TMGov Blog

Are Your Employees Motivated?

Fri, 25 May 2012 07:27:00 GMT

By Kiki Georges

Patience—this is what it takes to make sure your employees are motivated. Give them a task and be patient enough with them as they try to work through it. The results can be amazing. However, there are supervisors who rant and scream and expect things to be done ‘now.’ In most cases, these types of bosses don’t get the results they hope for. Yelling at someone or threatening them just makes them back away from you and not want to perform at their best.

Your business is only as good as your employees. That’s why it’s important to make sure your employees are fully engaged and motivated. According to Dick Cross, an eight-time turnaround CEO, founder of The Cross Partnership, founding partner of Alston Capital Partners, and the author of Just Run It!: Running an Exceptional Business is Easier Than You Think, notes that if you need to instill a sense of urgency in your employees, you need to let them know why the task is so important. Learn more about that here.

You hired these employees for a reason. Show them you care about them, treat them with respect, and communicate with them as to how important their job function is. If you can do all this, then you will have motivated employees who will accomplish great things for your company.

Are you being motivated at work? How do you deal with a boss who isn’t empowering you to do your best?

Bridging the Gap Between Old School and New School

Thu, 24 May 2012 04:43:00 GMT

By Meredith Camp

I wouldn’t be the first person to mention the great divide between the Baby Boomer generation and Gen Y in the workforce, and I’m certainly not the only one to see that the culture between the two is vastly different in terms of how they learn and how they operate in the workplace. I have found, though, that it is often simply a statement that, once made, lingers in the air with little or no response as to a resolution to the obvious conundrum. So, since it is clear we cannot replenish the well between the two extremes in workforce age, we must focus on creating a bridge so that the two generations are able to work better together in this ever-evolving world. I pose three tactics to get organizations that might be at a loss here moving in the right direction.

Create an environment of regular communication. The more often different types of people communicate with one another, the less foreign the dialect becomes. I was speaking with my brother and dad recently about blogging, Google optimization, and backlinks and I saw my dad’s eyes glaze over. The language was so foreign to him, he simply tuned out. Lucky for him, his profession does not require him to understand that sort of thing, but for those in his generation who work in a rapidly evolving environment that requires them to understand new technology and techniques, it can be difficult and frustrating to grasp and keep up with things that weren’t being used a few years ago. By mixing up the pot and getting the various age ranges to interact on a regular basis, the communication will become less strained on both sides. And, fundamentally, getting to know one’s coworkers better builds trust between them.

Enlist those with one foot out the door. There is a very real fear that when those on the verge of retirement exit the organization, they will take precious knowledge with them. Their years and decades of expertise cannot be canned, but it can be shared. Develop a mentorship program not just for their successors, but for younger individuals on their same career track. Absorbing some of the experience from one’s elders can be a wonderful opportunity for those newer to the workforce, providing them with valuable lessons learned, tricks of the trade, and sage advice. And what person doesn’t enjoy talking about his own experience to a rapt audience? It is a free and powerful tool to have in any organization.

Have regular idea sessions. Offering employees of varying levels the chance to sit down together in a think tank setting to discuss some of the pressing problems facing the organization and learn about some of the innovative ideas and resources new to the field can be a valuable opportunity for collaborative brainstorming. Creative organizations like Google and Pixar offer employees a certain amount of time to devote to personal projects, which has led to some of the most groundbreaking ideas implemented within their companies. While government agencies can’t necessarily green light “free play” time for their employees, getting together some of the greatest minds on your staff to work together to create solutions and learn in a less formal setting can have similar results, especially if you can get people from different departments within the organization to participate and offer their own take on the topic.

What solutions has your organization come up with to bridge the generation gap?

Do People Think You're A Bully?

Tue, 22 May 2012 05:39:00 GMT

By Meredith Camp

The latest resignation among high ranking government officials came this week with Nuclear Regulatory Commission's chief Gregory Jaczko. After several years as chair, he is stepping down after scrutiny from other members of the commission over his bullyish manner. This criticism begs the question, was he really a bully? Being stubborn and determined do not, in themselves, peg someone as atyrant, so what else occurred that pushed him into that category by so many others' standards?

