apt insight 2013

We wish all of our colleagues, clients and friends personal and professional growth in 2013. The year ahead will be challenging; pundits suggest that economic growth will be slow and slight across the globe, with an aversion to risk in established sectors/economies and a marked slowdown in the maturing BRIC economies. There are, however, a number of value and belief systems that view 2013 as an auspicious year.  At apt,  we believe that this year, and the years beyond, are much like those behind us: focused on transformation.  Our clients have shared their agendas for the year ahead, and we’ve noted some common focus:    

·       Driving Innovation: Building the tools and culture to institutionalize innovation while reducing risk. This is no small challenge and requires planning, methodical focus and patience. The race to meet demand entails a decidedly different approach to leadership: shifting takes effort and consistency over time.

·       Leadership Diversity: More women are moving to “C suite” roles than ever before, and, with the focus on women on boards, this is likely to continue. We expect strong efforts to further diversify leadership, not only embracing ethnic and geographic  diversity, but an increasing bias for stylistic diversity. Diversification will challenge recruiters and may offer some surprises to middle management.

·       Integration and Cultural Assimilation: The “work to live” ethos of those entering today’s workforce is acutely perplexing to management. In tough economic times, there is an expectation of gratitude and loyalty. Helping new workers and existing managers to unbind their assumptions; to experience and understand action and motivation without assumptions, is a key challenge critical to effective recruitment, retention and engagement.

·       Reducing Fixed Cost: Successive years of recession fueled optimization have left many companies wondering what is left to tackle. Shifting large expenditures from a fixed to variable cost basis is high on the 2013 priority list. We anticipate a greater emphasis on variable compensation, seasonal/cyclical/as needed workers and co-sourcing. Challenges are not limited, however, to opportunity identification, planning and implementation but the on-going management of a new and different model of business.

·       Social and Digital Media: It is here. Most everyone is using it, but businesses are still challenged to determine how best to integrate social and digital media vs. enlisting it as a distinguished platform. We believe that tech savvy, “around the box” (both inside and out) thinking and outcome based metrics that reflect core business results are key to integrated optimization.

·       Return to Location: Technology and the rise of skilled outsourcing have driven globalization and worker flexibility for the past decade, but a contrasting “headquarter/location bias”  is emerging, characterized by recall of off-shored functions, increased executive travel and a reduction in worker flexibility to ease operations. If elected, care must be taken to build the communication and operational rigor needed to avoid regional siloes, which started the driver toward globalization and flexibility.     

Success in these endeavors will depend on quality transformation management, professional development and organizational design.

Change is afoot at apt talent partners, as well. Over the past five years, we have learned your business and your market; counseled and coached your leaders; teamed to develop your clients and your people and; strategized, planned and implemented hundreds of plans, policies and programs to tackle new challenges and triumph over old ones.  We have enjoyed working with you and are grateful for the trust you have placed in us, time and again.

In reviewing our business and its future, Vidya and I have recognized that we must either grow our team substantially or move on to new challenges. Our personal career interests are deeply rooted in “client work”, and we know that apt’s growth  or merger would require us to focus our time internally. As a result, we have elected to “move on” and have accepted no contracts extending beyond April 1st. Our partners, PeopleResults, Objective HR and Hanover Stone Partners, will be available to provide our clients with quality project resources, and select members of the apt team will remain available for direct contract opportunities.  We will be reaching out to each of our clients over the next few weeks to discuss specific transition requirements, and to assure that all files and project collateral are accessible before closing our client portal.  

Vidya and I will, of course, always be available to provide transition, referrals, guidance or  candid opinions to each of you. We hope to maintain the valued relationships we have built with you over the past several years. We look forward to an exciting year of change.

Best regards,

Stephanie 

New Year, Same Challenge

It seems that we are reminded, every year, of how to stick to our resolutions. Do a quick Google search and you'll see what I mean!

