Forced Ratings – Awful Problems and What Leaders Do Instead

Posted on June 28, 2018August 27, 2018 by David Dye | 4 Comments

Forced Ratings Cause More Problems Than They Fix

Recently we were working with senior leaders in a global company who faced a challenging morale problem. They hired talented capable people who were producing good work – but their talent was leaving. Leaders at every level were frustrated at the forced ratings performance management system.

Tracie, the Senior Vice President of Product Management, summarized the problem: “We’re wasting time and energy competing against each other. I’ve got good people on my team and I’d keep every one of them, but I have to rate everyone on a bell curve – so someone gets told they’re not doing a good job even when they are. No wonder they leave.”

It goes by many names: forced rating, stack ranking, and bell curves. You rate people’s performance by comparing them to one another. Those who finish lowest in the ratings are put on performance improvement plans, aren’t recognized for their performance or are even told to leave.

These systems are appealing because it seems like the formula (keep your top performers, replace the low) will ratchet up performance as everyone competes to be at the top of the ratings.

Problems That Prevent Performance

In practice, however, these forced ratings systems run into real-world challenges. There are several problems with stack ranks and bell curve rating systems:

You create contradictions as you hire great employees, but then tell a segment of them that they’re not great after all.
You create internal competition rather than outward competition.
You create strong incentives to game the score rather than play the real game of serving your customer.
You’re asking people for their least-best effort (what they have to do to stay alive) rather than their true best.
Leaders don’t learn how to lead and manage for sustainable results.
Managers aren’t allowed to reward genuine performance when talented performers end up on the low end of the rank.

Forced rating systems are helpful when a leader needs to jumpstart a large organization that’s caught in a morass of sloth, no accountability, and poor execution at every level. A quick ranking to identify truly poor performance and remove it from the organization sends a message that things are changing.

In essence, forced rankings are used to compensate for poor leadership. Successful frontline and middle-level leaders frequently succeed despite, not because of, forced ranking systems. These systems become another barrier they have to overcome on the way to sustained results.

Forced ratings are an attempt to compensate for poor leadership.

For the long-term, however, the answer to sustained transformational results isn’t forced rankings. If the problem is poor leadership, it should be fairly obvious: fix the problem.

Motivate Your Team: The Alternative to Forced Ratings

If you’re struggling to reboot the leadership in your organization, or if you’re a team leader who wants to transform and sustain breakthrough results, start here:

Hire fantastic people. Identify the competencies your top performers share in common and interview for those traits.
Cultivate and create systems that help top performers to excel. What is the number one frustration that prevents your team from excelling? What can you do to remove it or lessen its disruptive impact?
Align compensation with what you really want. If you need a team to perform at an objective level of excellence, compensate them for that performance. Don’t turn the team against itself with artificial comparisons that don’t benefit the work that’s done for your customers.
Invest in your leaders and managers – formally or informally, with budget or without the budget. No excuses. Give your managers and leaders the tools they need to succeed. If you need a place to begin, check out the free Let’s Grow Leaders Facilitator’s Guide that accompanies Winning Well: A Manager’s Guide to Getting Results Without Losing Your Soul.
At a minimum, equip and expect yourself and your managers and leaders to:
- Set clear, shared, mutually understood expectations that include purpose & meaning and the MIT behaviors that lead to success.
- Train and equip their people to perform well.
- Hold themselves and their people accountable.
- Help team members to grow with training, coaching, encouragement, and challenge for high performers.
- Celebrate success.
- Hold leaders accountable for their results and how they achieve them. I often see senior leaders talk about how they expect their team leaders to perform, but they never actually reinforce the behaviors or hold their direct reports accountable.

Your Turn

Remember, you can’t replace the work of a human leader with a formula. Invest in your leaders and hold them accountable for leading.

Leave us a comment and share your thoughts about forced ranking systems or your #1 tip to make them unnecessary.

Employee Engagement – Avoid This Tremendous Leadership Mistake

Posted on June 5, 2018June 4, 2018 by David Dye | 5 Comments

Employee Engagement – Play the Game, Don’t Game the Score

When you see low employee engagement scores, what is your first reaction?

I spoke with a company executive who was upset with his engagement scores. “The numbers are horrible,” he said. “Can you help us with some team-building?”

I replied, “Probably not.”

He looked at me with a combination of shock and amusement. He wasn’t used to consultants telling him they didn’t want his money.

“Okay, tell me why not?”

It’s not that I wasn’t willing to help – of course, I would. But when morale stinks, employee engagement scores are down the drain, and your people are upset, team building isn’t the solution.

In fact, it’s a tremendous mistake that will almost always make things worse.

Start With Why

Low employee engagement scores are the symptom of a problem, not the problem itself. Leaders who are Winning Well focus on playing the game, not gaming the score. That means they don’t try to manipulate the score with team-building, pizza, or incentives – they stay focused on the critical behaviors that drive performance and results.

Employee engagement is no exception. Focus on the score and you’re lost. Instead, play the game: focus on the behaviors that create the score.

When I asked the executive why his people were upset, he wasn’t sure.

As we dug deeper, we discovered that there were significant breakdowns of clarity and commitment. There were problems communicating major organizational changes, one mid-level manager who had become territorial and was needlessly frustrating other departments, and front-line leaders who were driving talent away by scaring people into performance.

Fix The Real Problem

Don’t try to motivate your way out of a mess. Fix the mess. (Tweet This)

For this executive, that meant apologizing for the communication problems, getting the right information out to everyone, listening to and addressing the concerns his people had about the new process, and taking aside the territorial manager for some one-on-one coaching and accountability. Then he invested in leadership development for his front-line leaders and we worked with the middle-level managers to reinforce the front-line leaders’ new focus on results and relationships.

Don’t use team-building in response to problems or low morale. Fix the communication problems. Improve the process issue that prevents people from doing their job.

Icing On The Employee Engagement Cake

Team-building is often loathed and panned by employees and managers alike because it can be such a waste of time – a well-intentioned, but a completely ineffectual response to a problem that takes real work to solve.

Done properly, real team-building is the icing on a good cake. It takes a solid foundation and makes it something truly special.

Imagine trying to spread frosting on a cake that is only half-cooked. You’d a have a nasty, goopy mess that ends up in the trash. You can’t frost a half-baked cake and you can’t use motivation or team-building in place of fundamentals.

