Breakthrough Strategies for Increasing Diversity and Improving Your Bottom Line

GENDER INTELLIGENCE

Why the Glass Ceiling Still Exists
The glass ceiling is still very much intact, write diversity consultants Barbara Annis and Keith Merron in their book Gender Intelligence, not because companies are unwilling to change but because companies are approaching the problem with the wrong mindset. The most well-meaning diversity managers and their executive bosses are failing in their efforts to empower women and develop more women leaders, because they are trying to build equality in numbers and sameness in behavior. In other words, in the male-dominated workplace, Annis and Merron write, women are taught that success depends on women acting more like men. What men do makes no difference, and they don’t have to change anything; it’s women who have to change.

Other leaders insist that they don’t discriminate against women. In their companies, these leaders explain, they have “gender-blind meritocracies.” The problem is that in many organizations, the supposedly objective criteria used to judge performance is based on male tendencies. For example, high-tech firms value people who communicate in a very rapid style, who are incredibly analytical, and who will tear down any idea or anyone that demonstrates a flaw in their thinking; these are typically male traits, and not surprisingly, women avoid the resulting aggressive, conflict-ridden environment created by such traits.

Men and Women are Different

The fact is that men and women are different and will always be different, the authors emphasize. In an early chapter of the book, the authors lay out the neuroscience that reveals how the brains of men and women are structured differently — for example, women have a greater prefrontal cortex, which enhances consequential thinking and moderates social behavior, thus leading them to look for win-win solutions to conflict, while men are going to take a more competitive approach.

Thus, asking women to act like men is asking women to be inauthentic. Inauthentic behavior is not only bound to fail, but it is also unnecessary. As the authors argue, the path to what the authors call “gender intelligent” companies is based on the understanding that the different styles of women, such as their less linear, more creative and web-like approach to problem solving, are of equal value to business as the ultra-linear, blinders-on, focused approach of men. The challenge is to bring the two styles together in a productive way. As the authors explain, “Teaching women to think, act, problem-solve and lead like men devalues and discourages women while limiting the vast potential of the masculine and feminine blend in leadership that is crucial for success in tomorrow’s workplace.”

In the second half of the book, the authors focus on achieving this productive blend. They lay out, for example, the three fundamental shifts for becoming a gender- intelligent leader: 1) going from a sameness mindset to embracing the value in gender differences; 2) creating meritocracies based on different models for success; and 3) recognizing when their behaviors are not congruent with their intentions — too many leaders have gender blind spots that undermine their well-meaning efforts.

The authors also explore how functions, processes and systems work in gender-intelligent organizations. For example, Deloitte, which once depended on nearly all male consultants advising all-male clients, now recognizes that women partners who listen, are understanding and encourage dialogue can be effective and in some instances even more effective consultants than their male colleagues.

The greatest contribution of this essential book, however, is in shining a light on the fact that the glass ceiling exists not because men want it there but because both men and women working to shatter the ceiling are building their efforts on the wrong assumptions.

*Barbara Annis is also the author, along with John Gray, of Work with Me: The 8 Blind Spots Between Men and Women in Business.

Making a Career Among Multiple Generations

The time in which we live is unique in that this is the first time that four generations are working side-by-side in the workplace: the Traditionalists (born before 1945), the Baby Boomers (born 1945-1964), Gen X (born 1965-1980), and the Millennials (born 1981-2001). This is due in part to increased longevity and in part to people not wanting or being able to afford to retire.

Haydn Shaw, in his book Sticking Points, describes the 12 sticking points between the generations that must be worked through in order for inter-generational cooperation to take place:

Communication                                 Loyalty

Decision Making                               Meetings

Dress Code                                       Policies

Feedback                                          Respect

Fun at Work                                      Training

Knowledge Transfer                          Work Ethic

As younger workers seek to advance in their careers, they will need to learn how to work with those of older generations, and those at the top of companies will be more and more dependent on these younger workers for their success.

This coming week we have the pleasure of hosting two Soundview Live webinars relating to these issues. The first How to Climb Your Way to the Next Level of Your Career with Debra Benton, and then How to Get 4 Generations Working Together with Haydn Shaw.

How to Climb Your Way to the Next Level of Your Career

In this Soundview Live webinar, Debra Benton gives you the insight and tools to make subtle changes in your presentation, attitude, and leadership style that will dramatically increase your leadership effectiveness – and, consequently, help you enjoy work and life.

How to Get 4 Generations Working Together

At this Soundview Live webinar, Haydn Shaw shows you how to help the different generations at work or home stick together instead of come apart, and will help you move beyond these sticking points and get productive again.

Both of these conversations will be helpful for anyone seeking to move up in their career. So please plan to join us on June 17th and 19th and invite your colleagues as well.

