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A roadmap for HR professionals to manage the interface among the areas of mental health, privacy, human rights, OHS, employers’ policies, and misconduct.
Written by: Michael Timms
In talking with business leaders about implementing a world class people development process in their companies, one often hears: “We just don’t have the budget for that sort of program.” Or, “We’re a very low-tech company. We’re not sophisticated enough to have world class anything.” Many business leaders and HR professionals believe that creating a world class people development process in their organization is beyond their reach.
If thoughts like those have ever crossed your mind, then perhaps you haven’t heard about what’s going on at Alberta Beverage Container Recycling Corporation. ABCRC is an Alberta-based company with locations in Calgary and Edmonton employing about 170 employees. ABCRC collects beverage containers from over 220 bottle depots across Alberta and then compacts, bails, and sells them to recyclers across North America. That might not sound as sexy as a high-tech start-up, but their mission is no less inspiring. Their goal is to keep Alberta beautiful by promoting environmentally sustainable measures.
“Sustainability is not simply an ‘environmental’ thing” stated ABCRC’s president, Guy West. He believes that “thinking sustainably is a business imperative and should be a core executive competence. It means being proactive to create long-term success.”
The long-term perspective shared by ABCRC’s management team is what motivated them in 2017 to make a dramatic shift in how they develop their people to create an internal pipeline of leadership talent.
Preparing The Management Team
In May, 2017, ABCRC partnered with Avail Leadership, a leadership development firm that specializes in teaching executives how to develop other leaders within their organization. Through a series of workshops, ABCRC’s management team learned how world class people development works and what they needed to do to weave people development into the culture of their organization. They discovered that the key to turning their organization in to a people development machine was not to create some complicated, expensive training program, but rather to proactively design development opportunities into every-day work.
Establishing the Process
STEP 1 – DEFINE PROMOTION CRITERIA
The first step ABCRC took to create an internal pipeline of talent was to define consistent criteria for promotion within the company. Through a series of focus groups, managers and non-managers identified the most important leadership behaviours that produce superior business outcomes at ABCRC, such as higher employee engagement, improved efficiencies, and higher trust among stakeholders. They call the behaviours that lead to these outcomes their “Cornerstones of Leadership.”
All promotion decisions are now based primarily on how well employees demonstrate these Cornerstones of Leadership, rather than primarily on technical competence or tenure which are the most common promotion criteria in most organizations, and which are comparatively poor predictors of leadership success.
STEP 2 – IMPLEMENT CAREER DEVELOPMENT DISCUSSIONS
The second step was to establish effective career development discussions. This involved separating career development discussions from the performance review. Performance discussions are backwards looking. Career development is forward looking. They are distinctly different discussions and should be treated as such. If career development was going to be a priority at ABCRC, senior managers knew they needed to deliberately create a separate time to hold these important discussions with staff.
Establishing effective career development discussions with staff also included training managers to be “career coaches”. Managers first learned how to assist employees in their career planning and development by focusing on their strengths, rather than the traditional weakness-based development that tends to dominate career development discussions at most organizations. Managers also received tools to help employees plan and navigate their career, working with them to think of creative development activities that would go far beyond simply “take a course.”
STEP 3 – ESTABLISH A PEOPLE COMMITTEE
Employees who indicate a desire to advance their career at ABCRC, and who demonstrate the Cornerstones of Leadership, are considered for inclusion in ABCRC’s formal succession plan. Several senior managers, including ABCRC’s president, formed a special committee to review nominations of employees to be included in the company’s succession plan. The committee then brainstormed creative development activities that would fast-track the development of these employees, whom they refer to as “Cornerstone Employees.” ABCRC’s People Committee meets several times a year to review nominations and to put additional thought into the development plans of Cornerstone Employees.
Building On The Foundation
ABCRC’s new people development process is truly world class in its scope and focus. It not only feeds their succession planning process, it also benefits all employees who want to broaden their skillset or deepen their expertise.
The greatest shift in ABCRC’s people development efforts was a shift from the traditional ‘training’ mindset that most organizations associate with people development, to an experiential learning mindset—learning by doing. Following that change in mindset, the program has continued to evolve to facilitate experiential learning. Under the direction of ABCRC’s president and with input from others, ABCRC has established ten working committees with a dual purpose:
- address important business initiatives such as collective bargaining, moving to a new facility, safety, and an ERP implementation;
- help multiple people acquire the skills and experience they need to lead these types of initiatives in the future.
The great Roman leader Julius Caesar may have coined the proverb: “Experience is the greatest teacher”, but ABCRC operationalized it. “We knew that forming these working committees would provide fantastic development opportunities for our staff,” said Mike Battista, ABCRC’s HR Manager, “but I don’t think we fully anticipated the positive effect it would have on employee engagement”. To highlight his point, Battista shared the following comments from employees.
“I feel strongly that the committee approach was very effective. The members of this team were very well selected as everyone brings a specialty and a perspective that provided great value.”
“Excellent questions were asked and answered throughout the planning process and everyone was engaged.”
“I feel valued as an employee to be part of this committee because I was engaged and asked for my suggestions. Moreover, it allowed me work with co-workers from other departments which made me learn more about team-work and appreciate the views that other staff members have.”
Leading from the Top
The key to ABCRC’s success is that people development and succession planning was not dumped on HR’s plate. ABRCR’s president, Guy West, recognized that people development needed to be a top strategic priority if ABCRC was going to continue to be a leader in Canada’s recycling industry. From there, the senior management team took ownership for implementing the process and became the company’s first career coaches.