Your Turn

Leave us a comment and share: How do you make sure you’re not trying to “motivate your way out of a mess”? Or if you’ve got a particularly awful example of this mistake at work, you can share that too.

How to Motivate Your Team When You Don’t Set the Goals

Posted on February 20, 2018February 26, 2018 by David Dye | No Comments

Wondering How to Motivate Your Team When You Don’t Set the Goals? Hint: Don’t Motivate, Cultivate

Have you ever been given a goal by your supervisors and thought, “Ugh! What are they thinking? My team’s gonna hate this!” If so, you’re not alone. Every manager has to figure how to motivate your team in situations like these.

People don’t like it when they feel goals are ‘shoved down their throats’ – goals that might have been set by people who may not have all the facts and didn’t ask for input.

The good news is that you and your team can still thrive in these situations – there are ways to motivate your team even when you didn’t set the goals.

How to Motivate Your Team When You Don’t Set the Goals

Understand that you don’t actually motivate anyone.
A person’s motivation always comes from inside them. Your responsibility is to help release that motivation. The first step when you’re wondering how to motivate your team is to remember that you can’t actually motivate anyone. Don’t motivate, cultivate.
Take Responsibility.
In these situations, the very worst thing you can possibly do is walk into your team meeting and say, “Those clueless jerks gave us these goals and I guess we’re stuck with them.” These kind of statements are leadership suicide. They kill your credibility, disempower you and your team, and make your team wonder who they should be talking to, if not you. Do not shirk this responsibility. Own it.
Be Transparent.
While you don’t want to act like a victim nor encourage victim-thinking in your team, it is also okay to acknowledge the situation. If the goals are difficult, say so. Remember, the most important currency you have with your team is their trust. If the team is clearly feeling that the situation is unfair or challenging, it is okay to voice those feelings for the team. Eg: “You may be feeling that this is tough or even a little unfair, and I get that.”
Believe In Them.
Your team needs to hear you voice your belief in what is possible. This is the “vision” work of leadership – picture your team succeeding and let them know their own potential.” Yes, these are difficult goals and I know you haven’t done anything like this before, and I also believe we are up to the challenge. In fact, this will be the most significant achievement we do together.”
Help Them.
Rather than, “These are your goals, go figure it out and stop your complaining…” Try, “This will be our greatest achievement…and, you won’t be alone. I will be with you each step of the way. I’m committed to helping all of us succeed together.” Note: you MUST back this offer of help with real action or you won’t be asking how to motivate your team, but how to reclaim your lost credibility.
Own the Problem.
Top-down goals are difficult because people feel disempowered. Motivation drops when they don’t feel they have control over their own fate.Your job as a leader is to restore some of that power. You may not have had input into the goals, but as a team, you can have full ownership over how you will accomplish them. Ask: “How can we solve this problem?”As you settle on specific strategies and tactics, make sure to get people working out of their natural talents and energy wherever possible.When you help the team own the solution, you will have restored some of their power (and their motivation!)
Advocate for Your Team.
Part of your responsibility as a leader is to advocate for your team, department, or organization. Actively manage up and get as much information about why goals were set the way they were. The more information you can share with your team, the better. Also, take the opportunity to share any facts the decision-makers may not be aware of – be sure to share it in a way that will help them with their needs and goals. Note: you will not always succeed in changing the decision-making, but your credibility with your team and the organization will grow. Your team knows you have their back and, over time, you will gain more opportunity to speak into the goal-setting process.
Do It.
Whatever strategy your team developed – do it! Become its biggest champion. Remind everyone of their potential, the process, and their input into the decision. Hold yourself and the team accountable for results.
Celebrate.
When you get it done – make it a big deal! Thank individuals for their efforts. Celebrate the team effort. Fly the flag and let your own supervisors know what the team did and how they did it.

Your Turn

When you’re wondering how to motivate your team, remember that you don’t actually motivate anyone. Cultivate an environment where you honor them and bring out their best.

Leave us a comment and share your thoughts on how to motivate your team – especially when you don’t set the goals?

One Obvious Secret to Retaining High Performers

Posted on February 6, 2018February 1, 2018 by David Dye | No Comments

Recently, I received an incredibly strong message about retaining high performers.

The message came from Jennifer, a former store manager at a national women’s clothing chain. Jennifer is outgoing, incredibly gifted at making customers feel comfortable, and was considered a “high-potential” by her district and regional managers. Within a year, however, she had quit.

A few months later, she ran into her district manager at a coffee shop. As they talked, the district manager expressed surprise that Jennifer had left. “You were one of the most talented, capable, managers we had. You had so much to offer and you left. Do you mind if I ask why?”

Jennifer told me, “It took me a few moments to recover from the shock … the district manager had never shared any of those positives with me. I got a weekly, sometimes daily, breakdown of where I wasn’t good enough – and that was it.”

Jennifer told her former district manager, “I thought I was failing. I’m shocked to hear that I was doing anything right. I wish you had told me I was talented or capable at the time.”

A “Secret” to Retaining High Performers

This shouldn’t be that much of a secret. Sadly, however, it’s not as common as it should be:

Tell them.

Tell them they’re doing well. Be specific about what they’re doing well and why it matters. Build on that foundation with a path forward. How can they continue to grow? What future roles are available for them and what skills will they need to master to thrive in those roles?

Unfortunately, we still run into managers who ask (with a completely straight face) “Why should I have to encourage people for just doing their job?”

That depends … how important is retaining high performers? How much lost talent, energy, and productivity will a lack of encouragement cost you?

Human beings need encouragement. It’s a fact of life. You get more of what you encourage or celebrate and less of what you criticize or ignore. If you want a team that doesn’t need to be encouraged, get a cat. Otherwise, if you’re working with people, they need encouragement.

If you want a team that doesn’t need to be encouraged, get a cat. Otherwise, if you’re working with people, they need encouragement. (Tweet This)

If you’re married, imagine what would happen if, after your wedding, you never said “I love you” or never held hands or kissed the other person. You couldn’t expect your relationship to last very long.

That’s the equivalent of never saying “thank you” or encouraging your team members. Yes, it’s their job in that they’ve made a commitment to your company – just like spouses make a promise to commit to one another. That doesn’t mean you should take that commitment or your team’s work for granted.

