Much like the performance review, it is designed to act as a communication tool that is a snapshot of a current reality – or at least a perception – for an employee. The difference is a performance review is a superior communicating to the employee their progress regarding tasks and the like. An engagement review is an employee revealing their level of engagement in specific areas based on certain drivers of engagement. Performance reviews teach the employee and engagement reviews teach the manager/leader.

The review doesn’t have to be perfect, it just has to be inquisitive in the right areas. It shouldn’t take a great deal of time to put together a decent engagement review, so don’t stress about it. Let’s face it, if you aren’t doing these engagement reviews any step in the that direction is an improvement.

Here are 4 key aspects to include as you design your engagement review.

1. Significance – People want to know that what they do has some greater meaning than just accomplishing a string of tasks. Ask how they see their job connecting with the organizational strategy. Let the individual share their thoughts and then the manager share their thoughts. This conversation rarely takes place and will help improve alignment.
2. Focus – Ask people what are their top 3 priorities. Look for discrepancies in their priorities and the organizational values. Ask more probing questions to see why they have those priorities. You may find that the example set by leadership has defined these priorities and isn’t living out the values you say your organization is supposed to carry.
3. Role – Give employees the freedom to communicate what they like, what they don’t like, what they find challenging and what’s not working without the fear of retaliation or jeopardizing their job. It’s an opportunity to show your employees that you’re listening and their opinion matters.
4. Development – Ask people what are their career aspirations. Don’t just make career and professional development about pandering to only what they are currently good at doing. See how those goals and desires can fit across the entire organization. What kind of training can take place? With whom can you connect this individual to begin a mentoring process? These are the things that are pure gold to employees.

*note: See how money is NOT on this list? Keep it that way.

Many people try to make employee engagement much too complicated. There are other drivers to quality engagement, but I promise if you begin with these 4 areas your employees will begin to love you for it. What are your thoughts on how an engagement review can be used in your organization?

The leaders of this company were in unfamiliar waters as well because of a limited amount of experience. The interesting bit was the focus of this project, at least initially, was based on an event that was coming too quickly for anyone’s comfort level. We prepared and discussed and did what we could with the time we had. The day came and went and to be perfectly honest, it wasn’t as successful as we had hoped. It was an unexpectedly amazing learning experience.

It was a disaster that taught me something beautiful. Success can come from the strangest places, and that was exactly what happened in this instance. Here are the lessons I learned.

• Be comfortable with feeling anxious – We knew we weren’t fully ready, but we had to follow through on things. There was enough anxiety among us to give a small city a nervous breakdown, but we discussed and accepted it as part of the process. Having a culture where anxiety is viewed as a natural part of business will allow for greater innovation and trust.
• Don’t wait for ALL the answers to take action – There were more questions than answers the day we had to perform. Many times taking action on minimal information is viewed as – and can be – irresponsible and reckless. There are times when it is the best course of action. Trust your gut and take some risks!
• Let the process be a learning experience – It’s so common to look back and do some quality self-berating as an attempt to absolve your guilt from “failing”. The reality is leadership means you don’t have to have all the answers, you just have to make sure things count when they need to. Mistakes will happen, so letting them be teachers instead of defining your worth is a much healthier approach. Many of the lessons we learned came from leaning in to our anxiety.
• Turn fear into motivation – Not being able to communicate in some instances forced me to approach situations in a new way. I had to listen more. I had to pay attention to things that I often have taken for granted. I can say I will walk away from this situation with more than just another client. I will leave a better person and a better professional for having experienced it. I didn’t know what I was missing until I had the opportunity to have my beautiful disaster.

My beautiful disaster taught me yet another way to learn and grow as a person and a professional. It wasn’t something I would have normally attempted, but my profession demanded it of me. What is your profession demanding of you that you have been avoiding like the plague? What lessons are you missing because you haven’t given space for your beautiful disaster?

