And so does negativity in the workplace.

I didn’t get much sleep last night. Not looking for empathy, really. It simply explains the reason why I was little cranky today.

I’m actually pretty good at fighting off negativity unless I allow it to get to me. I've built a tolerance level that stays within the 80/20 rule and keep a stash of chocolate for the 20.

But my mood got me thinking about negative behavior and toxicity in the workplace. And if a picture is worth a thousand words, this one says it all. Perfectly illustrating how dangerous negative behavior can be and painful if those knives are heading in your direction.

Fortunately, most adults are emotionally intelligent enough to control and redirect a bad mood to maintain a professional, respectful demeanor toward peers, customers, friends and family. And then there are those that aren’t.

Who are the offenders?

The unpredictable, whose outbursts can wreak instant havoc; the manager that lashes out against an employee in front of the entire team; the customer that berates the unlucky recipient of their extreme complaint. The quiet manipulators, verbal abusers, tactless complainers and otherwise known viruses that can spread like wildfire unless properly contained. Unfortunately workplaces aren’t equipped with trained experts from the CDC that stand by in a HAZMAT to detoxify these situations.

Originally posted as contributing author on the TalentCulture Community Blog

"At Every Company our mission is to provide customers with the best experience possible. That means consistently delivering exceptional quality, customer service and value each and every day. We're proud to say it's our people that make this possible."

Sound familiar? Perhaps because it represents thousands of companies that claim people as their greatest asset. Yet the psyches of American workers have been bruised by the recession. Recent articles suggest that the "War for Talent" we've all been waiting for has changed. One such reference appeared in a recent piece from SHRM, as Max Caldwell, a leader at Towers Watson, stated that he thinks organizations are gearing up for the wrong war. "Instead of a war to attract top talent, organizations should be waging a war to hold on to critical talent."

As I imagined being in the shoes of this "critical talent" I found myself wanting nothing more than to craft a letter to the CEO. Here's how it went. What would you say? 

June 22, 2010 

 Dear CEO,

I can only imagine how difficult the past few years have been on you. You’ve made some tough decisions and all eyes are still on you to turn this ship around. While I don’t mean to add to your plate, I hope you’ll stop what you’re doing long enough to read about my experience and opinions as one of your highest performing employees. I speak on behalf of many and for what they’re worth, I’ve included some ideas that might help you.

When I decided to join Every Company in 2004 I was excited about the promise of autonomy, collaborative culture, open, communicative management style and career growth in return for my performance and dedication. Once onboard there were clearly gaps in the value proposition but as a team player I chose to focus on the work. I was happy. In fact, most people were except for the naysayers. They didn’t bother me though. Sure we had our issues but every company does. I continued to work hard, earned high scores on my reviews and overall felt pretty engaged.

Then the recession hit. It’s been three years since our department was struck with two layoffs. I feel lucky to have a job even with a 30% pay cut, extra work and long hours. But CEO, it’s taken its toll on me too. My family life is a mess. I’m under more stress then ever especially with the new health care benefits, managing our retirement and now my career path. That is if the company is stable enough to allow for one. Even so, I’d take stability over advancement. The problem is, I’m exhausted and for lack of a better term, fed up.

CEO, I have no clue where this company is headed, what our strategy is or if our mission is even relevant anymore. All I know is, “we need to be innovative and stay the course to get and keep happy customers.” With all due respect, how can we possibly innovate and keep doing things the same way? I am not alone either. Most don’t know our strategy and frankly many stopped caring a long time ago. They just do their job to go home and fire off their resumes to recruiters in waiting.

Some of my friends have already left and with so many others talking about jumping ship I assume it’s just a matter of time before they find jobs too. Since companies started hiring again a few recruiters have approached me. Yet after everything I’ve been through I still want to help. I still believe in this company. Many of us do. We just need you to respect us enough to take notice.

With this, I've done some research and as you probably know, many CEO’s face the same issues you do: retention, low morale, lower engagement, declining quality, service and productivity. All while smaller, more nimble competitors chip away at our business. That's when I began asking colleagues for their input on what could be done to improve Every Company’s culture.

On the following pages you’ll find a high level overview of the concerns I collected, the issues most often repeated by your employees, myself included. Following that is a list of ideas we put together for your consideration. On behalf of everyone that contributed and all employees, please hear us out. We want to help Every Company succeed. The irony is, all you had to do was ask.

