What would it take to get you to work 80 hours per week?

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I’ve interviewed a ton of people in my career.  When I ask people what their normal work week looks like – I “often” hear – “Oh, I work 70-80 hrs per week, all the time!”   I instantly know they are lying – because no one works 80 hours per week all the time!  Do you really know what 80 hours per week looks like? Here’s some examples”

  • 16 hours per day – Monday thru Friday – that’s coming in at 6am and not leaving until 10pm – EVERY day.

or

  • 12 hours per day Monday thru Saturday with an EASY 8 on Sunday.

or

  • Oh, and by the way, the two above examples must be with paid lunches and breaks.

Liars.

The only way you work 80 hours per week is if you own the place. How much would I have to pay you to work 80 hours per week?  Would you do it for $10,000 per week? $520K per year?  No you wouldn’t – you would quit after a month or two – now you’re lying to yourself.  Heck – most owners aren’t even willing to work 80 hours per week.  That’s why so many small businesses fail – people underestimate how much it takes to make a business successful!

“Oh, I would work 80 hours per week if I LOVED what I did.”   Really?  You think you would still LOVE it after working 80 hours per week, week after week, month after month, year after year?  I think it’s incredibly awesome when I meet someone who I truly see Loves their job – you know the type – even if they weren’t getting paid, they would be doing what they’re doing.  Unfortunately 99.9% of us aren’t in a position where we can “work” for free – no matter how much we Love it.  We have bills, responsibilities – we don’t have daddy or a spouse paying our way – we have real life.

80 hours per week – now you’re thinking about it, right?  It’s a lot of time to put forth for one part of your life.  How do you get your grocery shopping done? Watch your kids play at school? Get the cat to the vet? Get your haircut? Get your teeth cleaned?  See your therapist?!

As HR Pros we put so much time, effort and thought into building our rewards and recognition systems.  Many of us think we do this so we can get our employees to give us that extra discretionary effort – to work those hours over 40.  To get our employees to want to work 80 hours per week.  Unfortunately, most of us have rewards and recognition to just get our people to do the job they were hired for – not extra.   When this happens – you no longer have a rewards and recognition system – this now becomes part of their full compensation package.  Rewards and Recognition shouldn’t be put in place “to get the job done” – it should be put in place to reward and recognize those who do more.

I know what you’re thinking – “Tim if I could just have a rewards and recognition system that would get my employees to actually work 40 hours, I’d be happy! 80! You’re out of your mind!”  Believe me, I understand, but that’s what we do, or should be doing for our organizations.  Get great talent, keep great talent, find ways to get that great talent to give us everything they’ve got =’s great HR Pro.

So, what would it take to get you to work 80 hours per week?

 

 

 

Bad is Stronger than Good

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I spoke at the inaugural TLNT Transform event last week in Austin – my topic was – What Your CEO Wished HR Would Do.  One thing that came up during my presentation was a conversation around “Must Do Moves”.  Must do moves are those things in your organization that you grab a hold of, as an HR Pro, and make sure they happen.  I asked the group a question:

Do you have anyone in your organization that you need to get rid of?

 

100% – all hands raised – Yes!  If you work in an organization that has a decent size – let’s say 100+, you almost always have a least one or two folks you would be better without. (for the record – my staff is less than 100, and I don’t have anyone I need to get rid of – they all rock! Don’t hate, I just follow my own advice!)  As HR Pros we hear about this in meetings with your executives and hiring managers – “Oh, if we could only replace John, we would be so much better!”   My point to the HR Pros in the audience is this is a value item that we can own in our organizations.  Must do moves – especially those that make our organizations stronger, need champions.  When it comes to staff moves – we are that champion.

