It’s not pay or benefits

April 23, 2018

By Jeff Haden via  Article

This Study of 400,000 People Reveals the 1 Reason Employees Work Harder (and It’s Not Pay or Benefits or Culture Decks)

“Forget slogans and posters. Forget mission statements. Forget culture decks. A survey of over 400,000 people across the U.S. found that when employees believe promotions are managed effectively, they are more than two times as likely to give extra effort at work — and to plan for having a long-term future with their company.

But wait, there’s more: When employees believe promotions are managed effectively, they are more than five times as likely to believe their leaders act with integrity.

The result? At those companies, employee turnover rates are half that of other companies in the same industry. Productivity, innovation, and growth metrics outperform the competition. For public companies, stock returns are almost three times the market average.

All of which makes perfect sense at an intuitive level, as well. Promote your buddies and employees quickly realize that productivity doesn’t matter — what matters is establishing personal and not just professional relationships. Promote on the basis of seniority and employees quickly realize that displaying informal leadership skills doesn’t matter — what matters is just putting in the time.

Promote the guy whose ethics are in question and employees quickly realize that what they accomplish is all that matters — regardless of how it gets accomplished.

as a leader — and as a company — what you say certainly matters, but what you do is everything. … Take a step back and look at the criteria you use; instead of focusing on ‘qualifications,’ determine what the perfect person in the job will actually do. …

If teamwork matters most, promote the best team players. If productivity matters most, promote your most effective employees. If getting the right things done matters most, promote the people who get the right things done.”


The inverted pyramid

April 16, 2018

By Andrew Thompson via  Article

Home Depot’s Organizational Culture: An Analysis

“Home Depot’s organizational culture is a major factor that supports success and leadership in the market. The company’s leaders recognize this relationship and continue to commit to a high performance culture. The main features of Home Depot’s organizational culture are as follows:

  1. The inverted pyramid
  2. Excellence in service
  3. People-centricity
  4. Collaboration

The Inverted Pyramid. Home Depot’s inverted pyramid presents the prioritization of some of its stakeholders in the company’s strategies and organizational culture. The customers are the top priority. Next are the front-line associates, then field support, and then corporate support. The CEO comes last. In this prioritization, Home Depot’s organizational culture ensures that corporate values are inculcated among all employees, especially the front-line workers at the stores. In addition, this feature of the organizational culture highlights the value and contributions of front-line workers, translating to Home Depot’s managerial approach that recognizes idea and action contributions from subordinates.

Excellence in Service. Home Depot’s organizational culture emphasizes excellent service. The company achieves high quality service through training programs and a human resource strategy that hires field experts like carpenters and plumbers. These experts provide expert advice when customers make purchase decisions. This characteristic of the organizational culture enhances competitiveness and is integrated in Home Depot’s generic strategy.

People-Centricity. In relation to the inverted pyramid, Home Depot’s organizational culture also involves a people-centric approach to work. All employees are encouraged to establish productive and enjoyable work relations and employee-customer relations. This feature of Home Depot’s organizational culture directly relates to the company’s emphasis on high quality service.

Collaboration. Home Depot’s organizational culture supports a community approach among workers. For example, the company encourages store employees to perform as a team. This characteristic of Home Depot’s organizational culture creates synergy from collaborative efforts, instead of relying on separate individual employee contributions only.”

Meeting hacks

April 16, 2018

By Dom Price via  Article

6 Meeting Hacks (And 1 Weird Tip) That Instantly Boost Your Credibility


During the obligatory welcome and ‘thanks for taking the time today’, ask that everyone close their laptops and tuck their phones away. As many as 73% of people admit to doing other work during meetings, which severely limits how engaged they can be in the discussion. …


In meetings oriented around solving a problem or making a decision, resist the temptation to offer up solutions. Instead, ask leading questions that prompt deeper discussion. Here are a few of my favorites:

  • Why? What for?
  • How would we measure success?
  • Can you expand on that? …
  • That’s an interesting point, but it feels counterintuitive – in what context would it apply? …


