On the plane and headed West to San Diego.  One of my favorite places to spend a few days, although there won’t be a lot of down time this week.

Today marks the kick off of the SHRM Annual Conference & Exposition, the largest and most significant gathering of the Human Resources industry.  If you are a progressive HR practitioner or support the practice of ‘people strategy’ its likely you’ll be in San Diego this week (or you are missing out on a great opportunity to connect, listen, learn and develop)!

I believe this is an important time for the practice of HR.  Never has there been a better opportunity for the progressive, strategic HR Practitioner to shine.  In a slow growth cycle where so many industries have become commoditized and are increasingly re-inventing for a better competitive advantage TALENT is moving to the forefront.  Simply stated, The Best Talent Wins and those HR Leaders that embrace the role of Talent Ambassador and Culture Crusader will differentiate themselves and add increasingly more value to the business.

I’ll talk about these trends and the transformation inherent to the practice of HR in my session at 4 pm Monday afternoon:  HR 2.0:  Talent, Technology & Transformation.

And we’ll likely continue the conversation at the SHRM Tweet Up Monday night and the rooftop at the Hard Rock Hotel following!  Join us! Have a feeling a few of my ‘HR Famous’ friends will be there and who knows maybe @mwbuckingham or @algore will stop by…

It should be a great week and from a content perspective SHRM has once again assembled an All Star lineup of keynote speakers including one of my all time personal favorites to close the conference on Wednesday, Marcus Buckingham. Simply stated, SHRM does a conference right.

I look forward to catching up with old friends, making new connections and leaving San Diego a little more knowledgeable about the practice of people.

I attend a lot of conferences.  Often they are centered around leadership and human resources.  And lately the popular theme choice has been “Next”, “Shift”, “Evolve”…..you get the idea.  Change and Re-invention is heavy on the agenda…and for good reason.  What got us here likely won’t be good enough to get us there…

Typically I am attending a conference to keynote/speak.  And usually I try and attend a few of the other relevant sessions to my practice to listen and learn.

Recently I had the pleasure of watching a terrific presentation on effective recognition.  Such a powerful driver of engagement and culture and so often a big missed opportunity among management and leadership ranks.  The presentation was both strategic and tactical, offering some very specific recommendations.

And while I thought most of the preso was spot on there was a recommendation I can’t get out of my mind…..the awarding of casual day stickers as a benefit or “treat.”

I couldn’t help but picture myself back in the mainstream game running a large sales organization and having someone from the HR organization coming into the bullpen to hand out stickers…….because I am quite certain I wouldn’t be playing the sticker game…. And I couldn’t help but think, neither would so many of the strategic, talented and progressive HR professionals I know.

A few thoughts about culture and recognition.  Great employees want Sr. Leadership to care about them….they want to do meaningful work….be invested in and developed….and be both appreciated and rewarded for their contributions.  They want trust….and the freedom and autonomy to contribute to the results.

In the past I have maintained a casual business dress code in the office.  And it was unnecessary.  My players knew when to suit it up.  And when you don’t, jeans work just fine.

I cannot speak specifically to leading another functional area of the business but I do know that most great salespeople don’t want stickers and treats….they want to WIN.  Create a culture that puts them in the very best position to do that…support and invest in them…and yes, recognize and reward them aggressively.  Then get out the way….and let them bring the rain!

Recognition and Appreciation are essential ingredients to building a Passion Culture.  Increasingly they are requisite leadership competencies.  And I think it’s probably a good idea to leave the stickers at home.

Tomorrow morning I am giving a keynote at the Milwaukee Zoo.  A first for me!  I haven’t been in years…my nieces and nephews love the animals and I am actually pretty excited to check it out.

I’ll spend the morning talking about how to build a ‘Passion Culture‘.  Where people give at the office because they genuinely want to…not because they have to.  There is an enormous opportunity for Managers, Leaders and HR Professionals to tap into the passion and potential that lies dormant in so many of our organizations…before it exits the building.  Or perhaps even worse, throws in the towel while still hanging around to collect a check every two weeks.  In an economic environment where The Best Talent Wins making people the priority simply makes sense. Convincing the C Suite to invest appropriately might pose a challenge…..but it shouldn’t…and we’ll talk about it tomorrow.

