HUMANRESOURCES

LPHRCo.|BusinessSolutions
LPHR.co 2014/2015 Library.LPHR.CO

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Practices

HIGH PERFORMANCE DEPENDS ON BUNDLES OF ORGANIZATIONAL PRACTICES, NOT ANY INDIVIDUAL

ONE.
Practicesareseriesofprogramsforleaderstoapplydailythatbuildandsustainrelationshipsacrosstheir
company.Thinkofpracticeslikeatoolkit.Abuilderknowswhentogointothetoolboxtoreachfora
hammerwhenheneedstosecurethefoundationofahousethesamewaythatleadersreachintotheir
toolkittoutilizeapracticewhentheyneedtotrain,coachordeveloptheirteam.
Organizations put practices in place to support its mission, its vision and its values. Practices are
somethingleadersperformandtraindaily.Theyarerepeateddaily,weekly,monthlyandyearly.When
youperformsomethingoften,itsapractice.
In organizations, practices are a series of programs for leaders to apply daily that build and sustain
relationships across the company. Each organizational practice is designed to reinforce the other, so
that the total is greater than the parts. Can you have practices without principles? No. The practices
supporttheprinciples,whichbuildtherelationshipstosolvetheproblems.

IDENTIFYPRACTICES
LetslookatsimpleFAQsforthecriteriaforapractice.Askingsomekeyquestionscanguideleadership
increatingpracticesconsistentwitheachother.Doesitpromotesharedgoals,sharedknowledgeand
mutualrespect?Doesitopencommunication?(Betweenpeers,acrossdepartments/locations,between
management/staff)Doesitfosterasenseofcommunity?Doesitsupportyourmissionstatement?
Somecommonpracticesandmanagementphilosophiesusedacrosssuccessfulorganizationsaroundthe
globe include: hiring for relationalcoordination; behavioral interviewing; boundary spanning; building
communities; communication; conflict resolution; discovery questions; recognition programs;
mentorshipprograms;progressivediscipline(badappleprocess);huddlestoraisethesightsoftheteam;
sales roundtables; team building games; touch base sessions; continuous quality improvement
workshops; and so forth...Think of some practices, or management tools, that are currently in place
withinyourorganization.
Identify areas in your business where you see room for improvement. Using this criteria, review the
practicesandprocessesaroundthesebusinessareastoidentifythebottleneckpreventingthecompany
membersfromworkingtogethertoachieveamoredesirableresult.
Repeatthisexerciseforareasinyourorganizationwhereyourbusinessisexceedingexpectationsinthe
results. What practices contribute to the success? How can you implement whats working in other
areasofthecompanytobetterservethecustomer?

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Leadership|Development

Leadership practices that support organizational efforts to train, coach and develop its people are
typicallyseenthroughouttheorientation(onboarding)process;thecornerstoneofwhicheverythingis
tiedbacktothecompanymission,vision,valuesandprinciples.Practicesthatsetthisastheexpectation
early and often, from the very first day (or interview), tend to be more effective than organizations
practicingroutinechecktheboxprocessesthroughoutthelevelsoftheirtrainingprograms.
Thereareonlyasmallhandfulofwaysinwhichhumanbeingscanlearnnewthings.Thekeytoleading
programsfordevelopmentwellistoincorporatemultiplebundlesofwaystolearning,oftenusingone
way to build upon another. Leaders must consider the big picture while training employees and
designingpracticesthatsupportthem.
Someareastoinspectincludepolicies,procedures,extensivefunctionaltrainingplans,newhiretraining,
CQI training, etc. Learning and development in organizations directly impacts the success of the
workplaceculture,employeeretentionandcompanysuccessionplanning.

Mentorship

Mentorship is a personal developmental relationship in which a more experienced or more

knowledgeablepersonhelpstoguidealessexperiencedorlessknowledgeableperson.Truementorship
ismorethanjustansweringoccasionalquestionsorprovidingassistancegettingacclimated.Itsabout
anongoingrelationshipoflearning,dialogandchallenge.
Mentorsarehelpfulregardlessofwhereyouareinyourcareer.Whetheryouarefreshoutofcollegeor
afewyearsfromretirement,therecanalwaysbeadrivingreasontoseekoutamentor,personallyor
professionally. Having a mentor can elevate your capabilities, while helping to guide you along your
path.
In organizations, typically Human Resource Professionals oversee a Mentorship Program from the
sidelines as a small piece of a larger Learning and Development effort. They can help leaders
recommendstarperformersaspotentialmentors,assignexperiencedemployeestopairupwithanewly
hiredindividualstoguidethemthroughtheinitialperiodwiththecompanyorenlistlongtermassociates
asmentorsforrefreshertrainingskills.
Thismentorrelationshiphelpstoorientatepeopleintoyourcompanycultureandalsobuildsasense
ofcomraderyandcommunityamongall.Mentorswillserveasaresourceguide,sharingknowledge
aboutjobfunctionsacrossdepartments.

