Tag Archives: integrity

Integrity First: Digital Marketing Manifesto

Insurers have one asset that is first among equals, that is too rare to risk and too rich to easily replace, that is too abstract for actuaries to calculate and too valuable to actualize with numbers alone, as if an extra comma here and another zero there can create worth without effort—if insurers look beyond their respective balance sheets, they may see the result of centuries of history, laws and tradition. They should see that there is no substitute for integrity.

Insurers should also know, and I am here to tell them for the first time or however many times it takes, that the wrong digital marketing campaign can ruin what they cannot recover: their livelihoods, their fortunes and their sacred honor.

Dramatic words, but a truthful description just the same.

Melodramatic words, too, but a nonetheless accurate account of the damage that the inexperienced can cause, that the incompetent can sow, that the inept can spread in seconds.

That insurers can be so cavalier about digital marketing, when they are otherwise so conservative about how they do business, must no longer be standard operating procedure.

See also: 5 Accelerating Trends in Digital Marketing  

According to Erez Kanaan, founder and president of Kanaan & Co., digital marketing must never be the domain of the novice and a means to deter clients from asking questions. He says:

“Digital marketing is a ‘science’ to the extent that we can measure the efficacy of keywords, ads and website traffic, among other things. Overall, however, digital marketing is more of an art than a science. It has the veneer of science, but it requires the soul of an artist to craft a message that resonates with a specific audience.”

I agree with that comment, not because I think it is right, but because I know it is; because there is too much junk online; because there is too much noise in almost every medium; because there is a surplus of mediocrity and a scarcity of excellence, from the ads we see (and do not read) to the posts, tweets, texts and alerts we have to see before we can see what we want.

Insurers need to accept these facts.

More importantly, insurers have to act in accordance with these facts. They must not compromise what they can control, only to lose control over how they present themselves and how clients perceive them.

Digital marketing, then, is a power that belongs to the few—that should be the property of the talented few whose work is as exceptional as the work ethic of each designer, writer, advertiser and SEO specialist, for whom it is a privilege to be a digital marketer.

See also: 5 Digital Predictions for Agents in 2019  

Call it a service by the few for the good of the many. Call it a service that exists, but one that must expand so we can render the unprofessional unacceptable and the unethical extinct. Call it a digital marketing policy for insurers and policyholders alike.

Call it a new chapter in the union between insurers and digital marketers.

5 Personal Traits of Great Leaders

Many C-suite insurance executives complain about how difficult it is to find leaders in their organization. Many people believe leadership can’t be taught. “You know it when you see it” is a common observation. Finding a consistent definition for leadership is difficult.

How do you develop/teach/articulate a core set of traits of great leaders if it is so difficult to even define leadership? After leading various organizations ranging in size from several people to several thousand, I realize that there are fundamental core requirements needed to be an effective leader. Whether you are an entry-level employee or the chief executive of a large organization, you need these characteristics to lead.

Leadership doesn’t come from your title. It comes from how you act. People follow leaders; they don’t follow titles. As technology allows companies to be leaner, and as Millennials become a bigger part of the work force, we live in a less hierarchical and more collaborative work environment. Leadership no longer comes with a title. Today, companies need leaders at every level.

You don’t need to be outgoing or have the loudest voice in the room. People with low-key personalities can also be outstanding leaders. Personal leadership is not about self-promotion; leadership is the ability to get others to follow what you are advocating. To trust you. To respect you. To feel that your direction and requests are in everyone’s best interests, not just your own.

So what are the traits of great leaders? Here are five core personal leadership competencies that anyone must practice to be an effective leader.

1.         Integrity: Make sure you do the right thing for all the right reasons. In any leadership role, you will be called on to make difficult decisions. If you act with integrity, you will be respected. People might disagree with your decision, but they will accept your direction. One of my mentors told me, “People can spot someone who takes moral shortcuts.” Never forget: A reputation lost is a career destroyed.

