Monthly Archives: December 2020

CAN-Formula for Response

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A FORMULA FOR RESPONDING

When dealing with a hostile audience, business people are likely to face questions that challenge their credibility as well as those that question facts. The underlying message of a credibility question asks “Why should we trust you?” or otherwise indicates that the speaker’s CODE score is wavering. Greenberger’s formula for answering such questions is the “CAN Response.” The speaker must be caring, answer the question, and discuss the next steps, in that order:

*Caring. The speaker must establish empathy to be seen as trustworthy. A personal story is the best way to break through to people.

*Answer. This is where the speaker gets the message across. The message should be short, simple, and positive. In the case of a factory leak, for example, the message might be as simple as, “Everything is safe.” After giving that message, the speaker should provide two supporting facts. It is best if one of the facts is from an independent, third party. After the facts, the speaker should repeat the message.

*Next steps. The speaker should explain what is going to be done to rectify the situation. It helps to provide the audience with a source for more information, such as by handing out business cards or offering to answer questions to establish that the executive is dedicated to fixing the situation.

An executive can acquire and improve all the skills needed to communicate in tough situations through preparation and practice. In today’s environment, with the 24-hour news cycle and Internet access allowing any story to go global in an instant, executives must always be prepared.

10 Qualities of High Character

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When employee behavior is less than exemplary, there is a quantifiable cost to businesses. Despite this, most companies do not pay proper attention to behavior when hiring or promoting people. In The Good Ones, Bruce Weinstein explores honorable behavior, or character, at work, which is demonstrated by people’s actions over time. Employers may find it difficult to assess the character of job candidates, but tests, work simulations, references, and interviews can help them better ascertain the type of people they are dealing with. Weinstein examines 10 qualities people with high character possess and how these characteristics have profound implications for business conduct today. Contact us

HONESTY
Honesty is by far the most important quality of high-character employees and prism philosophy always highlight it. No matter how knowledgeable or skilled people may be, if they are fundamentally dishonest, they are detrimental to the organization. Honest employees tell the truth. They refuse to fudge data, stand up to dishonest vendors, and tell the truth prudently in a way that is not critical of others. They also understand that there are consequences to dishonesty that often continue throughout their lives. Dishonesty in a company that thrives on public trust is a serious threat to the life of that company.

To determine if a job applicant is honest, an interviewer may wish to ask questions about difficult work situations, such as whether to tell an unpleasant truth, report a questionable practice, or follow ethically ambiguous instructions from superiors. Smart employers are not looking for perfect answers, but explanations of how the consequences of a dishonorable act affected the candidate and others involved.

ACCOUNTABILITY

Accountable employees do four things consistently:

  1. Keep their promises.
  2. Consider the consequences of their actions.
  3. Take responsibility for their mistakes.
  4. Make amends for their mistakes.

A strong work ethic is a component of accountability. Many people assume that having a strong work ethic simply means that they work harder. However, a person who works nonstop is a workaholic; he or she is defined by and obsessed about work. In reality, those with a strong work ethic keep their promises to employers. They work hard, but maintain a good work-life balance.

Employees who are not accountable for their actions are quickly exposed when they do not deliver on their promises. Employers who fail to hold their employees accountable should know that they are costing the business money.

Accountability at work can be hard to come by if the organizational culture does not value it. It can also be difficult to attain when there is a tendency to overpromise without considering whether or not the end results are even possible.

CARE

In business, the term “care” is generally applied to the business-client relationship. But high-character employees care about all of their relationships, both in and out of the workplace. They also care about themselves.

Care is defined as having a deep concern for people’s well-being. Care without action, however, is meaningless. Caring employees are servants, in the sense that they focus primarily on the growth and well-being of people and the communities to which they belong. Servant-leaders share power and put the needs of others first.

People who do not care about the work they do are not engaged in it. An engaged employee has an emotional connection to his or her work and an ethical commitment to taking it seriously. Being engaged at work also means going beyond the pursuit of a person’s individual career to help the organization achieve its goals.