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TouchBase(Monthly)
Afundamentalprinciple,foundationorgroundworkforcreatinganenvironmentwherethereisopen,
frequentcommunicationtodiscussbasics...WhenleadersutilizetheTouchBasePractice,theydojust
that:TouchBasewitheachindividualontheirteam.SchedulingTouchBaseSessionsonastructured,
monthlybasiscreatesaconsistenttimeframeinwhichmanagersandemployeescantouchbaseone
onone. Its an opportunity for each individual to build a relationship with the other, unrelated to an
annualperformancerevieworaperformancecoachingwhereperformancemetrics(salesresults,etc.)
arereviewed.Thebaseorbasisofanythingisitsfundamentalprinciple,foundationorgroundwork
for creating an environment where there is open, frequent communication to discuss basics is an
invaluablepracticeinasuccessfulleadershiptoolkit.
Typically,leaderswillhaveeachmemberoftheirteamcompleteaSelfAssessmentTouchBaseForm,
whetherhardcopyorelectronicallythroughanorganizationsemployeeserviceintranet.Similarly,the
leaderwillalsocompleteaforminadvanceassessingthemembersoftheirteam.Bytakingthetimeto
complete this before meeting together, each person comes prepared to the session and enables the
possibilityforadeeperdialogormoreeffectivecoaching.
A copy of the meeting notes should always go to your Human Resource Department for purposes of
accurateemployeerecordkeepingforthecompany.HRsroleisalsothatofanunbiasedthirdparty.
Theykeepapulseofthesessions,yourteamsprogressandpotentiallyidentifyopportunitiesthatmay
beeasytomissfromcloseuporseepotentialproblemsbeforetheyarise.Thepossibilitiesareendless,
withintheorganizationsstandards,mission,vision,valuesandprinciples.
GUIDELINES
Review the employees business and personal goals. Review where the employee excels or needs
improvement.Getgeneralfeedbackandsuggestions.Asktheassociatehowyou,asthemanager,can
doanythingtomaketheirworkexperiencemoreprofessionallyrewarding.Discussanyspecificevents
orincidentsthatoccurredsincelastmeeting.
Leaders who practice Touch Bases on a weekly basis tend to further develop their skills and abilities
when it comes to handling other human resource performance practices. When it comes time to
conduct annual performance reviews, leaders can refer to the documentation from each oneonone
touchbasesessiontoassistinaccurately,fairlyandeffectivelyratingemployees.Plus,havingasettime
foropendialognipsanyissuesinthebudbeforetheyfesterorbecomepotentialproblems.
MotivationalcoachessuchasTonyRobbinsarethefirsttotellleadersthatRepetitionisthemotherof
mastery. Aleaderwhopracticestouchbases eachmonthwithall 12 oftheproductrepresentatives
theydirectlyoversee,issharpeningtheircoachingskills144timesmorethanaleaderwhoisnot.Its
an effective practice that takes no more than 1520 minutes per session and serves as a continuous
reminderofyoursharedgoals,sharedknowledgeandmutualrespectforanother.

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Retention

Its true that a company can have the best recruiters on the planet and still struggle with Retention.
Whilegoodrecruiterswillworkfearlesslyonfillingopeningswithtopcandidatesandbuildingaquality
pipeline of candidates for future opportunities or needs, this is only a small piece of retentions big
picture. Below are some quick hit tips for HR Professionals to utilize as support outlets for building
strongerretentionratesthroughouttheirorganization:
Onboarding
Mentoring
BuildingaSenseofCommunity
RecognitionandRewards
Involvement
TrainingandDevelopment
KeepYourPromises
TheReportCard
PerformanceAppraisals
JustAsk!
ExitInterviews(Revised)
GoldenHandcuffs
AntiRaidingStrategies
Culture
Environment

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RecruitingExcellence

Wearewhatwerepeatedlydo.Excellence,therefore,isnotanact,butahabit.Aristotle
ConductaPerformanceSELFAppraisal
ReadaGoodBook
ScheduleYourNextVacation
InterviewEmployeesforWhomYouPayaFee
MeetwithLegalCounsel
WriteaThankYouLetter
TakeaWalk
SeekAdvice
LookintheMirror
InspirationalSayingsandPosters
VisittheLibrary
ConnectwithSHRM
CallaCandidateWhoRejectedYou
BeATeamPlayer
ReadYourAnnualReport
SetaNewGoal
AttendaSeminarorTakeaClass
Brainstorm
OffSiteMeetings
TakeaLovedOnetoLunch
CountYourBlessings
InterviewaClient
FillOutAnApplication
VisitYourCompanysWebsite
VisitaCompetitorsWebsite
VisitInternetJobSites
InterviewOtherRecruiters
VisitaCareerFair
CritiqueYourTools
StudyTimeManagement
PlanYourDay
SeekOutaMentor/BeaMentor
ConductanOperationalAudit
TakeTheseLessonstoHeart

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OperationalRecruitment

Youneedtohaveacollaborativehiringprocess.SteveJobs
FifteenStrategiesforOperationalRecruitmentSuccess
1. DefinetheroleofaRecruit
2. TheOperationalAudit
3. TheImportanceofPlanning
4. TrainingandDevelopment
5. Simplify
6. MaketheMostofMetrics
7. ManageYourVendorRelationships
8. UnderstandtheProcess
9. CreateChallengingDeliverables
10. ManageCandidateFlow/Routing
11. EarnYourSeatattheTable
12. TheCustomerSatisfactionSurvey
13. RegularMeetingsandReports
14. TakeOfffromtheBaseline
15. OrganizationalCharts

