Leaving A Legacy-December 2015

Leaving a Legacy I’ve been fortunate to work with some great leaders over the course of my career, but ironically the ones who stand out the most are the bad ones. I remember a department holiday party where a new boss of mine asked the group what they wanted most out of their life. We went around the room and most answers were what you’d expect: • to be a good person, parent or friend to others; • to serve their church or community; • to have health and wealth; • to be successful. When it came to her turn she answered, “I want to leave a legacy.” No one asked her what that meant, but we soon found out that her path to leaving a legacy was to be self-promoting, blame others to deflect attention from her own deficiencies, and put herself and her reputation above all others. She was severely lacking in the technical skills necessary to run the department and never really gained the respect from the other executives in the company. When it came to making decisions she always sought the popular vote rather than what was truly needed. She mistakenly believed that leaving a legacy meant to be what others thought she should be. She forgot that being a leader was less about trying to impress others and more about helping those around you succeed. It was difficult for my team to work with her after working for a great boss and mentor for many years. He was technically skilled, tough yet demanding, a top notch collaborator, and someone who could be decisive but would prefer to guide you to learn on your own. He was such a good leader that he was often asked to manage areas outside of human resources, knowing that he could get the best out of those that worked for him. I don’t quite know why, but I’ve been thinking a lot about this topic of leaving a legacy. Perhaps it’s because our family was blessed with our first grandchild just before Thanksgiving, and I’m feeling a bit older and nostalgic. Or it just may be the holiday season causes us all to look back and reflect on the people and things in life that have impacted us the most. Whatever the case, I am truly grateful for my valued clients that have given me their confidence; my family, friends and business colleagues that have provided their support when I struggled; and those who have given me the gift of their legacy. Hopefully, I can do the same for someone else. From my family to yours have a safe and happy holiday season, and my best wishes for a healthy and prosperous 2016.

A History of Broken Promises-October 2015

A History of Broken Promises For the next several months we get to hear the campaign rhetoric from the field of presidential candidates sharing their thoughts on how to make this country better. More often than not their energy is directed to criticizing the current administration and their fellow candidates rather than focusing on the true issues. It may make for great television and news fodder, but I find it hard to believe that whoever is ultimately elected will follow through on their campaign agenda. There has been a history of broken promises over the years that frankly make me cynical. It really is sad that the majority of the people we elect to run our great country can’t put aside their personal agendas and collaborate on issues that benefit us all. I shouldn’t be surprised that this behavior has translated to our corporate world and that some companies operate in the same manner as our elected officials with a lack of integrity and commitment. A close friend of mine worked with a company where a new senior executive team was brought in as self-proclaimed “change agents”, and many of the current executives were deemed unfit to continue in their position. One by one these executives were targeted; and the new executives were directed to orchestrate, or even fabricate, some type of performance problem that required correction and begin a progressive discipline plan to force the current team out of the company. Even more disturbing than the directive to “find something wrong” were the false promises made to this outgoing executive team by their new bosses. Some of the targeted executives knew what was happening and were bold enough to confront their managers. One executive said to her boss, “It’s pretty obvious that the company is changing direction and the new team has determined I’m no longer a good fit. If that’s the case, why don’t we just discuss an exit strategy rather than try to turn this into a disciplinary situation that is embarrassing for both of us and the team.” The boss was completely inexperienced at handling this type of situation and, rather than engaging the executive in a meaningful discussion or deflecting the issue to another time, denied any knowledge of the situation. He then assured the executive that she was in no danger of losing her job and that if there was a problem she would hear it directly from him. She left the meeting skeptical but somewhat reassured by her boss’s promise. Three weeks later, she was called to a meeting with her boss and the HR representative and advised she was being released from the company. After the details of her separation were discussed and she was leaving the meeting she looked at her boss who was staring sheepishly at the floor and said, “It’s been a pleasure working with you, and thanks for keeping me apprised as you promised.” When she and I later spoke about the situation, she told me the thing that bothered her most was not the separation itself but the cowardly manner in which her boss had handled the incident. “I’m angry with him for lying to me,” she said. “But I’m even angrier with myself for believing him.” Most of all she told me she felt sorry for the executives that remained and would have to incur the same type of treatment. True to form the other targeted executives were released and, as is the case so many times, the new team of change agents was replaced within a year after failing to develop the necessary trust and commitment of their team. Fortunately not all companies follow this sad example. I recently worked with a client developing a vision and values statement that the CEO wanted all employees to embrace. His first comment to me was, “I don’t just want plaque material to hang in the lobby but something everyone can understand and put into practice.” I admire this CEO’s dedication to creating a culture of honesty and integrity. He recognized that having a leadership framework for him and his executive team would lead to employee engagement and retention. Engagement studies have long supported that employees want to know both the good and the bad when it comes to the company they work for, but many organizations have adopted the philosophy of hiding or misrepresenting the truth due to unexplainable internal politics and simply poor leadership skills. Two of the values this CEO wanted his company to embrace were courage and integrity, both of which my friend’s former company were sorely lacking. Had the leadership of that company established and emulated similar corporate values I have no doubt that my friend’s situation would have been handled quite differently. While the outcome may have been the same, she would have taken solace in the fact that she was treated with the dignity and respect we all deserve. After one of the recent televised debates the CEO and I joked that perhaps his vision and values statement should be shared with the current field of candidates and that some might take them to heart. “We’d have a better chance at winning the Powerball,” he said, and I know he was probably right. If we can help you in sharing your company’s core values through effective HR practices, give us a call at 610-287-1162 or email me at phil@hrsolutionsonline.com.