3 Keys to Effective Encouragement

Recently, when I shared Jennifer’s story, an audience member asked, “How do I encourage people? I understand the concept, but struggle to do it well.” Effective encouragement requires three things. Try these:

Avoid saying “Great job!” Instead, try something like: “I really appreciate the extra effort you put in on that project last Tuesday. The client loved the work and renewed their account.”
Encourage people in ways that are meaningful to them. The easiest way to find out, is to ask. When you onboard people into your team, ask them, “How do you like to receive recognition for a job well done?”
Make sure your encouragement is related to the work and business outcomes. It demoralizes everyone when you encourage someone for something that actually detracts from the team.

Consistent encouragement doesn’t need to take hours of your time. I often work with managers to create ‘micro-encouragement’ with their team members – small moments where you are specific, meaningful, and relevant in a sentence or two. These consistent micro-encouragements add up to massive influence, productivity, and yes, retaining high performers.

Your Turn

Remember, when it comes to retaining higher performers, you get more of what you encourage and celebrate. Start with encouragement. Everyone needs it in ways that are meaningful to them. (On that note: Thank YOU for investing in your leadership. You’re making a difference for the people you work with.)

Leave us a comment and share: How you make sure to give people the encouragement they need?

5 Top Leadership Articles for the Week of November 27, 2017

Posted on December 1, 2017December 4, 2017 by David Dye | 3 Comments

Each week I read leadership articles from various online resources and share them across social media. Here are the five leadership articles readers found most valuable last week. Click on the title of the article to read the full text. I have added my comment about each article and would like to hear what you think, too.

The 5 Things Mediocre Managers Forget (But Inspirational Leaders Never Do) by Chad Perry

Most of my career has been in leadership roles — and I’ve made a lot of mistakes. I mean, a lot of mistakes. More than I can count.

I’ve learned about leadership the hard way. I’ve learned the most about leading by doing it the wrong way.

I can still remember when I first hit the management track. My very first thought? “Finally, I don’t have to be ‘on’ all day!”

I couldn’t have been more wrong.

So with that in mind, here are some things I once forgot, and I’m sure others have too at some point in their careers.

My Comment: This is one of those rare articles that has made two appearances in the Top 5 – and with good reason. I once read a fable that said the “curse of our humanity is that we forget.” Those words stuck with me and they will certainly resonate as you read Perry’s article. I’ve watched so many fantastic team members enter management roles and forget the very things Perry mentions. I know I’ve done it too. How can you prevent yourself from forgetting: What it’s like to follow? That you can be wrong? And more…

The Importance of Surrounding Yourself with the Right People by Lewis Howes

“Surround yourself with those who see the greatness within you, even when you don’t see it in yourself.” Edmund Lee

I’ve got another epic custom track from Fearless Motivation for you today. This one is on a topic that I really believe in.

We are so influenced by the people we surround ourselves with. It’s nearly impossible to rise to your own personal greatness if you aren’t surrounding yourself with people who are doing the same.

My Comment: Look back at motivational speakers through the centuries and you will find a common thread: surround yourself with people who are doing what you want to do and who are like the person you want to become. This isn’t empty hype. Your brain takes shortcuts to keep you safe and healthy with the minimum amount of effort. One of the big shortcuts it takes is to look at the people around you. What are they doing? If you do that too, you’re likely to be okay. Peer pressure is a real phenomenon that you can use to propel yourself.

13 Amazing Travel Gift Ideas for Entrepreneurs Who Never Stop by Rose Leadem at Entrepreneur

Entrepreneurs aren’t known for their fondness for sitting around. We’re always on the go! And while traveling around the country, or world, can be fun and exciting, it’s also exhausting and sometimes even a little stressful. Getting enough sleep, staying healthy, being organized — these are only a small number of the obstacles of constant travel. Luckily, there are tons of products available today to make traveling smooth and stress-free. Here are a few of our faves for you nomadic types.

My Comment: First, I was surprised at how popular this article was. I guess many of you have entrepreneurs in your life and the holidays are approaching. Karin and I totally fit the description of “on-the-go entrepreneur” – I spoke in seven countries last year and had several ten-day stretches that included eight airplanes. That said, #6 is cool and #7 is intriguing.

5 Tips for Measuring Employee Engagement by Saige Driver at Business News Daily

Every employer has heard the words “employee engagement,” but do most executives truly understand what it means? More importantly, do they know how to measure it?

Employee engagement is important because involved employees are typically more productive, have more energy and are more creative.

“Engaged employees are passionate about what they do,” said David Almeda, chief people officer at Kronos Incorporated. “Highly engaged employees build better products and take better care of customers because they want to, not because they are told to.”

My Comment: I invite you to approach this article with caution. Measuring employee engagement is useful, but can also be very destructive. The worst thing you can do is survey your people and then either ignore what they said or, as I’ve seen happen, punish them for their answers. Another poor practice I’ve seen: executives don’t realize the extent of Gamer manager behaviors and managers bribe or pressure their people to answer differently than they might.

If you want inspired, energized employees who give discretionary effort, be prepared to do the work. The survey is just a measurement to let you know where you’re starting. Before measuring, commit to the work of fixing your broken systems, of developing your leaders, and addressing cultural issues that undermine trust and collaboration.

Lessons I Learned from Adversity by Shubha Apte

With the hectic pace of today’s world, we easily get caught up in the busyness of life.

We are forever stressed, overwhelmed, and running errands, attending to work, rushing to office, stuck in traffic jams. Our mind is swirling with thoughts, and we have no control over it. We do not even think to press the pause button and listen to the body whispers.

The bones creak, joints are screaming for attention, but we don’t care. There is a lot of work to get done and many mountains to climb. The to-do list never ends and goals remain goals forever.

My Comment: Apte has some important reminders for us in this piece. Your leadership is a marathon, not a sprint. Take care of yourself so you’re able to go the full distance. Reflect and know what matters most. Filter the noise. Always pertinent.

Your Turn

What thoughts do these articles bring to mind? Do you see something differently than the author? Did you have a favorite leadership article this week? Leave us a comment and let’s hear from you.

5 Top Leadership Articles for the Week of November 6, 2017

Posted on November 11, 2017November 13, 2017 by David Dye | 1 Comment

How to Handle Tough Performance Conversations by Wally Bock

For a couple of decades, I began every supervisory skills class by asking the participants what they wanted to learn most. “How to talk to team members about behavior and performance” was always at the top of the list. Here’s what you need to know if you want to do that part of your job well.