It also brings to my mind how other leaders might be viewed. What characteristics make coworkers and subordinates consider someone a bully? It likely has more to do with a combination of off-putting traits separate from their work ethic or what agenda they are actually pushing. In other words, it is probably their personality, not their work. So how do you know if others might perceive you as a bully? Well, unless rumors have spread across the organization about your demanding or difficult behavior, you might be in the dark about how others see you. Here are a few clues:

It's your way or the highway. You don't give an inch for anyone, no matter who they are or what they have to say. Being this bull-headed can give you a reputation for not caring what your colleagues or employees think about things and that you don't accept anyone else's input on anything. If that's really the case, you probably shouldn't be working with other people-ever.
Your opinion is the only one that counts. Similarly to not taking anyone else's input, this characteristic can make you come across as the office jerk. No one wants to work with a person who passes his opinion off as fact or isn't open to the idea that other people might have differing thoughts.
You use your power for evil, not for good. Just because you climbed the ladder to your current high-status position, doesn't mean you should abuse the power you have earned. Be fair to others and remember that it's a team effort-others helped get you where you are today, so don't step on the little people.
No matter how hard people try, they'll never get it right. Don't make people jump through hoops and play a guessing game to figure out what you want. Be specific and explicit about your expectations. It's a bad boss who punishes his staff for breaking rules they didn't know existed in the first place and there's nothing more frustrating to an employee than hearing the vague guidance of “I'll know it when I see it.”

What other examples of bully behavior have you seen in the workplace? Is there any way to work with this type of leader?

Hoteling vs. Hot-desking

Wed, 16 May 2012 04:18:00 GMT

by Kiki Georges

This is not your parents’ work environment. How many of you actually telework compared to your parents just 20 to 30 years ago? Teleworking has become increasingly popular, both in the private and public sector, thus the onslaught of new vocabulary to describe the fact that you go to an office and don’t really have a specific desk to sit at. This is known as “hoteling” or “hot-desking.” Hoteling is based on making a reservation or getting an assigned desk/seating to use every time you go to the office, while hot-desking is based on a first come, first served basis. Desks are not assigned and you get to chose where you sit. Hot-desking is typically used by organizations where employees outnumber desks. Obviously, if you want a specific desk, then you need to get to the office earlier than your co-workers!

This has become a very popular method of doing work by allowing employees to have a better work-life balance. You can work from home and not have to commute, thus cutting down on your expenses.

The model for hot-desking was developed in the early 1990’s. However, technology was not fully developed and therefore the system was not embraced by companies. Hot-desking started to take off once technology improved, along with communications and a more mobile workforce. This concept was actually a spin-off of the Navy’s hot-bunking, in which a sailor who just finished his shift would take up the warm bunk of a sailor just starting a shift.

How many of you work in an organization where hot-desking is being utilized? What do you think of it?

One of the Best FREE Employee Engagement Tools

Tue, 15 May 2012 04:13:00 GMT

By Meredith Camp

What is it, you ask? It’s simpler and even more accessible than you might imagine, but for many leaders, it’s very underutilized. The tool is listening. Any executive coach will tell you that the ability to truly hear what your staff is telling you about their concerns and needs is one of the greatest ways to engage them, and all it costs is a few minutes of your time. Ask employees what they are missing from their leadership and many will point to a lack of concern for their questions, ideas, and issues. So why is it that so few leaders take the time to really listen to their staff? Perhaps it is the fear of getting dragged into a gripe session or that there are too many employees for too few managers and it’s impossible to talk to all of them. Maybe leaders feel that it is not their department and that HR should be handling that sort of thing. Whatever the reason (excuse?), the bottom line is that, if engagement is important to the organization, more listening should occur on the part of leadership.

This doesn’t mean you have to spend your days trying to work out every issue your employees come to you with, nor does it require you to line up meetings with each one of them until everyone has had their say. What it does mean is that if an employee comes to you with an idea or concern, you hear them out, giving them the courtesy of your time and attention, reserving judgment unless your opinion is requested. More often than not, they are looking for validation, so even if their idea does not end up being a part of any upcoming project or their benefit structure does not change as a result of speaking with you, the fact that you took the time to hear them out is often enough to make them feel valued. However, if their opinions and ideas are neversupported, they will eventually come to realize that it doesn’t matter what they say because you are going to do whatever you want regardless.

