Can Work Ethic Be Bolstered in Troubled Times?

What You Say Without Speaking
By Carol Kinsey Goman, Ph.D.
During a recent radio interview I was asked to comment on the body language of Marketplace host Kai Ryssdal. He was a very good sport about being critiqued in public, and he quickly understood that in order to change your body language you must first be aware of what your body is saying. But be warned: this isn't as easy as you may think. Take Sara, for example: Sara was a vice president at a utility company. She complained that she was consistently overlooked for senior positions. "I don't know what I'm doing wrong," she told me. "I'm smart, enthusiastic, and hard-working. I can't figure out why people don't warm up to me." Well, maybe she couldn't figure it out, but if you saw her in action, you'd know exactly what her problem was. During my session with Sara, her eyes darted around the room as if she were searching for the nearest exit, her hands made choppy gestures, and she drummed her fingers on the conference table. I'd been with the woman for only 20 minutes, and already l was feeling jumpy. Sarah perceived herself as projecting enthusiasm and energy. But the nonverbal cues she displayed were sending a loud and clear message of impatience and nervousness. This is a common situation with body language. Often, your nonverbal signals don't convey what you intend them to. You may be slouching because you're tired, but people read it as a sign of disinterest. You may be more comfortable standing with your arms folded across your chest (or you may just feel a chill), but others see you as resistant and unapproachable. And keeping your hands stiffly by your side or stuffed in your pockets can give the impression that you're insecure, whether you are or not. With nonverbal communication, perception is everything: it's not how the sender feels that matters most, but rather what the observer thinks the sender is feeling. And these interpretations are often made deep in the subconscious mind, based on a primitive emotional reaction that hasn't changed much since humans first began interacting with one another. So, the next time you're preparing for a job interview, an important meeting, or a big presentation, try rehearsing in front of a video camera. Then view the video, remaining as objective as possible. (If you can hire a coach to help you, that's even better.) Just be kind to yourself. My clients are often stunned by their body language when they watch a video of themselves for the first time. After viewing his recording of a mock job interview, one incredulous client exclaimed, "Hell, I wouldn't hire me!" Remember—whether you are speaking to a business audience of 500, pitching a product/service to a potential buyer, or presenting your idea at a team meeting, you are "on stage." And whenever you are on stage, you must pay attention to your nonverbal signals. People will judge you by your appearance and your body language—and they'll do it quickly. They may come to a conclusion about you before you've had a chance to dazzle them with your brilliant speech. I don't mean that your words don't matter. Obviously, if you want to convince people or motivate them to act, you need relevant and meaningful content when you address them. But since body language sends its own set of messages, you'll also need to gain the nonverbal advantage. Here are some nonverbal behaviors that send positive messages:
When someone else is talking, face that person directly. Even a quarter turn away signals your lack of interest and can cause the speaker to shut down.
Remove barriers between you and the other person. Take away items that block your view. Move the phone or stacks of paper on your desk. Better still, come out from behind your desk.
Maintain eye contact. People will assume you are not listening (and not interested) if your eyes scan the room or if your gaze shifts to your Blackberry or computer screen.
Show your hands and use palm-up hand gestures when speaking. Hidden hands signal that you may have something to hide, while open palms send a message of candor and openness.
Synchronize your body language with the other person. Subtly match his or her stance, arm positions, and facial expressions. (You do this unconsciously with your friends all the time.)
Nod your head. This signal encourages people to continue speaking and tells them that you appreciate their comments.
Our brains are programmed to read each other's body language, and your colleagues, clients, and customers will be watching yours to gain insight into your underlying motives and concerns. Now that you’re aware of the importance of body language in communication, make sure your actions serve and support your words.
About the Author:
Carol Kinsey Goman coaches executives, helps teams develop strategies, and delivers keynote speeches and seminars to business audiences around the world. She is the author of nine books, including her latest, The Nonverbal Advantage: Secrets and Science of Body Language at Work. For more information: telephone: 510-526-1727, e-mail: CGoman@CKG.com, or the Web: www.NonverbalAdvantage.com
Leading by Example
By John Baldoni
Taking over the top job, be it team leader or CEO, is never easy. When it is done the right way, we call it leadership; when it is done the wrong way, we call it a disaster. It falls to the person in charge to give people a reason to believe in that person’s talents and ability to get people to work together. Leaders are those who make good things happen. One of the best ways they do it is by giving people a reason to believe and to follow. That’s simple and easy to say, but it takes a lifetime of trying to put into practice. There are no shortcuts, but there are signposts. The job of a manager is to get the system running; it is the job of the leader to turn on the system, and, more especially, to get others to turn it on. There are four ways to do this:
1. Set the right example. Our concept of a leader may be shaped in part by the nineteenth century model of a cavalry officer. This person earned his position because he could outride, outshoot, and outdrink every man in his regiment, not to mention outcharm all the ladies. There is a germ of truth in the cavalry officer’s approach to leadership, and that is capability to do the job and do it well. Employees have to know that their leader has what it takes to do the job. Today’s executive jobs are less physical (save for global travel), but they do demand critical thinking skills. Leaders need to communicate by example that they have the smarts to handle the job.
