Category Archives: integrity

Hiring talent

One of the most important things a leader can do is to hire talent. New hires, if chosen well, can infuse the organization with original ideas, fresh perspectives, and cutting-edge skills. They can help you refresh old ways of doing things and create new approaches to accomplishing work.  In many ways, they can represent new beginnings.

But how can you make sure you are hiring not only the most qualified candidate for the job, but the very best person to complement your team? This question has been top of mind for me in the last couple weeks as I’ve been interviewing candidates for a vital role on our Talent Management team.

Of course,  it’s important to create an accurate job description and a position posting that attracts talented applicants. It’s also essential to conduct interview processes that reveal applicants’ skill sets and strengths. In addition doing those things, I’ve been mulling over some of the best hiring advice I’ve encountered in my career.

When I was hiring my first supervisory training director at Minnesota State 12 years ago,  the Vice Chancellor for Human Resources at the time gave me a sage piece of advice. He smiled and simply said: “Anita, hire someone smarter than you are.”  After hearing that, I had two thoughts.  The first thought was ….of course, I want to hire the very best person for the job.  And the second was ….hmmm, that can take a lot of confidence AND humility to hire people who are smarter than you.

The late Steve Jobs believed that hiring was the most important thing he ever did. He managed all the hiring for his team and never delegated it, personally interviewing over 5,000 applicants in his career. I’ve admired this particular piece of advice he’s shared on hiring and leadership: “It doesn’t make sense to hire smart people and then tell them what to do; we hire smart people so they can tell us what to do.” 

Another of my favorite hiring insights comes from Warren Buffett, who said, “In looking for people to hire, you look for three qualities: integrity, intelligence, and energy.  And if you don’t have the first, the other two will kill you.” When you think about it, it really is true. Integrity is paramount when building your team.

Do you have a piece of favorite hiring advice? What has helped you to hire the very best talent?

Anita Rios

 

 

Advertisements

What is a servant leader

Image result for robert greenleaf servant leader

It seems clear that the common good isn’t always the same as our personal preference. Sometimes leading for the common good means putting others’ interests ahead of our own.

Robert Greenleaf called this behavior servant leadership. It starts with taking care to make sure other people’s high priority needs are being met. Beyond that, Greenleaf said we should ask “Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?”According to the Greenleaf Center, this doesn’t only apply to individuals – organizations can also demonstrate servant leadership.

So does that mean that I should greet my employees with coffee every morning and be ready to set aside my own tasks to help out when things get busy?  According to consultant Skip Pritchard, that’s not servant leadership.  He proposed nine qualities that define a servant leader:

  1. Valuing diverse opinions
  2. Promoting a culture of trust
  3. Developing leadership in others
  4. Helping people with life issues, not just work issues
  5. Encouraging others
  6. Using persuasion more than command
  7. Thinking about “you,” not “me”
  8. Thinking long term
  9. Showing humility

Have you had the chance to work for an individual or organization that demonstrated these traits?  How did it feel?  For me, those have been the times when I was able to bring my best to the workplace. How can we all work together to make Minnesota State a place where servant leadership is the norm?

Dee Anne Bonebright

 

Take the High Road

Last week we talked about ways to show your support for an organizational decision, beyond just talking abouhigh-roadt it.  But what happens if it soon becomes apparent that it was the wrong decision?

A Google search of “incorrect decisions”, which is how I began brainstorming for this post, brings up multiple links: “America’s Biggest Foreign Policy Fiascos”, “Stupidest Business Decisions Ever Made”, and the more generic “10 of the Worst Decisions Ever Made”.  Poor decisions are everywhere, but it’s how they’re handled that often gets noticed the most.

Leaders who successfully weather these storms have some things in common:

Take responsibility:  Nobody likes to hear excuses.  Own up to the mistake, then describe how it will be fixed.

Don’t play the blame game: Throwing your employees under the bus by publicly blaming them, either indirectly or directly, isn’t generally well received.

Learn from it:  In retrospect, what could have been done to avoid this, and how can you keep it from happening again?

Everyone makes mistakes, but not everyone handles them the same.  Taking the high road when things go wrong is almost always the correct route.

Cindy Schneider

Decisions and habitual dishonesty

scalesSince I work in the Wells Fargo Place building, I’ve been interested in their recent ethical problems. A business professor from Wharton recently published an article about the issue. He looked at similar violations in the finance industry, as well as the Volkswagen scandal, and concluded that actions by leadership can normalize what would otherwise be seen as  dishonest.

For example, it appears that over 5,300 employees at Wells Fargo were involved in creating unauthorized accounts and charging unauthorized fees against them. Equally troubling, the HR unit had a plan for firing employees who reported the unethical behavior. And because of the widespread misbehavior, authorities are now having a hard time holding people accountable.