Generally, the message is:

• Be Realistic: Don't plan on miracles
• Break It Down: Smaller tasks are less daunting and get done
• Share With Others: They provide accountability and motivation
• Track and Measure: Plan does not equal Accomplishment
• Adjust and Re-tool if Needed: Stuff Happens
• Celebrate Success: It is nice to be rewarded

Obvious, but most people fail to keep their resolutions because they don't stick to the steps. It's no different for business leaders, who send the wrong message and undermine their organization's success:

 

Shoot For The Moon:  The rationale is "even if you fail, you'll still reach the stars." The problem with "shooting for the moon" is you've set your standard as underperformance. What's a goal and what's merely an aspiration? Don't shoot for the moon! I don't run and have bad knees, but I walk alot. I'll resolve to run 10 miles each week rather than registering for a marathon. Aim for the star you want to reach, plan each marker along the way, and you'll get there. 

 

Just One Thing:  I once worked for a company that wanted to double revenue in 2 years. This could easily have become the mantra for Sales, with everyone else looking on. Great leaders understand that it's not "just one thing", it is everything. The goal was met because the steps to new sales were complemented by more efficient operations, higher performance standards and improved delivery. If I want to run 10 miles a week, I'll need to get to sleep earlier and eat more protein and buy some new sneakers as well: it's more than running 2 miles today so I can run 3 miles next week and 10 miles by July. 

    

Strategy and Operations: As a consultant, I spend a lot of my time in strategic planning and review meetings. Whenever there's a break, someone can be counted on to mention how they can't wait to "get back to their job". The key to achieving your plan is embedding the tracking and measuring into your operation. Performance reviews, whether individual or organizational, should not require new data or present any surprises. If I wear a pedometer on my run everyday and log my stats, I'll always know where I stand. Success doesn't lie in strategy and operations, but in operating strategically. 

Sandbagging: Many people keep their new year resolutions private to avoid embarassment if they are not met. Organizations need to share their goals with investors and clients, however, and many "sandbag" (set and communicate goals that are easily achieved). the practice has become so common that market analysts now routinely lower their "outlook" when a company's goals are too conservative. Goals require stretch. I can run 2 miles in a day today, but I have never consistently exercised more than 3 times a week. Sure, if I break an ankle and am laid up for awhile, I may need to adjust my plan. I will adjust if I need to, and celebrate if it's appropriate. I will not set my goal as 6 miles a week, though, just so I can throw a party.

Help your business keep its resolutions by aiming for specific goals, planning the steps, linking all activity to these goals and embedding the tracking and measurement in your operations. Set goals that are realistic but require a stretch and break them down.

See you on the track! 

 

What Queen Elizabeth can teach us about Employee Engagement

Last week, a pal from high school posted her engagement on Facebook. I’ve not seen her in years, but this was big news. I’m in my forties; most everyone is past this stage and their kids aren’t quite there yet. Of course, I’m in HR, so it got me thinking about employee engagement, which, like the marriage kind, is about knowing where you are heading and committing to it; understanding that it may be hard, but being compelled by what you will gain.

Queen Elizabeth is celebrating her Diamond Jubilee. Sixty years on the throne! This is a very wealthy woman who could get away doing a lot less than the hundreds of appearances, charitable activities and state events she completes each year. She’s engaged, and we can take a few lessons from her:

“Begin with the end in mind”: Do I sound dated quoting Steven Covey? Don’t care! He got it right. The key to engagement is starting with a clear view of what is ahead. Queen Elizabeth was born and raised knowing what her future might hold and had lots of time to understand why it mattered. In today’s “buyers’ market” for talent, there’s a temptation to skip over the sell; employees and prospective employers should be grateful for a job. In fact, it is now more important than ever to focus every employee and prospect on what the company, the team and their job/prospective role is all about. A tough economy calls for clarity, focus and excellence from every player on the team.

“Respect the individual”:  Not everyone in Britain believes in the monarchy, or agrees with everything it represents. Despite this, the Queen relies on certain courtesies. Respect for the individual is a core value, or at least claimed, but some companies fail to recognize how this fuels engagement. Most employees understand that times change, and they may be asked to produce more and adapt over time. Many understand that their employers can’t promise raises, promotions or even continued employment in today’s market. No matter the challenges, respect can always be offered in the workplace. You don’t need to bow, curtsy or call your people “Ma’am”, just listen to them, share openly and frequently, treat them fairly and do as you say.     