What we realize, but many of our hiring managers fail to realize, is that Bad is Stronger than Good, when it comes to employees.  We hear all the time “Addition through Subtraction”, and yet we struggle in our organizations to make this happen.   Most likely this happens in your organization because you are trying to make your hiring managers, manage, and have them make this decision.  When in reality they have made the decision – they told you.  They hate conflict, even more than you do, and this was their cry for help.  Take it – run with it – make it happen.  It’s the one thing in HR we are all good at – process and planning.  Put a plan together to get rid of your Bad and make it happen.

I didn’t just say – go fire.  That’s not a plan. Well, it is a plan, but not a very good one.  I said make a plan to get rid of the bad.  That means working with the hiring manager to determine timing, back-fill options, sourcing, recruiting, progressive discipline – all that good stuff – but make it happen.  Really – make it happen.  Executives like doers!  They like doers that get rid of Bad in our organizations.  We own the Bad people in our organizations.  Any time you have a Bad person in your organization – you need to take on the persona – this Bad person is my fault, and I’m taking care of it.  Bad is Stronger than Good – you have to fight hard against Bad.

Want to look and be better in HR – own Must Do Moves in your organization.

Want me to come and tell you what other things your CEO wants HR to do?  Contact me – I’m cheap – not free – but cheap.

#22 Rap Lyric That Shaped My Leadership Style

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For the background of this list – see my post from 2-10-12.

The #23 Rap Lyric that shaped my leadership style comes from Jay-Z’s Blueprint 2:

“When the grass is cut, the snacks will show.”

Over the past 3 or 4 years this has been really true in organizations.   As you become lean, as you begin to make cuts that really hurt, you will see those in your organization that are there because they want to be, and those who are there because they have no other choice.   I like to surround myself with people who want to be on this boat with me, who will keep bailing water even when it looks like it’s no use.  Don’t get me wrong – I don’t want them to do it in a naive way – like they can’t see what’s really going on.  I just want people who believe in the same vision that I have.  It’s the only way your organization will truly move forward – belief.

The one thing that hard times bring us, is that organizations get a unique and rare chance to really see who those people are in their companies.  It can be a very cleansing experience – addition through subtraction – that you didn’t even know you needed.   Too many times we are so close to what is going on we have a hard time seeing the forest through all these trees.  My wife watches the Bachelor and all too often, we can see the snack, yet, the Bachelor can’t (my says this is because he’s a man, and stupid – I tend to think it’s difficult to see the truth when so many people are trying to “win” you over – but she’s probably right though!).

Loyalty is a tricky thing to measure in an organization – until you don’t have it.

Essential vs. Non-Essential Employees

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I’ve had many conversations in my career with employees who “essentially” felt they were probably more important to the business than they really were.  You know who I’m talking about!   The ones who at some point let it slip: “This place would shut down if I wasn’t here” or “Let’s see how you do if I leave” or “I made this company what it is today”.  It’s usually a sales person, or technical person who have had big roles, no doubt, but they begin to get a little to big for their own britches (as my grandmother would say).  Over time I’ve developed a good two point test to determine if someone is Essential or Non-essential to your business:

1.  In a snow storm, is this person required to make it into the office/facility no matter what? (think large storm – more than one day)

Example: I worked in a large Health System – Doctors & Nurses had to get in – we actually had plans on how to get them to work in an emergency.  I on the other hand, being in HR – didn’t have anyone coming to pick me up in a 4 wheel drive SUV.

2.  Does the person in question spend way too much of their time trying to convince you of how important they are to your operation?

Examples:  “Without me are largest client wouldn’t be here.” ; “Our department (a non-revenue generating department) saved the organization over $500K last year.” – on a budget of $3.7M…

You know what is really interesting about looking at the life of an organization – when they start out, in their infancy, there is only Essential employees.  We make widgets, all you need is someone to get widget material, someone to make widgets and someone to sell widgets and someone to collect the cash and pay the bills.  Pretty basic.  No HR, No Marketing or Finance, No customer service – it’s a very straight line organization.   Most companies don’t even add an HR element to their organizations until they get over 100 employees – usually an office manager/payroll/accounting person or the owner takes on this responsibility.

