BURNING DOWN THE HOUSE

Your mouth is poison; your mouth is wine.

–The Civil Wars

WHAT WE SAY MATTERS

The words we use can create sparks that can burn down the house. The lyrics from the musical group, “Talking Heads, in their song, “Burning Down the House”, sets the stage for this blog.

My house! Is out of the ordinary

 That’s right! Don’t wanna hurt nobody

 Some things sure can sweep me off my feet

 Burning down the house

Let me break down these lyrics based on our words; 

“My house! Is out of the ordinary.” The atmosphere we create is based on the words we choose.

“We don’t want to hurt anybody.”, Our words can encourage, persuade, defend, or manipulate. They can offend, ruin our relationships, position, or the respect we have with those we lead or influence.

“Some things sure can sweep me off my feet.” Choosing the rights words will determine your effectiveness in influencing  

“Burning down the house.” Chose the wrong words, and watch everything you created, the culture, the relationship, and the influence you had, burn!

OUR WORDS ARE POWERFUL

In the third chapter of the book of James, he says this:

“Consider when a great forest is set on fire by a small spark. The tongue is also a fire.” Verse 7: “All kinds of animals, birds, reptiles, sea creatures are being tamed and have been tamed by mankind, but no human can tame the tongue. It is a restless evil full of deadly poison.” (NIV)

James wasn’t saying that speaking or words are evil. The fact is, our words are incredibly crucial for influencing others. Our words are essential for building and strengthening those we interact with, so words are important. But he does give us the warning that words can do a lot of damage.

Sometimes one inappropriate word can wreck a career. It can destroy a reputation. When it’s in bad taste, when it’s unfair or unjust, it can burn down a life. It can burn down a whole culture!

It doesn’t matter that you “didn’t mean it” or that you were “just joking.” Sometimes, words just hurt. And we who use them have a responsibility to do so with an awareness of the impact they may have.

In light of the COVID crisis and the racist issues, I spent time re-evaluating the way I think and the approach I take with others. I realize our words determine our beliefs, and that results in the atmosphere we create.

Here are some things to consider about our words:

  1. THINK. Think about what you want to say before you say it. Ask the question, “What if.”. Careless words create frustration.
  2. NOT POLITICAL. Words are not political. They are about respect
  3. CONTEXT. There are occasions in which certain words are not offensive. However, you must ensure you are clear in your position and communicate the FULL meaning of your thoughts.
  4. CORRECT or INCORRECT. You should know what words you are speaking; choose wisely before opening your mouth or writing that angry email or text.
  5. HABITS MATTER. If I speak differently at home than at work, my words will come out, regardless of where I am and who is accompanying me. They will come out unintentionally.
  6. LAZY WORDS. We will all offend someone at some time. Some more than others. Why? Because we are lazy to think before we speak and we are lazy to change the way we think.

So What Now What

Words are invisible sparks. They build up in our brains, and every time we speak a wrong word, they shoot from our tongue. If we continue to speak the wrong things, we will fuel the fire and “BURN DOWN THE HOUSE!”

Just do this…………………THINK BEFORE YOU SPEAK.

Denis is a former VP of Safety, HR and Risk Management. As an Executive Director of the John Maxwell Group, Denis is a certified leadership coach, trainr, keynote speaker, and DISC Behavior Consultant. He is a passionate person of influence committed to teaching and communicating practical and relevant influencing techniques.  His unique passionate and emotionally driven style resonates with many, creating a desire to become an effective leader.  

FEAR LESS AS A LEADER, From a Safety Professional Perspective

“Your Only Limit Is You. Be Brave And Fearless in Everything You Do”

Fears hold us back from achieving our success. As a leader, fear hinders the engagement of your passion. It opens the door for workers and leadership to take advantage of you and the situation. However, when you overcome your fear, you establish a deeper dependance on your personal growth and leadership.

Fear and overcoming fear are critical parts of our ability to lead others. In my role as a Safety Professional, I find myself fearing to make a decision or give advice that might affect production or create a morale challenge. I believe anyone who says they don’t have fear, probably needs to re-evaluate themselves. Fear lives within us all. Think about this:

You are flying from your hometown to Hawaii with your family for a much-deserved vacation. It has been a challenging year for all of you. About 3 hrs into the flight; over water and away from land, you notice smoke coming from the right engine. You notify the flight attendant, and she immediately runs and notifies the captain. Others are seeing smoke also. A buzz of fear and panic, including members of your family, begin to take over the cabin. The captain comes over the intercom (difficult to hear because of all the screaming) and says they must land in the ocean……….Has fear entered your thoughts?

I don’t think it matters who you are, how tough you are, or what your role in the organization is, I suspect anyone reading this would answer my question with a YES.

Throughout my career, I have faced fear numerous times. When you are in a profession where you have a passion for people, but are in a support role and do not have authority, there are times when you must make difficult decisions. These situations tend to put fear in our hearts and heads and sometimes can affect the outcome of the situation. 

