Archives for May 2013

Top 5 Ways TINYpulse Improves Culture, Recognition, and Results

I asked EOer David Niu, CEO of TINYpulse to write a guest blog post for me – I’m on his Board of Advisors… And I love what they are doing to help companies create awesome workplaces.

Try it out…

Enjoy –

Cameron

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TINYpulse was inspired by interviews I had with business leaders from around the world about their pain when it came to culture, retention, and recognition. As a result, we built TINYpulse to address these issues and to help them get a pulse on how happy, frustrated, and burnt out their people are before retention sinks and issues become cancerous.

1. Assess How We’re Doing Today. When clients start with TINYpulse, we establish a baseline on how their company is performing and benchmark it against others. We quickly reveal (1) How happy the employees are (2) What percentage know the organization’s vision, mission, and cultural values (3) What the staff think the company does well. We’ve seen companies with Happiness Average as high as 9+ and as low as 3, and we’ve seen businesses where no one knows their vision, mission, and values (including the CEO).

2. Benchmark Improvement. We’re big believers that one can’t improve what they don’t measure. Once we have the baseline, we ask the Happiness question on a consistent basis to create trending. From our research, it takes 6 to 12 months of concerted effort from the management to generate long lasting cultural changes. This benchmark is vital to see how the office culture and morale trend over time as TINYpulse drives positive change.

3. Empower Employee Recognition. As a leader, I may be traveling in and out of the office, but that doesn’t mean that people aren’t going above and beyond for customers or their team. With Cheers for Peers, employees can give recognition to anyone either anonymously or with their name attached. It’s also hugely beneficial come performance review time when all Cheers can be sorted by recipient. It’s so popular that we’re humbled to receive feedback like the following on a regular basis:

The Cheers system is great. I love both receiving one and sending one. I have received and given recognition that would have otherwise gone unspoken.

4. Engage the Power of Team. What’s the worst thing that can happen after soliciting feedback from your team? Doing nothing about it! Sharing the responses, recognition, and suggestions back with the team is the most powerful way to engage them and crowdsource improvement. Of course, we allow the administrators to hide any comments that are insensitive or inappropriate.

5. Create a Safe Place. High performing and self-aware leaders cherish and value continuous 360 feedback from all those around them. However, it is challenging to receive frank feedback from those who they manage. So we’ve architected TINYpulse to protect anonymity (our commitment to anonymity) to create a safe place for employees to voice their opinions without fear of repercussion. Anonymity is key to creating a safe outlet before office talk turns toxic and issues turn into unexpected resignations. Here’s feedback we’ve received regarding anonymity:

You should also know that a group of us were on a break last week grousing about something (in the typically unproductive way that coworkers do) and TINYpulse came up and the conversation changed.  We felt like we had a safe way to honest provide feedback on the thing that was frustrating us, so we didn’t feel compelled to gossip and moan about it among ourselves.  That’s a powerful thing for keeping morale up and negative side-talk to a minimum.

At the end of the day, our mission is to “make employees happier” because happier employees provide better service, are more loyal, and are more productive. See how TINYpulse impacts buuteeq as the CEO and VP of Talent share their experience with screenshots:

Everything I Know About Recruiting I Learned Hunting Ducks

 

My grandfather Cam Shortts was a great businessman, but he was an even better hunter.

He owned a successful hunting and fishing lodge in northern Ontario, an amazing place where I spent many, many days in my youth.

And it was ‘Up North’ nestled on the shore of a shimmering lake with that great man that I learned everything I needed to know about recruiting.

No, Gramps wouldn’t drag out his old business school texts to the duck blind. Instead, his methodical, precise approach to hunting taught me valuable lessons I’ve carried with me ever since.

Grandpa knew exactly what kind of ducks he wanted before he set out to hunt; mallards, blue-winged teals, woodducks. But more importantly, he knew what kinds of ducks he didn’t want. Namely, fish ducks who are renowned for tasting downright terrible.

It’s an approach many business people don’t take when ‘hunting’ for candidates. They focus so much on what they want, they don’t consider what they don’t want. Before the hiring process begins, you should absolutely list all the traits you would love to have in the ideal applicant; years of marketing experience, ability to travel, an MBA.

But then, think about the traits you absolutely don’t want. Your list might be have things like avoiding candidates who appear to jump from job to job far too often, or who have worked for a company you don’t respect, or even candidates that smoke.

Grandpa was so focused on getting the ducks he wanted, there were many times we’d go home without having fired a single shot (not an easy task for a 14-year old who really liked to shoot!) He always said he’d rather leave without a single duck then leave with a bad one.

This lesson rang true when I was involved in hiring for a key senior position. A director and I traveled to Boston and whittled 150 resumes down to 16 candidates. After multiple interviews with each of them, both my colleague and I couldn’t pinpoint one that blew us away. And despite the pressure to hire for the role, both of our guts said ‘no’ so we flew home empty-handed.

Knowing what kind of ducks he wanted was one thing, but Grandpa’s ability to pick them out when most everyone else couldn’t even see any ducks in the sky was amazing. It’s a skill he honed over years of hunting (he did own a hunting lodge after all) and it’s a skill I’ve picked up after hiring hundreds of people in my career.

Nearly anyone can gloss over their weaknesses with a fancy resume or well-crafted cover letter. But once you get that candidate into an interview, it’s easy to see right through their bluster and unearth the real candidate (for better or worse)

Huddled in our blind, waiting patiently for the birds we wanted—those are the memories I will always have of my Grandpa. They are also the lessons that have helped me recruit awesome employees throughout my career.

Happy hunting!

Pull Your Employees Into The Future…

 

31bRemember when Marty McFly from the movie Back To The Future, got into a time machine and traveled into the future.  He looked around at what he saw, then went back to his current day and told everyone what to expect down the road.  They were excited.

Well that future was yesterday…

It leads me to think… Have you gone 3 years into the future, looked around, and come back to tell your employees what you see.  If you do this, and write a Vivid Vision (formerly Painted Picture), then the employees will be completely inspired to make it happen.

I describe in step-by-step detail here in Chapter 1 of Double Double, just how to write your own Painted Picture.  Get a copy of it free here.