Workforce Learning

CAN YOU MANAGE MANGERS?

Can you explain how to write meaningful and measurable performance goals? Can you show us how to tell someone their work is not up to expectations?

I am asked these questions frequently as I interact with business leaders. Immediately, my brain opens the big mental file folder labeled “Managing Performance.”

Whether I am coaching individual leaders, working with a management team, or teaching a class on management skills, nearly everything I communicate falls into this huge knowledge area called performance management.

Why is the job of directing the work of others so difficult? Read on to find out. You’ll also learn about a wonderful new book by Sharon Armstrong, a human resources expert and the author of The Essential HR Handbook.

ALICE WAAGEN IN THE NEWS: Speaking of managing managers, Inc. magazine reporter Darrell Dahl quoted me in his article published on Aug. 23. “Your company’s managers are smart, committed, and passionate. How can you make sure they perform to their potential?” Read the entire article here: www.inc.com.

Enjoy the rest of your summer! I’ll talk to you again in October.

Alice Waagen, President
Workforce Learning
alice@workforcelearning.com.

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For nearly a decade, I was one of the beleaguered souls known as a middle manager.

Sandwiched between front-line supervision and senior leadership, each day was a struggle to balance the needs of the workforce with the aspirations of the top dogs.

I was the last of a dying breed.

Right before I left to start my own business (and the reason why I did so), I remember excitedly telling my boss that I was going to take over the creation of a new leadership development seminar.

It had been a few years since I had put my hand to the instructional design helm, and I was eager to begin this exciting challenge.

He said, “I don’t pay you to do the work yourself. You have staff to actually produce the work. I pay you to direct them.”

His comment typified the belief about the manager’s job in those days. Yes, managers actually used to manage staff as their sole job function.

Not any more.

Click “Read More” below to view my current newsletter and learn what has become of the role of the middle manager, and how organizational leaders need to rethink the concept of the flat organization.

Alice Waagen, President
Workforce Learning
alice@workforcelearning.com.

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Hello, Powerhouse!

Women business leaders bring a powerful difference to the world of work because they tend to view life as an ongoing matrix of interconnected relationships — one that can be leveraged to achieve results.

In my experience, this constant outward focus is unique to women and their approach results in a rich environment that focuses on much more than the financial side of the business.

Yet this constant outward focus can be overplayed and become a liability.

Here’s why: For women business leaders to succeed, they need to focus inward on what brings them success. They also need to ask themselves what causes them to stumble.

In my work and in life I am a huge proponent of strategically planning personal development.

By planning, I mean more than just attending a sporadic conference or seminar. I advocate writing a clear and succinct development goal, which should be future oriented and closely linked with your business goals.

Read the entire April newsletter for useful tips on how to accomplish your goals — and stay sane.

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Are you feeling productive? If not, you aren’t alone. As we begin 2010, more and more of my clients are reporting that they are overworked, stressed, and they fear that soon their productivity will suffer.

But consider this: Just last November, in a Wall Street Journal article entitled, “Productivity Soared in Third Quarter,” reporters John Hilsenrath and Luca Di Leo wrote:

The Labor Department said the output per hour of nonfarm workers rose at an annual rate of 9.5% in the quarter, more than four times the average productivity growth rate of the past quarter-century. When taken together with the second quarter’s 6.9% rise, it was the strongest productivity growth rate over a six-month period since 1961. Click here to read the entire article.

Amazing, right? Statistically speaking, the US workforce is actually more productive than it has been in years — despite the rash of layoffs and workforce reductions we saw in 2009.

So here’s my question: Can fewer workers produce more output, and sustain it? If so, what toll will it take on their health, their lives, and ultimately their companies — not just today, but in the future?

Click here to view this month’s Anti-Burnout Guide!
And click here to buy a copy of this great Burnout poster.

Wishing you much warmth and calm.