There are plenty of blog posts out there talking about bad leadership. What it is. What to do differently. I want to talk about uninformed leadership. It has nothing to do with ability, education or even experience. Sometimes it’s simply not seeing the REAL cause of a problem because you are too close to it. Period. It happens to all of us in some area of our lives or another and when someone else points out the solution we have the proverbial “a-ha” moment.

Culture is an agreed upon way of perceiving, managing, behaving and responding to issues, problems, projects and one another – usually centered on a common set of values. There are other definitions that have a broader, more in-depth perspective but this will do for this post. When there is a need to make changes to culture, in other words live by different values, most often these new values are communicated and then monitored through policies. Usually the efficacy of this approach is at best marginal and most likely abysmal.

This approach is the result of uninformed leadership. There are 2 steps to this process:  Communicate and Monitor. For the informed leader, these 2 steps are the first and last of a 4 step process. The uninformed leader isn’t even aware the middle 2 steps exist. Today, you will become an informed leader.

Communicate – People need to know what the values are in a clear and concise way. Why do these particular values matter? How are they connected to strategy, vision and mission? What will it look like when the values are honored well? How can it be done in “my” job? How does it affect “my” job? All of these things matter and it should always be a part of your communication efforts.

Implement – There will be early adopters and the “let’s see if it works” crowd. Stop expecting something different. You know who your early adopters are. Just make sure you pay attention to whether it looks like corporate butt-kissing as opposed to genuinely embracing the values. Seeing that it “works” is what will make the next step possible.

Saturate – During the implementation  step you would be well advised to tie any successes of the early adopters to their adoption of the new values and make that very public. Don’t just ascribe a win to the values, make a genuine connection. People will begin to see how it’s not only doable, but actually advantageous. Find creative ways to allow the early adopters and the more apprehensive crowd the opportunity to mingle in a way that encourages discussion around the new values. Sometimes peer encouragement goes further than leader encouragement when it comes to change. Don’t let your ego sabotage this. As a leader you don’t have to do it, you just have make sure it gets done.

Monitor – This is where most leaders want to be immediately. This is accountability and it makes our lives easier, so we want to arrive in this place quickly. Once you have successfully gone through the other 3 steps, monitoring becomes much easier and with less resistance. When people have had the opportunity to see the merits of the new values, conversations become more about helping them stay aligned with something with which they agree rather than complying with something that has been thrust upon them.

People having an intellectual understanding of the existence of something doesn’t mean they will arbitrarily comply with it. They may concede their actions in order to keep their job, but without their heart behind it your culture will suffer. We can’t demand a good culture, we must nurture it.

How can this be applied to improve the culture in your organization?

What does this have to do with leadership, you say? How great is it when the clouds move away and you feel the warm light of the sun on your face. Cloudy days are depressing. Can the same be said about your leadership? When you “disappear” does it brighten the day of those you’re leading? Is your presence depressing for those experiencing it?

Chances are, this is directly related to your expectations of life, other people and the world in general. Cynicism and leadership don’t work very well together. Realism and cynicism aren’t the same. Realism can be approached with a healthy optimism without being a bit of a naive Pollyanna.

Leadership isn’t about finding the problems, it’s about finding the solutions. Of course, as leaders, we have to recognize the problems but we don’t have to let them govern our emotional default setting. Nearly everyone has a story or “reason” that has developed over the past 4 years from the global financial issues that can “logically justify” their frustration. That’s still no excuse for cynical driven leadership.

Leadership drives culture and culture drives engagement. Period. What kind of leadership development will your organization have if the picking grounds are replete with disengaged people? As leaders we peddle in hope and possibilities. We don’t sell rose colored glasses. We remove obstacles and reveal the possible.

Take some time to pay attention how people respond to your leadership. Instead of only focusing on whether they have a bad attitude, consider the possibility that you may be a cloud in a situation where they need a bit of sunshine. The needs of your people dictate your responsibility. Are you negatively affecting those around you with Cloud Leadership?

This approach has rewarded the “front line” people, but has left much of the support staff in the lurch. Anyone who has a significantly sized capacity for performance is almost always supported by a group of people around them. There are people who catch mistakes, encourage and brainstorm with them and a whole range of other areas that make things happen.

