Entries Tagged 'Corporate Values' ↓

If you’re a Leader you need to combat negativity and maintain a positive attitude (no matter what!)

Based on a conversation with John Milgram and Ralph Dise

“It can be lonely at the top,” but it doesn’t need to be, and it shouldn’t be.

Many people would be surprised at the number of successful corporate executives who feel like fakes—these are highly successful people who attribute their success to luck, timing, or coasting by with a great personality. This includes CEOs of big, successful companies.

Many of these CEOs feel lonely and isolated – and that’s precisely the problem. As a Leader you should not let yourself get isolated in the first place.

It’s understandable though, how Leaders can become lonely and isolated. In our culture, starting from a young age, many children are told “don’t do this”, “don’t do that”. We spend the first couple of years of our children’s lives teaching them how to walk, and then the next sixteen years telling them to sit down and shut up. When and if you’re called upon, it’s a sign of weakness if you say you don’t know something.

But being a Leader doesn’t mean you have to be Superman. Leaders are human, made of flesh and blood, and put their shoes on one foot at a time—like everyone else. Many of the best Leaders are very hands off – they’ve learned to delegate everything to their colleagues and subordinates.

As Leaders, if we’re going to be open to new opportunities, one of the most important things we can do is to work to better understand our own personal strengths and weaknesses, and the strengths and weaknesses of our organizations, and then enlist others—from the HR department to the people who are working in the field—to fight the good fight against our ingrained culture, and tell everyone who works with us: “You are better than you think you are.”

“It’s up to you to build a positive culture.”

As a Leader you must maintain a positive attitude, no matter what. But attitude and affirmations are not enough. You need to show you mean it, because actions speak louder than words. Follow through to better understand your people’s strengths—and then find ways to put them to good use. With use, your strengths—like your muscles—will naturally get stronger and more resilient.

“The Geography of Nowhere”

In “The Geography of Nowhere” (Simon and Schuster, 1994), James Howard Kunstler offers a scathing critique of America’s urban and suburban landscapes, with our endless highways, bedroom communities, and strip malls.

It’s really a critique of our culture. Unfortunately when you compare many parts of the United States to other developed countries, which have put a great emphasis on developing livable communities, it rings true. It should make us think about what constitutes a good human habitat, a good community—and if you’re a corporate Leader—a good organization.

Kunstler received great praise for his work, and like others who’ve worked hard and suddenly achieved acclaim and success, he found acclaim and success somewhat unsettling.

In his own beautifully self-deprecating words, Kunstler says:

“‘The Geography of Nowhere’ was moderately successful. It seemed to help people understand their feelings about a subject that had long bewildered them. I became something of a low-grade guru. I received many invitations to speak to civic groups, professional organizations, and colleges around the country. My initial reaction was panic that people were looking to me for illumination. What could be more natural than to feel unworthy of other people’s esteem? I am aware that many successful figures secretly feel like frauds, including people far more knowledgeable and accomplished than myself. This is apparently a universal neurosis. Everybody feels inadequate. I’ve since formulated a social principle called Kunstler’s Law, which states that: “In any room containing 100 people, 99 of them each think that they are the only one in the room who doesn’t have his-or-her act together.”**

As a Leader you need to stop the negative self-talk and the negative feedback

Kunstler‘s observation is dead–on target. Many CEOs, Corporate Chiefs, and Leaders feel like fakes and frauds, and secretly think: “If only someone really knew ‘the real me’, they’d know that I am a fraud (or a loser, or a jerk).” If you’re ever going to succeed, you need to stop the negative feedback and the negative self-talk. Stop it dead in its tracks.

Here are “Three things you can do to combat negativity“:

1. Surround yourself with positive people – Negative people and negative thinking will only bring you down. That doesn’t mean that you shouldn’t listen to bad news. You should just have a positive attitude when you hear it, and deal with it accordingly. It’s not what happens; it’s how you react to what happens that really makes the difference between a winner and a loser.

2. Listen to motivational tapes and read motivational books – You need to hard-wire your brain to think positively. Two of the best books ever written are ‘Think and Grow Rich’, by Napoleon Hill and ‘How to Win Friends and Influence People’, by Dale Carnegie. They’re classics. They’ve helped millions of executives and managers to get their heads on straight, so they can take advantage of the opportunities that lie in front of them.

