We all have moments of clarity, those times when something we may not have been aware of becomes noticeably clear to us. A few of these came to mind over the past several weeks.
One is around how we think about deliverables. Employee engagement is a topic most organizations focus on. It shows up in goals. Yet, is engagement the goal, or are items like reduced employee turnover and increased productivity the desired outcomes? This point comes up often when I am with leaders in organizations, including in my own companies. We are all works in progress. I continue to learn so much from other leaders.
A leader shared with me deliverables in consulting with a client. The language in the contract read: to help them implement a leadership development institute, to improve their new employee onboarding process, and to implement leader rounding on patients (for non-healthcare people, change “patient” to “those you serve”). I asked, “What outcomes is the organization looking for?” The answers were increasing employee retention, including reducing the first-six-month turnover in half, and moving the “likelihood to recommend” response from patients to the top quartile. I asked, “If the items you have as deliverables were put in place and these goals were not reached, would the CEO feel the money paid was well spent?”
The message? If the processes are put in place but the real outcomes are not achieved, then the client did not receive what they are paying for. Hard work is good, but what really matters is what the hard work is accomplishing.
If results are not being achieved, here are a couple of questions to ask: Are the actions being taken the right ones? Are the actions being taken consistently? The answers to those two questions tell a great deal.
That leads us to another moment of clarity: Often we find ourselves continuing to do things that no longer get good results. As I wrote in my book Rewiring Excellence: Hardwired to Rewired, if something is working, great! Leave it alone. If results are not being achieved, take a step back and take a fresh look.
Often, the impact of so many people who are new to leadership and new to the organization is underestimated. How many people have become managers since March of 2020, when Covid changed things drastically? Look also at new staff members. What have they not received in development due to Covid’s impact on skill-building? Even if all of the new people are very skilled, it takes a while for a team to gel. Due to this newness, should some actions be reduced?
After outlining actions, ask people, “Is what we just discussed doable?” Often what sounds good or looks good on paper won’t work well right now. Other questions are, “What can be done to make the actions more doable? Are there barriers being faced? Are there skills that need to be enhanced?” These conversations build trust. Trust is the foundation of a great organization.
Another question is, “What foundational pieces need to be in place to achieve what is being attempted?” The top foundational piece that I find must be in place is staffing. This requires great selection processes and great onboarding of new people. Once these are solid, all sorts of other things will improve. (No, the issues are not this simple; however, attracting and keeping talent is the number-one item that helps deliver great organizational results.)
A few tips:
As discussed earlier, get clear on what is expected. Think of the top three items to clarify: goals, communication, and actions. What are the real deliverables (outcomes)?
If the deliverable is to improve employee attraction and retention, here are some items to look at:
- How many applications are being received compared to previous times?
A strong employer brand will attract applicants. Warner Thomas, CEO of Sutter Health, looks at the number of applicants to gauge how well Sutter is viewed as a place people want to be a part of. I had not connected the dots until he shared this with me and others. - How many people accept the job and do not show up on day one?
Rewiring Excellence has tips on how to reduce the no-shows. - What are turnover and/or retention time frames?
In my first book, Hardwiring Excellence, it’s recommended that a leader complete a stay conversation on the 30th and 90th days. Today that time frame is often too late. Now, leaders are doing these check-ins much more frequently: even on days one, three, and seven. Trust the leaders to make timing decisions based on their experience. - How effective is your onboarding process?
Consider adding Emotional Onboarding™. Most organizations do a great job with technical onboarding: This is where you work, here is where you park, here is the equipment, here are your job duties. Yet, my experience is that people who leave most often do so because they are unsure if they fit into the job, the people, and the place. Emotional Onboarding can help people feel a sense of belonging early on. Contact me if you want to learn more about it.
Of course, this is only one example. The main point is to realize that activity and hard work are not synonymous with results. Once we are clear on the deliverables, we’ll be able to focus on the actions it takes to get there. It is then that we start seeing results.