“Work hard”: Katie Couric asked a member of the Queen’s staff, “….400 events a year and there are only 365 days. Do you ever ask her to take it easy?” After an uncomfortable giggle, the answer was “no”. Too often, employees are constrained by managers, co-workers, unions and HR departments. Employers need to strike a balance between focus and constraint: employees are in it to win, and they demand license to exceed expectations.

“Celebrate”: I’m pretty sure that Queen Elizabeth could live happily without ever attending another party or ball. I’m sure she has enough jewels, has knighted enough luminaries, bestowed enough medals and invited enough celebrities to tea. She doesn’t stop, though, and I’ve even seen pics of her chatting with Lady Gaga! The Olympics are in London this summer, so Britain really doesn’t need another reason to celebrate, but celebrate it will! Queen Elizabeth won’t get a raise in her allowance for reaching 60 years, (in fact, she’s reduced her spending in respect of austerity measures). She will get a parade, and there will be many parties which she will never reach or see. Engaged employees are supported by celebration and recognition, and it doesn’t just impact their personal commitment, but draws others into the fold.

 Four simple steps to a “royally engaged” workforce!

Engagement with a Vengeance

Have you seen the movie The Avengers? While I'm generally more inclined toward romantic comedies, I had occasion to see the film this past week. I'm sure there are a myriad of fables in this Marvel masterpiece, but I was struck by the film's message on employee engagement.

You see, there are these super-heroes. They are all completely involved in their own agenda. They understand their skills and capabilities. They understand each other's skills and capabilities and, in some cases, flaws and opportunities. What they don't understand, at first, is why they should put themselves out there. Why should they take a risk? In some cases this is a "what's in it for me", while in others it's a "I don't think I can succeed" obstacle.

Then it gets personal. Each of the super-heroes has a reason to get involved, and they pull together as a team and win.

And that's the lesson. Corporate Social Responsibility efforts are on the rise because people care about improving the world more than they care about shareholder dividends. Passion "to do" can be driven by passion to "do good".

I love the new GE commercials. There is one where we learn that GE doesn't make beer, but makes the machines that make it possible to make beer, and, at least for the folks in the ad, that's something worth working for!

Speaking with HR leaders, I hear a lot about employee engagement. Primarily, I hear about "our score" and whether it is trending up or trending down. Very rarely do I hear a concise or clear description of the company's goal. Engaged employees can succeed with a vengeance, if they know what it is they are fighting for! Perhaps it's time for HR to focus less on reporting the score and to spend more time defining what game is being played?

Testing Performance Review

Testing Performance Review

Last week, the New York City Department of Education released a database containing the historical standardized math and reading test scores for teachers whose students complete these tests. While hailed by many (see New York Times) as an heroic first step in teacher accountability, others see this as more political posturing. A stormy debate is raging over teacher performance and accountability; a debate with some worthwhile insight for corporate performance management!

Measure what Matters

Do test scores matter? Whether the tests referenced are useful predictors of future success or not, they do guide the schools, programs and opportunities available to pupils. For this reason alone, it makes sense to evaluate teachers, at least in part, on the scores their students attain. Should teachers, then, “teach to the test”? There are probably a lot of reasons they shouldn’t, BUT (yes- a big BUT), if teachers are evaluated on the basis of test scores, then they will "teach to the test". Wouldn't you?

Accountable for Controllable

Teachers rarely pick the students they teach. Teachers rarely work with a student group for more than a single academic year. Shouldn't the metric be the delta or 'change in score' year over year rather than the students' raw scores? If Johnny scored in the 49th percentile, and we hold Mrs. Apple accountable for that score, we've got to assume that Mrs. Apple is less competent than 51% of the teachers, BUT (another big BUT) if Johnny scored in the 40th percentile the year before, then Mrs. Apple had a positive impact of +9 percentile points in one year. Looking at it this way, Mrs. Apple may well be a star teacher!

