Category Archives: Human Resources

Human Resources

Not Everyone is a CEO

I’ve had the good fortune to work with, and observe, CEOs and others in leadership roles through my career.  And while many of us might daydream about being the boss, few are actually cut out to be an effective CEO; even fewer develop the competencies that will actually make them a successful CEO.

 

There are many competency models out there applicable to the CEO position, and a lot of them come with expensive consultants attached.   My preferred model is based on ideas drawn from several sources, augmented by own observations of leaders in action.

 

Influence

Firstly, I look at the ability of a leader to influence others and move people toward a common objective, even when he or she is not yet in a position of authority.    It might be a co-worker in a unit who always puts forward common sense solutions, and is able to relate personally to each co-worker.  Such people are often the ones who informally see that the important work of the unit moves ahead even when the unit manager is no t present.  Over time they become the go-to person, and are most likely to have important work delegated to them by the manager.  

 

Alliances

Leaders on the way to the top understand the value of forming relationships with key individuals both across the organization and at higher levels.  This not only helps them plug into the zeitgeist of the organization overall, but it creates goodwill that can be cashed in at a later time through promotions, favoured assignments, or to attract key internal talent to one’s own staff.

 

Customers

Many companies talk loudly about the importance of customers, but a leader maintains awareness of how an organization looks from the outside.  It’s very easy to get lost in the daily administrivia, cost challenges, and internal politics of an organization at the expense of quality customer service.   A leader on the rise understands and measures possible impact of decisions on customers and boldly brings it to the attention of decision makers. 

 

Leading

Leadership reveals itself in different ways, but never by barking out orders that are backed by the threat of discipline or termination.     A successful leader builds consensus on a plan of action that his or her charges will see as the best route forward.  More than that, staff will see some of their own thinking and aspirations in the plan, which builds ownership and commitment.    Leaders use their ability to relate personally to individuals in winning them over to a course of action.  They also understand the complexity of relationships within the organization that affect its success.

 

Strategy

 It’s all about what you do in the here-and-now that will bring about the desired outcome in the there-and-then.   A leader understands the long term implications of business decisions made today, and takes charge of the strategic planning to put the pieces in place that will achieve desired outcomes.  Just as important, a leader continually evaluates and improves a strategic plan going forward to keep plans on track.

 

Manages Change

At one time Change Management was a title on a business card or office door.    Such experts dispensed their knowledge of different models to manage organizational change, survey change readiness, create supporting communications and events, and otherwise herald the coming dawn of organizational change.   Managers would typically say:  “let the expert manage the change, we’ve got our own work to do.” Today, managing change has a new formula that fits every level of manager, right up to the CEO:

Change Management = Management.   From new products and services to staff turnover and industry upheavals, a changing environment has always confronted organizations.  Effective leaders see the opportunities in change and win the others over to those opportunities.

 

Pragmatic, Action Oriented, Results-Driven

CEOs who can define, communicate, and sell a great vision of an organization’s future bring important attributes to the job.   But CEOs who want to stay in the job must also get it done today by meeting annual objectives, making their numbers, and running the organization effectively.   This requires an ability to make pragmatic decisions based on today’s realities, without jeopardizing tomorrow’s opportunities.   It also means keeping staff aware of, and motivated toward, action plans that achieve desired results. 

 

Entrepreneurial

Whether  it’s a Fortune 500 company or a startup enterprise, the CEO needs the entrepreneurial foresight and judgment to both see and seize new business opportunities. While the Fortune 500 CEO might have access to unlimited resources to realize a new business opportunity , the same principles of knowing when to go forward and when to cut one’s losses still apply in a large organization.

 

An Eye for Talent

A competent leader understands what to look for when recruiting future leaders, one of whom may ultimately replace him or her.  Rather than seeing a rising star as a potential threat, the successful CEO recruits the kinds of people who will be capable of replacing them, because on the way up, they will achieve the kind of results that look good on the CEO.   And of course, there is a matter of succession that the CEO needs to take seriously on behalf of shareholders.

 

The Making of a CEO    

 

The competencies I’ve highlighted in this column are the most important attributes for a CEO based on my experience.  However, there are potentially many more, depending on the model applied, and the nature of the organization he or she will lead.

 

The important thing to bear in mind is that CEOs are both born and made.   Not everyone can be a CEO, but those who have some of the right stuff in aptitudes, education and experience, still need to develop the rest of their leadership kit, by adding competencies as they progress in their careers.  

 

For organizations, it means identifying future leaders and providing developmental opportunities, such as special projects, assignments to different parts of the organization to gain a general management perspective, and of course, focused education and training.   It’s also recommended that the rising leader set developmental goals each year with his or her supervisor that are reviewed and updated at year’s end.

 

If you do the math, there are relatively few CEOs in proportion to literally millions of managers and staff employed by organizations.  You only need one CEO for an organization, so it’s a pretty select club that is hard to join and even harder to stay a member.   That’s why the right competencies, applied to the development of the right people, are every  bit as important as products and customers to the long-term success of an organization.

