Drop The “S” Word – Start Getting Real

Ever sat in a meeting and counted the amount of times when someone starts a sentence by apologising for what they are about to say?

“I’m sorry to say this………………………..

“Apologies in advance for what I’m about to say………………….

Go on think about it. Perhaps it was even you that dropped in the “S” Word or an unnecessary Apology.

You may also notice that those who are saying sorry in these circumstances are not usually sitting at the pointy end of the Org Chart.

So WHY do so many humans start with the “S” Word when they are getting real?

Is it fear of the repercussions?

Is it wanting to “fit in”?

Is it a lack of confidence and a concern about looking stupid in front of your peers?

It’s a way to deflect any personal heat when someone says what needs to be said? You know that time where you can feel the heat rising in the room? A bit like someone has turned up the thermostat when things are starting to get real. When a breakthrough moment was about to be realised.

It’s time to say what needs to be said and not what you think others want to hear. Be brave enough to say how you feel about an issue or topic that has not been raised and is sitting in a room in the form of a huge elephant.

How about we ban the use of the word “sorry” in these circumstances, or simply have the courage to be curious enough to as someone who starts a sentence with the “S” word or an apology this question:

Why are you sorry?

Give it a go and see what happens.

Mark Lebusque has mastered the art of Purposeful Provocation He has a unique gift in making pointed and incisive interventions into human interactions where the truth has gone missing. He is fearless and goes where others talk of going in order to help individuals and organisations make real progress. He brings the Elephants front and centre into the Room.

For more information on how he does this go to www.marklebusque.com 

Mark’s first book BEING HUMAN – Why Robots are not the Answer to Business Success will be launched in February 2017.  Orders Available By Clicking Below:

https://www.amazon.com/Being-Human-Robots-Business-Success/dp/0995429618/ref=sr_1_1?ie=UTF8&qid=1495422714&sr=8-1&keywords=mark+lebusque

 

It’s Their Time Not Yours

“Having a one-on-one that was rescheduled about four or five times for the manager to sit there and as I was talking, you could hear him doing e-mails, and you just get the yup-yup-yup as you’re talking and not getting any engagement back. – Michael. 

Damn those dreaded 1:1 catch ups with your employees.

You know the ones that get in the way of your real work as a Manager doing the technical stuff that has served you so well.

The one’s that you frequently cancel and reschedule.

Ever tried to act like you were interested and present and hoped that you could “fake it till you make it?”

Well you know it’s not your time – it’s their time

Put your phone away, stop typing, listen to learn, lose the tablet and focus on the human on the phone or across the table from you.

It’s the Human thing to do.

Mark LeBusque has mastered the art of Purposeful Provocation He has a unique gift in making pointed and incisive interventions into human interactions where the truth has gone missing. He is fearless and goes where others talk of going in order to help individuals and organisations make real progress. He brings the Elephants front and centre into the Room.

Mark’s first book BEING HUMAN – Why Robots are not the Answer to Business Success will be launched in February 2017. 

https://www.amazon.com/Being-Human-Robots-Business-Success/dp/0995429618/ref=sr_1_1?ie=UTF8&qid=1495422714&sr=8-1&keywords=mark+lebusque

 

Trust Me……CEO’s Have Some Work To Do

I read with interest an article called “Lack of Trust Never Sleeps” yesterday in The Melbourne Age newspaper by Michael Koziol that provided some damning statistics on the level of trust held for CEO’s in Australia and Globally for that matter.

From the 2017 Trust Barometer just released by the World’s Largest PR Outfit Edelman showed that only 26% of those Australian employees surveyed rated CEO’s as credible or very credible. This was down from 39% the previous year.

Globally the results were not much better with a fall of 12 percent to 37% across the 28 countries surveyed.

So what’s driving this increase in the trust deficit across the Globe between CEO’s and Employees?