Informed for Action

The rationale for publishing the scores is empowerment of parents and taxpayers. If public funds are being used, shouldn't we know how well they are being used? Well yes, we should. The average test scores of students taught by a teacher is, however, a great deal different than an Assemblyman’s voting record. The Assemblyman’s record is entirely ‘in his control’ and (a big AND) voters who have this information can take decisive and meaningful action with this information (vote for or against in the next election). How will parents and taxpayers use the test score information? Parents and taxpayers aren’t empowered to hire and fire teachers, (and, as we all know, even principals and School Boards are vexed in this regard by the UFT J). Should parents be allowed to decide which teacher will teach their kids? Can you imagine the administrative requirements?  Assuming it could work (parents selecting their children’s teacher), it is reasonable to assume that kids with parents who get them into a good classroom are likely to score higher than kids with parents who don’t bother. In the end, test score differences are likely to say little about the students or the teachers, and most about the parents. This is not conjecture, but supported by research: involved and interested parents raise kids who perform better academically.

Good Performance Management

I’m not opposed to making these scores available, just as I’m not opposed to sharing a customer accolade or complaint at the workplace. It’s good practice to share point-in-time results to spur discussion and exploration. It’s just not a viable performance management approach. The public school system exists to build good citizens, and that requires a good math score and a whole lot more. Alice may score in the 99^th percentile but be dealing drugs in the playground. We need Alice’s teacher to be focused on her math class and the playground (nice if her parents are engaged as well). A good performance management system looks at results, behaviors and skills applied across all relevant job requirements. The New York City Department of Education has allowed the public insight to only one small component of each teacher’s performance. It’s shocking for me to agree with the UFT, but, in this matter I believe the City has unleashed an unwieldy force that is likely to make managing teacher performance and accountability a whole lot harder in the weeks and months ahead.  

Exactly What It Says On The Tin.....

Ed arrived at work RAVING about his new Gillette razor. It actually provided a clean, smooth shave. He was so pleased he bought shares in the company.



I bought a Mr. Clean Magic Eraser and was absolutely blown away by its impact on my flat's scuffed walls; it really did work like magic!



Why are we so surprised when our experience is “Exactly What It Says on the Tin”?

1.     We're tech-savvy: Technology has expanded our definition of "truth in advertising". We bought applicant tracking software in the early nineties. A few days after installation, we discovered that applicants were being dropped from the database. We were told it was "a glitch”. The provider hoped to have a solution in a few months and would provide it with the next release. I am reminded of this at least once every week, when my Adobe or Windows updates are applied. We’ve grown accustomed to getting something that is "very nearly what it says on the tin".

2.     We’re outsourcers: I recently met with an organization that retained a search firm to fill several critical roles. The organization’s leadership is insanely busy, so they hired a consultant to liaise with the search firm. Is it even remotely surprising to learn that they have had several “finalists” prove unsuccessful in leadership interviews? The best outsourcing providers will tell you that they are only successful when they integrate fully with their clients. We’re so reliant on others that we fail to do our part to get “what I think it says on the tin.”

3.     We’re in a rush: We’ve recently moved to a ‘full service’ building. Trash and recycling is handled by the building’s fabulous service team. Of course, we need to separate our disposables; bottles and cans go on a shelf; boxes and cardboard on the floor; paper in the bin; trash down the chute. My neighbor stood by the refuse closet attempting to categorize and store all items for several minutes, then sighed, dropped all his trash in a sack and shoved it down the chute. “Who has the time?” he queried. We’re in such a rush to get it done we have “no idea what it says on the tin.”

Want to get exactly what it says on the tin?

1.     Be smart: Learn what it really ‘says on the tin’ and determine if the product/service is really what you need.

2.     Integrate: Outsourcing, even delegation, can not only expand your capacity, but also your knowledge base. Don’t assume, however, that your provider knows all that you know; effective outsourcing is not reliant on division but integration and teaming.

3.     Invest the time: For the first time in a long time, farmers are making money. Take a lesson from those who grow for a living; cultivation takes time. Invest in understanding what is in the tin, and whether it really does work for you.

Listen or Anticipate?

