Most times when people discuss and/or review their asset allocations…their focus is on cash, savings accounts, stocks, bonds and other money driven options.  But when you are working on strategies to grow or diversity your business or organization… it is most necessary to take a strong look at your Personnel “Asset Allocation”. 

Employees are always considered one of an entity’s GREATEST assets.  It just makes sense… right??  Good, confident, dedicated workers can make the difference between stable productivity and potential excellent return-on-investment.  This potential is true both in the public and private employment sectors.  Determining if certain people are in the “right job” or would a position redesign/job change be a better employee action…is all part of correctly allocating your personnel assets.   

Today, I am not sure if business or organization leaders take enough time to review and consider creative options in obtaining the best Personnel “Asset Allocation” situation!   

Personnel assets impact costs related to salaries, insurance, space, equipment, travel and professional development.  These operational costs are often the greatest factors in a company’s day-to-day function and performance/profit.  So it is logically critical to not ignore taking the most appropriate time necessary to ensure all personnel are progressively striving and achieving high level productivity in the workplace. 

Bottomline:  Don’t view the Personnel “Asset Allocation” responsibility with a:  (1) we have always done it this way, or (2) it would be real confusing to try something different, or (3) what if it makes things worse… so let’s ignore it and maybe it will improve on its own… plan-of-action strategy!!  Instead strategize collaboratively with other co-workers periodically and review personnel matters in a comprehensive and individual manner so all of the best opportunities come your way. 

This is one of the most difficult TRIPLE III TIME messages I feel a unique nervousness in writing about.  Maybe it is because I daily try to avoid using technology in delivering my professional services.  Or maybe I have not been a “student” of this area of new age professional development and therefore I feel totally inadequate when progressively discussing it.  So am I guilty of utilizing a “hiding-spot” to avoid discussing AI and thereby going against one of my own leadership principles… maybe? 

Well this week as I have been participating in preparation for start-up of the fall semester at the community college… Artificial Intelligence (AI) – Purpose & Use was a high impact discussion topic.  So continued avoidance no longer is an acceptable professional leadership option… and taking a position on its workplace contribution needs prompt attention. 

First the most important point I want to make is that I know AI WILL be part of everyone’s job/career going forward.  Therefore, does every worker/workplace need to have quality discussions regarding its purpose and use…ABSOLUTELY!  To me this means that everyone must acknowledge it as a solid tool for improving products and services… but that overuse can harm professionalism. 

Second, I believe to appropriately make use of AI… establishing understandable boundaries and expectations will be difficult but necessary.  What do I mean?  For example, will it be a good situation to have an AI generated staff memorandum distributed when it in no way sounds authentically like YOU?  Or would it be progressive to have your bosses start asking AI “what IT thinks about an issue”… rather than asking YOU?  Would these actions delete the customer-valued “personality” your company/organization has tried to build? 

Bottomline:  Next week when classes start…I will strongly remind students that THEY are in my class… not computers.  But I will also indicate that AI in an evolving professional career-building tool and that THEY still hold the keys as to when/where/and how much AI can positively contribute to their work. 

Have you ever been in a decision-making position that has required you or a group to determine the “official” Job Titles for various work areas?  I have participated… coached… and observed this seemingly easy process… but let me report that “EASY” has never been the right word to describe the assignment!

Well because more recently I have been asked to provide some guidance in determining MODERN… ACCURATE… RESPECTABLE and COMMONLY UNDERSTANDABLE:  JOB TITLES for a couple of groups… here are my TOP 10 thoughts applicable to this situation:

1. Don’t select an option just to make someone happy.
2. Plan to assess and review all organizational “Job Titles” annually.
3. Pledge to stay modern… old titles create an age stereotype/bias.
4. Do real research on options… go beyond typical/traditional.
5. Write down job expectations first… then think title.
6. Take particulars about current employees out of the job description title…make it stand alone.
7. Make final “Job Titles” choices with at least 3 other colleagues.
8. Realize and remember that every job today will have techno-applications.
9. Make sure your mother (and even grandmother) could understand the job via the title.
10. Try to not consider money/salaries or status… because “Job Titles” are about duties and responsibilities.

Finally, and maybe this is #11:  Include a personnel option that allows if someone REALLY doesn’t agree with their Job Title… that they have the option to submit an alternative title along with quality justifications for change.

These thoughts may or may not make determining “Job Titles” easier… but it will sure make everyone respect the effort to find the best there is!

First let me state that I am sure that the wise readers of the TRIPLE III TIME blog messages… NEVER make “Stereotyping” Mistakes! None of us look at the way someone dresses… talks…and/or where they live and places a certain stereotype assumption on them…RIGHT!

In my long-term public sector employment history… I have observed… and yes unfortunately applied various forms of stereotypes to different people at different times. Is it a form of “human-nature”… yes probably… but does it most often cause multiple forms of “Stereotyping” Mistakes… YES! This stereotyping trap that I am describing also occurs when we believe people will behave in a certain manner depending on their age, gender, social or economic background.  For example, if someone drives a brand new Porsche versus a rusting 1963 Ford pickup… do certain stereotypes show up? Or if someone shows up at an event with children all dressed in dirty clothes versus a family in modern-stylish dress-ware… do we start stereotyping?

Many times when I have my consultant “uniform” on and am addressing the needs for all organization staff to be authentic…the issue of stereotyping people is discussed.  I remind them that they all will play a leadership role sometime during their employment years… and it is a LEADERS responsibility to stress the problems caused by “Stereotyping” Mistakes. Is it sometimes difficult… non-intentional… professionally confusing… yes!? However, does it most often lead to a lack of understanding, miss-communication and a tremendous loss of authenticity on both sides… also YES!