Andrew Hill from the Financial Times (Jan 16th 2017) provided his take on the issue:

Chief executives, though, remain princes and princesses in their own corporate citadels. Their authority may be the subject of canteen criticism, staff gossip or shop floor mockery, but they are not subject to electoral challenge. The danger is that they use that power to grandstand. Instead, they should divert their efforts to the hard, often under-recognised work of converting their employees into their biggest fans. 

So what if CEO’s were subject to some kind of electoral challenge or were voted in or out by their employees? Would they remain the princes and princesses or would they be cast aside and what is the one thing they can do to convert employees into their biggest fans?

What do you think? Please leave a comment.

Mark LeBusque has mastered the art of Purposeful Provocation He has a unique gift in making pointed and incisive interventions into human interactions where the truth has gone missing. He is fearless and goes where others talk of going in order to help individuals and organisations make real progress. He brings the Elephants front and centre into the Room.

Mark’s first book BEING HUMAN – Why Robots are not the Answer to Business Success will be launched in February 2017. 

https://www.amazon.com/Being-Human-Robots-Business-Success/dp/0995429618/ref=sr_1_1?ie=UTF8&qid=1495422714&sr=8-1&keywords=mark+lebusque

 

Use Your Employees As Circuit Breakers

The circuit breaker is an absolutely essential device in the modern world, and one of the most important safety mechanisms in your home. Whenever electrical wiring in a building has too much current flowing through it, these simple machines cut the power until somebody can fix the problem.

Without circuit breakers (or the alternative, fuses), household electricity would be impractical because of the potential for fires and other mayhem resulting from simple wiring problems and equipment failures.

The circuit breaker is an incredibly simple solution to a potentially deadly problem.

Just like the circuit breaker there is an incredibly simple solution to the potential “deadly” problem we see everyday in the workplace. The problem that we have created by continuing to use an outdated approach to management; and one that is creating mayhem within workplaces across the globe.

The acceptance of a 100 Year Old Management style that is overloading employees and not allowing them to cut the power in order to create a safer environment. That is the “power” of the old management regime.

So; what is the simple circuit breaker?

Being Human

Yes that’s it, and yes it is simple because it is what makes us the species we are.

Unfortunately it is not that common in most workplaces that are full of old style managers who are creating daily overloads through management practices such as failure is terminal, authority must not be challenged, work defines you, speak when asked and constant distress which all ensures focus on the task at hand rather than developing for future requirements.

These managers and their old management practices are causing the circuit breakers (employees) to be rendered useless by continually “surging” at their next “brilliant idea” (usually designed to keep them safe) as never giving the opportunity for them to do the work that is more valuable and prevent mayhem such as experimenting, challenging, developing, learning, reflecting and innovating. All the things that make us human.

And so the “house” burns down usually resulting in fear, high attrition and levels of engagement that ensure results continue to remain stagnant or decline.

The new way is to allow the circuit breakers an opportunity to carry out the work that is going to prevent the house from burning down, and over time create an asset that is valuable and can change the Corporate DNA to one that is safer for all.

Are you a Manager who values the Circuit Breaker or an Overloader who is Burning Down The House?

Mark LeBusque is the Human Manager. He has a track record in helping clients add more Human to their businesses and drive up Employee Engagement, Customer Experience and Business Results; and his 7 Step approach is based on his own experimentation as a Manager.

Mark’s first book BEING HUMAN – Why Robots are not the Answer to Business Success was launched in February 2017. For Orders click below

https://www.amazon.com/Being-Human-Robots-Business-Success/dp/0995429618/ref=sr_1_1?ie=UTF8&qid=1495422714&sr=8-1&keywords=mark+lebusque

 

Is Your House Burning Down?

If you purchased a 100-year old house that had never been rewired there is a very good prospect that eventually it would burn to the ground. Anyone buying an old house would be foolish not to make the “rewiring” their Number 1 Priority to ensure they got value and a return on their investment.

Old/Inadequate Wiring is one of the 10 most common causes of fire – you may note some similarities with the old style organisational management

This type of fire is often associated with older properties. Wiring deteriorates eventually over time affecting the integrity of many older materials. Substandard workmanship also accounts for many household fires.