I look forward to the discussion and as a former Sea World alumnus perhaps checking out the Seal/Sea Lion Show in the afternoon!  Should be a fun day.

Hope the zoo doesn’t mind me bringing The Whistle!

I recently had the pleasure of sitting down over breakfast with Bridgeworks founder David Stillman, the generational expert, professional speaker and author of the new book The M-Factor:  How The Millenial Generation is Rocking the Workplace.   The  book is a must read for HR professionals, Leaders and Managers who need to raise awareness and develop competency specific to the challenges associated with 4 generations intersecting in our workplace.

As a fellow Xer who incorporates generational content into my own speaking/training business I can tell you the conflicts are real and on the rise.  Increasingly occurring between Xers like me and the eager, idealistic and opportunistic Millenials joining our organizations/teams.  We struggle because we also coveted much of what this emerging generation demands from work – meaning, flexibility, opportunities to develop and advance.  We often paid our dues, the “traditional” way.  Suited up, arriving at the office at 8 am and grinding through menial task assignments to prove ourselves with annual performance reviews as the standard feedback mechanism.

That approach is going….going…..gone.   Thank goodness.  Millenials are the fastest growing segment of our workforce and as we enter the next growth cycle they will contribute increasingly more value to our organizations and demand an increasingly improved work experience.  The M Factor offers excellent insights based on hard research to bridge gaps and foster improved connections and communication to favorably impact work culture.

The Bridgeworks Team offers programs, workshops and consulting specific to the generational issues organizations are confronting.  I also recently spent a little time with their Milleneial keynoter, Seth Mattison.  A speaker pro and authentic voice of Gen Y we had a nice exchange around the challenges and opportunity associated with the generational intersection.  Suffice it to say that reverse mentoring offers each generation an opportunity to better understand one another and improve collaboration.  And while Seth would rather make plans via text or Facebook and I tend to prefer a phone call or e-mail there is plenty of common ground.  What he covets in his career is trust, flexibility/autonomy and the organization that is willing to invest in him for what is coming next.  He wants to conquer the world.  Now.

So do I.  And if I were to ever head back to a more traditional corporate gig again, I will demand likewise.

An outstanding week followed by a miserable weekend offered some interesting considerations for the work I do.

I attended HR Connect, a networking event co-sponsored by SHRM, SmartBrief and RecruitingBlogs.  The event and a few meetings around it provided an outstanding opportunity to catch up with clients, colleagues and friends who are passionate about HR and Recruiting.  The ‘Tweet-Up’ (my 2nd official happy hour focused on people connected on Twitter meeting up) affirmed the real desire that people have to connect face to face, with other people, who share a passion for their profession (I wasn’t the only one who got on a plane and flew in for the event).  Using social media makes events like this more rewarding for me and strengthens my network.  But the secret to social media is really all about the relationship.  And its clear to me the conference/event model is far from dead.  To the contrary, people have a deep need and desire to connect live, in person and learn, share and grow.  So, while formats may evolve, good conferences with progressive content aren’t going to be extinct anytime soon.  Social media is simply an accelerator.

I attend a lot of HR conferences.  Often, I am speaking.  Always, I am interested in meeting new people and having meaningful conversations. And while so many of the conferences provide valuable content and connections the HR event circuit can be a bit insular.  And its valuable to gain outside perspective specific to the work you do.  I attended a non HR workshop/event in my hometown a couple weeks ago.  The focus was on social media for business and the audience was comprised of mostly business professionals.  Marketers, Entrepreneurs, Consultants etc. looking to learn more about leveraging new tools/technology.  And part of the workshop general discussion the topic of recruiting and social media was raised.  I was a bit surprised by what happened next.