So that is where the true listening comes in; good leaders realize they do not have all the answers or all the good ideas and that they must rely on their team for certain things. After all, it is not the work of one leader that makes an organization successful, but the work of an entire network of people, and communication is at the heart of this.

What have you learned from listening to your employees? Do you think taking the time to hear people out impacts your business?

Never Say Never

Fri, 11 May 2012 04:11:00 GMT

by Kay Boatner

The old adage goes: “Never say never.” But when it comes to dealing with your federal human capital, there are some things you should never say or do. Like what, you ask?

Read on:

Never say “That’s not how we do things at this agency.”Maybe how you do thingsisn’t getting the job done in the most efficient, effective way. Just because youin your position at OMB have never done something that, say, EPA typically does, doesn’t mean you shouldn’t try what’s worked elsewhere. If it fails, at least you tried and you know for the future. Unless an employee’s proposal is financially unfeasible or simply ridiculous, give it a go.

Never assume your way is the best way. You may be the boss, but that doesn’t mean your supervisees thoughts aren’t worth listening to. Your solution to a problem might end up being the best one-but don’t determine that until you’ve heard from everyone.

Never say “That’s not in your job description.”If an employee demonstrates the desire to take on additional work outside of their job description, don’t punish their initiative. Engaged employees are, unfortunately, rare these days—if you shut down their drive enough, they’ll stop thinking outside the box and just do their job—and only their job.

Never say “No.” At least not without an explanation. The worst thing to hear from a boss—aside from possibly “you’re fired,” delivered with a Donald Trump-style hand gesture—is “no,” then silence. Share with your employees why you are not saying “yes.” Budget cuts? Fair enough. Against OPM regulation? Got it. Not enlightening an employee usually leads them to the conclusion that their suggestion is a poor one, even if that’s not the case.

Has your boss or supervisor ever done one of the above? Are there other things higher-level federal workers should never say to their employees?

What Do YOU Do With Poor Performers?

Thu, 10 May 2012 05:59:00 GMT

by Meredith Camp

As government and industry struggle to find creative ways to do more with less—or rather, better with less—engagement levels are at the forefront of most leaders’ minds. But what do you do with disengaged, unproductive employees? In the private sector, this is less of a conundrum; managers have the right to fire workers who are consistently poor performers. That’s not so easy in the public sector, therefore managers must be more creative in their methods to develop and maintain a high-performing team. There are several routes to be taken and often a combination of methods must be attempted in order to get to the root of the problem and hope to solve it.

Here are a few:

Step one is to determine the root cause of the employee’s disengagement. If you can determine why they are unhappy, you stand a chance in resolving the issue and bringing their performance up to par. Sitting down with them to have an honest conversation, without judgment or fear of reprimand, will go a long way in getting insights into their unhappiness and also showing that you care about the individuals on your team, not just the success of a project.
Once you have a better understanding of why the employee has been failing to meet expectations, there are a few options you have. Most in-depth is creating an Individual Development Plan (IDP) for the employee which will help guide them towards greater productivity and also give them the opportunity to take on projects and responsibilities that interest them more.
If they are simply bored and don’t have enough to do, offer your worker a stretch assignment; this gives them the opportunity to broaden their skill set, take on more responsibility, and offers them the chance to grow more with the organization. Very often, employees are disengaged because they do not feel connected to anything important, so challenging them with work outside of their day-to-day tasks can make them feel more tied to the mission.
Make sure it’s not you. Often, leaders look to their subordinates for blame in why productivity is down and engagement is low. So be certain that the problem does not lie within you and your misguided management methods before you go pointing fingers. Bear in mind, however, that this is something you must recognize yourself; no employee is going to tell you what a bad leader you are during a heart-to-heart session. It is also something you will need to work on yourself and perhaps in conjunction with a strong leader’s mentorship. Success starts at the top and positivity or negativity will always trickle down, so be sure you are not the main reason your staff is unhappy and unproductive.
As a last resort and if all of the above suggestions have not led to any positive changes, it might be time to have a candid conversation with the employee. Ask them why it is they accepted this position and whether they really enjoy doing their job. Perhaps they would be better suited in another division, doing something quite different. Sometimes shaking things up is what they really need, or perhaps the government environment is not a good fit for them. Naturally, you can’t push them out the door, but you can have an honest talk with them to find out their goals in order to determine where they would fit best and be happiest.