 

Health and Safety Act, Human Resources, Workplace Violence

Workplace Violence Comes In All Shades

 

A recent news item had people snickering, and the media making hay out of it.  It seems some supervisor working for the City of Mississauga took it on himself to administer his own version of discipline on workers.  This included spankings and duct taping.  Perhaps a dominatrix in the work place is next.

 

Forgive me, I’m not trying to add to the humour over these incidents.    They are perfect examples to illustrate that workplace violence comes in all shades.   What happened in Mississauga is no less workplace violence than someone who starts throwing punches or wielding a weapon against co-workers.   Some of us may have found the Mississauga incidents funny, but it wasn’t to the workers who were subjected to it.  Imagine their humiliation, and sense of powerlessness, to submit to this nonsense where they earn their livings.  Thankfully someone stepped up to lodge a complaint against this supervisor.

 

It’s a timely anecdote, because Ontario is mandating that employers implement specific provisions set out in Bill 168, the amendments to the Health and Safety Act regarding workplace violence and harassment.    The deadline is June 15, 2010.

 

Willis Newton, president of W.N. Associates, HR consultants, who has written and dealt with issues related to workplace violence, summarizes what typifies workplace violence and harassment: 

 

  • Threatening behaviour – such as shaking fists, destroying property or throwing objects.
  • Verbal or written threats – any expression of intent to inflict harm.
  • Harassment – any behaviour that demeans, embarrasses, humiliates, annoys, alarms or verbally abuses a person and that is known or would be expected to be unwelcome.
  • Words, gestures, intimidation, bullying, or other inappropriate activities.
  • Verbal abuse – swearing, insults or condescending language.
  • Physical attacks – hitting, shoving, pushing or kicking.

 

Beyond complying with Bill 168 to avoid fines or criminal prosecution, employers should care a lot about potential violence and harassment in their workplaces.   Both the victims and victimizer represent lost productivity and declining employee morale that perpetuates poor performance.  And of course, there is the potential for catastrophic consequences of a violent incident.

 

According to Willis Newton, there are warning signs and circumstances that point to an employee who may be prone to act violently.  These include a wide range of behaviours, from crying, sulking, and temper tantrums, to complaints of victimization, blaming others, abusive language and gestures, lateness and absenteeism.  A key signal is if the person’s behaviour has notably changed, and if disruptive behaviours are happening frequently.

 

But, cautions Newton, don’t jump to conclusions.  “It is extremely important to understand that the following behaviours do not mean a person will become violent, but they may indicate that the person is experiencing high levels of stress.”  He suggests that professional judgement or outside assistance may help to determine if employer intervention is necessary.

 

That’s why it is important to engage employees in assessing the potential for workplace violence, and to put in place policies and programs that address risks and issues that have been revealed.  And that’s exactly what the Ministry of Labour expects employers who have more than five employees to do to comply with Bill 168 amendments:

 

  • Establish workplace violence and harassment policies and train employees in them
  • Complete risk assessments of the possibility for workplace violence or harassment and provide this information to employees
  • Disclose incidents of workplace violence and harassment with the joint health and safety committee and any risk assessments undertaken
  • Provide information to specific employees about the risk of workplace violence from a co-worker with a history such behaviour
  • Establish a process for employees to report instances or risks of workplace violence and harassment
  • Discipline employees for not following workplace violence and harassment policies or for committing workplace violence or harassment
  • Offer a confidential employee assistance program to allow employees subject to workplace violence or harassment, or those with personal problems, to seek help;
  • Ensure that proper security measures are in place at the workplace to protect workers from members of the public or customers
  • Have reasonable measures in place to respond to the potential of domestic violence spilling over into the workplace.
  • Keep detailed records of any workplace violence or harassment, investigation or work refusal.

 

This may sound like a tall order in short order, but it actually isn’t.  Most organizations have some policies and procedures on violence and harassment that can be reviewed and the gaps filled.  And there is support out there with templates and surveys for risk assessments and employee input that can quickly be adapted to your needs.  You don’t need to be a lawyer to do this work, but you may need one if there is an incident in your workplace and you don’t have your policies and program in place.

 

June 15, 2010, isn’t the date to start working on Bill 168 compliance, it’s the deadline. But even if you can’t meet that date, at minimum get started so that you can show you have your due diligence underway and will comply.  And at the risk of sounding mercenary, it doesn’t hurt to be able to demonstrate that you have some professional support.

 

Perhaps the best way to get motivated over Bill 168 requirements isn’t to look at it as a layer of administrivia added to your workload.  What you’re doing will enhance your work environment, and it could well be a lifesaver.  There are no better reasons for employers to get on with it.

 

Bill Hozy is helping employers of all sizes comply with Bill 168 bill.hozy@PlanningStop.com

 

 

Willis Newton helps employers address serious Human Resources issues willis@wnassociates.com