My Comment: This issue continues to be both one of the most sought-after leadership development skills as well as the hallmark of effective teams and organizations that succeed in their work. Bock does a great job laying out important aspects including the vital need to build a relationship with your team members long before you’ve got to have a tough performance conversation. I’d also call attention to what he calls “the really hard part:” being quiet. As we’ve shared the Winning Well INSPIRE model for holding coaching and accountability conversations, many organizations are reporting back that when they ask what’s going on and invite the other party to come up with solutions – and then be quiet – they are seeing tremendous results. The people involved come up with better solutions that they own and then implement.

The Secret to Employee Engagement Isn’t About Your Employees by Ryan Westwood

Creating a healthy company culture is my passion. It began with the development of my first technology company, PC Care Support, and it has continued throughout my work with Simplus. As I study the online performance reviews of competing businesses, I have noticed something interesting: while companies offer incredible benefits like personal budgets for employee development training, free doughnuts, and gym passes, the reviews for some of these companies are poor.

Studies show that companies spend about $270 million per year on employee engagement strategies. “But approximately 63 percent of U.S. employees aren’t fully engaged in their work,” says Forbes writer William Craig. Here’s what I’ve found: If you want a great culture and true employee engagement, provide benefits that positively impact not just your employees but, more importantly, those whom they love.

My Comment: No work perk will ever overcome poor leadership or a bad culture. If you really want good employee engagement, build a clear strategy that helps them to win, generate ongoing wins, and cultivate awesome leadership at every level. Westwood’s suggestions are strong ways to focus your benefits – his suggestions communicate to your employees that you see them as a human being, that you are aware they have a life beyond the workplace, and that you care about those things. That said, even those types of perks will only be valued when they’re offered from a foundation of good leadership and a positive workplace culture. Otherwise, great benefits can’t help engage people with their work.

Speaking of Leadership: Speak Your Words by Scott Mabry

That moment you realize that the words coming out of your mouth belong to someone else.

I remember one of those moments. I sat across a table from the new CEO. Just the two of us. His question felt like a fist to my stomach.

“What do you think about the new team?”

To be honest I don’t even remember all the details of the conversation. I just remember I didn’t speak the truth. Oh, I tried to toss out a few subtle hints but in the end, I bailed and told him what I thought he wanted to hear. I spoke his words, not mine.

This was mostly because I didn’t trust him. Many of new the team members were people he had handpicked and that worked with him at his prior companies. To say anything critical seemed dangerous.

My Comment: I think we’ve all been there. Perhaps because you were scared. Or you didn’t yet know what you thought. Or perhaps you were trying to manipulate the situation. Regardless, you can’t lead without owning your voice and having the confidence and skill to speak your truth. Speak the truth compassionately. It doesn’t always mean you’ll get your way, but your confidence and influence will grow, as will others’ respect for you.

The #1 Killer of Change by John Thurlbeck at Lead Change Group.

I recently had a great catch up with my younger brother and youngest sister over a meal in their favorite local restaurant. Our conversation was free-ranging, covering a multiplicity of subjects.

However, a part of that conversation with my brother struck the deepest chords and prompted my thoughts in this post.

He works for a large national, not-for-profit organization in the UK, and it is mired in yet another major restructuring process, driven, as ever, by dwindling funding. The current process has been on-going for months.

My brother has worked for this organization for many years, and it appears to me that ‘change’ for this organization is an ever-present, as it strives to find the ‘best’ solution to delivering on its agenda. However, the current change process must be at least the fifth or sixth such process in about the past eight or so years.

Why so much change with so little apparent effect?

My Comment: Early in my career I would watch, amazed, as people I knew to be decent human beings, who were fairly self-aware and understood on-the-ground realities, would get into leadership roles and seem to change into unaware user managers. As I share in Winning Well, I’ve also had employees come and point out to me that I had undergone the same transformation and was not acting in line with my own values. What happens that causes these changes?

There are several reasons, but among them is the issue Thurlbeck brings up: groupthink. It’s a failure of all members to think critically and independently analyze an issue. It’s human nature to think that ‘enough of us can’t be wrong,’ but it happens all the time. We invite you to Channel Challengers – to find your truth-tellers and intentionally introduce different opinions. To consciously ask yourselves to “Own the UGLY” and explore the silent places that may be eroding your effectiveness or the opportunities that are right in front of you, but invisible until you seek them out.

Practical Tips to Practice Empathy by Shubha Apte

I recently read the book Hit Refresh by Satya Nadella.

What stuck with me is the episode he narrates about a question that he was asked while interviewing with Microsoft.

Here is what the story says…

Satya Nadella was asked this question when he wanted to be part of Microsoft.

“Imagine you see a baby laying in the street, and the baby is crying. What do you do?” he asked.

“You call 911,” I replied without much forethought.

Richard walked me out of his office, put his arm around me, and said, “You need some empathy, man. If a baby is laying on a street crying, pick up the baby.”

It is interesting how a CEO of a large company like Microsoft talks about empathy and its importance.

Empathy is considered the most important skill to have in the corporate world. People at all levels in the corporate hierarchy need to have this skill. With so much technological disruptions taking place in the digital global world, the human quality, Empathy becomes crucial.

My Comment: There is all-too-human tendency to reduce people from full human beings deserving of dignity and respect to their function. They go from being “Susan”, who has two kids, an ailing mom, and loves Italian food, and “Chase”, who is engaged, flies drones on the weekends, and wants to make a difference in the world to being “the reps.”

When we reduce people from their humanity to their role, we lose the connection we need to be effective leaders. The antidote to this reduction is empathy. Connect, pay attention, reflect what you hear. It only takes a few moments to cultivate that connection and restore someone’s humanity.

Your Turn

5 Top Leadership Articles for the Week of October 30, 2017

Posted on November 3, 2017November 6, 2017 by David Dye | No Comments

4 Questions in 4 Days that Strengthen Teams and Elevate Performance by Dan Rockwell

Imagine little Freddy throwing a tantrum in the grocery story. Freddy’s mommy or daddy give him the candy bar he’s screaming for. What happens next time little Freddy goes to the grocery store?

You get what you honor. Freddy learns the value of throwing tantrums.

Celebrations, rewards, and honor tell people what matters

My Comment: This is the first in a series of four questions Rockwell asks. The question in this article is an important one: What small wins might you celebrate today? Celebration doesn’t require confetti every time. Micro-encouragement done specifically, quickly, and with intention is incredibly powerful in reinforcing behaviors. Remember: you get more of what you celebrate and encourage, less of what you criticize or ignore. What can you celebrate today?