Employee engagement is linked to higher profits, productivity, and quality; lower turnover; less absenteeism and theft; and fewer safety incidents. The higher the engagement, the better everything gets.

Bad-mouthing others may be a popular activity at work, but “good-mouthing” helps people feel good and then do better at work as a result. Studies show that people who feel good at work are 12 percent more productive than those who do not. Caring employees make it a habit of telling others the good things that the people around them are doing.

Employees who are well cared for by their employers are also good for business. When a company encourages time off, provides good benefit packages, and offers other options like flexible schedules or time to help care for a sick family member, its employees are much more likely to work hard.

High-character employees are also very careful about what they post online, even to their private social media accounts. They understand that they represent their companies even when they are not at work. Anything posted online reflects not only on the person but on the company.

COURAGE

A person who speaks out against injustice and other moral concerns, both at work and beyond, displays courage. Courageous employees have the strength of character to say and do things that might be difficult, such as:

*Tell managers what they need to know.

*Fight for their clients and business.

*Take unpleasant but necessary action.

*Ask for help.

Employees who lack courage put themselves and their companies at risk. Covering up even small mistakes can cause them to snowball into much greater problems over time.

Fear often keeps people from displaying courage, such as fear of being fired, fear of bodily harm, fear of damaging a relationship, fear of humiliation, and fear that nothing good will result. While it can be difficult to overcome these fears, high-character employees always do.

FAIRNESS

To be fair is to give others their due. Employees with high character are able to recognize injustice and speak about it, respectfully and without anger. They are aware of unfair decisions regarding hiring, raises, and promotions, and desire to make things right.

Unconscious bias is a common obstacle to fairness. Sometimes people may not realize their own biases, which can affect everyday work activities. Self-interest is another obstacle. People may be reluctant seek out what is fair if it may negatively affect their own situations.

When organizations value fair employees, they reduce or even eliminate unfair business practices and the legal and financial problems that result.

GRATITUDE

Gratitude is not merely a nicety of doing business, but an important character trait worth looking for in employees. Grateful employees benefit clients, colleagues, and the overall business.

Grateful people recognize that there are many assets in their lives that they depend on others for. They also realize that expressing gratitude makes others feel better, which also makes them feel better, and feeling better leads to higher productivity.

On the other hand, ingratitude can be detrimental. In 2012, an American Psychological Association survey revealed that over 50 percent of the people surveyed were looking for new jobs because they did not feel appreciated by their employers. Gratitude is most beneficial when it flows in both directions: from managers to team members and back again.

Gratitude, like other traits in high-character employees, can be difficult to come by. Some people might find it difficult to express because it makes them feel vulnerable. Cultural differences may also get in the way; different cultures may express gratitude in different ways, and it may also hold different meanings. Even companies within the same culture may have different expectations regarding gratitude.

HUMILITY

Smart businesses seek out people with humility. One common definition of humility is “a modest or low view of one’s own importance”; yet humility should be viewed as an accurate view of one’s importance. It is based on reality rather than a distortion.

Because humility and gratitude are closely related, people often express their humility through gratitude — for example by publicly thanking those that have helped them along the way. By acknowledging that they had help, people show that they are both humble and grateful.

Accepting criticism requires both humility and courage. People need to be able to step back and remove just enough ego to see where their shortcomings are and where they can improve. This type of humility can lead to great working relationships because it shows employers that the employees are teachable.

Humble employees are quick to acknowledge all those involved in a project. They always recognized the contributions of others, no matter how large or small. Not only can expressing gratitude make a team feel good, it also motivates them. Employees who routinely share credit with others are more successful than those who are primarily out for themselves.

A lack of humility in the workplace has consequences. People often damage their own reputations by acting in ways that are less than humble. For example, they may get passed over for jobs if they have a sense of entitlement. Such people also tend to have difficulty accepting constructive criticism, which keeps them from receiving the help they may need to do their best work.

Being humble can be a challenge, as Western culture does not always value this quality, nor do most people truly understand it. It is often viewed as a sign of weakness. To make matters even worse, many successful people are “jerks,” and others may believe that type of management style is integral to success.