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Recognition|BuildingCommunity

Leaders must recognize that peoples need for belonging and social fulfillment are two of the most
powerful human needs. Happiness doesnt come from wealth or money, but instead from social
relationships,enjoyablework,asensethatlifehasmeaningandasenseofbelongingtoagroup.Think
of ways to acknowledge or validate people and build plans to grow communities. Some successful
communityprogramsincludemultilayerrecognitionstrategies.
Companies can create and contribute to a quarterly newsletter that reiterates boundary spanning
practices and communications. Here is always a good place to recognize achievements, announce
upcomingevents,celebratebusinessordepartmentwins,sharerelevantindustrynews,listbirthdays
and anniversaries of your employees , or talk about recent progress initiatives in a new community
enrichmentprogramasawayofencouragingindividualsacrossbusinesslocationstogetinvolved.
Letsfaceit...youremployeesspendagreatchunkoftimeworkingfortheircompanieseachweek.Itis
alwaysniceforthemtohavesomethingtotakehomeandsharewiththeirfamilies,especiallywhenthey
areinvolvedintheprocess.

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A little recognition goes a long way.

Organizations can also implement Shining
Star programs (ie. Employee of the
Month/Year) to recognize people who
consistently demonstrate behaviors aligned
withthesharedmission,visionandvalues.It
is both very wise and cost effective for
companiestomakeaprogramlikethisareally,
reallybigdeal.Aprimeexampleistopresent
the winners at the end of each year and
include a surprise prize for a trip or cruise
vacation(fortwo)oftheirchoice.
Its recognition like this that continues to be
talked about throughout the entire next year
ahead and thats chatter that reinforces your
organizationalcultureforthebetter.Imagine
the excitement for the winner. Imagine the
excitement for someone coming out of
unemployment and into a new career where
everyone is talking about the paid trip to
Hawaii your newly assigned mentor just
returned from simply by committing to your
customers.
Layering in ongoing practices within your
recognition program keeps the momentum
going. Everyone likes to receive recognition
from their peers. It fosters a sense of team
building and promotes a sense of value for
peopleinthecompany.Leaderscancelebrate
ShiningStarsmonthlybypresentingthemwith
aEngravedPlaqueorhavingtheirphototaken
for the company newsletter. Each monthly
winner attends a lunch with the
CEO/Management Team each quarter, and
becomeseligibletowinthegrandprizeatthe
end of the year. Invite the winners to share
photos from their trip in the company
newsletter when they return or include their
achievement as an announcement in your
customermailings.
Other simple structures within community
recognition practices include recognizing
employee birthdays or anniversaries with
hand written cards mailed to their home.
Anytime there is a chance to celebrate
something (weddings, births, etc.) the
company should take the opportunity to
recognizeitspeople.Evenintheunfortunate
eventofadeath,employerswhosendflowers
to their employees families (in addition to
bereavement pay policies) see that it goes a
longway.
Everyonewantssomeonetocareaboutthem
whenthingsaregood,andjustasmuchwhen
thingsarenotsogood.Thissolidifiesastrong
sense of commitment and appreciation in
organizations.Therearemanycosteffective
ways to promote ongoing recognition in
servicesuchaswithyearofservicepinsand
quarterly sales awards programs that
encourageperformancebasedbehaviors.

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RaisingSights

If you want to make things happen, you have to raise the sights of your team, not lower them. The
broaderthepictureyougivepeople,thefewerobstaclestheyseeintheirpath.PeopleneedBIGgoals.
If they have big goals they will blow right through the small ones. But those obstacles will become
mountainsifyoudontgetpeoplebeyondthedaytodayissues,ifyoudontappealtosomethingthey
reallywanttodo.Thatmeanslettingthemseethebigpicture.
Itmeanssharingthefactswiththem.Itmeansshowingthemthechallenge,lettingthemexperiencethe
funofthegame,thefunofwinning.Itmeansmotivatingpeoplewithhumorandexcitement,whichgo
alotfurtherthanyellingandscreaming.

