Designed for Destiny

Throughout history, women have made a significant difference with our hands, our minds and our courage. Once women joined the workforce at large, the impact was inevitable. Women have changed the face of business, and made significant contributions in a variety of industries.

A considerable number of women entered the work force during World War II. Women by the millions took factory jobs to make up for the domestic manpower shortage. After the war, the number of working women dropped, but by 1950 it was climbing again, at the rate of a million a year. By 1990, the work force was 47 percent female and 53 percent male, according to the Bureau of Labor Statistics. Many view this as one of the most important and desirable social and economic transformations of our lifetimes. Throughout the 1990s and 2000s, and until this recession, women remained less than 49 percent of the work force. However, that percentage has now passed 49 percent and may cross the 50 percent threshold for the first time. As we cross this threshold it only makes sense to assess where we stand and set goals for the future.

Women have carved out a place for themselves in the workforce, and often have detached themselves from native qualities that have the most leadership potential. In her book, Designed for Success, Dondi Scumaci reviews the qualities that are widely understood to be leadership qualities, and juxtaposes them against the descriptions women most often face at work. Feminine descriptions such as catty, nurturing, empathetic, and aggressive are not associated as qualities suited for a role at the leadership table. Today, women are ready to re-assess the qualities that have brought them this far and look forward to the qualities that will take them further.

Silence is Golden, but Negotiation is Priceless

Women are still reluctant to ask for what they want in a work situation. In her book, Ms. Scumaci asserts that women tend to take the first salary offer from an employer rather than negotiating. Women have a tendency to view this as confrontational, and Ms. Scumaci predicates that men negotiate salaries more readily because they view it as a challenge rather than a confrontation. Lack of negotiation can lead to resentment later on when responsibilities in the workplace become greater and the real work begins. Many women are left feeling taken advantage of because they didn’t assert their true salary expectations during the interview process. Women who make no apologies for their expectations and have the courage to ask for the salaries they want and need are the top earners today. You will never get what you want if you don’t ask for it!

Listen and Grow

Women will continue to progress in the workplace, and in our developing roles we must be able to effectively take constructive feedback from peers, leadership, and people that we trust to be honest with us. We also have to be willing to accept the information given to us and use it to become more effective leaders in the workplace. Growth is always contingent on our willingness to be confident enough to admit when change is needed.

Woman, Market Thyself

Marketing. Women all over the world have entered the marketing field and are marketing their companies’ products. Why, then is it so hard market oneself? It is essential that women in the workplace develop a plan to strategically market themselves in order to develop, grow and position their careers for an ever-changing marketplace. Women need to establish strong personal branding both in and out of the office environment, and share their successes with peers. Your mother may have told you not to “toot your own horn,” but if you want people to notice your successes in a fast-paced environment, you had better pull out your tuba and get busy.

Communicate, Lead, Mentor

Most of us these days think of ourselves as self-actualized communicators. Have you, however, ever worked for someone that you felt was aggressive? In one scenario in this book, there is a female leader that led her team by intimidation. Her employees were afraid to speak to her or even ask questions.  Due to this, the morale and productivity in the department was extremely low. This is how she wanted to be viewed, and she did not realize that this behavior would have such a negative impact on her organization. She honestly thought she was leading…because she thought that fear was a motivator and that if her employees viewed her as invulnerable, she would earn their respect. The opposite was true. Women don’t need to be aggressors in order to get people to listen or cooperate.

Conversely, I can remember a point in my career back in 1996 when I worked for a female SVP. Initially, though she was knowledgeable in her field, she seemed intimidating.  This woman saw leadership qualities in me and gave me an opportunity that I never thought was possible at my level. She saw abilities in me that had not been activated and gave me a chance. We started a new division within the organization. With her continued mentorship and my willingness to push myself, we put together the number one direct hire administrative division of the company in Dallas. Though I don’t work with her any more, she remains a strong professional influence in my life to this day.

