Susan Scott's Blog, page 119
February 22, 2012
Is Consensus the Answer?
Each month, in partnership with Fierce in the Schools, the Learning Forward Blog will be publishing an exclusive article for our Fierce blog. Our guest writer is Stephanie Hirsh, the Executive Director of
Learning Forward,
Please visit the Learning Forward Blog, hosted by Education Week, to read more of their blog posts.
For the past 25 years and with very few exceptions, Learning Forward's Board of Trustees has made every decision by consensus. When I share this with people, the typical reaction is shock. How in the world are they able to do that and fulfill their obligations as board members? That the board meets just twice a year and has much to accomplish in a short time frame makes it all the more surprising that they are able to reach consensus so consistently.
So how does a board arrive at consensus for 25 years? It begins with the orientation process. During their orientation, board members get a firsthand look at what it means to be a board that makes decisions by consensus.
Newly elected board members attend meetings before their official service begins. Trustee-elects are asked only to observe during these meetings, not to contribute to discussions or decision making. Incoming trustees are amazed at how skillfully all board members facilitate the consensus process amongst themselves.
The board members credit consensus decision-making and other board norms for the congenial and productive nature of board meetings. At the beginning of each meeting, board members take time to collectively review the meaning of consensus.
The group has reached consensus when all members have had the opportunity to feel that their opinions have been heard and the recommendation on the table represents the will of the group.
Recognizing that it may not be their first choice, they understand why it is for others, and are often willing to choose to support their colleagues rather than call for a vote. Another option is to continue the conversation until an individual is able to sway others to his or her point of view or understand where the differences lie and support an alternative decision or course of action.
Over the years I have heard a number of challenges to the idea of consensus decision making. Some believe that forcing a board vote promotes more divergent thinking, while others think that the consensus approach squelches an individual's best thinking and makes it too easy for individuals to defer to the will of the group.
But I have always advocated for consensus decision making in situations where there are no absolute solutions.
I believe that striving for consensus ensures that everyone feels responsible for sharing points of view so they can ultimately support the decision. Taking time to arrive at a fully understood and articulated decision ensures that efforts aren't derailed later by those who voted no.
While I believe consensus is the best path, I am very interested in what others have experienced and have to say.
What are your thoughts about consensus?
February 15, 2012
Are Your Best Practices Making Things Worse?
This month Fierce, Inc. conducted a survey titled, Workplace Practices: What Role Do They Play In Your Organization? We received 800 responses from executives, employees and educators across all industries, letting us know their thoughts. Yesterday, Inc. Magazine published an article highlighting both our results and Fierce CEO, Halley Bock's thoughts. Below is a small portion of the article, to read the whole article on the Inc. Magazine website click here.
Managers may call them "best practices," but employees see them as annoying hindrances to good work and desire autonomy instead.
By Jessica Stillman | @EntryLevelRebel | Feb 14, 2012
"Best practices," as a term, should speak for itself. These rules, procedures and guidelines for how things get done have, obviously, the goal of streamlining and improving work. Otherwise they wouldn't be best, right?
But it turns out there's a chasm between how managers, executives, and business owners think of these helpful suggestions from the top and how front-line employees view them. They may be best from management's perspective, but ordinary employees, it seems, often beg to disagree. A new survey of 800 execs, employees, and educators from across a range of industries carried out by communication training company Fierce uncovered resentment and annoyance over so-called "best practices." The survey found:
44 percent of respondents say their company's best practices actually hinder employee productivity and morale
47 percent report that their organization's current practices consistently get in the way of desired results, rather than optimize the success of the business
To read the full article on the Inc. Magazine website click here.
February 13, 2012
Love in the Workplace: 3 Key Conversations to Have with Employees
In honor of Valentine's Day this week, we wanted to share with you Fierce CEO, Halley Bock's most recent article, focusing on love in the workplace, published on Human Resource Management's website.