Respectfully,

 
Every Company Employee Concerns

1. Lack of Trust: 90% of people feel leadership is invisible; managers hide and trust among peers is dwindling. Mostly due to leadership behavior and lack of alignment between what’s said and what’s actually done. The lack of understanding for what the future holds or genuine concern for employee well-being has left the majority feeling hidden agendas still exist.
2. Lack of Communication: Most everyone felt communication has worsened since the recession and no news breed’s rumors of bad news to come. People are scared and voicing concerns to anyone that will listen: other employees, friends online, family, virtually any social situation and in some cases, to our own customers.
3. Lack of Collaboration: Another area that was high in promise but low on delivery is has all but disappeared today. People are sick and tired of silos, departmental blame games and think the company would benefit from bridging departmental divides to streamline workflows.
4. Lack of Training: This category spanned several areas all the way back to onboarding. Most employees felt that with the technology available today, it should be easier to keep people informed on everything from their performance to new products and services, changes within our company, overall expectations and again, company strategy.
5. Lack of Recognition: Employees are under a lot of pressure to deliver and continue to perform at levels that will keep them employed. Without recognition, people voiced anger as they felt taken advantage of. No one really demanded bonuses except a few. What most people want is a genuine acknowledgement by you and their managers for all they do here.
   

Ideas for Positive Change

• Talk to Us. The world has changed and people need two-way conversation with you to regain trust and feel you genuinely care. Communicate. Be human. We are. 
  • Hold regular town hall meetings
  • Step out into the field and talk to people one-on-one
  • Start a blog to keep employees up-to-date and feeling connected
  • Create monthly podcasts or video updates on the Intranet
  • Asking for our feedback-regularly-and using it to generate more
  • Share customer feedback with us to create customer-centric teams

• Lead by Example. When employees see that your actions match your words, the level of trust and respect people have for you will begin to improve as will your ability to influence them. In turn, their behaviors will start to mirror your positive influence.

• Explain our Business Strategy in Straight Talk. We’re the people you hired to deliver on it. We share your objectives as long as we know what they are. The more transparent you can be with us, the better we can align our actions to reach them.

• Tear Down the Walls. Hundreds of CEO’s have opened up the lines of internal communications to implement platforms that increase idea sharing and collaboration across departments. Some examples include Best Buy, Zappos, SunGard and IBM . These leaders created amazing systems for open communication to spur collaboration employee engagement. While we know we have a long way to go, we could start by:
  • Developing an Internal Social Networking Site that allows people to post and discuss ideas, submit blog entries about what they’re working on to open up two-way dialogue throughout the company. This would also help strengthen relationships among peers where there were once barriers and distrust. It’s also an ideal platform for keeping people educated on everything from new products and services, changes within the business and compandy, resources to manage healthcare benefits, retirement tools even how to take control of our career paths.
  • Adding Social Tools like Yammer This is like Twiter for business and it would enable people to communicate quickly and effectively via short messages. Great for sharing information and again building relationships while rebuilding trust.
  • Having Access to Social Networks allows us to gain information and knowledge from industry experts, peers and our competitors for business use. At the same time extending our network and establishing new relationships. We can even use these tools for attracting new talent to the company when we return to hiring status.
  • Creating Cross-Functional Education would help individuals in other departments understand the workflow throughout the entire company. When people see the big picture, they have a clearer understanding where they fit in and how they can improve their piece of the operation.

• Recognize Us. If you want us to be creative, more engaged and continue to go above and beyond, show us the appreciation we deserve. The reward isn’t always about the money (though money wouldn’t hurt). Right now most people would appreciate a simple, genuine thank you.
  • Share Success Stories. When people are recognized for doing great work, others should know it. Let's share success stories to celebrate each win and in time people will learn to match their behaviors to those that earn the greatest recognition, reward or acknowledgement.

• EMPOWER US. We can talk all day about goals but until we have the autonomy we deserve to take action toward those goals, we’ll continue to go nowhere. Let us do the jobs you trusted us enough to hire us for. Allow us the freedom to create and express ourselves. The more empowered we are, the more ownership we have. When we feel like we own it, we’re going to do everything we can to make it great, keep customers happy and coming back for more.

Read the full news release here.

Vocii™ and Brand Integrity, Inc. are proud to announce a new client to our shared roster: UnitedHealth Group (NYSE: UNH), a Fortune 21 company whose mission is to help people live healthier lives. UnitedHealth Groups’ Recruitment Services team selected Vocii and Brand Integrity for their ability to recognize an unmet need: effective management and measurement of on brand behavior as it relates to the Group’s employer brand: “There’s Something Greater at Work Here.”

Through Potential Point™, a performance management solution that aligns employee behaviors with brand values and business strategy, the team now has the ability to monitor, measure, track and report real-time results to leadership as it positively reinforces its brand message among candidates in the employment market.

The “Great to Greater Than” On Brand Behavior program will launch June 23, 2010. Participants in the pilot program include Recruitment Services Leaders, Managers, Recruiters and other Human Resources team members responsible for delivering exceptional candidate experiences while also achieving vital business objectives.