I guess my most memorable example of being told that its best to be just authentic and not make “Stereotyping” Mistakes came directly from my Ma when she said a long time ago: “I don’t care what job you have or how smart a degree says you are… you just be Marv.”

(P.S. It’s her birthday this week!)

“Failure is an inevitable part of success, so we need to get comfortable with the idea that sometimes the work we produce will be below par or simply not good enough at all.  We have to stop striving for perfection and instead get things wrong a few times.  If we are so worried about getting things right that we never step outside our comfort zone, then we will never push ourselves.  Finally, it often takes many, many tries until that magical moment when what you’re trying to build comes to life.  It requires perseverance.  It requires imperfection.” (Reshma Saujani:  Teach Girls Bravery Not Perfection, 2016)(Harriet Minter:  Great TED Talks-LEADERSHIP, 2020)

Please know that I have shared my position on perfection many times during my professional career:    “Perfection Does NOT Exist”!  So it was a real satisfying moment when I came a cross the statements provided in the quotes that are the beginning part of this TRIPLE III TIME message.

I believe it is critical that as you consider initiating a new innovative product or service and/or taking a more creative means of doing your job…Taking A BIG Leap! down these paths is both progressive and positive!!  Too often people shy away from Taking A BIG Leap! in their worlds of work because of imperfection fears.  The result is personal, professional and performance growth limitations plus regular performance hesitancy everyday…EVERYDAY!

I standardly encourage professionals into Taking A BIG Leap! as part of their continuous improvement job strategy.  Does it often cause professional discomfort via co-workers and organizational supervision…YES!  But if your innovative/creative concept moves everyone a little forward… Taking A BIG Leap! makes you the leader that you should be!

Today’s workplace seems to have a group of very regular challenges including maintaining good employee attendance, alcohol and drug testing, managing an up-to-date techno-system, and remaining “in-tune” with customers wants and needs! One area, however, that is critical to overall company/organization progress… is the demand for GREAT Strategic Delegation of one’s workforce. 

Do you know what I am referring to? 

I believe one of the best options for employee training and development is Strategic Delegation. Whether it is a simple assignment that requires a high level of facility safety or a more in-depth responsibility issue that includes data collection and reporting… Strategic Delegation can often offer a great deal of return-on-investment regarding trust, versatility, and quality. 

In my Director days two of my most important Strategic Delegation categories were: Communication Reliability and Progressive Innovation. When I strategically delegated an important communication assignment… I measured how well the employee carried forward the Agency’s mission, culture, and personality within their specific assignment. Likewise, as you can guess I always looked forward to every employee applying their own progressive creativity concepts during their involvement in a special service innovation initiative. 

Bottomline: Whether you are giving or receiving Strategic Delegation assignments… always… ALWAYS respect the overall progressive value for the company/organization.Making the correct delegation assignments and effectively assessing their outcomes can serve as a solid workforce/workplace development tool.

As we near the end of 2024… it seems like many in a decision-making position/role are trying to identify the best development areas to target as they begin operations in 2025.  In my consultant day job… it is always a priority to help sort through the community, economic, education, business and/or workforce development challenges and more appropriately answer The “What’s Missing?” Question!

Do you understand the challenge?

As examples, think about The “What’s Missing?” Question regarding:

• Rebuilding the local library… but how many people really visit the library?
• Adding on to the local school… but overall school student numbers are declining?
• Approving the building of a general (dollar) store… but acknowledging there are already two in the area?
• Considering applying for a special childcare grant… but realizing there may not be the right people available to staff it.
• Or having to deal with being the single “development” organization in the region…and realizing you “can’t be everything to everyone!”

I believe Boards, councils, committees and directors of all businesses and organizations may identify a better development path by first simply addressing The “What’s Missing?” Question.  Jobs, childcare, better trained people, housing and quality recreation options are and always will be important challenges.  But if you narrow your planning focus and try to commonly agree on only one or two priority initiatives… quicker progress will follow.

I guess the goal/purpose of this week’s TRIPLE III TIME message is to try and help decision-makers with a simple, future planning, first-step action recommendation… focus on The “What’s Missing?” Question.  Regardless of the planning group…this action will remind you what you already have…acknowledge your growth limitations and instill gratitude that you get to have the opportunity to make meaningful choices in necessary development areas.

One of my major principles during my years as an organizational director was to never want to hear the phrase:  “It’s not my job!”…from anyone employed in our group.  I believed in and managed the team with a common sense approach of shared accountability.  The every day result was an excellent increased operational knowledge of all aspects by all employees, plus a more unified strive for better performance “score” from every sector of the agency.

Would my:  anti-It’s not my job? approach work as well today…well maybe?  But today I believe our workplaces have become more “specific-skill” driven thereby calling for the need of an Accountability Diversified strategy.  Let me explain.

First, let me say that total organizational accountability is still NOT a solo function.  However, with the greater influence and impact of distance-businessing….virtual meetings…remote learning…and basic working-from-home occurrences, sharing accountability at the “workplace” has had to adapt accordingly and hence Accountability Diversified has become an option.

As was stated earlier Accountability Diversified makes allowances for less in-person, historic information-sharing practices.  This happens when greater responsibility is assigned to leaders to:

• Not treat any individual or group in a “special” way
• Heighten the understanding of performance factors for the entire agency
• Encourage every employee to “stretch” their skills in multiple accountability areas
• Avoid resistance to change
• Strengthen the sense of empowerment among all
• Make product/service quality and quantity a common thread within agency-wide communications
• Not allow progressive organizational joint ventures/partnerships to suffer

Bottomline:  Accountability Diversified does NOT enable specific-skilled employees to adopt the “It’s not my job!” mentality at any time.  Rather their special contribution to an organization will place them in an even greater ACCOUNTABILITY position when regularly communicated by LEADERSHIP!