The Boardwalk Fitness Guru-August 2015

The Boardwalk Fitness Guru The Ocean City, NJ Boardwalk is one of my favorite places in the summer. Every morning there is a flurry of activity as runners, bikers and tourists fight for space to do their thing. One can’t help but get caught up in the fitness frenzy that accompanies the sunny weather and salt air. Even old guys like me lace up our running shoes and try to keep pace with the younger folks. Sadly, I know my running days are coming to an end as even the elderly lady in the motorized scooter now passes me like I’m standing still. But I keep at it, if for no other reason than to people watch. During one of my runs I recently encountered a very large gentlemen in full biking gear parked on the side of the boards speaking to a young boy about the benefits of an active lifestyle. With a cigarette in his left hand, a half- eaten cream donut in his right, and a Big Gulp sized soft drink in his coconut shell bike cup holder, he expounded the virtues of a regular fitness routine, quoting internet articles he had read on the subject. The young boy, who I presume was his son, listened intently as his dad quoted studies and statistics on the matter. As I limped on by I remembered a guy named Chuck who I had worked with years ago. Chuck was a self-proclaimed subject matter expert on the newest management trends always quick to talk about the book he was reading on how to motivate employees or the best practices outlined in a recent NY Times best seller. He was quick to point out to anyone who would listen how the company was on the wrong track and how things would change if he were in in charge. Ironically, for most of his career, Chuck was always the number two guy who had little or no responsibility for managing employees or leading a team. That all changed when an acquisition resulted in turnover at the executive level, and Chuck found himself in a leadership role. Faced with the reality of being in charge of several managers, collaborating with others in similar positions and maintaining the morale of his team in the face of a changing environment, he simply didn’t know what to do. Chuck could “talk the talk” but never having to “walk the walk” before assuming this role led to his failure. Within months, Chuck was let go. I’m not sure whatever happened to Chuck, but I hope he was able to find another job, preferably in a support role. Hopefully he learned that practical experience far outweighs what someone else has written in a book and that real life situations require real life experience. As the saying goes, “Words without experience are meaningless.” The fitness guru, on the other hand, is still probably trying to impress others with his knowledge and expertise. I can hardly wait until next summer to see him with funnel cake in hand and powdered sugar on his lips vigilantly riding his bike down the boards. An inspiring sight to be sure for those of us trying to stay in shape.

"I Just Can't Let It Go"-June 2015

“I Just Can’t Let It Go” Despite an improving job market, there continues to be corporate layoffs and downsizings. During these periods of career transition, networking becomes ever important for the job seeker. I’ve always classified networkers into two distinct types; “givers” and “takers”. “Givers” freely provide time to those in need without looking for reward or return favor while “takers” only call or reach out when they need something. I like to believe I’m a “giver” and while trying to help a gentleman who was recently laid off, he expressed his anger and frustration about the way the company handled the separation. The event happened several months ago and the longer he remained unemployed the angrier he became. “I just can’t let it go” he told me. “No matter how hard I try I can’t help but hold a grudge against the people that did this to me.” Companies both big and small deal with this issue on a regular basis. Overly ambitious employees often believe they must degrade the work of others in order to advance and so they cast blame to deflect their own shortcomings. The victimized employee harbors ill feelings against his co-worker and may lie in wait with his resentment growing just waiting to retaliate. Even more damaging is the manager who holds a grudge against his or her employees for disagreeing with them or speaking out in a way that challenges their authority. I was recently part of an investigation involving a manager who methodically arranged for an employee to become so dissatisfied with his job that he eventually resigned. The employee was hired for his expertise in analyzing product trends. The manager who orchestrated his resignation was instrumental in his hiring which made the situation that much more bizarre. Shortly after joining the company, the employee disputed the findings presented by the manager at a high level meeting. His comments were not malicious but based on fact and the employee was publicly commended by the Vice President for his insight. Rather than congratulating the employee for his astute observation the manager took his comments as an insult and threat to his authority. So began a series of behavioral and performance attacks against the employee that ultimately led to the loss of top talent. The manager was subsequently counseled for his handling of the incident but the damage is done. No doubt others will be less likely to question his actions or information even when they know it’s wrong. We recently spent the weekend with some longtime friends and relating this problem morphed into a discussion surrounded the topic of happiness. My friend said he read somewhere that to achieve true happiness you have to release all grudges. Similarly, I remember attending a workshop with the renowned author and executive coach Marshall Goldsmith where he asked us the think about someone at work who really hurt us and made us feel angry. After a few seconds of thought he asked the group “Do you think they’re thinking about you right now?” We all shook our heads knowing that we were likely the last people on their mind. I told my colleague who was looking for work about these keys to happiness. I encouraged him to “let it go” and focus his efforts on finding a new opportunity in a positive manner knowing that the people responsible for his layoff weren’t worth the energy. I’m not sure he’ll take my advice but hey, if he doesn’t, I won’t hold a grudge.