I always like to remind myself of who is “really” essential in my organization.  It’s important.  It’s important that as a “client” to those people, I make sure I focus what I’m doing on things that will help them do what they are doing.  That only happens when I actually talk to them, face-to-face, and ask them – “What can I do, to help you do what you do?”  Doesn’t seem overly complicated – but somehow we try and make it harder than that.  You see, that’s what non-essentials do – we convince you that what we do is really important!

I like to look at organizations the same way you pick a team on the playground.  If you had the most essential person in your company begin picking a team – where would you get picked?  First, 10th, last?   It’s a good exercise to go through.  What you’ll see is your most essential person will pick individuals who will/can help them get the job done – without hassle, without issues, without extra work.

Are you Essential to your organization?

How are you treating your Muse?

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I stumbled upon a really cool site a while ago called, Letters of Note – Correspondence deserving of a wider audience – check it out.  While picking through the posts/letters I found one that was awesome written by Nick Cave regarding his rejection of his 1996 MTV Video Music Awards for Best Male Artist. This is the full letter:

21 Oct 96

To all those at MTV,

I would like to start by thanking you all for the support you have given me over recent years and I am both grateful and flattered by the nominations that I have received for Best Male Artist. The air play given to both the Kylie Minogue and P. J. Harvey duets from my latest album Murder Ballads has not gone unnoticed and has been greatly appreciated. So again my sincere thanks.

Having said that, I feel that it’s necessary for me to request that my nomination for best male artist be withdrawn and furthermore any awards or nominations for such awards that may arise in later years be presented to those who feel more comfortable with the competitive nature of these award ceremonies. I myself, do not. I have always been of the opinion that my music is unique and individual and exists beyond the realms inhabited by those who would reduce things to mere measuring. I am in competition with no-one.

My relationship with my muse is a delicate one at the best of times and I feel that it is my duty to protect her from influences that may offend her fragile nature.

She comes to me with the gift of song and in return I treat her with the respect I feel she deserves — in this case this means not subjecting her to the indignities of judgement and competition. My muse is not a horse and I am in no horse race and if indeed she was, still I would not harness her to this tumbrel — this bloody cart of severed heads and glittering prizes. My muse may spook! May bolt! May abandon me completely!

So once again, to the people at MTV, I appreciate the zeal and energy that was put behind my last record, I truly do and say thank you and again I say thank you but no…no thank you.

Yours sincerely,

Nick Cave

In the last line of the 2nd paragraph he says, “I am in competition with no-one”.  That wasn’t meant to be a cocky statement in any way – it was meant to be humble.  He does his music for him, not for recognition, not for awards – he would be doing his music if no one paid him.  Now, because someone is paying him, he’s not going to change his feelings.  That is integrity!

Do you feel this strongly for anything in your life?  You would be fortunate if you did.

 

#23 Rap Lyric That Shaped My Leadership Style

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For the background of this list – see my post from 2-10-12.

The #23 Rap Lyric that shaped my leadership style comes from KRS-One and Boogie Down Productions song “Love’s Gonna Get’cha”:

“ya know a lot of people believe that that word Love is real soft, but
when you use it in your vocabulary like your addicted to it it sneaks right
up and takes you right out.

So, for future reference remember it’s alright to like or want a
material item, but when you fall in love with it and you start scheming and
carrying on for it, just remember, it’s gonna get’cha”


To often in my career I see really, really talented people who cross a line trying to go after titles.  They go beyond the normal self-building, and get into a game of sabotaging and tearing down of others as they aspire up the corporate ladder.  It took me a long time to learn that the title played a far less role in your ability to influence, than your actual ability to influence.