2. Act the part. A mantra of the entertainment industry is that it is show business. (Not the accent on show.) For producers, this means they must provide some sizzle with their ideas; for actors, it means they must put their heart into their roles. The same sense of show applies to leadership. You have to demonstrate that you are in charge and that you have what it takes. And better yet, you love it. Look at videos of Ronald Reagan as president; from his radiant smile to his confident step it was clear that he loved his job, every minute of it. And as a trained actor, he knew how to project that confidence. Acting the part of a leader requires a willingness to get out of your skin and connect with others. It’s not dissembling; it is authentic communications when it comes from your heart and is rooted in your values as a leader.
3. Handle the tough stuff. Few people in high places get there without being knocked over a few times. Being flattened is nothing to be ashamed of; how you rise to your feet is what counts. If you do it by acknowledging your shortcomings and then set about remedying it through further education, training, or even experience, you demonstrate that you have resilience. Employees deserve leaders who know how to bend, but not break. Such leaders handle the issues that make everyone else weak in the knees—a fierce new competitor, a pending merger, or conflict in the workplace. They need to know that their leader has the heart to embrace a challenge and the guts not to break down in the face of adversity. They also need to know that their leader has brains enough to back off from the impossible so as not to break the organization. Savvy leaders pick their moments carefully; tough leaders persevere.
4. Put the team first. Leadership is not a solo act; leaders point the way, but others carry the load. Therefore, the person in charge earns credibility by working collaboratively with the team as well as sharing credit for any success. More especially, leaders who stand in the spotlight when things go poorly earn more than respect; they gain the hearts and minds of their followers. Such commitment, nurtured by respect for individual and collective abilities, will prepare leader and team to accomplish more in the future.
Command is granted; leadership is earned. That’s an adage that governs our military. People are put into positions of authority, but it is up to the individual to earn the respect and trust of his followers. The chief coin of such earning is example. When followers see the leader doing what is right for the team; that is, supporting, developing, nurturing, and defending in good times and bad, they grant their trust. The same trust-building revenue applies to individuals. Managers who put the interests of their people first by finding ways to help them grow, develop, and take on more responsibilities cease to be mere managers; they are leaders of men and women who have earned their rank by giving their people a reason to believe. Top 15 Things Leaders Need to Know to Inspire Results
1. Demonstrate character. It forms the foundation of everything a leader says and does.
2. Be accountable for your actions and responsible for the actions of others.
3. Check your ego at the door (and keep it there).
4. Promote resilience. There is no shame in getting knocked down; it’s getting back up that matters.
5. Get in the habit of asking questions but do not expect easy answers. Make it safe for people to ask you questions, too.
6. Manage around obstacles. The path to fulfilled goals is seldom straight.
7. Management is the discipline of detail. Leadership is the art of thinking beyond details in order to make things better.
8. Drive innovation by encouraging everyone on the team to think and act creatively. Good ideas can come from anyone at anytime.
9. Encourage dissent about issues but promote civility around people.
10. Create a winning culture so that people feel confident about themselves and their work.
11. Change always happens. Learn to anticipate, embrace, and adapt to it and teach others to do the same.
12. Teach others “the how” —then get out of the way and let people do their jobs.
13. Honor tradition but seek to do things that benefit people today and for tomorrow.
14. Get off the pedestal. Leadership is less about who you are than what you do!
15. Lighten up. Take the work (but not yourself) seriously!
Adapted from Lead By Example: 50 Ways Great Leaders Inspire Results (AMACOM 2008) by John Baldoni.
About the Author:
John Baldoni is an internationally recognized leadership consultant, speaker, and author of seven books, including Great Communication Secrets of Great Leaders and Lead by Example: 50 Ways Great Leaders Inspire Results (AMACOM, 2008), from which this excerpt is taken. For more information visit www.johnbaldoni.com
Can Work Ethic Be Bolstered in Troubled Times?