We in higher education are not responsible for people’s finances, but as leaders we make decisions that impact hiring, work roles, and many aspects of the campus climate. We can normalize decisions that are ethical, civil, and respectful to everyone. Over the past year I’ve been learning a lot about unconscious bias in hiring and employment, and how some things we consider “normal” are putting some people at a disadvantage without our realizing it. I need to examine my leadership decisions to be sure they support the climate we want to create.

What kind of decisions do you make in your leadership role? How can you be sure they are promoting ethical behavior in others?

Dee Anne Bonebright

 

Who would have predicted that!

dewey-winsOk, I admit it. This post is a day late. I stayed up until 3:00 a.m. on Tuesday night watching the presidential electoral college vote results and the commentators trying to explain how all the predictions were wrong. Then on Wednesday, more analysis and exploration of what happened. I promise, this will not be a political post, but the election of president-elect Trump highlights how hard it is to predict the future! And we have a long history of getting predictions wrong.

So, how do leaders build organizational capacity to meet future challenges when it is so hard to see what will happen in the future?

Gary Hamel encourages leaders in his book What Matters Now (2012) to go back to the basics and focus on values to prepare for an uncertain future. He lists the following as “pivotal, overarching concerns” for leaders:

  1. Values – act as a steward and take actions that demonstrate concern for your people and organization.
  2. Innovation – provide opportunities for all your people to contribute their ideas to meet your customers’ needs.
  3. Adaptability – “future-proof” your company by relentlessly pushing for internal change to match external changes. Hamel stresses the need to “seek out the most discomforting facts you can find and share them with everyone in your organization.”
  4. Passion – clearly demonstrate that your people are affecting the outside world with their work. Highlight the importance of each and every person’s day-to-day work.
  5. Ideology – examine, discuss and challenge the status quo. Make it safe for people to express their opinions and concerns.

We may mess up predicting the future but Hamel implores leaders to speak up for “the good, the just and the beautiful” to better prepare for the uncertainty ahead.

The following link provides a detailed summary of What Matters Now.

https://www.getabstract.com/en/summary/leadership-and-management/what-matters-now/17412?dfs=wxmmqkfksovueayhlzbvluhtiwngbj&rf=DLZPJVUFWN&utm_campaign=share&utm_souce=getAbstract&utm_medium=email&u=MNSCU

Todd Thorsgaard

Stewardship and tragedy

scsu-rallyOne leadership competency that is always important is the ability to respond in the moment. I am going to take a quick detour from stewardship and share a powerful set of stories and images from the past week. This photo by @NickLenz captures what it means to be a leader in higher education. Students, faculty, staff, administrators and interim president Ashish Vaiyda all joined together for a rally this week in response to the stabbing incident in St. Cloud, Minnesota.

I have been proud to read the stories of how one of our schools has demonstrated true compassion in response to a tragedy and unwavering support of students and community members who are threatened because of their ethnic background. They all stepped up in a public arena and led a rally for unity. Afterwards they also hosted small group discussions.

I will let their words and pictures speak for themselves.

#StCloudUnited twitter feed

MPR News story

Bring Me the News story

St. Cloud Times story

Stillwater Patch story

KNSI radio story

Have a peaceful weekend.

Todd Thorsgaard

Stewardship means change!

houston“Houston, we have a problem….” is how Jane Wellman, higher education finance expert, describes the reality most public higher education institutions are facing today in an Inside Higher Education report. Minnesota State Chancellor Steven Rosenstone, at his final board of trustee retreat, reinforced our need to take action to respond to the “tectonic” changes our system is facing if we are to be stewards of the resources we receive from the public and our students and their families.

Stewardship, or long-term sustainability, in higher education requires more than carefully watching how we spend our money. Former interim president of Minneapolis Community and Technical College, Avelino Mills-Novoa, implores us to change from training our students how to fit into our colleges and universities to actually changing our colleges and universities so they fit our students!

This type of stewardship demands that we challenge ourselves and our teams to tackle issues that we have not been willing to address in the past. At a previous organization where I worked at we used the term “sacred cows” to open up dialogue with all employees. What existing practices, policies, procedures, work habits, leadership styles, infrastructure, labor agreements, ideas, or traditions need to be examined and potentially given up or radically changed to allow us to serve our students and communities as they deserve to be served?

A cross-functional workgroup representing stakeholders from our campuses and the system recently identified five potential recommendations to ensure our financial sustainability. It included students, union representatives, campus leaders, and outside experts. As you read through the report you will see that a number of sacred cows are identified. As leaders in higher education, setting the stage for your teams to examine and discuss these recommendations is an example of stewardship.

  1. Act as an enterprise
  2. Consolidate the delivery of core functions
  3. Build partnerships that prepare students for a successful college or university experience
  4. Adopt more creative and flexible labor practices
  5. Re-calibrate physical plant and space capacity

What are your reactions to the report? Are there other sacred cows for us to challenge and change?

Todd Thorsgaard