From CEO to “You’ve got to go”! The CEO of an 800-million-dollar media company let go for lack of skill! Apparently, manipulating the numbers, mistreating people, and turning a blind eye to inappropriate behavior can still get you fired! CEO of the Atlanta based media conglomerate ADP was replaced today under allegations of apathy and misconduct. The Board of Directors has asked the founder and former sole proprietor of the company to temporarily take over operations and get the company back on track fulfilling the role as chief consultant. If being fired wasn’t bad enough. Does being fired by your father make it better or worse?
From meager beginnings growing up on the outskirts of Houston Texas, he moved to Atlanta, married and became of Georgia’s leading citizens. Through determination and hard work, he turned an empty building in to a thriving media empire employing hundreds form our community. Consensus is, that it’s his remarkable persona and leadership techniques, as well as, his passionate but pleasant and informative communication abilities that have fueled his meteoric rise. He has arguably done more for our local youth and community than anyone in recent memory. Yes, he is a hero in the truest sense of the word! The resounding question now is, what’s next for this former Texan and local hero? Learn about what he did and how he did it:
Is Your Company’s Employee Manual A Waste Of Paper?
How Do I Make An Employee Manual Good
Let’s face it, most companies create an employee handbook or manual to cover themselves in case someone does something stupid! It allows the company representatives to say, “we told them not to do that. It’s in the handbook we gave them!” This approach doest work very well, especially since from the moment the handbook is given to a new employee it is shoved in a drawer or on the intranet somewhere never to be taken out again until the employee leaves the company. And then it’s taken out only to be thrown away. Part of the problem is that most employee handbooks or manuals are a list of rules and things not to do. It’s a negative book and a list of constrictions. The actual purpose of a hand book should be to show the employee what to do to guarantee their success and to attach the goals of the organization to the goals of the individual.
So, what should be in an employee manual if you are going to make it worth printing?
First, it should be a clearly designed and laid out path to success- not an organizational CYA (cover your *behind end) document.
Second, it should attach all required procedures and activities directly to the organizations and individuals goals and success.
If it met this criteria it would be worth reading and referring to on a daily basis. Lastly, it should be of such value that organizational leaders refer to it as a reference for operations constantly. Organizational leaders use it not just for do’s or dont’s, but for how to’s as well.
How Do I Make An Employee Manual Good
A handbook or manual should spell out the organization’s operational standards. It should be the play book for day to day operations. Most organizations do not have a “Standard”. This is where conflict, contention, apathy, disenchantment and low morale stem from. People don’t mind playing the game when they know how to and they know they can win. Not that work is a game, it’s not. However, it is a place where we compete. We compete to show our worth. We compete for available rewards. We compete for opportunities. We compete for many things.
Even people like Tiger Woods, who says he only competes against himself and to his standard, competes against others. If you only compete against yourself and your standard of desired performance does not consider that of your competition, you may very well be wasting your time. If you meet your standard of performance but it is well below that of other people vying for that opportunity or reward, you automatically will lose! If your standard of performance is not higher then you are wasting your time!
For an organization to truly reach its maximum position of productivity and effectiveness, it must have a standard of operations. When leaders all do things the way they as an individual think they should be done, it kills consistency and cohesion. When organizational leaders get no training or get different training on how to perform and operate in the workplace environment, it destabilizes the work environment.
Imagine a sports team whose players all learned from a different playbook. What would their team performance look like? One thing is for certain, they wouldn’t win any Super Bowls! That same scenario is played out every day in organizations all across America. Organizations have no set, accepted and enforced operational standard and no playbook (employee manual) to learn the activities that guarantee their success. Because of this people follow their own agenda instead of pursuing the goals of the organization. Leaders don’t stick to the behaviors, steps and processes that will ensure the desired results. They ad-lib and do things based on their individual emotions creating conflict, resentment, confusion and chaos.
All successful highly successful organizations have a proven standard of operations and their handbook is the playbook to follow to operate consistently in congruence with that standard. With a set operational leadership standards and operational standard set of behaviors and actions for all, the work environment is stable, consistent, cohesive, and harmonious. Everyone knows what to do in every situation all the time. The plays or operational activities are general knowledge and do not require the leaders of the organization to stop what they are doing constantly to make unnecessary operational decisions. When the standards and goals are already in place, codified and taught, people at all levels know what to do and when to do it and to what standard of performance. They also know who is supporting whom, how and when. That’s how Super Bowls are won!
The entire culture of the organization must be based on proven operational standards which include the requirements and style or behaviors and activities of all leaders. That leadership style must be performance based and goal focusednot based on the emotions and desires of individual leaders. The proven most effective leadership style is the Goals, Structure, and Culture leadership style (GSC). This style as taught in the book “Why Try To Make Them Do It When You Can Make Them Want To“, focuses everyone in the organization on the desired goals. The leadership skills keeps the goals center focus and builds the structure that uses the least time, effort and resources but most efficiently achieves the goals. And, it creates the culture where achieving the goals are positive and all activities performed by everyone everyday are focused on and measured against the group’s and organization’s goal attainment. The accepted, taught and tolerated behaviors in the organization are actions and activities moving the group toward the goals, not wasting time on social media or talking about others.
