Admit it. You've either told your employer a white lie on the way out the door or you know someone who has. Who can blame you? However, as an employer these little white lies do more harm than good. How can you fix what may be broken in your organization if you don't know where to begin?
Here are five lines employees give when joyfully leaving their companies. Be prepared to dig deeper if an employee gives you one of these stock lines.
1. It’s not you; it’s me. If your employee ends the relationship with this age-old cliché line than you can bet it’s about you. You’ll be able to learn more about what you might have done differently to have prevented this employee from breaking up with you, if you don’t get defensive. Instead, ask what you might have otherwise done that would have ended with a different result. Be prepared to give examples to get this person talking. Asking questions like, “I often wonder if I had spent more time mentoring you, if that would have made a difference. What’s your thoughts on that?” can certainly help you learn more and can help you prevent making the same mistake twice.
2. I’m leaving for a better opportunity. This may be partially true, but there is usually more to this one than meets the eye. Otherwise the employee wouldn’t have given the other opportunity further consideration. Ask targeted questions to help better understand those areas where you may not be as competitive as you think. Be sure to ask if there was a certain point in time where this employee would not have considered other opportunities. Follow up by asking what changed for them and why.
3. I don’t have another job. It’s quite rare in this economy for people to leave a job when they don’t have another one lined up. This means that things were either so bad that the employee couldn’t take it anymore or they don’t want you to know that they just took a job with your competitor. You can test out your theory by asking them if they’d be willing to stay until a replacement is found. If they say no before you finish your question, then you know there is more to this story than they are revealing. You aren’t going to be able to beat the real reason out of them, but you do want to be sure to keep your eyes and ears open, especially if the employee who is departing has a non-compete agreement with your company.
4. I’m leaving for more money. Studies consistently show that the majority of employees don’t leave companies for more money, although you wouldn’t know this if you added up all the people who actually say this is why they are quitting! It’s usually something else. We do know that people leave their bosses more than they leave their companies, so that would be a good place to start. Look for patterns. Are the people who are leaving for more money all working for the same boss? If you gave them a counter offer and they immediately dismissed your offer, than most likely it’s not about the money. It’s about something else.
5. I wasn’t looking. They called me. I’ve done enough direct sourcing to know that if an employee is happy, there is nothing I can do or say to interest him or her in an interview. Somewhere along the line, discontent has set in. Nothing much you can do to save this relationship. Instead, focus your efforts on finding out if the remaining members of your staff are content or if they are ripe to take a call from a third-party or another company who knows exactly what to say to pique their interest.
© Matuson Consulting, 2017. All Rights Reserved.
Want to dramatically reduce employee turnover? Download my latest book, The Magnetic Leader. Sign up to receive my monthly newsletter, The Talent Maximizer®.
Want to be sure your new leaders are the type of leaders that employees stick to? Check out my latest Lynda.com/LinkedIn learning course on Transitioning from Individual Contributor to Manager.
Care to share some lines you may have used that were less than truthful? Feel free to do so in the comments section,
Originally Posted om LinkedIN by:Roberta Chinsky Matuson
Racial disparity in student debt grows; Report shows MBA grads are happier (and richer), and more education insights
From a report showing the racial disparity in student loan debt to a student's story of how he haggled his way into getting $50,000 for college, here are the education postscreating buzz on LinkedIn.
Debt Solutions: College tuition has been rising steadily for decades as family incomes have lagged. With student debt totaling $1.3 trillion, there’s been an ongoing debate at the national level over how to make college more affordable.
The presidential candidates have put forth plans to address this, but you can expect this debate to continue in Congress and in the next president’s administration. That’s why I gathered several education experts together and asked them to weigh in on this question: What should the next president do about the student debt crisis?
From the U.S. Secretary of Education to a professor and a college president, here’s what they said:
A few of the experts featured in the video also wrote posts detailing their suggestions for the next president:
Influencer and IE Business School Dean Santiago Iñiguez says the U.S. president needs to build a “grand pact” for higher education. He writes:
“The Achilles heel of American higher education is student debt, now close to a shocking $1.3 trillion. Given the size of this amount, it would be unwise for the next administration to try to play down the problem or postpone dealing with it.”Marybeth Gasman, a professor at the University of Pennsylvania Graduate School of Education, writes:
“The next president will need to ask college presidents from a variety of different types of institutions as well as those from industry — perhaps design thinking backgrounds — to push for creativity with regard to price and delivery of higher education.”Educator, speaker and author Rahuldeep Gill paid his way through school using Pell Grants, a need-based student grant program the federal government provides for higher education. He argues that the next president needs to make Pell Grants more readily available to students.
