Difficult Discussions

I often wonder why people in the corporate environment are so sensitive about feedback.  If we were athletes or sportsmen, we would welcome suggestions as to how we can enhance our performance.  However, many employees find “constructive criticism” difficult – in tough economic times it can make individuals feel that their position is insecure, the resultant worry reducing their contribution further  and potentially having a knock on effect on others.  When the market starts picking up, it is your disengaged employees (good performers as well as bad) who will be the first to take up opportunities elsewhere.

We all know that performance reviews are a crucial part of modern corporate life – if people don’t know how they are doing, how can they improve?  Without effective key performance indicators (KPIs) how can we measure how well employees and the business are doing and ensure that everything is on track?  Data is becoming increasingly important, but it is crucial to remember that the employees who make a business succeed are people and not just numbers in a spreadsheet or a formula.  Even when having “difficult conversations” – such as informing an employee that they have not met required levels of performance or behaviour, you should take care to be calm, professional and informative.  Here are a dozen simple actions and approaches that can make a meeting easier for both parties:

• Don’t delegate the discussion to someone else, if you are nervous or feel that having a witness is necessary, bring a colleague or member of HR but let the employee know that you are doing so;

• Come prepared and hold the meeting in a suitable place with no distractions or interruptions;

• Remain calm – for any professional manager this discussion should be about their team member’s performance and should never disintegrate into a character assassination nor be used as an opportunity to humiliate someone;

• Have facts to hand to substantiate your comments (such as the mutually agreed objectives and specific examples of where performance and results have fallen short);

• Remember that performance = ability x motivation;

• Determine whether the person is capable of doing what is expected - do they have the aptitude, training and necessary resources?;

• It is easy to ask someone whether they have what they need to do a job;their answer (and the way they say it) will probably tell you much of what you need to know about their approach, frustrations and attitude.  The simple fact that you have asked for their input may go a long way towards resolving a problem, because you have signalled that you are interested and prepared to help;

• Be willing to listen to the other person’s point of view – there may be facts and circumstances that you are unaware of;

• If they cite external factors as the reason for poor performance, look into their claims; sometimes people find it easier to blame others before admitting to their own weaknesses, but if they are correct there may be other issues that also need to be resolved;

• Verify whether they are willing to make the required effort to do the job well and, if not, find out why not;

• Don’t wait until the meeting to inform an employee that you are disappointed with their contribution – a good manager has regular discussions with their team members and both parties should know how things are going at any stage of the year; and

• Remember to comment on the things a person has done well, in addition to discussing the areas for improvement – if you leave some of these points until near the end of the meeting both parties are more likely to leave in a positive frame of mind.

Remember this dozen

People usually respond better to praise than criticism – Aesop’s fable of the Sun and the North Wind competing to get the traveller to remove his cloak has a sound moral message.  Gentle warmth towards others will often achieve results faster than harsh words and hostility. 

Increasingly work is becoming less repetitive task orientated and is requiring individuals to use their initiative and knowledge to achieve complicated and sophisticated outcomes.  Incentivising performance is a conventional way of encouraging people to perform as required.  However, rewards do not have to be financial (indeed, money is often not the most effective motivator 

as demonstrated in Daniel Pink’s excellent talk at the RSA (one of my favourite RSA Animates):

http://www.youtube.com/watch?v=u6XAPnuFjJc

Simple praise, granting autonomy, staying in touch throughout the year, being interested and saying thank you for work well done, can often achieve more, through motivating and engaging an individual, than a manager will ever do through demoralising criticism in the annual review.

So here's to "getting better" at treating people like people and hence getting the best out of them (with thanks to the Beatles).

Sweet Rebel

Very occasionally in life you meet someone whom you know is extraordinary, who genuinely has an impact on the world around him or her and can be seen to be making making history, for me, Mott Green was such a man.  Mott was born in 1966 and grew up in New York and Oregon.  His real name was David Friedman and he came from an impressive academic and professional family descended from Russian Jewish immigrants - his father a respected physician, his uncle a genuine rocket scientist, young David was expected to follow in the family tradition of landing a well-paid and respectable job after graduating.  Mott was highly intelligent and could have succeeded in almost any field he chose, he was also a rebel and he found his cause...

Mott fell in love with Grenada and its people, it is where he chose to live, but he is probably best known for being a chocolate anarchist on both the local and global stage.  Much is said in modern business circles about the value of being disruptive, we espouse the value of being “Punk" in approach or “hacking” to amend and enhance the existing system - certainly, innovation and creative solutions require what can feel like significant change.  However, for many this is simply tinkering with the engine and not a from-the-bottom-up redesign.  