I was strolling downtown on 9th Avenue in New York yesterday, catching up on all the change since I last made this great little island my home. I noticed how much things have changed; the stores are trendy and everyone on the street is staring at their phone! Despite all the gentrification in the Meat Packing District, I was delighted to see an old store sign from my youth. Wandering into the Italian deli where my best High School buddy and I would go to 'pack on some pasta' after a busy day at the stores, I was disappointed. This was not the 'deli with Formica tables' I remembered, but an upscale sandwich shop. There was no 'old world' vibe. I couldn't smell the garlic, or even a hint of that marinara my pal Meri had loved.




After being stared down by the counter staff (no one asked if they could help or said 'Hello'), I opted to forego any purchase. My trip down memory lane had been thwarted. Imagine my delight then, when I saw the deli I remembered right next door. I pulled the door ajar and was greeted by the lovely aroma of olive oil, garlic and parmesan; exactly as I remembered. Like the store of the same name next door, there was not a customer in sight, but, I reasoned, it was three in the afternoon; too early for dinner and too late for lunch. I approached the counter in anticipation; would they have fresh mozzarella for me to take home? Was the eggplant parmesan as wonderful as I remembered?



The lady behind the counter looked up, and I said “Oh, I hope you’re not closing this side. The other side is so fancy now!”



I am still stunned by the storm this unleashed! “Get out of here. How dare you insult me like that? I know exactly what you are up to, the whole lot of you! Get out of here. You think you are cute, eh?” As she made her way around the counter toward me, screaming and holding a large ...ladle? ...knife? I explained that I meant no insult; that I was just trying to buy some mozzarella; that she had mis-understood as I was complimenting her store. It was no use, though, she was livid and loud and a bit threatening so I just kept backing away until I reached the street.



After calls to a few friends, I learned that the two stores are competing, under the same name; the legacy of a falling-out between two brothers. They don’t talk, they do fight for business and, I am told, they do send people to taunt each other with some regularity. It’s likely I was mistaken for an emissary of the enemy!



I feel bad about what happened; my reminiscence was thwarted and there’s a good chance the lack of customers in either establishment reflected their surly vibe rather than the time of day! The remainder of my journey offered a chance to think about ‘anticipation’. Clearly, the lady in the store anticipated a jibe and therefore failed to listen; she not only misinterpreted my words but she ignored all the other signals (body language, big smile). She chased off a customer (to be honest, she was pretty threatening) because she was over-prepared. On reflection, she wasn’t the only ‘over-prepared’ salesperson I’d encountered:

• The car salesman entirely ignored my requirements description, asking me to tell him what model I currently drive. He then suggested a high-end car with sports traction even though I’d said I was looking for a basic commuter car that would be good for potholes and city parking.

• The bartender at the restaurant failed to offer me a food menu and instead handed me a cocktail list at noon, even though he’d seen the hostess seat me at the bar apologizing as they had no tables available for me to dine at solo.

We are told to anticipate customer needs; to forecast the customer’s requirements, plan for and produce against them. What happens, however, when ‘anticipation’ becomes formulaic and we forget to watch for clues? I called the car salesman and asked him about our meeting. I wanted to know why he’d asked me about the car I drive instead of responding to the requirements I listed. What he told me may not surprise, but it is a cautionary tale. He told me that he’d learned that most customers don’t actually want, and even less frequently buy, the car they describe. He said he’d seen statistics in his training, and had been shown that leading a prospect to a car that was very much like or very different from their current vehicle was the most effective way to sell a car. Does he listen to what his customers tell him? “Honestly, not when they first come in. I spend most of that time sizing them up based on their clothes and the way they talk. The only thing I really pay attention to is who they say will drive the car. Then I ask what they drive and whether they like it, and I go from there.”



Of course, the other thing I noted on my walk was the huge number of people about to trip as they focused on their phone screens. Today’s smart phones have almost eliminated the need to call anyone; you can text a meeting place, send a photo, even ‘group vote’ on which restaurant is most convenient for dinner. Listening is fast becoming an antiquated skill. The car salesman is fairly successful skipping over listening, though he does note there are several ‘unspoken clues’ he garners from his customers. The lady at the deli is clearly neither listening nor watching for clues; her anticipation is clearly driving customers away.



Is there a future for listening to anticipate customer needs? Hope so. Maybe they’ll create ‘an app for that’.