The Team-builder Leadership Institute is the authority on and has the GSC leadership development and certification system that immerses and develops organizational leaders and individuals in mastery of the GSC Leadership Standard and leadership style. Organizations use it finding that creating that operational standard and having a playbook for success dramatically improves moral, cohesion, the ability to train new leaders, the ability to train individual employees on their position, etc. Having the standard takes the guess work out of all daily operations.
A Leader's Job
Keep in mind that a leader’s job is not to make up rules and processes as they go along. A leaders position requires they support and enforce the rules and procedures already in place. When all leaders operate from the same playbook, it creates a consistent and cohesive environment where all employees know how to compete and succeed. Having the GSC standard also shows and supports flexibility so everyone has the process to evaluate situations and make the decisions that most efficiently and humanistically achieve the goals being pursued. When goal achievement is always the focus of everyone, it is much easier to align decisions with needed and desired results.
If you would like your organization to perform at a Super Bowl wining level, instill the leadership standard, style and playbook that produces cohesion, harmony and high performance. Make your organization a GSC-Goals, Structure, Culture organization and build a work place and environment of ease, positive results and healthy competition! Our workplace should not be a place of confusion and chaos! It’s all about the standards!!
Does a leader that comes to work go straight to their office and at the days end, leave and walk straight out of the building as a routine have an effect on workplace performance factors? Does a leader that always talks but never listens have an effect on the organizational work environment? Does a leader that doesn’t come to work half of the time have an effect on the organizations work environment? Does a leader that only follows the rules when they are convenient for them have an effect on the work environment?
Of course the answers are: yes, yes, yes, and yes!
Not all employees emulate their leaders but research shows many do. The leader sets the priorities, sense of urgency, quality of interpersonal interaction, cooperation level, goal focus, etc. I ran across this article which discusses how Governor Christi of New Jersey said he had no idea what was going on with the bridge incident: (http://www.forbes.com/sites/dougguthrie/2014/01/16/whos-to-blame-for-creating-a-toxic-organizational-culture/ ). How many times have we heard similar assertions in this presidency alone of, “I didn’t know”? How many times have we heard people in high corporate leadership positions say, “I didn’t know”? In some cases it may be true but we must ask ourselves, did the way those leaders behaved personally affect the challenges the companies they represent were facing?
When a very large American company was going bankrupt and the CEO flew in a private jet costing hundreds of thousands of dollars to Washington D.C. to ask for money, did that affect the behaviors and perceptions of the organizations employees?
It’s time that we in America and even the world acknowledge that any work environment is created by the leader(s) who have power, authority, and influence over it. Whether they want that power and responsibility or not they have it. This is why it is vital that every leader have and adhere to an operational behavioral standard. That is how a person becomes an “Architect Of Excellence”. A leader’s leadership style and the standard to which they hold themselves to, are what dictates whether they effective and successful with people–or not.
There are four general leadership styles:
Goals, Culture, Structure (GSC)
For the first three there is no operating standard of behaviors. The first three also don’t support and focus on positive organizational culture design and development. The GSC Leadership Style is a Tri-Centric leadership methodology developed by and taught at The Team-builder Leadership Institute. The GCS leadership style is an operational standard. It enables you to adapt your beliefs and add a standard of performance that makes you happy and successful almost immediately! Through its goals, structure, culture design and focus, it creates a positive, flexible, and cohesive culture. It creates a culture where new GSC leaders are constantly developed and mentored. The Tri-Centric methodology of the leadership style adjusts the EKO-System of an organization, fine tuning it constantly for maximum performance.
Leaders that are trained and adopt the GSC Leadership standard become, what we refer to as, a “Dynamic Guide”. The standard of the GSC Leadership Style consists of specific skills, universal leadership and advanced interpersonal communication techniques, and behaviors. The “Dynamic Guide” has mastered the abilities to become a catalyst for the efforts of the organizational members they lead. They are able to quickly and efficiently channel the individual efforts into a unified stream of focused high performance while removing all organizational and team performance inhibitors.
To develop into an Architect Of Excellence and become a “Dynamic Guide” is obtained through an immersion certification program course offered exclusively by The Team-builder Leadership Institute. Its GSC Leadership Development System immerses participants in the specific skills, behaviors, and standards that must be mastered to become certified. There are multiple assessments to guarantee information and concept acquisition and retention that must be successfully navigated to demonstrate acquisition of the knowledge and abilities to earn the certification.
Whether it’s Christie, Obama, a teacher, or a preacher, if the leader is sincere about leading the group to their agreed upon goals and ensuring each individuals’ success, they must be up to the standard and be a professional leader or they will generate negativity and group challenges simply by not knowing. They must know how everything they do and say affects the group and their pursuit of the goals. Leadership is about knowing, as well as, knowing enough to pursue what you need to know. There is no room for blinders if a leader is going to elicit the maximum positive performance from all involved. For any of us to get what we want we have only to choose to take action and pursue it. Set the GCS standard of leadership in your organizations and communities. Let’s learn the skills and use them so others can learn them and emulate our success. Let’s make the next generation immune to emotional negativity and excuses!