Why is it then that we keep operating a 100-Year Old Management System that desperately needs rewiring from a Robotic to a more Human approach and expect that it won’t burn down? why do we continue to look the other way when we observe substandard workmanship and deteriorating wiring even though we are aware of the dangers of doing so.

It’s time to challenge the notion that technical competence and a Robotic approach to Human Management has a place in a more Humanistic world. You see the house has caught fire and those who have been rewarded by the old system are continuing to “fuel the fire” by:

promoting technical experts and watching many of them fail miserably at managing another human being.

using short-term tactical actions such as layoffs and “doing more with less” to prop up the profits at the expense of the humans.

striking fear into humans by stifling experimentation, any form of challenge to authority and making threats about job security through continual restructures.

confusing titles and organisational hierarchy with leadership and stifling those closest to the customers to undertake leadership acts that will benefit them and the organisation.

employing other robots “just like them”

doing the work of their team members, holding them back from career progression and creating frustration and eventually employee attrition.

espousing that “people matter” and are “our greatest asset” but act in a totally different way when it comes to protecting themselves i.e. their bonuses, big offices and position on the org chart.

As the image below illustrates I’m proposes a simple 7 Step Process to “Rewire Managers” from Robots to Humans. It starts with laying a foundation of Trust and then is built on fundamentally rewiring from the old system to a more human one.

It challenges the Managers to look “hard into their mirror” to understand that they must rewire in order to create differentiation in a world where humans are now “commoditised robots” and investment in their development needs to be repositioned to look inward rather than outward.

It’s not some wild theory or new management model – it’s the experiment I undertook when managing a team that resulted in significant improvements in employee engagement and business results. You see I was sick and tired of inhaling the smoke that was being created from the old way of managing and wanted to see if new-wiring practices would eliminate this and restore the house to a safer environment.

The house stopped burning and the humans felt safe to be humans.

Can you smell smoke or have the flames already taken hold for you? Do you continue to fuel the fire or are you looking for ways to reduce the risk of the old wiring?

I hope it’s not too late.

Mark LeBusque is the Human Manager. He has a track record in helping clients add more Human to their businesses and drive up Employee Engagement, Customer Experience and Business Results; and his 7 Step approach is based on his own experimentation as a Manager.

Mark’s first book BEING HUMAN – Why Robots are not the Answer to Business Success was launched in February 2017. For Orders click below

https://www.amazon.com/Being-Human-Robots-Business-Success/dp/0995429618/ref=sr_1_1?ie=UTF8&qid=1495422714&sr=8-1&keywords=mark+lebusque

 

It’s Ok To Be Human – Bravo Natasha

“They’re Humans Not Robots……..”

Not my words……the words come from the Director of News at the ABC Gaven Morris, who was explaining that freelance Newsreader Natasha Exelby had not been taken off the air for a moment where things became real; and we all witnessed that even the most experienced professionals have a real human side.

This was in the context of a report (Herald Sun April 2017) that Exelby had already been told by another Senior Executive Michael Reid that she would no longer to play any further newsreading roles with the ABC (surely this doesn’t happen at senior levels in organisations – spur of the moment self serving protectionist actions).

The very people who expected Natasha to act like a “Newsreading Robot” and when she demonstrated a little more of a “Human” via what was an hilarious moment in TV time, took action that has been widely criticised in media circles and more broadly in the general community.

 

Then came the “flip-flopping” that occurred at the Senior Executive level at the Australia Broadcasting Corporation (again about protecting self) after the public backlash over what was an incredibly Human demonstration by an experienced journalist.

Was Natasha sacked? Surely not? What did you say to her Michael? What do we do now to recover? How can we save face here? I’m certain of one thing – the HR and PR machines at the ABC would have been working overtime to concoct a story here.

Let’s just say she’s a freelancer and will be subject to changes in rostering…….yeah that worked a treat!!