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UnderstandingMotivation

THEDESIRETODOTHINGS|CONCEPTS&APPLICATION
Motivation is literally the desire to do things. Its the difference between waking up before dawn to
poundthepavementandlazingaroundthehouseallday.Itsthecrucialelementinsettingandattaining
goalsandresearchshowsyoucaninfluenceyourownlevelsofmotivationandselfcontrol.So,figure
out what you want. Power through the pain. Start being who you want to be. Start to create the
environmentyouwanttolead.
Understanding Motivation Concepts and Applications is one of the core areas of knowledge for any
HumanResourceProfessional.Motivationcutsacrossallsixfunctionalareas.Motivation,forinstance,
isoftenassociatedwithwhyandhowemployeesorpeoplelearn.Itsalsohighlyrelevant,however,
tohowemployeesperceiveandvaluesalaries,wages,andbenefits,andtoestablishingandsustaining
positiverelationshipsintheworkplace.
Motivationtheorydirectlyimpactsemployeeperformanceintheworkplace.Assuch,HRProfessionals
needakeenunderstandingofthevariousmotivationtheoriestoincorporatetheminapracticalsense
into their initiatives and into their consulting relationships with managers and leaders across the
organization.SomeofthekeytheoriesinwhichHRProfessionalsmustbewellversedarethefollowing:
MaslowsHierarchyofNeeds
B.F.SkinnerOperantConditioning
FrederickHerzbergMotivationHygieneTheory
DouglasMcGregorTheoryXandTheoryY
DavidMcClellandAcquiredNeedsTheory
J.StacyAdamsEquityTheory
VictorVroomExpectancyTheory
Thefollowingsubsectionswilldescribeeachofthesetheoriestohelpyoubuildyourknowledgeofthese
criticaltheories.
THEORIESINPRACTICE
HRProfessionalsandLeadersinorganizationsincorporatethesetheoriesintoprogramsandpractices
thatcontributetotheoverallsuccessoftheiremployeeretentionandsuccessionplanning.
ThesepracticesincludeTotalRewardsPrograms(RecognitionPrograms),MethodsofLearning,
Training & Development, Performance Management Systems, Compensation & Benefits, Certification
Programs,Coaching&MentorshipPrograms,etc.

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MASLOWSHIERARCHYOFNEEDS[1954]
Maslowstheorypresentsfivelevelsofneedsexperiencedbyhumans.Peoplemoveintohigherlevels
ofneedaslowerlevelsofneedaresufficientlysatisfied.Thoselevels,frommostfundamentaltomost
evolved,are:
Basic physical needs: Includes food, water, shelter, acceptable working conditions, and other
fundamental,foundationalneeds.
Safetyandsecurity:Speakstotheneedtoliveandworkinanenvironmentthatfeelsandis
safe.
Belonging and love: In the workplace, this need can manifest itself through membership in a
department,aprofession,adivision,clubs,affinitygroups,orsimplythroughfriendshipsandr
relationships.
Esteem:Manifestsintwodimensionsselfandothers.Selfesteemreferstovaluingonesown
self,personallyand/orprofessionally.Esteemfromothersrelatestoreceivingrecognitionand
approvalfromothers.
Selfactualization:Individualswantto,andstriveto,reachtheirfullpotential.Selfactualization
is,veryoften,itsownreward.
MASLOWATWORK
HRProfessionalsneedtolookforcreativewaystoaddressthemotivationalneedsidentifiedbyMaslow
eventhoughemployeesmaynotbefullyawareofthem.
Addressingneedsdoesntmeantryingtomoveeveryonetothenextlevel.Itisimportantnottoimpose
expectations on employees that they do not want to embrace. It is equally important to afford
workplaceappropriateopportunitiesforthosewhodo.
Onthatnote,besuretokeepallapplicationsofMaslowstheoryfirmlygroundedintheworkplace.Link
itclearlyandunambiguouslytoperformanceoftheorganization,thedepartment,andtheindividual.
Alwaysmaintainyourfocusontheorganizationsgoals,andalwaysbepreparedtoarticulatejobrelated
reasonsformotivationbasedinitiatives.
Last,asyoufocusoncreatingopportunitiesthatenableemployeestomovetohigherlevelneeds,dont
lose track of whether and how well employees lower level needs are being met. A compensation
system,forinstance,thatallowsemployeestomeettheirbasicphysicalneedsatonepointintimemay
eventuallybecomeproblematicandfallwellbelowwhatlabormarketcompetitorsarepaying.Howcan
thishappen?Trytakingyoureyeofftheballs,evenforashortperiodoftime,ofrangemovement,
meritbudgets,andthelike,andwatchwhathappens.

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B.F.SKINNER,OPERANTCONDITIONING[1957]
B.F.Skinnerstheoryofoperantconditioningassumesthatthewayspeoplechosetobehaveinthefuture
areafunctionoftheconsequencesthathaveresultedfromtheirpastbehavior.Skinneridentifiesfour
typesofconsequences:
Positive reinforcement (praise): Demonstrating desired behavior results in a desirable outcome or
consequence.Thismayencourageindividualstochoosetoengageindesiredbehaviorsagain. Asan
example,acustomerservicesupervisorobservesacustomerservicerepresentativeskillfullyresolvea
complaintfromaniratecustomer,andpraisesthatpersonforsuccessfullydefusingapotentiallyvolatile
situation.
Negative reinforcement: When an individual believes that specific behaviors will result in a specific
undesirableoutcomeorconsequence,heorshemaychoosetodemonstratemoredesirablebehaviors,
instead. In this way, the individual will behave in a way that prevents that undesirable consequence
fromhappening.Asanexample,anemployeechoosestousehisorherownpersonalemailaddressand
computerratherthanthecompanysemailsystemforjokesand/orothercorrespondencethatcould
potentiallybeviewedasinappropriatefortheworkplace.
Punishment: Demonstrating undesirable behavior results in an undesirable outcome or consequence.
Thismayencouragetheindividualtochoosenottoengageinthatundesirablebehavioragain.Asan
example,andemployeewhocontinuestoanswerincomingpersonalcellphonecallsduringatraining
session, even after being asked to stop, is asked to leave the training session and is not permitted to
registerforamakeupprogramforatleastthreemonths.
Extinction:Anindividualsbehaviorwhetherdesiredorundesiredelicitsnooutcomesor
consequencesatall.Theindividualmaychoosenottodemonstratethatbehavioragain.Asan
example,anemployeepersistsintryingtoengagecoworkersincounterproductiveconversations
aboutothercoworkers(thatis,gossip).Ifthecoworkersdonotjoinin,theemployeemightchoose
nottoinitiatethesesortsof(undesired)conversationsinthefuture.

