We’ve all heard the adage, “employees don’t leave companies, they leave bad bosses.” I’ve always found this to be an oversimplification of why people resign. Sure, having a bad boss can be a reason that good talent seeks greener pastures, but what does it say about an organization that allows bad bosses to thrive and stay in their positions? Organizations typically hire or promote people into leadership positions based on their track record of achieving results. They are rewarded for doing a job well done as an individual contributor by being given the added responsibility of leading others. There is an inherent flaw with this model: Achieving results is a completely different skill set from those related to people leadership.
I recently met with the CEO of a local firm to discuss succession planning and leadership development. I asked him to describe the leadership traits that were rewarded in his organization. His response didn’t surprise me. He described the behaviors usually associated with measures aligned to expected results: meeting or exceeding business unit goals, managing to budget, and being strategically minded. In my follow up, I asked him to describe the leaders that made the biggest impact on his career and what made them so memorable. He leaned back in his chair, realizing immediately where I was going with my line of questioning. After a short pause, he described a mentor who inspired him and helped guide him through hidden landmines, and a former boss who was a coach that gave him opportunities to develop and hone his skills. He further elaborated by describing them as great communicators who could influence others and who were very resilient during times of uncertainty.
Without question, being able to achieve results is an important expectation. Leaders who cannot manage business expectations will ultimately fail. The other side of the leadership coin, however, is people. This requires leaders at all levels to be more emotionally intelligent by being aware of their own behaviors, building relationships, and comfortably navigating the needs of those around them—a completely different skillset from managing business outcomes. This is not a new concept, but it has never been more important than now.
The first half of 2020 has proven to be one of the most uncertain and disruptive times in recent memory. Between COVID-19 and the social justice protests, we are seeing a seismic shift in the relationship between employee and manager. Employees are no longer content with the status quo relationship they have had with their bosses. Working remotely for the past several months has created a new level of workplace familiarity. We’ve seen where we each live. We’ve gotten glimpses into each other’s lives. We know who has kids and who has pets. We’ve talked openly about our emotional wellbeing. This dynamic is not going to change when a vaccine will allow life to return to normal.
Things like empathy, communication skills, and inspirational leadership are no longer playing second fiddle to achieving goals and business results. They are now considered minimum requirements for organizational leaders.
As the job market improves – and there is no doubt that it will — your employees (probably the best ones) will exercise their free agency and seek out organizations that live into this standard of leadership. To ensure you keep your top talent and build a resilient staff, as a leader of others, you must flex your emotional intelligence muscles by:
Following these principles and helping your leaders to develop or improve their emotional intelligence will lay the groundwork for success. The second half of 2020 is a great time to practice being a more emotionally intelligent leader. It will pay dividends towards making your teams more resilient and able to effectively handle the next disruption.
Mark Saddic
Director of Learning and Organizational Effectiveness
CCI Consulting
Emotional intelligence plays an important role in engaging employees, making them feel appreciated and part of the company, and creating an overall healthy organizational culture—especially in today’s remote environment. To help your leaders improve their emotional intelligence, CCI’s Resilient Leader Workshop Series will guide them step-by-step to master the skills they need to connect, motivate and inspire their teams. To learn more about the workshop or discuss a more customized coaching or development solution for your leaders, contact us today.
**This is the second post in a five-part series on Elevating the Employee Experience for the New World of Work. Read the first post here; parts three through five are forthcoming.
Lorraine Webb is a human resources and organization development executive with significant experience in the energy and utility markets.
Currently, Ms. Webb is Vice President of Human Resources and Organizational Development for Philadelphia Gas Works (PGW) and is responsible for all human resources and organizational development functions including compensation, benefits, recruiting, talent management, wellness, EEO, EAP, HRIS systems, learning and development.
Ms. Webb and her team have played a pivotal role of building a talent management program and succession planning process in the face of exiting baby boomers, while effectively managing significant challenges in terms of internal and external constraints.
Recently, Ms. Webb and her team were awarded the inaugural 2019 Employer of Choice award by the Office of Workforce Development, City of Philadelphia. This award recognizes exemplary HR practices.
Further, under her leadership PGW won the HR Department of the Year Award in
2011 and has been cited on numerous occasions as a Best Places to Work for
Minorities and Women in Engineering by Diversity Magazine.
Ms. Webb was an honoree for Philadelphia Leadership Awards for Women’s E News, 2010
Adding to her experience in the energy/utility arena, Ms. Webb has worked as an HR professional in the pharmaceutical industry, manufacturing and banking. Ms. Webb is passionate about coaching and enjoys helping professionals and executives reach their full potential.
Ms. Webb is a graduate of Binghamton University and is a member of SHRM.
Tom Sontag is the Executive Director, Human Resources at the University of Pennsylvania. In this role, he is responsible for the Learning & Education, HR Communications, Quality of Work Life, and Tuition Benefits functions. Collectively, these provide Tom with the opportunity to pursue his passion for talent development and workforce effectiveness.
Tom has worked at Penn since October 2011 and has nearly 35 years of experience in training and organizational development with large organizations. Before joining Penn’s Division of Human Resources, Tom held training and organizational effectiveness roles for organizations such as Development Dimensions International (DDI), PNC Financial Services Group, Citizens Bank, Drexel University, NRG Energy, and Covance. He earned a BA in English literature from John Carroll University, an MBA with a focus on human resources and leadership development from Duquesne University, and a Ph.D. in educational leadership from Drexel University. Additionally, he has earned the SPHR and SHRM-SCP certifications.
Peggy Verdi is a dynamic Human Resources executive with nearly 35 years of experience in HR strategy, change management, organizational design, executive coaching, team effectiveness, and talent assessment, development and management.
Peggy currently holds the position of Vice President, Human Resources and Administration (CHRO) at Subaru of America, Inc., overseeing all aspects of human resources and corporate facilities & services, its practices, and operations in order to meet the needs of the constantly evolving business.
Prior to joining Subaru, Peggy served as Chief Human Resources Officer at BAYADA Home Health Care and as Executive Director, Human Resources Business Partner/Change Planning at Bristol–Myers Squibb, a leading manufacturer of pharmaceuticals and biologics.
Peggy received a Bachelor of Arts in Liberal Studies with a focus on Labor Relations and a Master of Arts in Human Resource Management from Rutgers University.
Elizabeth Quarello (SPHR, SHRM-SCP) is an energetic senior HR leader with over 16 years of diverse experience in fast-paced corporate settings across a variety of industries, including management consulting, architecture, media, and biotechnology and pharmaceuticals. She is a hands-on leader and influencer with a passion for driving organizational change to create positive working cultures that enable organizations and individuals to realize their full potential.
Elizabeth is currently the Senior Director of Human Resources and Operations for Avid Radiopharmaceuticals, a wholly-owned subsidiary of Eli Lilly & Company. In this role, she is responsible for oversight of all HR functions, serves as a key senior leadership member, and oversees operational functions including HSE, compliance, contract administration, facilities management and administration.
Mike Higgins is a seasoned Human Resources leader with over 20 years’ experience in leadership development, employee/labor relations, performance consulting and executive coaching programs in the Retail, Financial Services and Healthcare industries.
In his current role as the Senior Director of Strategic Talent Management & Learning at The Children’s Hospital of Philadelphia, Mike leads enterprise-wide talent management activities, including leadership, professional skills, career and organizational development, succession planning, performance management and employee engagement for the Hospital’s 15,000 employees.
Mike holds a Bachelor’s degree in Secondary Education from LaSalle University, and a Master’s degree in Education (Corporate Education/Instructional Systems Design) from Pennsylvania State University.