Home » Our Blog » 3 Management Lessons Past Presidents Can Teach Today’s Leaders
back to the top
Presidents Day

3 Management Lessons Past Presidents Can Teach Today’s Leaders

Share on Facebook Share on Twitter Share on LinkedIn Share on Google Plus Share through email Print it More share options

3 Leadership Lessons from Lincoln, Kennedy and FDR

Every year, Americans celebrate Presidents Day as a day of remembrance — a day to look back and learn from our nation’s leaders. In today’s competitive market, business leaders are looking for the edge that will put their organization and workforce ahead of the curve.

This Presidents Day, Monday, Feb. 20, it might be time to dust off your history books and delve into the wisdom of the past. Here are three leadership lessons past presidents can teach today’s business leaders.

  1. Welcome critical feedback.

Leading comes with perks. People respect you, listen to your opinion and, sometimes, agree wholeheartedly just because you’re in a place of authority. But that last “perk” is actually not a benefit at all. Tempting though it may be to surround yourself with like-minded, agreeable people, doing so can prove detrimental.

The name Abraham Lincoln is synonymous with honesty. However, Lincoln also is known for his willingness to surround himself with individuals who weren’t afraid to disagree with him, rivals included. In historian Doris Kearns Goodwin’s 2005 Pulitzer-winning book, Team of Rivals (the basis for Steven Spielberg’s 2012 Oscar-winning film, Lincoln) she recounts how our 16th president filled his cabinet with those who originally competed against him for the Republican presidential nomination.

Lincoln seemed to understand that finding common ground and considering all sides of an argument was more important than propping up his own ideals. The American Civil War brought death and destruction for many soldiers, but Lincoln’s staunch dedication to the eradication of slavery and his willingness to listen to those with whom he disagreed, helped foster eventual peace.

Leaders today should take a page from Lincoln’s book when hiring and promoting employees. Instead of asking, “Who do I get along with? Who will help me push this idea?,” perhaps they should ask, “Who can bring new ideas to the table? Who will benefit our company’s growth in the long run?” 

  1. Be passionate.

In a recent Entrepreneur article titled “22 Qualities That Make a Great Leader,” the authors tout passion as one of the most important attributes. Evidently, it is crucial for leaders to love what they do and feel a deep commitment to their purpose.

As the longest-serving American president, Franklin D. Roosevelt helped lead America during both the Great Depression and World War II. His passion for helping every American was overt. FDR’s deep desire to support his ailing nation helped propel him through physical illness (i.e., polio) and political opposition. A supporter of government assistance and for the unemployed and elderly, FDR once said, “Human kindness has never weakened the stamina or softened the fiber of a free people. A nation does not have to be cruel to be tough.” In 1935, he signed the Social Security Act, a culmination of his passion and focus, and what he considered to be one of his greatest achievements.

Politics aside, having passion for your vision will help you focus on what matters most. People naturally gravitate toward passionate individuals, and authentic, well-intentioned passion can help unify your workforce and inspire employees to achieve your company’s ultimate goal.

  1. Bounce back.

Most experienced leaders know that anything worth having comes with a little — or a lot — of struggle. The best narratives in history take place after a hero fails and then rises back through the ranks to succeed. Underdog stories inspire us because they provide a message of hope, even in the darkest times. For managers, leading after failure can seem like a daunting task, but overcoming obstacles with grace is one of the cornerstones for developing wisdom.

Our first President of the United States, George Washington, was no stranger to failure. In fact, during the French and Indian War, he experienced failure at Fort Necessity when he surrendered to the French. The defeat was embarrassing for the 22-year-old lieutenant colonel, but instead of wallowing in failure, Washington learned from his mistakes. More importantly, he consulted others, pursued the colonies’ freedom-driven mission and ultimately became one of America’s most admired presidents.

Another beloved president, John F. Kennedy, experienced a devastating setback after the failed Bay of Pigs invasion on Cuba. The futile attempt to overthrow the communist island resulted in his critics calling Kennedy inexperienced and weak.

Not long after this misstep, the Cuban missile crisis began, thrusting Kennedy to the helm of a precariously positioned ship once more. Instead of allowing his past failures to define the future, he learned from his failure and helped guide our nation away from the brink of destruction. Kennedy knew that leaders must have clear vision and a willingness to accept and learn from past mistakes.

Conclusion

Lessons taught before the internet and, in some cases, even the telegram, still apply to today’s business leaders. While many teachings are contingent upon the context of the history, others are universal and stand the test of time.

In the words of President John Quincy Adams, “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”

 

 


Jim Quillen

by Jim Quillen


Author Bio: As director of business intelligence at Paycom, Jim Quillen is responsible for a team of analysts, survey professionals and product strategists who handle reporting, analysis, client feedback and internal product development. Quillen, a CPA by training, has worked in many fields during his career, including finance, auditing, recruiting, sales, business development and software implementation. Prior to his current role, Quillen has served Paycom as the director of new client implementation and director of recruiting.

