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2014 TN Safety Congress

Yesterday I was asked to “step in” as a speaker for the Tennessee Safety Congress on Monday, July 21, 2014 in Nashville, TN, at the Opryland Conference Center.  Today is Friday.  I said, “Sure. Glad to help.”

The title is “Trends in Safety Leadership” and the main points include data and examples on 1) Frontline Decision Making, 2) Privacy and Control, and 3) technology.

The powerpoint content is located here:  TN Safety Congress

Share this slide deck with your colleagues and friends, then contact us.

I have also added content from recently published articles in Professional Safety, the Journal of The American Society of Safety Engineers here for your convenience.

Initial consultations are free.  Please give me a call at 704.995.6647 to discuss trends at your business.

I would love to learn what you need!

Nashville: A new address and 7 examples

After 7.15.14 our new address is:

3482 Stagecoach Dr, Franklin, TN  37067

704.995.6647 cell

Special Offer:  Please call for a free consultation in your Nashville area office to discuss your leaders or your business.

Why did we relocate?

1.  Personally: to support my wife’s career, and her recent promotion.

2.  Professionally:  to develop new relationships in a new geography, while continuing to provide value to clients in any geography.

Life requires adaptation to new environments.  A coaching question is:  How are you moving?

Here are 7 examples of new affiliations and movement in the last 13 months:  

  1.  The Brentwood, TN Rotary Club (a long time Paul Harris fellow) committed to “service above self.”
  2. Member of the Williamson, Inc Chamber of Commerce, in Franklin, TN
  3. The Association of Talent Development (ATD) board member in professional development (2015-15) and membership (2015-16);  created a Special Interest Group (SIG) for Consultants and hosted monthly meetings on countless topics since January, 2015
  4. Member of the National Federation of Independent Business (NFIB)
  5. Member of the Nashville Technology Center (NTC); accepted by Launch TN grant funding program to apply for federal grant to the NIH or USDA, using consultants Mark and Catherine Henry, with mentoring from Jim Stefansic PhD, to assess the impact of telemedicine programs in rural disparities
  6. Promoted the TN-HIMSS conference in October, 2015 for healthcare leaders, Chief Technology Officers, Chief Information Officers
  7. Created and hosted monthly meetings on “Talent Analytic Trends” at local businesses, including Rustici Software, the “best technology company in Nashville” and a global leader in SCORM and Watershed, their Learning Record System; those meetings featured leaders and new technologies that are redesigning how we measure talent, careers, and human achievement.

Quite a list for 13 months in a new town.

Back to that coaching question:  How are you moving?

Call any time to discuss what is next for you, your leaders, or your business.

5 Hot Tips for Succession Planning

This article was published in the March, 2014 issue of Professional Safety magazine, at their request.

Here is the pdf for you to share with others: SuccessionPlanning PS 3.2014

Here is the article:

At a recent ASSE meeting I asked, “What is your leadership succession plan?”

After a blank stare from several members I heard:
“We don’t have one. What is it, exactly?”
“You’re looking at it. I’m all we’ve got.”

Safety professionals are not alone. Let me explain what succession planning is, and provide the 5 steps you need to develop a succession planning process.

Definition
Succession Planning can be defined as a process for identifying and developing key leaders within your company. The primary purpose is to increase engagement and retention by providing a career ladder. Some people talk about “bench strength” as if it is a number- how many people do we need to replace the “first string” or senior team in the “hit by a truck and all down scenario?” (Sorry for such a morbid view for safety leaders.) Another purpose of succession planning is to create a talent development culture that affirms individual strengths and develops competencies that drive results. For instance, if you need more safety leaders with business development expertise to review proposals, then you would consider including the safety leaders on sales calls. Over time you would promote the best safety leaders who also generate new business.

Trends
By 2020 some 25% of the workforce will be baby boomers, over age 65, called the “silver tsunami.” These boomers may not be able to afford to retire. Sadly, the average retiree in the U.S. has a median household net worth of less than $190,000. And men will live to 86 years of age. Your senior leaders may be forced to continue working. Your younger safety leaders may become so discouraged that they take other positions in related fields in order to make more money or develop their careers. Look closer to home for trend patterns: There is a dearth of ASSE members in that 25-50 age cohort. Some job sites look more like country clubs- dominated by silver-haired veterans and young workers. Too many companies lack mentoring or coaching programs. My conclusion: there is a tremendous need for simple, effective succession planning processes.