Can you see the difference?  Both women were getting things done, but the woman who encouraged me was creating a future for her company, for me, and for herself. Mentorship is a win-win proposition. Women need to capitalize on our best qualities to become the leaders who will open doors for the next generation. We should encourage our employees to be a part of the decision-making process, and mentor them as we lead. The returns are worth it.

Dondi Scumaci has written a useful book that asks women to take an honest look at the way we do business. If you are a woman or a man who works with women, I highly recommend that you read this book. Everyone can benefit from the advice and wisdom within. I did. I sincerely look forward to what the future has to hold for women in the workplace. As we press into this new economy, we will need the tools that Dondi Scumaci presents to thrive.

The Legacy of Leadership

In 1983, entrepreneur Linda Crawford opened Delta Dallas while Texas was experiencing a recession.  Twenty-five years later, Delta Dallas has survived several economic downturns.  This is a direct result of strong leadership and a business of passionate people.

Delta Dallas is the only nationally accredited staffing firm in the DFW area and has a full staff of certified, award-winning recruiters.  Recently, I met with Linda to discuss her current thoughts on leadership:

Tabitha: Linda, thank you for meeting with me.  I‘m truly excited to talk to you about leadership.  In today’s world, what characteristics do you like to see in a leader?

Linda: Leaders have integrity, which builds trust within an organization.  Leaders are accountable for results and will admit when they are wrong.  Leaders keep one foot planted firmly on the ground, and their eyes on the horizon, which is a reflection of a visionary.  Leaders embrace the ideas of others and continue to seek new knowledge; leaders beget leaders. In my mind’s eye, leaders in today’s world walk a fine line between managing resources and taking risks.

Tabitha: Who inspired and influenced you?

Linda: So many people… Through the years I have benefited and been gifted through associations with my mentors, business associates, and most of all our Delta Dallas team.  The leadership of Delta Dallas, Don, our CEO and President, and Vice Presidents Kim Follis and Michelle Cook, make decisions on behalf of the company every day.  They are proven and trusted.

Tabitha: Linda, I met with two of Delta Dallas’ long-term employees to get their perspective on your leadership style, and here is what they said:

When I started working for Linda over 20 years ago, I had no idea what an amazing leader she was.  I have learned through her to never give up, believe in your people, use integrity and heart in making decisions, and to be true to yourself.  She not only leads others, but leads herself.

~Kim Follis, CPC, CTS, Vice President, Delta Dallas, 20 years

Linda has been an inspiration to me in many ways.  I knew people in the industry before I came to Delta Dallas, and the reputation that she built with those people was amazing.  I have come to know that the reality far outweighs the reputation.  She has built one of the most recognizable staffing companies in the state.  Knowing that Linda can take an idea and transform it into such an awesome reality, simply by making that first phone call in November 1983, inspires me to pick up the phone every day.  Her leadership and constant encouragement are the reasons that I feel blessed to come to work for Delta Dallas every day!

~Dana Lee, CPC, CTS, Executive Recruiter, Delta Dallas, 7 years

IF…..
by Rudyard Kipling

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IF you can keep your head when all about you
Are losing theirs and blaming it on you,
If you can trust yourself when all men doubt you,
But make allowance for their doubting too;
If you can wait and not be tired by waiting,
Or being lied about, don’t deal in lies,
Or being hated, don’t give way to hating,
And yet don’t look too good, nor talk too wise:
If you can dream – and not make dreams your master;
If you can think – and not make thoughts your aim;
If you can meet with Triumph and Disaster
And treat those two impostors just the same;
If you can bear to hear the truth you’ve spoken
Twisted by knaves to make a trap for fools,
Or watch the things you gave your life to, broken,
And stoop and build ‘em up with worn-out tools:
If you can make one heap of all your winnings
And risk it on one turn of pitch-and-toss,
And lose, and start again at your beginnings
And never breathe a word about your loss;
If you can force your heart and nerve and sinew
To serve your turn long after they are gone,
And so hold on when there is nothing in you
Except the Will which says to them: ‘Hold on!’
If you can talk with crowds and keep your virtue,
‘ Or walk with Kings – nor lose the common touch,
if neither foes nor loving friends can hurt you,
If all men count with you, but none too much;
If you can fill the unforgiving minute
With sixty seconds worth of distance run,
Yours is the Earth and everything that’s in it,
And – which is more – you’ll be a Man, my son!