We've all heard it a million times: communication is the key to healthy relationships. Yet when it comes to the workplace, companies aren't talking. While a 2011 survey by CareerBuilder.com indicates that 40% of workers will date a colleague, less than 15% of organizations provide a written policy around office romance. That's leaving a lot up to chance.
To ensure a safe, healthy, and lawsuit-free environment for employees and employers alike, there are three key conversations every organization should be having with its workforce.
Conversation #1: Company to Employees
Every organization needs to provide a sexual harassment policy that clearly states how a claim will be handled and the consequences for such behavior. Underscore that the company has a zero-tolerance policy and doesn't discriminate on the basis of title or tenure.
By the same token, companies need to acknowledge that relationships between colleagues may occur and provide guidelines around what is acceptable and what is not. For example, relationships between supervisors and direct reports are prohibited and professional behavior is required at all times.
Conversation #2: Manager to Employee
When a manager spots a budding romance, it's wise to open the lines of communication sooner rather than later. Take the opportunity to remind the employee about the company policy and introduce scenarios that may be worthy of consideration. How will he/she handle the situation should the relationship end on less than good terms? How will he/she deal with potential gossip? How will he/she balance work matters and personal issues so as not to damage the office environment? What support would he/she like from the company?
By encouraging thoughtfulness, managers not only prepare their employees for how to handle common issues, they also create high levels of trust by demonstrating support for a successful outcome that is mutually beneficial to all.
Conversation #3: Employee to Employee
The last conversation has to do with how an employee who is involved in a workplace relationship communicates with their fellow employees. Overall, employees should be honest with their colleagues when asked if the rumors are true. If not, tension will mount and needless drama may occur.
In addition, employees should keep the chatter to a minimum, saving the details for outside of work. No matter where they are and whom they are with, employees should ask themselves if they would want the same information shared about them. If there is any doubt, keep a lid on it. After all, their romantic interest works within the same company and would likely prefer some privacy.
Finally, employees should feel empowered to only share what they wish. If something is off-limits, be direct by saying, "I would prefer to keep personal matters private."
Workplace romance is a fact of life in business. The organizations that provide clear and open communication navigate the waters much more successfully than organizations who either say nothing or ban the practice altogether. Hope is not a strategy nor does it stave off lawsuits. Rather, embracing reality with well-articulated guidelines is a recipe for success.
To read this article on Human Resource Management's website click here.
February 10, 2012
Embrace the Power of Silence
I am an external processor. It's not uncommon to hear me say – "I'm just thinking out loud here."
This week's challenge, embrace the power of silence, was difficult and exciting at the same time.
Often, I wish I would keep certain thoughts to myself and listen more to the differing opinions that surround me. I find myself filling every void of silence with my internal thinking.
I find this to be the biggest challenge in group discussions or team meetings. Nothing gets my brain moving faster than the energy of a collective.
So that was my focus this week: to try and embrace the power of silence in team and group discussions.
How did I do?
Okay.
I started the week off not really embracing silence at all. At our group meeting on Monday, I found myself talking to fill the void a lot of the time. However, I did notice that I was doing it – that's a big step for me.
When there was a lull toward the end of the meeting, instead of saying what was going through my head, I bit my lip and continued to ponder the conversation.
The group moved on, and no more was said about the previous subject. Honestly, nothing else needed to be. The last person to speak really summed it up well.
That brief moment provided a major shift for me.
The rest of the week followed a similar pattern. In the beginning of every meeting, I did not give any room for silence. I would then think back to the challenge, take a breath, and try to embrace silence again.
Reflecting on this, I wasn't able to let silence do the heavy lifting for any one full conversation this week. However, I'm proud that I was able to recognize moments when it would serve my conversations better.
Like all the challenges for me so far, I am a work in progress!
How did you do?
February 8, 2012
Ask for Help
How often do you ask for help from others within your organization?
I'm talking about asking for help when you are truly stuck. When there is an issue or idea that has you scratching your head – when you are puzzled on how to move forward.