How to create a succession planning process?
Imagine a wheel with 5 spokes, or a calendar item that tickles you every 5th month, or assigning these 5 steps to 5 different people. These are the 5 steps in an ongoing succession planning process:
1. Identify key roles (such as managers and above) that may require replacement in the next 3 years. List each role and each person.
2. For each role, list the job competencies and personalities that are a) required and 2) recommended. Keep it simple. Lean on your HR colleagues. Solicit updates from those in the role. We know that the best workers compensation people, for instance, have a high attention to detail. If uncertain, or if you desire confidential expertise, hire an external vendor like us.
3. Assess your current people based on their a) status now (e.g.: ready now, development needs defined, development needs to be defined) and b) potential (e.g.: skills, ability, longevity, health, etc.) Then list concerns for each person such as job performance, health risks, medical needs, family concerns, job potential, or ability to travel. Create a database or flow chart.
4. Identify a pool of potential talent. Great people are everywhere. “Talent scarcity” is a myth perpetuated by managers who choose not to invest in their people. Your primary talent pool is internal; your secondary talent pool is external. Please hire internally. Internal promotions lead to higher levels of retention and engagement at lower cost. External hires typically cost more and drive conflict (which can be a necessary motivator at any company.)
5. Use progressions of experiences to actively develop key people so that they can be “ready now” for advancement. Succession planning is not a checklist or software package. It is a series of meaningful experiences. For instance, action learning teams of cross functional managers may be selected to develop a breakthrough product. High potential managers may be tasked with a business development opportunity or leadership training experience. Senior leaders can be partnered with 3-4 “hi pos” for quarterly mentoring sessions. Note that none of these experiences is expensive. For expertise contact any external vendor with experience in succession planning and leadership development experiences. Avoid wasting money on events.

Review your metrics
You all know the value of “What gets measured leads to results” attributed to Peter Drucker. You need to know the corollary, “What gets rewarded gets repeated.” There are two parts to that maxim. If your reward compensation is not tied to succession planning, then you are wasting your time and resources. As a graphic example, one CSP recently told me about a company where they were tasked with setting up goals on an annual performance review sheet. But they did not need to ever attain those goals. If they completed the sheet they were rated “satisfactory.” They were measuring the wrong metrics. Good people left. They wasted time, money and careers.
A better metric for effective succession development is the % of vacancies that are actually filled with internal promotion vs. external hire. Your job as a leader is to encourage people to stay in your company. They must believe in your “leadership pipeline” or “career development ladder.” Pick your metaphor. In fact, at some publicly traded companies, if 45% of the promotions are external hires then it begs questions about the quality of the senior leadership team and the board. You should be developing people, not hiring externally.

The bottom line? You only have 3 options for succession planning:
1. develop succession planning internally
2. develop succession planning externally
3. ignore the inevitability with a “wait and see” approach

In reality, you only have 2 choices if you have 20+ employees. See options 1 or 2 above.

A coaching question to leave you with is: How are you identifying and developing your best people?

Bio: Doug Gray, PCC, is a leadership coach who helps safety leaders develop and retain their leaders. Reach him at 704.895.6479 or www.action-learning.com

Motivation 101- How to Apply Expectancy Theory to Your Business

Motivation is a messy subject.  Perhaps each of us has wondered, “Why do people do what they do?”   Or, “Why is my child acting like that?” or “How can I understand why I want that shiny object?”

Those three questions are mirrored by academics, who state that all definitions of motivations attempt to explain 3 qualities:

1.  What originates, and energizes human behavior

2.  What drives human behavior toward/away from goals

3.  How behavior is maintained via systems orientation.

So how do you apply these 3 qualities to your business or your life?

Start with Expectancy Theory.   It is a valuable theory because it is new, treats both internal and situational forces, and assumes that each individual is rational and capable.  Expectancy Theory assumes that behavior is determined by a combination of forces, that people make independent decisions for subjective reasons, that differences can be studied systematically, and that individuals make decisions based on their perception of a likely reward makes intuitive sense.   A rational view for any business leader.

The 3 main concepts of expectancy theory are described as:  1.  performance – outcome (the belief that behavior X will likely lead to outcome Y), 2.  Valence (different value or subjective worth,) and 3.  Effort-performance expectancy (the belief that effort level X will lead to outcome level Y.)

Let me explain expectancy theory with a common example.  Imagine a manager of sales people.  For 12 years she has monitored sales goals (e.g. reach and frequency metrics) and her district has won national awards.  But the stretch goals are created by a third party vendor, using complex algorithms, that cannot be modified by the sales representatives.  Their performance-outcome is beyond their control.  Too often, their sales goals are set 120% or more above the previous year’s goals.  The result is de-motivating.  Sales representatives hope for goal correction in the third quarter, so that they improve their national standing before the forth quarter returns.  As described by the effort-performance aspect of expectancy theory, some salespeople simply cannot exert enough effort to yield a desired outcome.   Expectancy theory assumes any value, when multiplied by zero, will yield zero motivation.   Sadly, that was true year after year for too many sales people.

Perhaps they needed to apply expectancy theory to their management tactics!