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Putting a Price Tag on People: Evaluating Value

I have been in the staffing industry for 20 years. During that time, perhaps the most frequent question my clients have when hiring is, “How do I know this person will bring value?” It’s a valid question, and in this economy, it is a vital one. Now, more than ever, employers are being forced to evaluate the value of each employee in their organization.

Employers are now moving beyond “cutting the fat” from their organizations and questioning what each of their employees brings to the table. It’s a new economy, and everyone has to have a value proposition. The individuals that prove and increase their value during this downturn will be the employees that stay gainfully employed and create a better future for themselves when things start to improve.

So, what characteristics truly bring value to an employer? What truly separates an “A” player from a “B or C” player? How does a corporation evaluate their employee base, and what are the deciding factors when choosing to keep, lay off, or replace existing employees? The bottom line is that it comes down to value.

Value is essentially related to worth, material or immaterial.  So, what brings value to your company or department? Right now, stop and think of your top performer. What makes you feel that this person has relative worth and that you are getting a fair exchange for your investment in that employee?

Generally, each company will have their own criteria and priorities when it comes to determining the value of their employee base, but in my daily interactions with clients, I have noticed several target impact areas that define the value of an employee for most organizations.

Performance/ Productivity – Impact the bottom line
When companies are looking at their team, performance and productivity are most likely at the top of the list.  Niel Ducoff in his book No-Compromise Leadership discusses the importance of looking at critical numbers and how “critical numbers eliminate the abstract interpretation of what work needs to be done.” In addition, he believes that every employee possesses the ability to influence profitablility in some manner. This ability to influence profitability increases an employee’s value.

Motivation/Influence/Attitude – Impact others
Malcom Gladwell in his book The Tipping Point discusses the differences between those who influence and those who connect/network. They add value to the company in a unique way. They possess leadership abilities and are able to rally the troops when needed to make things happen. They can keep teams together.

New Ideas/Thinking about Solutions -Impact through creativity
Creativity is about the development of new ideas and new solutions that can impact the way things are done in a business on multiple levels.

Since change is a daily occurrence in growing and evolving companies, creative people bring more to the table and provide new solutions to their customers. Increasingly, companies are looking for problem solvers that provide creative solutions.

Systems – Impacting structure and efficiency
In his book, Operations Management: Critical Perspectives on Business and Management, Michael Lewis examines the work of Fredrick Taylor. Frederick Taylor, at the turn of the century, changed how companies looked at work organization, task definition, and job measurement. Taylor’s goal was to increase organizational productivity with a systematic process.

Today, companies continue to evaluate how they can efficiently utilize processes to streamline their ability to meet company goals. Employees that can aid in the identification and implementation of better systems will add to the bottom line value of the company.

Habits – Impact through consistency

“A” players have and continue to develop effective habits. In Brian Tracy’s book, Focal Point, these habits are defined as: punctuality, time management, self-discipline, concentration, and goal completion. Habits can be developed through practice, and employers look to those who continue to focus on and develop their good habits. Employees who have a proven success record with established processes, systems, and work ethic increase the return on their employer’s investment.

Emotional Equity – Impact through commitment

Rules for Renegades by Christine Comaford-Lynch breaks down emotional equity like this:

Companies like to know that employees have an emotional stake in their employment commitment. Employers want to know that their employees are in it for the long haul. Emotional equity provides the fortitude to “stick with it” in good, bad, and challenging times.

One of the hardest things that I have to do in my role as manager here at Delta Dallas is let people go. It is never an easy task, but when decisions are made based on the criteria above, I know I am making a decision that will support our short and long-term goals. I know that a lot of my clients have faced this dilemma in recent months, and honestly, there is no easy way to tell someone you are taking away their source of income.