Parental Interference-January 2015

Parental Interference While I was finishing high school and trying to decide on a career direction, my father made it clear he wanted me to pursue an engineering degree and attend the military academy at West Point. He even went so far as to line up the signatures from politicians and others required for the application to that institution. Math was never my strong suit and the idea of being a civil or mechanical engineer had no appeal to me whatsoever. My father was a strong willed first generation Italian gentleman, uncompromising in his belief that as the patriarch, he had full and complete authority over the family and its decisions. Most children are conditioned to obey their parents and never want to disappoint them but in this case, I needed to stand my ground. We butted heads on this subject for many months until he finally acquiesced. For him it may have been the first realization that I was truly becoming independent. In later years, after I was well into my career in Human Resources and before he passed away, Dad admitted that my decision had disappointed him but knew that forcing the issue of me being a cadet was fruitless knowing I had to pursue a career of my choice, not his. One of my life’s greatest joys is having kids. The memories my wife and I have of them growing up are priceless and so many of our discussions have, and continue to be, centered on their lives. Over the years we have had our struggles as the kids matured and fought for independence. It’s tough as a parent not to interfere, particularly when you see the potential for harm but knowing that you have to let them figure things out on their own. It’s a delicate balance between guidance and interference. Not surprisingly, many of the same issues that take place in the family setting also arise when a company is acquired and the parent company feels the need to force its will and maintain authority. In a typical acquisition consolidation of certain functions is imminent for cost savings and efficiency. But what happens when the parent feels the need to exert its authority over the operation of an organization that has been in business for decades and was acquired specifically for their industry expertise just to show who’s boss? A client of mine was recently acquired by a larger company after operating as a private, family owned entity for many years. Despite being a small company they had established many sophisticated policies and practices in order to remain competitive in their industry. The family finally decided it was time to sell and a larger organization looking to expand their market share acquired them last year. During the due diligence process, the leaders of the acquiring company assured the employees that nothing would change and that the primary reason for their interest in the company was the efficient way they ran their business. “Why try to fix something that isn’t broken,” they said. “Like the Billy Joel tune says “we love you Just the Way You Are.” The acquisition was completed at the end of last year and what followed was a classic case of parental interference with the same leaders who had made the pre-acquisition comments, jockeying for authority and seeking to influence virtually everything that had made the company successful. Terms like “We don’t do it that way’ and “That won’t work for us” became commonplace. Even more frustrating was the dreaded, “We’ll have to get back to you on that.” which paralyzed the organization and made folks realize that change was indeed coming and the promises made during the courtship process were just empty words. It’s still early in transition process but many of the employees have expressed concern that the parent company’s tendency to force their will on some issues and fail to make decisions on others is likely to result in turnover and disengagement. These conditions coupled with the feelings that the parent company was untruthful about what was really going to happen after the purchase has left people feeling distrustful and cautious. The leadership team of the acquired company is allowing things to transpire but is uncompromising in their pride and commitment to remaining an industry leader. They are ready to stand up for what they believe in even if it means leaving the organization. My hope is that like my dad, the parent company realizes that sometimes you have to forget your ego and make the right decisions for all concerned.

A Little Space Please-September 2014

A Little Space Please The Labor Day Weekend has passed, and those of us who like the beach know that although it is the “official end of summer” it’s not the end of some great beach weather in September and October. This past Labor Day weekend was particularly crowded, but it never ceases to amaze me how some folks have no clue on the proper beach etiquette when it comes to setting up their chairs and umbrella. A long time ago someone told me to imagine a six foot circle around your intended “camp” area, and if someone already on the beach was within your circle you were too close. Similarly, if you could hear every word of their conversation, back away. Obviously, the family that chose to sit next to my wife and I both Saturday and Sunday never had the benefit of beach etiquette training. Otherwise, when they set up their umbrella and it shaded me in my chair they would have known they breached the six foot circumference. I’m also pleased to tell you that their Aunt Betty had just come out of gall bladder surgery, having reluctantly overheard all the details of her ailment and pending recovery. All of us need a little space now and then. But some leaders feel the need to micro manage every detail of the people that support them. I was recently helping a manager find a new project coordinator, and when I asked her to outline the primary duties for the position she responded by saying, “I’ll tell them everything they need to do and when they need to do it.” Sensing I was getting nowhere with this line of questioning I changed my approach and asked her to define the skills and experience she was seeking in the successful candidate. In true micromanagement fashion she said,” I want someone who is not afraid to take instructions and follows directions to the letter.” I finally asked her, “Why do you need this position?” to which she replied, “I’m overwhelmed and need an additional resource to help me with my workload. I can’t do everything myself?” “So”, I asked, “how will telling this person everything they need to do and when they need to do it save you time? It seems to me that you’ll actually be spending more time giving instructions than you are now and that, in fact, you’ll have less time to do your work. “Wouldn’t you rather have someone who could work with minimal supervision that you could rely on?” Truth be told, this manager was afraid to hire anyone that could be considered a threat to her position. Like so many inexperienced leaders, she believed her job security was based on keeping as much under her control as possible. Having someone on her staff that could operate independently and make decisions with minimal supervision was frightening to this manager. I’m pleased to say that this story had a happy ending in that the candidate we hired has shown the right balance of independence and deference. She has demonstrated her ability to work independently as a valued team member while making sure the manager still feels the level of control she needs for her own personal feelings of security. If we can help your managers with their candidate selection and/or personal development needs give us a call at 610-287-1162 or email me at phil@hrsolutionsonline.com. We’ll be happy to help, and after another weekend at the beach, I may be able to update you on Aunt Betty’s progress.

When Siblings Collide-June 2014

When Siblings Collide I love working with family owned businesses. The hard work and dedication of the owners is contagious and when you are around them, you get caught up in their excitement and optimism. That entrepreneurial spirit was, and continues to be, the foundation of so many of today’s largest corporations. But what happens when a family member who has never before participated in the family business and has no leadership experience, decides that he or she wants to be part of the executive team? The sister of the company president where I was consulting decided she would like to be part of the family business. The business was started by their father many years ago and she had never before worked there in any capacity. Unfortunately for her brother, she became bored after spending many years raising her family and now that the kids were gone, decided she wanted to become a business executive. I witnessed firsthand the turmoil the president was going through. Here was his baby sister who he loved and respected and who was a part owner of the business wanting to get more involved. On the other hand, knowing his sister had neither the personality nor the experience to hold a leadership role, he felt like he was being forced into a situation he knew would not be healthy for his executive team or the company. In the end, he decided to give it a try. He suggested she take a role in marketing where she could use her creative ability to help the company drive more business. But his sister pleaded for a more functional role and so she was placed in charge of the production area that generated the majority of the revenue for the company. Her lack of knowledge about the production process, coupled with her tendency to avoid making decisions was a recipe for disaster. The members of the executive team were barraged by complaints from managers and workers alike about the sister’s failures and finally the COO himself went to the president seeking his help and intervention. As difficult as it was, he explained to his sister that her continued participation in the leadership of the company could not continue risking both the company’s performance and the potential loss of key members of the team. To her credit, she confessed her frustration and agreed that the best thing for all concerned was for her to explore opportunities outside the family business. She has since obtained her real estate license and is doing quite well. The business has recovered and fortunately all of the key staff members were retained. In speaking with the president him after her departure, he told me that this was the first time he had to face his conflicting responsibilities as a business owner and a commitment to his family. He knew his sister could not be successful in the role but he could think of no graceful way to say no to her request. In the end, she demonstrated great humility in admitting she couldn’t do the job and her greatest fear was doing something to hurt the company her father had built so long ago. He learned through this event that protecting the family legacy was far more important to his siblings than bruising a few egos. At a recent staff meeting the president joked that his older brother had sold his business and was looking for something to do. Not surprisingly, no one laughed.