A gentleman in the audience stood up (not required as part of the discussion format), looked around at the 200 or so people in the room, and in an elevated tone suggested that, “Recruiting is absolutely the most disrespectful business process…..ever.”  He had my attention now. And went on to explain how it was simply unconscionable for companies to treat candidates the way they do during the job search.  Some of it was what you might expect.  Lack of communication.  No feedback.  Minimal, if any human contact.  Horrendous turnaround time.  He was angry to be certain.  And had it stopped there, you could write it off as one disgruntled person having a hard time with a job search.  But it didn’t.  What it did was open the dialogue, all affirming stories acknowledging the problem.  The snowball could have turned into an avalanche had we not had facilitation and the discussion was closed on the story from the candidate, who 30 days after he was hired and started working for his new employer, received an automated email from the recruiting organization updating him on the status of his resume.  Oops.

Sometimes it pays to get perspective outside of your profession.  And it was clear to me this snapshot of dialogue offered some indication that companies have a long way to go with respect to how they respect candidates during the recruiting process.  Some of it comes right down to bedside manner.  And I think some recruiting organizations could learn a lot from Dr. Black.

Dr. Black was my personal weekend Physician.  Heading back from DC Thursday evening I had slight pains in my chest and side.  Writing it off to bad airport pizza I gutted out Friday’s work day with the pain worsening a bit.  By Friday night I knew something was definitely wrong and I ended up in the ER.  EKG, discussion of blod clots, fluid in my chest and lungs, worsening pain and an escalating fever.  No fun. No diagnosis.  Nobody quite sure what exactly is wrong.  Enter Dr. Black.

She offered clear and concise communication with a personal touch.  She explained herself.  Her thoughts about what might be wrong.  What they wanted to rule out and why.  She patiently answered questions.  And stopped back an hour later just to see if I had any more.  And under the circumstances I actually felt so much better having her around.  It wasn’t so much what she said, as the way she said it.  I trusted her.  And because of her I felt good (and still do) about the entire hospital/organization. Dr. Black circled back around and amid my ailment we chatted a bit about work, passion and bedside manner.  I learned that although she had been practicing in this very ER for 11 years she didn’t necessarily think medicine was her true calling.  She is a full time mother and very part time artist.  And would love to have more time to create. We talked about the danger/trap of getting really good at the wrong thing…..and she knew she was good at her job.  Real good.  And her confidence and charisma carried over into a bedside manner that absolutely elevated the patient experience.  Although this might not have been her true passion, her sense of purpose to serve never wavered.  I’ve been to the ER before.  And I have never had a Doctor follow up with 2 phone calls to me personally the next day.  Of course, I wasn’t in the care of Dr. Black.  People make the business.  And the brand.

When you are in the business of saving lives (or starting careers) its easy to put the human element on auto pilot.  But the best in the business don’t.  They remember that it isn’t just what you do, but the way you do it that often makes the difference.  And doing it with elevated communication, care, compassion and consideration make all the difference in the world.

Antibiotics and rest will get me better.  Likely pneumonia or a really bad infection.

Dr. Black’s bedside manner made me feel better when it really mattered.  A great lesson.

The challenges and demands today’s business leader faces are many.  More with less, cost containment, globalization, transformation, reinvention…and amid the challenge and change exists a very real opportunity for confident, capable leadership to emerge and re-engineer success.  People are hungry for more meaning in the workplace and want to connect to something and believe in someone who provides a vision for the future.

Vision is a leadership mandate.  Connecting employees to the vision and instilling confidence about the future of the enterprise help make vision a reality.  People need to opt in for more important reasons than money.  Increasingly it is incumbent upon leadership to communicate not only the where, by the why and the how in the organizational or team journey.  That kind of authentic communication and transparent conversation builds trust and fosters connections around a shared purpose. Simply stated, you aren’t leading unless others are following.  And the best leaders understand that a critical component of their function is to ably serve those they employ in an effort to guide others to personal and professional achievement.  That breeds loyalty.  And success.

Here is Top Ten daily checklist that serves as a reminder of the work effort required to serve as a leader.