Building a Collaborative Culture in Non-traditional Work Environments by Rachael Powell

Since its inception, the open-plan office has drawn its fair share of criticism. While initially conceived as a means to facilitate collaboration, some argue that the office layout style does nothing but cause distraction and dissatisfaction. Indeed, it’s fair to question whether there is such a thing as too much cross-pollination of ideas when employees are elbow-to-elbow.

But when it comes to your people, one size does not fit all. In answer to the loss of concentration many attribute to a noisy workplace, activity-based workplace design is growing in popularity among companies new and old. Organizations are establishing a variety of spaces to cater to a range of tasks, including nap pods, treadmill desks and even treehouse conference spaces. It’s possible to foster both productivity and collaboration in today’s non-traditional working environments.

My Comment: I’ve never seen a treehouse conference space, but it sounds like fun. I love the point that Powell is making: give your team what they need in order to be their best. That might be an open plan, it might be something creative, it might be energetic and full of ‘buzz’ or it might be quiet and focused. The mistake I see many leaders make is that they give their teams one of two things that don’t serve them. Either they create the environment that they personally prefer (in the erroneous belief that everyone is like them) or they follow the latest fad and copy what someone else is doing. Don’t try to be like ‘them’ – be the best version of who you and your team are.

The Hidden Barrier to Your Team’s Productivity by Jennifer V. Miller at SmartBrief

As a leader, you know that productive employees bring value to your team.

Recent findings from a white paper by consulting and training firm VitalSmarts highlight the magnitude of high performers’ productivity: they are 21 times less likely to experience tasks or responsibilities that “fall through the cracks.”

Moreover, the research found that these same employees were also 18 times less likely to feel overwhelmed than their less-productive peers. Somehow, these hard-working, productive employees have found a way to deliver results without sacrificing their mental health.

What’s their secret?

My Comment: The gist of Miller’s article is that high-performing employees are good at managing their time and they are good at navigating conversations with their colleagues. At a personal level, they have mastered achieving results and building relationships. If you want a more productive team, model the combined focus on results and relationships, train them in how to do it, and then celebrate their success and hold them accountable when it doesn’t go as well.

The Challenge of Frustration by Steve Keating

Recently I had the opportunity to discuss leadership with a group of mid-level managers. At the end of my presentation, I was approached by a significant number of the attendees who all had the same question.

The questions, while asked differently all had the same theme: What do I do when my “leader” isn’t a real leader at all?

The answer to that question is simple and complicated all at once. I’m assuming (I know that’s dangerous) that the people asking the question are truly leaders. That means they care about the people they lead, they understand that their own success is completely dependent upon the success of the people they lead and that they get as much pleasure from their people’s success as they do their own.

If that is the case then the answer to the question is this: Lead Up.

My Comment: We are big believers in leading in 360 degrees – being a positive influence, building relationships, and achieving transformational results with everyone you work with. However, there are also differences leading your team vs “leading up.” One of the most common frustrations we encounter here is with supervisors who don’t follow through with their commitments and potentially prevent you from completing your work in the process.

With a direct report, you would have an INSPIRE conversation where you notice the behavior, ask them what is happening, and invite them to a solution. When having an INSPIRE conversation with someone you report to, make sure, as Keating suggests, that you’ve built a relationship where the other person can trust you and your motivations.

From there, you can still notice the behavior (eg “I noticed that you haven’t given me the data yet.”) From there, you’ll want to supply consequences. (eg: “As we discussed, I will be happy to get you what you need and it will take me three hours from when I have the data.”) You might also note other commitments you have (“I’ve promised finance that I will have their information to them by 5 tonight, so I can start on this first thing.”) That helps them understand the consequences of their actions, but in a ‘can do’ way.

Employee Engagement is the Essence of a Human Workforce by Diana Coker

The definition of workforce efficiency is very subjective in nature. This is because employees may be putting in long hours at work but there are times when this isn’t enough. With artificial intelligence taking over our lives, the sole reason why human workforce is still given importance is due to its individualistic intellect. You might think that your employee is working dedicatedly but it may so happen that the individual is doing it in a mechanical manner. If this is the case, then why hire humans when robots ensure absolutely reliable results? This makes it important for the company to encourage the practice of employee engagement.

My Comment: If you’re not going to cultivate an engaged workforce, why hire human beings in the first place? It’s a provocative question. I’m sure there are some managers out there who would prefer the robots. That frustration is a stop on the path to losing your leadership soul. People are messy and can be frustrating, but guess what – you’re a human being too. Cultivate an environment that helps people release their creativity, energy, and strength toward your mission, product, or service.

Your Turn

What thoughts do these articles bring to mind? Do you see something differently than the author? Did you have a favorite leadership article this week? Leave us a comment and let’s hear from you.

Frontline Festival: Leaders Share About Employee Engagement and Customer Service

Posted on October 19, 2017October 18, 2017 by Karin Hurt | 1 Comment

Welcome back to the Let’s Grow Leaders Frontline Festival. This month’s festival is about employee engagement in relation to customer service. Thanks to Joy and Tom Guthrie of Vizwerx Group for the great pic and to all our contributors! Next month’s Frontline Festival is about gratitude. Submit your relevant blog posts here!

Creating Great Customer Experiences

Nate Regier of Next Element Consulting shares that openness is critical to excellent customer service because customers want to know you care before they can engage in problem-solving. When employees engage emotionally with customers, they recognize that emotional problems are at the route of customer service complaints. I love his 3 part model for connecting with empathy. Follow Nate

According to Chip Bell of Chip Bell Group Attitude is the foundation of innovative service and that takes leaders who stay on the hunt for spirit leeches and “burn” them out with the heat of their passionate commitment to the customer! Real leeches suck blood; spirit leeches suck spirit. Remember: customers abhor indifferent service more than bad service! Bad service could be the result of a faulty system, a process with a glitch, or a leadership vacuum. But, indifferent service always signals a complete lack of caring! He also provides a post to encourage remarkable service. Follow Chip.

According to Chris Edmonds of Driving Results through Culture, great customer service is delivered only by trusted, talented, engaged employees. In this short post and three-minute video, Chris’ insights from a remarkable family vacation leads to three keys to building incredible customer loyalty. Follow Chris.

Paula Kiger of Big Green Pen shares a personal story related to Disney’s commitment to customer service. When she had a family member helping to make the magic, her appreciation changed and grew deeper. Follow Paula.