By training Mott was an engineer and he seemed almost at his most comfortable building things (from brave concepts to tangible, working objects to achieve his objectives).  He was clearly happiest when challenging convention and bettering the status quo.   Knowing him as I did, I can vouch for his being a passionate visionary with extraordinary drive and tenacity.  His enthusiasm was infectious and he had a wicked sense of humour.  This short video (a trailer for the wonderful film "Nothing Like Chocolate", in which he played a starring role) will give you a taste of the man, his values, extraordinary abilities and achievements: http://vimeo.com/38528342   He had charm which concealed a core of steel, but he also showed immense compassion to those who needed it and invariably stood for what he saw as right, be that :

• helping a rural farming community;
• making a stand against discrimination and abuse (including child slave labour);
• speaking out against the global exploitation that is the model for the majority of the chocolate industry; 
• taking action against climate change;
• building an award winning factory with his bare hands;  and 
• doing more to reduce the carbon footprint of his business than any other entrepreneur I know.  

He was, in every way, inspirational.  He rewrote the rules and enabled value to be added at the source.  He made me laugh, he made me think and over the past couple of days he has made me cry.  He died unexpectedly at the weekend - electrocuted whilst mending some kit (not the in the factory, which is, I am pleased to say, continuing to produce its exceptional chocolate).  I and many others mourn his loss, but we should also celebrate an amazing life.  I know few who could do what he has done and the legacy he has created speaks for itself - it is an inspiration to all who wish to improve the world.  

Nyran taking wet beans out of cocoa pods in Grenada

Mott discovered his love for chocolate as a 15 year old boy, when accompanying his father to Grenada on a visit to the medical school.  Mott became fascinated by the fat pods encasing plump beans; the harvested crop, hulled and separated from the white pulp inside the pods, lying in piles, like russet brown pebbles, to dry in the Caribbean sunshine; the dapple of light through the leaves in the rainforest, where the cocoa plants grew; the pods hanging like Chinese lanterns and the taste of the fresh white pulp that surrounds the beans - sweet with a slight citrus tang (like passion fruit) - the raw beans themselves almost unpleasantly astringent, nothing like the processed chocolate that he knew from New York.

Cocoa pods

He was swift to realise that, although most of the beans are grown in the southern hemisphere, the majority of chocolate producers are located in the northern hemisphere, where there is a lucrative market for the luxury product.  Confectioners and other industrialists bought cocoa (often harvested by child labour), imported it, processed it into chocolate and were able to make a significant mark-up.  Mott noticed first hand the inequalities within the industry. A few years later, on returning to Grenada (have dropped out of university and spending some time in a commune), after living in the rain forrest for a while, he decided to settle on the island.  

The Grenadian rainforest

Inspired by the disparity in the cocoa trade, he dedicated his life to enabling production of world-class chocolate, from bean to bar, in the location where the cocoa grows.  In 1999 Mott founded the Grenada Chocolate Factory, with two friends.  He literally built a chocolate factory, welding pieces and using salvage to make machines based on designs from the 1900's (when there were more small artisanal chocolatiers in Europe), but powered by solar energy, to achieve his dream.  If you wish to know more about how chocolate is produced in a small Grenadian factory, here is the process: http://www.grenadachocolate.com/tour/process1.html

Edmond roasting cocoa beans, Grenada Chocolate Factory

He slept in a small store area of the factory and worked tirelessly to establish the operation on the island.  He encouraged local farmers to join his cooperative, paying them and him the same wage and taught them how to produce world class crops without resorting to harmful pesticides or environmentally damaging fertilisers.   One of the things that made Mott stand out from other cocoa producers and chocolate makers was his determination to be “green”, ethical and fair.  He declined to sign up to Fair Trade, as he felt that the approach of shipping produce to processors in wealthier countries, for them to capitalise on its value was unjust.  Instead he taught the local farmers how to enhance their crops and trained people from the island to produce high calibre chocolate (despite the problems of doing so in such a hot and humid climate).  

