously.  As always, I welcome your comments and feedback.

Image courtesy of Master isolated images/FreeDigitalPhotos.net


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