I’ve identified five of my most common fears as a safety professional. You’ll recognize the fears because I believe anyone within the profession (even outside the profession) deals with similar situations regardless of industry or position.

  • Fear of Inadequacy – Do I know what the answer to the question is? What does the standard say we need to do about this situation? What if I tell them the wrong thing? If I’m wrong, will they disrespect me and not come to me for direction in the future? 
  • Fear of Disapproval – Will I be challenged on my decisions? Is my choice going to result in a meeting with my Plant Manager? Will my decision and direction create an atmosphere of negative energy and a loss in employee morale. Will my decision set our culture back?
  • Fear of Confrontation – Will our interaction become a hostile vocal or physical confrontation? Will they ignore me?
  • Fear of Isolation – Will they not like me? Will they invite me to lunch? Will my relationships be broken? Will I be alone?

All of these fears are felt by many, if not all, safety professionals. I will also say that anybody in any position will experience similar worries. I’ve seen each of them disrupt strong cultures and effect performance. If you’re facing any of these fears, it doesn’t mean there’s something defective about you. These fears are universal; they show that you’re human.

You will face fears. No degree can prepare you to meet them. So how do you combat your fears?

  1. Build relationships. This creates an opportunity to generate a positive attitude and motivate people.
  2. Connect with people in positions that generate your fear. Once you have that relationship and connection, the person(s) will consider you a part of the team.
  3. Build trust. Follow through on your commitment. If you can’t, then be humble and admit your mistakes.
  4. Make sure your directions and decisions add value to both the workers and leadership. People will only follow the instruction when they know it will add value to them.
  5. INFLUENCE! By accomplishing all of the above items, you will be able to influence others to change behaviors, think before performing the task, and ensure others are working safely also. 

Your approach to situations determines your ability to minimize or eliminate your fears. Here is how you should face your fear:

  • If a situation puts you in fear, step back, and take a few moments to breathe through it, think of the possible consequences and how you will handle them.
  • Walk away and call someone for advice.
  • Remind yourself that your fear is a storehouse of wisdom
  • Use humor to relieve the tense environment
  • Be flexible. If you do what you’ve always done, you’ll get what you’ve always got! Many things can be done differently and will achieve the desired outcome.
  • Realize that influential leaders have to do the “difficult right things.” Sometimes the initial result is a challenge, but the long-term outcome will always be positive.

Our ability to manage fear becomes an asset to the safety of the workforce. It also contributes to the success of your organization and, ultimately, your success as a Safety Professional. You will create an environment of teamwork and collaboration that offers employees and leadership the opportunity to engage in decisions, creating a feeling of inclusion and buy-in.

“If something excites and scares you at the same time, it probably means you should do it.”

Denis is a former VP of Safety, HR and Risk Management. As an Executive Director of the John Maxwell Group, Denis is a certified leadership coach, trainr, keynote speaker, and DISC Behavior Consultant. He is a passionate person of influence committed to teaching and communicating practical and relevant influencing techniques.  His unique passionate and emotionally driven style resonates with many, creating a desire to become an effective leader.  

You can contact Denis at dbaker@leaderinfluence.net for information on coaching, leadership, team and culture change training, DISC Behavioral consulting or to be an inspirational speaker at your next event.

WHAT WILL YOUR LEADERSHIP LOOK LIKE IN 2020

“Don’t Fool Yourself; LEADERSHIP IS HARD!”

In my effort to cultivate and grow my leadership, I find it challenging to stay the course and achieve what I read, witness, and teach. In fact, I often find myself telling people one thing and doing the exact opposite. Doing that can hurt those you lead, coach, mentor, or teach. If you don’t improve, you will ultimately lose respect, trust, and, eventually, the ability to influence. 

As 2020 approaches, I decided to evaluate my leadership abilities and identify those things I do well and those areas where I need to improve. The last four years have been a personal leadership challenge for me. I’ve had a job change that put me in a role with no direct reports and limited my decision-making authority. I’ve had to learn to lead differently. The term; “influence without authority” has become an actual reality challenge for me.

During my self-evaluation, I identified my top 5 strengths in leading others and having a strong influence on the decision making process.

1. I am a very HIGH ENERGY AND PASSIONATE leader in the areas I believe in.

2. I am willing to embrace CHANGE, even if I don’t entirely agree with it

3. I am PERSISTENT in my approach to achieving my desires, goals, and objectives

4. I am CONFIDENT in my decision making but open to ideas and suggestions

5. I am a strong ENGAGER of people

It is always good to identify your strong points, but it can be challenging to identify areas for improvement. The way I approached this was to reflect on 2019 and the many conversations, suggestions, and feedback I received throughout the year. I am always asking for feedback (although many times I don’t want to hear it or I have an excuse) 

Based on my evaluation and reflection, I will focus on building and improving the following five leadership traits in 2020. 