  

Kimon moulding chocolate bars, Grenada Chocolate Factory

Last year he took this one stage further and, using the power of the Trade Winds, he brought his bars of chocolate to consumers in Europe on a sailing ship.  This year he arranged to reduce the carbon footprint of his chocolate even further, by having the bars collected off the boat and delivered across Holland by cyclists.  I am so sad knowing that he will not see this dream become a reality when the ship makes land in less than a fortnight  You can read the poignant last post on Mott’s blog: http://mottontresshombres.blogspot.co.uk/?m=1

Mott, standing by the moored Tres Hombres
prior to delivering chocolate by wind power to Europe

His dreams have become a reality, he has made a better world and enhanced life for many (myself included).  We should all take inspiration from him and what he has achieved.  If you have a dream and the willingness to pursue it with tireless determination, it is amazing what can be done.

This wonderful song, co-written by Mott, celebrating the cocoa bean and the ethical production of chocolate, seems to me a fitting epitaph and ending for this post...  Please listen and smile in recognition of a wonderful man.

http://grenadachocolate.com/human%20beans.mp3

Cocoa pods - grown in Grenada and used for making chocolate

Food for Thought

We had our first barbecue of the year at the weekend - in preparation the boys baked a loaf in the afternoon (bread-making was my father’s secret method for ensuring clean fingernails, but I’m pleased to report that my chefs washed their hands thoroughly before kneading) and they sweated over the hot charcoal, as dusk fell, while I created some salads and laid the table.  It’s good to do things together as a team and many of the rules to effective working relationships are learned initially at home.  I clearly am distracted by food as, while waiting for my supper to be cooked, I was struck by how many aspects of life (both within and outside the office) centre around food and drink.  We talk of “water cooler moments”; people wishing to provide services often suggest “meeting up for a coffee”; it is a customary in my organisation for an individual, on their birthday, to buy cakes and/or savoury treats for everyone to enjoy - it creates a wonderful sense of camaraderie as people eat and chat together in the main office kitchen; in many workplaces, the boss is often referred to as The Big Cheese (odd given that something “cheesy” is often considered to be second rate); and how many of us haven’t enjoyed after work drinks or going out for a meal with colleagues or tweet-ups with social media contacts?  Food plays an important role in our lives.

Carl Warner's Vege Head

Having started by contemplating the impact of food and drink in the work environment, I have decided to reverse my view and comment on what we, in conventional work, can learn from the experts in food and drink.  A group of academics have recently undertaken some interesting research into Michelin starred chefs and their kitchens.  The conundrum that intrigued them was how these clearly effective leaders manage to maintain consistency in their offering without stiffling change and thereby preventing fresh concepts and innovative culinary creations from occurring.  I was fortunate to attend the presentation of their findings at an event hosted by the Cass Business School.  As part of the research some of the world’s top chefs’ kitchens were observed to determine what made them effective and the chefs were interviewed.  Certain common themes emerged, supported by comments from the participating chefs, namely:

• rigid discipline and planning is required to absorb and reduce the risk of unexpected events - “no mistakes admitted”;
• skill is more important than creativity - “you learn the process and everything else comes later”;
• everyone in the kitchen must understand what has to be done and why - “keep going, teaching, teaching...”
• it is important to be able to improvise on the fly - “cook it raw”;
• sourcing is a primary advantage - “the quality and taste required are found in very few places”;
• esprit maison (i.e. the in-house style and culture) is key - “we have our own style and the dishes must fit/sit well within it”;
• good chefs are constantly learning and appraising - looking inside and looking outside - “Never eat alone”, experience boosts innovation/sparks creativity; and
• creative chefs must not be constrained by convention - “Good chefs steal, bad chefs copy" (with apologies to Picasso).

"El bodegón del cazo Azul" by Picasso, 1945

Having determined the above “key ingredients for a top kitchen”, the academics considered the processes and operational approach needed to enable the consistent reproduction of excellence.  Again, there was a high degree of similarity between each of the great chefs' kitchens.  Each was well organised with specific "stations" dedicated to the preparation of certain elements of the meal - meat,  fish, dessert, cold food preparation, etc...(an idea originated by Augustus Escoffier, who believed in running his kitchen like the military and referred to them as the "Brigade de Cuisine" which translates as the "Kitchen Brigade"). 

New recruits, starting their career in catering within a top kitchen (a privilege many would undertake for free simply to be able to experience and learn from a master chef) all have similar traits.  They are self-selecting due to the demands of being regularly rotated between the stations (usually every six months to ensure a consistency of approach and appreciation of all aspects of the kitchen) and the pressure of the job.  The work is very demanding, verging on punitive - early starts, late finishes and little chance for a social life outside work (work/life balance is not an option) - so trainees have to be:

TBC

I saw a friend this week, whom I had lost touch with for the past decade.  We met for a bite to eat and I’m pleased to say that we picked up our friendship exactly where we had left off.  It made me appreciate that strong relationships (in and outside the workplace) are forged on trust and authenticity (and are often accompanied by good food).

