Recruiting, developing and retaining talent in an industry is critical to the success to your company especially in economic uncertainties. These leadership activities are essential components of every successful manager and executive who has the responsibility to help grow and develop talent.

I recently partnered with company to design a competency matrix and succession plan for all of the key executive positions. This powerful process will lead to future success; bringing amazing clarity to vagueness that often permeates an organization.
WHY:

• Visibility to career pathing / succession planning
• Provide skills assessment and the gap analysis
• Improve Organization /Department/Individual strengths
• Foster employee development; enables coaching / feedback
• Ties to functional/ team component of company model

WHAT:

Competency
A competency describes the knowledge, skill, attributes and / or behaviors that clearly defines the requirement for success in a job.

Functional/ Technical:
Demonstrates appropriate depth of understanding and skill in current functional area.

BOTTOM LINE: The differentiation between what you can and cannot learn on the job.

HOW:

• Complete coverage for all proficiencies
• List necessary skills, for successful performance, for each position
• Ensure universally accepted by stakeholders
• Tie into company functional/technical competency and overall performance
management
• Develop communications materials

1.  Gossip or closed door discussions are frequent forms of communication.

2.  Tension and conflict are present most of the time and cannot be resolved

without intervention from management.

3.  Projects are worked on separately with little or no knowledge of other team

member’s participation

4.  You have to watch what you say around “certain” people.

5.  Little or no trust for upper management

6.  Blame and frustrations with others for lack of movement or success

7.  Little or no accountability for commitments that are made

8.  Often discuss or wonder “what if” scenarios

9.  Coffee conga line is strong- One person starts a rumor, story or complaint and

conga’s down the hall build false evidence support their story.

10.  Refusal or fear of asking for help.

_________________________________________________________________________

If you said yes too:

0 -1 symptoms                         You are member of a functional team.  Have a

discussion about items of concern and develop a

plan to eliminate these practices.

2 – 4 symptoms                   You are member of a functioning team.  Create a space to be honest and open with all members and develop strategies to redirect the energy focus.

5 – 7 symptoms            You are member of a dysfunctional team with a base foundation to build on. Get a help quickly while you still have some common interest at stake.

8-10             Well at least you answered the questions – that’s a start!  Now take the next step and call us

Recruiting, developing and retaining talent in an industry is critical to the success to your company especially in economic uncertainties. These leadership activities are essential components of every successful manager and executive who has the responsibility to help grow and develop talent.

I recently partnered with company to design a competency matrix and succession plan for all of the key executive positions. This powerful process will lead to future success; bringing amazing clarity to vagueness that often permeates an organization.

WHY:

• Visibility to career pathing / succession planning
• Provide skills assessment and the gap analysis
• Improve Organization /Department/Individual strengths
• Foster employee development; enables coaching / feedback
• Ties to functional/ team component of company model

WHAT:

Competency
A competency describes the knowledge, skill, attributes and / or behaviors that clearly defines the requirement for success in a job.

Functional/ Technical:
Demonstrates appropriate depth of understanding and skill in current functional area.

BOTTOM LINE: The differentiation between what you can and cannot learn on the job.

HOW:

• Complete coverage for all proficiencies
• List necessary skills, for successful performance, for each position
• Ensure universally accepted by stakeholders
• Tie into company functional/technical competency and overall performance
management
• Develop communications materials

To learn more about these POWERFUL programs please call or email me for a sample competency grid.

Becca Robinson,MCC
Becca Robinson, MCC
The Robinson Group
Clear Communications For Subjects That Matter
www.the-robinson-group.com
www.linkedin.com/in/beccarobinson
303-329-9555 p

I so often hear that people are not “in it for the money” that they do there job because they love what the do, who they serve, what they can accomplish .  I am continually reminding them that without the bottom line, the ROI, there would not be an opportunity to make a difference.  

Are You relevant in your job?  Are you contributing to the bottom line.  Now more than ever it is important  to know if you are relevant in your job. 

What are the key accountabilities are you responsible for?

What goals have you committed to achieving it this position over the next year?

If your job could talk, which skills would be identified as most important?

Who truly understands your position?

If your superiors had a clearer understanding of your job, could you be more productive? 

If your direct reports had a clearer understanding of their positions, would they be more productive? 

 How would this understanding affect your bottom-line? 