1. Being Clear in My Communication – I will work to enhance my communication approach through tone and word choices. Working to pull my feelings and frustration back and undoubtedly transfer my thoughts, ideas, and expectations. I will explain the “why” more often and ensure people are well informed. People want to be “in the know.” People want to deliver expectations, but can’t be successful if we don’t clearly and successfully communicate. They also want to know what the rewards are for good work and the consequences for sub-standard work.

2. Build Stronger Relationships – Relationships are critical to leadership. Strong relationships build trust and respect and offer the opportunity to influence. I will work to be present with my customers, leaders, and the workforce. I will reach out for general conversations and make sure I follow-up with the right people. I will work to show how much I care about all facets of the business. It is said, “People don’t care how much you know until they know how much you care!” They are looking for you to care for them and build a working relationship. I will work harder to learn and remember names and recognize that life is going on outside of work.

3. Humble Myself – I am am very confident in my role but must be better at leading with humility. I don’t know everything and always make the right decisions, but I will work diligently to illustrate my knowledge through the quality of my choices. I will recognize all persons, regardless of position, and work to realize that no one is any more important than anyone else. I will demonstrate this through my actions and interactions. I will let each know how important they are by involving them and getting their brains in the game.

4. Be a Stronger Encourager – I will continuously look for and recognize the great work people are doing. I will express my gratitude and exemplify the positive difference they are making. I will encourage them for their actions, the work they perform, and the value they add.

5. Have Courage – I understand creativity and innovation drive progress and performance. I will make bold decisions, push back when needed, but fully support the final decision. I will have difficult conversations when necessary, and I will do the difficult right things.

With a new year and new decade roll into place, I feel like it is the optimal time to increase my influence and achieve more than I ever have. I don’t know where most of you fall within your leadership needs (unless I know you). Still, I believe the results from my self-evaluation will encourage many of you to look within yourself, identify areas of improvement, and make the necessary changes to become a stronger influencer and more effective leader.

BUILDING QUALITIES OF INTEGRITY

“Integrity is the foundation upon which all other values are built!”

What are you willing to do for $10,000,000?

This question was posed to 2,000 Americans in an anonymous survey. Here are the results;

  • Would abandon their entire family (25%)
  • Would abandon their church (25%)
  • Would become prostitutes for a week or more (23%)
  • Would give up their citizenships (16%)
  • Would leave their spouses (16%)
  • Would withhold testimony and let a murderer go free (10%)
  • Would kill a stranger (7%)
  • Would put their children up for adoption (3%)

When I look at these stats and consider the way most American businesses and people operate, I think it is clear that integrity is falling behind. However, leaders who genuinely want to honor people and run a respectful business must lead with integrity.

The Bible provides excellent examples of various components of leadership. An interesting narrative in the Bible is the story about Daniel and his three friends, Shadrach, Meshach, and Abednego. This story is an excellent illustration of how to build integrity. These young Hebrew men were recruited into service by King Nebuchadnezzar If you focus on the details, the qualities to make integrity reveal themselves. 

As you read these qualities, rank yourself between 1-10 on each quality, 1 being the least and 10 being highest.

1. Leaders make tough choices by doing the difficult right things 

Daniel refused to eat the King’s food (Daniel 1.8) because Jewish law prohibited eating food offered in idol worship. He risked expulsion and possibly death by making such a choice. However, he made the right choice by doing the difficult right thing. 

2. Leaders treat their critics and enemies with respect. 

After Daniel and the King’s wise men were unable to tell the King the dream he had, and interpret it, ordered all wise men executed. However, Daniel approached the executioner with “tact” (Daniel 2.14). The encounter opened the door for Daniel to appeal to the King and interpret his dream. This changed Nebuchadnezzar to change his decision.

3. Leaders build their moral compass around their values.

When Daniel appeared before the King, he told him, “no human could interpret his dream, but that the God of heaven could solve his problem.” Daniel’s commitment to his values and beliefs served created his integrity. Whenever Daniel faced a decision, he always defaulted to what he valued. 

4. Leaders are consistent even in the small things because the little things matter.

In Daniel’s later years, he faced what appeared to be a small compromise. The current King, King Darius, was tricked by leaders jealous of Daniel into issuing a 30-day edict requiring everyone to pray to the King. Because Daniel had strong integrity and they could find any character flaws (Daniel 6:4), they resorted to deceit

For decades Daniel prayed to God three times a day, and everyone knew it. Now in his 80’s, he could have easily made a small compromise by praying to God in secret and fake prayers to the King. But that is not what Daniel could do. His integrity caused him to refused to follow the King’s proclamation and was thrown into the lion’s den, where he was later rescued. Leaders with integrity refuse to cut corners, compromise, or give in to the small matters of life and leadership.

5. Leaders model integrity for their kids and grandkids.

With two grandkids, my commitment to building strong integrity and values is becoming more prominent in my life. When I think about what I do and how I respond and react to things and situations, I consider that they will be more apt to model what I do (and did) than what I say (or said).

