San Francisco Bay Area Executive Coaching

Leading with Values Strategies: Clarifying Company Values

It's hard for people to work in alignment with an organization's values if they don't know what they are? It might not be easy but it is your job as a leader to help clarify values for the workforce and reward people when you see value-based behaviors demonstrated.

Most employees  want to be recognized and appreciated.  Companies have retention problems when they feel leadership doesn't care.

Are you a leader who puts values into action?

Values-Based Leadership: Putting Values Into Action

Are you clear about your values and that of your organization? The values of an organization develop very soon in the culture of any organization.

The very first assessment I make when coaching leaders or providing leadership consulting is to get clarity around values. What truly matters to leaders and the company.

Are you modeling the values of your organization?

Leading with Clear Values: Putting Values into Action

People who love where they work share a common set of values with the organization. They are engaged and inspired to "go the extra mile" because the work that needs to get done matters to them.

I'm providing leadership consulting and executive coaching for the CEO and executive team of a new media company. The lead generation team was tasked to create the organization's values statement. The senior leaders and employees work hard and love to have fun. One of the five values is Fun Matters. " Hard work at Trouve nets you a night of bowling in Las Vegas while wearing a green velour tracksuit and a bright orange wig". Values at this company are put into action!

Are your organization's values put into action?

How to Attract Talented People: You Need a Compelling Message

Are the people on your team happy to work for you? Are you able to attract and retain the best people?

I am consulting with a company on creating their values and purpose statements.  The team was clear on their values, but interestingly some members were unclear on why a values statement was important. Is it helpful for the people currently working at the company or for attracting new hires?

Do company values guide decisions? Can having a compelling recruiting message that clearly articulates the organization's values and purpose attract people that are a great fit with the culture?

What do you think?

Performance-Based Job Descriptions: How Effective is Your Hiring?

When you are hiring someone for a new position you need to create a job description that focuses on what work needs to be accomplished.

Many of my client companies have what I call "old style" job descriptions. The job description focuses on skills and experience rather than motivation and performance. We rewrite the job descriptions to focus on the desired outcomes of a job.

Do your job descriptions outline specific performance objectives?

Critical Hiring Mistakes: What’s Wrong with Most Hiring Practices?

Most organizations could improve their hiring practices. Interviews are frequently poorly done and psychometric assessments are not used to help predict success.

Companies and law firms frequently hire me to conduct a pre-hire assessment of final candidates. Final candidates are given online personality and ability assessments. I then meet with each candidate and
conduct an extensive semi-structured performance-based interview asking competency-based questions. Clients receive comprehensive Selection and Development Reports.

Could your hiring practices be improved?

How to Assess and Select Winners: How Well Are You Hiring?

The ability to assess and  select top people is critical to a company’s success. If you want to build a company where people love to work you have to know how to hire and keep great people. Unfortunately, a poor hire can cost a company a great deal of money and cause undue distress and wasted time for everyone involved.

Great companies and managers start with optimistic, change-resilient, and committed people whose values fit the workplace culture.

Mary is Vice President of Human Resources at a fast growing company in a very competitive market. However, most of the company’s managers are extremely busy and find the hiring process very boring. Many resent time taken away from “important work” that needs to be done. Resumes are glanced at. Interviews consist of questions made up as the interview goes along. Interviewers talk most of the time, largely selling the virtues of the company. Hiring decisions are frequently based on impulse. Interviewers rarely find the time to get together as part of a team and discuss the candidate’s work-related competencies. Mary found herself exhausted with the process and knew there had to be a better way.

Sound familiar?

Believe it or not, hiring the right people can be enjoyable and fun.  Managers can easily learn an innovative performance-based method of interviewing  people based on a candidate’s past performance. Research in the area of emotional intelligence supports the idea that the ability to communicate effectively with others is a critical workplace core competency. The selection and assessment process is a great place to practice these skills.

 

Measuring Employeee Engagement: Twelve Questions to Measure Workforce Retention

Successful organizations need to support people in order for them to be fully committed to help execute the organization's strategy. A healthy work environment is essential for an engaged workforce.

In my executive coaching and leadership consulting with companies and law firms and accountancy firms retaining talent is frequently a strategic imperative. Unfortunately, most of my client organizations need to do a better job of engaging their workforce. Company and firm leaders need to be more aware of why people stay and why they leave.

You may find the following questions a useful measure of how happy your people are at work.

Creating Loyalty in Your Workforce: Feedback is the Breakfast of Champions

Employees want to know where they stand. It is the job of leaders to provide feedback and create a culture where in the moment feedback is modeled and encouraged.

I am currently working with an executive coaching client who wants to improve his emotional intelligence. As part of the process we are incorporating multi-rater 360 degree feedback. In my interviews with raters, it is clear that  some of the raters view my client as entitled, sometimes disrespectful and aways seeing her priorities as more important than that of others.

My client has blind spots related to these behaviors. She is open to feedback to get better. However, her co-workers are not comfortable having a conversation with my client about the behaviors they observe. The boss of my client likes to "leave well enough alone" and models not having difficult conversations unless absolutely necessary. The culture reflects this mind-set.

Are you comfortable giving and receiving feedback?   

Qualities of A Great Boss: The Important Relationship with the Manager

Fully engaged people at work have a good relationship with their boss. It makes a world of difference to work for someone you respect and who cares about you.

My coaching clients who are happy at work report liking their immediate supervisor. I hear all of the complaints about the "bad boss" and hope that there are greener pastures elsewhere.

Do you possess the qualities of a good boss? Do employees want to work for you?