Jack Kent Cooke Foundation’s Executive Director Harold O. Levy outlines a list of starting points for the nation’s leader to use to fix the student debt problem.
Loan Disparity: Black graduates have nearly $25,000 more student loan debt than their white peers, and they're three times more likely to default on their debt within four years of graduation, according to a Brookings report. The co-author of the report writes about the findings here.
Women in Business: Though more women apply to college than men, MBA programs regularly enroll classes that are less than 35 percent female, writes Erika James, dean of Emory’s Goizueta Business School. Here she offers some ideas for reaching gender parity in business.
$0 to $50,000: When Frederick Chang got his acceptance letter from the University of Pennsylvania, he was told he was ineligible for financial aid. Here he explains how he ended up getting $50,000 in scholarships.
Rich and Happy: Influencer John Byrne writes about new data that shows MBA graduates are 58% happier in their first jobs post-MBA than their jobs right before entering business school. They also have a steep jump in salary.
Join the conversation with a post of your own on topics tied to education using#EdInsights in the body.
Should NYU’s plan to relieve financial stress on students be replicated at other universities? NYU President Andrew Hamilton wants to rein in tuition and fee costs that total nearly $70,000 a year by freezing room and board charges and lowering a planned tuition increase. The university is also raising the minimum wage it pays working students from $12 to $15 an hour.
Originally posted on Linked IN by: Maya Pope-Chappell
I work with University students as an Academic Development Specialist - I coach them toward improved academic performance using a variety of tools, techniques and assessments. In 2014 I underwent professional coach training to expand my toolkit, and one of the most powerful learnings in coach training, was the Observer-Action-Result (OAR) model, and the art of powerful questioning. In this article I take you through an explanation of this technique in a student scenario.
Disclaimer: The content, views and opinions expressed in this article are those of myself, the author, and do not reflect the official policies or position of the University of Calgary or International Coach Federation.
I am trained as an ontological coach. What does that mean?
My specialty lies in helping people see and access the unlimited potential that they have. We all are walking around in human bodies and to varying degrees, we have choice in what we decide to do with our lives. We are all making choices daily that lead to a desired future or outcome.
We are all capable of anything, but we all go different ways.
Why? We all have different ways of interpreting reality.
We are all different observers of life.
We can experience the same reality. For example, a group of students at a workshop are enjoying pepperoni pizza. Their senses pick up the reality of cheese, tomato, layers of pepperoni, the crunch of the crust.
But we experience different interpretations of that same reality.
One student may think "mmm this crust is delicious." Another may think "Ewww it's hurting my teeth!"
One student may think "holy sh*t this is delicious, what a treat!." Another may think "Ugh, I have no self control, there goes my entire week's nutrition. I am disgusting."
We view life through different lenses. What colours those lenses? Many things.
Our bodies, our minds, our personalities, our history, our culture, our families, the people in our lives, media, our mood or current levels of fatigue or hunger, all influence how we interpret things. There are many contributing factors to the way we tend to see things. Some of those factors may lead to an overarching story we have about the world, what we call a master assessment or a grand assessment. The student that ate the pizza and was caught in a cycle of self-loathing? There is something deeper there.
That is what is fun (and challenging) about coaching. Coaches work together with clients to uncover the way that the client sees and interprets their lives.
Armed with new awareness of the lenses that we view life through, and the stories that we carry around with us, we have greater choice in how we decide to interpret life. This opens up new possibilities, and greater motivation to take different actions.
There are many things to discover through conversation. Inner narratives, self-limiting beliefs, habitual thinking patterns and more. You don't need a coach to come to these realizations. When you experience a fundamental shift in the way you see things, you have undertaken this very process. There is no doubt Einstein had experienced a shift in his observer when he said the following:
"The way we see the problem, is the problem."
With this background, I'll jump into why this distinction is so important in working with University students, and how this model (expanded into what we call the Observer-Action-Result or OAR model) is so useful.
We all know that we want to create a great future, improve and do better, right?