ENDING 

Centuries ago the Chinese were so fearful of their enemies that they built the Great Wall of China, It was so high they knew no one could climb over it & so thick that nothing could break it down. 

 But during the first 100 years of the wall’s existence, China was invaded three times. Not once did the enemy break down the wall or climb over its top. Each time they bribed a gatekeeper and marched right through the gates. 

Great leaders diligently seek to live, model, and build integrity into their lives. With honesty, we will thrive. Without it, our values lessen, and our souls wither.

If it’s Lonely at The Top, Then Something’s Wrong

 

Executive-Coaching

During a recent executive coaching session, my client and I were engaged in a conversation about leadership when he made the following statement;

“I am passionate about leading my staff, but I don’t feel anyone cares or likes me.” 

It is true many leaders feel lonely. In fact, one of the most common phrases I hear during coaching sessions is: “it’s lonely at the top.”   I disagree with the context of that statement. And so does John Maxwell. In his book, Leadership Gold, John says;

“If you are lonely at the top, then you are doing something wrong.” 

As leaders, we spend our days surrounded by people, so the last thing we expect is to feel alone, but many do. Why? I believe the feeling of loneliness is a not a positional issue, but rather one of personality.

Let me take a few words y from John Maxwell’s book, Leadership Gold to explain. In his book, John says; “If you are leading others and you’re lonely, then you’re not doing it right. Think about it. If you’re all alone, that means nobody is following you. And if nobody is following you, you’re not really leading! What kind of a leader would leave everyone behind and take the journey alone”?  John Maxwell answers that question with;

“a selfish one.”

As leaders, our job is to make people better. To give them the tools and knowledge to achieve their greatest desires.

However, if you’re feeling lonely, it can lead to many things like; poor decision-making, inept problem-solving, frustration, dysfunctional teams, and angry and frustrated employees. Not to mention the internal stress that builds and eventually causes negative behavior and discord between your spouse or significant other and those within your inner circle. Success is nowhere to be found.

There is no doubt that Colin Powell’s statement; “sometimes leadership means pissing people off” is true. Leaders must hold people responsible and accountable for their actions or lack thereof.  This can cause a temporary feeling of isolation or loneliness. Jack and Suzy Welch wrote in a Business Week article: “There’s something about being a boss that incontrovertibly lends itself to isolation. I’ve learned that people dislike people who hold them accountable and will withdraw themselves. I might even say that if you’re feeling some loneliness, you might be on the right track to becoming an effective leader.

I have been there.  I know how lonely it can feel. But my loneliness is base on my desire to have friends, to enjoy conversations and laugh and tell jokes. But leaders must remember; we are not here to make friends, but rather build relationships. When we realize our job is to build relationships, create trust and add value, we’ll do everything we can to connect with those we lead and create an atmosphere of coaching and collaboration. When that occurs, your not lonely, your fully engaged!

How do we eliminate the loneliness at the top and get our leadership focus right?

Here are five principles I lead by to eliminate the loneliness of leadership:

  1. I’m VISIBLE every day. I make a point to talk face to face or through the phone or video chat with EVERY direct report. I also strategically reach out to indirect reports to continue to build those relationships.
  2. I set clear BOUNDARIES with my team. I lead through a philosophy of Ready, Fire Aim. Meaning I empower my team to identify what needs to be done and go do it! We’ll make it perfect as we progress. However, there are boundaries in regards to people, operational interruptions and costs. When setting boundaries, be careful not to shut yourself off from your team.
  3. I INVOLVE my team in the vision and strategic plan. I make it a priority to get people involved in the process of decision-making, problem-solving, communication, and training.  I make sure everyone has input.
  4. I spend a large part of my time COACHING my team. I meet with each direct report weekly and conduct one-on-one coaching session where we continue to set, adjust and create goals and objectives, conduct on-going performance reviews and develop a mentoring relationship using character-based coaching to achieve their desired goals.
  5. I make sure and COLLABORATE with those outside of my direct reports and team. I made it a priority to meet with every department once a month to listen to their concerns and suggestions, as well as to share information.

There is no doubt that being a leader offers extraordinary challenges in connecting, building relationships and creating an atmosphere of trust. However, just because you’re no longer invited to lunch doesn’t mean that you’re a terrible leader.  Don’t take it personally. More importantly, accept it, because the more you try to be liked, the more you’ll compromise your role and lose respect from the team. Remember you are not there to create friendships, but rather build relationships.

happy-leaders

 

Managing Work/Life Balance

 

o-WORKLIFE-BALANCEI recently began a new job. Yes, I said a new job. The last two years have been very challenging, but that is a topic for a future blog. Man, I wish I could keep a job like I keep my wife (we’ve been married for 32 years).

With a new job comes the need to re-balance the commitment to work with the commitment to life. That takes a lot of effort. Let’s face it, a new job not only takes a lot of effort to build relationships, learn the job and become familiar with the organization, but it creates a desire to make a great first impression.