Shelley Row of Shelley Row Associates shares some customer service lessons from helicopter pilots. Follow Shelley

Beth Beutler of H.O.P.E. Unlimited reminds us that sometimes, attention to just being responsive is a key way for your employees to serve customers and clients well. Follow Beth.

Building Service into the Fabric of Your Culture

John Hunter of Curious Cat Management Improvement advises that it is very difficult to create a system with customer focus by all staff without several basic supports in place. Respect for people needs to be practiced, not just mentioned. Staff have to be given authority to act in the interest of customers. Follow John.

Jesse Stoner of Seapoint Center for Collaborative Leadership reminds us that customers can always tell whether a company is values-driven. You don’t need an expert to tell you. She provides five ways to look to your own customer service experience to tell what’s really going on. Follow Jesse.

David Grossman of The Grossman Group advises leaders to communicate their company brand on the inside to engage employees, which in turn creates happy customers and a more successful business. Follow David.

Employee Engagement and Customer Service

Amanda Cameron of Patriot Software, LLC shares that how your employees feel about your company has a huge impact on customer service. Business leaders who promote employee engagement should see both work culture and customer satisfaction improve. Follow Amanda.

Wally Bock of Three Star Leadership provides a post showing that when engagement grows, so does retention, productivity, and customer service. Follow Wally.

According to Chery Gegelman of Simply Understanding uncommon employee engagement and superior customer service doesn’t just happen. It begins with us, learning to create environments that support and direct the behavior of our co-workers, and yes, even our bosses. Follow Chery.

How about you? How do you work to enhance the customer experience where you work?

5 Top Leadership Articles for the Week of September 18, 2017

Posted on September 22, 2017September 25, 2017 by David Dye | No Comments

Each week I read a number of leadership articles from various online resources and share them across social media. Here are the five leadership articles readers found most valuable last week. I have added my comment about each article and would like to hear what you think, too. (Click on the title of the article to go read it for yourself.)

Burn Your Rule Book and Unlock the Power of Principles by Eric McNulty

The producer of a thought leadership event for senior executives called me recently. She shared with a rueful chuckle that the theme for this year’s meeting was uncertainty: in economic policy, trade, healthcare, international relations…the list went on. I replied that the event would certainly tap into a larger zeitgeist — everyone is wrestling with uncertainty.

Although some argue that there have been more turbulent periods in history, I would respond that these comparisons don’t matter. Perceived turbulence and uncertainty is higher than it has been in several generations.

My Comment: This is such an important concept. You’ll never have a rule for every situation. When we share Winning Well with our corporate clients and keynote audiences, we always start by sharing the core model: an internal balance of both confidence and humility combined with an external focus on both results and relationships. Even in our six-month programs we can’t possibly give you the specific solution to every single scenario you’ll ever encounter (they’re constantly changing, after all). When you have principles, however, you’re ready for whatever comes. How can I show up with confidence and humility? In this moment, how can I achieve results and build relationships?

When to Quit Your Job, if You’re a Leader (and how to exit well) by Mark Crowley

A number of managers have asked us forms of this question; What do you do when you’re deeply unhappy in a job, and you’re a senior leader?

Today we tackle that question, and how to transition out in a way that’s good for your career, and the company you’re leaving.

When do you make a change?

When you’re an individual contributor, if you’re unhappy for too long, it’s easy to just go get another job. You give your notice, help find and train your replacement, and all is well.

For better and for worse, when you rise in an organization, the stakes are much higher. While normally this is a good thing (more responsibility, compensation, and ownership), it has major drawbacks if you want to quit your job:

My Comment: I read this one with interest as I’ve been in a senior leadership position when the time came that I knew I needed to move on. Crowley addresses both when and how to make this transition gracefully. Even if you’re unhappy or ill-treated: don’t burn bridges or depart with any less dignity than you want to have every day.

4 Strategies to Build a Company Culture of Employee Engagement In a Virtual Workplace by Perry Koh

As the number of Americans who work remotely continues to increase, business owners and managers are finding that keeping workers engaged in a virtual environment can present some challenges. A recent Gallup poll found that only 30 percent of workers who work exclusively from home or mobile devices are engaged with their jobs, compared to a 33 percent engagement rate among all workers. Lack of connection with co-workers and lack of developmental guidance from managers contribute to these lower engagement levels.

Gallup’s research also found that companies who achieve higher engagement rates from remote workers take proactive steps to equip remote workers for success, with managers playing a key role in maintaining motivation. Here are four steps companies can take to build a strong company culture that promotes engagement in the virtual workplace.

My Comment: The first sentence in the second paragraph above reads equally well if you remove the word “remote.” High engagement results from proactive, intentional effort and managers play a key role – both for on-site and remote teams. In fact, remote teams need the same things: connection, purpose, encouragement, growth, and influence, but how you create these things changes when people are not sitting next to you. Koh discusses four elements and how you can help create them for your remote team.

5 New Leadership Literacies to Prepare for the Future by Skip Pritchard

If you want to get ready for the future, you need new leadership literacies. That’s what noted futurist Bob Johansen teaches those who aspire to lead well into the future. If you’re a rising star and want to prepare for what’s ahead, this book outlines future trends and skills you need in the decades to come.

Bob Johansen is a distinguished fellow at the Institute for the Future in Silicon Valley. He has worked with global organizations from P&G to Disney. He’s the author or co-author of ten books. His newest is The New Leadership Literacies: Thriving in a Future of Extreme Disruption and Distributed Everything.

My Comment: It can be challenging to think about how you will need to lead in the future when you have immediate issues and a team that needs you now. However, looking at these views of leadership in the future will help you lead more effectively today. Some elements – particularly being there when you’re not and clarity over certainty — are totally applicable today.

11 Emojis That Make You Look Really Unprofessional at Work by Peter Economy

As technology advances each year–if not each day–we, as consumers and communicators, are always delighted by the new ways in which we can strike up conversations with each other. Whether it be online or on our smartphones, long-gone are the days ruled by the simple colon-parenthesis smiley face. Our horizons have expanded, and the smiley and winky faces of the past have now made way for emojis, emoticons popularized by iPhone text messaging….

If you’re just boarding the emoji train and are not sure which emojis specifically should be left alone when it comes to their workplace use, here are 11 emojis that are guaranteed to make you look really unprofessional…

My Comment: I would hope that no one needs to be told that a poop emoji is unprofessional, but I’m sure it’s happened before. As with all your communication, does it represent your personal brand as you intend? Will you be comfortable with it representing you in a year or two? Would you be comfortable if it were printed in a newspaper or website for everyone to see?

