Tag Archives: Cultural Transformation Tools

Employee Recognition: Let us give thanks

you-are-more-than-awesome-you-re-amazing

Employee Recognition is only just beginning to, um, get the recognition it deserves.

It is particularly important for law firms as research on lawyer’s personality profiles (including MBTI research and brain imaging data and studies by Carol Gilligan) all show that lawyers are great at critical analysis but less so at the touchy-feely stuff, or in fact any of the feeling stuff. In plain English, it is far easier for a lawyer colleague or boss to point out the 3 things a junior did wrong than it i for them to pay a tribute to something someone did right. Because lawyers are trained and paid to criticize and see flaws and ways of improving things.  And because this way of viewing the world the default setting, most lawyers are not even aware of this.

It would also be helpful for lawyers to understand the 3 basic types of Employee recognition that I have just read about in some fascinating research entitled:  Employee Recognition: a Lynchpin Value for Cultural Transformation by Judith Mills and Joan Shafer. Here they are:

PAST Accomplishments i.e.: work done goals achieved contributions

PRESENT Acknowledgement of the importance of particular talents, current contributions or character

FUTURE Promise of potential: promotions, positions, projects

Which type do you think would be the hardest for lawyers? Yip, the middle one: Acknowledging WHO someone really is, their character does not come naturally to lawyers – it’s far too right brain.  Law firms tend to recognise employees more often than not, on accomplishment – while sometimes what people most need is recognition of who they are and what they bring to the workplace aside from the obvious accomplishments of winning a case or bringing in a new client.

A firm called Sullivan & Cromwell held a training session in 2006 for its partners on associate appreciation. This presentation encouraged partners to give associates feedback, to say “thank you” and “good job” and to return associates’ calls as quickly as you would a partner’s or clients’. The firm also arranged periodic associate lunches with the chairman of the firm and implemented a 360 degree review process – to give associates feedback from subordinates and peers as well as supervisors. In 2007 the firm’s attrition rate dropped from 30 plus percent to 22 percent. (The Happy Lawyer p.195)

Still not convinced?

Here’s another interesting piece of research mentioned by Mills and Shafer:

Employee Recognition affects the bottom line. In their book “The Carrot Principle”, Gostick and Elton demonstrate this. In response to the question ‘My organisation recognises excellence’, the results show that organisations that scored in the lower fourth quartile had an average return on equity (ROE) of 2.4%, whereas those that scored in the top fourth had an average ROE of 8.7%. In other words, companies that most effectively recognise excellence enjoy a return that is more than triple the return of those that are least effective.”

How people are lead and managed is important. People who report the highest morale at work, 94.4% agree that their managers are effective at recognition. In contrast, 56% of employees who report low morale give their manager a failing grade on recognition and only 2.4% of people who have low morale say they have a boss who is great at recognition.

Two final pieces of advice that I’ve gleaned from Mills & Shafer

The people delivering the recognition need to:

Match what and how they deliver recognition to what is meaningful to the employee. To do this they need to strengthen their powers of observation, feedback systems and articulation skills.

And importantly:

When acknowledgement is needed, it has a more powerful punch if it is delivered by someone high up in the organisation.

For recognition to be effective, the recipient needs to:

  • Trust that the recognition is true.
  • Respect the source of the recognition.
  • Believe that there is no hidden motive behind the appreciation.

People are not aware of all the gifts they have to offer. It is a transformative act to tell people how they have affected others’ lives. This not only increases their self-awareness, but empowers them to express themselves more freely to others. It reduces the fear belief of ‘Am I good enough’? Do not assume that other people know how effective, good or talented they are.

CVA data (CULTURAL VALUE ASSESSMENTS) are a powerful tool for gathering data on the issue of employee recognition.

An analysis of 106 CVA’s show that it is not just lower level employees that want to be recognised but people at all levels “including the CEO, senior leadership, middle management, and staff. People at the top have just as strong a need to be appreciated as staff, possibly because it can be lonely at the top. This is evidenced by the response senior leaders demonstrate during Leadership Values Assessment (LVA) debriefs where their strengths and contributions are acknowledged by their colleagues. They are almost always touched and surprised by how highly regarded they are and the extent and richness of their strengths. This feedback from others enhances their confidence and belief about themselves in all they have to offer.”