Expectancy theory has value to managers because it has predictive validity, respects subjective differences of direct reports, can be applied to SMART goals for performance reviews, outcomes can be directly linked to reward systems, and is simple to apply (especially if managers ask people, “What motivates you?)

Expectancy theory has value to organizations because outcomes can be tied to rewards and compensation, it acknowledges different designs of jobs and roles, and it acknowledges influence of groups with different membership needs.

So, can you apply Expectancy Theory to your compensation rewards?  Or to your business?

If stuck, contact Doug Gray at 704.895.6479 or at www.action-learning.com.

 

If academic, here are some good sources:

Porter, L. W., Bigley, G. A., & Steers, R. M. (2003). Motivation in Organizations. Motivation and work behavior (6th ed.) (pp. 1-39). Boston: McGraw Hill.

Robbins, S.R., & Judge, T.A. (2012).  Essentials of Organizational Behavior (11th ed.)  (p. 18).  Saddle River, NJ: Prentice Hall.

Corporate Trends in diversity coaching

Diversity in Corporate America.

I recently did some research on trends in diversity and leadership coaching.  As you may know, an international assignment is often mandatory for high potential employees in global companies.  Recent research indicates that corporate leadership teams with more diversity yield higher shareholder values.  Initiatives within companies designed to identify and promote internal talent lead to higher retention and engagement rates.  Global markets require experienced leaders.  Many companies want to increase cultural diversity for the employees who are relocated, and for those in the host culture.  There is a subset of executive coaches who specialize in supporting the diversity goals of those companies.  That subset is called “diversity coaches.”

One article is an interview with Bo Razak, a senior consultant and diversity coach, conducted by Wendy Conklin, editor of The Diversity Factor (2006.) Razak specializes in diversity issues, and developing leadership skills that can support organizational missions such as increasing diversity awareness.

Razak states that executive coaching “for diversity” narrows the focus or framework to specific leadership capabilities that support the leader in developing his or her capacity to incorporate diversity into all aspects of work (37).  Also, the coaching engagement may be shorter term than another executive coaching engagement.  The diversity coaching engagement may focus on “leading by feeling” so that members of subordinated groups may feel supported with examples of empathy, or awareness of group identity and its effects.

Group identity is so central to Razak’s description of diversity coaching that I include his explanation.  “Everyone has multiple group identities, including age, ability/ ableness, class, education level, ethnicity, gender, gender identity, nationality, race, first language, religion / spirituality and sexual orientation. In organizations and society, the extent to which we are aware of the meaning and impact of these identities is key to understanding the impact of diversity and changing the status quo.”  (38)

Razak describes 4 critical factors for diversity coaches.

1) The primary factor is organizational support for diversity coaching, and diversity issues, that are tied to compensation rewards.  He states that leaders need to adopt a “diversity lens” and become inclusive in language, action, and words.

2) Leaders need to become comfortable with a common language that is inclusive and enables them to discuss words like “gender” and “sexual orientation” in any strategic or operational discussion,

3)  Leaders must pay attention to the dynamics of difference, and multiple perspectives from multiple group identities, by engaging a broad range of perspectives.

4)  And leaders must actively solicit feedback on how they are embracing the capabilities of diversity, and make open statements that reflect awareness of multiple perspectives.

My takeaways from this article include the following:

1) My 25 year-old nephew was recently promoted into a role that required an international assignment.  That experience is exciting for him, and he is young for such an assignment.  I cannot imagine that he will eagerly embrace that culture; he would benefit from such a diversity coach.

2) Diversity coaching requires a systems approach to others.  The coach must be aware of the layers of corporate expectations.  The leaders/ coaching clients must be willing to engage in anything called diversity coaching.  If it is an EEO requirement for compliance, or an extension of a training, those requirements may minimize the impact of diversity coaching.  Razak states that compensation must be tied to behavioral outcomes based on the diversity coaching.  That point reminds me of Peter Drucker’s maxim that “what gets rewarded leads to results.”

3) Selecting and matching coaches with leaders/ coaching clients requires a high level of awareness of group identity.  But there are no rules.  It may be ideal to match people from dramatically different group identities in order to be more effective.  For instance, if I were being coached by a Hispanic, lesbian woman from Brazil, and I am a Caucasian, heterosexual male from the U.S., we may be well matched.  Or it may be a setup for failure.

4)  Diversity coaching may be a shorter-term engagement than executive coaching engagements.  However, the effects of diversity coaching may be more anecdotal than measurable, and longer term rather than shorter.  And in a country that is more ethnically diverse, such as Canada, diversity coaching may be more effective than a country that is more ethnically homogenous, such as Japan.

Conklin, W. (2006). Executive Coaching for Diversity: An Opportunity for Leaders to Learn and Change. Diversity Factor, 14(2), 37-42.