Your Turn

What thoughts do these articles bring to mind? Do you see something differently than the author? Did you have a favorite leadership article this week? Leave us a comment and let’s hear from you.

5 Top Leadership Articles for the Week of September 11, 2017

Posted on September 15, 2017September 18, 2017 by David Dye | No Comments

How to Be Tough When You Prefer Being Kind by Dan Rockwell

Stress increases when leaders can’t bring kind and tough together.

Kind without tough makes you a pushover.

Tough without kind makes you a jerk.

My Comment: Stress increases, yes – and both results and relationships suffer when you don’t combine kind and tough. Without a disciplined focus on results, people lose focus, infighting increases, and your top performers go somewhere where their performance is appreciated. Without healthy relationships, trust suffers, people burnout, they do the least they can to get by, and inefficiency prevails because people don’t come together to solve mutual problems.

Leaders who combine their focus on achieving breakthrough results with a focus on healthy professional relationships with the people they lead give themselves the best chance to achieve transformational results that last.

Employee Engagement: What Story Does the Data Tell Leadership? By Martie Moore

The first time I used the words “resilience” and “engagement” was with my leadership team at the time. I asked, “What can we do to advance engagement and help people to be more resilient?”

Suddenly, everyone around the table had important emails to read on their phone. In essence, this immediate phone reading signaled an uncomfortable discussion — and their avoidance level.

My Comment: While this article was written for leaders in the long-term care industry, the issues it identifies are typical of the reality faced by leaders across industries: constant connectivity, acute margin pressures, increased pace of change, and uncertain futures are challenges you can probably relate to. This article is the beginning of a series that will look at experience, science, and practical action can take for themselves and the people they serve. It looks promising.

Leading in large organizations is tough. It’s easy for people to lose their identity and humanity as decisions are made by spreadsheet. And yet, almost paradoxically, more humanity, more focus on relationships and results, improves that bottom line. It takes courage along with the specific management and leadership skills we share in Winning Well to meet this challenge and succeed.

A Leader’s Job Is Never Done by Jane Perdue

Given that our state was in the path of totality for the August 2017 solar eclipse, people in our neighborhood gathered to watch. The closer we were to the time of totality, the larger the crowd became.

Within five minutes of the awe-inspiring ninety seconds of darkness and coolness, the crowd had largely dispersed.

The lost interest and crowd thinning-out triggered thoughts in my mind of how we tend to think about many things, including leadership, mostly in terms of their headline-making moments.

My Comment: When I was young, a mentor would often share his perspective that you can’t be a hero in the big moments if you’re not a hero in the small ones. Perdue takes a look at many of the ways that leaders build their credibility, influence, and trust in some of the more mundane, less headline-worthy, common moments that you face throughout your day, week, and career. You’re constantly becoming who you will be tomorrow. With each of these moments, you choose who that will be.

How Can You Make Yourself Invincible at Work? by Wendy Marx

Quick question: How valuable are you at work? Hint: It has little to do with your place on an organizational chart.

The new truth is that grabbing a high rung in an organization’s hierarchy isn’t necessarily a sign that you’re indispensable.

What clinches your value at work is what’s known as informal power — the ability to influence people and overcome resistance where you lack authority. It means being able to get someone to do your bidding where you have no formal authority.

Today you can’t lead simply by virtue of your title.

My Comment: While I’m not a fan of the notion of “getting someone to do your bidding” (it smacks of manipulation and a USER approach to leadership) Marx is right on with regard the role of influence. I won’t promote someone to a formal leadership position until they’ve demonstrated that they can get things done without that formal power. Power gives you the ability to deliver an “or else,” but that only gets a person’s minimum effort. Effective leaders cultivate an environment that releases a person’s strengths, talents, and skills toward the mission and the work.

Marx provides a good exercise you can use to assess how much value you are adding to the people around you and how you can address it if it’s out of balance.

Optimized or Maximized? By Seth Godin

I once drove home from college at 100 miles an hour. It saved two hours. My old car barely made it, and I was hardly able to speak once I peeled myself out of the car.

That was maximum speed, but it wasn’t optimum.

Systems have an optimum level of performance. It’s the output that permits the elements (including the humans) to do their best work, to persist at it, to avoid disasters, bad decisions and burnout.

One definition of maximization is: A short-term output level of high stress, where parts degrade but short-term performance is high.

Capitalism sometimes seeks competitive maximization instead. Who cares if you burn out, I’ll just replace the part…

That’s not a good way to treat people we care about, or systems that we rely on.

My Comment: I loved this article. It gets at the heart of why so many managers can turn into jerks, even if they’re not naturally inclined that way. We call it “trickle down intimidation.” In the interest of short term “maximization,” leaders who lack any other tools turn to fear, power, and control to get things done. And it works, at least minimally. As I said in my comments on the second article this week: it takes courage and leadership skills to choose a different path. To, as Godin says, optimize your leadership, your team, and your company for the long run rather than fleeting and costly short-term gain. It takes courage and practice, but you can do it.

Your Turn

What thoughts do these articles bring to mind? Do you see something differently than the author? Did you have a favorite?

One Sentence Engagement? (Kevin Kruse)

Posted on May 2, 2017May 2, 2017 by Featured Guest | No Comments

Winning Well Connection

Kevin has been a remarkable supporter of my speaking and writing from very early on in my journey. His Inc.’s list of 100 Great Leadership Speakers has led to some amazing keynote opportunities to spread the Winning Well message. We really enjoyed his Winning Well interview in Forbes and love contributing to his LeadX Community. He’s surely a Winning Well kindred spirit and works hard to build platforms for speakers and writers to positively impact the world.

Is it truly possible to condense the science of employee engagement into a single sentence?

It is and I’m about to convince you of that.

But first I need to explain why I’m taking this extreme exercise in reductionism. Unfortunately, employee engagement continues to be a topic that many find confusing. This confusion is unnecessary. Despite our VUCA world (characterized by volatility, uncertainty, complexity, and ambiguity) that has made both time and money endangered species, it’s never been easier to drive massive engagement throughout your organization. It’s never been easier to engage your own direct reports. It doesn’t require a high IQ, high-priced consultants, long-term planning or even a lot of time or money.