In this economy, however, it is more important than ever to make sure that the money invested in your employees is money well-spent. In order to flourish during these times, you need team members with emotional commitment that bring true value to your organization. Only then will you have the foundation you will need to build upon as the economic recovery ensues. See you on the other side!

The Leadership Challenge Today

What we need today are LEADERS! Whether your role is CEO, Vice President, Director, Manager or Supervisor, in this challenging economy, your people need your leadership more than ever. They need your vision, inspiration, commitment and honest feedback.  They need your best every day!

When I came to the DFW Metroplex in 1984, I didn’t know we were in a recession. All I knew was that I was in a new city, in a new career, and I was faced with endless opportunity.  I quickly became a leader in our organization.  Why?  I believed. You could say I didn’t know or I didn’t listen, but more importantly I believed in what we were doing and the growth opportunities ahead for all of us.

So 25 years and at least four recessions later, we are once again in a similar economic downturn.  Products and services are harder to sell.  You are expected to accomplish more with less people and resources than ever before.  However, your role as a leader is to lead your team through this challenging time and assure them that success is possible even in this economy.  You are their leader.  Whether chosen, appointed or elected, you are the leader. What should a leader do during tough times? Here are 6 Qualities of a Good Leader to keep your team motivated and inspired even during tough times:

L - Look around, walk around. Get out of your office and off your computer!  If the first thing you do every day is go to your office and log on to your e-mail, STOP!  It will wait.  Most of us get our e-mail on a PDA so there should be no hurry.  Walk around and talk to your employees.  Find out what they are working on and if they need help.  Know what is going on in their lives besides work.  LOL - Laugh out loud! Tell a funny story or just see the humor in life.  Keep a smile on your face, and it will make the atmosphere lighter for everyone.

E – Energy – the Pace of the Leader is the Pace of the Pack.  Do you ever wonder what is going on?  Why is everyone dragging around?  Look in the mirror.  What are you doing each day to motivate the troupes?  What example are you setting with customers and co-workers?  Do you approach every day with a sense of urgency, with a plan and an enthusiasm for life even during hard times?

A – Attitude – the Best is Yet to Come! Did you or your company have your best year ever in 2008? Are you worried about 2009?  Yes, an understanding of reality is important.  Having a good attitude means that you still have hope and vision for the future.  It doesn’t mean that you disregard what is happening, but that you lead the way with a great attitude, hope and expectations.  You are not giving up, and you really believe that getting through the tough times makes us stronger.

D – Determination, Perspiration & Inspiration – Don’t ever let them see you sweat! It takes daily commitment, daily example setting, daily hands-on interaction to lead a team during tough times.  Identify the vision.  Communicate it visually and verbally in order for them to see your optimism.  Find ways to set the example every day.  It might mean calling at least one client everyday just to say, “Thank You” or taking the time to meet with one employee everyday to give them reinforcement of how they make a difference in the organization.  Get involved!

E – Engaged – Engage your Team. Take time to listen. Sometimes people just need you to hear their concerns.  You may not be able to change the circumstances of today, but letting people know you care and have their best interests in mind will help them focus on the job and not their worries.  Have focus groups, and give your team projects that inspire them such as creative ways to provide value-added services to your customers or identify opportunities to give back to the community through non-profits.  Get creative!

R – Relationships – Employees and customers want friends they can trust.  If you haven’t read, How to Win Friends and Influence People by Dale Carnegie, do it now.  People want to work for and with friends, and your role is to influence people to trust your ideas and directions.  At no time is this book more appropriate than now.  People need strong, influential leaders that they can trust.

Do not just “manage,” but choose to lead.  What is the difference?  We manage budgets, time and e-mail; we lead people with vision, inspiration, enthusiasm, commitment and attitude.  Tough times call for strong managers who are strong leaders.  It is time to lead your team!

Note:  Do you and/or your managers have the skills they need to lead through these tough times? Make sure managers have the tools in their tool belt to be the best leader possible.  For more information about Leadership Skills for Tough Times and other resources offered by Delta Dallas click here.

Also feel free to contact Yvonne Abel, SPHR, 972-788-2300, yabel@deltadallas.com.