Mills & Shafer have also developed a great model showing 7 levels of Employee Recognition, that aligns with the 7 Levels of Organisational Consciousness.

I am SO excited to be taking this cutting edge work being done in corporates around the world, and bringing it to my niche market of South African law firms. The Barrett Cultural Transformation Tools mentioned here – the CVA and LVA – are such brilliantly simple yet powerful ways to deepen an organisation’s understanding of dynamics which have a huge effect on the firm, but aren’t readily visible.

I am finalising the LEARNS product: (Lawyer Engagement & Recognition Nexus Survey) designed specifically to assist law firms in understanding the nexus, or connection between:

  • Employee recognition patterns
  • Employee engagement patterns
  • Attrition rates
  • Firm profitablity

It is early days but the Centre for Integrative Law gets closer every day to its vision To be South Africa’s leading  consultancy for emergent thinking in integrative ways to practise and teach law.

Click here for more details.

Advertisements

Core Values vs Aspirational Values

Here is something I think is quite useful from Jim Collins, author of Good to Great, on core values vs aspirational values:

“People frequently confuse timeless core values—what you truly believe and have always believed at a deep core level—with aspirations of what you’d like to see the organization become in the future. You may have such an aspiration, but if you are honest with yourself and it is not a core value for the people in your breakout group, the place to put it is in the vivid description aspect of the Envisioned Future. Do not mix future aspirations into your true and authentic core values, as this will create justifiable cynicism and destroy the power of your core values. For example, a group that has never held innovation as a core value should not put innovation into its list of core values, even if it sees innovation as a vital strategy for its future. Instead, it should make innovation part of its Envisioned Future a quality that it wants to stimulate progress toward.”

Jim Collins has some great exercises for organisations to determine their values which you can find on www.jimcollins.com. I can see that incorporating the methodology of Richard Barrett would take these exercises to a new level because it makes sense of the values. Barrett situates all values within a framework of individual and organisational consciousness. It is far more powerful to have context.

For example, using Barrett’s 7 Levels of Organisational Consciousness, the organisational value “trust” is a level 5 value, the level of internal cohesion – which is about building an internal community, with shared values and vision. “Professionalism” on the other hand is a level 3 value, the level of self-esteem. This level is about building performance, so it’s about systems and processes and best practices.

If a company has undertaken a Cultural Values Assessment (CVA) one of the primary Cultural Transformation Tools of the Barrett Values Centre, then it’s much easier to ensure relevant values are chosen. A CVA provides a clear picture of the employees’ individual values and of their desired values for the organisation. This can be used to ensure there’s alignment with who the people are and the type of organisation they want to work for, when the executives choose the values. This is essential for alignment. I will talk explain the 4 types of alignment necessary for a values-driven organisation, in another post.

For now, suffice to say, that the current trend of executives rushing off on a breakaway, and returning with a set of “new values for the company” is very old school and ineffective. At the very least, failing a company-wide survey (cost is of course a factor in these matters), the executives should each undertake an IVA – Individual Values Assessment – which can be used to ensure that these individuals, who will be responsible for espousing and living the values, are in fact capable of doing so.

If undertaking any sort of values journey, I highly recommend you read Richard Barrett’s Building a Values Driven Organisation. While Good to Great is on every list of “books every entrepreneur should have read”, Barrett’s book is just a little more exclusive.  Jim Collins for a business exec is like having Deepak Chopra on your bookshelf if you’re a self-help fan. (there’s no note of condescension here, we should ALL be helping ourselves, those who don’t are just painful). But if you want to learn about values the smart way, the way the cool kids are doing it, read Building a Values Driven Organisation. It’s not a laugh a minute but it’s profound. Or you can get a Barrett consultant, like me, to run you through the book’s contents in a few hours. Either way, two bits of advice:

1. don’t pay for a values session until you’ve looked into Barrett’s work

2. Do not try to inculcate the organisation’s values by chanting them in unison at company meetings. Ever.