Building a Business When There Are No Easy Answers

THE HARD THING ABOUT HARD THINGS

Welcome to the Real World

“The hard thing isn’t setting a big, hairy, audacious goal,” writes Silicon Valley veteran Ben Horowitz, co-founder, with Netscape founder Marc Andreessen, of the venture capitalist firm Horowitz Andreessen. “The hard thing is laying people off when you miss the big goal. The hard thing isn’t hiring great people. The hard thing is when those ‘great people’ develop a sense of entitlement and start demanding unreasonable things.” In other words, most business and management books might offer some basic advice, but according to Horowitz, they don’t really help the “hard things” about a situation. “The hard thing isn’t dreaming big,” he writes, ending his litany of examples. “The hard thing is waking up in the middle of the night in a cold sweat when the dream turns into a nightmare.”

No Recipe

Horowitz, who was also co-founder of the software firm Opsware, knows a thing or two about nightmares. The stories of his Silicon Valley adventures can best be described as harrowing. There was the time, for example, that Opsware was about to lose its largest customer, EDS, which accounted for an astounding 90 percent of its revenue. The loss would have meant sure bankruptcy. The Opsware team transformed the EDS account decision-maker, a bitter man who thought life was against him, from a sworn enemy into an ally by responding to his personal needs.

The EDS rescue and many other cliffhanger experiences make Horowitz eminently qualified to write a book about how to take on the hard things. He is quick to point out, however, that The Hard Thing About Hard Things doesn’t offer a recipe for dealing with challenges: “There’s no recipe for really complicated, dynamic situations,” he writes. However, “there are many bits of advice and experience that can help with the hard things.” Horowitz intersperses detailed stories from his experience with straightforward advice on such topics as “when things fall apart,” “take care of the people, the products and the profits — in that order” and “how to lead even when you don’t know where you are going.”

One of the first bits of advice in the “when things fall apart” section that Horowitz offers is to forget positivity. Like many CEOs, Horowitz thought it was up to him to shoulder all the bad news alone. Then he asked his blue-collar brother-in-law about a senior executive in the brother-in-law’s company. “Yeah, I know Fred,” his brother-in-law said. “He comes by about once a quarter to blow a little sunshine up my a**.” “At that moment,” Horowitz writes, “I knew that I’d been screwing up my company by being too positive.”

Other lessons in the “when things fall apart” section include the right way to lay people off, how to demote a friend, and how to fire an executive. Firing an executive, he writes, begins with the recognition that, with the exception of ethical transgressions, you are firing the executive because you have made a bad choice in the first place. “The reason you have to fire your head of marketing is not because he sucks,” Horowitz explains. “It’s because you suck.” He then lists a series of mistakes made in the hiring process and suggests paying attention to them for the next executive hire.

Many business books have quotes at the beginning of chapters, and this book is no exception. But don’t expect to find Sun Tzu or Winston Churchill; Horowitz draws his inspiration from hip-hop artists who “aspire to be both great and successful and see themselves as entrepreneurs.” And indeed, a quote from Kanye West captures the no-nonsense, grounded wisdom of this insightful read: “This is the real world, homie, school finished…”

What Highly Effective Leaders See, Say, and Do

LEAD POSITIVE

See, Say, Do the Positive

For veteran consultant Kathryn Cramer, author of Lead Positive: What Highly Effective Leaders See, Say, and Do, the best way to inspire followers is to focus on the positive. Cramer developed a methodology called Asset-Based Thinking (ABT) based on this message of positive thinking, and describes in her book how leaders:

  • See the positive in the past, present and future;
  • Say the positive with communications with substance, sizzle and soul;
  • Do the positive by responding with intention (not reacting), leveraging their qualities, and driving positive change over the long term.

These questions will give the leader and his or her team a clear memory of how they leveraged positive “situational forces” and overcame negative ones to achieve success. Cramer’s force field analysis is both informational and inspirational.

One of the recurring approaches in Cramer’s ABT methodology is the Self-Others-Situation framework, in which leaders take into account themselves, others and the situation in question. For example, to help leaders “see” the positive in the present, Cramer writes that they need to consider what makes them feel strong and capable (self), how they develop meaningful connections with other people (others), and what gives them a sense of progress or achievement (situation).

Techniques and Strategies

The see-say-do framework is at the heart of Cramer’s Asset-Based Thinking methodology, which offers a comprehensive framework for leaders to respond to a wide variety of challenges and situations. In Lead Positive, Cramer describes a range of ABT techniques and guidelines for applying the framework. The “force field analysis,” for example, is a technique used to learn from a past situation that successfully worked, and is built around four questions or sets of questions:

  • “What forces were working for us?” With this question, you should identify five positive, accelerating forces, Cramer writes.
  • “What forces were working against us?” This question should lead to one or two negative forces.
  • What did we do to leverage the accelerating forces and eliminate or sidestep the negative forces?”
  • “What behavior do we want to repeat and knowledge do we want to carry forward? Which situational assets do we want to recreate, and which situational pitfalls must we avoid?”

