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it’s not about HR (repost)

This was originally posted a couple of weeks ago and I’m reposting it to celebrate today’s Carnival of HR. Enjoy!

 

It’s not about Human Resources. It’s never about Human Resources. HR is a means to an end, not an end onto itself. It’s about creating great business results by building phenomenally good companies by finding, hiring, developing, and supporting fantastic people so they can make the right decisions and take the best actions.

When we make it about HR we turn inward, build the walls and fill the moat, and start checking the boxes regardless of whether or not they make sense. We hide behind legislation, regulation, and policy. We focus on NOT GETTING SUED. We operate out of perpetual fear and we marginalize ourselves and our contribution. We overbuild processes and policies that weigh people down with complexity.

When we make it about getting really great business results through people (and that’s the only way to get great business results) we become inclusive, expansive, and invaluable. We are aware of and help the company meet it’s legal obligations, but we see that as the start, not the finish line. We build, honor, assist, and create. We push for what’s right and what’s smart. We hold ourselves accountable for performance, outcomes, and results. We understand that people are our customers and provide the highest levels of service. We strive to make things simple.

And we get to choose. Every day we get to choose. What are you going to choose today?

Great stuff happening on today’s Carnival of HR (yes, I’m a contributor for this one). Big thanks to Gareth for hosting it.

Gareth Jones's avatarInside My Head...

Well here it is folks – my first ever hosting of the illustrious Carnival of HR and what an honour. Hopefully it won’t be my last 😉 To make things a little more interesting I decided to pick a theme, which turned out to be “challenging the future of the organisation”. It’s been a hotly debated topic of late on twitter and the blogoshere and I’m sure the conversation will run and run. You can see my brief to bloggers here.

So without further ado, lets take a deep dive into the contributions and what a great crop they are too. First up is a new acquaintance of mine, Broc Edwards, or @foolwithaplan as he is known on twitter. In his first post for Carnival – Why hierarchies? Pizza and Beer Syndrome – he explores why most organisations ‘settle’ for the status quo when there appear to be…

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technology has changed, humanity hasn’t…

“We are in great haste to construct a magnetic telegraph from Maine to Texas; but Maine and Texas, it may be, have nothing important to communicate……..We are eager to tunnel under the Atlantic and bring the old world some weeks nearer to the new; but perchance the first news that will leak through into the broad flapping American ear will be that Princess Adelaide has the whooping cough.”

~ Henry David Thoreau, Walden

no problem too big? (repost)

We all have more personal and professional resources at our fingertips than we can imagine. I am not naturally good at networking, but I suspect the advantage that great networkers have is that they are simply better able to see and tap into these resources.

I recently attended a training program that really underscored this idea for me. There were six table groups with about five people at each table. For one of the activities, each table was given a large, hypothetical, community issue to solve. As an example, one group was told that they were trying to offer low cost health screenings at a community health fair; another group was trying to create transportation solutions for a low income area. There were six different groups all trying to solve overwhelmingly huge problems.

Everyone then mingled throughout the room asking people from other groups what they could do to help. Amazingly, EVERY SINGLE PERSON had a skill, access to resources, or knew someone who could help. Although the situations were hypothetical, the resources and solutions weren’t.

The point of the exercise was to demonstrate the sheer volume of resources available in a community and I was blown away by it. Normally, if you went around and asked a bunch of relative strangers what they could do to help, you’d get little response and few ideas. So what made this activity different?

First, the focus was on gathering all ideas, big and small, and no ideas were dismissed. Also, we weren’t looking for a solution, only asking what the others could contribute (and a lot of times their contribution was to offer to connect them with someone else). Finally, no one said, “I can’t help.” The expectation was to think of some way, no matter how small or unorthodox, to help. This generated a ton of good ideas that would not have been otherwise considered.