3. Celebrate positive attitudes and open-mindedness – You should work always to have a positive attitude, no matter what. If you see someone maintaining a positive attitude despite the circumstances, especially when the going is rough, let that person know you really appreciate it. If one of your employees was faced with a difficult situation, and they work their way out of it, celebrate that success. If someone finds a new way to solve an old problem, praise him or her openly for looking at things with fresh eyes.

As a Leader you are responsible for your culture

If you are a Leader, you set the tone of your business, your household, your civic organization – whatever you do. If you’re a CEO, a division chief, a human resource Leader, or a father or a mother, you have people looking up to you. They will follow your lead, whether you’re leading by intention or by default—so be mindful of how you conduct yourself and the cues you’re giving them.

Do you create a culture of fear and intimidation? Do you tell your people what they should and shouldn’t do? Do you show them just how wrong they are? Or do you project confidence and tell your people that you trust them? Do you celebrate successes and tell your people that working together you can accomplish great things, that working together there’s nothing you can’t do?

If you’re a Leader, and there’s negativity in the workplace, it’s up to you to get rid of it. The tone of an organization is set by the CEO and the HR Leader.

“You really are better than you think you are—and if it’s feeling lonely at the top, it doesn’t need to be.”

Takeways:

• “A positive culture doesn’t just happen; you have to create it.”

• “Work on your strengths and make yourself stronger”