However, our personal life is the most important. Whether you are married, dating or simply just like your alone time, work-life balance is essential to your physical and mental health.

As leaders, we want to set the pace and set the expectation. If you are a true leader, the best way to do that is to exceed your own expectations. I find many leaders do this by coming to the office early and staying late. In fact, if I come to the office and someone is already there, I find myself questioning my commitment and leadership. Even though I know better, I will fall into this thought process sometimes.

I think the challenge of work-life balance is one of perspective and mindset. I heard someone say,

In order to change the way we work, we must change the way we think.”

I agree, to achieve balance we must think like the leader we are and not the doer we want to be.

I’ve heard it said that being “busy” is the badge of honor among leaders.”
I used to model that saying. However, I realize I was merely wasting time. There is a time within the end of a day (for me about 9-10 hrs) where my concentration and focus lacks. I only exist at the office to create a perception. Longer days don’t generate accomplishments.

As a leader, here is what is needed to create a fair work-life balance:

  1. Make a list of things you need to do. And make a list of things you want to do. Create a combined list based on both “need” and “want.” This will generate a desire to accomplish both while creating a more enjoyable work environment.
  2. Identify your priorities each day. Priorities change, so it is essential to take time in the morning, and afternoon to re-evaluate and make adjustments.
  3. Schedule time in the early morning to give you an opportunity to achieve items on your priority list before people start interrupting.
  4. Look for ways or opportunities to overlap projects.
  5. Limit emails, answering calls or checking voice mail.  Set aside an hour in the morning and an hour in the afternoon to answer emails and voicemails. In fact, I have a code for my staff and family. If there is an emergency or critical situations, they are instructed to use the code, and I will immediately answer.
  6. Assign appropriate roles and responsibilities to your staff. This will reduce your workload and free up time to accomplish your priorities.
  7. Trust your team. Some of you will say this is easier said than done. If that is the case, I suggest you reevaluate your team members. Give them a challenge and the freedom to perform and succeed. I use the approach of “Ready, Fire, Aim.” Meaning I let them do what they do, and we course correct as needed.
  8. Learn to say NO! It’s ok to say no. People will respect you more when you do. When we figure this out, we free up time to accomplish other things and spend more time with family or taking care of ourselves.

Creating a healthy work-life balance doesn’t just happen. It takes commitment and persistence every day. However, seasons do come and go. There will be situations where the balance is off, however, be persistent in trying to maintain and create the balance because a good work-life balance will create a better you and stronger relationships.

balance

 

I’m Arrogant! 14 Principles I Use To Reduce My Arrogance

I recently presented a Keynote titled “The 8 Attributes of Character Defined in Great Leaders”.  The talk was not intended to identify past and present Great Leaders, although there are many, rather it was designed to provide information so individuals could evaluate their current character and consider the adjustments required to achieve the character needed to become a Great Leader.

In the talk, I identified “Humility” as being one of the attributes found in Great Leaders.   Leaders are typically those who have ambition, are talented and confident when making decisions and interacting with people.  But I bet when most of us think of leaders, we don’t typically describe them with the word “humility” or use the term, “humble.”  If they did, it might not be viewed as a compliment.

One of the toughest things about teaching and speaking on leadership topics is the conscience guilt that follows you around when you are not following your own words, principles, and practices you teach or talk about. This is something I really appreciate. Because it drives me to always look at ways I can increase my influence and become a better leader.

As I continue to evaluate my leadership and my approach to people, problems, and solutions, I find myself dealing with a little of arrogance and pride. I believe I would consider myself just a bit arrogant.  Well, maybe even a bit more than a bit, depending on who you talk to.

Male manager calling his colleague

So I have been focusing on how I lessen my arrogance and replace it with more humility? The identified 14 principles that help me to lessen my arrogance and focus on my humility. It is a work in progress, and I often slip back one or two steps. But I feel it’s working.

  1. Don’t think of someone else when reading this blog.
  2. Recognize your arrogance.
  3. Know what you don’t know and admit it.
  4. Step in someone’s else’s shoes that you interact with on a daily basis and those who interact periodically.
  5. Dig deep into not so positive feedback.
  6. Acknowledge those who helped you get where you are or where you are going.
  7. Shut up and listen!
  8. Engage in conversations by asking questions.
  9. Walk around looking for things to celebrate.
  10. Quickly admit when you are wrong.
  11. Be quick to forgive and show grace to others.
  12. Be purposeful in speaking well about others.
  13. Take a seat at the lower table.
  14. Focus on strengthening relationships, not just results.

The great college basketball coach John Wooden often told his players, “Talent is God-given. Be humble. Fame is man-given. Be thankful. Conceit is self-given. Be careful.”

C.S. Lewis said this, “Humility is not thinking less of yourself, it’s thinking of yourself less.”