If that magic can happen with a group of strangers, how powerful would it be with people you know? We’ve all done this to some extent, but I wonder what would happen if we really leveraged it? What if you took a problem you were working on and directly asked everyone you know what they could offer to help? (Posting it on Facebook or Twitter is not directly asking. Emailing is not directly asking. I mean to have a one-on-one in-person or over the phone conversation where they have to give you an answer right then.)

This is really leveraging the six degrees of separation. We don’t have to go too far out in our network to find someone who would be a great resource whether we are trying to find a job, buy a car, hire a personal trainer, find great day care, locate investment property, etc.

I’m becoming convinced that there are few problems bigger than the people we already know. The only thing we need to do is ask.

it’s a small world, after all

I’ve got networking on the brain lately. I’ve been coming across some great postings on networking at the same time I had a very “small world” experience.

There is a lot of misunderstanding about networking. People often think of it as schmoozing or being insincere. Or they approach it as a one-time event rather than an ongoing process or developing relationships. Or they get in a bind and figure they better go network.

It’s hard to quickly network as a last-ditch effort to get a job, expand your business, recruit new applicants, or find more clients. By then it’s generally too late. At that point, you’re not networking, you’re selling. Nothing wrong with that but it’s a different activity with a different goal and different tactics. As Harvey MacKay says, “Dig your well before you’re thirsty.”

Tim Mushey inspired this post with a post he did last week engaging the conversation and interacting with people wherever you are. Us humans are really good at overcomplicating things and making things far more difficult than they need to be. Networking can truly be as simple as saying “hello”, giving a friendly smile, or introducing yourself. Being inclusive and making others feel welcome isn’t hard to do, but so few do it that it is an easy way to set ourselves apart.

The thing about networking and building relationships is that you never know where it is going to lead. Sometimes they go nowhere, sometimes they become crucial, and sometimes they lead to other relationships and unexpected outcomes.

If we are all truly separated from each other by six relationships or less then it really is a very small, interconnected world. No matter how far removed you think you are, you really aren’t. I was reminded of this over the weekend.

I live in a smaller city about two hours from a major metropolis. Most weekends I mountain bike on a local set of trails in the middle of town. It’s a great trail system, but is a labyrinth through the woods and can be very confusing if you don’t know the way. I always like to say hi to the other cyclists as I go by. If I see them looking at a map or talking about directions, I’ll stop and chat. If they are from out of town or new to the trails, I’ll generally recommend directions or invite them to follow along.

Two weekends ago, I came across a fellow named Colin who had come into town the night before from the big city to attend a wedding and brought his bike along to get a ride in. (More small world: I believe both he and my boss attended the same wedding, though they don’t know each other.) He asked where a specific trail was and I offered to show him the way. We ended  up riding together and at the end of the ride I gave him my card and told him to call if he was every back this way looking to go for another ride.

Last weekend, I ended up riding with a couple of guys from the big city. Call them Tom and Doug. Similar story. They were in town with their families and had brought their bikes along. They asked about directions when we came across each other on the trail and they ended up tagging along. They offered to return the favor by showing me some of the trails up in the city the next time I was that way.

As luck would have it, the next day my aunt and uncle who live several states away texted to let me know that they were going to be in the big city over the weekend for a trade show. I decided to take Tom and Doug up on their offer and get in a bike ride while in town to visit with them my relatives.

So, I’m waiting at the trailhead for Doug and notice a guy pulling into the parking with a familiar looking bike strapped to his car. When he gets out, I recognize him as Colin, the guy I rode with two weeks prior! Keep in mind this early Saturday morning, two hours from my house, in an area of well over five million people. The odds of bumping into each other ever again are low enough, but the odds of showing up at the same trailhead for a ride at the same time?! Apparently much better than I would have ever guessed.

It would have been so easy (and perfectly acceptable) if I had passed  them by and not said anything. Instead I had several great rides, got to see new trails, and potentially have a few more friends. It’s a fun small-world story, but it’s also a reminder to be polite, friendly, inclusive. It costs almost nothing yet you never know when you’ll see the person again or where that connection will lead. It is so easy to cocoon ourselves from other people these days and so important to make sure we don’t.

from the archives: you job is to maximize profits… sorta

broc edwards's avatarfool (with a plan)

Leaders talk about their fiduciary responsibility to maximize profits for the business owners (shareholders). This is largely true, but in my opinion, incorrect.