Why HR and PR Need to be Friends

Share on Facebook Share on Twitter Share on LinkedIn Share on Google Plus Share through email Print it More share options

Why HR and PR Need to be Friends

Today’s tech has created an environment with 24/7 access and instant communication. Anyone, anywhere, at any time can share live company updates, photos and videos to countless followers, media outlets, investors and competitors.

This live and on-demand style of communication directly impacts your HR department, since employee actions and consumer satisfaction can be shared in seconds. Your employees, who directly engage with the brand, instantly can become either a champion or a liability.

Trending for the wrong reasons

Consider the recent heightened awareness around the airline industry’s customer service. With the average flight carrying an estimated 230 passengers, a flight crew may have a few hundred citizen journalists on any given flight. The environment has evolved into a “neighborhood watch” under which every employee action is open for documentation, praise or scrutiny.

Overnight, one of your employees – if not your entire company – can make headlines. Another example is last year’s viral video of an upset Michael’s customer claiming mistreatment at the register. The smartphone footage of the store manager remaining calm and composed through the customer’s anger quickly gained national media attention. The store employee received a wave of positive public support and the attention prompted Michael’s corporate office to release an official company statement on the incident.

Benefits of linking HR and PR

In some cases, like a recent incident with a national airline, once HR relates sensitive information to the PR team, it’s often too late to circumvent less-than-desirable online and media attention. Establishing early lines of communication between the two departments is an advantage not only to the general health of a business, but also to a company’s crisis plan.

Media attention is often generated by unexpected circumstances such as:

  • local and national awards and accolades
  • campus emergency
  • fatality or injury
  • consumers organically praising the brand a.k.a. employer brand lift
  • illegal employee activity
  • successful marketing campaigns going viral
  • destruction from natural disaster, power outage

With the speed and convenience of today’s communication, every interaction with a company can be immediately shared. Because of this, HR and PR should be closely intertwined within the fabric of a company. Individuals often are raised to learn that integrity is what you do when no one is watching. Now, everyone is always watching.

 Empowered employees are the best ambassadors

How can companies better prepare employees to understand the vulnerabilities of this emerging climate? By strengthening the relationship between your HR and PR departments and empowering your employees with the right training, which proactively educates your workforce on potential pitfalls of mobile technology. Your employees, properly trained on the dos and don’ts of online conversations, are now ambassadors instead of liabilities.

In the not-too-distant past, CHROs had little visibility into the market insights of the CCO and CMO. But now, with the growth of social media, today’s savvy executives recognize that their PR and marketing counterparts have a front-row seat to product feedback and how employees are performing in real time.

In order to avoid being tomorrow’s headline fodder, ensure that your HR and PR departments are developing social media and public relations training for your employees. Everyone, from the receptionist to the CIO, needs to be aware that their actions could be displayed to a public audience and even go viral.

We will discuss how HR and PR can join forces to communicate an organization’s value, culture and personality, which plays a key part in company branding and policy in part two of this blog, titled What Happens When HR and PR are BFFs.

Be sure to check out the latest episode of our HR Break Room podcast “Fight or Flight: What HR Can Learn from the United PR Disaster” to learn more about how HR can help prevent negative incidents by working closely with their PR and legal teams, and how to create policies that empower employees to mitigate tricky situations.

Tags: , , , , ,
Posted in Blog, Employment Law, Featured, Talent Management


Author Bio: A writer, speaker and business leader, Jason has been the communications pulse for a number of organizations, including Paycom where he is the director of public relations and corporate communications. A featured writer on human capital management technology, leadership and the Affordable Care Act, Jason launched Paycom’s blog, webinar platform and social media channels, helping empower organizations around the nation. Jason is attuned to the needs of businesses and helped develop a tool to aid organizations in their pursuit to comply with the ACA; one of the largest changes in healthcare the country has seen. While working in athletics for ESPN and FoxSports, Jason learned the importance of hard work and branding. In his free time he enjoys adventuring with his family, reading and exploring new areas to strengthen his business acumen.

reverification

Best Practices for Utilizing Section 3 of the Form I-9

Share on Facebook Share on Twitter Share on LinkedIn Share on Google Plus Share through email Print it More share options

Best Practices for Utilizing Section 3 of the Form I-9

Employers are used to filling out Section 1 and Section 2 of Form I-9 because it’s required for every employee. However, Section 3 – otherwise known as the reverification process– can be a bit mystifying.

Who should be reverified?

Employees with expiring employment authorization or documentation should be reverified to ensure continued authorization to work in the United States. The need for reverification is determined by looking at the List A and List C documents that were presented when the I-9 was initially completed. The work authorization expiration date entered by the employee in Section 1, if any, also should be taken into consideration.

When should the reverification process be completed?

The reverification process should be completed prior to the expiration date of the employee’s authorization or documentation. The expiration date is found in two places: the date provided by the employee in Section 1, and the date recorded under List A or List C in Section 2. If these dates conflict, employers should use the earlier date to determine when reverification is necessary.