If You Don't Want the Job, Don't Apply-April 2014

If You Don’t Want the Job-Don’t Apply! It looks like Spring may finally be here, and companies are hiring again anticipating a good year. Despite some good news on the hiring front, last week the latest unemployment figures revealed an uptick to 6.7%. The experts claim that the REAL unemployment figure is close to 13% because so many of the unemployed have dropped out of the job search process. But how about the group that continues to passively look for work? Where do they fall in the equation, and why do they continue to apply for jobs when they really have no desire to work? As the economy has improved, many of my clients have begun to add staff. If you’re a business owner, this is a considerable leap of faith to add payroll and benefit expense in anticipation of work that your company may or may not actually receive. The recruitment and selection process, when successful, can be a rewarding assignment, particularly when you find the right candidate and provide a talented addition to the team. It can also, however, become frustrating when candidates fail to show for an interview without even the courtesy of a phone call. After many years in human resources, this behavior continues to be a mystery to me. These candidates have taken the time to submit an application or resume for the position and in many cases complete an initial phone screening interview. After spending the time and effort to do so, they simply don’t show up. I keep wondering what could be the reason for such action. Did you get another job in the interim? Did you have a personal or family emergency that prohibited you from making the appointment, or did you hit the lottery the night before and no longer have to worry about working? While I guess any of those scenarios could occur, the likelihood is the candidate just didn’t care enough to pursue the opportunity. I wanted to see if my theory was correct, so after a particularly frustrating series of “no show” interviews I contacted the candidates to find out why they failed to keep the appointment. Out of the 8 candidates I attempted to contact, 5 failed to respond, 2 told me they took another job in the 2-3 day span of time between accepting the interview and the actual interview date, and one even stuttered as he told me his father-in-law died that day. It reminded me of my teaching days when “the dog ate my homework” and “I got a flat tire” were common excuses. I thought that perhaps this may be a generational issue, but that proved to be incorrect as well in that the candidate’s ages ranged from 22-50 years old. My greatest fear is that this apathy towards working has become the new normal. Being out of work has become an accepted state of affairs, and passively looking for a job to satisfy a spouse or family member pressuring you to find a job has become commonplace. So to the group of potential applicants out there that want to sleep late and continue to live off your parents I have a distinct message. “Stop Applying and Wasting Everyone’s Time!” There are plenty of ambitious folks looking for work and ready to do whatever it takes to get the job. Don’t flood the company with your resume and cause someone to take the time and effort to track you down only to have you blow off the interview. Let the ones who are really driven take your spot. That way employers can focus their efforts on recruiting and retaining the best talent.

The Chronic Complainer -February 2014

The Chronic Complainer I’m sure I’m not alone when I say that I am done with this weather. Between the hassle of driving, the pain of shoveling and the lack of sunshine I can’t wait for Spring. Most of you have heard of Seasonal Affected Disorder, or SAD, but in my house the acronym stands for Stay Away Dude! Neither my wife nor I seem to have much patience lately, and we are both longing to be outside in conditions other than sub-zero wind chills. After being one of the thousands of households without power for a few days, even the slightest mention of continued winter weather gets on my nerves. No wonder that the weather has such a profound effect on people’s demeanor, and I’ve seen it find its way into the workplace as well. Several of my clients have seen a downturn in their team’s productivity due to increased absenteeism, lack of motivation and the tendency for employees to spend an increasing amount of time complaining to each other or stressing about the next storm that the weather people feel compelled to sensationalize. One even joked that he was considering a plant shutdown until April and the onset of Spring. Perhaps he felt that way because Marjorie, one of his managers, is the classic chronic complainer. She is such a negative influence that most of her fellow managers go out of their way to avoid her. Marjorie’s complaints range from physical ailments to office conditions to trouble with her children. The company president is a sensitive guy and wants all of his employees to be healthy and happy. He spent time trying to be sympathetic to Marjorie, offering a listening ear, some fatherly advice and even a personal loan when she complained of financial problems. He soon discovered that this approach had no effect other than to make him the primary recipient of Marjorie’s complaints. As a result she was at his door every morning with a new source of problems, and he found himself hiding from her as the other managers had done. Tired of hiding at his own company, he asked me to intervene. In speaking with Marjorie she professed a great affection for the company and relished coming to work to escape the many problems she had at home. She viewed the president and her co-workers as her extended family and had no clue she was offending people with her complaining. She simply thought she was sharing her feelings with friends, and when she was told that her constant complaining was alienating her co-workers she was thoroughly embarrassed and offered to resign. After speaking with the president she elected to stay, and so far Marjorie seems to be keeping her tendency to complain under control. So I guess I’ll “practice what I preach” and try to exhibit my normally optimistic outlook during this Siberian Winter. At least my friend who does snow plowing is finally making some money this year after a few mild winters. Spring will soon be here, and then I can complain about landscape maintenance, outside painting and the lack of time to just relax. I feel better already! Stay warm.