The Sound of...Flyin' High

May 22nd, the date of the Carnival of HR (of which this blog is one small part), is an important date in my employer’s corporate calendar, it is when our Remuneration Committee and the Board meet to review, amend and approve the reward packages proposed for each of our employees. (For a glimpse of the full range of the Carnival of HR offering see http://s.shr.lc/167ai7a  |, lovingly curated by Doug Shaw ( @dougshaw1 ) Thanks Doug - a tough job very well done.  The URL is http://stopdoingdumbthingstocustomers.com/hr/the-carnival-of-hr-beginnings/ )  Back to my own day: although our financial year runs in line with the tax year, we tackle reward only after we know how the business units and individuals have performed.  As in many organisations, for most employees the knowledge of what their salary will be for the next twelve months (and whether they will receive a bonus that could enable them and their family to have a significant holiday or pay for some anticipated expenditure), is the beginning of their planning for the year ahead. 

Planning is important...

In fact, as this HR Carnival blog's theme is "Beginnings", I will start by saying that planning, prior to beginning almost anything, enables a better outcome and my intention in this post is to encourage you to think strategically and hence to become more effective in an important, but in my opinion under-valued, aspect of HR.  So...

“Let’s start at the very beginning...”, as Maria sang to the von Trapp children in The Sound of Music

http://www.youtube.com/watch?v=1RW3nDRmu6k

“...when you read you begin with A-B-C”, however, the song does not progress to “when you count you begin with 1-2-3”... it moves straight into singing about “do-re-mi”.  Perhaps it is because I have been working with reward spreadsheets for the past few weeks (and hence have become somewhat obsessed), but I think HR needs to consider its relationship with “dough” (of the monetary variety), analysis and informed decision making, using management information (re M.I.).  So many in HR are more comfortable with letters than they are with numbers.  As the world becomes increasingly data focused, this could become a problem for our profession.  

Reward is too often the ignored little spanner in the HR toolbox... perhaps because traditionally HR has neither valued nor attracted numerate, analysis-hungry, spreadsheet experts. 

In most businesses, HR is recognised as the custodian of remuneration, diligently compiling benchmarking data to validate that salaries are in-line with competitors and that job offers and pay increases are not out of sync with the market.  I am not saying that this is a bad thing.  Everyone I have spoken with acknowledges that the basics have to be right (otherwise employees will become disengaged, feel undervalued, may walk and potential employees may decline to join). However, few HR professionals are doing more than managing the basics when it comes to Reward.  People need to appreciate that Reward is so much more than simply “pay and rations”.  Total Reward is an often over-used, but usually under-comprehended phrase.  Total refers to "involving all aspects" of reward at work. 

How often do we really think of Reward within the bigger picture of employment and the people involved in work?  Most acknowledge that Reward is more than simply base pay, benefits, wellbeing initiatives and a potential bonus.  The BBC is not famed for its high salaries and yet people strive to be able to work there, partially because of the experiential opportunities it can provide. No other organisation can enable you to be part of the production team making world-leading natural history documentaries with David Attenborough.  People there find their roles "rewarding".  A similar positive advantage can be considered applicable to people working in the not-for-profit or medical research sectors - their day-to-day jobs have the potential to change people's lives and that is gratifying in itself.  

Photo courtesy of the BBC

The drivers that inspire people are complex, in addition to money people will give their employer their dedicated thought and labour to achieve objectives in return for: prestige, respect, status, dignity, the ability to learn, the sense of being part of team/belonging, time to pursue out-of-work interests, travel, generous praise and/or recognition, to name but a few.  As a result, smart HR professionals must not view Reward in isolation, away from the broader work environment.  

A number of organisations have undertaken research into the impact of Reward.  A recent, notable paper is Aon Hewitt’s 2012 study into Total Rewards, which demonstrates a link between reward and high performance (as evidenced by companies achieving significant revenue vs. objectives, degrees of innovation and high levels of employee engagement).  A significant element of the success seems to be down to communication, not just espousing Total Rewards but articulating a clear strategy that includes objectives, measures and competitive positioning (back to HR’s need to understand and use data).  Before determining the strategy employees, as well as managers and the top leadership, are asked what they want – the advent of technology and social media has made it so much easier to be personal, to solicit feedback and suggestions.