Which of these tips—if any—have you tried that seem to work best?

Thank You!: National Public Service Recognition Week

Wed, 09 May 2012 05:04:00 GMT

by Kay Boatner

It’s National Public Service Recognition Week. How are you honoring the federal, state, county and local government employees in your life?

In today’s fed-bashing culture, taking a moment to appreciate government employees that are motivated and passionate about their agency’s mission is imperative and much appreciated.Get tips on how to celebrate here.

As a D.C.-adjacent organization, we here at TMGov and CHCI work with federal employees on a daily basis in our efforts to improve human capital systems in government. While we think government could stand to be a lot more efficient and effective, we do know that good government employees are crucial tohelping us accomplish our goals.

We look forward to continuing to work with public servants in changing our government for the better.

From all of us at TMGov and CHCI, thank you for all you do.

Have you thanked a fed yet? How is your agency or organization honoring this week of recognition—if they are at all?

Boredom, Be Gone: A Five-Step Plan

Fri, 04 May 2012 05:03:00 GMT

by Kay Boatner

CNN published an article that was all over Twitter yesterday—our own TMGov team was active in sharing the link—about boredom in the workplace, which psychologists are deeming a form of stress.

So what’s a bored worker bee to do? Shake off the so-called stress with one or more of these tips:

Ask for something to do: Sounds simple—just ask for more work. Rather than requesting more work to keep busy, many workers will simply sit idly by, waiting for work to come to them. Don’t make this mistake. Busy bosses likely assume you’re busy as well, unless you tell them otherwise. Chances are, they’ll be happy to share their load!
Assign yourself something: The company website needs some updates? No social media accounts have been launched? Get to work. If you’re hesitant to spend time on a project that might not even get a green light from the boss, outline what you plan to do instead. Share your thoughts with your supervisor and request permission to push forth with what you have devised.
Lend a helping hand: Check with colleagues and see if they have anything they need assistance with. If they don’t, they may know of someone else in another department that could use extra hands.
Stretch yourself: Not your muscles (although that might do the trick!); ask your supervisor about the possibility of completing a stretch assignment. Working in another part of your organization and performing duties you don’t typically get to do will give you a different perspective of your work and hopefully re-energize your passion.
Leave: Get out of the office and clear your mind. Make a quick phone call, run a fast errand, take a walk with a coworker. Come back refreshed and ready to try tips 1-4. Sometimes boredom doesn’t stem from a lack of things to do—you might just be tired from sitting and staring at a computer screen all day. A brief change of scenery is a surefire way to boost up your neurons!

How do you beat boredom at work? Share your thoughts with us!

Four Workplace Lessons I Learned from Ballet

Thu, 03 May 2012 04:31:00 GMT

by Meredith Camp

It seems like so much of what we read about these days has to do with something deleterious: scathing commentary on the GSA and Secret Service scandals, federal pay freezes continuing for another year, and now 62 percent of Americans view the government in an unfavorable light. Both public and private sector organizations have taken financial hits and it will take a lot more time for them to rise back up to a better, more stable place. In today’s challenging times, it can be easy to get discouraged by your work environment and focus on the negative; it is a much harder thing to rise above when nothing seems ideal.

After reading Scott Eblin’s recent take on the lessons he learned from his yoga experience that he felt were applicable to his role as a leadership coach, I began to think about how my lifetime of classical ballet training might apply to our current state of affairs in the average workplace. The fundamentals of ballet teach you strength and discipline; how else could a pint-sized person make gliding across the floor on two square inches of a pointe shoe look graceful and effortless? The same is true for less-than-ideal work environments—much can be accomplished or overcome with a bit of focus, making your workday (or lecherous bosses or coworkers) a little easier to bear.

