HR – it’s ok to have fun

I have a pathological dislike of mushrooms. Which is ironic, because I’m a fun-guy.

See what I did there?

Rubbish jokes aside, I often wonder when it became the rule that HR professionals had to have a sense of humour transplant. Admittedly, some of the people I’ve met in the profession have had some of the edgiest and darkest sense of humours you could ever come across. But the moment they walk in to the workplace, they seem to switch it off and become this dour, over serious, people professional.

Why can’t we just relax and be ourselves?

As we talk about authenticity and “bringing our whole selves to work”, I wonder what it is that prevents us from doing the same? Of course, I’m not talking about cracking your best one liners in the middle of a collective grievance, or fist bumping as you walk into a disciplinary hearing, there is a time and place for everything.

We are the people professionals and we shouldn’t be ashamed of that, we should be relatable, human and real. To do that we need to have the ability to show that we can be both light and dark, both high and low and both serious and downright silly. There  is nothing that is more disarming than a person that you can laugh and joke with and who can make you smile. How awesome would it be if we gained influence because we were both brilliantly insightful and totally human?

Of all the things that I need to develop, humour isn’t one of them. When I was interviewed I was asked what my biggest weakness was, I said it was radical candour. The interviewer said that was a strength, not a weakness. I replied I didn’t give a sh*t what they thought.

Have a good day.

7 tips for my younger self

I was talking last week to someone about the advice that I wished I’d had as a younger professional, the things that I’ve learnt over the years that if I’d had a mentor or advisor would have been really helpful counsel. Would I have acted on it? Who knows, I would probably have been too head strong to listen. I guess when you look back with hindsight and experience, things seem so much simpler than they feel in the moment.

Should they prove any use to anyone else, here’s the advice I would have given myself:

  1. Confidence isn’t competence – You’ll come across people in the workplace who have (or display) a confidence that can be overwhelming. They tend to rise faster, but not necessarily further. Confident delivery will only get you so far, don’t confuse it with competence. Don’t be put off by those around you that shimmer with this veneer.
  2. Curiosity is king – Be inquisitive, seek to learn, ask questions and don’t be afraid to say you don’t know. You’ll be surprised at how many meetings I sit in where people (including myself) nod and opine without really understanding the detail. Don’t be afraid to ask as you learn, you’ll be amazed how much people will share.
  3. Always have a plan – No matter how long you’re in a job or role, you always need to have a plan. What do you want to get out of the role? How long are you staying for? What is the next step and when are you going to take it? Nobody else will be managing your career, so make sure you are all over it every day.
  4. Learn to suck it up –  As you progress your career, you’ll encounter situations and people who make you want to scream. Learning how to navigate these situations and managing these people will serve you well. See it as a challenge, see it as a project, whatever it takes to make sure you learn and will never repeat.
  5. Just say yes – Everyone is busy, everyone is up to the eyes. But saying yes to opportunity might just give you the inside track to something more exciting. Every bone in your body will want you to lower your head and avoid eye contact, but the reality is that as you move up, you need to stand out.
  6. Don’t steal the limelight – Similar to the confident ones, you’ll meet people who are brilliantly adept at being at the right place at the right time to claim success – often yours. Don’t be tempted to follow their example, they’ll get caught out soon enough. Delivery is key, so focus on making sure you’re doing the hard yards.
  7. Have fun – As well as this being your career, this is also your life. And you won’t get these years back. So make sure you’re enjoying yourself, having fun and sweating the right stuff. For most of us, nobody dies if we get things wrong. So taking life with a pinch of salt and learning to enjoy the ride is key.

 

The power of language

The power of language to engage is nothing new to us. It’s why corporations spend millions each year on their advertising and marketing, testing the ways in which certain words resonate or repel their target audiences. A shift of one word in a sentence can move us from neutrality to engagement, from loathe to love. It’s also why political parties spend hours testing slogans and statements with focus groups, ensuring that the approved words are dropped into speeches and leaflets, time and time again.

Language is powerful, it has the power to change the way in which we think, believe. live and even dream. It can bring us together, or it can push us apart.

Whilst we spend so much time in organisations thinking about the language we use to appeal to consumers, service users or members, we spend so little time focussing on the language that we use with our colleagues internally. In so many organisations I’ve worked in, people who could write an email to their mother which would be warm, engaging and clear suddenly start to write missives to the masses which are almost indecipherable. We use jargon and language which is overly complex and unnecessary, often out of habit rather than intent. You particularly get to see this when you join a new organisation and start to learn the lexicon of the group.

Too often though, when we extend these phrases beyond our “group” they fail to land properly, be understood or to have the desired effect. Either because they’re simply incomprehensible, or because the language that we use does not connect. We write as if we are a business writing to a business, not a human being writing to a fellow human being.

When we talk about making the workplace more human, when we talk about engagement, when we make commitments to inclusion and allowing people to be themselves, we would be wise to start with words. The language that we use sets a tone for who we are, but more importantly it allows others to come along with us. If I understand, if I connect, if I feel, then believing becomes much easier to achieve.

Sometimes it isn’t how clever the message is, it’s how simply you can convey it.

Another fad, another failure

Anyone has read my blog over the last decade will know that I have been pretty vocal about the faddism in business management and leadership. We like nothing more than getting behind the latest silver bullet destined to solve all our problems. Employee Engagement, Human Capital Management, Big Data, Disruption, the list is both endless and entirely vacuous.

I’m going to add a new one for you, a term that has been creeping into the marketing descriptions of consultancies across the world like an outbreak of Japanese Knotweed.

Employee Experience.

I’ll be the first to admit that I’ve talked about this in the past, a quick scan through the archives shows a first post back in 2011, but you know that when a once meaningful, philosophical concept becomes the next management buzzword it will turn into first fad and then failure. Why? Simply because it loses sight of the original intent.

There is a significant commonality (and indeed irony) between both Employee Engagement and Employee Experience. Both in, their essence,  are about feeling, emotion and attachment but instead are replaced with systems, processes and measurement as the consultants promise us “sure fire ways” to drive the “performance of organisations” through “unparalleled insights” as a means to monetise our desire for a quick fix.

There is no doubt that leadership and management need to focus more on the working environment, that goes without saying. But ultimately that is about the way in which we see work and our beliefs about the treatment of employees in the workplace, not about systems, apps and fancy branded interventions. Once we’ve got the belief system in place, the rest will follow in due course.

It is too much to ask that we drop our addiction to faddism, but I hope at least we can open our eyes and realise what exactly it is that we’re doing. Change comes from within, it comes from our desire to create something meaningful and different. It seldom comes in a beautifully branded brochure.

And if you want to understand how to make the world of work a little better, start by reading this.