Can I Get a "Do over" Holiday 2013 It's been a milestone year for our family. My oldest daughter got married, and the event was a great time of celebration with our family and closest friends. Most importantly, I finally have another guy in the family after all those years of female domination in our household. My wife retired after almost 32 years with the same company, which is almost unheard of in this age of 5-7 job changes in a career. HR Solutions, LLC completed its 17th year of business, and we are so appreciative of the partnership and support from our clients and colleagues over the years. For me and my family, it truly has been another extraordinary year. Someone said to me recently, "Don't you wish that when you were younger you knew then what you know now?" Maybe I would have avoided some of the mistakes I made in life; but, then again, how do you ever learn without taking one on the chin once in a while. When I was a kid playing baseball or football with my friends, if we couldn't agree on whether a pitch was a ball or strike or if we made enough yardage for a first down, we would call a "do over." Overall, I have no regrets, but as another holiday season is upon us I find myself reflecting on what I might have done differently if I could get some "do overs" and turn back the clock. Here are my top ten. If I could do it over: •I would have studied more and partied less in college •I would have saved a little more and spent a little less •I would have kept my first car (a 1966 Chrysler Newport) •I would have read more books and watched less TV •I would have practiced the piano at least twice a week •I would have learned a second language •I would have done a better job of keeping in touch with old friends •I would have played with my kids a little more and worked a little less •I would have spent more time with my Dad before he passed away •And most importantly, I would have said "I love you" to my family more often So college has long been over, my car and the piano are in a landfill somewhere, and my Dad has been gone for some time. My kids have moved away and since my wife retired, I don't think I'll be saving all that much. But I am grateful for the time to "do over" some of the other things on my list in the coming year. Here's hoping that you can too. My best wishes to you and yours for a safe and happy holiday season and a healthy and prosperous New Year

Saved By A Blueberry Pie November 2013 One of our close friends had us laughing recently when she told a story of a trip and fall incident that could have resulted in injury but ended up with a humorous twist. While walking back to her car after a quick visit to the grocery store, she tripped over something on the sidewalk and began to fall forward. The groceries she had in hand went flying but somehow a blueberry pie she had bought for dessert that evening strategically fell to the sidewalk in the exact location that her outreached hand went to break her fall. Ironically the pie took the brunt of her encounter, and both our friend and the pie sustained minimal damage. We joked that it's the first time any of us can remember where comfort food served as a protective device. All of us trip and fall at some point in our lives, and the fall is not necessarily one that causes us to skin our knee. Bad choices in relationships, careers, investments, health matters, and sometimes just sheer misfortune can create hazards for our mental and physical well-being. The important thing is having people around you to break your fall and help you back on your feet. Nowhere was this more evident to me than during a recent engagement. Last month, I was asked to provide some career counseling to a young man who was diagnosed with Hodgkin's Lymphoma shortly after graduating college. He spent the last few years trying to build his career while undergoing treatment for the disease. Fortunately, he now appears to be cancer free, and his life and career are back on track. He told me that the experience has enabled him to look at life much differently, and he believes he is now more positive and buoyant than ever before. During our discussion we reviewed some commonly asked interview questions; one of which was, "Tell me about the biggest challenge you ever faced." Clearly this young man's answer to the question will be one that will impress any interviewer and likely be a response he or she has never heard before. His experience, although much more traumatic than my friend's encounter with the pie, was similar in that those closest to him helped break his fall as he coped with his illness. His family and friends were there to prop him up when he first learned of the diagnosis, and their love and support kept him from falling into a state of depression and self- pity during the long course of treatment. He emerged from the ordeal stronger than ever before and with a new-found appreciation for the things in life that really matter. His story makes me thankful for the "blueberry pies" in my life, and I hope all of you take the time to reflect on yours at this special time of the year. Have a safe and Happy Thanksgiving.

The Hired Gun- October 2013 Ten years ago I was introduced to Joe, a man who was hired by the company president as the organizations first Chief Operating Officer. As COO, Joe was given responsibility over virtually all of the functional areas of the company except Finance. The company was experiencing declining revenue, and after several years at the helm the president was unsure how to reverse the decline. Rather than relying on the current executive team to address and resolve the problem, Joe was hired. He had worked with the president at a former company, and he knew that Joe was really only good at one thing: breaking down an existing culture through fear and intimidation. Not wanting to communicate the real reason for his hiring, the existing leadership team was told that Joe's primary focus was to "shake things up." Joe's legacy began innocently enough as he started to randomly appear at departmental meetings, asking a question or two and then moving on to the next meeting. After about a month, Joe asked me, "When was the last time we let someone go in this department?" Confused by his question I said, "For a performance issue, probably about a year ago." "No," said Joe, "not for performance or cause, just to create some fear so they work harder." Joe's motive was clear. He was not interested in making processes more efficient or finding new and innovative ways to drive revenue. The president knew he didn't have that ability. What Joe did have was a track record of forcing his will on people to the point that they feared making a decision without his permission. Alternative opinions or ideas contrary to Joe's were dismissed and even punished. A leader who questioned Joe in a meeting or public setting was branded as incompetent and not a team player. The more I think of Joe the more I can't help but draw a comparison to what is happening today with our dysfunctional leadership in Washington. The childish and self-serving behaviors of our legislators closely mimic those of Joe and many of the ineffective leaders I have worked with over the years. Both groups share: •An hugely inflated ego •An inability to truly understand the needs of those they serve •A misguided sense of duty •A lack of humility These characteristics and behaviors create conflict, insecurity, and indecision among all who are exposed to these so-called leaders; but it's not a simple task to convince them that their beliefs and approach are wrong. In their eyes humility is perceived as weakness, and admitting you were wrong is an unspeakable failure. They believe that forcing their ideas on those around them without compromise is the mark of a true leader. In Joe's case, he was specifically hired to do exactly what he accomplished: break down a culture formed over many years at all costs. You can guess how it all turned out. The company's revenue continued its decline, key people left the organization, and those that remained felt desperate and paralyzed. Joe was eventually asked to leave the organization shortly after the president who hired him was released, but the damage was done. Even after new leadership was hired, employees who had lived through this difficult period were mistrusting and guarded. It took some time before Joe's legacy finally wore off and things began to improve. It's always a mystery to me why so many presidents and CEOs feel that "newer is better" when it comes to their executive leadership. One executive described his departure to me as "it was like after 20 years of success, one day I just woke up stupid." We all know people don't get stupid overnight, but desperate leaders are often looking for the quick fix which they believe exists in someone new. However, the ones that can best solve the problems are usually those working right down the hall. If we can help get your executive team back on track, give me a call at 610-287-1162 or email me at phil@hrsolutionsonline.com. We can't help end the government's dysfunction but we can help you with the people in your business.