Best regards, Alice

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In the last issue of Workforce Learning, I focused on how organizations can prepare for the growth cycle ahead in our recovering economy and offered three scenarios for how the recovery may play out. In the weeks since, I’ve done a more analytic survey and asked nearly 150 professionals from more than a dozen different DC-based organizations: “What will you do differently once the economic recovery seems to stabilize?”

A number of themes emerged in the conversations. Clearly, the dependent relationship people have had with their employers has been severely challenged during the last 12 months. In fact, large, seemingly stable organizations like county governments have been implementing forced furloughs and reductions in workforce. The old belief that large organizations offer stable future economic growth is all but gone.

But here is what raised an eyebrow. The number of people who expressed a desire to go out on their own and start their own business was staggering. This may seem counterintuitive, especially after months of economic strife. But the impetus to start ones own business is not economic – it is to gain a better control of their future. Certainly, when you are an entrepreneur, your success and failure resides on your own actions and tactics, not the actions of management far removed from your sphere of influence.

This lack of control and the frustration it brings was aptly illustrated for me in a conversation I had with a manager in a large corporation who was obviously upset about the mandatory furloughs and pay cuts his organization was implementing to ward off the need to terminate staff.

He wholeheartedly supported the notion of everyone sharing the economic burden in order to save jobs, but was angry that the cut backs were the result of his company losing a major contract to a competitor. His gripe: “I don’t know what leadership did to lose that contract. I have no say in how they go about bidding on work. All I know is that if they mess up, we all suffer.”

Having been my own boss for the last 12 years, I’m obviously a big advocate of self-employment. But the decision to start up your own business is not one to take lightly. For those contemplating the leap, you’ll find information below on things to consider before quitting your day job.

Whatever 2010 brings, I wish you and yours only the very happiest of holidays. We’ll check in again in the New Year. Warmest wishes, Alice

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Economists and media pundits are suggesting that the recession is nearing its end — and I am finally seeing signs in the metro DC area that indeed they may be right. My buddies at search firms and recruiting agencies are getting requests every day to fill more jobs, and prospective clients are looking to me to help them in their management challenges. I’m thrilled to no longer be hearing the words: “yes, we want you — but not now,” but rather, “yes, can you conduct a training session next week?”

It’s a relief to be back in the saddle, but I’m also pondering the lessons learned from this challenge. This is something that I regularly ask my clients to consider, for the exercise of reflecting on the actions that led to a success or failure can contribute to deep learning that will guide you through future peaks and valleys.

So, what lessons have you learned in the last 12 to 18 months of economic misery? How can you use this learning to shape your future? Make a list and ruminate on it, for I am confident that the things you come up with will be enlightening and useful not just today, but in the future.

I’m also in the process of thinking about the road ahead, so read on for some forecasts. You’ll also find my bi-monthly interview with an expert and this month’s profile is John White, president of JD White & Associates, Inc. He is a man I have known for decades and deeply respect for he has more than 25 years experience in Human Resource management and in his answers offers keen insights into the recovery at hand. And finally, you’ll find three of my top picks for this month’s Workforce Learning Book Club.

Wishing you a lift in your business, and a lift in your day.

Dr. Alice Waagen, President & Founder
www.workforcelearning.com

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Inspirational is a word I reserve for truly spectacular experiences. So I’m pleased to be able to apply it to the June Breakfast of Leaders meeting I attended, which featured Wade Tetsuka, president and CEO of AirInSpace — an international company that develops, manufactures and distributes purifiers and air cleaner devices for the healthcare market and aerospace industry.

After briefly describing his company’s mission, Mr. Tetsuka switched gears to talk about his role as a trustee for the Loudoun Education Foundation. He stressed that a core value for him is giving back, which is why he said he chose to donate his time and talents to this important education organization.

“The Loudoun Education Foundation is a group of business and community leaders who seek funds to support programs in the Loudoun County Public Schools (LCPS) that are not funded by the school budget,” he told the crowd. “Teachers seek private funding and resources to strengthen the quality of the schools beyond what public funds can accomplish. Quite simply, this organization has a profound impact on our communities, which is why I feel compelled to participate.