What are some of your takeaways from this subject?

Call me or contact me to discuss them today.

Who is Doug Gray, PCC?

Doug Gray

Doug Gray, PCC, is a Leadership Consultant and Executive Coach.

 

Coaching and Consulting Experience

Since 1997, Doug has partnered with hundreds of executive leaders in the Healthcare, Energy, Manufacturing, IT, Construction and Financial industries.  He is quick to say that he has “just enough expertise to support leaders, without too much complicating industry-specific knowledge.”  His clients agree.  Doug typically uses customized assessments to assess organizational and individual strengths.  A popular speaker and facilitator, Doug loves to facilitate experiential leadership training programs and strategic planning retreats.  His recent speaking topics include “How to Apply Positive Psychology to your Business” and “How to Increase Employee Engagement.”

 

Doug knows how to manage and lead teams.   Doug brings a unique background as an educator, administrator, and non-profit director to his clients. That background enables him to help leaders who are passionate and need his direct, supportive expertise.   He is regarded as an expert facilitator using Action Learning methodology.  And he will bring strategic focus, humor, and proven expertise to maximize your consulting investment.

 

A representative list of leadership coaching engagements and clients include:

  • CFO and 20 leaders in finance and accounting, Fortune 500 energy construction company, who needed to embrace a redesign without losing productivity
  • team of EVPs tasked with redesigning the IT needs of their F100 healthcare company
  • MD struggling with burnout who needed confidential consulting (e.g. anonymity from his employer and insurer)
  • CEO in a technology company recently promoted to replace the founder
  • President and 18 members of executive leadership team, Fortune 500 energy construction company, who needed to demonstrate alignment within 6 months
  • SVP and site managers at a nuclear power construction site who needed to increase alignment with business partners and avoid negative media
  • SVP in functional but de-centralized group who needed to assimilate 20 leaders, using action learning methodology in direct meetings, coaching, and SharePoint to drive accountability
  • Small business owner of a franchise who needed to fire an employee after 11 years of good service
  • SVP, global bank, who needed to reorganize a division
  • VP, global bank, seeking career opportunities
  • newly hired VP who needed to develop radical transformation of a functional group that required external coaching and team building leadership training using a customized app
  • Newly promoted director who lacked interpersonal skills to manage 33 people
  • Founder of an IT company who was not able to develop new business

Business/Organizational Leadership Experience

Doug has been a successful business owner since 1997; he knows the challenges and “what works.”  He co-developed the Leadership Development Institute at the University of Maryland, College Park and taught there for 7 years, and he is a former adjunct faculty member at several colleges including NC State University.  He directed a non-profit agency in Washington, D.C. for 9 years and grew it 900% while managing 120 people.  As a former world-class athlete, Doug knows that the rigor of change requires regular support from experienced consultants, plus a dash of humor.

 

Education and Training

Doug’s graduate research at Dartmouth College included development of an assessment to determine risk tolerance and risk aversion.  That theme of mitigating risk in business and leadership has prevailed in his continued learning from clients and colleagues in the safety, consulting, executive assessment, and leadership development industries.  He is certified in the Hogan suite, DISC, several 360’s, several EI assessments, and 5 coaching certification programs.  Since 2000, Doug has been a Professional Certified Coach (PCC) with the International Coaching Federation.  A perpetual learner, he is a doctoral candidate at the Chicago School of Professional Psychology in Organizational Leadership.  His research interests include the effect of positive psychology on business leaders, managers, and executive coaches.

 

Publications and Appearances

Doug loves to share his expertise as a speaker, facilitator and a writer.  As a keynote speaker, he has addressed annual meetings, executive retreats, and nonprofit leaders.  As a facilitator, he has partnered with clients to design experientially memorable leadership training solutions that range from boot camps to strategic off-sites to contests using customized mobile apps.  As an author, he has frequently been published in journals ranging from the American Society of Safety Engineer’s Professional Safety to Financial Advisor to webinars and hundreds of guest blogs.

 

He is a published author of articles on leadership development, physician burnout, healthcare, analytics, safety and productivity.  Doug has published two books:  Passionate Action; 5 Steps to Creating Extraordinary Success in Life and Work (2007), and Adventure Coaching; A Guidebook for Action-Based Success in Life and Work (2006) that can be purchased here and here.

 

Consulting Value Proposition

“Developing smarter leaders.  Faster.”

Doug will not waste any of your time or resources.  He expects you to achieve great results.  And he always guarantees exceptional value.

Call him now at 704.995.6647  or contact us here or schedule your initial consultation here.

 

For biographies on other Action Learning Associates, Inc leadership consultants and executive coaches, contact us here or review the list of our partners here.  We also provide scaled solutions for any-sized organization, anywhere in the world.