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FREDERICKHERZBERG,MOTIVATIONHYGIENETHEORY[1959]
Herzbergidentifiedtwoseparateanddistincttypesofneeds:
Motivationfactors:Relatedspecificallytothejobitselfforinstance,thenatureofthework,
thechallengeinherenttothework,and/ortheperceivedorrealvalueofthework.
Hygienefactors:Relatedtoeverythingelseanemployeemightexperienceintheworkplace
everythingassociatedwiththework,butnottheworkitself.Thisincludesbutisnotlimitedto
pay,benefits,natureofsupervision,relationshipswithcoworkersandsoforth.
DubbedTheFatherofJobEnrichment,Herzbergdistinguishedbetweenfactorsthatcangenerate
positivefeelingsaboutthework(themotivationfactors)andthefactorsthatcanresultinnegative
feelingsaboutthework(hygienefactors).So,althoughunacceptablemotivationfactorswontcause
anemployeetobeunhappyatwork,unacceptablehygienefactorscould.Conversely,acceptableor
positivemotivationfactorswillcauseanemployeetobehappyatwork,butacceptableorpositive
hygienefactorswont.However,motivationfactorswillhaveapositiveimpactonanemployees
motivationlevelif,andonlyif,hygienefactorsareacceptable.
HerzbergstheorychallengedemployersandHumanResourceDepartmentstolookatemployees
satisfactionatworkinacompletelynewanddifferentway.Nolongerwasjobsatisfactionviewedas
existingalongasinglecontinuum.Herzbergtransformationallydefineditasafunctionoftworelated,
butwhollydifferent,factorsbothofwhichwarrantedattention.

DOUGLASMCGREGOR,THEORYXANDTHEORYY[1960]
BuildingonMaslowswork,TheoryXandTheoryYreferstotwoapproachestomanagement:
Theory X Managers manage in accordance with the general belief that employees are uncommitted,
uninterested,hesitanttoassumeanyadditionalresponsibility,andessentiallylazy.
TheoryYManagersmanageinaccordancewiththegeneralbeliefthatemployeeswilltakeonandeven
lookforadditionalworkiftheemployeeperceivesthattheworkissatisfyingandrewarding.

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DAVIDMCCLELLAND,ACQUIREDNEEDSTHEORY[1961]
McClellands theory identified and focused on one particular need achievement. According to
McClelland,achievementisnotauniversalmotivatorforeveryone,andthedegreeofneedvariesfrom
individualtoindividual.
Individuals who experience or, perhaps more appropriately, possess the need for achievement are
neitherriskaversenorriskembracing.Morefrequently,theytakeamiddleoftheroadapproachwhen
itcomestoriskcalculated,andconscious.Thosemotivatedbytheneedforachievement,therefore,
will assume an acceptable and tolerable level of risk that allows the opportunity for upside potential,
confident all the while that their skills, abilities, and contributions will have the greatest impact in
determiningtheoutcomeofasituation.Interestingly,individualswithahigherachievementneedare
less concerned with the rewards of achievement than they are with the actual attainment of that
achievement.
With respect to performance management, individuals who have a high need for achievement may
gravitate toward stretch goals. They would also be more likely to focus on the goals portion of a
performancemanagementsystemorformthanthecompetenciesportion.

J.STACYADAMS,EQUITYTHEORY[1963]
Equity Theory, as the name implies, is predicated on the assumption that people want to be treated
fairly,particularlywhencomparedtohowothersaroundthemaretreated.Italsopurportsthatsuch
comparisons will be made frequently. In the context of employment, equity theory asserts that
employeeswillcomparetheirinputs(everythingtheybringtothejobandinvestinthejob)andoutputs
(howtheyarerewardedbothintrinsicallyandextrinsicallyforwhattheyinvestinthejob)toothers
inputsandoutputs.Ifemployeescomeawayfromthisprocesswiththefeelingasthoughtheyarebeing
treatedfairlyincomparisontoothers,theywillcontinuetoputfortheffort.
Conversely, employees who come away from this process with the belief that they are being treated
unfairlywillseektomakeachange.Thatchangemightincludetryingtochangetheirowninputs,trying
tochangetheirownoutputs,ortryingtochangetheinputsoroutputsofothers.Anyoftheseoptions
could manifest themselves in either productive or unproductive ways. And, of course, that same
employeecouldquitthemostdramaticwaythatanemployeecanchangeinputs.