How would this understanding affect team synergy? 

How would this understanding affect morale? 

How would this understanding impact your hiring process? 

How would this understanding impact your on-boarding process?

Soon you will see the importance of a clear understanding of the key accountabilities and performance criteria the job itself requires for superior performance. 

To further explore this powerful conversation, contact

Becca Robinson,MCC

Becca Robinson, MCC

The Robinson Group

Clear Communications For Subjects That Matter

www.the-robinson-group.com

303-329-9555 p

303-808-9333 c

As in any circumstance that is communication and relational based at work, leader involvement is critical.  Leaders set the tone for a “No Tolerance Policy” for gossip and other destructive behaviors.

If You Are a Leader

1.       Design a clear policy and procedure.

2.       Announce the policy in person AND in writing to everyone.

3.       Outline the chain of command and create a No Toleration Policy.

4.       Define the roles that each person plays in gossip and the level of responsibility that EVERYONE will be held too.

5.       Do not change or make exceptions to the chain of commands.

6.       Do not threaten people but rather set a strong beneficially precedence.

7.       Reinforce positive feedback and behavior.

8.       Discuss a time that everyone was a victim of gossip and how it felt.

9.       Include the carriers in positive function to contribute to policy effectiveness.

10.   Keep them updated on policy or procedure changes.

Although gossip is often experienced in childhood remember that you are now dealing with adults.  Learn to respond not react to any discussion around this subject. Be prepared for the new rules to be tested because they will be.

(this set of bullets needs a title for clarification, but I’m not sure what it would be)

·         Listen briefly and redirect them to their supervisor

·         Notify their supervisor and enforce the chain of command

·         Believe in the process, the effort can seem greater than the outcome but it is not

·         Keep discussions open and ongoing

·         Uncover the source not the symptoms and fix the source (communication channels)*

·         Celebrate the positive side of every situation

Clear, constant, constructive communication will keep the vine of gossip from spreading and creating a stranglehold on a positive culture.

Anyone can impact and even stop gossip in the workplace.  I challenge each and every one of you to www.STOPGOSSIPNOW.com.

HOW TO SPOT A GOSSIPER

• They have low self esteem they constantly complain about something or someone
• They always have something to gossip about and gain favor by being ‘in the know’
• They will point out how they were better or “right” in the situation
• They are high maintenance employees
• They triangulate to gain support
• They are angry and resentful of others success

A gossiper who is not confronted and stopped will just become more confident   The rumors will become more subtle, more dangerous and frequent. The targets of gossip are usually more successful and more competent than gossipers; they are respected and seen as leaders within an organization.

A gossiper has a talent for seeking out disgruntled workers, and they manipulate them into their conspiracy theory  

Gossip is one of the most prevalent and destructive forms of communication used in today’s society.  It is used in the guise of news or the source of “real” information.  Like the game of telephone, each time a story is repeated or passed on something is changed or added to the original tale.  Gossip is hurtful to everyone involved and is particularly destructive in the workplace.

Managers and Supervisors

Gossipers are the people in the organization who see their success is limited by others.  They spread rumors in order to become popular.  They embellish stories so that they can be seen as “in the know” and a source for information. They use this to gain control over their environments and co-workers.

Gossip

1.       Is the number one cause of decrease in productivity and creation in the workplace

2.       Divides and isolates individuals, compromising or killing teamwork

3.       Causes pain and resentment

4.       Can critically affect customer service

Stop Gossip Now!

Who have your gossiped about?

Gossip is like the infamous kudzu vine. Kudzu is native to Japan and China, however it also grows well in the Southeastern United States. Kudzu is a vine that when left uncontrolled will eventually grow over almost any fixed object in its proximity including other vegetation. Kudzu, over a period of several years, will kill trees by blocking the sunlight and for this and other reasons many would like to find ways to get rid of it. The flowers which bloom in late summer have a very pleasant fragrance and the shapes and forms created by kudzu vines growing over trees and bushes can be pleasing to the eye during the summer months.

Once gossip takes hold in a company it is like a kudzu vine. It is uncontrollable, smoothers new growth and is very difficult to get rid of.  The eradication of gossip is not easy but necessary to create an open and honest communication culture.

Please share your stories about a time when you have been hurt by gossip.

Click here for details http://www.instantteleseminar.com/?eventid=2478135

See you there!