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Posts tagged ‘Cy Wakeman’

Five great ideas to carry over into your business or organization in 2018

Drawing from some of the best business books I read and reviewed last year for the Hamilton Spectator, here are five great ideas  to carry over into 2018.

no egoAdd an accountability filter to your 2018 employee engagement survey. Add questions that will let you separate out answers from two very different kinds of employees. Pay close attention to what high-accountable employees are telling you. They’re the high performers who’ll suggest ways to make your organization better for customers, clients, patients or students. Don’t waste time, money or effort in trying to shore up satisfaction scores of low-accountable employees who will only give you a list of demands on how to make their lives easier. “If we really want our engagement surveys to drive workplace results, then we need to be honest,” says Cy Wakeman, author of No Ego – How Leaders Can Cut the Cost of Workplace Drama, End Entitlement and Drive Big Results. “Not all employees contribute equally, and the feedback they offer isn’t equal either. Treating all feedback equally is crazy.” So too is holding managers accountable for driving up satisfaction scores among employees who contribute little or nothing to the organization.

egiHelp yourself by helping others first. Adopt what Ryan Holiday calls the canvas strategy. “Find canvasses for others to paint on,” says Holiday in Ego is the Enemy. “Whereas everyone else wants to get credit and be respected, you can forget credit. You can forget it so hard that you’re glad when others get it instead of you – that was your aim after all. Let the others take the credit on credit, while you defer and earn interest on the principle.” This is one way to keep your ego in check in 2018 and not allow a false sense of superiority to exceed the bounds of confidence and talent.

radicalStart practicing radical candor. Care personally and challenge directly in 2018. Find the courage to deliver difficult yet necessary feedback, make tough calls and set a high bar for results. At the same time, let people know that you care them. “When people trust you and believe you care about them, they are much more likely to accept and act on your praise and criticism,” says Kim Scott in Radical Candor – Be a Kick-Ass Boss Without Losing Your Humanity. You do yourself and the people around you no favours when you put being liked ahead of saying and doing what needs to be said and done.

MomentsPick an event that your organization runs every year and shake up the status quo. Don’t settle for what Chip and Dan Heath call the soul-sucking force of reasonableness. Invest the time and extra money to create a stand-out experience in 2018 that everyone in the room will remember and everyone else will wish they had attended. “Moments matter,” say the Heaths in The Power of Moments“And what an opportunity we miss when we leave them to chance. Teachers can inspire, caregivers can comfort, service workers can delight, politicians can unite and managers can motivate. All it takes is a bit of insight and forethought. We can be the designers of moments that deliver elevation and insight and pride and connection.”

powerMake sure everyone in your organization has the same answers to two fundamental questions. What do we stand for? And what do we want to be known for? The answers will define your organization’s culture in 2018. Average organizations have mission statements. Great organizations have people who are on a mission. The difference comes down to culture. “Your most important job as a leader is to drive the culture,” says Jon Gordon in The Power of Positive Leadership. “You must create a positive culture that energizes and encourages people, fosters connected relationships and great teamwork, empowers and enables people to do their best work.”

@jayrobb serves as director of communications for Mohawk College, lives in Hamilton and has reviewed business books for the Hamilton Spectator since 1999.

Review: No Ego – How Leaders Can Cut the Cost of Workplace Drama, End Entitlement and Drive Big Results by Cy Wakeman

no egoThis review first ran in the Sept. 25 edition of The Hamilton Spectator.

No Ego: How Leaders Can Cut the Cost of Workplace Drama, End Entitlement and Drive Big Results

By Cy Wakeman

St. Martins Press

$37.99

Survey says we’re having ice cream socials every Friday afternoon.

It’s an employee suggestion from your latest engagement survey. Free ice cream seems like a quick and easy way to buy some love and shore up engagement scores.

But a deluge of emotional waste will hit your managers starting Monday morning. They’ll be silently screaming about ice cream.

Monday morning is when they’ll start hearing from employees who can’t get make it to Friday socials even though senior management is well aware of this fact, obviously doesn’t care and is out to get them yet again.

Managers will be told to run a more inclusive event for employees who don’t like ice cream, are lactose intolerant, have sensitive teeth or prefer healthy options.

Managers will get requests to leave work a half-hour early from employees who don’t spend 30 minutes eating ice cream in the cafeteria.

Managers will get sermons on why locally sourced organic ice cream is the better, more sustainable option along with calls for employees to be consulted on whether vanilla and chocolate ice cream should be the only choices.

Managers will get complaints about the skimpy selection of toppings and how the absence of whipped cream and cherries is just one more way that senior management nickel and dimes employees.

Managers will hear about preferences for waffle bowls over plastic cups.

And someone will rat out Andy from accounting who’s rumoured to get extra scoops of ice cream because, as everyone knows, Andy is a suck-up who may, or may not, be dating the CEO’s daughter.

You can spare your managers the drama by putting an accountability filter on your next engagement survey, says Cy Wakeman, author of No Ego, consultant and founder of Reality-Based Leadership,

Ask survey questions that will differentiate responses from high and low-accountable employees.

Focus on what high-accountable employees are telling you. These are the resilient, self-aware, change-ready high performers who take full responsibility for their own optimism, energy and enthusiasm. They consistently give their best effort and continually look for ways to improve. They’ll use the engagement survey to highlight ways to better serve your clients, customers, patients or students. Free ice cream for employees likely isn’t on their list.

Low-accountable employees wear victimhood like a well-worn housecoat, says Wakeman. They blame everyone and everything for their lacklustre work, blown deadlines and sour disposition. They’ll use the survey to emotionally blackmail you into making their lives easier.

Trying to drive up engagement scores among low-accountable employees is a fool’s errand. And if you could actually pull this off, would you want an organization full of highly satisfied low-accountable employees?

“If we really want our engagement surveys to drive workplace results, then we need to be honest,” says Wakeman. “Not all employees contribute equally, and the feedback they offer isn’t equal either. Treating all feedback equally is crazy.”

Engagement without accountability leads to entitlement, warns Wakeman. That sense of entitlement causes time-wasting and productivity-killing drama and emotional waste.

Smart organizations and great leaders aren’t preoccupied with creating a workplace where everyone’s happy and comfortable. They’re not shielding employees from change, sugar-coating reality or trying to get buy-in through appeasement.

They don’t coddle, cajole or get themselves into codependent relationships.

Instead, they focus on building business readiness and instilling an organization-wide accountability mindset. They value action over opinions. They ask employees for their full commitment in exchange for full paycheques. The uncommitted get a clear choice: come up with a plan to get on the bus or find yourself another bus to ride.

“The role of leaders is to help people get clear on the fact that if they want to play on the team, buy-in is a prerequisite,” says Wakeman. “If you’re going to get great results, there can’t be an option that allows people to stay and sabotage or to stay and hate. Why would any organization tolerate an option that allows people to generate endless emotional waste?”

This may seem like tough love given the conventional wisdom around how managers should engage and inspire employees and manage change to minimize pain and disruption. Yet Wakeman makes a compelling argument for putting accountability ahead of engagement. Hold employees to a higher standard and they’ll do great work, step up to challenges, take pride in what they achieve together and become fully engaged in ways that free ice cream can’t buy.

@jayrobb serves as director of communications at Mohawk College, has reviewed business books since 1999 and lives in Hamilton.