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VICTORVROOM,EXPECTANCYTHEORY[1964]
Vroomsexpectancytheoryisallaboutweighingoptionsandmakingchoices.Itasserts,inessence,that
peoplewillputfortheffortwhentheybelievethatsucheffortwillresultinanoutcome,andthatthat
outcome is worthwhile. This theory is composed of three key elements and resulting questions that
individuals(inthiscase,employees)askthemselves:
Expectancy: How likely is it that Ill be able to attain a particular goal (in this case, a certain level of
performance)ifIputforththerequiredeffort?Instrumentality:AssumingthatIdoattainthislevelof
performance,howlikelyitisthatIllberecognizedorrewardedinsomeway?Valence:Assumingthat
Iamrecognizedorrewarded,whatisthatrecognitionorrewardreallyworthtome?

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LeadershipTraining
Welcome to Part One of your Leadership Progress training and development. The purpose of any leadership
programistoprovideyouwithtoolsandresourcestoinvestinyourongoingleadershipdevelopment.Throughout
thisprocess,wewilllearntogetherasateam.
In Part One: Leadership Basics, you will become one with your mission, your vision and the values (or beliefs)
whichguideyouinyourorganizationandspecificroles.Eachofourrolessharethiscommonpurposeandwewill
learn how to use our Shared Goals, Shared Knowledge and Mutual Respect to help guide us to become better
leaderstogether.Oneofthebestwaystopickupanewskillsetistoimmediatelyimplementit.InPartOne,we
willeachcommittochangesandtracktheirresultsweekly.
PartOne:LeadershipBasicswillserveasarefreshmenttoyourorganizationsprinciples.Youwillbeassigneda
BeliefSystemCaseStudytopracticewithinyourindividualdepartments.Wewilllearnfromeachothertobetter
understandwhatyoupersonallyvalueandhowitrelatestothethingsthatareimportanttoyou.Thiswillbethe
foundationforcreatingyourownpersonalvisiontobuilduponinPartTwo:Culture.
WHYSHOULDWEGROWASLEADERS?
Leadershipdevelopmenttakescommitmentandfocus.Thehighertheleadership,thegreatertheeffectiveness.
When we think about qualities of great leaders, we see some commonalities. Attributes such as Character,
Integrity, Commitment, Communication, Competence, Sense of Discernment, Generosity, Initiative, Listeners,
Passion,PositivityinAttitude,ProblemSolvers,Relationships,Responsibility...justtonameafew.
Infact,mostleadersgenuinelycareaboutpeople.Theyunderstandthatpeopledontcareabouthowmuchyou
knowuntiltheyknowhowmuchyoucare.Growingasaleaderhelpsyoutobetterrecognizeopportunitiesand
solicittheinputofothersintheprocess.Thisisaninvaluableresourcethatallowsleaderstohaveastrongsense,
orapulse,ortheirteams.Whenyoucreateanactionplanwiththemembersofyourgroup,youbuildasolid
senseofcommitmentandfindthatpeoplearealwayswillingtopaythepriceingoingaboveorbeyondtoachieve
sharedgoals.
Leadershipabilityisthelidthatdeterminesapersonslevelofeffectiveness.Thelowertheindividualsabilityto
lead, the lower the lid on the potential. The higher the leadership, the greater the effectiveness. Where
leadershipshines,individualstakeclosernoticetotheinputsandoutputsthatmakeanorganizationsuccessful.
W.EdwardsDemingtaughtus,Eitheryourbusinessisimprovingoryourbusinessisgoingoutofbusiness.Its
thissimple.
Thebook,TheSouthwestWay,isaboutusingthepowerofrelationshipstobuildhighperformingteams.Wesee
their formula for success in action... Everything boils down to Shared Goals, Shared Knowledge and Mutual
RespectintheSouthwestAirlinescultureandtheirresultsareproofofhowithelpsthemstandoutintheairline
industry.TakeawayLeadershipandContinuousQualityImprovement:Whatdoyouhaveleft?
WithoutCQI,anorganizationcannotunderstanditsvalues;modelwhattheystandfor;besuccessful;feelvalued
or appreciated individually; create an environment thats a great place to work or shop. Leaders dont accept
mediocrityandafocusonCQIensurestheyareleadingattheforefront.