1.  Did you demonstrate alignment to the organizations guiding principles (mission – vision – values) and support the brand promise?  Not by what you said.  Rather, by what you did?

2.  Did you barrier bust today?  Remove obstacles, minimize bureaucracy and make it easier for your team to compete and win.

3.  Did you reinforce the strategy today?  The strategy you’ve clearly communicated and have everyone aligned and contributing effort toward.

4.  Did you listen and learn today?

5.  Did you coach, counsel and mentor to improve someone today?

6.  Did you recognize someone or celebrate success today?

7.  Did you challenge the status quo today?  Did you consider that what is working today might not be good enough tomorrow?

8.  Did you achieve an outcome today?  A small victory that leads toward the big win?

9.  Did you make work fun today and contribute to creating culture that people really want to be a part of?

10.  And one of my personal favorites, specific to the sales organization and an absolute mandate in the C suite – did you talk to a customer today?

The best leaders are out front.  Doing the heaving lifting.  Setting the pace.  Offering an example.  Serving others.

With another year passing and new decade upon us comes a moment of opportunity unlike most any other throughout the year.  It’s a time that mandates real reflection.  Individuals and organizations taking inventory of decisions and assessing opportunity on the horizon.  A fresh start.  Clean slate.  Optimism.  And for many of us that means resolutions.  Find a new job?  Quit smoking?  Balance my work/life?  Lose 10 lbs?  Grow my business?  Some of the more popular choices that typically make the ‘wish list’.  I’ve been a “Resolutioner” – setting ambitious personal/professional targets and sprinting out of the gates January 1 only to lose momentum by the time the snow melted (that would be late April in Minnesota).  And I know that I’ll see the Resolutioners out in droves packing the health club next week.  It usually thins out again mid March. Why the fall off?  My own self assessment related to both personal and professional/corporate objectives is lack of process and planning.  Turning resolutions into results requires a game plan.  A clearly defined strategy.  What I am referring to this year as ‘Resolve 2010‘:

Review:  Change requires an honest inspection and assessment.  What specific decisions lead to the destination?  And the critical component of a good resolution review is accountability.  As a leader/manager, individual contributor or in your personal life its best to focus inward.  Take stock of the I that impacts the “we” or “they”.  Understanding where you’ve been is critical to help you get where you want to be going.

Reinvent:  2010 is a time for reinvention. Your company, your strategy, your brand/marketing and your career.  In fact, the entire Jan/Feb issue of Harvard Business Review is devoted to this concept and offers a great read for the recalibration that is going to be required for many of us coming out of this recession.  Transformation requires BIG ideas.  But this is the exciting part.  Change.  Business models being ripped apart and reconstructed.  Customer expectations evolving.  Value propositions being reset.  A global marketplace.  New skills and competency required to compete. Opportunity that is now a constant moving target.

Reset:  What I like to refer to as adjusting to the new normal.  A faster pace.  Constant change. Continuing education.  A climate that mandates real authenticity and transparency to earn trust.  Where BOLD innovations are required to stay even.  Real reinvention requires working a different way.  And communication and competency are critical components of execution in an environment where what you say is openly evaluated against what you do on a daily basis. When you hit reset as an organization you have a clearly articulated strategy and alignment around mission – vision – values.  These guiding principles are clear in the minds of stakeholders and create a culture of engagement, performance, accountability and trust. And the organization of ME, Inc. can apply those very same principles.

Relationships:  The most essential aspect to my own professional reinvention has been relationships.  And a big part of my own Resolve 2010 plan is to do some real relationship inventory and focus on renewing and respecting the important relationships I have.  It’s an essential ingredient to success.  As a speaker, consultant and novice blogger I am fortunate to have collected new and increasingly important relationships over the last 12 months.  It’s likely that people I didn’t know 12 months ago will read this, comment, offer a word of counsel, support or constructive criticism.  That is a gift.  And as the former Chief Strategy Officer for a division of a Fortune 500 enterprise, success was directly attributed to the strength of my relationships with colleagues, customers and the community (industry) we served.  As a Manager, I was responsible for driving results for an organization that required a massive commitment from the team.  As a Leader, I was responsible for serving and guiding others so they could realize their full potential personally and professionally.  I’ve been in the Relationship Business a long, long time.