 I believe humility is the antidote to arrogance. Arrogance will cause a person to fall and ultimately fail.  Humility will cause a person to rise as they fail.  People want to follow humble leaders.

So I end with a bit of a hope……May you make an everyday choice to lessen your arrogance and give credit where credit is due and acknowledge others for your success.  May you admit when you are wrong and know what you don’t know.

 If we can honestly accomplish this, then we can continue our growth as leaders.  But never forget this, IT’s NOT ABOUT YOU………..IT REALLY ISN’T!!!

Humility wooden sign on a beautiful day

9 Real Reasons Why People Leave Their Jobs

Why do people leave jobs? Good question. I have been actively employed in the professional job market for a while. In that time, I have enjoyed multiple positions with multiple employers achieving both high and low results. However, there hasn’t been one position that I haven’t learned something new or how to become a better leader. In fact, I’ve learned more, become more diverse and become a stronger leader through the character I’ve built through the various situations and interactions I encountered. I wish it were the way it used to be. People got a job, the employees worked hard, the company recognized their value and so employees stayed for 30, 40 or 50 years. Nowadays, most employees get 3-5 years out of a job and turnover has become a day in the life of an organization.unhappy ee However, in my research, I’ve found the cost of turnover and employee retention costs to be astounding. Here is some of what I found:

  • 51 % of workers are looking to leave their jobs (Gallup)
  • 40 % of employees are considering employment outside of their current firm within the next year (SHRM)
  • 34 % of employees say they plan to leave their current role in the next 12 months (Mercer)
  • 74 % of all workers are satisfied with their jobs; 66 percent of those are still open to new employment (Jobvite)
  • Cost of replacing entry-level employees: 30 to 50 % of their annual salary (ERE Media)
  • Cost of replacing midlevel employees: 150 % of their yearly salary (ERE Media)
  • Cost of replacing high-level or highly specialized employees: 400 % of their annual salary (ERE Media)
  • 44 % of Millennials say, if, given the choice, they expect to leave their employer in the next two years (Deloitte)
  • 45 % of employees reported that they would be likely or very likely to look for another job outside their current organization within the next year (SHRM)
  • 47 % of Americans would leave for their ideal job even if it meant less pay (Adobe)

This information made me raise my eyebrows but didn’t really surprise me. Some of these are the reason(s) I left a job or two, and it confirms some of the feedback I’ve received in exit interviews.

So why do people leave their jobs? Here are 9 reasons I put together based on my experience and feedback from others.

  1. The Leader – More than 50% of people leave their job because of their boss. Whether it is a weak relationship or a lack of character and integrity, people will leave a job if they don’t feel comfortable working in that environment. People don’t typically leave a company, they leave the people. This is an accurate statement for me personally. I struggle with people who are poor leaders. Early in my career, I would merely find another job rather than work on my influence with that leader. However, I matured. I’ve realized that you can effectively influence your leader through your diligent hard work and your consistent character. When people see who you are in all situations, they tend to buy into the person and work to change their interactions and ways.
  2. BORED! – Same stuff day after day. People want to feel they’re moving forward and growing in their professional life. They want to have something to aspire to. If there’s no structure for advancement, they’ll look somewhere else. In the meantime, they’re likely to be bored, unhappy, and resentful-and that will affect performance. No one wants to be bored and unchallenged by their work.
  3. Overworked – There are seasons of being overworked. Stress and the feeling of being overwhelmed come with many jobs, but so does burnout.  If the season never changes, then employees will look elsewhere. Consider this,  it’s often the best employees, the most capable and committed and the most trusted that we overload most. If they find themselves continually taking on more and the perception is there is no end in sight, then they feel they’re being taken advantage of.
  4. A Blurry Vision – There’s nothing more frustrating than a workplace filled with visions, but no actions to achieve. I’ve worked at many places where the vision is posted on the website, are framed and hanging in each office. I even had a CEO tape our the company vision to every door in the building. However, I never saw the actions to achieve that vision. In fact, I bet you could still find some of them hanging after 2 years of leaving. What person wants to spend his or her time and energy in support of something undefined or merely hype and talk? People don’t want to spend their time and effort just spinning their wheels.
  5. Profits Over People – When an organization values its bottom line more than its people, the people go elsewhere. The result is a culture of underperformance, low morale, and even disciplinary issues. Of course, things like profit, output, pleasing stakeholders, and productivity are essential, but success ultimately depends on the people who do the work.
  6. Feeling Undervalued – It’s human nature to want to be recognized and praised for a job well done. And in business, recognizing employees is not merely a nice thing to do but an effective way to communicate your appreciation for their efforts and successes. This will reinforce those actions and behaviors that make a difference. When you fail to recognize employees, you’re not only failing to motivate them but also missing out on the most efficient way to reinforce high performance.
  7. No Trust – Trust is crucial to influence, and influence is required to lead people. Employees view your behavior and weigh it against your commitments. If they see you dealing unethically with vendors, cheating clients, or failing to keep your word, the best will leave.
  8. Lack of Transparency – Hoarding or not sharing information will cause people to leave. A person who hoards information does it to control the outcome.Patrick Lencioni’s masterpiece The Five Dysfunctions of a Team indicates the foundation for any good relationship is trust, and that foundation of trust just cannot happen without transparency at work. As a result, employees working for managers who share information will work harder for them, respect them more, be more innovative, and solve problems much faster.
  9. Corporate Culture – While it’s not the top for leaving a job, the overall company culture affects an employees attitude and ultimately influences their decisions to go. Some questions to consider when evaluating the company culture.