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TheHigherWeClimb
Thehigheryouwanttoclimb,themoreyouneedleadership.Thegreatertheimpactyouwanttomake,
thegreateryourinfluenceneedstobe.
Servantleaderslookatleadershipasanactofservice.Theytrain,coachanddevelopormentortheir
people.Theyempowertheirpeopleandwelcomefeedbackasasourceofusefulinformationonhow
theycanprovideabetterservice.Theyrecognizeothersfortheirachievements,notthemselves.
Leadership may take place when things go right; its critical when things go wrong. When things go
wrong, its important to take a look at what occurred and recognize what went wrong. Leaders help
shapetheirteamtoworktogethertochangetheprocess,changetheresult.So,itsimportanttohave
keyperformanceindicators(KPIs)inplaceasabaselineguidetoleveragingyouroverallsuccess.
Key Performance Indicators (KPIs) are metrics that make your departments and business successful.
Typically,leadersinorganizationstrackthecurrentorweeklyresultsofKPIsrelatedtotheirshortand
long term goals. Business unit leaders will often refer to this data to create action plans, overcome
roadblocks,comeupwithsolutionsoridentifyareaswheresupportisneeded.IncorporatingKPIswithin
aCQIfocusedcultureisasurewaytoorchestrateyourgoalsandpracticestogetherandoperatelikea
finetunedmachine.
CQI environments lead by servant leaders and KPI systems understand they need to balance their
prioritiesandconcentrationtoreachtherightleveloffocus.Prioritieswithoutconcentration=Knowing
whattodobutnotgettingitdone.Concentrationwithoutpriorities=focuswithoutprogress.Priorities
+Concentration=Focus.Manyleadersuseafocusformulatoaligntheirtimemanagementproperlyto
thisconcept.Strongleaderswillfocus70%onstrengths;focus25%onchange;focus5%onweaknesses
andopportunities.
Takealookatyourdailyagendatodetermineifyouarechoosingtospendenoughtimeleading.
OVERCOMINGFAILURES
Itsnotwhetheryougetknockeddown,itswhetheryougetup.VinceLombardi
Its okay to fail. Under what circumstances you would quit a project? There are seven commitment
detractors:(1)GivingUp(2)Thinkinglifeshouldbeeasy(3)Believingsuccessisadestination(4)Negative
Attitude(5_Acceptingmediocrity(6)Fearoffailure(7)Lackofvision.
Where theres a lack of leadership, theres no shortage of selfinterests, always looking at something
wheretheressomethinginitforme.Allaboutme...Whatsinitforme...Positionalleaderstend
toviewleadershipthiswaywhereservantleadersputothersaheadofthemselves.Thegoodnewsis:
itsnevertoolatetochange.Changeisagiven;itwillhappenwhetherweareapartofitornot.When
yougetknockeddown,takeastepbacktoseethebigpictureandseewhatadjustmentsneedtotake
placetogetbackinthegameandwin.

LPHR.CO 10

EverythingRises|FallsonLeadership

Leadership is about articulating visions, embodying values and creating the environment in which all
thingscanbeaccomplished.
Leaders cast the mission, vision and values of a company throughout its people. They know how to
effectivelyinfluencepeopleandactaschangeagentsthatinitiategrowth.Leadersareinnovatorsand
creators.Theydontacceptmediocrityandtheyarealwayspushingthestatusquo.
Commitment to leadership separates the doers from the dreamers. What does it look like to be
committedtoaproject,aperson,oranidea?Whenisyourcommitmenttested?Howdoyoumaintain
commitment when something takes longer than expected or something is more difficult than
anticipated?
Tothemarathoner,itsrunninganothertenmileswhenyourstrengthisgone.Tothesoldier,itsgoing
overthehill,notknowingwhatswaitingontheotherside.Totheleader,itsallthatandmorebecause
everyoneyouleadisdependingonyou.
Thesecretofyoursuccessisdeterminedbyyourdailyagenda:Howdoyouarticulateyourvision?What
does it mean to embody your values? How do you create an environment in which things can be
accomplished?
WhatamIdoingtoinvestinmyself?WhatamIdoingtoinvestinotherpeople?Castyourvisiondaily...
Developyourselfpersonallyandprofessionally.
Asleaders,howdowecastourvisiondaily?Wemusthaveunfilteredevaluation.Itsaformofrespect
and necessary if you want to succeed. Employees need to be able to communicate whats really
happeningintheirworld.Then,wecanservetheneedsofemployees,helpingthemtoaccomplishour
visiontoexceedcustomerexpectationsineverythingwedo.
Todaymatters!Weoverexaggerateyesterday.Weoverestimatetomorrow.Andweunderestimate
today.Remember,thesecretofyoursuccessisdeterminedbyyourdailyagenda.
Assumenothing.Trainandcoacheverything.Aboveall,inspectwhatyouexpect.

LPHR.CO 11

Culture|Relationships

Animportantstepinyourownleadershipdevelopmentistoknowyourcultureandhowtoimplement
techniquesintoyourdailymanagementpracticestocreateamoresuccessful,lastingimpact.Youwillbe
calledupontoincorporateleadershippracticesdaily.
Thepurposeofunderstandingyourculture,itsphilosophyandyourleadershipistoenableyoutoexpand
yourimpact.Whetheryoudecidetocreateengaginggameswithyourteam,buildastrongersenseof
communitythroughsimplerecognitiontechniquesoringrainanempoweringsenseofprideintoyour
organization through frequent feedback communication sessions, you will better understand how to
focusonyourleadershipstrengthstotrulymakeadifference.
Inmasteringyourleadership,youcreateanenvironmentwherepeoplearefocusedontheBIGpicture.
You carry the law of the lid in your leadership actions and have the power to turn the most failing
businessintothegreatestplaceontheplanet.Whenyoulead,younotonlyimproveyourownskills,
you build an organization where people work together for common goals; where people are excited
abouttheirrolesandfeelbothvaluedandappreciated;wherepeoplecanearntheincometheyneed
ANDhavetheopportunitytogrowprofessionally;mostimportantly,wherepeoplecanhavesomefun
makingitallhappen.

LPHR.CO 12

WHYFOCUSONRELATIONSHIPS?