Positive Motivation in a Difficult Economy

The New Year has begun, and many people have set new goals for themselves and their businesses. Unfortunately, the news and media continue to tell us how difficult the economy is going to be in 2009.

Employers are expecting their teams to be energetic and loyal; however, the reality is that they are scared. The messages they receive from the media, and the reality of companies down-sizing leaves many with a sense of insecurity and fear.

Now, more than ever, it is imperative that each company strive towards maximizing resources and increasing productivity.  This is impossible without a genuine commitment and positive attitude from each member of a team.

But how can companies achieve this haven of enthusiasm and excellence within an unstable economic environment? We believe employers should look for ways to strengthen the motivation level and address this issue head on.

Imagine your office as a stadium where the game of business is played everyday. The winners can include clients, co-workers, as well as the profits of the company.

Now imagine the owners and executives as “coaches,” to build on this sports team analogy.  A coach owns the burden of victory, but must lead his/her team effectively in order to achieve it.  The coach cannot do it alone.

When possible, it is helpful to implement strategies that can offer concrete measures of security. Employers can implement various incentive plans, Goal and Business Strategy partnerships, Employee Recognition Programs and practicing candid 360 communication techniques.

But one of the least-costly and maybe most effective ways a coach and employer can drive towards winning is with positive motivation. Employees work hard for companies where they feel encouraged, challenged and energized about what they do.

Creating an environment that not only motivates but has a true measurement of success can be achieved by implementing the following sports/business tactics:

• Motivational Coaching Moments – Leadership is about leading others to greatness and giving them the tools they need to be a producer. Not only showing them the way, but being there through thick and thin will create loyalty and pride in who they are and what they do. Each player brings different talents to the game, and the coach is responsible to put the players in the position that will capitalize on the strengths with the biggest impact on the company.
• Goals with Deadlines and Keeping Score – Treat each quarter of the year like a quarter of a game – assess the “score” by which goals have been reached. SMART goals are Specific, Measurable, Attainable, Realistic, and Timely. Each goal insight helps the team move toward what needs to be accomplished. By keeping score, employees can definitively know how they did compared to the expectation. Feedback and quantitative numbers are benchmarks to success and track employees’ progress.
• Making Fans – Nothing makes one feel better than an unsolicited recommendation or Letter of Reference. Creating a Scrapbook or Wall of Fame enables others to read what an impact various company players have done to make a difference.
• Review past plays -  History teaches us what has and has not worked, as well as provides insightful details to the market place. We have been in a recession before, and I am sure that we will be again. Reviewing various techniques and strategies can catapult solution-based thinking when others are wallowing in the problem.
• Be Clear on the Rules – As with the Coaches and Referees, Executive Team members are charged with the rules of engagement and due diligence to provide Operational excellence to their clients, co-workers, and service partners. By providing the game rules, players know what they are to accomplish, what they are responsible for, and how they will be measured. To win the game, open communication along with specific directives are necessary for the team.
• Healthy Competition (“LY” or local rivalry) – Bottom  line, everyone loves to win! Healthy competition drives the motivational process and can define success.  Knowing what was accomplished by others that are respected in the field, can provide a standard for defining a “winner.”
• Overall Inspiring Atmosphere – Some employees or players perform better with positive encouragement.  A “pat on the back” or verbal and non-verbal recognition for a job well done can go a long way. Creating “What a WOW!” programs enable employees to recognize themselves and others for doing a great job. Sometimes posters or motivational sayings boost team spirit, create energy, and inspire action.
• Celebration – A group gathering to celebrate both large and small successes sends a message of team work and recognition. Ice cream parties or bowling outings can develop not only professional but personal relationships as well. Continued bonding experiences communicate a message of unity and thanksgiving that have proven to bring teams together and produce more effective results.

As mentioned before, we all like to win, yet more importantly we want to know that we played a good game, gave it our all, and had a GREAT TIME. With the Superbowl around the corner, create your own championship team and raise the motivation and the productivity in 2009.

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