ABCRC’s HR Manager, Mike Battista, helps facilitate the process with a light touch. HR may help clear obstacles and track progress against established metrics to ensure the program is staying on course, but the driving force behind people development at ABCRC is the commitment of the entire senior management team to put their people first.
Written by: Michael Timms
It’s one thing to have to deal with one person at work who uses passive-aggressive tactics, but what do you do when your workplace culture actually promotes this type of dysfunctional communication and behaviour? Do any of these situations sound familiar?
- Implying that someone is stupid without actually saying it, such as “You should know that by now.”
- Saying things about someone behind their back that one would never say to their face.
- Engaging in email wars.
- Frequently interrupting others.
- Being deliberately unhelpful.
- Ignoring or delaying responses to requests.
- And the granddaddy of them all… not giving an employee frank feedback, then allowing them to flounder until they’re fired.
As maddening as passive-aggressive behaviour is, the real problem is that it’s contagious. Passive-aggressive behaviour provokes a passive-aggressive response and brings out the worst in all of us. The irony, however, is that we rarely notice how our responses to passive-aggressive behaviour perpetuates a passive-aggressive culture.
Here’s how this dysfunctional behaviour spreads.
The Passive-Aggressive Cycle
When people don’t feel like they can be candid with others, sooner or later, they end up demonstrating passive-aggressive behaviour which provokes others to respond in kind. All the while, neither party knows exactly why the other is behaving this way. They both naturally assume that it’s because the other person is a jerk.
Have you seen this cycle play out in your workplace?
Can you see your part in perpetuating this cycle?
Breaking The Vicious Cycle
The linchpin of the Passive-Aggressive Cycle is the feeling that you can’t give someone candid feedback. Remove the fear of giving feedback and you break the cycle.
But before we go there, take a moment to consider how your behaviour may be contributing to the Passive-Aggressive Cycle in your workplace. Think of someone that you want to give feedback to but feel you can’t. Have you exhibited behaviour towards them that could possibly be interpreted as passive-aggressive?
Once you identify how your behaviour may be perpetuating the Passive-Aggressive Cycle in your workplace, decide now to stop that behaviour. It is just as important to determine what you need to stop doing as it is what you need to start doing.
Now, continue reading for some thoughts about how to cure a passive-aggressive workplace culture.
Why People Fear Feedback
Most of us have not had an overabundance of positive examples when it comes to giving and receiving feedback. In high school we received report cards but our teachers rarely reviewed them with us. In university we received letter grades but would be lucky to get a few minutes with the professor for some helpful tips on how to improve. And it doesn’t take long after entering the workforce before accumulating numerous examples of managers who delivered feedback poorly or simply didn’t provide any at all.
Unfortunately, outside of the cozy confines of our family, we don’t have many great examples of authority figures providing us with effective, helpful feedback.
Believe it or not, most employees want corrective feedback from their managers. In fact, 72% of employees believe that their performance would improve if their managers would provide corrective feedback. The problem is, almost half of managers (44%) fear giving it.
In addition to the dearth of feedback-giving exemplars in our lives, leadership development consulting group Zenger Folkman provides another reason why people fear feedback. Their research uncovered a strong correlation between a person’s level of confidence and his or her preference for giving and receiving corrective feedback. This means that confident people are generally more comfortable giving and receiving feedback, and less confident people are generally less comfortable giving and receiving feedback.
This finding should not be surprising. People who are more sure of their strengths are secure enough to shine a light on their weaknesses. And insecure people are generally less willing to say something that may hurt their likability.
Managers Set The Example of Giving Feedback
The very essence of leadership is to “go before” and guide others to a destination. The way managers guide others is by constantly pointing to the destination and providing frequent feedback about how well individual efforts are moving the team closer to the destination.
Let me be frank, if you are a manager and you avoid giving others feedback (or sugar coat it when you do), you are the primary cause of your team’s poor performance. Much of employees’ poor performance can be traced back to a leader’s failure to point to the destination clearly and frequently enough, and to provide enough unambiguous guidance on individual and team performance.
Unfortunately, most managers are delusional about how well they provide feedback. For example, I recently met with an employee who told me she had the distinct impression that her manager holds back and doesn’t really tell her how he feels about her performance. An hour later I met with her manager who declared to me that everyone on his team knows where they stand with him.
This disconnect between a manager’s perception of how well they provide feedback and reality is quite common. In a survey of over 11,000 direct reports, Zenger Folkman asked employees how effective their managers were at providing honest feedback on a regular basis. Only 7% gave their managers high marks.
So what’s a manager to do?
If you are a manager and know that you are uncomfortable providing corrective feedback, then you have three options.
- Take a hard look at your strengths and weakness, and if you think you can become better at providing effective feedback, include this in your personal development plan.
- Take a hard look at your strengths and weakness, and if you don’t think you will ever become good at providing feedback, look for a different career path. You don’t want to spend the rest of your career failing at one of your essential managerial duties while also contributing to a dysfunctional and frustrating work environment for your team members.
- Don’t take a hard look at your strengths and weakness—keep your head buried in the sand like far too many managers do.
(Take this survey to determine your preferences related to giving and receiving feedback)
Managers must set the example by improving their ability to provide honest, clear, and respectful feedback. When they do this, the rest of the organization will learn from their examples and fear feedback less. As more people become comfortable giving and receiving feedback, the Passive-Aggressive Cycle will dissipate creating an environment where a culture of accountability can flourish.