Why it’s Time to Bury the Performance Review
Posted on Monday, Feb 20, 2017 by Michael Canic

Guess what percentage of office workers have cried after their performance review. Ten percent? Fifteen percent? No, a full 22%. And … you’re gonna love this … that number breaks down to 18% of women and 25% of men!

Almost two-thirds of employees and managers believe that performance reviews are an outdated way of managing performance. More than half of employees believe performance reviews have no impact on their performance and are a needless HR requirement. And an overwhelmingly majority (80%) want real-time feedback, not bundled feedback months later.

Did you know that managers spend, on average, well over a day preparing for each employee’s performance review?

All this comes from a recent study of 1500 office workers conducted by Adobe. *

The study may be new but the spirit of the findings is not. Colleague Gary Markle, author of Catalytic Coaching: The End of the Performance Review, has been making the case for close to 20 years that the downsides of performance reviews far outweigh the upsides.

Do you suspect the same might be true in your organization? If so, then go back and take a hard look at your performance review process. Is it effective in improving performance? Are the evaluation methods valid? Do managers and employees believe in the process? Do they like the process?

If from an impartial review of your current process you conclude that it’s time to bury it, great. But you’re going to need an alternative. Not managing performance is not the answer. Fortunately, there is a better alternative. The Performance Excellence Process. And that’s the topic of next week’s blog.

Your thoughts?

Michael

* http://news.adobe.com/press-release/corporate/performance-review-peril-adobe-study-shows-office-workers-waste-time-and

 

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How to Evaluate Potential Team Members: Converging Evidence
Posted on Monday, Feb 13, 2017 by Michael Canic

After five weeks of covering what to look for in potential team members, this week I’ll expand on how.

Here’s the bad news: we over-rely on interviews. And while interviews can be a valuable method for evaluating potential team members, they’re far from the only method that should be used. As I touched on last week, the more converging evidence you have that a candidate is a strong candidate, the more confident you can be that that person will be a successful hire. But what are the methods that allow you to gather converging evidence?

Take a look at the model below. Before you evaluate candidates for any position, ask yourself which methods would be most effective for assessing the traits, knowledge & skills, background, and values you need.

For example, if you want to know about job-related skills then consider having the person do a job simulation. Have a welder weld. Have a potential CFO assess mock financial statements.

If you want to know about the person’s traits, then a combination of behavioral-based interviewing, assessment profiles, and reference checks might be useful.

If you need someone whose background includes an advanced degree, it would help if they could verify they in fact have that degree.

Depending on the position you’re hiring for it might be useful to have candidates give a presentation to a group, compose a document about the most influential events in their lives, or role play dealing with a difficult customer.

Converging evidence is the key. And you can only get that if you employ various methods in the selection process. That’s how to evaluate potential team members.

Your thoughts?

Michael

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Why it’s Important to Hire for Values
Posted on Monday, Feb 6, 2017 by Michael Canic

Last week, as part of my 5-week review of what to look for when hiring, I wrote about background. This week, I’ll focus on values.

You’ve evaluated their traits, their knowledge and skills, and their background. There’s just one piece of the puzzle left. Their values.

Let me explain. One of the things I value deeply is positive energy. I believe in exuding positive energy, I think positive energy is infectious, and I find positive energy is far more likely to lead to positive results. Why do I value it so much? Because growing up I had the great fortune of experiencing the juxtaposition of people with positive energy and negative energy. It was crystal clear to me that positive energy was who I wanted to be (grammar intended).

So how does positive energy play out in my work? To start, it plays out simply in how I greet people. And it plays out in how I lead teams, facilitate meetings, and deliver workshops. People regularly comment about how much they like and appreciate my positive energy.

Well, you might think, isn’t that a trait, not a value? Yes, it is a trait, a trait grounded in a value. And traits grounded in values are more powerful and enduring than traits grounded in motives such as: if I act like this then the boss will think I’m a team player.

Values are reflected in traits. But not all traits are rooted in values. In hiring team members I’m looking for the former.

So how do you test for values? Ask potential team members about the values they hold dearest. Then ask: why? Ask for examples as to how their personal values have played out at work. And if there was ever a time they questioned one of their values or acted in conflict with one of their values. How did that play out? Knowing how and why values became values helps to validate them.

Over the past 5 weeks I’ve covered the four essential categories to consider when evaluating potential team members: traits, knowledge and skills, background, and values. One final point: The more converging evidence you have that a candidate is a strong candidate, the more confident you can be that that person will be a successful hire.

And making successful hires is a skill that every leader wants to have.

Your thoughts?

Michael

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How We Misjudge a Candidate’s Background When Hiring
Posted on Monday, Jan 30, 2017 by Michael Canic

Last week, as part of my 5-week review of what to look for when hiring, I wrote about knowledge & skills. This week, I’ll focus on background.

A chief consideration when assessing a job candidate is the person’s background. Three main areas make up background. Sadly, and typically, one we overemphasize (education), one we misinterpret (work experience), and one we underemphasize (life experience).