Here are the four things I have pulled from ballet wisdom to help you cope in the workplace:

Don’t Lose Your Balance. It is imperative that dancers spot when doing turns around the room. Spotting is simply focusing on a stationary point and whipping your head around to find it again at the completion of a turn, or pirouette. Balance is one of the foundations of classical ballet; without the ability to balance on one leg, either moving or standing still, a ballerina will not be good at much. The same can be said for people in any work environment, particularly project work. If you don’t zero in on the end goal, you won’t be able to complete your task. You must find your center and focus on it, otherwise you will end up distracted and out of whack.
You’re Stronger than You Think. Dancers’ strength is tested constantly, whether in class or on stage. They often push themselves further each time they do a movement or hold a pose to see if they can do it better the next time. This not only builds their muscles, it improves their overall performance. In the workplace, we are often tested externally, sometimes with stretch assignments or tasks which are outside our core capabilities. It’s easy to cop out and say you can’t do it, offering myriad excuses, but if you push yourself beyond what you think your comfort zone is, you just might learn what you are actually capable of and end up doing a better job because of it.
Keep Your Chin Up and Smile. On stage, poise is imperative. A dancer’s posture is the frame for each move. Ninety percent of the time, people are looking at their faces, not their feet, so it is vital that the chin be high and the eyes be bright, even if they are a bundle of nerves. When you’re feeling less than confident about your job or brought some bad mojo to work with you from home (or picked some up on the way into the office during rush hour), take a deep breath, lift your chin, and smile. Be confident in yourself and your abilities—or at least fake it until you make it.
In the Corps, Know Your Role.In classical ballet performances, there are solos and there are group pieces. It is much harder to be a part of the corps, even though they aren’t the ones with the spotlight on them. Being able to move in unison with the rest of the group requires proper timing and choreography, not to mention practice, practice, practice! The equal effort of each corps member is necessary for the dance to work. The same is true for group projects: everyone must learn their role and do their part in order for end result to be good. We can’t all be in the starring role, but that doesn’t mean that our contributions aren’t important to the organizations. We just have to be able to see the bigger picture.

Fed Up with Feds?

Wed, 02 May 2012 04:25:00 GMT

by Kay Boatner

Federal employees can’t catch a break. Conferences are being canceled left and right in light of the GSA scandal. Pay freezes aren’t going anywhere anytime soon. And now, feds have received their lowest popularity rating in 15 years. A recently released survey by the Pew Research Center for the People and the Press reveals that 62 percent of Americans have an unfavorable opinion of the federal government.

My question is this: are government employees doing something to earn their terrible reputation or is every misstep so covered and dissected in today’s nonstop news cycle, it just seems that way?

My best guess is the answer is a little bit of both. Sure, there are federal workers out there that may be poor performers or unmotivated by their agency’s mission. We’ve all heard about these individuals. The super-passionate, top performers are less interesting to the media, and are therefore profiled less. The lack of a spotlight on great government employees only serves to make all the bad reports sound that much worse.

Is there a way to shift the public’s perception of federal employees—aside from increasing positive media coverage? Or is the image of a federal employee as a dedicated civil servant a lost cause?

What do you think? Can the feds repair their tarnished reputation? Do they deserve it?

Attention, Leaders: It’s Not All About You

Tue, 01 May 2012 04:28:00 GMT

by Meredith Camp

A recent Human Capital League guest blog by Gary Burnison shed light on some rather interesting ideas about leadership and engagement. Despite the piece being about the “softer side” of leadership, Burnison took a bit of a tough stance. As a mentor of mine often says, sometimes you have to “stick your finger in someone else’s chest,” or, in other words, sometimes you have to put people in their place.

I believe it is that type of accountability that Burnison is pushing leaders to take. He notes that it is through the nuances, not the hard data, that he often receives feedback on others’ engagement and organizational alignment. But in order to be able to see any of those subtleties, a leader must be observant, humble, and confident in the entire team, not just in him or herself. The focus should be on clients and employees.

This message echoed the success stories of many great leaders I have read about over the years: show humility, treat everyone fairly and equally, trust your team, and lead by example. It is not enough to simply know the message—the purpose, vision, and strategy of your organization—or even be able to deliver it. Great and effective leaders must be the message, embodying it in thought, word, and deed. Managers must lead by example and empower employees; it is those types of soft skills that are often missed but those subtleties are what ensure the greatest productivity and engagement.

After all, if engagement is mainly an emotional connection, shouldn’t leaders be tapping into their own emotional sides in order to motivate and inspire others?

Is the so-called “softer side” of leadership important? Do the private and public sectors equally value—or disvalue—this less-discussed aspect of leadership?

