Why Character Training?

Business ethics, codes of conduct and character related issues are causing headaches. For as long as I can remember HR and executives have faced a real dilemma in dealing with their people problems.

Legislation and Union rules have made employers nervous about firing employees, disciplining employees and changing employees' responsibilities. It’s a mine field.

I am regularly asked to come in and fix people – I feel like the vet!
> Our people need motivating
> My team is underachieving
> We’re having relationship problems
> We’ve just merged and we need some team-work
> We’ve had a hard year and the people are tired
> We need some help managing our time
> We’re just going through the paces at the moment
> What can you do for us?

NO MORE MR QUICK FIX
I’m glad to say I’m able to help – and really help at last. Developing a culture of character is my best answer to any organization’s problems and the best approach for any organization aspiring to excellence.

Up until now I’ve been like most other trainers and consultants. I’ve trained people in skills, addressing their competencies and neglecting their character. The training and HR black arts even have poncie terms for this school of thinking all trying to counteract poor character or what is know in the air industry as ‘human error.’
> KPIs – Key Performance Indicators
> Core Competencies
> Work Slippage
> Shrinkage
> Total Quality Management
> Kaizen
> Baka-Yoke
> Poka-Yoke
> Lean Manufacturing
> Benchmarking
> Just in Time
> World Competitive Manufacturing
> World Competitive Service

THINK ABOUT WHY PEOPLE GET THE BOOT
I've been sacked twice. One summer during my college years in 1971 I was not invited back by an orchardist to pick peaches after only one day. My friend Norman and I sang Irish songs and entertained everyone all day and didn't concentrate so to everyone else's four baskets we produced only one between us. You might say we had a competence problem because we were slow. But we were slow because we had a conscientiousness problem – a character issue. We had fun but at the farmer's expense and in the end it also cost us our holiday earnings because none of the other orchardists would hire us either.

The other time I was sacked was when the Children's Television Production Unit was closed down in 1981 because the other stations in the network chose another program over our offering and there was no purpose in our remaining. We could have been better at what we did I suppose but in the end the other station had a cheaper product. It was an economic decision out of our control. Three of our number were transferred to other departments and stayed on at the station. They had competencies the organisation needed. I didn't.

Think about the people in your own experience who have been sacked from their jobs. Dismiss all the non-personal reasons for being downsized – downturns in the economy, changing market trends, cheap overseas competition, financial failure and such and just focus on the people who have been laid off because of a personal failure.

Answer this: Were they sacked over a competence issue or a character issue?

You'll find a good mix of both competence and character issues but it may surprise you as it surprises most of our clients to realise that so many people in their experience were replaced, downsized, de-hired, laid off or plan old sacked because their character lacked quality.

THINK ABOUT WHY WE NEED SYSTEMS TO COUNTERACT HUMAN ERROR
You might also reflect on the reality that there are a lot of people in your experience whose character flaws shout a lot louder than their competence and you have to wonder why they don't get a personality transplant. You ask, 'Why do I have to put up with this awful behaviour just to work here, just to eke out my miserable living, merely to survive yet another day without a confrontation or an unpleasant encounter?'

And even when the problems some people cause are competence based have you noticed how their poor character makes the situation so much worse? No-one dares try to get the problem solved, lest the person flares up, lashes out or goes into a deep sulk?

WE'VE SKIRTED THE REAL ISSUES
We didn't mean to miss the boat but we have well and truly missed it over and over again for countless years and now we are trying to dog paddle our way to success and nearly drowning in the process.

HR Managers and other executives have had to pussy foot around the real issues in people management because there has been no way to tell people they are horrible rotten stinkers.
That's what we want to say. We want to say, 'Listen mate! You're a liar and a trouble maker. You gossip. You are lazy. You are a slob. You don't stick to the task. You don't keep your promises. You've got the attention span of a blow fly and the temper of a bull ant. You argue with everyone. No-one can tell you you're wrong and you mostly are. More people are unhappy here because of you than anyone else.'

And the worst thing is it's the boss you want to say it to!

Government legislation and union rules have got everyone frightened to flinch and there's this big stand off with management on one side and employees on the other holding onto an awkward balance of power like a re-run of the cold war. One false move and it's fire and brimstone.

THE BANDAIDS HAVEN'T WORKED FOR OUR PEOPLE
We've sent people to University to get MBAs
We've sent them to TAFE to improve their communication
We've sent them to WEA to learn assertiveness.
We've hired climate study consultants, management reshufflers and business coaches.
We've hired trainers on time management, team management, customer management, IT management, market management, sales management, cash management, life management – even plain old management!
We've plied them with yoga, tai chi, coffee machines, herbal essences, more windows, piped music, ergonomic chairs, cafeterias, child care, compassionate leave, sick pay, holiday loading, contracts, staff parties, Friday drinks, casual days...
and still their character has not changed.

Despite our best efforts, organisations still employ people who are selfish, careless, easily distracted, indifferent, underachieving, rude, rash, inconsistent, slothful, shortsighted, apathetic, resistant, stingy, harsh, ungrateful, disrespectful, proud, idle, self pitying, angry, willful, confused, contentious, wasteful, unreliable and anxious.

Think I’m too harsh?
Think I’ve missed the milk of human kindness?
Think I was dropped as a baby?
Think I’m looking at the world through dark glasses?

OK. Don’t believe me. Find out for yourself.

Just go shopping! Take back a product you bought yesterday and ask for your money back. Try to get served quickly in a bank or a registry office. See if your dentist's receptionist will be pleased to see you. Apply for a building permit at the council. Call a hospital to enquire about Grandpa. Ride on a bus and ask the driver to tell you where to get off for your auntie’s house. See if you can get your lunch AND a smile! Ask to speak to your elected member of parliament. Order a delivery of paving bricks. Try to get new tyres for your car. Apply for a loan. Get your house valued.

You’ll soon be on my side.

You'll come smack bang in contact with a wave of poor character and it will depress you.

SO HERE COMES CHARACTER TRAINING
Using our program, The Fox-Proof Chook House you will see an instant heightening of awareness and a change in behaviour.

Organisations currently using this training report
> significant decreases in employee turnover
> lower worker’s compensation costs
> radical reduction in grievances, negligence, waste, accidents and damage claims
> healthier profits, gained easier

Their employees are demonstrating
> new-found initiative
> greater productivity
> higher degrees of loyalty, enthusiasm and respect
> workplace excellence reflected in improved physical, moral and mental health.

To outward appearances, paying attention to every day issues of character will look like a simple and unsophisticated approach to modern life’s complex issues.

That will be a reasonably astute assessment!

It is simple. After more than 36 years in education and training I am 100% convinced that only day-to-day doses of character training over a sustained period will produce permanent change.

DECIDE WHAT KIND OF CULTURE AND PEOPLE YOU WANT
Do you want an organisation noted for these qualities clearly demonstrated by your people?
Compassion, alertness, attentiveness, discernment, gentleness, flexibility, enthusiasm, endurance, generosity, gratefulness, deference, dependability, contentment, benevolence, punctuality, orderliness, loyalty, justice, virtue, wisdom, initiative and truthfulness.

Dumb question.

Call us and talk.

© 2004 Colin Pearce