Landing Signal Officer's Communication - as used on HMS Ark Royal

According to the Aon survey, Total Rewards impact at various stages of the employee life cycle, namely:

Top factors influencing Attraction:          

• Competitive base pay

• Competitive health care benefits

• Financial stability of business 
• Flexible working 
• Good pension provision 
• Number of days’ holiday
• Reputation as “a great place to work” 
• Promotion prospects
• Challenge/stimulating work 
• Culture

Top factors influencing Retention:          

• Faith in senior leadership re future direction

• Tools to do the job

• Health care benefits
• Sufficient resources
• Reliable colleagues
• Career opportunities/clear career path
• Good relationship with line manager
• Supportive culture

Top factors influencing Engagement:

• Clear career path
• Involved in decisions that affect their work
• Appropriate resources
• Development
• Team
• Colleagues going the extra mile for success
• A culture of personal development
• Good managerial relationship
• Comprehensible decision making

• Appropriate benefits

The best businesses are brilliant at using certain elements of Total Reward (such as manager effectiveness, inclusion, culture, values, learning and career development) to emphasise the factors that differentiate them from other employers in their field.  I have a little experience of this – I co-founded a business in 2000 and within a short space of time we were deemed best of breed in our sector.  It was hard work and demanded long hours to get the business off the ground, but, without exception, my colleagues at all levels in the business valued being part of a team that was “making history”.  We were not the highest payers and we did not have the swankiest offices (indeed our premises as we grew were close to the end of their natural life and hence provided cheap rental), but our sense of community, mutual respect, genuine fun, shared success and mutual appreciation made up for most of the hardships.  HR had a fundamental role to play in the success of the business.  

The time has come for all of us in HR to realise that we can and should make a difference.  We have the ability and tools to enable both our workers and our businesses to become high fliers.

So, returning to the theme of Beginnings, let's make a start, let's change the way we think about Reward.  We want our employees to be truly engaged and to be feeling good about where they work. It's a new dawn, it's a new day, it's a new life...

Nina Simone singing "Feeling Good"

http://www.youtube.com/watch?v=OfJRX-8SXOs

              "Feeling Good"

Birds flyin' high, you know how I feel
Sun in the sky, you know how I feel
Breeze driftin' on by, you know how I feel
It's a new dawn, it's a new day, it's a new life for me.
Yeah, it's a new dawn, it's a new day, it's a new life for me, ooooooooh...
And I'm feelin' good.

Fish in the sea, you know how I feel
River runnin' free, you know how I feel
Blossom on the tree, you know how I feel
It's a new dawn, it's a new day, it's a new life for me,
And I'm feelin' good

Dragonfly out in the sun, you know what I mean, don't you know,
Butterflies all havin' fun, you know what I mean.
Sleep in peace when day is done: that's what I mean,
And this old world is a new world and a bold world for me...

Stars when you shine, you know how I feel
Scent of the pine, you know how I feel
Yeah, freedom is mine, and I know how I feel..
It's a new dawn, it's a new day, it's a new life for me
[scat]
And I'm feelin'... good.

Varsity Vistas

I have recently returned from an exceptionally productive, enjoyable and informative few days in Cambridge.  I was responsible for a leadership development programme designed in conjunction with the Judge Business School http://www.jbs.cam.ac.uk/ and not only was it very well received, but also I have no doubt that it will have a profound and long lasting impact on all involved.  There is little point investing time, money and effort on leadership development if you don’t want your leaders to develop and change.  Regrettably, many top level learning and development (L&D) initiatives are seen simply as “deserved” or “required” attendance by corporate executives and hence they participate either as a chore or for an easy break from normal routine; once “back in the day job”, it is all too easy to revert to the comfort and familiarity of accustomed roles and approaches.  Change demands effort and determination and works best when people support each other in achieving a shared goal. 

