I’m all for prescription onboarding programs because they keep companies compliant. However, I’m advocating for an UnCommon approach to onboarding that exhibits sensitivity to the emotional aspects that may be brought to the table by new hires who have been without a job for an extended period of time.  

Those who have experienced a period of extended unemployment due to a lay-off or company closure may have lost faith in their abilities to do the job.  This loss of confidence may play out as missed deadlines, not speaking up in meetings, and a myriad of other ways as they try to fly under the radar and not be noticed or create waves.  The fear of another period of unemployment may temporarily paralyze them. 

UnCommon Leaders can create a positive work experience for the new hire and the company by implementing the following as part of the onboarding process:

• Put your new hire on a work team that has a record of success.  This helps the new hire transition to “one of the team” more quickly and gives them a social network to develop productive relationships.
• Give the new hire some “quick win” projects at first, with quick results opportunities geared toward their specific skill sets.  This creates a positive experience for the individual, builds confidence, and re-engages the employee after a period of not using those skills without throwing them into the “deep end of the pool.” Ramp up the complexity as the employee meets each challenge.
• Provide frequent and sincere feedback.  No one wants to hear “nice job.”  Be specific, open, and honest about what is going well, what needs improvement, and offer resources if necessary to get the job done.
• Assign a mentor.  Having a safe place to go when you feel lost at a new job is priceless to the employee.  The mentor should not be someone in the chain of command for the individual but instead someone with influence who can advocate for them if necessary and who has the heart of a teacher.

I’m not suggesting you handle the long term unemployed with kid gloves.  I am suggesting, as UnCommon Leaders, we have a role to play in ensuring the successful onboarding and assimilation of these valuable individuals into our companies and much like war veterans, these unemployment veterans may need some extra attention to accelerate their success.

 Onward and Upward,

Lisa A. Dominisse

This is a real-life, true story that I hope will inspire you to make the changes you know you should make. 1985 was a transformational year for me, and my family. You can read a high-level account here. During that year, in the span of about six months, there were three people in my life that passed away. Each is unique, and provides a critical message for each of us about making decisions.

In the spring of 1985, our 5 month-old nephew passed away from a heart defect. When he was born, the doctors had detected the problem, but there was optimism about a path of healing for him. However, something went terribly wrong that the doctors didn’t predict and he could not be saved. That event, still to this day, is one of the toughest we have ever gone through. It was horrific to watch people close to us in so much pain, and feel our own pain at such a tragic loss.

In the summer of 1985, one of my best friends, going back to my childhood died. Richard had abused drugs and alcohol most of his life starting at a very early age. He was the son of a family friend of my parents and my father had been the one man in his life that could deal with him. There were many times growing up that my Dad would get a call from Atlanta and get in his car and drive from Charleston to deal with situations that Richard had gotten himself into. Richard was 36 when he died.

In the fall of 1985, my former boss dropped dead of a massive heart attack at his hunting camp during his annual hunting trip with his close friends. He was 56 years of age.

While dealing with my own issues, these events helped me become aware of many critical life lessons. One of the major lessons it taught me was about making decisions to make changes and making them now! You see, my nephew had a health issue that wasn’t his fault. He didn’t decide to do anything that would harm his life. He was born with the issue and there we no decisions for him to make.

My friend Richard had been counseled all of his life to try and stop abusing drugs and alcohol. When he finally made the decision to quit and seek help it was too late. The doctor told my father his internal organs were damaged beyond repair.

My former boss had been given stern warnings many times by his doctor to lose weight and change his life style. It was too sedentary and his diet was terrible.

My nephew didn’t have any choices to make. My close friend made the right decision, but he made it too late. And, my former boss didn’t make the decisions at all.  All lost their life, but for different reasons; two of them by not making critical decisions at the right time.

What decisions do you need to make today that will have a big impact on you, your life, your family, your mission and your destiny?