There’s often one person who a) has strong opinions; b) is keen to share them, and c) is highly respected by others in the room. This person can dominate or derail discussions, usually without intending to do so. Ask them to capture notes on the whiteboard (because laptops closed, please). I tried this once in a meeting where the celebrity was my boss. I got a stern look in the moment, but he thanked me afterward. …


Every meeting should drive toward a tangible result. (Death to all ‘status updates’ and ‘weekly syncs’!) Make sure you convey this in your invite so people understand the job to be done and what it would take to end the meeting early. … And seriously: end the meeting as soon as you’ve got the outcome you came for. …


People who think more than they speak are often bulldozed in meetings, or mistaken for having no opinion on the matter, by those of us who tend to think out loud. Your job is to create space for them. If possible, share relevant information and discussion points with them in advance so they can get a head start on thinking it through. Then during the meeting, look for opportunities to pull them into the conversation. Questions like ‘What’s stood out for you so far?’ or ‘What else might we need to consider?’ can be very effective. …


… Men interrupt women far, far more than we interrupt other men. … Women of color and our non-cisgender peers are even more likely to be marginalized in these ways. Whether done consciously or not, this has to stop. Making sure everyone can contribute fully is good business. So it’s up to all of us to mind our own manners and tactfully call out when other forget to mind theirs. …


… For those brave (or crazy) enough, use a squeaky rubber chicken to help facilitate the meeting. I’ve been in meetings where the chicken is placed in the middle of the table, and when the conversation starts going in circles or off on a tangent, anyone in the room can squawk it to signal it’s time to bring things back to center.”

Make everyone think of you as a leader

April 16, 2018

By Laura Garnett via  Article

This Habit Will Make Everyone Think of You As A Leader Instantly

“Whether or not you want to be a leader, most of us would agree that being looked up to and admired is a good thing. Yet, the qualities that we see as admirable are changing along with our societal norms. One behavior, however, that will guarantee that you are seen as someone to be admired is curiosity.

Curiosity is becoming a behavioral habit that everyone needs to adopt. Why? Because our workforce is steadily mirroring that of our population and includes a diverse set of people. Differences can span from culture, ethnicity, gender, sexual preferences and of course political leanings. With more and more diversity comes conflict and conflict can be diffused with the simple act of being curious, and that’s become a necessity for anyone in a leadership role. Being curious allows a leader to be open to new ideas and perspectives, and insures that they’ll motivate others. Here are 3 ways to immediately build a habit of curiosity in the face of differences:

1. When you are exposed to an idea or person that is extremely different from you, rather than fall prey to our natural instinct to see these differences as something to be fearful of, force yourself into a mindset of curiosity. Ask them: What is it like to be that person? Where does this way of thinking come from? What were the circumstances that created this perspective?

2. Focus on how learning about the differences will expand your awareness. Being curious means you can find takeaways in every interaction. Start taking note of what you learned as a result of being curious in the face of differences. Over time you will see how much you gained from these situations rather than lost.

3. Think of what created your perspective, your ideas and your cultural norms. Think of how unique your life and situation has been and how differences are usually just that, differences in life experience. Start sharing the “why” behind your thoughts so that others can learn why you think or act the way you do. Sharing your why creates connection more than conflict.

Being curious forces you to think beyond yourself. You’ll start understanding other’s perspectives and build a deeper connection with your employees. By practicing these steps, you’ll be able to propel yourself and your team into a whole new level of success.”

Dairy farmers

April 16, 2018

By Dan Rockwell via  Article

“I’m currently two thirds the way through The Education of a Coach by David Halberstam. It’s the story of Bill Belichick, coach of the New England Patriots. … Steve Belichick, football scout for Navy, had a huge influence on his son Bill. … Bill is often quoted as saying, ‘Do your job.’ Hard work was part of Bill’s life because his father worked hard, harder and longer than other football scouts. Bill’s dad reminds me of mine.

I was fortunate to be brought up on a dairy farm. Hard work is synonymous with life for dairy farmers. My dad was the hardest working man I ever knew. He never preached about hard work. He simply did it and expected his children to live that way too. Frankly, we didn’t think there was any other way. …

I don’t understand people who work so they don’t have to work. We are made to work. Work gives meaning to life. Success apart from hard work is shallow, degrading, and unfulfilling. The work of leadership begins with modeling the way.