View through oculus window of Lecture Theatre 1, Judge Business School, Cambridge
Photo by Annie Galpin

 

It is usual, at the end of a learning event, for individuals to make a personal pledge that they will utilise their new-found knowledge and skills in the work environment.  Indeed, each of the attendees with me have been asked to select two things that they will do differently (or commence doing) going forwards and I will be supporting them to ensure that they achieve their goals, as well as measuring what change can be assessed.  I am confident that each individual who attended the event in Cambridge is committed to applying their learning.  However, their personal undertakings, to achieve singular and organisational change, are not what made the event exceptional.  There are few cities more beautiful than Cambridge and it was looking particularly attractive: soft spring sunlight on honey coloured stone and blossom and fresh leaves on the trees.  The verdant foliage, burgeoning after the long period of cold weather that the UK has endured, seemed to echo the eagerness of the attendees to learn and grow.  We were fortunate, we were joined by an inspirational collection of exceptional speakers and experts, who struck a chord with all attendees.  I confess that it was both a pleasure and privilege to share aspects of my alma mater with colleagues and friends, but that was not what made the event so good.



Queens' College, Cloister Court

The thing that made it different was the genuine sense of connection, in every aspect from the attitude of the attendees, their preparation, commitment and the event’s clear outcomes (both agreed and unexpected).  I am an experienced HR professional and have designed and run numerous L&D sessions over the years, some award winning and many life-changing for individual delegates, but this one was genuinely different.  Why did it stand out?  What did I experience and learn?  I think the essence of the differentiation is founded on unity.  There was an almost palpable level of engagement and a shared passion to define and commit to desired change.  Every attendee had come prepared and determined to benefit from the opportunity.  Nobody was there because they felt they had to be and, without exception, they wanted to learn, share, talk, discover and build a better future as a team.  There was a logical flow through the days so that knowledge was built upon and strengthened.  I was reminded of the value of physically bringing people together.  In our increasingly technology enabled world, e-learning has its place and I work for a global group, so, for ease and efficiency, we use webinars and video conferencing to enable people to benefit from shared learning.  However, humans are social beings.  Some of the attendees, despite having spoken with and seen each other from afar over a number of years , had never spent time together in the same location.  Genuine connections and understanding occurred.  We deliberately did not remain locked in a hotel conference suite or lecture theatre for the duration of the event, we used various university facilities (including museums, art galleries and debating chambers) and hence time was spent walking between venues.  People chatted en route.  So much was gained by spending time together, bouncing ideas around, exploring and gaining memories that we all now treasure.
 

Bridge of Sighs, seen whilst punting on the river Cam

People have returned to their respective offices and teams and have already started applying and sharing their new-found knowledge.  Attendees have designed and started delivering L&D sessions, to cascade their understanding and ensure that there is a shared language and approach across the Group.  We were fortunate to have the corporate artist, Simon Heath, with us in Cambridge ( http://www.linkedin.com/pub/simon-heath/16/75b/866 or follow him on Twitter https://twitter.com/SimonHeath1 ) and he has drawn some excellent images that reinforce and remind, as well as capturing the main incidents and discussions.  I am already working on the next stage of our development and have the full support from the Chief Executive (who was an initial attendee) downwards.  It is exhilarating and rewarding to know that you are really making a difference that it will be measurable going forwards.

Simon Heath, corporate cartoonist in action, Cambridge Union Chamber

Having orchestrated and participated in such a positive L&D event, it was interesting to listen to the thoughts of Peter Cheese on Friday.  He has been the Chief Executive of the Chartered Institute of Personnel and Development (CIPD) - the world’s largest Chartered HR and development professional body - since July 2012 .  Mr Cheese stated that he is determined to “help guide HR towards making a difference”.  I would like to state that there are many exemplary HR professionals who are already doing so.  But there are always grounds for improvement.  I was concerned by his comment that there is all too frequently a disconnect between HR and L&D, with each at times being keen to disassociate itself from the other.  How can individuals and organisations adapt, grow and improve if they are not prepared to learn and develop?  The world around us changes so swiftly, with new technology, products and requirements arising almost daily; change is now a constant of working life.  Each of us needs to be alert to the requirements of the future and to strive for continuous improvement.  HR has a key role in enabling people and organisations to become what they need to be, to ensure success and growth.
 