Education
Yes, having a degree can tell you certain things, but if there’s one thing that’s become undeniable in recent years it’s that many people have proven extremely capable and accomplished significant things without having a university degree. Anyone heard of Richard Branson or Mark Zuckerberg?

Ask yourself three questions when considering degrees and certifications: Are they required? Are they preferred? Are they even relevant?

Work Experience
The most misleading part of a person’s background is when they talk about the results they achieved in a previous job. Let’s say a sales manager grew sales by 75% over 3 years. Sounds impressive, right? Maybe not. I want to know if the results were because of the person or despite the person. Did they spearhead the effort, were they a contributor, or did they just happen to be employed when the results occurred? What specifically was their plan and rationale, and what action did they take that directly led to the results? That’s what I want to know.

Life Experience
Drilling down into a person’s life experience can provide compelling evidence for the traits, knowledge & skills, and values that are relevant to the position you’re hiring for. Think of the single mom who raised three kids while getting her degree and working full-time. Or the refugee immigrant who worked two jobs so he could save money and ultimately bring his family over from another country. Or the long-term volunteer who spends much of their non-work time managing groups that help the needy or disadvantaged. In each case, life experience can provide relevant insights.

Yes, it’s important to consider a job candidate’s background. Just make sure you put the right amount of weight, and carefully interpret, what each candidate brings to the table.

Next week I’ll look at values.

Your reactions?

Michael

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Without Know-How and Know-What, There’s No Way
Posted on Monday, Jan 23, 2017 by Michael Canic

Last week, as part of my 5-week review of what to look for when hiring, I wrote about traits. This week, I’ll focus on knowledge & skills.

Successful team members need to show up on Day 1 with a certain level of knowledge (know-what) and skills (know-how). Yet that doesn’t necessarily mean job-specific knowledge and skills. (For many entry-level positions, employers realize if they hire people with the right traits, background and values, they can impart what’s specific to the job.)

Beyond the job-specific, there are two other categories of knowledge and skills that are almost always necessary, even in entry-level positions: interpersonal and self-management.

Interpersonal
The interpersonal deals with one’s ability to effectively understand and interact with others. That includes being an active listener and attuned to the needs of others, communicating with the audience and situation in mind, effectively influencing others, and overcoming conflict.

To evaluate interpersonal skills, role-plays can be more effective than simply asking interview questions. It’s one thing for a potential customer service rep to describe how they would handle an upset customer. It’s another altogether for them to role play that situation. A role-play would allow evaluators to assess the candidate’s tone-of-voice, empathy, patience, and so on.

Self-Management
Self-management includes organizing and managing one’s time, activities, and commitments, being aware of and managing one’s emotions, dealing effectively with stress, and maintaining focus when surrounded by distractions.

To evaluate self-management skills, behavioral interviewing can be effective. So can placing a candidate in an environment that mimics the stress, distractions or emotional triggers they are likely to face on the job. And don’t forget to ask them to explain their system for staying organized, how they have modified it over time, and what causes it to break down.

Knowledge and skills are critical to the success of any employee. Not just the knowledge and skills that may first come to mind.

Next week I’ll look at background.

Your reactions?

Michael

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6 Critical Traits to Look for When Hiring
Posted on Monday, Jan 16, 2017 by Michael Canic

Last week I wrote about the 4 categories you should consider when hiring: traits, knowledge & skills, background, and values. This week, I’ll focus on traits.

The right traits are critical to the success of the people you hire. Here are 6 traits you want all your team members to have:

1. Team First
Does the person naturally think: What’s best for the team? Are they willing to put the interests of the team ahead of their own? Can they support a decision even if they don’t agree with it? Are they energized when the team wins?

2. Work Ethic
Is the person a hard worker? Are they willing to put in the required time and effort? To go above and beyond? Even when it’s inconvenient? Is doing it right more important than just getting it done?

3. Response to Pressure
Does the person embrace pressure as a challenge or succumb to anxiety? Do they like when others have high expectations of them? Do they thrive under the pressure to achieve, to excel?

4. Response to Adversity
When the person experiences setbacks do they take responsibility? Do they view setbacks as an opportunity to self-reflect and improve? Are they persistent? Are they tenacious? Do they look for what they can influence even if they don’t have total control?

5. Focus
Is the person easily distracted by the irrelevant? Are they able to sustain focus on important tasks? Can they compartmentalize their thinking when many things are happening at once or do they get flustered?

6. Self-Organization
Is the person able to effectively manage their time? Are they able to prioritize their activities? Do they keep track of their commitments and reliably follow-up on those commitments?

A person with the right skills, background and values won’t be a good team member if they don’t have the right traits. Assess these 6 traits using behavioral interviewing and then probe their answers.

Next week I’ll look at knowledge & skills.

Your reactions?

Michael

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4 Things You Should Consider When Selecting Team Members
Posted on Monday, Jan 9, 2017 by Michael Canic

What should you look for when selecting a team member? While the specifics will vary by position, there are certain categories that apply in every case. This week I’ll outline the model I use, and in the coming weeks we’ll look more closely at each of the categories.