• “Stop listening to the negativity of the news media—and start consuming positive thoughts from other sources”

~~~

Written by Les Proctor, Marketing Consultant to Dise & Company, based on conversations with Ralph Dise, CEO of Dise & Company, and John Milgram, CEO of Aexcel Corporation.

**Excerpted from “Home from Nowhere”, Simon and Schuster, 1996.

Which “A” player is best for you?

By Bill Marshall, Vice President of Executive Search

Wedged between a recession and a recovery, most organizations have reduced their workforces to save money and remain viable. Many corporate bosses are evaluating talent to identify and retain top performers, and recruit the “A” players who will position them to be competitive in the years ahead.

Employers will be faced with higher turnover as the economy recovers. Good talent always leaves for what it perceives to be better opportunities as the economy pulls out of recession.

The Fed is reporting that recovery is underway, yet the labor market remains stalled—with unemployment hovering around 10%. This suggests that there will be many more qualified candidates than there are jobs available for the three to six months.

Then we must still have a buyer’s market, right? Yes and No.

There is a problem that every “buyer” must consider. With an abundance of seemingly qualified candidates, how can you determine which “A” player is going to be the best for your job? The risks and costs of choosing the wrong person for your company can be expensive – in terms of lost money, lost time, and lost opportunities.

It is critical to get it right.

Skills, values, and chemistry

At Dise & Company, when we conduct an executive search for a client, we evaluate candidates primarily for job fit and cultural fit.

Job fit and cultural fit are critical—that a candidate’s skills and experience are relevant to the job—and that the candidate finds the position’s activities and responsibilities satisfying. It’s critical that the individual and the organization possess shared values. Without good job fit and good cultural fit, you don’t have a good candidate. But what is the deciding factor when you have several qualified candidates for the same position?

“Sometimes the best candidate for the job doesn’t look that way on paper”

In my two and a half decades in Executive Recruiting, I have learned never to underestimate the importance of going with my gut, especially when faced with multiple candidates vying for the same position.

This is the “It” factor of hiring in a crowded marketplace.

The right hire is a combination of skills, values, and the elusive “It” factor.

When Instincts should override the data

Your gut instinct is a deep, subconscious voice inside that tells you: “This individual does not have the best track record, but she brings a package that makes her uniquely qualified for the opportunity—this is the person you need to hire. Don’t let this person get away.”

While the old adage that “Past performance predicts future behavior” holds true, there are exceptions to the rule, and you need to be prepared to recognize and capitalize on them.

“A” Players come in all shapes, colors, and sizes.

Sometimes a big setback can be the motivation to succeed in the next position. Sometimes you can find a diamond in the rough—a person who is hungry—and anxious to prove himself after what appears to be a failure or a mediocre-looking performance—“an underdog.”

If a candidate fell down in a previous position, the questions should be: “Did she get back up and dust herself off?” “Is he passionate about the industry?” “Did she learn from her mistakes?” Did he maintain his sense of humor?” “Does she emphasize practice over theory?” These character traits illustrate resilience and determination in the face of adversity—essential traits for success—no matter what the industry.

It all boils down to the chemistry between the candidate and the need. Going with your gut can be the deciding factor that will help you choose the right people to lead your organization and strengthen your competitive position in the years ahead.

Bill Marshall is the Vice President of Executive Search for Dise & Company. You can contact Bill directly at the People Page on Diseco.com.

You really can do it all and still have a real life

By Ralph A. Dise, Jr.

Just because you’ve set big objectives doesn’t mean you have to sacrifice your home life.

On the contrary, the bigger the objectives, the more you need balance in your life. And you can’t do it alone.

Great leaders recognize the importance of working through others, whether they are employees, associates, vendors or customers.

Still it’s crucial to have a plan, and to work diligently at executing it. This applies to anyone seeking career success that must juggle multiple responsibilities of work and family.

How do you maintain balance in your life?

We’re all pulled in many different directions at the same time, children, employees, clients, school, community, church obligations…our kids’ activities (ask me about Irish Dancing some day). It’s nonstop.

The demands of running a professional service firm sometimes feel overwhelming. I have to be a leader, a manager, and a contributor. I have to sell, produce, and manage others. I have to give total, absolute concentration to my client’s needs. There are times when I feel I’m being hit from all sides. There are a lot of expectations from everyone—clients, colleagues, community and family. I want everyone to be happy and have what he or she needs (“good luck with that!” you’re thinking).

Communicate/keep it simple

The secret to running anything well is to prioritize your actions. You need to do the right things at the right time-those things that will help you win new customers, provide excellent service, and expand your sphere of influence.

All these actions must be executed in a timeframe that permits you to enjoy a normal life (this is a core value of Dise & Company. My colleagues and I respect one another and set aside time for our families, so that we lead balanced lives.)

Set an Annual Agenda

To ensure that I stay focused on the right things, I’ve developed an annual agenda that includes my top five priorities for the year. It’s simple, to the point and helps me decide what activities and tasks I should place on my calendar. It helps me be very clear about what to say “no” to.