The United States Citizenship and Immigration Services (USCIS) recommends reminding employees that their documentation will expire at least 90 days ahead of the expiration date. This gives them time to present a List A or List C document or receipt showing continued work authorization. Paycom’s Document and Task Management system helps to ease the burden on employers by providing reminders 90 days prior to an employee’s reverification date.

When should the reverification process NOT be used?

Knowing when you cannot reverify an employee is important, too. U.S. citizens and noncitizen nationals should not be reverified. Additionally, lawful permanent residents should not be reverified if they provide a Form I-551, Permanent Resident or Alien Registration Receipt card for Section 2. An employee’s citizenship status is found in Section 1, as well as at the top of Section 2. Also, List B documents – even if they expire – should not be reverified.

How do you complete Section 3?

To complete Section 3, simply examine the unexpired documents presented by your employee to determine if they appear to be authentic and relate to your employee. Then, record the document title, document number and expiration date, if there is one. Lastly, sign and date this section. You must use Section 3 from the most recent Form I-9, even if the employee’s original form is an older version.  Likewise, if you previously have completed Section 3 for the employee, you should use Section 3 on a new version of the form and attach it to the employee’s original I-9.

 Other instances in which you can use Section 3

Employers also may complete Section 3 when an employee is rehired within three years of the date that the Form I-9 was originally completed. To complete Section 3 for rehires:

  • Confirm that the original I-9 relates to the employee.
  • Determine if the employee is still authorized to work or if reverification is required by reviewing Section.
  • Enter the date of rehire in Section 3 if the employee’s work authorization is still valid.
  • If expired, request the employee’s valid List A or List C document and complete a Section 3 reverification.
  • Sign and date Section 3.

 

Name Changes

You also can use Section 3 to record when your employee has a legal name change. You are not required to update Form I-9 for name changes. However, the USCIS recommends maintaining correct information on an employee’s Form I-9. Similarly, you are not required to request documentation of a name change from an employee, but it is recommended in order to be reasonably assured of your employee’s identity if the government ever asks to audit the Form I-9.

Paycom’s Document and Task Management solution automates employment verification from within the Paycom system to help ensure compliance and reduce your exposure to audits and penalties from Form I-9 violations. Employees and employers can complete the Form I-9 online, including Section 3, utilize electronic signature verification, and securely store completed Form I-9s and supporting documentation within the Paycom system.

Tags: , , ,
Posted in Blog, Compliance, Document Management, Featured

Alyssa Looney

by Alyssa Looney


Author Bio: As a compliance attorney for Paycom, Alyssa Looney monitors laws, rules and regulations to ensure that the Paycom software is up to date, specifically regarding immigration law and state law developments in the Western United States. She holds a JD and an MBA from Pennsylvania State University, as well as a bachelor’s degree from Texas A&M University. Outside of work, Alyssa enjoys cooking, being active, playing with her puppy and exploring Oklahoma City.

May the 4th

Disturbance in Your Workforce? May the 4th Be With You

Share on Facebook Share on Twitter Share on LinkedIn Share on Google Plus Share through email Print it More share options

A short time ago in an employee suggestion box not far, far away, this note from a disengaged employee was discovered.

Dear Management,

Being a real trooper, I’ve faithfully served this empire for many parsecs. But lately, morale here is in the trash compactor. I’m close to “storming” out of here! Here’s why:

  • We don’t feel valued. It’s challenging to work for someone who acts like a dictator. (The black cape? A bit much.)
  • We want a comfortable working environment. These uniforms don’t exactly help. (I have to plan bathroom breaks 30 minutes in advance.)
  • We want to contribute, but we’re afraid the boss will choke us from across the room if he doesn’t like what we say. A little two-way constructive feedback could make a death star-sized difference. 
  • I find our lack of training disturbing. With the literal universe at our fingertips, why do we not have an online learning management system?

A disengaged staff is a real phantom menace. Don’t let this happen; awaken your workforce today with our “What Employees Want” toolkit to help you keep the force in your workforce as strong as possible.

Tags: , , , , , ,
Posted in Blog, Employee Engagement, Featured, HR Management, Learning Management, What Employees Want

Rod Lott

by Rod Lott


Author Bio: As Paycom’s Creative Services Manager, Rod Lott brings more than two decades of experience in marketing, advertising, branding and journalism. A published author and a graduate of the University of Oklahoma, he has worked with such brands as Blue Cross Blue Shield, Sonic Drive-In and OU.

X

Learn more about Paycom

  • Are you a current Paycom Client?

    Yes

    No

    • Talent Acquisition

    • Time & Labor Management

    • Payroll

    • Talent Management

    • HR Management

  • Subscribe me to Paycom's newsletter.

*Required

We promise never to sell, rent or share your personal information with a third party unless required by law. By submitting this form, you accept our Terms of Use and Privacy Policy.