Traits
Traits are a person’s dominant characteristics. For example, when faced with a setback, does a person get tenacious or despondent? Do they take responsibility or point to things outside of their control?

Knowledge & Skills
Knowledge and skills refer to know-what and know-how. Any given position is likely to require some combination of job-specific, interpersonal, and self-management knowledge and skills.

Background
When considering background, we typically default to work experience and, maybe, education. Yet life experiences can be very relevant and may transfer well to the requirements of a given position.

Values
Values are the principles and standards of conduct that a person holds at their core. Understanding a person’s values can provide insight into how they are likely to perform and engage with others.

Again, while the specifics and importance of each category will vary by position, it would be wise to consider all four any time you are selecting a team member.

Your reactions?

Michael

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5 Ways to Think Like a Winner
Posted on Monday, Jan 2, 2017 by Michael Canic

The New Year is here. Are you reenergized, refocused, recommitted and ready to do what it takes to win? It starts with what’s between your ears. Here are five ways to think like a winner:

Focus Forward
Winners stay focused on what they want to achieve and are committed to achieving. And they make sure that focus is focused. Getting spread too thin undermines focus.

Think “Influence”, Not “Control”
Thinking “control” locks you into binary thinking: Can I control it or not? The game is won in the gray areas. It’s not just about what can you control, it’s about the larger sphere of what can you influence?

Becoming Better beats Being Good
“Being good” is static. “Becoming better” is dynamic. Static is a poor strategy for a changing world. Continually become better. And when you are committed to becoming better you learn from failures, you don’t ignore them.

Success is a Team Sport
If you’re a leader in any organization then achieving success isn’t about you, it’s through you. Develop the right focus, create the right environment, and build the right team so that the team can win.

Be Ruthlessly Consistent
It doesn’t grab headlines but it’s the one trait that makes winners unstoppable. It’s not what you do some of the time, most of the time, or when you feel like it time. It’s what you do all of the time because that’s who you are.

Now, are you ready to do what it takes to win?

Your thoughts?

Michael

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How to Keep Improving, Keep Getting Stronger
Posted on Monday, Dec 26, 2016 by Michael Canic

In 1962, the General Manager of the Toronto Maple Leafs, Punch Imlach, knew that his team had to improve to win the Stanley Cup. Prior to the start of the season he wrote to each player requiring they, “… report (to training camp) in good condition … able to do 20 push-ups, 20 sit-ups, and 30 knee bends.”

How times have changed. As in all fields, the standards for professional hockey players today are a world apart from what they were in 1962. And the bar is incessantly being raised. The need to improve, to grow stronger, is never-ending.

So how can you keep improving, keep getting stronger? Here are four ways (with thanks to leadership expert John Maxwell, whose ideas have helped crystalize my thinking*):

Right People

Friends, colleagues, teachers, mentors. Intentionally or not, the people you associate with will influence your beliefs, values and actions. If you want to keep improving then associate with people who inspire you, who you can learn from, and who help you to grow.

Right Media

You are your media. It’s easy to expose yourself exclusively to mindless media, or media that reinforces your existing beliefs. That’s not a formula for growth. Growth requires exposure to media that stretches you, educates you, and challenges you. Search out those media.

Right Events

Experiencing great events – courses, conferences, and the like – can inspire and shape you in unique and dramatic ways. Determine your improvement goals then commit to always having a next event you will attend.

Right Environment

There’s no question that your environment affects your psychology – how you think, how you feel and how you act. In some environments we flourish; in others we stagnate. Be purposeful. Identify, find or create the environments in which you thrive.

The need to improve, to grow stronger, is never-ending. And that Maple Leafs team that was challenged to report to camp “in good condition”? They went on to win their first of three consecutive Stanley Cups.

Your thoughts?

Michael

(* see Maxwell’s article: http://www.success.com/article/john-c-maxwell-how-to-design-an-optimum-life)

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What Santa Wants You to Know About Building Trust
Posted on Monday, Dec 19, 2016 by Michael Canic

In the original holiday movie classic, Miracle On 34th Street, Macy’s store Santa directs shoppers to rival department stores if they carry items that Macy’s doesn’t. Management, of course, is aghast, and when called to the office of Mr. Macy himself, they understandably fear the worst.

Instead, Mr. Macy recognizes the brilliance of their plan. It turns out that Macy’s has been deluged with phone calls, telegrams and letters from parents expressing their undying gratitude for helping them fulfill their children’s wishes.

“I’ve never done much shopping here before,” says one woman, “but from now on I’m going to be a regular Macy’s customer!”

Mr. Macy declares that he wants not just Santa but every sales person in the store to send customers to rival stores if Macy’s doesn’t carry what they’re looking for.

“No high pressure,” says Macy, “We want to be known as the helpful store, the friendly store, the store with a heart.”

The lesson is as simple as it is powerful: When we sincerely care about and do what’s best for others, when we’re not just self-serving, we connect at a deeper level; we build trust.

Santa knew it all along. And after all, who knows more about trust than Santa?

Your thoughts?

Michael

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