Epilogue

It’s interesting that I would pen this blog last week. Normally, when I write a blog I’ll let it gestate over a period of a few days to over a week making changes and edits. That’s what I had been doing with this one. Then I got a phone call Sunday night that really made my head spin and Tuesday I attended a funeral.

In 2004, when I became the President of the UC eXpress division of TALX Corporation, our team identified a major growth area: state and local tax consulting for corporations. We aggressively pursued one of the top tax experts in the industry from KPMG. He joined our team in 2006, and as we predicted, he was a major asset to our division and to our growth. He was brilliant, and very personable. He could navigate at any level inside of a corporation and once he had the decision maker’s attention we had their business. He was that good. He was also a tireless worker to a fault. He traveled and worked beyond anything we ever asked of him. He was driven to be the best that he could be and to take our tax services to the highest possible level. I worried about him and his health and would lecture him from time to time about the long hours he worked and traveled. I left TALX in 2008, but we continued to communicate and stay in touch.

Sunday night I found out Robert Lawter passed away from a massive heart attack that morning. He was 52 years old. I am deeply saddened by this loss, especially for his wife and his children. I considered Robert a friend. There was mutual respect and admiration. We both shared a vision of possibilities and what could be in our business life.

At the funeral, the Pastor, his best friend and even his 8 year-old daughter, all shared what an incredible person, husband and father he was.

So, it is Decision Time for us. Life is short no matter when you pass. Focus on the important things in your life like family, faith and enjoying the many blessings we all have. Be with the people you love when you’re with them. Turn off business and tune in to what is important. And, if there is someone in your life that is very important to you and you haven’t told them just how much they mean to you, then do it now. You may need to pick up the phone and tell someone you love you them…..today!

May God be with his family and may they find grace and peace during this critical time in their life. Rest in peace, John Robert Lawter, Jr.

Onward & Upward!

Ed Chaffin

We all know that blindly following old habits and routines doesn’t get us new results, just the same results. Good routines mean good results. Even when some changes could mean great routines and great results. We know the potential is there, and we want it, but looking for our habits and routines takes effort. Changing them takes far more effort. You give yourself permission to procrastinate: You’re waiting for things to slow down so you have more time, you’ve got deadlines approaching, you’re not really qualified to analyze it all, or your routines work for you so there’s no point to examination or change. Good is good enough? It’s painful to see it out there in black and white, but that’s what the excuses really say.

What in your life could be better? What do you want to change? Most of us have used those questions as a starting place for improvements that really made a difference to our lives and our work. But sooner or later, we all end up at the next plateau, asking “What now? What next?” Socrates said “an unexamined life isn’t worth living”. Well, where do you start the examination? Start with socks and shoes!

When my daughter was young, she asked me one morning about the order in which I put on my socks and shoes. She asked if I put on sock, shoe, sock, shoe, or whether I put them on by sock, sock, shoe, shoe. I actually had to sit down and think it out. I can’t remember ever deciding how to put them on, or having a reason for my footwear routine. The exchange stuck with me because the lesson I learned from it.

My daughter’s question invited me to examine a routine I perform every day of my life without a single thought about how and why. Even if I’d tried to examine my morning routines, I’m not sure I would have focused on such a basic as the putting on of socks and shoes. Someone new at the business of socks and shoes saw that it was a choice, and examined the choices.

This is the challenge: We need to think about the things we do every day that are on autopilot. Examine them from the perspective of someone new at the job! Opportunities for improvement come up when you examine your routines…all of them should be moving you toward your goals and dreams in some way. Why orbit good enough and not keep moving toward great?

The work we do at HCI is to guide our clients through the examination of routines and processes, and evaluating them in the most basic sense of the word. Evaluate means to assess or discern the value of something. Is this routine valuable to you? Does this process further your goals or dreams? Does it move your company onward and upward? What changes can you make that will move you forward, not just keep you circling?

 In other words: How do YOU put on your socks and shoes?