My agenda for 2009-2010

1. Build sales pipeline with qualified opportunities by setting a leading example for my colleagues
2. Grow top line revenues through focused, disciplined business development management efforts
3. Optimize profitability by disciplined management of expenses
4. Grow my team’s professional capabilities by stretching them to learn new things
5. Reserve nights and weekends for my personal life.

My agenda is the basis for all my decisions. If something doesn’t fit into my agenda, it doesn’t have a place in my day.

Try an Agenda for Yourself

To stay balanced, and continue to grow, you really you have to have an agenda to keep focused on your goals for the year, and then you have to have a plan to keep you focused on your daily goals.

The challenge is, particularly in our networked world, where a PDA is now a mini-computer, is to stay focused, avoid distraction, set big goals for the year, (underpinned by big goals every day), and take action every day.

The Daily To Do List

Every morning, before you do anything else, update your daily to do list:

1. What are the two or three big things that will help contribute to your agenda?
2. Recommit to your annual goals
3. Ask yourself “ If I complete these things will it make it a good day?”
4. Ask yourself “Am I being realistic?”
5. Work towards completing the most difficult before you do anything else (especially before you check your email).

When you stop for lunch, look back at the morning, and ask: “How am I doing on my daily to-do list?” In the evening before you leave, take a moment to review your performance for the day. Assess your ability to stay focused and on-track. Did you open up your email too early? Did you spend the day being reactive and putting out fires?

Be Patient – but Selective

You are not going to get everything that you need to be done in one day. The average executive has 37 hours of work waiting for his or her immediate attention at any given moment. How you spend your time is a strategic decision.

Being selective about what you spend your time on is the key to taking back your power, getting control of your situation, and being in charge your life.

You can have it all. You can pursue big goals and still have a life. It just requires an eye on the big picture, a to-do list that is in sync with the big goals, and the ability to say “no” to things that don’t contribute to your agenda.

Ralph A. Dise, Jr. is the President of Dise & Company, the Director Emeritus of Lincolnshire International, and has worked in the field of Human Resources his entire career. You can contact Ralph directly at the Pro People Page on Diseco.com.

By Ralph A. Dise, Jr.

Why managing your company’s reputation is more important than ever

“Your reputation, good or bad, can make you or break you.”

Usually we think of managing a reputation in terms of individuals, but this axiom holds true for companies as much as it does for individuals.

Being known as “a great place to work” is highly desirable. Happy, contented workers are more productive, more considerate towards customers, co-workers, and suppliers—and are less likely to make mistakes.  

A company with a good reputation also finds it easier to attract and retain top people.  Attracting and retaining that one great person, the one that’s perfect for the job—who is able to create a workable plan and then marshal the troops to execute it—is the difference between merely surviving this recession or being positioned to take off during the coming recovery.

If your company has a poor reputation, the word gets around quickly, making it much harder to hire the best candidates. This leaves you with “B” players; and stuck in the self-perpetuating cycle of an unhappy workplace.

Companies with a poor reputation suffer because they:

• Have difficulty recruiting the people who could help them the most
• Experience high attrition rates and increased recruitment costs of both time and money, and
• Have low employee morale and decreased productivity

Companies with poor reputations suffer the most during a down economy because consumers and business buyers alike are more cautious about with whom they are spending their money. If you lose a few deals or important new customers because people are skeptical about your company, the consequences to your bottom line will be serious.

 “Don’t promise what you can’t deliver”

There is often a disconnect between what companies promise as an Employer Brand and what they deliver as an organization.  This happens when there is a temptation—to attract higher quality candidates—to overpromise when it comes to the opportunities available. 

In business, as in life, what you do is often more important than what you say.  And that is why it’s critical to deliver on your Employer Brand Promise.  If you can’t deliver the moon and the stars, don’t promise the moon and the stars. Don’t make promises you can’t keep.

As a general rule, it’s always better to under-promise and over-deliver.

It’s the duty of the HR Leader to assure that the company has the ability to deliver on its Employer Brand… or change the brand promise.

Mistakes in recruiting are costly. They lead to high attrition, lost time, and lost opportunities.  It’s a shame because mistakes due to failure to deliver on an Employer Brand Promise are completely avoidable.

Your HR practices should deliver a consistent experience that supports and affirms your promise, not only in recruiting, but as these practices pertain to: 

• Development of a compelling and concise Employer Brand
• Skill and competency assessments
• Training
• Compensation
• Performance Appraisals
• Career development
• Recognition
• Social events

But what if your current operations are not “sustainable”?

How you separate from the people you no longer need affects your reputation as much as how you attract and retain the people you do need.

This recession has made it difficult for everyone. By the looks of things, it’s not over yet. Difficult choices are being made every day. Sometimes layoffs are the only solution.

Used sparingly and with advanced planning, layoffs can be an organizational lifesaver, but when layoffs are used repeatedly without a thoughtful strategy, they can have a disastrous impact on your company’s effectiveness.