Does the organization appreciate employees, treat them with respect, and provide compensation, benefits, and perks in line with competitors?

Is the work environment conducive to employee satisfaction and engagement?

Do you provide events, employee activities, celebrations, and team building efforts that make employees feel that your organization is a great place to work?

Ultimately, many people leave their job because of the boss, not the work or the organization.

Job SatisfactionPeople create results. And Leadership is essential to attracting and maintaining talented results-oriented people. Ask yourself what you may be doing to drive your best people away, and start making the changes needed to keep them.

Texting, What Message are You Sending? Part 3 of 3

This is part 3 of 3 emails from my archives. Seems to be a constant need to re-publish these rules. I crafted this blog, not only because of my shortcomings but also my frustrations. In fact, I re-published all three blogs again because of my continued frustration. Do me a favor and read all three blog post and make adjustments in the way you craft and respond to email and texts. It will make the world a better place.

Texting is a convenient way to ineffectively communicate and lose the connection required for influence. Well, not always. Texting does have a place in communication, especially when the need is short and quick.  However, it has become the preferred method for long conversations or to communicate discipline, expectations and such. I actually had a CEO who preferred to terminate executive level professionals through a text. There was never any face to face interaction. Now that is wrong!

I believe face to face conversations are the most effective method of communication, however when the situation calls for texting, here are seven (8) texting principles I found to be very helpful:Fotosearch_k26085789

  1. Be careful with abbreviations. Texting is meant to be a fast form of communication, so we tend to use abbreviations and shortcuts such as “np” (no problem) or “u” (you). But there is such a thing as an inappropriate abbreviation and acronyms. Be careful!
  2. Watch your tone. Texting is a fast and easy way to communicate. Make sure you use words that set your intended, not perceived tone. Read it before you send it!
  3. Never send bad news via text. I had a CEO send a text to a VP threatening to fire him if he didn’t achieve positive results on a project. Two days later, the VP received a text from the CEO tellin g him he was terminated and where to turn in his vehicle and computer. I was shocked, guess he was scared of him. Keep texting positive or neutral. If there is a need for negative communication, schedule a face to face meeting, it’s the right thing to do.
  4. Don’t change meeting times or venues in a text.  However, you can confirm meeting times or places through text.
  5. Double check when using the voice-to-text feature.  The translation can be tricky. Especially;y with my mixed up Cajun accent.
  6. Don’t text during a meeting or presentation. This action is just rude!  Even if you are doing it under the table or behind a book, the presenter can tell.  As a speaker and trainer, it offends me when I see people looking at their phones. Pay attention!
  7. Darn, autocorrect!  This feature bites me often. Watch the auto correct feature.  An excellent way to fix this is to READ your text before you hit send.
  8. Don’t text and drive – This is a killer, literally. Did you know 35% of all vehicle fatalities involve texting and driving? Even people who text and drive, hate people who text and drive.

textingBy following these simple rules and abiding by proper etiquette, mastering the ability to craft and send valid emails and text can be an efficient easy and effective communication tool.

How we respond to emails and text can result in positive or negative consequences and determine our influence on others. Spend the effort and time to make sure your texts and emails reflect your intended message.

The 5 Must Have’s For the Balanced Safety Leader

Fotosearch_k10730093What a great time to be a Safety Leader! Yes, you read that right. Let me repeat, what a great time to be a leader in a Safety Professional role! Are you a leader just because you’re in a leadership role? In my opinion, NO. I know many in leadership roles that for the life of me I cannot figure out how they got there.

True safety leaders possess certain traits and attributes that make them successful. There are certain things that leaders are good at and do well. I believe there has to be something that sets them apart from the rest of the organization.

What if there was something that would make you more successful, more efficient, and make your job easier? As leaders, we must learn what it takes to become both effective and successful. These two things, being effective and successful, can have lasting impacts.

This blog will provide you with the must-haves to be a balanced productive and successful safety leader. Your ability to create a balanced approach to safety will ensure your success.

What led to the creation of these top must-haves? After much deliberation, they were the result of a personal need to try something new. More specifically, I was failing as a professional. What I did for many years did not work. I had good performance on occasion, but it wasn’t sustainable. I discovered that a personal approach to leadership was what I needed. One of the things I noticed in many leaders was a general lack of character and an ability to effectively balance our approach based on individual situations. Many safety professionals are regulatory driven. There is an absence of managing the situation from a balanced approach. From this, I saw a personal and professional need to create a balanced approached to the safety professional. This motivated me to develop these “5 Must-Haves”.