The Message of St. Andrews

Cramer reinforces the lessons of ABT with real-world examples. One such real-world example involved St. Andrew’s Resources for Seniors System, an organization that provides a range of services for seniors, including affordable retirement housing and in-home health care. St. Andrew’s was looking to become more financially secure and a regional leader in its field. The organization looked to Cramer to help them create a vision for the future.

The first step was to develop a vision message of substance, which used an ABT structure that included what needed to be accomplished, what the executives needed to make the employees and staff understand, the call to action for employees and staff, and the benefits for all. To add sizzle to the vision message, Cramer helped Chief Operating Officer Diane Meatheany to use a narrative structure called the Hero’s Journey, based on the work of mythologist Joseph Campbell. The Hero’s Journey narrative follows a series of steps: the call, the resistance, the threshold crossing, the journey, the supreme ordeal and the return home. Meatheany crafted a story about the future of St Andrew’s and her role in it structured on the Hero’s Journey. The soul of the communication from Meatheany and the rest of the team — the all-important meaning of what is happening — was incorporated into the message through a series of answers to key “why” questions: why this is important to the bigger picture, our values and beliefs, and our organization; why it is important to me and my commitment; and why we need you involved.

The author of nine books and the founder of a consultancy that works with companies such as DuPont, Starbucks and Microsoft, Cramer knows that the deceptively simple message of positivity can belie the complexity of leading a diverse group of people in a constantly changing environment. Lead Positive transforms the principles of ABT into a practical workbook for leaders.

Know Your Talent Better Than You Know Your Customers

THE DECODED COMPANY

Using Big Data in Human Resources

What if companies knew as much about their employees as they knew about their customers? That is the provocative question at the heart of The Decoded Company — a book written by a group of entrepreneurs connected to a technology-driven health care marketing agency called Klick Health. Klick Health CEO Leerom Segal and his co-authors are great believers in the potential of big data — the myriad of information that is quietly and continuously collected from you as you go about your business as a consumer. Surprisingly, while companies have near-unanimously embraced the use of big data technology for their customers, very few attempt to find out more about their employees.

Three Principles

Using their own experiences as leaders of a fast-growing technology company, the authors describe in their book three fundamental principles for decoding your organization — that is, truly understanding in real time the individual skills, motivations and successes of employees, recognizing the challenges they face, and supporting each individual or groups of individuals as needed.

  • Principle 1: Technology as a Coach and a Trainer. According to the authors, most organizations use technology as a referee rather than as a coach. Technology allows companies to monitor what employees are doing and to whistle the fouls when they fall behind or fail. In decoded companies, technology is a      trainer and coach — preparing employees for the game (to continue the metaphor), then watching from the sidelines and jumping in to coach as      needed. One coaching idea proposed by the authors is the hiring of a “concierge” — someone who might use some of the traditional HR tools, such as career counseling or performance reviews, but whose one and only goal is to design a customized solution for each employee that helps them perform and grow. Technology as a trainer, the authors explain, means using “data and systems to watch blind spots, identify teachable moments, and proactively intervene with just-in-time training.”

 

  • Principle 2: Informed Intuition. The second principle is that technology does not replace but rather augments the intuition of leaders born from their      experience and knowledge, thus allowing them to make better decisions. The      capture of ambient data — ongoing information about what employees are doing or saying — is vital. (One example of the creation of ambient data is your Facebook activity. Facebook tracks with whom you communicate on their site, how often, from where and through which method, such as posting or chat message. This ambient data determines which Facebook friends end up on your newsfeed.) After analyzing a combination of ambient data and selected self-reported data, such as performance self-evaluations or monthly results, managers in decoded companies use their intuition to seek solutions to employee challenges. Bank of America discovered that the performance of call-center employees improved based on whom they talked to  during overlapping lunches. The bank thus decided to create more opportunities for employee conversations by changing a policy that had restricted overlapping breaks.

 

  • Principle 3: Engineered Ecosystems. The third principle is to use data to set up the culture and the environment that enables employees to work at their highest levels. Engineered ecosystems are both data-driven and talent-centric. For example, the authors describe how Google — which, as the company that tested 41 shades of blue for one of its toolbars, is notoriously data-driven — launched a major initiative to identify the most important traits for its managers. The results seemed at first less than earth-shattering: The eight identified traits included not micromanaging, expressing interest in employees’ success, having a vision and a strategy, and having the technical skills to advise the team. The data, however, not only identified the traits but also ranked their importance, and this is where Google’s leaders uncovered a truth about its culture that was contrary to everything they believed: technical expertise, once thought to be the keystone of a great Google manager, is the least important trait that a manager can have. Everything else comes first.

While Segal and his co-authors use Google and numerous other companies in a variety of industries as examples, it is their own success at Klick Healthcare that make The Decoded Company an authoritative, balanced and real-world exploration of the human resources potential of big data.