Remember the “golden rule”

If losing a job is frightening during normal times, today it is even worse.  A sudden lay off can destroy a family’s financial health and lead to the destruction of the family itself. How you separate your unneeded employees in this economic climate really matters. 

Employees, both current and past, will remember their treatment, their severance pay, and whether the employer helped with outplacement services. They’ll remember whether they were treated with dignity, respect, and compassion—or whether they were simply let go with little or no warning. 

If layoffs are necessary, you need to separate your employees from your organization with as little drama as possible, and give them a chance to get back on their feet again.

It really matters—to the people who leave, and to the people who remain.

The most important rule to remember is, “Treat others the way you’d want to be treated.”

The bottom line? Your reputation as an employer, good or bad, depends on it.

Ralph A. Dise, Jr. is the President of Dise & Company, the Director Emeritus of Lincolnshire International, and has worked in the field of Human Resources his entire career. You can contact Ralph directly at the Pro People Page on Diseco.com.

How Lubrizol implemented a Global Ethics Program to protect the value of the company for all the company’s stakeholders

For many years Lubrizol, through its Lubrizol Additives and Lubrizol Advanced Materials business segments, has been a global provider of specialty chemicals serving a wide variety of markets and end-use applications. 

Lubrizol’s products are used in gasoline and diesel engines, automatic transmissions, gear drives, marine engines, tractors, personal care products and pharmaceuticals, plastics, coatings, paints and inks, and industrial materials.

It has taken time and sustained effort from many people to attain this position. Founded in 1928 in Cleveland , Ohio,  Lubrizol has 7,000 employees worldwide, and  $5  billion sales per year.

The challenge

The new millennium marked a perfect storm for ethics and corruption problems that have resulting in the catastrophic failures of major American Companies.

Some of the companies that come to mind are Worldcom, Enron, and Adelphia. Not to mention Dynergy, RiteAid, Tyco, Global Crossing, ImClone Systems and many others.

Unfortunately, these  discrete failures were symptomatic of the looming systemic failure, and were followed by the sub-prime mortgage crisis, the global financial crisis, and the uncovering of other large Ponzi Schemes tied to Bernard l. Madoff ($50 Billion) and Alan Stanford ($8 Billion).

These failures were brought about for many reasons, including: a culture of arrogance in the companies, fraud, and conflicts of interest. These were complemented by accounting scandals, and the failure of:  independent auditors, rating agencies, regulators, senior management, corporate boards, and outside counsel.

 In such an environment, how does a  $5 Billion company, with 7,000 employees, operating in many different countries and different cultures around the world take steps to ensure that everyone is working together to create value for the company and its stakeholders, and that not one of their employees or vendors does anything to jeopardize the company?

The solution: The Lubrizol Global Ethics Program

Lubrizol has worked diligently over a period of years to create a culture where ethical decision-making is the norm. It purposefully cultivates leaders who produce exceptional results and who consistently make good decisions that benefit the company.

 As part of that effort, the role of Chief Ethics Officer was established.

Partnering closely with the company’s General Counsel, legal community and internal audit staff, the ethics office is responsible for providing leadership on matters related to ethical and legal conduct through the development, implementation and interpretation of the Corporation’s compliance and education strategy.

Senior executives at Lubrizol decided to take a pro-active approach towards an ethics program many years ago. That approach has served them well in that ethical failures reported in the news clearly demonstrated that an excellent reputation can be instantly lost, and it was in the best interest of all Lubrizol  stakeholders to share accountability for protecting the company’s value.

Much time and effort is spent communicating with employees, educating them about their responsibilities as corporate citizens, so that ethics and legal understanding is integrated into everyday decision-making and behaviors.

The hallmark of the Lubrizol Ethics Program is “Shared Accountability”, supplemented with an “Ethics Helpline”-an 800 number used to answer questions and log ethics inquiries.

The Basic Ethical and Legal Conduct Guideline Policy

“Employees of Lubrizol and its subsidiaries, as well as members of our Board of Directors, must respect the laws, customs and traditions of each country in which they operate. At the same time, employees are not to engage in any course of conduct which, even if legal, customary and accepted in such country, could be deemed to be in violation of Lubrizol’s Ethical and Legal Conduct Guidelines.”

(A link to the complete Ethical and Legal Guidelines can be found below.)

Features important to the program’s success include:

• The Chief Ethics Officer reports to the Audit Committee of the Board and reports on the progress of the program regularly
• The support of the Executive Council is unwavering, as is that of the legal community and internal audit
• The Ethics Office and its global network of regional coordinators support the effort on a part-time basis in addition to other functional responsibilities
• The Corporation’s expectations have been communicated globally, in the languages of all employees, via Lubrizol’s Ethical and Legal Conduct Guidelines
• A toll-free help line is in place to receive questions, concerns and reports
• Employees are trained on the Corporation’s guidelines and its expectations of them; program results are also communicated regularly to all employees
• All reports are recorded and investigated. Violations are dealt with swiftly and aggressively