We can google to our hearts' content and access all of the information we need to do this. Students are among the most adept at seeking information.
Yet, we don't, do we? We don't change our actions to get better results.
The key to powerful and lasting change lies in shifting the observer that we are.
Here's a great example of a common student scenario in academic performance coaching.
A student came n complaining of poor grades in all of their classes. They had already googled how to study better, what techniques to employ and what was missing in their habits. They explained that they had attended three different workshops on how to study better to improve grades, but complained that they already knew all of the advice ("same old advice") and found the powerpoint slides boring. The student was understandably frustrated.
If we look at the Observer-Action-Result model above, the student was definitely following the Action-Result part. Take different actions and get different results (better grades.)
The real results in this appointment came from a focus on a different part of the model. The Observer part. In the appointment, I spent the first thirty minutes asking open-ended, clarifying questions. My goal was to get an understanding of the way they saw their situation, and some of their perspectives on academic performance. During the 15 minute conversation that followed, we uncovered some interesting observer insights together.
How the student perceived the reality of their bad grades:
-The professors had a clear bias against them and were not willing to meet with them to discuss midterm results.
-Claimed they knew all of the right techniques (questioning uncovered inconsistent use and a lack of motivation.)
-Large amount of time spent on discussing other students; studies as much as other students but they were unfairly getting better grades with less work.(Dominated 20 minutes of the conversation.)
- The exam questions were poorly written and confusing – set up for a poor performance.
The student had a very strong story and through body language and amount of time spent discussing these issues above, I could see they were very attached to the belief that external forces were stacked against them. Their performance was mostly others’ fault.
With this type of world-view, do you think the student was motivated to take ownership over study habits? Even if they went to workshops and already knew the techniques?
We talk about motivation so much in studying, yet, how motivated would you be to study, if everything was someone else’s fault and out of your control? How would your actions be influenced? How would this student be in a meeting with their professor on a midterm, how empowered would this student feel going into final exams?
The conversation offered some opportunities to dig deeper, and herein lies the added value of one-on-one conversations outside of a workshop or lecture format.
There were a variety of contributing factors to the students' mindset – both ungrounded assessments but also legitimate life experiences. The student had repeatedly experienced bad events in their life that were unfair and legitimately out of their control. After years of believing it was their fault, they had developed a coping mechanism by flipping to the opposite, thinking "nothing bad is my fault, it's everyone else's fault."
They spent time focusing on the unfairness of everyone else’s performance and we talked about where this came from. They remembered developing this habit very early on in schooling, and it was deeply ingrained. The result of an unhealthily competitive primary schooling experience. Through conversation, a small window of awareness was opened for the student. They could see that their lens was shaped by a variety of experiences in life. They realied that some were influencing them in an unhelpful way and robbing them of the motivation to study properly and use the techniques they knew would help them.
The student also realized that this way of interpreting reality did not just occur in academics. It extended to other events in their life. They could see that this was a way of perceiving the situation, rather than the truth of the situation.
There were many long moments of silence towards the end of that conversation, where the student just sat with these new realizations and a shifting reality.
The student began to realize how these ways of seeing and interpreting their academic performance was disempowering, and would not contribute to better actions and better results.
To generate new ways of observing, and new possibilities would be for another meeting, but the progress for this student in one hour was profound. I simply asked questions, and the student did the rest of the work. We all have within us the tools to profoundly change our lives. The coach is simply there to be a catalyst.
In working with students, do not be afraid to explore, to dive, to ask open-ended and powerful questions to understand a person’s perspective. It is the human connection and deep conversations that students so desperately want in a time of massive lectures and group workshops.
You do not need a coaching certification to ask powerful questions and have the courage to engage in thought-provoking conversation. A student appreciates that you care, and want to understand them, and get to know them. Beyond a lasting impression and the human connection so many students are missing on large campuses, you may help them uncover a new level of awareness of themselves, which will complement the learning and study skills we teach and lead to lasting change in their lives.
Originally Posted on Linked IN by: Carina Huggins
It continues to be tough for veterans to build a career in the civilian workplace. Here's why some employers are missing the mark in attracting talented candidates with military service experience.
On this Election Day our sights turn to country, duty, and of course, voting. But we wouldn’t have what we do, and live under the protections that we have, if it wasn’t for our military service men and women.