Wade’s dedication is an example of what I constantly preach to my clients, colleagues and friends — for when you volunteer to help a well-run nonprofit organization you’ll not only give back, you’ll help hone their management skills, and perfect your own ability to collaborate with others who see the world differently. Below you’ll find an article about the power of collaboration, with suggestions on how to embrace it.

You’ll also find below a Q&A with my friend Margarita Rozenfeld, CEO of Incite International and Chief Visionary of YES!Circle — and chairman of the 2009 “Kismet for Kidsave” fundraiser. She talks about how she was able to raise $140,000 for the nonprofit organization, and shares the lessons she learned about managing others and about herself. I was blown away by her honesty, and know you will be equally impressed.

On this beautiful summer day, I encourage everyone to embrace the beauty of collaboration and giving back. I’ll look forward to talking to you again in September.

Best regards, Alice

Alice Waagen, president, Workforce Learning / www.workforcelearning.com

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A newsletter by Alice Waagen, PhD
(May-June 2009)

Being a good manager is all about cultivating good relationships. Your relationships with your boss, peers, direct reports, customers, and suppliers—all reflect how good a manager you are.

Yet all too often, managers don’t realize they need to reestablish their professional relationships every time they are promoted or move into a new management role. I preach this message whenever I talk with new leaders, and really drive home the point that getting a promotion means more than just a fancy new title and (hopefully) a pay increase. It means renegotiating how they work with everyone they come into contact with.

Indeed, each rung up on the corporate ladder requires a re-shuffling of the relationship deck — as former peers are now direct reports, and a former boss may now be a peer. Customers or client groups may change too. Although this may seem perfectly obvious, rarely do I encounter managers who consciously plan how they will reset their relationships. So the next time you find yourself in this situation, don’t fret. Click inside to read some ideas worth trying.

Alice Waagen, PhD
President, Workforce Learning
www.workforcelearning.com

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A newsletter by Alice Waagen, PhD
(March-April 2009)

Imagine a restaurant where the chef can choose whether or not to cook. Or an airline where pilots can decide that they do not want to fly planes. In almost any job, if a person doesn’t want to perform basic functions, they are fired. Yet in some companies managers can elect not to manage their direct reports – sometimes with little or no consequences.

How do we know that managers are not managing? It isn’t always easy. That’s why on May 12 I’ll be presenting a webcast entitled: “Why Managers Won’t Manage and What HR Can Do About It,” for BNA, the largest independent publisher of information and analysis products for professionals in business and government. For more information, or to sign up, visit www.bna.com and click on Human Resources.

Below is another bit of information on this topic that you might find useful. If so, shoot me an email with your thoughts and ideas: alice@workforcelearning.com.

Until next month, all the best to you and your employees.

Alice Waagen, PhD
President, Workforce Learning
www.workforcelearning.com

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A newsletter by Alice Waagen, PhD
(January-February 2009)

“O would some power the gift to give us to see ourselves as others see us,” wrote Scottish national poet Robert Burns, in verse 8 of “To a Louse.”

Indeed, self-awareness is one of the most important attributes for success. The more we know about ourselves – our strengths as well as our blind spots – the better we can hone interpersonal skills, more effectively interacting with others.

How do we master self-knowledge when, for many of us, the most difficult task is to reflect a mirror on our own behaviors? Here are three possibilities:

1. Interpersonal assessment tools and surveys
2. Hire a coach or mentor to give feedback
3. Read books about interpersonal traits that include exercises for gaining personal insight

Below, I tackle topics 1 and 3. For information on hiring a coach or mentor, check back next month.

Alice Waagen, PhD
President, Workforce Learning
www.workforcelearning.com

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A newsletter by Alice Waagen, PhD
(November-December 2008)
Download the Newsletter in PDF format

One can scarcely hear the news today without feeling depressed about the economy. But if we look at the chaos not through the lens of economics and finance, but through the lens of human resources and organizational learning, we can already see some indications of positive changes that the turmoil has wrought.