 Onward & Upward!

 Ed Chaffin

As my family is about to make a promotional move to an area of the country that was hit hard by the layoffs in the automotive industry, I am struck by the significance of the benefit I receive by being able to walk through the spacious homes of those who are now part of that 12.8 million.  Their loss provides an investment opportunity for me and my family as we search for a new home.  We can get a lot of house for a little money.  There is an emotional sting to it for me and my husband.  We like to think in terms of win-win.  In this case, our win is someone’s loss.  We sense their grief. 

We are leaving a part of the country that has been fairly isolated from the economic downturn.  Housing prices have remained steady, industry has been mostly stable, and small economic growth has occurred.  Considering the differences, I’ve posed these questions to myself and others:

• What is our responsibility, as UnCommon Leaders, to rebuild our communities and ultimately our country?
• If it is our responsibility, then what actions do we need to take?

One answer is to take our UnCommon Leadership from behind the walls of our organizations and into our communities.  How can we be of service to others?  How can we get involved in job growth through economic and community development?  What gifts do we have as leaders that are useful to community boards?  What core competencies can our companies leverage for the benefit of the greater good? 

You see, part of being an UnCommon Leader, is giving back.  And right now, there are at least 12.8 million people available to benefit.

Onward and Upward!

Lisa A. Dominisse

One area regarding diversity that should receive more attention is diversity in leadership, communication and management. Or, another way to say it might be in the form of this question; “Do you value and appreciate others who lead, communicate and manage completely different than you?”  If we were all honest, most of us would admit that we don’t. Recently, I was working with an executive, and when I posed a question to him of how he could be more accepting of the diverse styles on his leadership team his answer was, “I’m just going to hire everyone like me!”   We both laughed, but truth is, I think we’ve all had the same thought as the perfect antidote for our leadership issues.

I recently completed a project for two groups of students at Louisiana State University (LSU). I taught social and emotional intelligence, leadership and we used the Birkman Method® assessment to help bring everything into focus. When asked what they learned from the workshops about their leadership styles, here are two quotes from students that amplify the previous conversation:

• “…when people are silent after things I say, it is not just because they agree, or have no ideas, they are just intimidated by me.”

•   ”Even though I have always been aware of this, my trait of being domineering and authoritative can be a bit too overbearing for a lot of people and especially for certain people with certain traits (such as those who do not take dominance well).”

It might be easy to dismiss these statements by some because of their youthful inexperience. My observation based on coaching numerous high level executives is that this particular failure of valuing and understanding diversity in this context is more common than you may think. We as leaders “just do” what it is we do, and do not realize our impact on others with our style of leadership, communications and management. When we see others “act” a certain way, we make value judgements about why they are acting that way filtered through our biases and beliefs ( lack of diverse thinking!). We have the potential of being so far off base, it’s no wonder some struggle to lead others effectively. We think we are valuing diversity when, in fact, our actions and style are actually shutting the door to diverse opinions and ideas.

Question: What will it take for you to realize how you impact others with your leadership, communications and management style so that you foster more diversity in your organization?

Onward & Upward!

Ed

There are many issues leading to the low ranking by companies taking action:

• Lack of support at the top of the organization
• Lack of financial commitment to allow for the leadership development to occur
• Difficulty releasing employees to complete stretch assignments as part of their development plans.

These all run contrary to what many corporations espouse as their leadership or training policy. And, many survey participants indicated they have implemented leadership development models with mixed results.  CorpU identifies “subtle cultural nuances that make [programs] effective in one organization and a wasted effort in another” as the likely culprit for lack luster results and low utilization.

 So what does all this mean to UnCommon Leaders?  How do we get the bottom line results we require and still attract, build, and retain great leaders?  Many of us are plagued with technically skilled individuals who have been promoted above their ability to lead teams successfully.  Maybe it’s time we stopped looking to be saved by the newest leadership development program and make a REAL commitment to developing our team one unique person at a time.  There is no cookie cutter approach to leadership development because we are dealing with people—uniquely gifted and talented individuals—filled with potential.