To that end, military service is probably the greatest honor that any American we can bestow on the nation, but it is also a sacrifice. The trouble comes for some veterans when they try to rejoin the civilian work world. A recent report looked at the topic and arrived at a discouraging statistic: 85 percent of employed post-9/11 veterans are not completely satisfied with their current job. And, according to the iCIMS report, titled ‘America’s Heroes at Work: The Veteran Hiring Report,’ 86 percent of post-9/11 veterans spend time each week looking for a new job.
In collaboration with RecruitMilitary, the nation’s leading veteran hiring firm, the study was conducted to gain a better understanding of post-9/11 veterans’ experience and expectations while job hunting and at work, following their military experience.
The unemployment rate for post-9/11 veterans has declined 1.4 percentage points from 2014 to 2015 to 5.8 percent. While the unemployment rate for post-9/11 veterans is on the decline, the iCIMS survey reveals just how tough it continues to be for veterans to build a career in the civilian workplace – and why some employers fail to attract talented candidates with military service experience.
“The results from our survey are eye-opening, and reinforces the need for employers to focus on nurturing their veteran employees and enhance their recruitment efforts to attract veteran job seekers,” said Susan Vitale, chief marketing officer at iCIMS. “Although it is encouraging to see the unemployment rates for post-9/11 veterans on the decline, our survey reveals just how tough the transition continues to be for those who are trying to build a career in the civilian workforce and why some employers are missing the mark in attracting talented candidates with experience in the military.”
Job Hunt Challenges
When looking for a job, post-9/11 veterans might not be finding the right opportunities. In fact, 86 percent of post-9/11 veterans decided not to apply for or accept a job after leaving the military. Disappointment with the salary or benefits offered (56 percent) was the top reason, followed by believing they didn’t have enough education or training to do the job (41 percent), and reading negative reviews about the company’s culture or work environment (30 percent).
Corporate veteran hiring initiatives and programs make a difference, but here’s some discouraging news from post-9/11 veterans: 74 percent believe it would take them longer to find a job than a non-veteran with the same level of work experience.
Many veterans expressed the fears and challenges they face during the job search process, including a perceived bias and skills gap. In fact, 41 percent of post-9/11 veterans believe hiring managers do not understand their military experience, 37 percent believe hiring managers devalue their military experience, and 36 percent believe job postings require more specialized experience than they have.
In the face of a perceived anti-military bias, veterans in the civilian job market may downplay their military experience. In fact, 47 percent of post-9/11 veterans have understated or excluded their military service on their resume or online job application. Among those who have understated or hidden their military experience, 44 percent were concerned their military service would negatively impact the hiring decision.
Even after being hired, veterans can still experience a career slump. Among those who have been employed post-discharge, 59 percent of post-9/11 veterans believe they have fewer advancement opportunities than expected and 58 percent feel their work was less meaningful than their military service, and 54 percent feel overqualified for their position.
According to a recent survey of employers by the National Association of Colleges and Employers (NACE), leadership, strong work ethic, problem-solving skills, and ability to work in a team were among the top six skills employers seek on a candidate’s resume.
Leadership is something that comes naturally for many veterans – and companies can tap into this if they have a strong mentorship program says the ICIMS study. In fact, 93 percent of post-9/11 veterans would be willing to serve as a mentor to a civilian employee, for example, teaching skills they learned in the military and how they can be applied to the workplace.
Forty four percent of veterans feel they have a strong work ethic, 35 percent say they have good problem-solving skills, 28 percent report they have great adaptability, 26 percent said they work well in a team environment and 24 percent report they excel in organization and discipline.
If you’re looking for the best and the brightest veterans to join your team, keep in mind the job qualities post-9/11 veterans say would most attract them to a company: salary or employee benefits (67 percent), advancement or promotion opportunities (58 percent) and on-the-job training opportunities (32 percent).
Where to Find Job-Seeking Veterans
General job boards such as Indeed or CareerBuilder are the most popular among job-seeking post-9/11 veterans with 61 percent looking for jobs on them, followed by government websites (45 percent) and career websites of specific companies (42 percent). While our research has shown that many jobs seekers now use social media to search for and apply to jobs, surprisingly only two percent of veterans said they use these sites to look for open jobs.