The Fine Line Between Confidence and Arrogance- September 2013 My consulting practice allows me to interact with many different executives with a variety of personalities and styles. Some are outgoing and gregarious while others are withdrawn and conflict avoidant. I am frequently amazed at how some executives attained leadership positions despite displaying behavior and attitudes that no one should emulate. In many cases they were promoted because they were the best technician or, simply stated, they were the best forklift driver and were elevated to forklift supervisor without really having their leadership skills assessed. Others were selected because their image and self-confidence suggested they were ideal for promotion. In both situations, someone in a position of authority felt that a high level of technical skill or a heaping helping of self-confidence would somehow translate into strong leadership. Unfortunately, placing leaders under this rationale typically fails. The reason he is the best forklift driver is because he feels contentment and self-fulfillment in operating the forklift, but asking him to manage and motivate others is not what drives him. Therefore, without a great deal of coaching and training he will likely fail. Similarly, the overly self- confident individual may lack the tact and humility necessary to garner respect from his or her direct reports. The over confidence will often be perceived as arrogance and, although they are listed on the org chart as the boss, will never truly be viewed as a leader. This fine line between self -confidence and arrogance was never more evident than in my recent interview with a former VP of Sales seeking my advice on a position opportunity he was exploring. After spending the first 20 minutes of our discussion telling me how successful he had been and how desirable he would be to any organization, he finally asked if I had any questions for him. I asked him to tell me about the qualities and attributes of the members of the sales team in his previous job, specifically what were some things that he did to prepare them to succeed and advance their careers. He proceeded to tell me how well liked he was by all of his staff and how the company president had recognized his team for their great sales results. So I rephrased the questions and asked him to think of one person on his team who he felt personally responsible for helping to achieve success. He still didn't get it and continued to tout his own sales prowess and achievement. After our discussion I was reminded of one of sales guru Zig Ziglar's quotes: "You can get everything in life you want if you will help people get what they want." Obviously, this was not a philosophy shared by this gentleman. His inflated ego and self-image prevented him from seeing the importance of using his position and influence to develop the skills and abilities of his team. Somewhere in his career he was taught that to get ahead the only thing that matters is YOU! Over the years he had crossed that fine line between self-confidence and arrogance, and it now may likely prevent him from securing a leadership position in the future. The proven leader balances self-confidence with humility and recognizes that he or she is only as good as the combined skills and abilities of their team. It's a selfless approach and sometimes very difficult to understand for someone who has achieved past success by relying on an arrogant, egocentric demeanor to move up the corporate ladder. By the way, my VP Sales candidate contacted me recently to tell me he is going into business with his brother running a staffing agency. If any of you are interested in hearing him pontificate about his success, let me know. However, if we can assist your leaders and their team challenges please give me a call at 610-287-1162 or email me at phil@hrsolutionsonline.com. We are confident we can help!

One More String of Lights- August 2013 For several years now we have gathered with a group of close friends for a weekend in Ocean City, NJ on what is known as Night in Venice weekend. For those of you unfamiliar with the event, it involves a parade of decorated boats that travel along the bay and surrounding lagoons. Spectators gather to watch the parade and homes along the bay front go all out with their lavish parties and gatherings. By all accounts it's just another excuse for this "dry town" to party on a summer weekend. One member of our group has accumulated quite the collection of decorator string lights that he uses to illuminate his screened in porch. It has become somewhat of a standing challenge each year for my wife and me to find a new unique string for him to add to his collection. It's not like he needs another string of lights since he has so many now that seeing the nest of wires and plugs on his porch would likely cause an electrician to have a heart attack. It's more about the thrill of the hunt and contributing to the overall "messterpiece" of his ever changing ceiling lightshow. Many of the successful business owners I know embrace my friend's collective approach as they look to build a successful team. They take great care to select members of their team that bring specific talents and skills to the organization. Rather than view the addition to the collection as an added or unneeded expense, they believe that each of these team members represents a string of lights that are a bit different from the other and of different shapes and sizes. Together they create something unique and dynamic for the company's future. They know that adding one more string will only makes things brighter. Here's hoping that your team is as bright and cheery as my friend's porch ceiling. If you find that one of your strings has gone dark and you need to find a replacement, give us a call at 610-287-1162 or email me at phil@hrsolutionsonline.com. Enjoy the rest of the summer season.