In effect let’s change our story in order to protect ourselves from what has now become bigger news on the way we have treated another human being.

This Flip-flopping by a senior executive at an organisation that has this as one of their core values:

We treat our audiences and each other with consideration and dignity.

So where was the consideration and dignity here Gaven and Michael for Natasha in a moment in time where she was just being human?

You see Natasha Exelby had been freelancing for ABC News for the past 4 months averaging 4 shifts per week and all of a sudden this ended after Natasha displayed to everyone what it is to be Human:

  1. Be a little imperfect in a moment in time.
  2. Display a level of vulnerability and show that at time even the most seasoned professional can make a mistake.
  3. Recover beautifully “in the moment” move on without making a fuss over what happened and still anchor the show for the next few hours.

So why the response from the ABC Executives?

Was it that Natasha simply just didn’t fit in anymore?

Was it that the ABC really wanted Robots and not Humans reading the News?

Was it that Gaven and Michael in a fleeting moment in time gave more consideration to serving themselves and were concerned about the possible implications to them than to rally around Natasha?

Maybe it was all of this.

Maybe it’s OK to Be Human in the Workplace………and maybe it’s time for the Gaven’s and Michael’s of the World to realise this or find a role where they don’t have to deal with Humans.

I hope that Gaven and Michael are both appreciative of the “gift” I have sent them this week and take time to read a copy of my new book BEING HUMAN – Why Robots Are Not The Answer to Business Success. Please pay attention to the 1st Step in the process of Rewiring your Management Style – move from WALK THE PLANK to CREATE A SAFETY NET.

Bravo Natasha Exelby for Being Human – we need more like you in the Workplace.

Mark LeBusque is the Human Manager. He has a track record in helping clients add more Human to their businesses and drive up Employee Engagement, Customer Experience and Business Results; and his 7 Step approach is based on his own experimentation as a Manager.

Mark’s first book BEING HUMAN – Why Robots are not the Answer to Business Success was launched in February 2017.

https://www.amazon.com/Being-Human-Robots-Business-Success/dp/0995429618/ref=sr_1_1?ie=UTF8&qid=1495422714&sr=8-1&keywords=mark+lebusque

 

We Must First Humanovate to Innovate

How are you Being?

This was a simple question I asked a group of senior managers at a recent offsite Keynote – and there were some pretty interesting looks coming back my way.

After all it’s not a question that most of us would get asked when in this type of environment as we are used to putting the word Doing before Being given the hectic pace at which us Humans “do” things these days.

It was a session where the main theme of the day was innovation and looking at how innovation would help improve the customer experience and ultimately the business outcomes. Innovation is one of those “hot words” right now and everyone seems to have an innovation lab or be recruiting innovation consultants. Even our PM spruiks the virtues of the “I” word although I’m not sure that we have become the “Innovation Nation” that he longs for.

So – what is at play here?

I was simply making a point that in order to do great innovative work we must first seek to understand how this can be directly impacted by how we choose to “turn up” or “be” at any particular point in time; and how this can influence the efforts of those who we have the privilege to manage on a day-to-day basis.

There is a need for us Humans to alter our current state if you like:

To Humanovate………

Now I’m not even sure that this is a word however I’m going with it for now.

Having googled up Humanovate I got nothing so I changed this to Innovation and was bombarded with a whole range of definitions even under the first search.

Here’s what I got:

For the sake of the session I went for simplicity and chose:

A SHIFT OF EMPHASIS

They then undertook a simple exercise that was based on the idea that to succeed at innovative practices we must first Humanovate – that is create our own Human Shift of Emphasis from DOING to BEING

I even shared my “To Be” and “To Do” Lists for this particular session

Authentic – Humans have great Bullshit Detectors and will scan for the scammer

Present – It’s their time and I must respect that by being “in the room” when I’m in the room.

Provocative – The best outcomes arise from different perspectives and not from “head nodding” so throwing a bit of purposeful provocation couldn’t hurt.