In HR we have a saying that is used frequently called “Up and Out”.  This refers to individuals who rise so quickly, or for the wrong reasons, in our organizations that they surpass their ability to do the actual title they’ve reached.  Move up to quickly, and you get moved out.   I don’t think I’ve ever found a good way to slow these people down, who aspire to be a VP before 30, etc.  There is no good way to tell them, slow down, you’ll be better for it.  For every example of a failure I have for them, they have an example of someone who did it and made it.   I try to tell them I was them once – I had the goal of VP by 35 and made some bad career moves to try and scale that wall, but it makes no difference – they’re (I) was different.  I eventually got my title at 39 – and by then, I had stopped looking for it…

So, remember, only love something that is suppose to be loved – your family, your friends, your peace in the world.  Loving material things like money, title, etc., never ends well.

Bad Hires Worse

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If I could take all of my HR education, My SPHR and 20 years of experience and boil it down to this one piece of advice, it would be this:

Bad Hires Worse.

In HR we love to talk about our hiring and screening processes, and how we “only” hire the best talent, but in the end we, more times than not, leave the final decision on who to hire to the person who will be responsible to supervise the person being hired – the Hiring Manager.   I don’t know about all of you, but in my stops across corporate America, all of my hiring managers haven’t been “A” players, many have been “B” players and a good handful of “C” players.  Yet, in almost all of those stops, we (I) didn’t stop bad hiring managers from hiring when the need came.  Sure I would try to influence more with my struggling managers, be more involved – but they still ultimately had to make a decision that they had to live with.

I know I’m not the only one – it happens every single day.  Everyday we allow bad hiring managers to make talent decisions in our organizations, just as we are making plans to move the bad manager off the bus.   It’s not an easy change to make in your organization.  It’s something that has to come from the top.  But, if you are serious about making a positive impact to talent in your organization you can not allow bad managers to make talent decisions.  They have to know, through performance management, that: 1. You’re bad (and need fixing or moving); 2. You no longer have the ability to make hiring decisions.  That is when you hit your High Potential manager succession list and tap on some shoulders.  “Hey, Mrs. Hi-Po, guess what we need your help with some interviewing and selection decisions.”  It sends a clear and direct message to your organization – we won’t hire worse.

Remember, this isn’t just an operational issue – it happens at all levels, in all departments.  Sometimes the hardest thing to do is look in the mirror at our own departments.  If you have bad talent in HR, don’t allow them to hire (“but it’s different we’re in HR, we know better!” – No you don’t – stop it).   Bad hires worse – over and over and over.  Bad needs to hire worse, they’re desperate, they’ll do anything to protect themselves, they make bad decisions – they are Bad.  We/HR own this.  We have the ability and influence to stop it.  No executive is going to tell you “No” when you suggest we stop allowing our bad managers the ability to make hiring decisions – they’ll probably hug you.

It’s a regret I have – something I will change.  If it happens again, I won’t allow it.  I vow from this day forward, I will never allow a bad hiring manager to make a hiring decision – at least not without a fight!

The 8 Man Rotation – 2011 Season

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In what is probably the most anticipated eBook release of 2012 the The 8 Man Rotation crew (Matt Stollack, Steve Boese, Lance Haun, Kris Dunn and I) today release to the world version two of our most famous HR/Sports related blog posts of 2011:  The 8 Man Rotation – the 2011 Season.   The forward is written by two of our HR friends and great writers in their own right – Trish McFarlane and William Tincup – who get to poke fun at our obsession with the weird combination of sports and HR that we just won’t give up writing about.  Check it out –

The 8 Man Rotation – The 2011 Season
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Do You Have a Jeremy Lin on Your Staff?

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“Linsanity” has taken over New York and the NBA!  Do you even know what it is?

Let’s begin with some background – Linsanity refers to Jeremy Lin the up-start Point Guard for the New York Knicks which seems to have materialized out of thin air.  How up-start? In his first 4 NBA starts, with the Knicks, he has scored more than Allen Iverson, more than Shaquille O’Neal, more than Michael Jordan, tops since the NBA and ABA merged in 1976.  Where did he come from?  Harvard – was a good player in college, but not a star.  Was signed and released by both Golden State and Houston, spent some time in the NBA Developmental league, before signing a 10 day contract with the Knicks (which has turned into a longer term deal).