The idea of a one-sentence employee engagement course is intended to cut through this noise. To make things as simple and as actionable as possible. Just 20 words. Words that I’ve seen work miracles in countless organizations. The goal is to craft a sentence that all front-line managers can remember. A single sentence that can be scribbled on the inside of a Moleskine notebook or perhaps jotted on an index card and taped to a computer monitor. It’s not a sentence that one delivers to others, but rather a sentence that one remembers.

So here is my one-sentence employee engagement course:

“People give loyalty and discretionary effort to those who foster growth, show appreciation, share a compelling vision and are trustworthy.”

I hope you’ll read that sentence again. That single sentence encapsulates the “why” and the “how” based on two decades of studying and applying the principles of engagement.

The why: engagement results in increased loyalty and effort.
The how: to feel emotionally committed, we all want to: * learn, grow and be challenged * feel appreciated * work for a higher purpose, not just a paycheck * and the first three items don’t matter if we can’t actually trust our leaders.

Can it be that simple? Try to find a reliable survey instrument that measures engagement and its drivers that doesn’t include growth, recognition, vision/meaning, and trust. I don’t believe one exists.

Think about the best job you have ever had and more specifically, the best boss you ever worked for. Can you see how she helped you to grow, to feel appreciated, to feel that your work was important and was she trustworthy?

Many will dismiss this “one-sentence employee engagement course” because it is so simple and obvious. Indeed, Frank Lloyd Wright said, “There is nothing more uncommon than common sense.” I would argue the power is in its simplicity. The correct application of these simple principles can get you into the top deciles of engagement.

So, then, what should managers actually do to drive engagement, according to the one-sentence course?

To foster growth … it’s not about corporate training programs and annual performance appraisals. It’s about having career path conversations (i.e., stay interviews), and giving feedback in the spirit of a caring coach.

To show appreciation … it’s not about award ceremonies—the winners’ circle is always too small. It’s about saying thank you in sincere ways all throughout the year.

To share a compelling vision … it’s not about the mission statement poster hanging in the conference room. It’s about repeatedly connecting and aligning the weekly work with the big hairy audacious goals of the organization.

To be worthy of trust … it’s not just about ethics and telling the truth. It’s about being authentic and transparent.

With this article, I’ve tried to reduce the science of engagement to a single sentence. I acknowledge that there are many variables omitted that often drive engagement including: fair pay, work-life balance, having the right tools, having a best friend at work, quality, corporate responsibility and on and on. But my reductionism isn’t supposed to be all encompassing; it’s supposed to simplify a topic that has become way too complex. It’s supposed to be memorable and actionable. It’s an attempt to help leaders master the most basic principles of engagement, allowing other behaviors to be layered on at a later time.

Whether you find this approach helpful or harmful to the field of engagement, one thing is clear: your team members want growth, recognition, meaning and trust.

Click the image to learn more about Kevin’s book.

Winning Well Reflection

In a world where it’s all-too-easy to over-complicate and lose sight on what matters most, Kevin brings us back to the essentials of employee engagement in one sentence. “Is it possible?” he asks. We believe the answer is an unqualified “Yes.” When you interact with your team, when you have a one-on-one or even an accountability conversation, you don’t need a body of theoretical principles, you need practical tools you can use right away. Kevin’s given you the road map: growth, appreciation, vision, and trust.

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5 Signs Diaper Drama Is Destroying Your Culture

Posted on January 31, 2017March 3, 2018 by Karin Hurt | 1 Comment

Diaper Genies are a FABULOUS invention– for parents and nurseries. They hide the stink of a poopie diaper and exponentially increase the interval necessary to empty the trash. The stink stays conveniently wrapped tightly in plastic so no one can smell it. The stink is unavoidable and the Diaper Genie provides a welcome reprieve.

But sadly, in so many companies around the world, I see a similar effect. Employees take the stinky issues, and disguise them so cleverly with spin, sandwiched feedback and carefully crafted Power Points, that no one can smell the real problem.

The Diaper Drama Includes…

Spinning the truth
Watering down feedback
Omitting information that may trigger alarm
Manipulating data

Signs You May Have a Diaper Drama Culture (and what to do about it)

The minute I pull out the Diaper Genie in one of my keynotes, the heads start to nod. Ahh, yes. We do that here. So if this sounds familiar, you’re not alone.

Here are few signs, you may have a diaper genie culture.

Meetings are readouts, not discussions.
If meetings are more of a one-way information dump, it’s likely you’re not having the tough conversations that would up your game. Ask questions. “What else do I need to know?” “What are you most worried about? What’s making you nervous?” “What could possibly go wrong…. and how can I help?” See also our thinking on how to “own the ugly.”
You spend more time crafting the communication than having the conversation.
I once worked for a boss where we would have at least 27 rehearsals before any executive presentation. We were all coached on exactly which topics to avoid at all costs– lest we draw attention to our challenge areas. If you’re more worried about font size than fixing problems, you’re likely in a diaper genie culture. Even if you’re working in such a culture, stop that crap on your own team. Encourage your team to focus on substance over form at least in their readouts to you.
Bad news is a powder keg.
If you’ve got bosses running around that react poorly to bad news, check closely for diaper genies. They’re probably filled to the brim. It doesn’t take long to train your people to lay low and avoid the tough conversations. If you want a diaper-genie free culture, encourage bad news and respond with supportive solutions, not anxiety-laced freak outs.
It’s “Groundhog Day” all over again.
Like in the movie Groundhog Day, if you’re constantly “fixing” issues only to have them pop up again, you may be in a diaper genie culture. Be sure you’re asking the strategic questions to get to the heart of the problem. Are there performance/job fit issues that need to be addressed? Are there processes that need to be changed? Rip through the plastic and smell what stinks so you can address it.
Don’t ask, don’t tell, is the norm.
I’ve worked with companies where the employees tell me the unspoken rule… “Never ever bring up the the truth in a focus group.” I can’t tell you how many times I’ve heard about employees being coached (and in some cases even “bribed” with extra treats to paint a rosy picture on an employee survey or in a focus group.) Nothing crushes morale faster than feeling you don’t have a voice. This is one of the worst examples of gaming the score.

More About The Diaper Genie Syndrome (an excerpt from one of our Winning Well workshops)

If you’re living in a diaper drama culture, you may not be able to fix the scene over night, but you can focus on your team and cutting through facade and exposing the stink at least in your sphere of influence. When the results start to soar, spread the word. One secret to success: eliminating the diaper genie effect.