These are choices I must make for myself and make sure I am “being” that way whilst in the room. There’s no room for flip-flopping in front of 150 BS Detectors.

These are also important however they take less effort and are more of a logistical or robotic nature – the choice is made for me if you like once I accept the assignment.

Each of the participants created both a “TO DO” and a “TO BE” list and captured a clear WHY statement and there were some amazing shares on the concept of BEING IMPROVES DOING.

In essence they were asked to Shift Their Emphasis and for the point in time put Being Before Doing.

Do you Humanovate before you Innovate?

Perhaps a Shift of Emphasis from Doing to Being would be useful

Give It A Try…………………….What’s On Your “To Be” List?

Mark LeBusque is the Human Manager. He has a track record in helping clients add more Human to their businesses and drive up Employee Engagement, Customer Experience and Business Results; and his 7 Step approach is based on his own experimentation as a Manager.

Mark’s first book BEING HUMAN – Why Robots are not the Answer to Business Success was launched in February 2017. For Orders click below

Comfortably Uncomfortable (Continue to Learn)

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Did you learn something new today?

No? Why Not?

Just happy to be floating along feeling comfortable knowing what you know?

It’s time to get into the LEARNING ZONE.

That’s exactly where we learn best.

So, what happens to many of us when we end up in the workplace having been promoted into roles based on our technical competence?

We stop learning.

When we stop learning we also stifle the learning of those who report to us. This limits their potential to thrive and our potential to succeed at the same time.

Learning is a two-way street and even as Managers we can learn from another Human Being regardless of rank or title.

But first we must be prepared to enter the Learning Zone ourselves and drop the technical expert façade in order to open ourselves up to being COMFORTABLY UNCOMFORTABLE

There is a simple way to introduce the concept of being “comfortably uncomfortable”

I call it CONTINUE TO LEARN

Ask for help……say you don’t have all the answers……tell a story about why you find yourself to be vulnerable in certain situations.

Then let your people know that your role is to keep them COMFORTABLY UNCOMFORTABLE and out of COMFORTABLY COMFORTABLE or UNCOMFORTABLY UNCOMFORTABLE

It’s what a Being Human is all about

Mark LeBusque is the Human Manager. He has a track record in helping clients add more Human to their businesses and drive up Employee Engagement, Customer Experience and Business Results; and his 7 Step approach is based on his own experimentation as a Manager.

Mark’s first book BEING HUMAN – Why Robots are not the Answer to Business Success will be launched in February 2017. For Pre Launch Orders click below

The Other End of Happiness

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Given the tragic circumstances of the death of Dan Vickerman I thought to republish this Post from 2016. Last week I spoke at my Book Launch about my passion to help Men not pick up that rope like my Father did 15 years ago………….we have much work to do here.

“He was a good bloke who made things” – A.J LeBusque (6 Years Old)

This is not a call for sympathy and is a little different to my usual Posts, however it is becoming more and more evident to me as to why I now do the work I do. On the surface I call it “Human Being” work which at its heart is all about creating a strong sense of Belonging, Self Worth and Purpose in an individual so that every Human Being feels part of something bigger than self.

I spoke recently at the ACS NSW/ACT Conference about the need to include a Happiness Strategy in Workplaces. Happiness is still viewed as a little “fluffy” and its hard to measure the impact on the bottom line etc etc etc……………

The message that really resonated with the audience was the story I told about losing my Father some 15 years ago when he had lost any relationship with the whole concept of happiness. It struck a particular chord with a few men and women who came to me and said thank you for the message ……….it is a timely reminder for me.

If you see someone today in your life today that looks like they need some support and a “happiness lift” then don’t just walk past them. It may just be what they need to keep them from the other side of happiness. 

Life was pretty good for the LeBusque clan – Mum and Dad had moved from Mildura to Romsey to be closer to my immediate Family – My wife Allison and Kids Sam, Amy and Zoe. They loved babysitting them and performing concerts at their home. Dad was doing odd jobs and had built his own house. We were in for good times.