Balance is essential, no it is critical!. You never want to go too far one way or the other. Learning to balance your thoughts, approach and interaction with people and situations require continuous, delicate adjustments to maintain a balanced, practical approach. Balance is stressed in every aspect of our lives — from learning to ride a bike to eating a balanced diet. It should be no different in our interactions with employees and others in the organization.

Maintaining a balanced approach to the safety of employees will ensure our ability to influence their behaviors and drive the continuous improvement in safe practices.

The 5 Must-Haves for a Balanced Safety Leader are:

  1. Must have an unwavering PASSION for the profession.
  2. Must have a great ATTITUDE
  3. Must be a PROBLEM SOLVER
  4. Must take INITIATIVE
  5. Must have HUMILITY

Here is a brief description of each.

1.  Must have an unwavering PASSIONLove your profession or leave it!

I am so tired of meeting professionals that hate their job, hate their profession, or those who merely chose their job because they vie wit as easy. If that is you, go find something else to do. All you are doing now is creating a toxic environment for yourself and the employees in the organization. Find something you love and build your passion around it.

Passion fuels will-power as a leader. Without it, you’ll lack the drive to change and overcome obstacles. Look, being safety professional is not easy. It takes patience, a caring heart and the ability to work through the barriers. Let’s face it, we are here because we care about people. Passion is what drives me to learn more and work hard every day so that I can rest easy when my employees make it home safely from work.

2.  Must have an excellent ATTITUDEA great attitude is a positive attitude.

I think it was William James who once said, “The greatest discovery of my generation is that human beings can alter their lives by altering their attitudes.”

Our attitude determines how we interact with others and the way we communicate determines our influence. Safety professional’s have daily interactions with all levels of the organization. If we approach an employee with a bad attitude, the outcome tends to be riddled with talk of discipline, loss of job and discouragement. On the other hand, a right or positive attitude can motivate an employee to recognize their at-risk behaviors and identify what needs to change to ensure they stay safe.

If you have a poor attitude, stay locked up in your office. If you have a right and positive attitude, be present and bring the sunshine where ever you go! Success will follow!

3.  Must be a PROBLEM SOLVER – Can’t let your problems be a problem

Safety Leaders are good at identifying problems, issues, and concerns. Whether it is a condition or behavior, they can determine enough issues to fill a novel. The question is, are you good at solving the problems? Be a problem solver and influence! A good rule of thumb, provide at least two solutions to every problem you identify.

4.  Must take INITIATIVE –  READY………FIRE………AIM.

My staff hears it all the time. What does it mean? Shouldn’t you aim first, then fire? No. Just identify the problem, fix it, and then make the necessary adjustments later. At least you did something. If you never take the initiative to do something, things will never get done! If you identify a problem or something that needs to be done, who is the best person to initiate the solution? YOU!

5.  Must have HUMILITY – Humility is better than humiliation

I always have to include humility in any discussion I have on leadership, regardless of whether I am focused on the Safety Profession or leadership in general.

Why? Because so many leaders struggle with it. They’re under the impression that you must be strict, authoritative, and all-knowing in every situation. I’m aware of this because I used to lead that way.

However, through my many leadership mistakes in life, marriage, parenting, and work, I realized that leadership is about knowing what you know, and more importantly, recognizing what you don’t know. Not only is there intrinsic value in admitting you don’t know all things, but it is also clear importance amongst employees who sense your humility.

Here’s the truth. Employees know things that you don’t know. They may not say it to your face, but trust me; they are talking about you behind your back.

I love what C.S. Lewis and Lou Brock have to say on the subject of humility and pride:

 C.S. Lewis said, “Humility is not thinking less of yourself, it’s thinking of yourself less.”

Lou Brock said, “Show me a guy who is afraid to look bad, and I will show you a guy you can beat every time.”

A lack of humility makes us vulnerable. Without it, we open the door for negative things. People don’t want to follow arrogant leaders. They want to support someone whom they believe in and connect with. A lack of humility withholds honest connections with others; therefore, we must act as humble leaders.

CONCLUSION

Here’s a recap of the must-haves for leadership.

  1. Must have an unwavering PASSION for the profession.
  2. Must have a great ATTITUDE
  3. Must be a PROBLEM SOLVER
  4. Must take INITIATIVE
  5. Must have HUMILITY

This is only an introduction to what it takes to become a productive and successful balanced safety leader. Throughout the years, these five must-haves have helped me become a successful leader. Evaluate your current leadership style and identify what will complement your personality and enable you to lead more effectively and bring you success.

Take time and research each of these must-haves and learn how to apply them in your current position. I am confident that you will become a more effective balanced safety leader because of it.

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