 It comes down to intentional effort and consistent commitment.

 Corporations must find the will and the leadership from the top to make the investment in finding, retaining, training and developing their future leadership teams. Senior leaders must not only be champions, but willing participants in their own development with an attitude of appreciation toward what can be learned from increased self awareness and sharpened management tools.

 One possible solution – consider recreating your leadership development program from the inside out, one person at a time!  Consider starting with you.

Onward and Upward,

Lisa A. Dominisse

What’s the point as it relates to leadership?

Many of us have attended an event where a “motivational speaker” was on the agenda.  I’m intrigued by this term “motivational speaker” for this reason. Just as it is for the actor, I believe the only person who can “motivate” you is you. Yes, I can encourage you, yell at you, pat you on the back or do whatever may be necessary to get you going in the right direction. But, external motivation is temporary. Ultimately, you have to decide what you’re going to do and that comes internally.

Here’s what I believe I can do as an external speaker when I address a group  or coach an individual. My goal would be to create the following scenario for you:

Inspire + Desire + Aspire = Internal Motivation!

I would hope that something I said would Inspire you internally. Maybe rekindle the flame of a dream or a vision you had earlier in your life. Or ignite a brand new dream! If that happens, then I believe Desire will begin to grow and you will start seeing possibilities and opportunities that maybe you hadn’t seen before. When that happens, Aspirational attitudes and feelings should well up in you. Endorphins may kick in and you feel energized in a way that you haven’t felt in a long time! If all of that happens then you have, on your own volition, generated Internal Motivation.

That’s really our goal as speakers and coaches. Ignite the internal flame not by motivating you, but by YOU MOTIVATING YOURSELF! If that happens, then the real leader within you will be able to marshall of your capabilities, intelligence and strategy to accomplish your dream!

Onward & Upward!

Ed

Here’s a true story as an example of the last statement. I was working out the other day and had my new heart rate monitor bluetoothed to my iphone app. I was drifting along at a heart rate between 118 and 122. Then I began to play a conversation in my mind that I needed to have with a friend–one of those “crucial conversations (Patterson, et al).”  I continued to play that conversation over in my mind, thinking of ways I might deliver a tough message, but still maintain a valued friendship. I was totally focused on my internal mind conversation when my iphone app beeped. I looked down to find my heart rate had suddenly gone to 132 and was climbing. I had done nothing different with my workout and had stayed at the same pace. The heart rate climb was all about the internal conversation I was having. I immediately began to self-regulate, focused on my breathing, and stopped thinking about that challenging conversation. In less than 2 minutes, my heart rate was back to 120.

Here’s the point: without FEEDBACK I would have continued the internal dialogue, and who knows where my heart rate would have ended up!

What’s the application for leaders who want to elevate their game?

• Feedback is crucial for anyone wanting to go to the next level of leadership.
• It must be feedback that is non-threatening, credible and from a trusted source.
• You should receive feedback on a regular basis as you practice, practice, practice implementing new habits and skills.

In my role as an executive coach, I often sit in on meetings and participate in off-sites with the leadership teams to watch and observe what is going on.  As a hired coach, in most situations, I am that safe, trusted advisor, and my feedback is meaningful. A business or executive coach can be a way to jump start your growth as a leader!

Much research is being done with regard to “neural leadership,” too much to cover in this quick blog.  However, we’ve known for a long time the concept of “feedback” as it relates to athletic performance, the performing arts or any skill or habit that is enhanced by having an expert or outside observer watch or listen to what we’re doing and give us advice and tips (feedback) on how to take our skill to the next level.

It’s time to add feedback to your growth plan as a leader, but make sure you get it from a trusted, expert source!

Onward & Upward!

