Psychedelic Engagement

My husband and I caught the Psychedelic Furs at the House of Blues in New Orleans June 2011. The Furs are back in town this week on Friday so I decided to re-run an old post because the show we saw totally rocked! It was exceptional for many reasons:

  • The night brought out friends I’d hung with during the 80s, a really fun time, and it was great to hang with them again.
  • The Furs did two sets – the first was their album Talk, Talk, Talk (which includes Pretty in Pink) in its entirety and the second set was greatest hits.
  • Saxophonist Mars Williams totally poured his heart out for two hours. For me, it doesn’t get much better than the sound of a saxaphone!

You may be wondering how this relates to management, a topic I often write about. Well, in addition to the above, the show was fantastic because lead singer Richard Butler (top photo) and his brother Tim (bass guitarist in bottom photo) were totally into it, really connecting with the audience and clearly having a blast. You could see it and you could feel it.

Musicians are artists, yes, but that night they were also service providers. What we paid for was to be entertained and we were not disappointed. If only all service providers could be so into what they do and really connect with their customers.

Academic researchers refer to this as employee engagement, a term for which many definitions exist. Mathis and Jackson define it as ‘the extent to which an employee feels linked to organizational success’. In a recent Journal of Business and Psychology article, engaged employees were defined as those who feel committed, involved, passionate, empowered, and who demonstrate those feelings in their behavior. The Psychedelic Furs were and did all of those things that night.

The article goes on to describe aspects of performance management that can lead to increased engagement:

  • setting performance and development goals
  • providing ongoing feedback and recognition
  • managing employee development
  • conducting mid-year and end-year appraisals
  • building a climate of trust and empowerment

I certainly can’t explain how the Furs manage their performance to be so engaged but my newsletter and blog posts often explore the above and other performance management practices. A lesson here is that employee engagement can be cultivated.

Finally, some Psychedelic Furs trivia to close:  According to Wikepedia, Pretty in Pink is a metaphor for “naked” and Richard Butler believes the movie totally misrepresented this original meaning. I never knew that until now. Did you?

What do you think?

Wherefore Art Thou Poor Service Quality?

Here’s what’s up with me today:

  • Stopped by doctor’s office to pick up some medical records and they can’t find the radiologist’s report. Should have been scanned into my electronic file but was not.
  • Spoke to the person I know with the ongoing Sears mattress saga. They delivered it last Friday but did not bring the hardware and tools needed to put the frame together. She slept on the sofa for two nights.

On my to do list:

  • Call Blue Cross Blue Shield and straighten out my record because they have my birth date incorrect and are refusing claims.
  • Call extended warranty provider to ask why they stopped billing me. Happened not long after I called four months ago because they charged my credit card twice in two days.

I have some ideas about why is it so difficult for companies to get things right:

  1. Our brains aren’t really designed to handle the complexity of today’s world.
  2. Employees are distracted by many things including personal e-mail, texts, voicemail, facebook posts, etc on their phones. Distracted working, like distracted driving can be hazardous.
  3. Doing more with less (i.e., fewer employees) guarantees stuff slips through the cracks (but productivity is up!).
  4. Companies do not provide adequate training because when times get tough training goes.
  5. Supervisors were promoted because they were great technical performers, not because they are good performance managers.  See #4.
  6. All of the above (or some combination).

What do you think?

It’s a Lot

Managing performance is managing relationships. Each employee relationship is significant. If you have three employees, you are in three significant relationships.

If you have a dozen employees, you are in a dozen significant relationships. Fifty employees, fifty relationships. Five hundred employees, five hundred relationships. Five thousand? Fifty thousand? Five hundred thousand?

How good are your relationships and your relationship skills? If you’re not sure or know you need to improve, consider coaching.

 

What do you think?

Thanks for reading!

You Have What Kind of Reputation???

As part of the Women’s Council of Greater Baton Rouge Women’s Week celebration, I signed up to take the “Yoga for Prosperity” series at Agame Yoga and Meditation Center with gifted teacher Amy Pickholtz. It is based on the teachings of Kundalini Yoga, specifically Yogi Bajhan. In yesterday’s class, Amy told us that Yogi Bajhan always said that “To prosper, you must help others prosper”.

I think I’ve always known this but for the last 24 hours, I’ve really given it some thought.  I definitely see it in action in the lives, careers and work of my coaching mentors/teachers, Michele Woodward and Pam Slim*.

And, I realize this philosophy is the basis of my beliefs regarding performance management.  Really successful managers focus a lot of energy on making their employees prosper.

I experienced it working for Mike, a pretty good developer of people. Even though our workloads were heavy and our travel schedules full, Mike always managed to provide feedback – both formal and informal – to me and the rest of the team. I think I once had my annual review in a Baskin-Robbins located in a gas station on I-20 in Alabama! Like I said, we stayed crazy busy but that performance discussion did happen. In addition, he was fully supportive of his employees’ training and development interests. Over time, I saw that Mike’s reputation as an employee developer was known beyond our group, because others in the company regularly asked to join our team in order to work for him.

To help supervisors and managers cultivate this same kind of reputation, I’ve created the “Becoming a Better Performance Manager Series”. The first workshop in the series – The Basics – is scheduling now. Find more information at:  http://www.cultivatecc.com/workshop-the-basics.html. Workshop #2 – Employee Development – will be available in January 2012.  Each session will provide supervisors and managers with knowledge, tools, and ultimately ability and confidence to better manage employee performance; that is, to help employees prosper.

Becoming a Better Performance Manager Series:

  • The Basics
  • Employee Development
  • Using Job Descriptions for Great Performance
  • Manager as Mentor/Coach
  • Emotional Intelligence
  • Results-based Management
  • Latest Research/Newest Thinking

To learn more about this series of workshops, call me at (225) 266-4064 or email me.  Or click here to schedule The Basics workshop.

* It was in Pam Slim’s Power Teaching class that this series of workshops was born.