When a Good Thing Turns Bad- June 2013 Business owners have to make tough decisions every day when it comes to money, people and customers. Most of the time the needs of the business force them to be decisive and follow their convictions; but some owners and executives are fearful of making decisions, even when the outcome would be highly regarded by all concerned. Some time ago I worked with an owner who asked the leadership team to develop a reorganization plan that would provide improved response time and problem resolution for their customers. Based on the team's recommendations and the new staff alignment that resulted from the reorganization, the owner felt it made sense to promote two respected directors, Bill and Steve, to vice president level. The two individuals were advised of the plan and told that it would be announced in the very near future after tying up some loose ends and advising some key stakeholders of the impending changes. Needless to say, both were energized and excited about the promotion and eagerly anticipated the time when they could tell their respective teams. Several weeks went by and the owner had still not made the organizational announcement. He continued to find reasons each week to postpone the event telling the team that the announcement would definitely be made next week. As each week passed, the enthusiasm Bill and Steve once had was gradually becoming anger and resentment. Steve even remarked, "Why is this so hard. I'm starting to feel that the owner doubts my ability and worthiness for the promotion and that's the reason he doesn't want to move forward. How could such a good thing feel so bad?" The owner's procrastination was a direct result of his fear of confrontation. He knew that announcing Bill's and Steve's promotions would be perceived by a few malcontents as unfair and he didn't want to risk confrontation or encounter anyone unhappy with the decision. There was no doubt that he had full confidence in Bill and Steve, but he couldn't overcome his tendency for conflict avoidance. As a result, when the announcement was finally made, neither Bill nor Steve showed much excitement. Both wondered, now that they were executives, how else would they be impacted by the owner's inability to make a decision. Most will agree that being a good leader often requires making unpopular decisions. While everyone won't agree with the decision, they will respect the fact that it has been made. It's great to be a people pleaser when you can but not at the risk of demotivating those that are key performers. Bill and Steve are still working for the owner and have learned how to adapt to his indecisiveness. They have found the best approach is to make the decision and ask for permission later. So far it seems to be working. If we can help your leaders or management team focus on making good things stay good, give us a call at 610-287-1162 or email me at phil@hrsolutionsonline.com. Have a safe and happy summer.

April 2012- Mom's Old Piano Back in the 1950's my mother purchased an upright piano for ten dollars. She had given lessons at our home and taught my sister and me to play, as well. The piano had a special place in our family, having provided the music accompaniment for our family sing-a-longs. Corny by today's standards, but this was the 60's, and family game nights and related events were customary in our household. When my parents downsized, I became the beneficiary of this monstrous piece of furniture, ultimately moving it into 3 different homes. The last time I had it tuned I asked the technician what he thought it might be worth, and he stated he had seen similar instruments sold for as much as $2500. "It still plays well and looks good," he said, "and should make a nice addition to someone's home." The time has come for me to part with Mom's piano, so I began to contact several music stores in the area to get some sense of its worth and how best to sell it. The first store I contacted was the one that had serviced the piano a few years back. The owner asked me to describe the age and condition of the piano, and as soon as I said it was manufactured in 1900 I was told it wasn't worth anything. That was ironic, I told him, since his technician was the same one who estimated its worth. "No one wants something that old" he said. "It's just too hard to keep it tuned up." The next store I contacted told me they only bought and sold Steinway baby grand pianos and that since ours was not a Steinway they weren't interested in even taking the time to see or hear it. So here I have something that looks good and performs well, but because of its age and perceived substandard brand it's considered worthless and undesirable. If you're a baby boomer like my friend Jim and have been looking for a new job, you may see something familiar here. Jim spent many years as the head of operations for a manufacturing company and, over time, the work his company once produced was sent off-shore. Jim's position was ultimately eliminated, and he struggled for over two years to find a suitable position. He made it to the final stages of several interviews only to be told that another candidate had been selected. Jim's research showed that most of the candidates selected were younger and less experienced, but his diligence paid off when he secured a new role with a startup company that produced the same product as his previous company. On his first day the company president took Jim aside and told him that after a long search they were thrilled to find someone with his extensive background to lead the manufacturing for their young company. I advise my clients that age bias in hiring is unlawful, but I'm not naïve enough to think it isn't common or even prevalent in some companies. In most companies a recruiter or staffing specialist is the first point of contact for most applicants. Most of these individuals are in the early stages of their career and are likely in their 20's or 30' s and, let's be honest, people hire in their own image. Therefore, a younger interviewer is less likely to hire an older job applicant than a hiring manager closer to the applicant's own age. Similarly, companies are often enamored with candidates from a specific company who they believe possess the pedigree they are seeking. Internal candidates or those from companies other than the chosen brand are perceived to be "too difficult to get up and running." In many cases the thinking is, "We want a young, Steinway for our position." Now, I admit a young Steinway is sometimes the best choice, depending on the nature of the work and the culture of the organization. Experienced executives who spent a large portion of their career at the same company sometimes have difficulty adapting to a new role, but it's important to avoid stereotyping the older worker into a candidate pool of automatic rejection. Like Jim and Mom's old piano, many of these folks still have a lot of music left and just need someone to give them a sound test to see their true value. If we can help you evaluate your hiring practices and assist in the selection of either a young Steinway or a more seasoned instrument, give us a call at 610-287-1162 or email me at phil@hrsolutionsonline.com for a no obligation consultation. Enjoy the spring season.

Delivering a Difficult Message-March 2013

There are many occasions, both in life and at work, where we are called upon to deliver a difficult message. Those of you that are parents, particularly of teenagers, know the feeling of having to say no to a son or daughter's request to stay home alone for the first time or explain why they can't attend a sleep over or party. Over the course of my career I have conveyed my share of difficult news on layoffs, plant closings, disciplinary events and policy issues. HR folks are often called upon to craft a message or coach others on the delivery of difficult messages, but some leaders are better than others. I recall one such situation with a company president who was extremely conflict avoidant. He and I were scheduled to meet with an executive who was to be released that morning, and we had been rehearsing what each of us would say. We agreed that he would deliver the message and then turn the discussion over to me to review severance, unemployment and other logistical items. When the executive arrived, the President cleared his throat, looked him straight in the eye and stated, "Phil's got something to tell you", after which he promptly left the room. When faced with handling these discussions, I have found that a direct but caring approach has worked best for me. What I mean by that is that it's perfectly ok to let someone know that you have a difficult message to deliver. After all, no one likes to be the bearer of bad news, but avoid prefacing the message with an apology like, "I feel so bad having to tell you this" or "I know you are going to be upset when I tell you this." Those lead-ins only serve to emphasize the emotional aspect of the message and heighten the stress of the situation. Instead, try starting the message with words such as "regrettably" or "unfortunately" to express your sensitivity to the issue. In addition, the clearer you can be on the reason for the difficult message the better. "I'm here to tell you that you're being laid off" is certainly direct but provides no explanation of why this is happening. I tend to say "Unfortunately, due to poor business conditions, the company is forced to reduce staff and yours is one of the positions that is being eliminated." It provides the basis for the decision and, though still unpleasant, doesn't leave the employee wondering why he/she received this information. I have also found that the employee is likely not to hear much else after being told of the layoff or termination. For the remainder of the discussion, most employees will have a difficult time focusing on any of the other items you discuss. Try to be as clear and concise as possible, recognizing that you will likely need to have a follow up conversation with him/her at some future time to review the items they missed. Hopefully, the next time you have to deliver a difficult message to your staff it will go more smoothly than those with your teenager. If we can help you prepare your difficult messages and address your employee issues, give us a call at 610-287-1162, or email me at phil@hrsolutionsonline.com for a no obligation consultation. Have a safe and happy spring!