Jeremy Lin coming onto the scene in the NBA is keen to you knocking down a wall in your house and finding $50 million.  It doesn’t happen.  Professional sports are professional because they have and find the best – they scout talent 24/7/365 – they do make mistakes – but rarely does potential get missed.  So, how did this Asian-American Ivy League educated Point Guard fall through the cracks?  No one really has a good explanation.  I can assume being on the only Ivy League educated, Asian-American in the NBA didn’t help him get noticed – for the simple fact – that wouldn’t get you noticed in the NBA.  He didn’t have Duke, UConn or UNC on his resume, the NBA doesn’t care that he’s smart, and so few Asians (under 7 foot) actually ever get looked at for their basketball talent.  He was a plow horse hidden behind a stable full of race horses.

While this type of thing doesn’t happen in the NBA – it does happen in your organizations all-the-time!

The majority of HR Pros just don’t have the background and scouting ability professional sports teams have in tracking potential talent.  We give it our best shot, instituting Employee Development Programs, Succession Programs, etc.  But our reality is, we still have a very long way to go to be truly effective.  So, how can you ensure you don’t have a Jeremy Lin sitting on your bench, that you aren’t utilizing, or worse yet, you allow your competition to have?  Look for some of these traits on your staff:

1. Smarts.  There is a common saying in athletics, you can’t “coach” size. Meaning no matter how good of coach you are, it is still very hard to overcome a team with superior size and athletic ability.  Smarts is the same way in business.  You can hustle your way out of a lot of situations in business – but eventually Smarts will get you!

2. Desire. Give me someone with a desire to be the best, and I’ll take them a long way.  Too many of our employees have the components to be great, but lack the true desire to be great.  Doesn’t matter if your an engineer, accountant, software developer, teacher – little or no desire will kill your talent every time.

3. Love. You’ve got to Love what you do, Love your organization and Love your team.  Those people are set up for success, because there is no place else they would rather be, and they’ll fight to keep themselves in that position.

Just because you have one or two of these doesn’t make you great, or even good – you need a lot of all 3.  To often HR Pros hang onto people way to long because “they work so hard” but lack core talent (smarts), or “they have more talent than anyone else on team”, but lack the desire to do the job anymore.  Stop that!  You’ve got too many good people sitting on the bench, waiting for their opportunity, like Jeremy Lin.  Open up your mind, really look for the combination of talent, desire and those who want to be with you – and put them into the starting lineup!  You won’t be sorry.

#24 Rap Lyric That Shaped My Leadership Style

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For the background of this list – see my post from 2-10-12.

The #24 Rap Lyric that has shaped my leadership style is from Little Wayne, from a song he did with Eminem called “No Love”:

“I think about more than I forget
But I don’t go around fire expecting not to sweat”

 

Two things here that pop out:

1. As a leader I forgive – heck as a person I’m just someone who forgives and moves on – but as a leader I won’t forget.   It’s an important trait to have in business because people are going to make mistakes and we need to move forward, but I would fail as a leader if I continue to put individuals into situations where they’ll fail again.  At that point, they didn’t fail, I did.

2. There are times when a leader has to make tough calls – and it’s going to get a little hot.  You can’t be surprised by this, you also have to have enough awareness of when these decisions have the potential to get hot, and making the proper call for the organization if the organization has the ability to handle it at that time or not.  Just because you can handle the heat, doesn’t mean your boss, or the board, or your customers will be able to.  You can never turn a blind-eye to your decisions, for the simple fact you feel you can handle it – most decisions have domino effects – solid leaders understand which dominoes will fall before they tip the first one.

I promise – I’ll go old school on you as well as we move forward!  Next week – Boogie Down Productions (BDP) will make an appearance.