2.         Courage: All leaders have courage. The courage to ask why. To challenge the status quo. To go out on a limb. To do what others are afraid to say and do. Many years ago, when  eight bottles of Tylenol were found to have been tampered with, leading to seven deaths from cyanide poisoning in the Chicago area, the CEO of Johnson & Johnson, which produced Tylenol, immediately directed that all bottles of the pain reliever be removed from every shelf in every store. He vowed that Tylenol wouldn’t be back on store shelves until the company knew that every bottle was safe. It was a bold move with a large negative impact on the company’s short-term sales. But when Tylenol did return to the counters and shelves, so did their customers.

3.         Lead by example: Don’t ask anyone to do something you wouldn’t do yourself. If you are asking others to stay late, you had better, too. When I ran a new business unit, our initial office space couldn’t accommodate an office for everyone. So I sat down with my senior team, and we defined objective criteria for an office. I didn’t qualify, and, much to everyone’s surprise, I sat in a cubicle alongside the other employees. It made a statement — I play by the same rules as everyone else. Likewise, any rule or policy we adopt, I make sure I also abide by. You can’t act one way and expect others to act differently. You have to be a role model.

4.         Be a great listener: You can’t understand what’s going on around you unless you listen to others. Listening is how you learn. Listening is how you gain perspective. Listening is how you understand what’s important and what’s not. Listening is how you discover opportunities. A good listener sends a strong message to others: “I respect and care about what you say. I’m not a tyrant.” Throughout my career, the best ideas always came from people closest to the core operations I was looking to improve. You can’t find those answers unless you ask a lot of questions and listen carefully to the answers.

5.         Be a great communicator: Leaders learn to master the form and substance of communication.

Let’s start with the form of communication: the way you communicate. You can’t lead unless people understand you. Language, tone, facial and other physical expressions all send messages that affect what you are saying. (This also applies to listening. If you look away while people are talking they know you are not listening.) Here are a few tips to master good communication form:

  • Keep your message clear and concise. We live in a world of short attention spans. People get drawn away quickly. Spend time thinking about what you want to say and how best to communicate it quickly. I like to pretend I only have 30 to 60 seconds to talk. That forces me to get right to the point.
  • Use examples. They reinforce your points by tying them to real life instead of dry theories.
  • Think like a teacher. Great communicators understand that, when they are speaking to someone or to a group, they are in effect teaching others what they want them to understand.

Mastering the substance of communication means the ability to move people to react to what you are saying in the way you want. In other words, you want your words to motivate, educate and inspire.  By motivate, I mean the ability to get people to want to do something as a result of what you say. Your words ignite your listener to want to react in the way you desire. Educate means you explain why you are asking them to do something. People will follow direction — but only grudgingly if they don’t understand why they are being asked to do something. Good leaders know how to get people to understand why they should take a specific action. Inspire means the ability to touch someone with your words. Engender a positive emotion that enables them to do something they otherwise might not have done.   Inspirational leaders provide the fuel to allow others to find success.

Today’s ever-changing work environment is creating opportunities for people at all levels of an organization to lead. Those who master the personal leadership competencies that I’ve described will enrich their work experience and create wonderful opportunities for themselves and others. Enjoy the journey.

Breaking Through The Barrier Of Hardnosed Workers, Part 4

Winning Them Over
In Part 3 of this series, safety officer Ken Malcolm talked about the importance of building trust between hardnosers and those who try to change them. To this, Malcolm adds respect.

“Give them [hardnosers] respect,” he says, “and problems go away. They might not like you, but when you handle people accordingly, someone is always watching, and that tough but fair method gets you respect.”

Trust and respect form the pivot point that directs difficult employees away from dysfunction, toward responsibility. Hardnosed workers will never trust or respect you more than when you demonstrate to them that you have their best interest at heart.

You do this when you create intentionally interpersonal safety training to meet the intensely interpersonal weaknesses of workers.

Intentionally Interpersonal Safety Training
Not all worker resistance is of the severe magnitude experienced by the desperate general manager described in Part 1. But to any manager who suddenly realizes that “good employees” in his organization are on the verge of spinning into the Cycle of Rejection (see Part 2), the situation can seem as serious.

Such was the panicky attitude of a global manufacturing company's operations excellence director when he realized that his plants' safety representatives, were, for no apparent reason, beginning to resist his carefully crafted 5-year safety excellence plan. Midway through the plan, he found that the ability of his safety representatives to engage employees — younger employees in particular — was less than he initially believed.