A Matter of Trust-February 2013

After you've heard lie after lie There can hardly be a question of why....... Cause it's always been a matter of trust Billy Joel "I don't trust this person." What do you say to a manager who says that about one of his co-workers? Someone who he or she has to work with every day. Trust is the foundation of any relationship and without it, a friendship or partnership will fail. In the workplace, a team without trust cannot fully function, employees lose confidence in their leaders and productivity is diminished. I was presented with that statement recently and I have to admit, I was temporarily a bit tongue tied. The person in question, Kelly, a customer support manager, had been caught in a lie on several occasions over the past 6 months. Her reputation had eroded to the point where her fellow managers couldn't rely on her information and answers. The lack of trust resulted in the other managers excluding Kelly from daily business decisions and going out of their way to avoid her. Kelly and the employees she supervised became isolated from the rest of the team and ultimately the decision was made to release her. During the exit interview, Kelly confessed that she had lied to her co-workers in an effort to deflect blame for some recent service breakdowns in her department. She thought that over time, people would forget about the incident but her lying became her defense mechanism and it became a habit she couldn't break. The good news is Kelly's former team began to flourish under the new management. Unlike Kelly, the new manager created an open and caring environment and insisted on having team members assume accountability for their actions. The department's credibility was slowly restored and what started as a disaster, turned out to be quite a success story. One of the best ways to surface comments that employees may otherwise be reluctant to bring to management's attention, is a through a confidential employee survey. Questions can be developed to help identify potential problem areas and an action plan formulated to address them company wide. Call us at 610-287-1162 or email me at phil@hrsolutionsonline.com to learn more.

My Top Ten Holiday"I'll Never" List-December 2012

I've had a great year. Business could always be better and life isn't without its difficult times but overall, both personally and professionally, I've had a great year. Hey, I know that my positive outlook on life isn't for everyone and can even irritate some people, but at this time of year I can't help but reflect on the good things in my life. Many folks I know find the holidays very stressful and depressing, faced with financial difficulties, family obligations, and time restraints. It's easy to focus on the "cons" and lose sight of the "pros." So at a time when many are saying "I'll never get everything done" or "I'll never get through the holidays" here are the top ten on my "I'll never" list that keep me feeling so fortunate every day. I hope, in some small way, it helps you navigate through the stress of the season. •I'll never be rich, but I have everything I need. •I'll never be brilliant, but I'm smart enough to know better. •I'll never be tall, but I can still reach my potential. •I'll never have enough friends, but the ones I have are great. •I'll never be the focus of women's desire, but one woman still loves me. •I'll never have more kids, but the two I have are everything I could want. •I'll never get my hair back, but I still have enough to comb. •I'll never be thin, but most of my clothes still fit. •I'll never be famous, but I'll still be remembered. And last but not least . . . •I'll never be young again, but growing old with the person you love is worth the aches and pains. My best wishes to you and yours for a safe and happy holiday season and a prosperous New Year.

The Fallen Willow-November 2012

The wrath of Hurricane Sandy thankfully spared my family. Unlike many others who were without power for several days, experienced severe flooding and property damage and even loss of life, we escaped relatively unscathed. When the weather cleared, my wife and I wandered outside to survey the damage. Sadly, a forty foot weeping willow tree we planted many years ago had been uprooted by the strong winds and lay there in the yard with its severed root ball attached. We had planted several of these trees as saplings but this was the only one that survived. It had been on our property the better part of 20 years and we had seen it flourish and grow. The tree's demise reminded me of how, without continued support and a strong base to rely upon, even people and things that appear indestructible can topple like our willow tree. The fallen willow was also reminiscent of people I have seen hired who were believed to be the answer to a company's prayers. They were vigorously recruited for their perceived strength and expertise in the hope that they would somehow impart those qualities upon the existing employee base that was deemed lacking in skills and abilities. "We need to bring in outside talent" was, and continues to be, a common phrase bandied about during succession planning sessions. To me, that overused phrase is nothing more than a cop out that enables an executive team to abdicate their responsibility to develop and nurture the talent within. They labor under the misconception that it's easier to pin our hopes on the new person than exert the time and effort to cultivate what we already have. Unfortunately, more often than not the superstar candidates turn out to be much less than expected. Unless they are able to become rooted in the company culture and can build support among their co-workers, they simply won't last. They may still project the superficial image of the perfect candidate but ultimately they will leave the organization. Ironically, that same facade will help them secure a new position in another company that believes outside talent is the answer. If we can help you strengthen your employee" willow trees" or find a few new "saplings" to grow your company, give us a call at 610-287-1162 or email me at phil@hrsolutionsonline.com. From my family to yours, have a safe and happy Thanksgiving and please keep those still suffering from the effects of the storm in your thoughts and prayers.