So often we keep things to ourselves, determined to muddy through our own context and experience, as if we can find something that never existed before.
What's the cost of this to your organization, and even bigger than that, to your life?
We may not possess the tools, the context, and the experience that sheds light on the best path.
Who might?
Those we've chosen to surround ourselves with.
This is a common problem for leaders who, because of their title, feel a burden to shoulder the issues of their department or organization alone.
However, asking for help from others can save time, energy, and most importantly create a solution or step forward that represents the company as whole.
At Fierce, we call these types of conversations, Team Conversations.
The premise is simple. When a problem arises that you can't solve, think about who could offer a unique perspective or insight as a means to spark creative solutions. Even further, if you do have a possible solution that you don't feel confident with, the team can act as a sounding board.
Asking for help can be scary if you carry the belief that you have to have all the answers. However, what if you are the leader that knows when to bring others in? What if you are the person who can make decisions that encompass many competing desires?
The benefits range from a more engaged workforce, collaborative teams, and more time on your hands for other issues.
Is there an issue, decision, or idea you own right now that you should ask for help?
February 6, 2012
Vulnerability is Power in Leadership and Relationships
Each month Fierce will be publishing an exclusive blog post for the Learning Forward blog hosted by Education Week. Director of Fierce in the Schools, Deli Moussavi-Bock's first piece was published today and we wanted to share a portion of the blog with you.
I missed some amazing opportunities in my career because I thought I had to figure something out on my own or I wanted to do something perfectly. I now know perfection is counter to growth, risk, innovation and, most importantly, authenticity. The definition of a Fierce Conversation is one in which you come out from behind yourself, into the conversation, and make it real. Authentic, genuine, real— we know it when we see it or hear it. I've been witness to the raw power of authenticity in leadership. I've learned that if I want to fully embrace authenticity, I need to be willing to make myself vulnerable.
I was thrilled by Brene Brown's 2010 TEDx talk on vulnerability. Brown is a research professor at the University of Houston Graduate College of Social Work and has spent 10 years studying vulnerability, courage, authenticity, and shame. She discovered that "in order for connection to happen, we have to allow ourselves to be seen, really seen… deeply seen." She found that people who had high self-worth "had the courage to be imperfect. They had the compassion to be kind, first to themselves and then to others. They had connection as a result of authenticity. They were willing to let go of who they should be in order to be who they were, which you have to absolutely do for connection. They fully embraced vulnerability".
To read Deli's full blog post on Education Week click here.
To read all of Learning Forward's blog posts, go to http://blogs.edweek.org/edweek/learning_forwards_pd_watch/
February 3, 2012
Be Present

Why is it so hard to be present?
Just after I tweeted that I was going to really work on being present, I realized that I sent that tweet while I was simultaneously "listening to my husband" talk about weekend plans…so not a good start!
This has been one of my biggest challenges for a long time. As a consummate multi-tasker, if I'm not doing at least two things at once I'm probably asleep.
It's a challenging week filled with crazy deadlines, commitments, and travel. And I haven't let myself off the hook; I've been carrying around a copy of the challenge, repeating "Be Present" like a mantra.
I'm still multi-tasking like crazy, and I think that's fine as long as I remember that people aren't tasks.
For me that means I'll put away my phone and turn away from my keyboard when talking with someone. I'll ask to reschedule a drop-in conversation if I know I can't be totally present because of a pressing deadline. And most importantly, I'll apologize if I catch my mind wandering.
I'll need to continue to focus on this challenge for more than one week and I appreciate this new level of awareness that I hope will eventually lead to lasting change.
So all in all…pretty good.
How did you do this week? We want to know!
For more information about leadership development and training, visit our site (www.fierceinc.com).
February 1, 2012
Millennials Strive for Work/Life Balance

One of the worst things someone could say about me is that I am lazy. As a Gen Y'er who has held a job since I was fourteen, nothing is a bigger source of pride for me than the fact that I have always worked hard.
