Mistake 1: They had a pulse. No matter the need for the skills, the knowledge, or the capability at the time for the vast majority of organisations a bad hire costs significantly more in time and money than a position that remains vacant until the right person comes along.

Mistake 2: Poorly done referee checks. Or even no checks. Closed questions, no exploration of answers, lack of understanding of the areas to inquire about and why, and poor recognition of the role that ‘soft skills’ play in performance and teamwork. Often I come across people who are selected, only to clearly have entrenched counter-productive attitudes, that are widely known to those they have worked closely with.

Mistake 3: Failure to understand all that adds ‘value’. Skills are important, as are knowledge, qualifications and experience. But no one works in a vacuum. Value is more than widgets produced or meetings held. It includes communication style, management of conflict, self-image, ability to learn, willingness to listen, acceptance of feedback etc. This is especially the case with management. The further we go up the management tree the more managing talent rather than task adds value to our employer. What talent does the person need to manage, how, in what way, and with what expectations from the organisation? This shouldn’t be a simple announcement but an ability to be evaluated.

Mistake 4: Failure to scratch the itch. In other words, “I’m a good judge of character.” In this case we deliberately, and unintentionally and without awareness, focus on the ‘evidence’ that supports what we want to see in someone, especially if we like them. All to often I’ve been told, “Well I had a feeling….” Only to realise that those feelings were shared by others but no one was willing to stand up and say they weren’t 100% comfortable with that selection decision. If we have a doubt we need to articulate it and test that hypothesis further, not assume it was an itch we didn’t need to scratch. Maybe there was nothing there, but maybe there is and a little more probing is money and time well spent providing the area of doubt is clearly clarified as to what it is and the risk it has for the business.

Mistake 5: A mate/colleague vouched for them. We like to trust those we know but who says our mate or colleague’s assessment is any better or worse than our own? Some good talent can be identified this way but also some disasters. Due diligence still applies – no short cuts or desire to attribute good judgement to a friend unnecessarily. This can be great information but it still pays to assess the credibility of the opinion. A few questions can establish just how much and in what way a colleague has worked with someone they vouch for or if they merely base their evaluation of “She’s a great person” on the fact she was supportive on a major issue faced 3 months ago, or simply seems inoffensive and fun during the occasional lunch.

Mistake 6: Failure to understand the difference between what is wanted and what is needed. What is wanted is what we think is important from a distance. What is needed is what is really important right in front of us! If you want to know the difference ask those who report to the new hire or have to work closely with them what they are looking for for them to be motivated and productive. This is a simple task, and not merely a chance for a team to be unrealistic. To the contrary, most teams will see it is a constructive opportunity to assist a process that is in their interests to be done right.

What was interesting about this case, however, is the fact that the employee was fired for inappropriate use of time was lost in translation. The justification for the sacking, at least amongst staff gossip and by management, became that the employee was sacked for looking at porn at work.

Here the lines between fairness and morality become blurred and is a good example of how personal morality can affect decision-making, or at least the ‘myth’ around justification for major decisions. Decisions are always easier to justify when one can take the moral high ground, as came to be the popular view in this case. Often that adds value to a good decision, but at other times it masks the real issues and doesn’t address them. There is significant risk here in the workplace when individual and group morality serves to justify differentiating treatment of behaviour. In this case, porn was used to justify sacking for misuse of time when, in fact, employees misuse employer time, well, all the time.

The employees view, in this case, that his behaviour was justified because he was browsing porn whilst on his lunch break actually has some merit. Not because porn is acceptable viewing at work, but because a number of employees justify mis-use of employer time in this way on a regular basis. And yet, no sanction is put forward. Consider the myriad of retail sites such as Trademe or EBay, news sites such as CNN or Stuff here in New Zealand, Facebook, or even browsing cinema sites to organise a movie for the weekend. These are regular viewing by many workers during break time and seen as, quite rightly so, harmless. They are commonly viewed as a legitimate ‘perk’ of having internet access at work and as long as the privilege is not abused, deemed ‘appropriate’ by many bosses (who at times do the same themselves, let’s be honest).

But what is the difference between viewing a porn site and Facebook if the standard is misusing an employers time? The answer is, none. Clearly the employee in this case should have been censured and possibly even fired and any number of reasons could have been used from offensive behaviour to breach of company policy regarding internet use to repeated behaviour if they were, at the time, under a performance improvement plan after prior indescretions. However, we must take care that personal morality does not interfere with decision-making else we set a double standard based on what is deemed acceptable by what is ‘popular’ rather than what is right. If you’re going to be sacked for watching porn and the reason is mis-use of company time then the standard should also be to sack someone for browsing on Ebay or Facebook during work hours (I can hear the chorus of horrified shrieks from here). Of course we rarely do that because the morality is different, even though the mis-use of time from the employer is the same.