Onwards and upwards

Peter Cheese is right that HR must be commercial and pragmatic, demonstrating an understanding of the context in which a business operates, appreciating the financial drivers that enable its success and demonstrating in-depth organisational knowledge.  HR must be (and be seen as) a business function and bring the people knowledge to the commercial discussions.  One of the joys of working in HR is the ability to be forward thinking, looking at individuals‘ potential and helping employees to develop the skills and capabilities required to take them and the business to the next stage.  My team and I work closely with Finance and, by combining our knowledge and understanding, we are able to provide more effective support to the business than we if we operated in silos.  The accountants‘ ability to assess and review business performance is invaluable.  HR takes this down to individual contribution and capability and works with people to ensure that the business has what it needs to move forward.  In my opinion, it is harsh to view Finance solely as the rear view mirror in the car - looking back at what has been done.  However, there is immense value to be gained from understanding the path that was taken and spotting speeding vehicles that might wish to overtake.  Finance is expert at measuring performance against pre-determined KPIs, helping to identify issues as they arise and highlighting areas of decline or weakness.  All businesses need  faster responses to a changing world.   HR must be proactive, shaping and building businesses, turning insight into action.  Great L&D is a wonderful way to build future success and growth - when it all falls into place the feeling is amazing for all involved and the results speak for themselves.

 

 

 

A T-ypical Leader?

Originally posted on 17th Apr 2013 on the Discuss HR blog for

 Human Resources UK. 

Mrs T - A Typical Leader?

In the week of the ceremonial funeral of Baroness Thatcher at St Paul’s Cathedral, it seems apt to consider her style as a leader and her legacy to the world in which we now live and work.  Love her or loathe her and, as certain songs show, feelings run high on this one (there is an irony to the fact that her words, on entering Downing Street, were “Where there is discord, may we bring harmony”) most people have an opinion about her.  The schism in public attitude has remained long after her retirement and looks to continue for years to come.  However, whatever your personal opinion, no one can deny that she had presence and made an impact that has endured.



Coffin of Baroness Thatcher in the Crypt Chapel of St Mary Undercroft
beneath the Houses of Parliament
on the night before the funeral

What most people forget is that, like many new leaders, she was slow out of the blocks.  In the late 1970s the UK was heavily unionised and the unions wielded considerable power (during Heath’s leadership 9 million working days in the UK were lost to strike action, and that is not counting the impact of those employees who were “working to rule”).  I can remember from my childhood the repercussions that strikes had on the world around me  - piles of stinking rubbish in the streets, exciting evenings when we used candles for light and ate sandwiches because the electricity was off, queuing for hours for petrol.  It was a tough environment: inflation was high (over 20%), VAT had just been introduced (much to the concern of my father), taxes were high and the UK was in the grip of a severe recession.  Yet, when Margaret Thatcher came to power she was initially very cautious - her 1979 manifesto made no mention of privatisation nor union reform (indeed initially her government was highly supportive of the public sector unions, awarding them increased funding) and in her speeches she sounded very pro-Europe.  It is not uncommon for a new leader to do little at first, preferring to assess the environment for a while, to gain a better understanding before starting to make their mark.  Many have criticised Obama for doing too little too slowly during his first years after election – he had so much to contend with and comprehend on attaining office that delay was inevitable.  The reality of what is possible is often different from that which a new leader anticipates before appointment and almost everyone needs some time to acclimatise when starting a fresh challenge.

It took an unexpected event, in the form of the Argentinean invasion of the Falklands, for Thatcher’s approach noticeably to alter.  It is easy to speculate that Mrs Thatcher’s confidence in her own capabilities and resolve to change Britain came as a direct result of her burgeoning popularity.  Post the Falklands she was vaunted as a Churchill-esque leader who had saved Britain’s honour and restored its pride.  Her determination to introduce what she saw as beneficial change could have been fuelled by the apparent nationalistic pride and confidence shown in her, which seemed to give her licence to do as she saw fit.  Certainly, it was not until she was buoyed up by public sentiment and media accolades (following the successful regaining of the Falklands) that Thatcher really started to drive through change.  I may be being controversial, but I suspect that, like many leaders whose confidence is reinforced after a high profile success, Margaret Thatcher considered herself more talented than those who worked with and for her.  I doubt Dennis whispered in her ear to discourage hubris.  Many leaders fall into the trap of believing the hype and sycophancy that often surrounds them (and some deliberately enfold themselves with adulation because of how good it makes them feel to have their ideas praised and encouraged).  Many leaders often only achieve results after their confidence is bolstered by knowing that they are supported and deemed capable. 