Outcome

In the last year out of 300 Ethics Cases, 15% resulted in disciplinary action, and 5% resulted in termination.

All ethics inquiries are logged. Calls are analyzed by type, location, and severity. Reports are created for the Audit Committee, Executive Council, Senior Management, and General Employee Population.

Lubrizol’s Ethics Program has been cited as an industry best practice by the American Chemistry Council.  Additionally, the program has been shared nationally in programs sponsored by the Ethics Officer Association, the U.S. Government’s Federal Sentencing Commission and the U.S. State Department.

Conclusion

Lubrizol believes an ethics program is essential.  This is a reality that the executives of many leading companies face as communications are instant and everywhere.

The Lubrizol Ethics program (1) enhances shareholder value by minimizing financial and material risk to the Corporation (2) fosters and an environment of corporate confidence in its leaders, associates and systems (3) guides business decision and behaviors, and (4) enhances the organization’s ability to deal with its customers, suppliers, shareholders and employees with honesty and integrity.

Ultimately the success of the program is measured not by how many people who are caught, but by how many people who are helped. 

One thing is clear: Lubrizol is serious about ethical and legal conduct.

Takeaways

You can’t sit back and wait. It’s important to have a proactive approach towards ethics to protect the value of the company for all stakeholders.

Actions speak louder than words. It’s not enough to have an ethics program. There must be follow-through and the guidelines must be re-enforced with separation of company and employee if necessary.

This case study was adapted by a presentation by Mark Meister, the Vice-President of Human Resources, and former Chief Ethics Officer (a position he held for nearly 15 years) of Lubrizol Corporation, to the Senior HR Thought Leaders Forum, sponsored by Dise & Company at the Union Club in Downtown Cleveland, March 2009.

Supplement: The Fundamentals of the Lubrizol Ethics and Legal Conduct Guidelines

Fundamental #1

Insisting on honesty and integrity in dealing with customers, suppliers, all third parties and with one another.

Fundamental #2

Simply stated:

“We Don’t Lie”

“We Don’t Steal”

“We Don’t Cheat”

Simple Test for Ethical Decision-Making

• How would I feel if my family or friends knew of my actions
• Would I behave differently if I knew my actions would be reported on the evening news?
• Does this meet “the treat others as you would like them to treat you” test?

 More on Lubrizol’s Ethical and Legal Conduct Guidelines can also be accessed at http://www.lubrizol.com/OurCompany/CorporateResponsibility/EthicalGuidelines.html

How you answer this question can make or break your organization’s ability to adapt to change in these very difficult times.

“What business are you in?”

“Has your business changed with the economic climate?”

“Are you adapting to change? Or are you unsure of your next step(s)?”

Adapting to change, i.e.—refining your corporate culture and aligning it with today’s economic imperatives—is one of the toughest jobs you’ll ever undertake. Yet it could possibly be the difference between weathering the downturn—or not; or between surviving and thriving.

Most companies have difficulties dealing with change because a company’s culture forms over a period of many years. Typically, the culture is defined by default, unintentionally, reflecting the leader’s management style. It is then reinforced as new people are hired, in part, because they fit the prevailing culture.

Over time everyone gets comfortable and resists change.

For your company to consider cultural change, something significant must occur. Perhaps you lose a key client (or several key clients), you restructure and have layoffs, or face bankruptcy.

You don’t have to wait for a crisis

By definition, a crisis would never occur if executives and managers were proactive about solving problems. Most crises can be avoided if you stay in tune with the changing environment.

In good times when you’re experiencing double digit growth, everything is easy. What happens when the pipeline of new business shrinks to almost nothing?

In tough times, we have an obligation to be proactive, to look at things we weren’t paying attention to before. If you haven’t done so recently, you should gather your management team, and ask the following questions:

1. Are your prevailing values out of sync with your current needs?
An honest appraisal of the values on display in your company will help you determine where you are and what’s required to meet your current needs.

2. Have you articulated the values and objectives your company requires now?
You’ve told everyone the company must now do more with less. But is it OK for managers and executives to challenge assumptions openly? Or do you put a premium on “being agreeable”? Will your company accept risk-taking if there is the promise of great reward? Or are you in survival mode and closed off to new ideas? Are you listening to your line managers and your customers for ideas that could help your company expand revenues, cut costs, or otherwise contribute to the bottom line? Henry Ford said: “We need all the brains we can get, and all the brains we can borrow.”

3. Do you seek out opportunities to celebrate the values that make your company a winner?
Are you recognizing and rewarding the people who are achieving greater results with fewer resources? How about those who bring in new accounts or increase business when everyone else is cutting back?

If you embrace and articulate values that are in tune with the economic climate, you’ll increase your organization’s capacity to adapt. You’ll be in a much better place for the uncertainty ahead.

The question is: “Do you want to be in control of, and define, your company’s values? Or do want to leave it to happenstance, and instead let them define you?”

Ralph A. Dise, Jr. is the President of Dise & Company, the Presiding Director of Lincolnshire International, and has worked in the field of Human Resources his entire career. You can contact Ralph directly at the Pro People Page on Diseco.com.