The Millennial generation has a very different world view and is greater in numbers than the Baby Boomers. To ignore this world view regarding the space you give them in your organization will only serve to frustrate both them and you…and the reality is, you’re outnumbered. Millennials don’t mind the competition, but they enjoy collaborating in a way that fosters healthy competition. To be blunt and seemingly uncaring, your opinion of that approach doesn’t really matter. It is the reality that has developed and so you have to respond to it in a healthy way in order to gain and retain the top talent if you want to be a serious player with staying power.

Millennials embrace the conversation. They thrive best when they have a voice, even if their idea isn’t ultimately implemented. It’s the process that makes a difference. Many Boomers and even Gen-Xers don’t mind the competitive atmosphere, but most organizations don’t just have those two generations represented in their talent pool. There are still many places who have 3 generations represented in the workplace. This puts companies in a place to communicate in a way that speaks to each of them.

The onus is on the employer to speak to the hot button issues of the generational differences…not the various generations to kowtow to what makes for the easiest way to manage for leadership. Don’t underestimate the skill and dedication of Millennials simply because it looks and feels different. When you embrace their world view by how you choose to engage them, you will be pleasantly surprised.

Blending cooperation (collaboration) with competition will bring you the best results. Create a culture of “coopetition” and you will see the Millennials settle much more readily into your organization.

Twas the night before Christmas, when all through the house
This troubled leader was stirring, annoying the mouse.
As things move along will the employees still care
This new and bold vision, will we ever arrive there

I so wanted to relax, get snug in the bed
But fear of the unknown danced in my head
My wife with her book, and me with my Mac
Hoping to settle down for long winter’s nap.

When there in my task bar, I saw an icon
Into my inbox an email had gone.
“Bad news” my mind thought in a flash,
“We must have done something to lose some cash”.

As the light from the screen gave off a soft glow,
I pondered and hoped it’s something I already know.
When what to my wandering eyes should appear,
But a message of thanks and tidings and cheer.

The address was strange, but still quite familiar
I knew in a moment it must be Jill from HR.
Surprised by how this message to me came
I was shocked and humbled as I read all the names.

There was Jason and Margie and Angie and Jack,
And the intern from marketing who has that thing on his back.
From the people downstairs to the folks down the hall,
I read through the names and it included them all.

Possibly cruel, possibly kind,
“What’s in this message?” entered my mind.
So to the “Read email” link I went,
To finally know just what was sent.

With a move of my hand and a deftly placed click,
The message opened, although I felt sick.
I wasn’t quite sure of just what to expect,
For a moment in time, I was a bit of a wreck.

There were pleasant reminders of the year gone by
Pictures from parties like the 4^th of July.
A collection of colleagues and friends, what a sight!
This was beginning to turn into a quite pleasant night.

The message was crafted with such effort and thought,
I felt I was receiving so much more than I ought.
The pictures were nice and whisked me away,
To happy times, each a very special day.

The tip of my pen, I held tight in my teeth,
As these thoughts encircled my head like a wreath.
The message was clear and touched my heart,
It reached out and grabbed me from the very start.

“We know you work hard”, the message began,
“With grace and poise and an attitude ‘We Can’”
“You care about us, and it really shows”
“We sent this message because we want you to know.”

“We want to say thanks for a year spent with you”
“Our work is much more pleasant because of all you do”
“Keep up the good work and never despair.”
“When things get tough, we’ll always be there.”

I closed my computer with a smile on my face,
I could now rest in a peaceful place.
“I’m the most fortunate leader”, I said to my wife.
“Merry Christmas to all and to all a good night.”

Organizational culture has a similar set of commandments that aren’t excuses for punitive action, but rather a set of suggestions that will help create harmony and a healthy atmosphere within your organization. No divine punishment if you ignore them, just the punishment you create for yourself  if you choose to ignore them.