LOYALTY

Hiring loyal people and creating a culture that sustains this loyalty provide a strong return on investment. Businesses whose employees are deeply satisfied have lower turnover, better safety records, superior job applicants, and stronger marketplace performance than do other businesses.

Loyal employees have strong emotional ties to their employers. They are devoted, but not blindly devoted. They also represent their employers honorably, conducting themselves properly even during after-work hours and on social media. Loyal, high-character employees recognize that they are de facto representatives of their employers at all times. They also stand by their organizations, up to a point.

Loyalty is a two-way street. Employees used to remain with their employers for their entire careers, but that was when it was commonplace for employers to provide guaranteed long-term employment, healthcare, and pensions. Many employers today do not hold up their end of the bargain, so neither do employees.

Sometimes disloyalty is beneficial to an employee, particularly financially. If a company is giving only one-percent raises each year, then it may be wiser for the employee to look elsewhere for a job, for example for one with a higher starting salary. By changing jobs every few years, an employee’s lifetime earnings can go up 10 percent or more.

PATIENCE

High-character employees continue with their missions until they prevail. They are not dissuaded or diverted by external forces. There are four primary elements of patience:

1. Acceptance: Some things can be changed and others cannot. Patient people accept the things that cannot be changed and do not try to impose their will when they know it will be a waste of time.

2. Flexibility: Sometimes obstacles get in the way of a person’s chosen path. If that person is flexible, he or she can quickly adapt, change course, and continue moving forward. Without flexibility, the person will remain stuck.

3. Persistence: Despite facing doubt or failure, a person with persistence never gives up, which is a key component of success.

4. Delaying gratification: Studies have shown that children who were willing to delay gratification grew up to have higher SAT scores, lower body mass, longer and healthier relationships, and greater success in both their professional and personal lives.

Anger is the most troubling emotion because of the damage it can cause. In the workplace, it is better to be discreet about anger rather than flying off the handle. When people act out at work, they can ruin their careers and destroy valuable relationships. Patience and restraint are vital to dealing with anger at work.

Patient employees often have a calming effect on those around them, while impatient employees often have a pattern of behavior that makes others very guarded around them. Obstacles to patience include:

*The demand for fast, quantifiable results.

*The rewards of impatience; it sometimes gets people what they want.

*The role of technology. With the fast pace of email and other technological advances, people expect fast, if not immediate, responses.

PRESENCE

Presence is more than just being physically present. A person who is present at work but attending to personal business is not really giving his or her attention to the tasks at hand.

This does not mean that an employee cannot ever look at Facebook or have a personal conversation. Sometimes creativity thrives in those free moments. Plus, sometimes people just need a break. But there is a big difference between checking social media once or twice a day and referring to it throughout the day.

Presence means being committed to doing one’s work by focusing on a single task for a reasonable period of time. “Reasonable” may vary depending on the task and the stakes involved. Focus is at the heart of presence, and separates those who are truly present, mentally and physically, from those who are not.

Listening well is one of the most important components of being present. Managers who do not listen well tend to have employees who are not happy. When managers do not listen, they seem removed from reality, less in touch with their employees, and more difficult to communicate with.

Humility can be a critical part of listening. Circumstances sometimes dictate that managers need to abandon their personal management styles in order to meet their employees’ needs. However, sometimes managers listen too much and end up feeling like they are drowning in details and problems. Listening too much can result in a loss of self.

Self-awareness is another critical component to presence. When people are conscious about their actions, behaviors, emotions, and words, they are able to maintain more control over them. That control leads to being fully present in each and every moment.

Present employees are generally more pleasant to be around than are distracted employees. When people are having conversations with others while simultaneously checking their notes, emails, or smartphones, they are indicating that they do not care. More serious is a worker who has too many tasks to complete and cannot do any of them as well as they need to be done. Presence and productivity are inextricably bound together.

Major obstacles to presence are technology, overload and fatigue, and oppressive bosses. Each of these is formidable but not insurmountable. Only when employees are aware of how each of these obstacles affect presence can solutions be found.