The harder he pushed them to engage employees, the more they resisted. Sound familiar? The interpersonal skills of his representatives required improving in a manner that did not risk further alienating them, so he called the author for help.

Since hazard recognition was the next focus of the 5-year plan, it was decided to integrate relational skill development into the safety representative's hazard recognition training program. An emphasis on reaching younger workers was included. One of the company's values, integrity, served as the drumbeat.

The human development goal was to help the representatives understand the difference between the preferred behavioral tendencies of older workers, such as themselves, and the preference of the plants' predominately younger workers. An easy four-part behavior profile was incorporated to help the participants understand the difference. From earlier articles in this series, you may recognize this goal as helping the hardnoser understand why people do what they do.

The safety management goal was to teach the representatives a simple 1-2-3 hazard recognition process that could be persuasively communicated to employees.

The resulting outline for the 8-hour training course delivered by this author is as follows.

Course Achieving Safety Integrity through Hazard Recognition
Length 8 hours
Format Live presentation; interactive workshop
Section 1 Hazard Recognition: A Matter Of Integrity
Participants are asked to think of hazard recognition as a matter of integrity, as a way of “doing the right thing.”
Section 2 Clearing the Value Path to Hazard Recognition
Participants learn about a “perfect storm” of negative social influences that hinder employee “buy-in” to hazard recognition. How to turn these negatives into positives is taught.
Section 3 Capitalizing On Communication Desires to Jump-Start Haz Rec
Participants learn a behavioral approach to hazard communication — capitalizing on the communication craving of Generations X and Y — in order to achieve employee engagement in hazard recognition.
Section 4 Making Haz Rec Work Simply
Participants learn a simple 3-step process for Haz Rec — observe, interpret, apply — that engages everyone in the routine practice of hazard recognition. A 3-question mechanism for gaining accountability is taught.
Section 5 Using Behavior Recognition Skills to Build Haz Rec Effectiveness
Participants learn the strengths and weaknesses of each behavior type so that they may better recognize how employees allow hazards development and loss to occur. Correcting unacceptable behaviors before an incident happens is taught.

Learning Objectives

  1. A review of the company value of integrity in relation to hazard recognition
  2. A simple effective 3-step method of hazard recognition
  3. A knowledge of the participant's own core behavior tendencies
  4. A method to accurately recognize (read) the behavior tendencies of others
  5. An understanding of how to 'sell' hazard recognition to others via persuasive communication skills targeted to the behavior tendencies of others
  6. A strategy for maximizing hazard recognition through the networking behavior of Gen X and Y

The effectiveness of the intentionally interpersonal approach to safety training was immediately evident in the participants' feedback. Hardnosed safety representatives are not easily fooled. Most have seen a dozen lackluster varieties of the “safety flavor” of the month.

“He left no stone unturned,” said one. Grasping the dual nature of the training, another said, “Not only did I learn about safety recognition but I also learned more about my own personality and the personality of coworkers.” [The course emphasized behavior, but the common use of “personality” is close enough.]

Still another of the 75 participants said, “It wasn't what I expected.” No, it isn't, which is the point. It met felt needs, unlike other safety training. Added the participant, “I liked the straight talk.”

Most telling is the participant who stated that she will “use these ideas at work and at home.” It is a reminder that the greatest needs are life skills. Another participant said that he would use the course material to “make personal changes.”

Intentional Results
Success is never guaranteed. But the intentionally interpersonal safety training advocated in this article has proved successful in every work environment from which the T-JTA data that defines a hardnosed worker was extracted.

In addition to improving the measures of traditional safety management — recordables, lost times, observations — several measures of human resource management effectiveness were improved, including personnel turnover rate, workers' compensation claim rate and various measures of employee engagement or attachment.

One large maritime company saved over $20 million during a 2-year period as the author and his colleagues worked with them to conduct a company-wide interpersonal safety training program.

An organization committed to breaking down the barrier presented by hardnosers may reap the unimaginable “better results” spoken about by John Bennett in Part 3. But to do so requires a shift in management perspective — from a reactive posture in which the hardnoser is viewed as an object to be conquered to a proactive policy of ministering to the hardnoser's needs.