Consider, for instance, the fact that many baby boomers — who we once feared would leave the workplace in droves in the next few years, taking their experience with them — no longer have the savings to retire. As a result, they will provide new resources and energy for the workplace of the future.

In our first article in the November-December issue of Workforce Learning, entitled “How to Stay Ahead of the Curve,” I offer ideas for ways business leaders and managers can stay flexible and adaptive in this changing workplace environment.

Other articles in this issue include:

• ADVICE FOR EXPERTS: Q&A with futurist Andy Hines, an expert on the workforce of the future, about why we should be optimistic about the future
• BOOKS FOR LEADERS: “Retire Retirement,” says author Tamara Erickson, who provides sound advice on how to profit from and enjoy the second stage of our careers
• JOIN ME for ELITE 2009: I invite you to sign up for my ELITE Workshop 2009, a once-a-month morning meeting at HeliosHR in McLean that runs from 8:30am to noon (January 28, February 25, March 25, April 29, May 27, June 24).

These seminars use the shared experiences of program participants to supplement facilitator-led instruction and a proven curriculum. Open dialogue will create a wealth of experiences and provide applications far greater than the single source of a traditional classroom event. Participants will develop a network of peers that extends beyond the structured workshops — making this a high-value return for any organization’s management training and retention dollars. I do hope you’ll enroll today.

Happy Holidays! — Alice Waagen, PhD
President, Workforce Learning

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A newsletter by Alice Waagen
(September-October 2008)
Download the Newsletter in PDF format.

Like many business owners, I’ve been faced with the challenge of wanting to increase revenue — but not knowing exactly how I’d pay for the additional help needed to grow my company. Fortunately, I took the advice I give to others in the article below, “Know When — and How — to Hire the Right Staff.”

You’ll learn how Reston Limousine owner Kristina Bouweiri (pictured right) manages growth at her $15 million company. As for myself, rather than pull anyone on as an employee, I have contracted with nearly a dozen professionals who help me with sales and development, PR and marketing, tech support, and finance and legal issues. I also have an assistant, Susan Devereaux, who makes my life so much easier.

In fact, my director of communications Hope Katz Gibbs and web developer Max Kukoy, helped me develop a new website, which I launched this month — www.workforcelearning.com. I am excited and proud to be able to present all of my articles, announce my speaking engagements, and provide access to past newsletters on this beautiful site.

Thanks to the support I get from my entire team, I am free to do what I do best — conduct intensive workshops that provide managers and C-level executives with the skills and knowledge they need to build a more productive work environment.

Also in this issue:
• Q&A with Bob Corlett, president of Staffing Advisors, on his Results-Based Hiring Process®
• Our Book for Leaders pick is The Essential HR Handbook by Sharon Armstrong and Barbara Mitchell.

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A newsletter by Alice Waagen (Summer 2008)
Photo by flickr.com

Download the Newsletter in PDF format.

If you were making a pizza for dinner, but left off the sauce and cheese, you’d serve a bland lump of dough to your famiily and friends. The same thing happens when you provide a leadership development program without the essential ingredients: Time, variety and a personal touch.

Consider this scenario: A 300-employee Virginia-based data analysis company which had served the transportation industry for more than two decades hit a speed bump in 2005. Its legacy computer system groaned under the weight of decades of patched code, and costly outages were taking a toll on customer service. Although the systems were rocky, however, the employee base was rock-solid. Most employees were incredibly loyal to the company, with the average length of service topping 15 years. But the new corporate leaders brought in to upgrade the technology platforms had misgivings about the managerial abilities of this legacy staff.

Other articles include:

• How to Create Powerful Conversations That Get Results: An interview with leadership development expert Alice Waagen and executive coach Suzi Pomerantz
• Books for Leaders: The Next Level: What Insiders Know About Executive Success

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A newsletter by Alice Waagen (Spring 2008)
Photo by Heraklit, flickr.com

Download the Newsletter in PDF format.