The first I knew that something was wrong was when my wife arrived at my local Cricket Club where I played and said – “Your mum has found a note”

On the frantic dash from Wallan all I could think was where could he be?

On the way Mum rang to say Dad was in the Shed – In his Car with it rigged up with the pipe from the vacuum cleaner from the exhaust to the back window to asphyxiate him with the carbon monoxide fumes.

Given his confused state of mind at the time – he hadn’t checked the fuel gauge and ran out of fuel before his last breath. A good thing or a bad thing – time would be the ultimate judge of this.

The way he looked – so weak, scared and helpless – “I’m so sorry” he said.

The “recovery” and his guilt – “I will never do it again” – but I knew him better – and called him on this – Robert John LeBusque was a perfectionist – something he learned from building 100’s of houses that were impeccable and he would finish the job that he had started – it was just a matter of time. Everyone else chose to believe him but not me. In my eyes he had never failed at anything and it would just be a matter of time.

I said “Yes you will because you always finish the job”. I learnt about calling shit out that day and not holding anything back – I hoped it would shock him into wanting to prove me wrong.

The next period of time was all about “Don’t mention the war” – no conversations were had and the clock was ticking. Only once did my Dad break down in front of me and my brother – sobbing uncontrollably in his kitchen saying he couldn’t keep being a burden and living this way.

The only other time I had seen him cry was at his Fathers wake where he apologised to us all for being a bad father – he really lost it that day and we were absolutely shocked at the time. Nothing could have been further from the truth and he had carried this with him for years. What else was he not saying at the time? And it was never mentioned again…….

Move forward 6 months my Dad got his old builders bucket, a rope and using his great knot tying ability strung himself up in his shed at his house. Mum knew straight away when she arrived home from overnight home care of her mentally disabled clients as the curtains were still drawn. She immediately went to the shed and found him lifeless hanging from the beam.

I had started early that day at a client site visit and was driving on the Sth Eastern Freeway right next to the Kooyong Tennis Court in a leafy Melbourne suburb when my phone rang –

“He’s done it” my wife Allison said.

“I knew he would” or something to that effect was my rather callous response.

The drive to Romsey took about 90minutes but felt like an eternity. I remember being angry with him –

How could he do this to his Wife?

How could he do this to me? How could he leave his kids as well as his grandkids? Selfish bastard.

I called his brothers and his sister and told them the news, it was numbing and their grief was palpable.

How could he do it to his brothers and sister?

The formal identification process is etched in my mind. He looked like road kill, a look of surprise and absolute terror etched on his face, his body contorted and his hands clenched tight with pale white knuckles. I’m lead to believe that most people die with a surprised look on their face. Even though he knew what he was doing his face didn’t look like that of someone who went easily……….and he appeared to be shocked at what happened once he stepped off his old builders bucket that carried his tools.

How could he do this to his friends?

That wasn’t the worst of it – that came about 3 hours later after I drove with my brother to tell my Nanna that he son had passed away. Ninety-One years old and never lost a child until now. I always knew Nanna for her beautiful blue eyes – from that day on the sparkle was gone as part of her died. Never the same again – her beautiful blue eyes were now a dark colour.

How could he do it to his Mum?

This has had the most significant impact on me. Seeing a parents reaction to the loss of a child. My only wish now is that I hope that I do not outlive my children – it does happen but its not meant to be. I’ve seen first hand the impact and it is forever etched into my mind.

You see my Dad had a mild stroke some 18 months before, and in his mind he had become a burden on those he loved and those who loved him. The best place for him to be was out of our way so we could get on with our lives. The burden would be lifted and we could go back to operating the way we should – live normal lives, not worry about his central nerve pain, his withdrawal and desire to sit in his favourite chair with a blanket over his legs and little or no conversation being had.

At least that’s what his suicide note said on his first attempt and I’m sure would have still represented how he felt when he got the job done 6 months later. 