Below is the story of one company that made this commitment. It's the company whose desperate general manager initially called the author in Part 1. Remember him? He is the one who thought that his supervisors were acting like troubled kids. And he was right. So was his inclination to react in the right way.

Enabling A Safe And Profitable Transition
One beneficiary of the blended safety training approach was Chotin Carriers, Inc., now a part of the Kirby Corporation. Kirby's impending buy-out of Chotin, a small company of 120 employees, only added to the human resource and safety management challenges faced by Chotin's general operations manager, Arnie Rothstein.

Chotin's overall personnel turnover rates for the years previous to the buy-out were respectively 47%, 40%, 44%, 35% and 41%. Rothstein conservatively estimated that each employee turnover cost Chotin a minimum of $4,300, or an average annual turnover cost of $349,760.

Starting in Chotin's buy-out year, the author administered a series of training programs that addressed both the safety need of Chotin and its human resource development challenges. The result was that Chotin's turnover rates dropped to 20.3% and 2% respectively over a two-year period, saving Chotin thousands of dollars in personnel turnover costs.

During the same period of time, Chotin's safety performance was also improved. The company's total injury index rate (per 200,000 man-hours) dropped from 8.0 to 4.32, a 46% reduction. With an estimated cost of over $30,000 per lost time back injury, special emphasis was placed on reducing lost time injuries. The result was a 64% reduction in Chotin's lost time injury frequency rate.

Better than these results to Rothstein was the sweet aroma of employee cooperation, evidenced by one of the company's reformed hardnosers, who said, “I've learned more from this training than I've learned in all the other training put together.”

Why Bother?
It is convenient to be like the skeptical Cleveland-area businessman in Part 3 who views everything in this presentation as silly “social work.” But the evidence presented here suggests that you can not pretend that a sub-culture of hardnosed workers does not exist.

Take it from an expert in destructive behaviors. If there is one thing that delights a hardnoser — that encourages his resistance — it is knowing that management will ignore him, allowing him to run amok. Such tolerance provides him with a complete sense of control. It justifies his retreat into emotional isolationism, disengagement, and dysfunction.

Ignorance by management is not bliss. There is a price to pay for such folly.

Massive amounts of money are spent on strategies that, at best, merely limit the ongoing damage done by change-resistant employees.

No amount of pre-employment screening can solve the problem. No human resource policy, employee management strategy, or performance evaluation criteria can deter it.

Nothing short of a purposeful, committed effort to provide hardnosers a path to healthy personal development will decrease their resistant nature. Safety is the open door to that end.

Bibliography

“Focus On Teamwork, Attitude Improves Quality And Safety.” The Waterways Journal. April 25, 1994: 41-44

Newton, Ron. No Jerks On The Job. Irving, TX. PenlandScott Publishers, 2010.

Riddle, Glenden P. An Evaluation Of The Effectiveness Of Stress Camping Through The Use Of The Taylor-Johnson Temperament Analysis Exam. Research Project. Dallas Theological Seminary, December 1978.

Taylor, Robert. Taylor-Johnson Temperament Analysis Manual. Thousand Oaks: Psychological Publications, Inc., 1992.

Breaking Through The Barrier Of Hardnosed Workers, Part 2

Righting The Ship Wrongly
For torturous purposes, let’s say that you are an executive manager who has inherited the type of hardnosed workforce described in Part 1 of this series.Your laborers are largely emotionally repressed, unsympathetic, narcissistic, uncontrollable and prone to permanently go AWOL. Ditto for your supervisors and managers. Collectively, your work force constitutes a change-resistant barrier that thwarts every attempt at achieving continuous improvement.

As risk strategist Greg Pena suggests, you set about to correct the obstructionist nature of your workforce. Otherwise, your best management efforts are “doomed from the start.”

Which quick-action strategy do you choose?

  1. Create and enforce more rules designed to secure better worker behavior?
  2. Implement a system of rewards and awards designed to reinforce good behavior?
  3. Pursue an aggressive program of quality assurance that requires strict behavioral compliance and reporting?
  4. Institute a behavior observation program that results in establishment of improved work procedures and oversight?

This is not a trick question.

Damage Control

To begin, you might start by quickly doing what others have traditionally done in similar situations.

  1. Assess where the most “damage” is being done by the most resistant workers.
  2. Speed headlong in pursuit of the holy grail of gaining control of those workers.