“Executive recruiters can also help military personnel transition out to the civilian business community to land jobs, especially in an era of tightening labor supplies,” reports Greenwich, Conn-based talent tracking firm Hunt Scanlon Media. The U.S. military is a workforce similar to any other major corporation that goes through an expansion or contraction. Leveraging their human assets during times of contraction, such as now, is a strategic business move for companies looking to bolster talent reserves in areas as diverse as supply chain, cyber security and logistics to name just a few.
What Employers Can Do to Improve
Even when companies recruit and hire veterans, they may be failing to make the most of their talents and experience. Disappointingly, 63 percent of employed post-9/11 veterans believe they use 50 percent or less of the job skills they learned in the military. This could be causing frustration and even boredom for veterans transitioning to civilian jobs. By gaining an understanding of the top skills veterans hold, employers can tap into this talent and ensure they are providing a challenging and rewarding career path.
Employers are still missing the mark when it comes to building out great veteran hiring programs and continuing to improve them. In fact, 89 percent of post-9/11 veterans who have been employed post-discharge have never been asked by an employer or prospective employer for their feedback regarding its veteran hiring program. In order to recruit and retain veteran top talent, employers need to be asking for feedback about the application, interview, and employee onboarding processes to make sure they are not missing the mark.
Below are three tips on how to put these insights into action with technology:
1. Monitor and Adjust Sourcing Strategies – In order to make an organization more visible, employers should regularly use multiple channels to discover which sources are most effective. Employers can make open positions easy to discover by advertising where candidates are looking, such as government websites or veteran job boards. Dedicated talent acquisition technology helps companies more effectively build candidate pipelines with automation and ease. Companies of all sizes can explore and test candidate outreach channels to attract more candidates and reduce their time to fill. Employers should partner with a technology provider that allows for a seamless flow of information from multiple vendors into a single talent acquisition system of record.
2. Encourage Employee Referrals – Leverage your existing veteran employees’ networks and encourage them to refer others to your open positions. Part of the reason employee referrals are considered so successful by employers is because they are effective at attracting talent that easily fits into a company’s existing culture. By capitalizing on employee networks, companies can enhance their ability to compete for veteran talent.
3. Promote Your Employment Brand – In order to market your organization as an employer of choice for veterans, companies need to build their employment brand in the military community. Allow candidates to sign up for email communications and automate the process with a recruitment marketing tool. Produce veteran facing recruitment marketing email campaigns that highlight the veterans who work in your organization and what they have accomplished while working for you. Address why your company is interested in recruiting veterans and clearly outline how a military background is a good fit for your open positions.
“It is evident that there is a disconnect and a lack of understanding between veterans and employers,” Ms. Vitale concluded. “Our servicemen and women, who have received some of the most sophisticated training and experience and have made extreme sacrifices for our country, are having trouble gaining job security, stability, and a sense of purpose as civilian workers. By gaining more awareness of the top skills veterans hold, employers will be more equipped to tap into this talent and create mutually beneficial relationships with candidates who have served.”
Employers That Are Doing It Right
According to MilitaryTimes, the top five employers for veterans in 2016 were Verizon, Union Pacific Railroad, USAA, PwC, and BAE Systems.
Scott A. Scanlon is founding chairman and CEO of Hunt Scanlon Media. Based in Greenwich, Conn., Scott serves as Editor-in-Chief of Hunt Scanlon's daily newswires, its recruiting industry reports and Executive Search Review.
This blog first appeared at http://huntscanlon.com/
Contact John Assunto for all of your Education Recruiting needs! Johna@worldbridgepartners.com or 860-387-0503
I grew up in the 80s. Rock and roll, in all flavors, was part of my DNA. Especially the heavy stuff. From Joan Jett to Anthrax to The Misfits to Yngwie Malmsteen, crunchy chords and killer solos were my thing. I played guitar (my favorite being a purple Charvel I upgraded more than my BMX bike). I had a Carvin half-stack amp in my garage that shook the small Cleveland suburb I grew up in. I even did a short stint in a band called Terror (seriously).
Point being, I loved rock music and the stars that performed it. It was a big part of my life and it let me express myself in a myriad of ways – most of them a bit reckless. Like most people, though, I lived and learned through it.
James Bond has a license to kill. Rockstars have a license to be outrageous.”
