Talent

This week's post was written by Jack Woelber.

I recently had an opportunity to attend a conference that focused on talent. Recruiting, hiring, and retaining good talent can be a challenge. Thirty years ago, companies chose the talent. Today, it appears the talent chooses the company. At the conference, I reflected on some ideas that serve as good reminders when thinking about talent.

Encourage Feedback

Allow constructive and honest feedback from direct reports by allowing that type of dialogue in a safe environment. Encourage others to share feedback and then be an active listener. I remember a quote that has stayed with me: “Listening is different than waiting to speak.” In addition to encouraging feedback, how we respond to that feedback is equally important. Responding negatively or in a way that discourages conversation will likely result in a decrease in constructive feedback.

Accept Feedback

There is great value in having critics around to give feedback. The best critics provide honest feedback and an opportunity to learn. However, a critic is different than a saboteur. Saboteurs are focused on themselves and it is unlikely they will be a good cultural fit. In addition to saboteurs, passive individuals can cause problems. Passive individuals are difficult to understand. When it is unclear if a passive individual is helping or hurting, it can be more challenging than actually knowing. For example, a gas gauge that works intermittently is often worse than a gas gauge that doesn’t work in any capacity.

Mentor

Mentoring has become a big part of assimilating new talent into an organization. A good mentor will encourage others to become engaged and provide an in-depth understanding of the culture. However, if the foundation of the mentor relationship is not strong, it may not be as successful. The conferenced claimed that on a scale of 1 – 10, the relationship score must be higher (stronger) than the issue score on the scale. Typically, if a relationship is weak then the issues and value of the relationship will also be weak. Spending time building relationships is very important. Additionally, it is important to accept that not all relationships will work successfully. Rather than spending time on a relationship that is not working, focus efforts on strengthening relationships that are working well.

The Right Fit

Today, the amount of technical talent a person has is key, but not sufficient. The right fit and attitude are also important. A strong candidate must have as much EQ as IQ. This becomes even more crucial the higher you go in an organization. Keep in mind, EQ does not mean leadership style. There are many different types of leadership styles and many styles can be effective.

For many companies, finding, developing, and retaining talent has become a major key to success. For some, it has evolved from a task strictly dedicated for HR to a strategy for the entire organization. In either case, strong leadership is crucial to success.

Continue leading the Interstates way!

Jack Woelber 

Develops, Coaches, and Motivates

This week's post was written by Scott Peterson.

During most Excellence in Leadership 1 classes, we ask two very telling questions:

1.       Who was the best supervisor/leader you have ever had, and why?

2.       Who was the worst supervisor/leader you have ever had, and why?

The answer to the first question revolves around development, coaching and motivation. Most of the time, the leader that tops the "best" list focused on helping the person grow, elevating their performance, and helping them achieve more than the employee thought was possible. They played the role of a mentor, coach, cheerleader, etc. Their goals were balanced between getting things done and positioning other people to learn and grow. 

The answer to the second question is also interesting. Leaders on the "worst" list are focused on themselves and getting things done.  They treat their people as tools. 

I have had many people from the Interstates family invest their time in me to help me grow. For example:

• Jim Franken - coached and pushed me about leadership and being forward-thinking.

• Darrel Ramhorst - gave me hard feedback, pushed me to have high standards, and encouraged me when I needed it.

• John DeZeeuw - helped me understand the business of construction, engineering and automation. He also inspired me to have a balanced perspective (balancing the needs of the employees, the needs of the clients, and the needs of the business).

•  Larry Den Herder - focuses on providing feedback and direction on how to make a difference for our clients.

• Jack Woelber - provides great feedback and support. He also helps reinforce the desire to build a great culture, live our core values, and provide opportunities for people.

• Dave Crumrine - helps me to think broadly and deeply about our clients and our business.  His ideas, feedback and passion around pursuing a better way have raised the expectations of myself and our team.

• Doug Post - encourages me to be a better systems thinker and to constantly read and look for solutions for our teams and for our clients.

• Kristi Segar and Lori Van Beek - provide great feedback, insight and perspective to help me grow as a leader.

As you think about how to develop, coach and motivate your team, there are two approaches that are effective. If you want to have amazing results, the key is to implement them together. These approaches are:

Planned Development

As a leader, know your team. Know what they want to develop and support that. You should also have open and candid conversations with them about what they need to develop and why. As you get to know them you'll find out what they need (e.g. skill development, experience, self-awareness, confidence, etc.).

Teachable Moments

These moments pop up every day, but many of them go unnoticed. A great leader has the ability to see them and leverage them. They may not see 100% of them; it is more like baseball - hitting 300 is great. They connect the teachable moment with the development that employee needs at that time. When it happens - it is powerful and can really motivate the employee, and the leader. 

Interstates excels at development, both on the technical side and on the leadership side. Your responsibility, your opportunity, your privilege is investing some of yourself into your team, your peers and other leaders to help them reach their potential. When it happens, it's a win/win situation. When you invest in people, you ARE leading The Interstates Way!

Continue leading The Interstates Way!

Scott Peterson