You do this because you’ve been taught that lack of control is the foundational cause of rebellious behavior. Control is considered a weapon. To heck with human resource management laws and employee management policies. They are slow, ineffective weapons of change. You need something that works quickly.

So to gain instant influence, you deploy whichever of the quick-action strategies (above, a–d) that you think will give you the fastest results. Each approach promises control; all are known quantities. Together, they constitute the bulk of management’s current wisdom in wrestling control from hardnosers.

The strategies are as follows.

a. Control By Directive — create and enforce more rules.
This is an old tactic closely associated with authoritarian or directive leadership style — it is dependent upon the strict use of the chain-of-command for enforcement. The strategy involves using rules and regulations to achieve (by demand) behavior compliance — control. It is the attempt to regulate and regiment behavior.

b. Control By Incentive — implement a system of rewards and awards.
This is a popular method of gaining control because it seems to “make the most sense” when it comes to worker motivation. It is based upon the belief that workers will be motivated to better behavior if they receive objective rewards, incentives or other strokes of positive reinforcement. Typically these take the form of safety awards, cash rewards or financial incentives that depend on the utilization of performance evaluations, merit ratings, or periodic reviews.

c. Control By Quality — pursue an aggressive program of quality assurance.
This is an old but evolving strategy, currently masquerading as the GRC (Governance, Risk & Compliance) movement. It promises the possibility of simultaneously achieving quality assurance, risk control, regulatory compliance, and behavioral control — with a dash of ethics, integrity, and maturity thrown in — if only we pursue the perfect quality assurance processes. This strategy started as the ISO quality certification process in which rigid paperwork and reporting processes are utilized by managers as an accountability tool.

d. Control By Observation — institute a behavior observation program.

This is a relatively new approach to gaining control of worker behavior. It is known by its popular name, behavior-based safety. In this approach, workers are trained to make intense and frequent observations of common work tasks in order that they might consult together and develop better methods for carrying out the work task. Workers are also taught the basics of how to communicate with each other when feedback is given on performance of work tasks. They are typically required to submit observational reports to authorities.

You don’t need to look hard to find assistance in whichever line of attack you choose. Professional pundits and practitioners of each stratagem are plentiful. So you select a plan. And it initially appears to work.

But its effectiveness in providing you anything other than short-term victory is sadly wasteful — your plan does not consider the characteristics of hardnosed behavior described in Part 1 of this series. None of the traditional control strategies do.

Eventually, you join the ranks of the frustrated transportation manager (Part 1) who implemented a safety training observation program, improved his operational policies, and led his organization in the ISO 9000 certification process — all to little avail. He still couldn’t control his hardnosers.

Changing the emotionally insular nature of rejection-prone people is hard. But as the manager stated, “The alternative, letting them continue to drag our company down, is not an option.”

Rejection On Demand
The fundamental mistake made by a majority of managers is assuming that control is the main issue, that control reduces resistance. And while control certainly occupies a high priority, the real issue is how it is obtained and why it is necessary to sustain it.

The tendency is to forget the lesson learned by all authorities. Any attempt to gain and maintain control of people in the wrong way ultimately results in the rejection of the authority.

Historian Page Smith states it this way. “The whole course of history indicates that one of the most potent bases of common action is a common sense of unjust subordination.”

Unjust. Fair or not, that’s how the common hardnoser views your attempt to gain control of him when you employ any of the well-intentioned strategies listed above. Setting aside the perception of justice, the hardnoser makes a valid point. Many times management demonstrates that it doesn’t know how to gain control, nor bother to explain why it is necessary.

What? Is Not The Question
Tom Slattery, Environmental Health and Safety Manager at POET Plant Management, pulls no punches in holding management accountable. “The way management and safety people talk to and treat the workforce,” he says, “is largely responsible for the ‘bad attitudes’ in the workforce.”

Slattery cites instances in which management says it wants one thing yet subtly rewards the opposite, essentially abusing its control. Placing himself in the mix, he says, “We do not follow through on promises, ask for true employee participation, nor explain the ‘why’ behind policies.”