– Gene SimmonsBack to the future, I come across a job postings for a “rockstar” designer, developer, producer, or the like every week. Each time I roll my eyes. No, that's not quite right. I actually close my eyes and let out a long painful sigh at the thought of actually having to work with a rockstar, regardless of their area of expertise.
It sounds cool, I guess, to suggest that someone is a rockstar-caliber candidate. But let’s explore the association between what the label rockstar really implies and what employers and coworkers really want. Because, frankly, I just don’t see the match.
For the record, I’m not suggesting every rockstar is a mess. But the general connotation – or the ‘persona’ as my UX friends call it, or the ‘archetype’ as Carl Jung called it – simply isn't loaded with positive traits for being a desirable teammate.
Play along with me on this one.
It's just me myself and I:Rockstars generally come across as egocentric, impulsive, and out of control. They often thrive at being the center of attention and can do some extremely selfish things in the name of fame and personal success. They have also been known to do very irrational and dangerous things when reality throws them a curve ball.
Think of all the rockstars who took their own lives. Or the ones arrested for assault, drug use, and even violent crimes. Or the ones that couldn’t get along with the rest of the band – which resulted in a nasty breakup. I don’t want to call out anyone by name for fear of some slander-based lawsuit, but if your memory isn’t rich with the topic just Google rockstar and: suicide; drugs; money; assault; or any other negatively-associated keyword. The results are seemingly endless.
When we weren't being transcendent we specialized in self-inflicted disaster.”
― Saul Hudson aka Slash
In all of this there’s a sense of irresponsibility that pervades the term rockstar.
Great teammates aren’t irresponsible or saturated with selfishness. Their personal needs aren’t placed above those of the team around them, which is core to why they’re a valued team player and trusted partner. They look out for one another. They're dependable, supportive, and continually looking for ways of making things better for themselves and those around them. One could even say they’re somewhat predictable in their reactions when things get tough: They step up. These are the types of traits I want to elicit when I look for a new employee.
I want you to want me:Rockstars often live for validation from other people. Great teammates don't.
I suspect that fear is a driver for a lot of rockstars. Fear of being what they were as a child; fear of being ‘normal’ like their friends and family back in Iowa; fear of failure; fear of not having enough of, well, everything. Way up high they can't bear the thought of coming back down to the rest us.
Fear and insecurities often manifest as putting other people down in order to rise above them. We'll see rockstars wearing lavish clothing and expensive jewelry, owning a stable of exotic and expensive cars, and getting into trouble with their behavior. (Ironically, they buy all of this stuff with what once was our money and flaunt it right back in our faces. Remember this the next time you ‘can't afford’ something.)
Great teammates don't elevate themselves above the team around them. Their genuine connections are built on personal relationships, with a focus on raising the team collectively. Sure, everyone has different motivators, personalities, and flair for fashion – and healthy competition within the office environment can be very constructive. But the underlying reason great teammates may separate themselves from the pack is different from rockstars. Self expression is important whereas self worship is toxic.
Simply put, being one among many, as an equal, is a critical condition for being a great teammate, and a leader. I think a healthy indifference of what others think about them is the root reason for this – from interns to CEOs alike.
What other people think of me is none of my business. One of the highest places you can get to is being independent of the good opinions of other people.”
– Dr. Wayne DyerBeing true to one's self while doing amazing work with other people is an intrinsic motivator for great teammates. I highly advise you include this type of language, implicitly or explicitly, in all your job postings.
Domo arigato, Mr. Roboto:Look, I don’t follow modern pop culture. I’m stuck in the 80s when it comes to music, games, and, well, general awesomeness. I still own and play an Atari 2600, and I consider WarGames and Ghostbusters to be some of the best movies ever made. So I'm clearly a bit disconnected.
But I did catch wind of the recent Grammy Awards, and was thrilled to hear about Beck being recognized for album of the year. Watching several weeks later on a video site, I saw a man genuinely surprised and out of place on stage; a wonderfully talented musician amongst a sea of new-era rockstar entertainers. When he gave credit and thanks to others involved in achieving this award I actually believed him! Quite unique in an environment set up for the famous to feel even more famous amongst themselves, and where swift, half-hearted thanks are often given to the dozens if not hundreds of people who actually made these entertainers the center of attention they have become.