Heather Polivka, Director of Employment Marketing stated: “We’re very excited about Potential Point and impressed with its ability to drive results that include greater visibility for our brand and employee value proposition. The reality of being able to gauge our teams' performance through behaviors directly tied to business outcomes is Brand Management 3.0. Think Facebook for brand and performance management. The more employees see managers and peers being recognized and appreciated for going above and beyond, the greater the likelihood that others will want their stories told and repeat best practices. The domino effect for this application has no bounds."

OK folks, my first video blog! Inspired by HRevolution, taking action, continuing the conversation, stepping out of our comfort zones and Geoff Webb and Craig Fisher who make vlogging look so easy.

No, it's not perfect but I hope you enjoy hearing feedback from a personal point of view and in particular, from someone that is currently on the outside, looking in.

In today’s world of endless choices, especially in the mobile industry, customer experience reigns supreme. Having a strong brand is vital to improving sales, increasing customer loyalty, even improving overall business performance.  To survive in a fiercely competitive landscape, companies must consistently create value by strengthening their brand in every area of their business. For U.S. Cellular, the nation’s sixth-largest wireless provider, this included improving the human experience – one of the most important elements of their brand.

I had the pleasure of speaking with Russ Nykaza, Senior Director of Talent Acquisition at U.S. Cellular to learn more about their brand strategy. As he shared their story, what impressed me most, was his patience, candor and genuine conviction to create unity within the company while consistently improving the experiences people have with U.S. Cellular inside and out.

Russ is a leader that clearly understands branding is a journey and is not without its challenges. He demonstrates however, that with a well-defined strategy, an emphasis on relationship building, two-way communication and consistency between actions and words, success can be achieved.

These are the just three messages that embody the culture at Intuit^®.

 You could say they are the subtitles of their story – one told by employees, captured by Human Resources and consistently shared internally and externally to hire, retain and engage the very people who push their business forward. It’s a story (perhaps even a lesson) about the importance of culture, innovation, empowerment and bringing your whole self to work every day. 

Melissa Rutledge, the Employer Brand Manager on Intuit’s Right Talent Team helped re-write that story. 

I’ve had the pleasure of getting to know Melissa and can tell you she is one of the most positive, energetic and passionate brand managers I’ve ever met. Wonder if that has anything to do with the fact that she can be herself at work? Hmmm. Anyway, as two self-professed brand geeks we had a blast talking about their branding projects. When we last spoke we decided it was time to tell their story, why they rebranded during the recession and how it became so much more than a just brand campaign.

So I interviewed Melissa to help do just that. This is a recap of their journey. If you'd like full details of our conversation, I encourage you to download the PDF of the transcript (bottom of post) as Melissa shares details about the work they're doing in social media and much, much more!

HR we'd like to introduce you to Marketing. Marketing, meet HR.

 Photo Credit and Caption by Ep_jhu, Flickr and Crestock.com

As two of most valuable functions driving ROI for your company, we thought it was about time your paths crossed because we believe the time has come for you to explore the commonalities between your departments. We are certain that once you break down some barriers, you'll begin to see that both HR and marketing, in a collaborative effort, can drive business success. With all you have in common, your ability to work together may just hold the key to the future of your business.

Trust, is by far the most basic of human values. In fact it's critical to every type of relationship we have.

It goes without saying that many have lost trust in the value systems of corporate America as they are a haunting reminder of the broken promises and scandals that left thousands of people in a state of shock and despair. The very foundation of trust between organizations, employees and customers; wall street and main street, continues to deteriorate. Inevitably, it will take a great deal of time to restore confidence among an emotionally and economically damaged society.

For this very reason, real values must make their way back into the mindset of leaders. Only this time, company leaders must understand that the rules and perception around them have changed forever.

The impact and the return to personal values.

Individuals are re-prioritizing their personal values as a means to reconnect with what matters most to them. At the same time they are connecting with like-minded individuals and expanding their networks at warp speed. They're also more willing and able to voice their opinions within the safety of the crowds and this, in and of itself, is having a significant impact on businesses of all shapes and sizes not to mention the brands they depend on for survival.

*This post originally published September 28th, 2009 at tayloryou.com by Cathy Taylor.

For years, companies have wrestled with how to manage the company brand. For marketing and communications departments, the brand was a way of communicating to the general public the goals, mission and values of the company. Along with the corporate brand, many companies have developed the employer brand, which basically defines how well the employees of the company lived the brand on their job. Human Resources departments leveraged the company brand into the employer brand to recruit and retain the best employees to the company.

Then came social media and suddenly companies realized they have an opportunity to better manage their online reputation. The basics involve monitoring what’s being said about the company (or the brand), the products and key executives; optimizing corporate websites to minimize negative search results and, when the negative comments do arise, engaging customers to address it. Online reputation management has become a big priority for public relations agencies.  PR agencies are developing strategies to help companies manage their online footprint through various forms of social networking sites. Some companies are developing their own strategies and policies.