 Ed

If you are in transition and looking for a job opportunity, make sure you double check all of your social media sites—Facebook, My Space, LinkedIn, Google+, etc.  Be sure there is nothing damning that could lead a potential employer to eliminate you as a candidate. 

Speaking as someone who has hired people, my first course of action once the résumés are stacked in the A, B, C piles is to do an online search on all “A” pile candidates.  I quickly eliminate anyone who has pictures posted that indicate the use of poor judgment that could embarrass the company. I also look through profile posts, if available, to see if the person represents himself well.  I read newspaper articles and anything else I find to get a read on my top picks.

To use social media to find a job, I highly recommend LinkedIn.  I am biased, and I admit it.  I have found LinkedIn to be more professional than other social media sites.  I think the others are important and certainly have their place; however, when it comes to a job search and quality self-representation, LinkedIn is my favorite.  Here are a few tips to improve your chances for success in landing a job.

• Be sure your profile is complete and accurate. 
• Be clear about what you are looking for and be sure to check “job opportunities” and “networking” as reasons you would like to connect with others. 
• Join affinity groups in the areas of your greatest interest—alumni groups, professional or industry groups.  Let the other members of those groups know that you are actively looking for employment and would appreciate referrals. 
• Be active on the discussion boards to showcase your knowledge. 
• When appropriate, offer to be of service to others who are cyber networking.  This creates a sense of obligation for them to help you.

Key take aways?  Avoid the social media “foe” by being responsible with what you put out in cyberspace.  Embrace the social media “friend” by participating in the places where you are most likely to interface with those who can help you land the job of your dreams.

Onward and Upward!

Lisa A. Dominisse

Both events produced spectacular failure for two people: Rafael Nadal at the Australian Open and Kyle Stanley at the PGA event. The tennis match is now in the record books as the longest Grand Slam match at almost 6 hours! Nadal had lost 6 straight times to Djokovic and looked as if he were going down again when he rallied and had a 4 games to 2 lead in the 5^th and final set. He was serving to take a 5 to 2 lead which would have surely given him the match. An errant backhand led to a losing service game and before you knew, the match was over and Dkokovic had won the last set 7 games to 5. Despite being down 4 to 2, Dkokovic won 5 of the last 6 games!

The golf match was hard to watch as a fan. You never want to see someone win when another person completely crashes and burns.  Kyle Stanley had a 3 shot lead with 1 hole to play (never mind that it was a 5 shot lead with 6 to play!) On the last hole, an easy par 5, he dunked his 3^rd shot in the lake, made a triple bogey which caused him to be tied, and then lost in the playoff to Brandt Snedeker on the 2^nd hole. My heart was aching for Stanley as he could barely speak when the media tried to interview him after he lost. Thankfully, it was quick, but the pain on his face was incredible.

Few of us leaders ever fail with so many people watching. But, we all fail at crucial times in our careers. I don’t know anyone who hasn’t experienced both “the thrill of victory and the agony of defeat.” Some people say that it reveals our character when we fail. I believe that it allows the character and values we already have to come out and either strengthen us or realize what we’re missing that could have strengthened us.

I could regale you with all types of quotations and references to famous people who have said so much about this topic, but I’m not. You can find those easily on your own. Think Thomas Edison!

I want to leave you with a simple message; failure produces success. How? It can be as simple as reframing the situation, doing a detailed review of what went right, what went wrong and lessons learned. Or, it may require a complete reinvention of who you are as person if something critical is missing. I’ve had epic failures in my life that required that reinvention. I’ve also had failures that just required a quick retooling of minor details. Here are the main points to consider:

• Embrace failure as a springboard to the next success.
• Reframe your thinking and spend the time to review the event in detail.
• Ask who can help you on your journey…we don’t do this thing called life by ourselves!
• Make sure you’re heading in the right direction. Maybe the failure was that the ladder was going up the wrong wall!
• Do you have a friend, mentor, expert or coach who can help you see things that you can’t see?

Onward & Upward!

Ed