While it remains to be seen if such productivity can be maintained as there is an inevitable cut-off point by which neurology and biology overcome determination and commitment, what is it that creates that sense of purpose? If only we could define it and recreate it we would not only be so much more productive but also happier in what we do. After all, one of the key causes of work satisfaction is a clear sense of meaningfulness between what we are doing and a desired outcome (‘paperwork’ may well be valuable but it lacks the sense of purpose one gets when repairing a sewer line that allows a hundred households to flush). How do we manufacture the same sense of commitment we see among many of those rebuilding Christchurch in ordinary and everyday activities? Is it even possible to do that? It may not be long-term but it might be temporarily. We have seen amazing examples through history of long-term commitment to a cause, unfortunately only during wartime, and in particular that of total war where the civilian population is exposed to the risks and dangers of conflict. This, in some way, may explain the sense of purpose existing in Christchurch today – everyone is affected, the entire community, and there is no escape from it.

What, then, are the ingredients of a purpose that transcends? Using the example of Christchurch post 4 September 2010 (7.1 magnitude) and 22 February 2011 (6.3 magnitude) we can identify the following elements that have created a purpose that transends.

1. A clear outcome: A clearly defined endpoint by which we can determine success and/or failure. Knowing how our particular role, skills and efforts are contributing to the larger project we are working on and being able to look back and see, tangibly, what has been achieved by our effort. In other words, the chance to look back and say ‘I did that.’

2. A clear link: Knowing how and in what way we contribute to the bigger picture. How does this task or project matter and fit into the overall strategic direction of what we are undertaking? It is not just the completion of this task that is important but the opportunity to get on to the next one as part of a greater cause.

3. Recognition: Spontaneously or planned, timely feedback on work underway or completed that reinforces the appreciation of those who see, use and witness what is being undertaken. This might be internally generated through company initiated awards and acknowledgement or informal team celebrations during- and post-completion. This might be externally generated through public thanks and even spontaneous acts of kindness by members of the public. Whatever the origin the recognition reinforces that fact that this is not a business as usual time.

4. A catalyst event: Few leaders can by force of personality, time in history, or circumstance alone transcend individual priorities and dominate thinking across the broader body politic. Martin Luther King, Winston Churchill and Robert F Kennedy were great orators and, in their own way, great men. But their words would have not had the impact they did outside of the environmental circumstances of their time. A catalyst event can be used to generate a need across the broader population, inside a company or outside of it, that starkly re-prioritises what is important and not important in daily life. In other words across a critical mass of the population the ‘big picture’ view changes for the majority of people at the same time.

Effective leaders are those who motivate through a purpose that transends individual differences. They understand and find an event and/or cause that emotionally engages and is personally relevant to a critical mass of their employees in such a way that it shifts thinking. Without a shift in thinking then behaviour, and hence productivity change, will not follow. Such a cause must dominate conversation, inspire hope, create a sense of individual contribution to a greater good, and generates determination to overcome. Without a clear and present danger, of some form, there is no ability to overcome individual priorities and reluctance to self-sacrifice time and energy to a cause. Whilst a natural disaster may generate such a danger automatically the challenge for today’s leaders who wish to inspire greater productivity and satisfaction (they both go hand in hand) is how to communicate the same vision and need greater than the individual, and which the individual wishes to be part of.

In memory of Bill Perry, CEO of Fulton Hogan, who passed away suddenly on 30 July 2011. Our thoughts are with his family and the Fulton Hogan team.

1. Honesty. In good times everyone makes money and does well, and problems can be tolerated more easily. In bad times that ain’t so. It is important that issues are not buried and are addressed appropriately, be they about people, systems, or the fundamental aspects of the business itself. Lack of self- and business-honesty is the number one reason why businesses and teams fail. Pretending a problem isn’t there or not recognising it for what it is, does not mean it doesn’t exist.
2. Shared values and platforms. To compete and deliver effective responses to customers, staffing and market challenges must be met quickly and creatively. The key to this is a standardised process, and clear standards and expectations. One of the myths of standardisation is that it prevents innovation but this is not the case if part of that standardized approach is a method for identifying and actioning recommendations for improvement. Shared values and standards allow people to stop wasting time on basic activities and focus on higherorder issues and concerns.
3. Collaboration and partnership. Work with others, not against them. Share resources, contacts and ideas. Explore and identify who your business partners may be by engaging your network. The keys to a successful business partnership are shared values and beliefs, and open communication. There is generally plenty of business around but we have become used to working only one or two ways. Learn from others, ask questions, be prepared to help others out. You will be surprised how much it will benefit your business and team.
4. Innovation and point of difference. Be prepared to think outside the square and, if an idea has merit, explore how it may work for you. We are products of our environment, and so is our team. To paraphrase two well known quotes from unknown authors “Necessity is the mother of invention” and “Don’t be afraid of adversity. It may move you in the one direction you always wanted to go.” Be prepared to stand out from competitors by your attitude, approach, philosophy, and branding. In a crowded market these pay real long-term dividends.