One of the questions I am most frequently asked by managers is: How can I provide professional development for my staff when my organization won’t fund or support it? What a good question, for this is indeed a dilemma. Fortunately, one of the most overlooked ways to provide staff development is by encouraging your staff to volunteer.

In this newsletter, we focus on helping in the nonprofit arena — an industry that is near and dear to my heart.

Other articles include:

• Is Your Company Driving Away Talent? Try These 25 Creative Ways to Reverse the Trend
• Books for Leaders: Forces For Good: The Six Practices of High-Impact Nonprofits
• Join me: The Emerging Leader Institute (ELITE)

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A Newsletter by Alice Waagen (Winter 2007)
Photo by takomabibelot, flickr.com

How is it we can we be so bad at interpersonal communication in the workplace when we have so many new tech tools to aid in communication? We are now paperless, right? And aren’t Blackberries great at instant communication?

But we are finding that making communication faster and easier can actually degrade message quality. Faster often means shortening the brain time, the time we need to take to be thoughtful, careful, and just plain accurate about what we need to say and to whom we say it.

We’ll address that idea in this issue, and also discuss:

• Why we need to take time to establish a Communication Bill of Rights
• Book Review: The Five Dysfunctions of a Team
• ASTD Research Report: Closing the Generational Divide

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A Newsletter by Alice Waagen (Fall 2006)
Photo by by shashiBellamkonda, flickr.com

If you work in a corporate environment, positive working relationships provide a sounding board for ideas as well as a release for stress and anxiety. If you are an independent professional, relationships with colleagues provide you with a sense of community, a virtual organization within which you can work and play.

The pushback I get when I recommend expanding our interpersonal networks is: “How? I just can’t go up to someone and ask: Will you be my friend?”

Well, it doesn’t have to be quite that awkward. Learn more in this newsletter, which also discusses:

• How to start a networking book club
• Books for Leaders: A Whole New Mind

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A newsletter by Alice Waagen [Fall 2005]
Photo by shashiBellamkonda, www.flickr.com

Why are relationships so important? Recently I have noticed the importance of relationship-building to my overall feeling of success and satisfaction. Whether I go to a business event, an association dinner or a neighborhood get-together, if I leave having connected with one or two new people, I feel good about having attended.

But if the event produces no new contacts, or no sense of reconnecting with old acquaintances, I grumble about a wasted evening. And I’ve noticed the same reaction in others: building and maintaining relationships energizes most folks. I decided to find out why.

Read more to see what I learned. Other topics covered in this issue include:

• Why Do People Hate HR?
• Books for Leaders: The Human Side of Enterprise

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A newsletter by Alice Waagen (Summer 2005)
Photo by kramerlevin.com

Doing business “pro bono” is the legal term for donating your time, talents and energy to a cause without receiving financial remuneration. A more universal term for it is volunteerism. Most people I know give back in some form or other to worthwhile causes.

As one colleague of mine said recently, “I always wanted to make a difference in my work, help people or the organization in some meaningful way. But organizational politics frequently undermine the work I do. So I seek out ways to give back in the community. I get much greater personal return for my investment outside of my paying job!”

We’ll talk more about this inside. Also check out these articles:

• Certification: The Story Continues
• Books for Leaders: The Principles of Scientific Management

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A newsletter by Alice Waagen (Spring 2005)
Photo by thelongwayround.co.nz, flickr.com

Welcome to the first issue of “The People Side of Business,” my new e-newsletter. My consulting practice enables me to interact with a wide variety of people and hear about their challenges in the business world today. Since I also want to keep in touch with my valued friends and colleagues, this newsletter is my way to share with you some of my personal learning and experiences from the world of work and interpersonal relations. My goal is to provide you with something of value that you can use to make your personal and professional lives easier.

In this issue, you’ll find articles on:

• Dealing with labor shortages
• ASTD’s new competency model
• Books for Leaders: Blink

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