My point here is that rockstars generally take credit for the hard work of others. In reality they're the front-person for a much lesser-known and lesser-paid supporting cast who really should be getting a lot more recognition (and money).
Credit is something that should be given to others. If you are in a position to give credit to yourself, then you do not need it.”
– F. Scott FitzgeraldRockstars also attract weaker-minded people to them like groupies and paparazzi who only fuel the flames of their illusion of importance. Sure, they're tools of the much larger industry of entertainment – but I would bet that a large number of celebrities actually believe that they're more important than others around them. There are millions of photos and news articles to support this.
But thinking you're better than other people is very different than being great at what you do.
Great teammates learn to take praise and compliments with a grain of salt. I think they have an inner knowing that their successes relied on the efforts of many others around them. They’ve demonstrated to me that, while they take pride and credit (and accountability) for their work, they're the first to point out the contributions of others on their team.
That said, thank you Virginia Raike for the proofread and edits to this article!
Going full circle, I hope you see why I say don't hire rockstars, hire great teammates. Rockstars are great at breaking up our routines. They're great at getting on the news, getting noticed, and giving us something to talk about – and sometimes they're even great at making music. But being a professional career partner just isn't their specialty; and the label isn't a positive one in team environments.
That's my advice, take it or leave it. But consider this: The next time you post a job for that rockstar candidate, you just might get what you're asking for.
Gunter gleiben glauchen globen.
Originally Posted on Linked In By:
On my lunch break, I took the only open seat at a small three-person table. After quick greetings the two ladies already seated continued their conversation. Since we sat so closely I couldn't help but overhear.
At first I felt awkward; it's no fun trying to pretend you're not listening when you can't help but overhear. But they immediately noticed my discomfort and smiled and nodded at me to make me feel included.
So I listened and was fascinated.
They talked about how they felt a huge responsibility to their employees, not just financially but also in terms of training, development, and personal fulfillment. They talked about how a contract may start a business relationship but ensuring both parties succeed is the only way to keep a business relationship from ending all too soon.
Most of all, though, they talked about themselves -- but in a way I never hear.
"I feel like I'm failing one of my managers," one said. "He does a good job, but the way he does it is so different from the way I I would. So I wind up critiquing his 'style' instead of just focusing on the results he achieves."
"I know exactly what you mean," the other said. "But I have the opposite problem. I have an employee I know has potential, but I can't seem to reach him. No matter how hard I try I can't find a way to see things from his perspective. It's like we're constantly butting heads."
"Will you have to let him go?" she was asked.
"I should, but I just can't do it," she answered. "At least not yet. How do I fire someone when I think it's my fault they aren't performing well?"
And they kept talking. They talked about how they felt guilty they weren't developing their employees more, but resources were just too tight. They talked about how they felt guilty for not spending more time with certain members of their staffs, yet the need to fight fires always got in the way. They talked about constantly trying to balance business with family, and how, no matter what they did, they could never escape feeling they were letting both sides down.
To say I was stunned was an understatement. It was clear these two women had just met, yet there they were admitting to weaknesses -- not in a faux self-deprecating way, but openly and honestly.
How many people do you know that readily admit to falling short where leadership and professional relationships are concerned? (And when someone does admit that, how many people respond thoughtfully, compassionately, and without judgment?)
Instead practicality tends to dominate our business discussions. We talk, especially with people we don't know particularly well, almost exclusively about strategies and technologies, metrics and analytics, big data and big ideas.
Practicality is everything -- in not only our public conversations but often also in our private thoughts.
My lunch companions appreciated a different kind of discussion. They clearly felt the fundamentals of business are found not in data, or strategy, or finance but in the emotions, the experiences, the skills and faults and strengths and weaknesses of people.
Business, to them, was all about leading, following, and working with people... something that is all too easy to forget.
Hats off to them.
And hats off to all of you who work so hard to make the lives of other people better -- since, after all, that's what great leaders do best.
Originally Posted on Linked In By:Jeff Haden
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WorldBridge Partners earned the Best of Staffing®Award for providing remarkable service quality. Fewer than 2% of all staffing agencies in the U.S. and Canada earned the 2015 Best of Staffing Award for service excellence. With satisfaction ratings more than three times higher than the industry average, the Best of Staffing winners truly stand out for exceeding expectations. This award identifies the staffing industry's elite leaders in service quality.