Listen without interrupting

So many times we act like we’re listening, and in one sense we are. We’re listening for that ever elusive breath the other person takes so we have the opportunity to slather them with our opinion. Often times it isn’t in response to what is being said, but just so we can be heard. Listen. Your culture depends on it.

Discuss without accusing

Many times we have differences of opinions or things don’t go perfectly. Sure someone may be at fault, but unless it’s absolutely necessary (or you’re absolutely sure), what point does accusing someone make? If there is a consistent issue with lack of ownership, you can address that privately and respectfully. No sense in making finger-pointing a part of your culture. It rarely accomplishes anything except contempt and division.

Give without sparing

One of the biggest misconceptions about giving is that people will take advantage of you. Sure, some will but the majority will be grateful for your generosity and respect you for it. Netflix offers unlimited paid vacations. Yes, I said “paid”. There are about 1% of companies who are doing this now. For those who have transitioned to this have only seen 2%-3% increase in vacation time taken.

Reflect without stopping

Of course this doesn’t imply you should constantly be in a reflective state. It does mean that you should do it regularly. It’s so easy to become task driven that we lose almost any and all sense of awareness of ourselves or those around us. Don’t just know what is happening, consider why it could be happening as well. Ask questions and refer to commandment #1.

Answer without arguing

It’s going to happen sooner or later that there is a significant gap between your opinion and that of a colleague, boss or ancillary. Arguing is more about proving the rightness of your perspective than trying to find what is right for the situation…objectively. If you think arguing is effective, you should watch more sessions of the U.S. Congress.

Share without pretending

In a word…authenticity. Share things with others without pretenses or hidden agendas. Share your ideas. Share your concerns. Share your appreciation. Share your passion. Share your enthusiasm. There is something magical about the vulnerability of sharing. Keep in mind the awkwardness of over-sharing. No one cares about how gassy your dog can be.

Enjoy without complaint

Will there be things you absolutely don’t like? Count on it. Why is it we think it’s more appropriate to capitalize on the negative than the positive? Celebrating the positive isn’t some naive Pollyanna view of the world. It’s purposefully choosing what you magnify in your environment. We all have a responsibility to the culture we want and to the others who share it.

Trust without wavering

People will disappoint you. Stop expecting the opposite all the time. The “I’ve been burned before on this” excuse is lame and cowardly. There…I said it. We have all been burned. By that logic, no one over 35 should ever trust anyone. Let’s get beyond our own discomfort and show people we actually give a rip about them and have enough grace to let them screw up.

Forgive without punishing

How many times have you seen passive aggressive behavior in the workplace because someone just won’t let something go? It’s awkward and destructive and destroys the culture of the place. Forgiveness isn’t ignoring what happened. It’s talking about it like adults and choosing to move on in spite of what happened. Come to an agreement or an understanding. That only happens through dialogue.

Promise without forgetting

A man/woman is only as good as their word. Truer words were never spoken. Flippant promises done in the heat of the moment or in a fit of zeal are the beginning of the end for most folks. This is especially common for new leaders as a way to try and gain favor with a new or difficult team. When you make a promise, write it down. Put a timeline on it and add it to your calendar or task management system. Your culture will thank you for it.

So, what are your thoughts? Is ten enough, or should there be a few more “Culture Commandments”?

As we work to develop and expand our global network, we continually connect with amazing organizations and professionals. We are thrilled to have a guest post by our newest contributor, Marlene Chism. Make sure you have a quick read through her bio below!

There are as many ideas about leadership development as there are workshops, programs, and philosophies about leadership development. Even leadership development consultants and gurus argue about the definition of leadership, whether leadership is inborn or can be taught, what skills are needed to create a leadership development program, and whether leaders also need to be good followers. 

I wasn’t exactly sure what to expect from it because I spend most of my time as a wild-eyed extrovert who is always on the hunt for the next big adventure. I can honestly say I had no preconceived ideas of what this book should be. I have worked with and led many introverts and I simply gave them space because I didn’t know what else to do. It worked for me, but I was lucky (I know that after reading Lisa’s book).