From my point of view, their fiduciary responsibility is to maximize profits based on their clearly defined business strategy. This sounds the same but it isn’t. Not even close. Let’s consider some examples. (But before we do, I need to offer the full disclosure that my understanding of general business strategy far exceeds my specific investment knowledge. I’m approaching this from a business philosophy perspective NOT a business law perspective.)

A conservative investment company with a strategy that prizes long-term soundness above rapid growth has a responsibility to make different decisions and take different actions than an investment company that is trying to grow as fast as possible. I’m not suggesting that one strategy is better than the other – both have their place – but…

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quality? depends on how you look at it

Quality is one of those words that we think we know what it means, except that it has several possible meanings. We know we want high-quality service and products, ads tout the excellence of items, critics and reviewers use quality as a measuring stick, but what do they mean?

Let’s consider cars as an example. Does “high-quality” refer to the build materials, the fit and finish, refinement, dependability, or longevity? Yes. No. Maybe. Stereotypically, Hondas and Toyotas last forever and are very high quality in terms of both dependability and longevity, but not known for refinement or build materials. There are several expensive German cars that are (again, stereotypically) known for the quality of their interiors, fit and finish, and refinement, but also have a reputation for fragile and expensive electronics, transmissions, and other sort of crucial parts. Then there is an old joke that General Motors cars run poorly longer than most cars run at all. So, in a weird way a Honda, Mercedes, and Chevrolet can all be considered high quality?!? That’s unhelpful.

Is a bicycle frame welded together by a craftsman in a small, low volume shop higher quality than a frame welded by computerized robots and vigorously inspected for even the smallest variances in a state of the art factory?

Which is higher-quality: the hastily built mcmansion with the expensive amenities that needs continual maintenance or the small, but solidly built house with very basic and cheap appliances and fixtures? It depends on what we mean by “quality”.

Talking about quality clearly puts us in a situation where the answer is meaningless unless we have a sharply defined question. What do we mean by “quality”? What do we need it to do? What outcomes do we expect? What tradeoffs are we willing to make?

What does quality mean in your business? What do your customers think in means? Are you sure?

Until we’re clear on the question, the answers won’t do us any good.

broc edwards's avatarfool (with a plan)

Being a manager is a tough, tough job and there are many things a manager needs to be able to do. But, if you want to put yourself above 90% of the managers out there, focus on developing your skills in four key areas:

  1. Selecting people who are a great match for the job and the company. You are responsible for their results and if all goes well they will be with the company for years to come. Plan your effort accordingly.
  2. Giving your people a clear vision for their role and clear understanding of your performance expectations.
  3. Investing time, energy, and resources into developing your people so that they can perform at the level expected. This includes coaching, training, advising, and giving feedback.
  4. Holding your people accountable for delivering results.

Enough said.

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it’s not what you know…

Funny how people often lament that, “It’s not what you know, [say it with me everyone] it’s who you know.” People rarely ever says this when they benefit from a relationship, it’s always said to justify setbacks, as though knowledge/skill and relationships are mutually exclusive.

Why is it that this maxim is never taken to the logical next step? I’ve never, ever heard anyone say, “It’s not what you know, it’s who you know so I better start getting out and meeting more people and really developing new relationships and strengthening my current ones.”

What if the what and who go together? Who you know will absolutely get your foot in the door and create opportunities, but those opportunities will start evaporating if you don’t bring the knowledge and skill to get the job done. On the filp side, demonstrating strong knowledge and skills will get the attention of people who can open doors and connect you with opportunities, but all the skill in the world won’t help much if you continually burn bridges and ignore the human side of it all.

Consider the possibility that your success is not based on what you know or who you know, but what AND who you know. That changes the game just a bit.