CONCLUSION

Character may not always be taken into proper consideration in the business world; however, it is indispensable. Employers should be able to recognize, observe, and evaluate it in current and prospective employees. Those who embody all 10 qualities are highly desirable. They are far more likely to make better decisions for themselves and for their companies.

PRISM – TTT Feedback

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We love to know what our participants feel about PRISM Philosophy.

Please share your Feedback in Comment section

JUST MOVE

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There are many parallels between running schools and running businesses. Like businesspeople, teachers must figure out how to effect change on a large scale. Leaders can inspire others by having high expectations of them, then holding themselves accountable for equipping their employees to meet those high expectations. In Move Your Bus, Ron Clark asks leaders to consider the parable of a bus that runs on a team’s energy. Every hypothetical bus has a driver and different riders. Leaders must steer their buses toward change and inspiration.

PART I: GET ON THE BUS

The bus represents organizational goals and accomplishments. It can only be propelled by other people; it cannot be propelled by itself.

Runners Need Support

Runners are particularly motivated, energetic, and excellent employees. They are motivated by success, not just external rewards, and they have can-do attitudes. Runners are not above doing basic tasks when the job calls for them. Focused and driven, they have the tools it takes to succeed. However, runners gain professional success at the expense of their personal lives.

Managers of runners should keep in mind that these employees are likely sacrificing to perform so highly. Since runners are motivated by their internal sense of excellence, managers must be careful not to break their spirits or deprive them of support or direction. When a runner is not given the tools to succeed or does not have his or her efforts directed into the proper channels, he or she can become a destructive force.

Joggers Want validation

Joggers are reliable and steady workers. They are unable to sustain the same high standards and output of runners over a long period of time, but they do contribute to the team’s overall success. Though joggers meet basic expectations, they do not generally exceed them. They can be pushed, but should not be expected to perform at a high level for a prolonged period of time.

Because of their meticulous work, joggers often feel that they are doing their best and feel they are, in fact, runners. However, they typically have different perceptions of work-life balance and their abilities than runners. One of the biggest areas in which they differ is in their need for validation–recognition and praise fuel their efforts. When upstaged by runners, joggers can become bitter and threatened, but they can still play a strong supporting role.

Walkers lack Motivation

Walkers do not contribute to the forward momentum of the bus. In order to deflect blame, they enjoy criticizing the organization and complaining. They do this because they are trying to slow others down to their speed and protect themselves. They often latch onto new hires to recruit them to their ways and prevent them from reaching their own (threatening) potential. Because of their self-centered worldviews, it can be easy for walkers to monopolize the attention and resources that should instead be given to motivated, effective, and deserving runners. Walkers will take over what they can, the slowing movement to a stop.

Riders Are Dead Weight

Riders contribute almost nothing to their organizations and can frustrate both runners and joggers. However, they can be hard to spot because they tend to blend in when organizations lack clear performance metrics. Riders are threatened by comparisons and attention to their minimal efforts.

Drivers Steer the Organization

Drivers are the leaders who set the directions of their organizations, support runners and work on either improving or eliminating joggers, walkers, and riders. In fact, there is little hope for improving riders. People without strong work ethics simply slow everyone else down, and when riders turn into walkers, they are still a drag on the organization.

Because runners require so little input and encouragement to do a good job, it can be tempting not to give them attention. Runners can also have a hard time accepting help. However, helping runners frees up their resources, which helps them become even more productive. It takes much less effort to help runners maintain their speed than to turn riders into walkers.

Pointing out runners’ mistakes is often counterproductive because it can break their spirits. Usually, mistakes happen because runners have been given so much to handle. Drivers should always say “yes” to runners so that they continue to push ahead.

PART II: HOW TO ACCELERATE

In order to accelerate, workers need to model themselves after runners, whose habits help them propel the bus forward. Every worker within an organization should either be a runner, be working on becoming a runner, or support the people who actually push the bus forward. There are many tasks employees can do to help move their companies forward:

*Get there early. Runners arrive at work and at meetings early. Arriving early and ready to go increases a worker’s worth within an organization.

*Wear your good clothes. To be taken more seriously, workers should always show up in neat, professional attire. People who have a runner’s work ethic and a rider’s wardrobe habits run the risk of losing others’ respect.