By Donna J. Bear
Work ethic: Rarely has an issue been so important to workplace productivity yet so difficult to influence. Some believe that work ethic is something one is born with. Others say it is nurtured through culture, family, or community, and some feel it can be learned. But regardless of how it is acquired (or not), the work ethic and attitudes that employees bring to their jobs each day can affect a firm's overall performance. Depending on one's viewpoint on the origins of work ethic, there are strategies that can help companies build up their store of hard-working, effective employees, even during times of economic difficulty. If work ethic is innate ... In this scenario, identifying, assessing, and selecting employees who embody a strong work ethic are the strategies of choice. David Snyder, author of How to Hire a Champion: Insider Secrets to Find, Select and Keep Great Employees, suggests using validated tests to identify candidates with the attributes your firm seeks. Snyder says that high performers tend to possess integrity, tenacity, and a positive attitude and are self-sufficient ("'Champions' Share," 2008). Another facet of this is ensuring that the organization offers the right mix of rewards to attract and retain targeted talent. Companies can gather information from employees via surveys, exit interviews, and focus groups regarding which aspects of their employment experience they most value. Benefits, compensation, work/life balance, learning opportunities, recognition programs, and other factors can all play a role, but these preferences might differ among various cultural or generational cohorts. Customizing the mix to individuals or cohort types might be the strategy that pays the biggest dividends. If work ethic is nurtured ... Different strategies come into play in this scenario. The manner in which an organization responds to employee absences, for example, can be a relevant factor. CCH Inc.'s survey of 317 HR professionals found that just one-third of unscheduled absences were actually attributable to personal illnesses; the bulk of no-shows were caused by a host of other reasons: Family issues represented 22%; personal needs, 18%; an entitlement mentality, 13%; and stress, 13% (Wolters Kluwer Law & Business, 2007). And although BNA's Job Absence and Turnover Survey reported that first-quarter-2008 employee absence rates were near historic lows (BNA, 2008), that good news may have a darker side. Just having employees show up regularly may not be good enough in troubled times: Presenteeism can be as big a drain on productivity as absenteeism. When workers report for duty unable to perform adequately, they raise safety and health concerns as well as productivity issues, says CCH, Inc. (2007). So, how can employers reduce absenteeism and presenteeism? CCH noted that paid-leave banks were thought to be the most effective approach for absence control. Employers can also adopt other positive practices, such as recognition programs and offerings that help workers cope with work/life balance issues and job stress. Yet, the CCH study showed that employers were more likely to use negative approaches, such as disciplinary action, to deal with these problems. Employers could probably do a better job of nurturing work ethic by taking a more holistic approach to these issues. If work ethic is learned behavior ... And if work ethic is something that can be learned, organizations may want to consider strategies that include positive reinforcement. For example, stock-trading company Scottrade implemented a new reward/recognition program called "Above & Beyond." The program delivers rewards for outstanding performance in serving customers, producing quality work, participating effectively on teams, and exhibiting other desired behaviors (Anderson, 2007). Another way to approach it is through supervisor training. Employers might be able to influence work ethic by training supervisors to focus on how to deal with negative employee behavior as well as how to give recognition to those who work hard and responsibly. Supervisors might also benefit from training on the periodic monitoring of job content. Such content often changes, and employers must be alert to how these shifts affect worker satisfaction and productivity. Boredom and burnout are two extremes on the work continuum, and job design is a critical activity that has the potential to address both ends of this dual challenge. In fact, Douglas Klein, president of Sirota Survey Intelligence (2008), contends that "bored employees have an even greater negative impact on an organization, lowering morale and productivity and draining resources." Institute for Corporate Productivity recommendation: Develop a productivity game plan to address work ethic and attitudes During this time of economic challenge, increased corporate productivity is often cited as the saving grace for organizations. While customers may buy less, supplies may cost more, and expenses may need slashing, if companies can boost productivity, they might just be able to mitigate negative financial consequences. And since productivity is often viewed in terms of output per hour, programs and policies that address the amount and quality of time that employees put forth can have a direct impact on productivity. Employers don't actually have to take a stand on whether work ethic is innate or learned behavior. They can adopt a range of the practices outlined above: recruiting and retaining those with a history of having a good work ethic, nurturing the kind of cultures that support behaviors that reflect hard work (such as lowered absenteeism and presenteeism rates), offering incentives that translate into improved work behaviors, and training supervisors in how to recognize a good work ethic and maintain it via proper job design. Documents used in the preparation of this article include the following:
Anderson, L. (2007, September). Taking stock of Scottrade's efforts to reward and recognize workers. HRO Today, 45–46.
BNA. (2008, June 23). Absence rates near historic lows despite increase from first quarter of 2007. Human Resources Report, 26(25), 697.
CCH Inc. (2007, October 10). CCH survey finds most employees call in "sick" for reasons other than illness.
"Champions" share common character traits - select and keep them. (2008, March 1). Best Practices in HR, 856, 1–2.
Sirota Survey Intelligence. (2008, January 30). Bored employees are more disgruntled than overworked ones, research finds.
Wolters Kluwer Law & Business. (2007). Reasons for unscheduled absences. 2007 CCH Unscheduled Absence Survey.
About the Author:
Donna J. Bear is the Leadership Knowledge Center Manager for the Institute for Corporate Productivity. She has a B.S. degree in business administration and an M.S. degree in management and is certified as a senior professional in human resources. Her previous experience as an HR generalist/consultant spans the PEO, corporate, and not-for-profit sectors.