My Daughter summed him up beautifully at the age of 6 when she said:

“He was a good bloke who made things”

These words adorn his headstone where we now lay’s with my mother in the Wallan Cemetery.

My dad was a proud man

He was a clever man

He was a leader, a mentor, a confidant, a teacher and a damn hard worker. Everything that he did inspired me to be just like him.

He would sit me on his knee driving from Pooncarie to Mildura when I was 9 or 10 years old and we would be singing Diamond, Cash, Kristofferson, Jennings, Nelson and Pride. I loved those times and the memories still sit with me some 40+ years later….he wanted to learn an instrument but never got around to it……the guitar mum said.

He used to say to me some people are good with their hands and some are good with their head (I was useless with my hands and this was a nice way of telling me that).

My Dad was both – incredibly intelligent with a pair of hands that built the most perfect houses you could imagine

My Dad was 61 – he was too young to die of a broken mind and broken heart.

But he lost his will to live and didn’t know how to call out for help.

He was right in the middle of what I call Fortress Man and wearing the Man Mask – unprepared to have the conversations that may well have saved his life. Unprepared to ask for or take on the help that was being offered by those who loved him dearly. 

It’s been around 4,800 days since my Dad hung himself and there is not a day passes where I wish he was still here with us all.

Nine years ago on my 40th Birthday I bought a Guitar and have been playing it (not very well) and learning the songs of Diamond, Cash, Kristoffersen, Jennings, Nelson and Pride………If only he was still here with me sitting at home and singing along. 

What he left behind though still makes me angry…….

It broke my mothers heart……..

It turned my Nannas blue eyes black…………….

It turned friends and family members against each other………………

It showed me the reality of the other side of Happiness…………………

Everyday you will come across people that are near and dear to you who you notice have gone quiet, become withdrawn, appear overwhelmed and what I now call “vacant”.

Check in with them at this time to open them up a little when they are struggling to find their own voice. Let them know they are worthy, they belong and that you and others care about them.

Keep an eye on those who are in your immediate family, in your work family – those that possibly just appear to be a little “off their game” and reach out to them. Get them to talk to you or get them some help to talk to someone who is trained to help them.

We live in a world where doing (performance) is viewed as more important than being (self) and it is having an impact on how an individual measures their sense of worth.

Swap out a sense of isolation for a strong sense of belonging.

Prevent the Other Side of Happiness entering the Frame.

It’s the Human Way.

They’re Humans Not Numbers

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Just last week I overheard two Managers on a tram in Melbourne having what I consider a “less than human” conversation.

It went like this………

“I’m going to struggle to get John a 4 rating this time” one of them said almost desperately.

“How can I help?”

“When his name comes up can you please jump in and talk him up in the meeting, he’s a really good bloke and deserves a 4.”

“No problem; what do you want me to say”?

“Just say he’s a 4 and agree with what I’m saying about him; it will help me in that bloody meeting”. “I don’t want to have him crack it again because he didn’t get what he deserved…….it took me so long last time to get him back on track.”

The 6 monthly trade in human flesh was on again. You know that time of the year where Managers are forced to treat their employees like a number by squeezing them into a “curve”.

It’s hardly the Human thing to do.

Trading in Human flesh and applying the “good bloke clause” and the “you scratch my back an I’ll scratch yours” principle.

Bickering with each other and the HR Team because the “curves not right” and then throwing one or two under the metaphorical bus based upon them just coming on board and therefore a “developing 2” will be sufficient.

Or the Manager who has had every team member hit every KPI as well as their values based goals has to make a call and sacrifice one because “every manager must have high and low performers”

Stop it and see how your Robots return to a Human form………what are you afraid of?

Mark LeBusque is the Human Manager. He has a track record in helping clients add more Human to their businesses and drive up Employee Engagement, Customer Experience and Business Results; and his 7 Step approach is based on his own experimentation as a Manager.

Mark’s first book BEING HUMAN – Why Robots are not the Answer to Business Success will be launched in February 2017. For Orders click below