From explaining the main differences between introverts and extroverts to climbing your way into the C-Suite, Lisa makes sure she covers all the bases thoroughly and in her own unique and friendly style. She quickly explains how inaccurately introverts are viewed and so eloquently opens your eyes to see the strength they bring to any organization. There were times in the book where I was almost ready to switch teams just to be an introvert. Lisa makes a very compelling argument!

The Introvert’s Guide To Success covers things like: healthy networking, helping others understand how you do things as an introvert, managing interviews, getting promoted and leadership advice…just to name a few. This book is so simple, yet the simplicity of it doesn’t dilute the message at all.

You CAN read the entire book in an hour or so, but you won’t want to. There are so many great tidbits of insight and information that you just want to read a bit and then let it mentally marinate for awhile. As I read the book I found myself thinking of people I have led or am currently leading in some capacity and thought of how I could better lead them.

If you’re in business or leadership this book is an essential piece of reference material. Whether you’re an extrovert or an introvert, this book is a must. I have seen little to almost no material that covers this subject and Lisa does it wonderfully. Make sure you visit Amazon.com to get your copy!

Can you remember the excitement of getting together with your childhood friends to set up a lemonade stand? That feeling of accomplishment when the first customer stepped up was exceeded only by counting your take at the end of the day.

As kids learn valuable lessons through operating their own sidewalk ventures, these enthusiastic little entrepreneurs can also teach us what it takes to be a great leader. Regardless of your field, you can apply these five “lemonade leadership lessons” to your own work, at any stage of your career.

1. Have a Positive Attitude

Have you ever seen a lemonade stand where the kids aren’t enjoying themselves? Their happy attitudes are a good reminder that when you enjoy your work, you’re more productive.

So it is with great leaders: they are seldom described as “pessimistic” or “dispassionate.” They bring a high level of energy, enthusiasm and excitement to their work – and inspire their teams to do the same. Even when things aren’t going well and there’s no proverbial line at the lemonade stand, leaders know it’s important to stay focused, productive and positive.

2. Focus on Communication

Lemonade stand kids are masters of communication. They naturally organize themselves, prioritize tasks and delegate responsibilities. They interact with each other and their customers. When they have a question, they ask it; and when they have a problem, they jump at the opportunity to work it out. Solid communication skills like these are a must for any leader, and a hallmark of the great ones.

3. Branding is Important

Put two lemonade stands on the same street, and you can be sure the kids will find a way to differentiate – or brand – themselves. Whether they offer a lower price or perform magic tricks, kids are willing to try almost anything to stand out and attract customers.

It’s just as important for leaders to create and maintain their own brand. Your personal brand helps your staff, supervisors, clients and peers know who you are and what to expect, day in and day out. Plus, with a positive brand, you’ll differentiate yourself from the competition when seeking advancement or a new position. Develop your brand by focusing on your competencies, achievements, and the value you bring to the organization. Incorporate it into your professional bio or other messages you present.

4. Be Flexible

What do lemonade stand kids do when business is slow? Some just stay in the same spot, waiting for things to change. Others create change by moving to a location with more foot traffic, adding new products to the mix or expanding their reach through creative marketing. The lesson here is that being prepared to try a different approach to a problem will garner better results than doing nothing.

5. Be Confident and Courageous

Kids know that taking on the risk of running a lemonade stand takes more courage than staying home and playing video games. The ones who step up have confidence in their ability to meet objectives and overcome obstacles. Taking on a leadership role is the big kid’s version of opening a lemonade stand: you need courage to handle bigger responsibilities, and confidence to face challenges. Sure, it’s easier to stay where you are, but if you’re a leader, the status quo will never be enough for you.

For Lessons on Leadership, Look to a Lemonade Stand

While the lemonade stand hasn’t changed much over the years, the business world certainly has. To be successful in a competitive environment, you’ll need a solid set of leadership skills and personal attributes to ensure you perform at your best. When you need inspiration, look to the nearest lemonade stand, where you’ll find important, timeless leadership lessons. And you just may make a child’s day!