Adulation

In her early years Margaret Thatcher was neither well known nor popular and throughout her career there was open hostility to her from a number of quarters.  (Prior to becoming Prime Minister, when she was appointed into Edward Heath’s cabinet as education minister it is reported that Willie Whitelaw said “if we take her we’ll never be able to get rid of her” – hardly the words of a supportive colleague, even if surprisingly accurate.) Many of the House of Commons’ members behaved as if in an ill-mannered bear-pit during the 1970s and early 1980s (the BBC was not the only institution to suffer from a misogynistic culture at this time) – Thatcher as a junior cabinet minister was regularly greeted on the floor of The House to chants of “ditch the bitch” ,as the parliamentary opposition viewed her as a weak link in the government’s team, even after becoming Prime Minister there were cat calls of “Here’s the Immaculate Misconception” in an attempt to put her off and to raise a laugh from others in Parliament.  As a side note - she was not noticeably supportive of other women - during her 11 years in power Margaret Thatcher only appointed one other woman to the Cabinet (Baroness Young).  That aside, it must have been tough and unpleasant being jeered at – to survive she had to be resilient and to develop an unswerving sense of her own self-worth to counter balance the taunts.  Being able to remain resolute, with conviction, in challenging circumstances is a prerequisite for most leaders.



Standing firm in times of adversity

Margaret Thatcher was a swift learner - although only in Heath’s cabinet for three and a half years she observed some significant events that influenced her actions as a leader: namely Heath’s highly confrontational manner and refusal to listen to others that resulted in his downfall; the potential damage of U-turns; and the impact of strikes (based on her exposure to the 1973-74 Miners’ strike).  Thatcher was intelligent and capable of applying on-going learnings to achieve her aims.  Rather than being directly confrontational with her Cabinet, she devised approaches to ensure that she could get things done.   She introduced a system that helped her to have policies adopted, despite the reservations of her Cabinet members.  She established committees populated by sympathetic back benchers and external experts who shared her views.  These committees devised and put forward policies which she then asked The Cabinet to approve.  Simple ratification is easier to achieve than having to argue each point along the way.  She was an excellent orator and good at winning audiences over to her way of thinking.  Despite not being popular within the centre of the party (she had been voted into the leadership initially more because of a desire to oust Heath than due to support specifically for her and her policies), she was highly effective at building a significant following within the Party roots.  Her attitude towards U-turns is now legendary, as is the war she waged against the Miners (few people mention that Thatcher closed 154 mines between 1979 and 1990 - less than Wilson, who closed 211 in the five years from 1965 - 1970).  Although her policy of shutting down unproductive industries was painful, and has in part led to the high unemployment we suffer today, it is clear from her actions that she was a keen observer, a swift learner and apply to use knowledge to frame her actions.  Notable leaders are able to learn and use understanding, gained from events they experience, to inform and help them to achieve goals.



Anti pit closure badge - Goldthorpe 1984/5

Like many leaders who start enjoying a streak of successes and the resultant adulation, Thatcher didn’t always seem to consider broader repercussions before forcing through what seemed to her to be desirable change.  Her policy of selling council houses was motivated by a desire to reward effort and industry and to enable individual free choice, but there was no plan nor apparent interest in building affordable housing to replace the buildings that were sold.  Similarly, having defeated the minors, little was done to revive and develop industries in the impacted areas - this resulted in huge damage to communities and even now the legacy of poverty and unemployment cannot be shifted from certain formerly industrial towns and regions.  I started my post legal career in The City, shortly after the 1986 Big Bang reforms, because there were opportunities for people prepared to work hard.  Deregulating Financial Services and thereby propelling London into a globally dominant role within the financial markets, resulted in a surge of talent and capital coming into the City.  Being a grocer’s daughter, one should not be surprised that Thatcher was influenced by consumerism and interested in the markets.  She professed to wanting to enable to transform lives and futures, by giving people ownership and individual control.  Yet again, the repercussions were not thought through and many of the shameful and scandalous occurrences, involving banks and bankers, that have dominated the media since 2007, can be traced back to the risks of deregulation and greed.  Once in power it is tempting to forge ahead, to try to get things done - but to do so without thinking things through can be very damaging and cause dreadful repercussions.    



Thinking things through

It would be easy to write pages on the lessons (both good and bad) that we can learn from Mrs Thatcher.  She possessed enviable energy, didn’t suffer self-doubt, was tenacious to a flaw and proud to fight for what she believed in.  She was not always right, nor was she always wrong.  We all need to remember that she, like us, was a human.  Certainly an extraordinary woman with the ability to lead and inspire others, but also to invoke intense hatred and distrust.  Whether you adore or detest her, it cannot be denied that she has left a lasting legacy as a leader that will be contemplated long after most of us have been forgotten.