In the realm of change-resistance, telling someone what to do and how to do it without telling them why they are doing it — why it is to their benefit to do it — is a cardinal sin. As Slattery emphasizes, telling them poorly adds fuel to the fire. It is the equivalent of assuming the listener has no needs other than the need to obey the management. Part 3 of this series explores the depth of the disdain created by this assumption.

Any child knows that asking an uncaring parent the why question (in a response to a command) almost always solicits the brusque answer, “Because I said so.” Yep, that really works.

Ignoring the need of workers to know why they must relinquish autonomy in order to follow the lead of management will provoke resistance from even-tempered people, much less needy hardnosers. Yet historically, that’s what management has done.

In the attempt to gain control of hardnosers, we’ve employed a lot of ‘what to do’ and ‘how to do it’ tactics without first considering the felt needs of the worker. Management asks for the rejection it anticipates.

As a result, a Cycle of Rejection develops. Most organizations that spawn hardnosers are guilty of entering this 6-step cycle. As illustrated below, the black colored steps represent management; red represents workers.

The 6 R’s Leading To Rejection

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Frequently the cycle of management missteps — the six R’s — that reinforce an ever-increasing change-resistant work force is as follows. If the object is control, this is how not to get it.

Revelation — Often using poor and impersonal communication, management tries to educate the worker with bits and pieces of the performance puzzle, most often “what we want you to do” and “how we want you to do it.” These are typically the minimum requirements of compliance — the policies, practices, or procedures that the worker is expected to obey/follow.

Response — The worker responds negatively to poor communication and perceived command-and-control tactics — they remain largely unresponsive to performance expectations. The worker equates poor communication with perceived neglect of both his real and felt needs. He begins to develop an attitude of skepticism/pessimism towards management.

Rationalization — Based upon the worker’s non-response, management perceives a resistance in the worker. Rationalizing that the only way to accomplish its desired performance goals is to use more direct commands, they resort to directive leadership methods designed to seize control of the sources of resistance and to force worker compliance.

Regimentation — Upon rationalizing that the worker will only respond to authoritative command structure, managers put forth a regimented series of operational rules and regulations — more specifics about what to do and how to do it — designed to force the worker to shape up (comply).

Resistance — The worker resists management even further, thinking that management is overbearing and taking away his ability to conduct his job as he sees fit. The process of addressing performance management through poor communication skills and mistaken tactics results in an increasingly change-resistant hardnosed worker.

Repeat — Management redoubles its effort to control the worker without rethinking its strategy. Nor does it stop to analyze the nature of the resistant worker and his felt needs. Repeated failure to do so leads the worker to forthrightly reject any and all attempts by management to seize control. To the worker, management becomes an unjust usurper.

Management’s inclination to simultaneously consider the steps of Rationalization and Regimentation are why they appear back-to-back in the cycle. As management becomes more entrenched, determined to win the control war, the gap between the two steps narrows. It becomes easier to rationalize that more regimentation is needed.

Duck & Cover
What the Cycle of Rejection illustrates is the futility of thinking that command will result in the control of hardnosers. Quite the opposite. But while it’s folly to follow this path of thinking, there is an even more damaging option to choose: doing nothing.

An operations manager whose supervisors had long been on the road to rebellion had this exact strategy in mind — do nothing — when he sheepishly asked the author, “You aren’t going to stir the pot, are you?”

The manager was worried that a few forthright words from the author’s keynote address to the supervisors would enflame the emotions that lay, he thought, comfortably submerged below the thin surface of civility. Yet his boss, the business owner, wanted a permanent solution to his hardnosers’ resistance. He wanted to take back control of his workforce. But no one knew how, much less why. Part 3 of this series will show you both.

Yes, the pot will be stirred.

Bibliography

“Focus On Teamwork, Attitude Improves Quality And Safety.” The Waterways Journal. April 25, 1994: 41-44

Newton, Ron. No Jerks On The Job. Irving, TX. PenlandScott Publishers, 2010.

Riddle, Glenden P. An Evaluation Of The Effectiveness Of Stress Camping Through The Use Of The Taylor-Johnson Temperament Analysis Exam. Research Project. Dallas Theological Seminary, December 1978.

Taylor, Robert. Taylor-Johnson Temperament Analysis Manual. Thousand Oaks: Psychological Publications, Inc., 1992.