Great Leadership in Government: A Waiting Game?

Mon, 30 Apr 2012 15:10:00 GMT

by Kay Boatner

Last week, my colleague Meredith blogged on differences in generational leadership styles. She shares her belief that older leaders have some adapting to do to thrive in today’s technology-driven world. She’s not the only one to suggest that the 40+ folks might not necessarily make the best leaders.

In general, federal employees don’t hold their senior leaders—many of whom fall in the aforementioned age sect—in high regard. Leadership effectiveness scored only 54 points of a possible 100 in the Federal Leadership Challenge study based on data from the Office of Personnel Management’s 2011 Federal Employee Viewpoint Survey. On average, front-line supervisors are ranked much higher than senior leaders, senior leaders being “the heads of agencies, departments and their senior management teams.”

“Roughly half [of federal employees] do not hold favorable views of their agency’s leaders,” says the report. “The low scores given to senior leaders in government, and at particular agencies, should be a call to action.”

But is there time for older leaders, many of whom are facing retirement in the coming years, to change? And do they even want to? Are feds simply stuck in a waiting game, holding on until these uninspiring leaders exit their positions and younger, more flexible people ascend the ladder?

What do you think? Is your agency lacking great leaders? Are there any exemplary leaders in government other senior leaders should aspire to emulate?

Attracting and Retaining Tomorrow's Leaders, Today

Fri, 27 Apr 2012 05:16:00 GMT

by Jessica Newhall, General Manager, Excellence in Government

Over and over, studies have shown that young people no longer view the federal government as a top employer. On the list of top organizations for which college seniors would like to work, companies that embrace a start-up culture and encourage an entrepreneurial spirit are increasingly popular. If government is to thrive, innovate and be more efficient in the delivery of citizen services, it must be able to compete for talent with the private sector.

Reflecting on this challenge, I am particularly excited about a unique session at our upcoming Excellence in Government conference on Monday, May 7th. Tom Shoop, Editor-in-Chief of Government Executive, will be hosting a roundtable with a set of rising stars in the federal community to discuss their ideas for attracting, motivating, and retaining the next generation of employees.

Joining Tom will be:

Brandon Friedman, director of online communications at the Veterans Affairs Department,
Erica Navarro, director of strategic planning and performance management at the Agency for International Development,
*Bridget Roddy, Virtual Student Foreign Service Program manager at the State Department,
Jaqi Ross, associate director of the Recruitment Office at the IRS,
and Dave Uejio, lead for talent acquisition at the Consumer Financial Protection Bureau.

They’ll describe their reasons for joining government and maintaining their commitment to public service, and frankly share their thoughts on what agencies need to do better to attract, retain, and develop the next generation of federal leaders.

*EIG Sneak Peek: Watch a brief conversation between Tom Shoop and Bridget Roddy as a preview to the conference.

If you haven’t yet registered for EIG, visit TMGov’s EIG event page to find out how to save 25% on the price.

The Great Leadership Divide

Thu, 26 Apr 2012 04:21:00 GMT

by Meredith Camp

After absorbing an inspiring, “the future is now!”-esque blog from one of my favorite contributors to Government Executive, I got to thinking about the generation gap in our workforce. Actually, it’s more like a canyon, especially when it comes to leadership style. The author, Scott Eblin, talks about how different the Gen Y group is when it comes to managing and leading in the workplace. Due to life-long immersion into the world of connectivity and an innate savvy for all things interactive and tech, twenty-something’s are far more collaborative in their leadership style than those in the 40+ sect. Those whose career spans quadruple those of their younger counterparts take a much more traditional, linear approach to leadership.

While this observed disparity is interesting—and rather obvious—it does not address how organizations are supposed to bridge the chasm between the two. Clearly there is no going back, and while many private sector organizations have the adaptability to change with the times, most public entities lack the understanding and flexibility to make such changes rapidly. But these changes still need to be made, regardless of the speed. Otherwise, government organizations will remain paralyzed by archaic, traditional leadership models, frozen in time, and the Generation Y workers will seek out jobs elsewhere, leaving an even bigger void in the federal labor force than the one that exists today.

Will your agency be left behind?

How do we bring more seasoned leaders up to speed on the rapidly-evolving, collaborative leadership style of the future?