As a result, I already qualify for some social security benefits due to the almost fifteen years of paying into the system. And I actually brag about this!
That being said, there is nothing I look for more in an employer than one that makes work/life balance a top priority.
Each generation strives to do things a little differently than the one before. Better or worse, we hope to make a mark, something that will define us.
Picking up from previous generations, Generation Y chases the pursuit of having it all- a successful career we're passionate about, time to volunteer our service, friends, and a family. We don't want to comprise anything.
What does this mean for organizations?
While our goals may be lofty, we hope our employers will support us.
My grandfather was a manager at Boeing in the golden years of the 70's, 80's and 90's. He tells stories of a fellow executive who, half way down to Disneyland with the family packed in the car, pulled the vehicle around because he received a call that his boss needed him back at the plant.
This type of imbalance leaves some millennials' blood running cold.
For many, the work/life balance doesn't just apply to not working too many hours in the office. Companies with progressive Maternity and Paternity Policies, Grievance Policies, and PTO days are ones that draw a younger generation of workers to commit to the organization on a deep and personal level.
I know that I will work hard for any company that hires me. The key is whether I'll stay, should another opportunity arise.
While a company might see its workforce changing from one generation to the next, the need to retain its best and brightest stays the same.
Ask yourself: can your company compete? As a millennial, what do you look for in an employer?
January 30, 2012
Horrible Bosses: Hollywood Fact or Fiction?

Fierce CEO, Halley Bock, wrote an article for Training Magazine, focusing on a survey Fierce conducted investigating employee/supervisor relationships in the workplace.We wanted to share with you the recently published article.
Bad bosses have always made great fodder for the workplace and blogosphere. With blockbuster hits such as Horrible Bosses and Office Space,not to mention television ratings darling The Office,they clearly occupy a warm place in the hearts and wallets of Hollywood film and TV producers alike.
At Fierce, being a leadership development and training company, we became curious: Is this just hype? Or is there really an epidemic of horrible bosses in corporate America? To find out, we distributed an anonymous online survey to several thousand corporate executives, employees, and educators across diverse market sectors.
We asked the respondents to anonymously rate their relationship with their bosses and the impact this has on overall job satisfaction, and to identify the key factors that distinguish good managers from bad. The results we got were overwhelmingly clear.
Of the 1,700 respondents, nearly 100 percent said their relationship with their boss has a direct impact on job satisfaction—no surprise there. What did come as a surprise was that more than 70 percent claimed to have a good working relationship with their boss. Moreover, respondents overwhelmingly identified a few key traits that set good managers apart from bad. Here are the highlights from the survey:
A staggering 80 percent of respondents who reported a good employee-supervisor relationship claimed that the most important thing a boss can do to create a positive working relationship is to both solicit and value their input.
Conversely, among respondents who claimed to have a poor relationship with their boss, 42 percent stated that one of the top reasons the relationship was strained was due to their boss' failure to listen or take their input into account.
Additionally, nearly 50 percent stated that one of the top reasons the relationship was strained was due to their boss' failure to keep them in the loop.
More than 40 percent of those who felt they had a bad supervisor identified a lack of candor on the part of their boss as critical to the downfall of the relationship.
In addition to asking employees what they thought about their bosses, our survey also asked managers themselves how they viewed their job performance, and asked them to identify the top three areas in which they wanted to improve. While most of their selections correlated with what employees cited as key components of healthy relationships with bosses, there was one obvious area of disconnect.
While 80 percent of employees identified "soliciting input" as critical to the supervisor-employee relationship, only 25 percent of supervisors identified this as an area in which they wanted to improve. Disparities such as these are good reminders that no matter how positive the results, there's always room for exploration and improvement. Let's take a closer look at the three attributes of a great boss.
