Category: Beyond Leadership

People first is one company value that I feel we do right at Horizon Point. As I prepared to step on the treadmill last night around 5:30pm, my phone rang. Knowing it was a work-related call that might take a few minutes, I answered it anyway. The person on the line was in California and seeking guidance on a credentialing application. Working with individuals across time zones means, we often get calls that aren’t in our “scheduled working hours”, but it allows us to make a difference in a much larger circle, even if we are conducting virtual training at 7:30am for a group in another country.

People First. We believe people are a company and community’s greatest asset. This is why we work to foster passion and productivity in people. We realize that in all our decisions, relationships come first, and we help our clients act as leaders by cultivating and building relationships that help drive passion and productivity.

Working in the realm of development, we are tasked with helping companies and individuals grow. To that end, “People First” truly is a priority. Here are just a few ways we strive to put people first:

1. As HPC employees, our families always come first. Whether it’s a sick child, or a co-worker’s, we ensure our priorities are in order and lend a helping hand (for work or family) whenever we need to.
2. Sometimes we realize Horizon Point might not be the right choice for a client, and we refer them to another organization that can better serve them. In the long run, clients appreciate placing their needs above making a sale.
3. To touch on another company value, “Give Back”, another way we put people first is to volunteer in our community. Sometimes that means serving on a board or conducting a pro bono career coaching session to help someone who has been through a rough patch and needs guidance. This is personally my favorite way to put people first – by offering to help.

As I came on board with Horizon Point, I developed a personal mission statement that I feel fits nicely with our people first value. It reads: I will strive daily to present the best version of myself to clients, family, friends and others. I will work to empower others and help them in their journey to lead better lives.

To read more about our company values, check out Moving BEYOND WORK – Our Company Values.

Let’s pretend you have a performance appraisal system that rates people on a scale of 1-7.  One being the worst, seven being rock-star status.   You have ten direct reports and you have honestly and accurately rated them all (we’re assuming a perfect world here, bear with me).

Here’s the breakdown of where people fall:

You have three people in the 1-3 range.

You have six people in the 4-6 range.

And you have one lone rock star at 7.

Which group should you focus most of your energy on in the coming year?

If customer satisfaction research leads us to any insight on this, you would ignore the bottom three and focus almost all your effort onto moving the six in the middle towards your rock star.

According to the 2016 Forrester Research U.S. Customer Experience Index  that is described in The Power of Moments, “If you elevate the positives (those in the 4-6 range) you’ll earn about nine times more revenue than if you focus on eliminating the negatives (those in the 1-3 range).”

But the middle majority typically gets less attention than anyone else.

The research showed that most business executives focused on eliminating the negatives to their financial peril.   I think most leaders do this too.  They spend so much of their time and energy on those that aren’t cutting the mustard to the detriment of those worth the effort in moving to the rock star category. (more on how to move them in our next post).

 

Don’t let the urgency of your bottom- the vocal minority that always seems to be screaming the loudest- keep you from focusing on the important middle majority that is worth your time and effort in investing.

 

I remember when I got feedback one time after a leadership training session that the training needed to include more role-playing.

I hate role-playing.

Or at least participating in it, so I assumed everyone else hates the exercise of pretending too.

But besides hating it, I thought there were other learning methods that could emulate the same type of result that role-playing could, so I avoided it.

But when I think about trying to coach and teach people through critical leadership moments- those that require courage- role-playing, or at least practicing what needs to be done may be the best method of learning short of doing it and just seeing how it goes.

Practice or “preloading a response” as it is called in The Power of Moments, is particularly important in situations where courage is required.  This is because people “often know what the right thing to do is.  The hard part is acting on that judgment.”

Practice can lead to positive outcomes in particular with certain leadership situations like standing or speaking up for what is right, praising someone (most people think they do this enough that practice isn’t needed, but if you watch people in most organizations and leadership positions, it isn’t done nearly enough) and or reprimanding or terminating someone.

 

This practice of practicing creates a how to do it instead of a what to do guide.

I’m reminded of how important this may be in trying to help our seven year old become a leader.

He’s gotten into trouble this spring more frequently than usual.  Part of this has come through our conscious decision to allow him more freedom.  We are trying to resist the urge to be helicopter parents. Beyond our immediate watchful eyes, he’s made some bad choices and acted in a way that has led to consequences.

We typically handle this behavior by telling him he isn’t doing the right thing according to our family guiding principles: 1) Be kind 2) Be honest. We’ve found that most all kid infractions and for that matter, almost all human infractions, can be summed up in a violation of one or both of these things.

Then after this talk of explaining that he has done wrong, we punish him.

But in getting feedback for ourselves and from others, we hear, “He knows what’s right and wrong.”

He just doesn’t seem to know how to do it.

Especially when he seems to be influenced more than most by what other people think of him especially boys his age.  And Lord knows the seven year old boy brain isn’t a fully developed thing.

So as my husband and I have talked about this, we’ve started to see how we might role play with him through situations he may find himself in where he is tempted to violate being kind and/or being honest.

Moments that require courage.  Courage to go against the crowd.

So, for example, before he leaves our house to go play in the neighborhood or start his school day, we don’t remind him to be kind and honest, we walk through a situation where he might be challenged to do it.

For example:

“Pretend I just made fun of (insert name of someone in his class) by calling them fat.  What would you do next?”

“Your teacher just told you to put down the iPad and start on your math assignment. What will you do next?”

“You knock on (Insert name of friend here) door and he isn’t home.  What will you do next?”

Based on his responses we continue the role-play and what if dialogue.

The responses to these questions may sound like no brainers, but to him they often aren’t.   Just like how to fire someone may be a no brainer to someone seasoned at doing so, but to someone who hasn’t ever done it, it’s not.

The scenarios are endless in his seven year old world and in the world of leadership, and there is no way for us to cover them all.  But by bringing things up before they happen and allowing time for him to think through what he will do- “preloading a response” we hope he will be enabled to know how to act with courage and kindness and honesty, instead of having to deal with the consequences that come because he simply hasn’t practiced to make perfect.

 

How do you help leaders practice the hard stuff?  The stuff in which courage is made?