Resolve:  This is the most essential ingredient for turning a resolution into reality.  The elevated sense of discipline and commitment required to see it through to result and the understanding that effort and results are two very different things.  It also means focus and clarity.  Deciding what not to do and where not to spend time are essential ingredients to staying the course. If you want to accomplish a BIG thing personally or professionally in 2010 it requires alignment of a lot of little things along the way. And the elimination and avoidance of unnecessary and irrelevant distractions.  In the words of legendary football coach Vice Lombardi you have to “plan your work, and work your plan.”  What gets eliminated from the game plan is just as essential as what stays in.

I know that I am solely responsible for making my own Resolve 2010 plan a reality.  But I am lucky that I’ll get by with a little help from my friends along the way.

Happy New Year!

Bono is a Rockstar.  I was fortunate enough to see the U2 360 Concert recently.  And it was Passion on Purpose on display.  And all of that Passion and Preparation translated into a monster Performance. Its a real pleasure watching artists, who take so much pride in their craft, perform at the top of their game.  In those moments of witnessing near flawless execution, that seems so natural,  it can also minimize the countless hours of real hard effort that comes first.  Bono told a great story on a chilly night in Norman, Oklahoma a couple weeks ago about having played Norman 26 years prior about a mile down the road.  In a small bar, to a small crowd, as relative unknowns.  He simply said “it took 26 years for us to move a mile down the road”…….to a sold out stadium of 60,000 mesmerized fans.  What a journey.  What a great gig.  But it sure didn’t start out that way.  In fact, in took 26 years of Passion on Purpose.

I am reading the book Outliers.  Where Malcom Gladwell puts forth the notion that it takes 10,000 hours to achieve expertise or mastery.  Real hard effort.  Real big sacrifice.  And real tough to achieve Rockstar Status if you don’t really love what you do.  Being a Rockstar in your own chosen vocation isn’t really all that different.  You typically get out what you put in.  The edge usually goes to those willing to give a little more than most.  A mentor and friend continually reminds me to think about doing the 1% that the 99% isn’t or simply isn’t willing to do.  What he likes to call “the hard yards”.  And I woke up this morning taking my own self assessment:  Have I put in my 10,000 hours?  Was I willing to earn the hard yards?

A pretty powerful self assessment to take and bold reality to face.  Achieving Rockstar Status is entirely up to you.

Tip:  If you are a Leader, Manager, HR pro or Executive know that Rockstar’s attract other Rockstar’s.  Big game player’s want to step into the arena of business competition surrounded by talent.  Because The Best Talent Wins!

It’s been a tough ride recently for many Managers and Leaders.  Stalled initiatives,  shrinking budgets, program cuts and layoffs.  Short term remedies, perhaps necessary, that result in making the challenge of rallying the troops toward a common purpose, capturing the very best effort and output of your human capital and cultivating confidence in the future a burdensome task.  That is why it isn’t a surprise that the Employer Branding Global Research Study conducted by Employer Brand International cited “building a leadership development program to equip leaders with the capabilities  to better manage the employment experience” as the most effective employer branding initiative.  It’s increasingly clear that leader/manager competency is a necessary area of focus and investment for organizations that hope to navigate through this turbulent economy prepared to compete and capitalize in the future.  And while employees have understanding and appreciation for circumstances that necessitate difficult short term business decisions, it’s often the absence of consistent and transparent communication that erodes confidence, disintegrates trust and derails employee engagement.  The combined effect of an effective internal communications strategy and quality leadership are what’s required and unfortunately, all too often overlooked.  Based on years of research/experience our partners at Modern Survey have identified 5 essential elements to create and sustain high levels of employee engagement.  Their thoughtful white paper is available for download here.