*Say hello. There is power in a simple greeting. Saying hello can help workers begin to network and build strong relationships that benefit them and their organizations.

*Sit with the runners. Sitting with high-powered individuals can open up opportunities. Not only does it open the chance to have conversations, but it shows where a worker fits within an organization’s hierarchy.

*Ask for help. When people are afraid to ask for direction, they cut themselves off from the tools that can help them succeed. Asking for help often makes it clear that an individual cares enough to do the job right.

*Accept criticism. Constant improvement cannot come without the ability to accept and tolerate constructive feedback. They should let managers know they are receptive and competent.

*Clean the windshield. People who are not in control should try to clear roadblocks for runners who need to be able to do their jobs without distractions.

*Take the hint. Workers should always pick their battles and learn to read the people they interact with.

*Listen more than you talk. Successful organizations are filled with attentive people who do not feel the need to hog attention or shoot down other people’s ideas. People who are not runners or joggers should not feel entitled to have their opinions and input heard.

*Stay in your lane. People who focus too much on what other people are doing can get sidetracked. By keeping their eyes on the road, workers can do their best work.

*Change the conversation to change the culture. Workers should refrain from negative conversations. Positive conversations yield positive results.

*Allow the runners to reap the rewards. Runners contribute more and work harder; hence, they deserve rewards, promotions, and recognition. Instead of complaining, lagging workers should step up their game.

*Exude a sense of urgency. People should move quickly as if their jobs depended on it. Moving without delay communicates a strong work ethic and predicts good results.

*Find solutions. Solution-oriented individuals who take initiative despite limited resources are valued.

*Realize you are not entitled to this job. A sense of entitlement erodes performance and creates endless excuses and roadblocks within an organization. Gratitude is important.

*Be credible. When workers honor their commitments and refuse to make promises they cannot keep, they set up their organizations for success.

*Pay attention to details. Fine-tuning details can make or break a project. Subtle touches make products more appealing and impress customers.

PART III: HOW TO MAP THE ROUTE

Leadership is a skill that can be developed over time, and leaders can become more efficient drivers by rising to the occasion.

Allow Runners to Shine

Great leaders allow their runners to shine. Since joggers, walkers, and riders often consider runners to be a threat, workplaces can feel hostile to runners and break their spirits. To let runners shine without upsetting other workers, leaders should figure out how to best leverage their talents and communicate how well everyone is doing. Awards, empowerment, and public recognition motivate runners, and that benefits everyone in the organization.

Help Joggers Do Their Best

Joggers need to be coddled and validated, but also pushed. Leaders can do this by commenting on the things their joggers are doing right and building their confidence.

Show Walkers How to Improve

Walkers may not have good role models, so they may need to be shown how to improve. Drivers must make their expectations clear and demonstrate their values. People do not know what they do not know, so they need to have things articulated to them. Drivers must determine which walkers are worth investing in and which should be let go. Either way, leaders can best maximize their walkers by assigning them to supporting roles.

Equip People to Meet Expectations

Leaders can “teach to the top” by refusing to lower their expectations and inspiring their workers to raise the bar. However, they must also lift workers up and give them tools for success. Once these tools are in place, leaders must motivate employees so they get excited about meeting their goals. By uplifting people, leaders can help them shine.

Get to the Source of the Problem

Approaching people directly about problems is more respectful and effective than broadcasting complaints throughout an organization. By nipping issues in the bud, leaders can ensure that everyone keeps moving forward.

Show Appreciation

When people do not show appreciation for little things, they will likely not recognize large contributions, either. People should show appreciation in both small and big ways to keep their organizations running smoothly.

Enjoy the Ride

Leaders who want their employees to put in the maximum amount of effort and passion must enable them to enjoy their jobs. Improving a worker’s physical environment can go a long way, as can encouraging laughter and fun.

CONCLUSION

Workers can always find a way to contribute more and improve what they are doing. They should avoid complacency, ask for help, and support one another. Given the right tools, everyone can find his or her passion and purpose and help the bus move along.