An excellent leader instinctively knows when to shift tack and adapt a different posture of strategy to suit the environment and challenges they are faced with. Not more so is this tested when experiencing a crisis. That out of the ordinary, unusual, unpredictable, often emotional, always unplanned for contingency to which leadership makes such an impact but is often lacking. Crises are a true test of ‘leadership’ for by their very nature we have not encountered such a situation before and therefore we set foot onto a path untravelled and without a template or past experience to follow. Assuming, of course, that past experience is one we have taken some lessons from.

A perusal of international crisis leadership research has identified variations on five common themes that make a significant difference to the impact we have, as leaders, on helping our team navigate through rough waters. They each are as much about the choices we make around our own coping, as they are about assisting the coping of others and effecting positive change in outcomes, priorities, and decision-making. In no particular order they are:

Courage to be calm.
When all around is chaos it’s important that others see you as an island of sensibility, rationality, patience, and consideration. Panic is contagious so be the antidote and no matter how tense you may feel, on the outside present a calmness that in turn gives others confidence.

Integrity.

Do you articulating what you value and behave consistently to those values. The adage of integrity is, ‘What are we teaching by what we are doing?’ Are we seen to walk the talk or just spout it. Set standards, promote them, stick to them, demonstrate we are someone who can be trusted, is honest and open - qualities that are often hard to find when we are under the utmost pressure and temptation to become self-focussed is strong.

Decision-making.
Effective, relevant, considered and timely. A good leader has the ability to navigate through a mound of information, filter it down to its basics and remain focussed on the priorities at hand. Procrastination and panic are the common responses to crises – dare to
be different and chart a different and independent course. A leader during a
crisis understands rapidly what they already know and the importance of clarity,
understands what they need to know and the importance of confidence,
understands the impact of time and the necessity of required actions, and isn’t
afraid to be bold.

A higher purpose.
With the old order now in question who leads, defines, motivates and supports a new vision? Be it for our team or the company. Be it just to get us through today or this week. This is not about a ra ra cheer but re-evaluating what is important and what unifies us toward common goals that inspire and are relevant to all team members. In what way do we now ‘ make a difference’?

Presence:
Are you seen?
Do you listen and take on board, genuinely, what people have to say and ask?
A quiet word of encouragement, thanks and acknowledgement during times of adversity reinforces that people are not forgotten, are valued, and are appreciated – especially in times where they are called on to work in ways that are uncomfortable, stressful and ignore their own considerations for the benefit of customers and clients.

1. Give yourself permission to take time out. Whether a brief holiday, a walk, a movie or a good book it’s more important than ever to take care of yourself. If you don’t things can easily get on top of you more than you realise. Look around and see who is grumpier, less tolerant, and more sensitive – and what they are doing, or rather not doing, to release that build up of stress over time.
2. Simplify your life.
   When it’s hard to know the quickest route anywhere, which shops are open or when they are open, and where to find things you need we need to keep things simple. Make a list of things to do today and then halve it. There’s no point getting frustrated not achieving what we want to when we knew the odds were against us anyway due to circumstances outside of our control.
3. Focus on what you can control.
   All too often we try and focus on what is outside of our ability to
   influence. The result is irritability, lack of sleep, frustration. These
   will never go away completely but sometimes we need to ask ourselves if
   what we are focussing on is actually helpful at the present time.
4. Look for opportunities to redefine what is ‘normal’.
   Change is always difficult, and yet it’s constant. There is no doubt our lives will change and yet there are opportunities for change for the better. Short-term pain can result in long-term benefits to change in lifestyle, career, where and how we work, where and how we live. The key is our attitude towards opportunities that come along and letting go of old thinking.
5. Take a long-term view.
   The process for rebuilding and recovery are, unfortunately, a slow one. If we are to set goals and those goals are reliant on the actions of others then it pays to double our initial time estimate. This is not being pessimistic but realistic. Expecting longer returns on the goals you set doesn’t change what you do to achieve them but does help the impact on you and your life.