Curious and open-minded. When it comes to decision-making, a leader's value should derive from his or her ability to get the decision right for the organization, rather than being right for the sake of his own ego. The former represents the mindset of a good boss. The latter, a bad one. Because it is impossible for a leader to be at all places at all times, it's critical that they actively explore other perspectives.Imagine your organization as a giant beach ball where every individual is occupying a unique "stripe" or vantage point within your company. They may be aware of nuances (some big, some small) that are outside of your view and could have a huge impact on whether your decision will translate to success or be doomed for failure. Whenever you are evaluating an opportunity, designing a strategy, or making a key decision, seek out multiple, diverse perspectives while inviting pushback and challenges. In doing so, you will not only make the best decision due to the valuable insight you gained, you will have done so in a way that enriches relationships.
Honest and transparent. Given the recent implosion of several sectors within "big business," establishing employee trust is essential for every organization regardless of size or industry. When an employee asks for the truth or needs to hear the truth about an issue concerning them—including their performance or the company's overall well-being—be candid. A great boss views his employees as capable of handling the truth, has the skill to deliver the truth without trashing relationships, and invites them to rise to the occasion by allowing them to fully participate in their destiny. Leaving an individual to merely land somewhere downstream by default puts up incredible barriers to trust, collaboration, and employee engagement. Engineering a fantasy in the name of creating a "positive workplace" is counter-productive to attracting and retaining top talent.
Reliable communicators. All too often, managers reach a decision and in their excitement to execute, run ahead without turning around and communicating back down through all involved channels. This is particularly frustrating for employees who initially may have been consulted on the issue or who will be impacted by the decision. To create alignment, your employees need to know where to position themselves. Moreover, to develop top-notch decision-makers like yourself, they need to have insight into where you landed, why you landed there, and how they affected your decision. When deciding how much to communicate, the old mantra of "too much is better than not enough" applies today more than ever.
Overall, the survey findings are highly encouraging. Despite the Hollywood hype, many bosses out there are getting it right. Bravo to you! Better yet, for bosses seeking avenues in which to continually improve, the areas of focus are resoundingly clear. Finally, the traits employees want to see in a boss are tangible and can be learned. Those who believe great managers and leaders are born, not made, may need to rethink their theory. And that, dear readers, gives me great joy to say.
This article first appeared in Training Magazine. Click here to see it on the Training Magazine website.
For more information about leadership development and training, visit our site (www.fierceinc.com)
January 27, 2012
Seek to Understand

I like to think of myself as someone who embraces curiosity rather than pushing my advice or taking things at face-value. When I entered into the challenge this week, I thought this would be a very natural place for me to be.
What I didn't foresee was a week where I was in heavy production mode, faced with a looming deadline on a big project.
As I reflect on this week, I realize I misplaced my curious explorer hat and instead focused on checking off a box on a list in order to move this project into completion. Sure, I asked questions of the team as it related to the final details of the project and gained clarity on why certain items were such.
However, the level of curiosity related to the challenge this week – truly seeking to understand – is different.
So this begs the question: how can I maintain being curious even when I am carrying a heavy load?
For example, in a recent meeting with a business partner related to this project, the team was having a hard time understanding where the breakdown in the delivery timeline was happening.
We immediately went to solution mode and started suggesting alternative options to ensure the task got completed. Had we gotten curious and asked more questions to gain clarity about the situation, we could have avoided the rabbit trail we went down.
In the end, it was miscommunication, and he had the solution the whole time.
For me, the challenge really is about self-discovery and being fully present. When someone is asking my opinion or strongly expressing theirs, I want to be in a place where I genuinely can pause, give my full attention, and ask, ask, ask. The goal is to have both of us gain insight and learn from one another – even if it's a brief exchange.
So this week, when I take the poll to report in on how I did, I will select the "meh" box. And fortunately, this is a continuous learning journey I am on. I have plenty of opportunities to don my curious explorer hat and seek to understand.
When you reflect back on this week, how well did you do?
For more information about leadership development and training, visit our site (www.fierceinc.com).
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