#1. Do the work.

Get off your butt. You can’t lead from a chair. If you aren’t sure what to do. Do something and learn as you go. Show the way. Don’t simply point the way.

  • Ask more of yourself than you ask of others.
  • Get dirty. Perform menial tasks.
  • Identify with support staff.
  • Never look down on people who do work that’s different from yours. Organizational silos disrespect the work of others.

#2. Support others while they work.

  • Challenge and cheer.
  • Notice progress.
  • Honor the qualities that produce results – things like industry, discipline, and attention to detail.

#3. Remove obstacles to successful work.

Make the work of others less frustrating and more productive. One corporate leader told me, ‘My main job is figuring out how to remove obstacles that slow my team.’ If you have position, you have authority to eliminate barriers and create connections.”

Brown MM’s

April 9, 2018

By Steve Keating via  Article

The Wisdom of Brown M&M’s

“Van Halen was the first big name band to take huge productions into tertiary, third-level markets. Instead of Detroit Michigan for instance they would do a concert in Lansing or Grand Rapids. They would pull up to the venue with nine eighteen-wheeler trucks, full of gear, where the standard for that kind of arena was three trucks, max.

Their show was a huge production and their standard contract included a rider with a ton of technical specifications, some were meant to improve the production but many were meant to provide a safe environment for both the band and the audience.

The rider included a clause that required bowls of M&M’s to be placed in the band’s dressing room and backstage. Also buried deep inside the rider was this item: ‘There will be no brown M&M’s in the backstage area, upon pain of forfeiture of the show, with full compensation.’

Now the band took a lot of heat for that requirement and as the story goes David Lee Roth would go ballistic upon seeing a brown M&M in the bowl. It made the whole band seem like a bunch of spoiled prima-donnas.  But there was method to their apparent madness.

With literally thousands of technical specifications in their rider they wanted a quick way of determining whether or not the venue had throughly read and complied with the requirements for a safe and successful show.

When the band would walk backstage or into their dressing room and see brown M&M’s, they knew that details had been missed. They knew that if one detail had been missed then it was very likely that other details had been missed too and some of those details could get someone seriously injured or even killed.

Every time they saw brown M&M’s they went through the rider with the venue in great detail and always found things that were missed. When they didn’t see brown M&M’s they were able to do a much briefer review of the rider and literally never saw anything else missed.

This rock and roll group, notorious for excessive partying and ‘other’ stuff besides their music developed a fool proof way of determining whether or not the venue was paying attention to the little things.  Val Halen knew that the little things make a big difference. They knew that small problems have a way of becoming bigger. They knew that success was in the details.

How about you? Do you settle for ‘close enough’ when excellent is within reach? Does the lazy part of you (yes, almost all of us have a lazy part) ‘settle’ for good enough because great seems like a little too much work?”

Be a more charismatic leader

April 9, 2018

By Michael G. Rogers via   Article

Do This One Thing To Be A More Charismatic Leader

“All through the history of time we have been affected by charismatic leaders. They have impacted the world and they have impacted you—whether directly or indirectly. People are drawn to and want to follow charismatic leaders.

Many believed for a long time that charisma was this mysterious charm that either you had or didn’t have. But that is changing.

If there is one thing that all leaders can start doing today to channel some charisma power, it is the energy of being positive. It not only creates a more charismatic leader, but it is also contagious.

Researchers at the University of Minnesota and Michigan State Universities conducted four separate research studies and found that individuals who are rated high on charisma tended to express more positive emotions than those who didn’t. Positive emotions in their studies included passion, enthusiasm, excitement and optimism. They also discovered that positive emotions are contagious and boosted the mood of those around them. Leaders who were more positive were perceived as more effective as well and garnered a greater loyalty from those they lead.

Did you also know that being a positive leader results in living longer, making better and quicker decisions, having less fear in leading and creating more success? I wrote about this several years ago in a blog post titled ‘Positive Leaders Live Longer and 4 Other Benefits.’

So there you have it. Be more charismatic by being more positive and you will gain greater loyalty from those you lead and reap other big benefits as well.”