Resort to fault finding rather than problem solving is a common flaw in organizations, and one that
undermines both performance and the potential to improve performance over time. W. Edwards
Deming,TotalQualityManagement
Everythingstartswitha relationship.Ifyourmissionistomakeyourcompanyagreatplace,youcan
onlyaccomplishitasateam.Itisimportanttohavesharedgoalsanditsjustasimportanttoachieve
themthroughthepowerofrelationships.
Whoisthemostimportanttoanontimedeparture?Thepilot?Themechanic?Thebaggagehandlers?
Theticketagents?Theairtrafficcontrol?Oreachofthem,together?Iftheflightdoesnttakeoffon
time,wholoses?Dothecustomerscarewhosefaultitis?
Letsseethedifferencethissimplemethodofleadershipcancreatewithinyourorganization.Company
Ahasnosharedgoals.Unfortunately,inthiscompanywhensomethinggoeswrong,theyneedtobe
abletopinitonsomeone.Youshouldhearthemfightoverwhosedepartmentisresponsible!Whocan
wepiniton?Sales?CustomerService?Merchandising?Warehouse?Housekeeping?Deliveries?Why
dowehavetohavesomeonetopiniton?Thereasonissimple.Therearenosharedgoals.
AnemployeeofCompanyAareprimarilyinterestedinprotectingtheirjob.Theyseekoutactionsthat
help make them look better, even if it means pushing someone elses down. They do not want to
accept responsibility for undesirable results (the type that would go on a Scoreboard). Are these the
same selfserving leaders that take the credit when things are good? Are these attributes of servant
leaders?
Now, lets notice the difference in Company B, where there are shared goals. When something goes
wronghere,wefigureouttheproblem.Itsamatterofworkingtogether.Theresnofingerpointing
here.Weoperateonsharedgoals,sharedknowledgeandmutualrespect.
Commoncompaniespracticefingerpointing.Asaleader,itsyourresponsibilitytobetheuncommon
company by focusing on problem solving at the very core. Who will people look to when there are
challenges? Where do they go when your mission, principles or values are compromised by another
employee?Theycantwaittoseehowyourespond!Andthisiswhentherubberhitstheroad.
Leadershipistheabilitytoinfluencepeopletogetresults.Howwillyourresponsetomanagementissues
determineyoursuccess andabilitytoinfluencepeople?Thisisalwaysanopportunetimetotieyour
leadershipbacktoyoursharedgoals.Asaguide,rememberwhatyoursharedgoalsareandwhatthey
do.Communicatetheirimportanceasyouproblemsolveandmakedecisionsaroundresolution.

LPHR.CO 13

THEPOWEROFRELATIONSHIPS

Lack of communication between management and employees creates an environment where

employeeshavenoideawhymanagersdowhattheydo.MuchlikeinCompanyA,individualschalkup
every mistake in the company to a combination of greed and stupidity. Identify your organizations
sharedknowledgeandcommongoalsacrosskeydepartments:Sales,Merchandise,CustomerService,
Operations,Inventory,HumanResources,Accounting,Delivery,etc.
Whatarethemostimportantrolesontheteam?Asaleadershipteamandwithinyourindividualgroups,
identify shared knowledge in the following settings: between peers; between departments; within
management;betweenmanagementandstaff;betweenandacrosslocations.
Sharedknowledgeboilsdowntothis:Ifweunderstandtheoverallworkprocess(thelinkbetweenmy
jobandsomeoneelses),wedevelopmutualrespectforourteammatesandfocusonthecommongoal.
Noonetakesthejobofanotherpersonforgrantedandthefocusdoesntleavethecustomer.Mutual
respect is the foundation to build relationships upon with those whose cooperation is critical to your
overallsuccess.Yourleadershipdependsonsharedgoals,sharedknowledgeandmutualrespect.Ina
T.E.A.M,togethereveryoneachievesmore.
Leaderscoachtheirstaffdailytoensuretheirsuccess...Celebratesuccessesduringyourmonthlytouch
basesessionsaskquestionstofindoutwhatsupportyourpeopleneed.Recognizeyourteam!
Bepositive,sincere,consistent,specificandtimely.Recognitionisthemostpowerfulmotivator!Staff
yourbusinesstoensurethecustomerhasthebestexperience.

LPHR.CO 14

LPHRHumanResourcesConsultingServiceOverview/Humanresourcesoutsourcingisoneofthe
fastestgrowingindustriestoday.LPHRoffersthemostflexibleandcustomizablesetofsolutionsinthe
marketplace.LPHRallowsyoutofocusonyourcorebusiness,reducingcostsandimproving
efficiencies.

Inadditiontoourfullserviceoutsourcingmodels,LPHRoffersabroadrangeofhumanresources
consultingservicesforthatonetimeprojectoronacontinualbasis.Wecanprovidesolutionsforany
ofthecategorieslistedbelow,orwecancustomizeasolutiontofityourspecificneeds.

Weprovideupfrontpricingeitherasaperprojectcostoronanhourlybasis.

EmployeeCoachingandCounselingAssistance
EmployeeCommunication
EmployeeHandbookAudit
EmployeeHandbookCustomization
HRAudits
JobDescriptionReview
JobDescriptionCompletion
+more!

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