Message to leaders: employees are demanding a new kind of manager-worker relationship. If employees do not trust the organization’s decision-making process and results, they also will not trust your ability to lead the company successfully.
Consistently demonstrate a set of core values, listen to employees, ask for their ideas, and communicate your strategies. Help employees understand that you value their contributions. If you ensure that employees feel valued, treat them with respect, and demonstrate a sincere interest in collaboration, you will engender profound loyalty that has positive and measurable returns: star talent will not be easily lured way, your overall attrition rate will decrease, and both performance and productivity will improve.
Communication and trust go hand-in-hand. If employees do not know where the organization is heading and why – and feel that their ideas do not matter – you will suffer the consequences. If you help your staff feel valued and engage them in key decision-making processes, the more likely is it they will feel a sense of job satisfaction. Happy employees make smarter decisions and work harder – simply because they believe their ideas and contributions matter.
Business & Talent. Aligned.
How you manage talent spells the difference between success and failure. To gain a competitive edge, leaders must be prepared to address shifting economic, social and demographic trends that impact workforce performance. Stay informed with research, insights and advice from our leading industry experts. The world of work is changing. Is your company ready?
Showing posts with label leadership. Show all posts
Showing posts with label leadership. Show all posts
Tuesday, November 23, 2010
Wednesday, October 27, 2010
Playing Goal Keeper
In sports, a goal keeper is a player that is charged with directly preventing the opposite team from scoring by defending the goal. As a leader, you need to be a goal keeper of a different sort. You need to be the one who establishes goals for your team, clearly communicates them on a regular basis, and the person who helps your talent to learn ways to fulfill and exceed the set objectives.
Goal setting involves establishing specific, measurable and time-targeted objectives. Sure, that sounds easy enough. But how do you do this in an uncertain operating environment, where the winds of change are constant and the latest fire drill flips the priorities? In essence, goal setting today is a lot like chasing moving targets. But the reality is that uncertainty and change are the norms of doing business today. If you don’t establish goals, it’s easy to lose your line of site and miss out on fulfilling the broader vision for the organization.
With a clear vision, one that is regularly articulated and discussed with your team, you can define accountability for meeting goals and have a solid platform to loop back and review performance. It’s important for leaders to regularly communicate with the team, set milestones on the path to achieving the goals, and ask for regular updates from everyone on progress.
If you can’t measure it, you can’t manage it. Establish concrete criteria for measuring progress toward the attainment of each goal you set with your team. When you measure progress, the whole team is more likely to stay on track, reach target dates, and experience the sense of achievement that spurs everyone on to continue the efforts required to reach new goals.
Boost the commitment and development of your team by setting goals that will help to stretch their learning. Employees want career development opportunities. Employees want to be led by those who recognize and appreciate them, and who give them the opportunity to be challenged and enriched by their work.
Is your team clear on the goals for your organization? Are you actively keeping them on track to fulfill them?
Goal setting involves establishing specific, measurable and time-targeted objectives. Sure, that sounds easy enough. But how do you do this in an uncertain operating environment, where the winds of change are constant and the latest fire drill flips the priorities? In essence, goal setting today is a lot like chasing moving targets. But the reality is that uncertainty and change are the norms of doing business today. If you don’t establish goals, it’s easy to lose your line of site and miss out on fulfilling the broader vision for the organization.
With a clear vision, one that is regularly articulated and discussed with your team, you can define accountability for meeting goals and have a solid platform to loop back and review performance. It’s important for leaders to regularly communicate with the team, set milestones on the path to achieving the goals, and ask for regular updates from everyone on progress.
If you can’t measure it, you can’t manage it. Establish concrete criteria for measuring progress toward the attainment of each goal you set with your team. When you measure progress, the whole team is more likely to stay on track, reach target dates, and experience the sense of achievement that spurs everyone on to continue the efforts required to reach new goals.
Boost the commitment and development of your team by setting goals that will help to stretch their learning. Employees want career development opportunities. Employees want to be led by those who recognize and appreciate them, and who give them the opportunity to be challenged and enriched by their work.
Is your team clear on the goals for your organization? Are you actively keeping them on track to fulfill them?
Tuesday, October 26, 2010
Worried About Work
Increasingly, I’m hearing that employees are worried about work and, as a result, many are stressed and tense. One of the most common reasons for this worry is a lack of confidence in being able to meet expectations. While workloads have increased as a result of layoffs and cutbacks, managers can go a long way in reducing stress and boosting confidence. How? First, invest time by engaging in regular career discussions. Next, ensure employees are equipped with the tools and have access to the resources needed to excel in their jobs. Then, look for ways to develop them so they're ready for what's next.
Many leaders these days are asking employees to do more, to do it in new ways, or even to do something entirely different. It’s a matter of enterprise-wide agility to sustain performance in volatile market conditions. Jobs and responsibilities are changing, business models are being redesigned, and generally there are just fewer people to do more work. Individuals need to be developed to rise to the next level of required performance. Companies that invest in talent to meet present and future needs have a strategic advantage – an agile, ‘ready-now’ workforce that can respond to changing needs.
With so many competing pressures and responsibilities, as well as constant change due to market realities, career management discussions can end up on the back burner for both managers and individuals. Having such discussions with employees can be a great first step in getting employees more broadly engaged. But managers need to be equipped with the tools to discuss career opportunities and create an environment where employees feel valued and want to grow in their roles. If successful, the outcome will be greater job satisfaction, commitment, and even advocacy – all essential for a healthy bottom line. If unsuccessful, workers will continue to feel stressed and pressured, which will likely harm the organization’s culture and overall performance.
Managers are in a great position to help employees find meaning in their work. When employees are passionate about what they do and really believe they are adding value, most find greater satisfaction in how they contribute to the organization’s success. And employers benefit by building a highly engaged workforce that outperforms the competition.
Are your employees worried about work? When was the last time you talked with them about their careers?
Many leaders these days are asking employees to do more, to do it in new ways, or even to do something entirely different. It’s a matter of enterprise-wide agility to sustain performance in volatile market conditions. Jobs and responsibilities are changing, business models are being redesigned, and generally there are just fewer people to do more work. Individuals need to be developed to rise to the next level of required performance. Companies that invest in talent to meet present and future needs have a strategic advantage – an agile, ‘ready-now’ workforce that can respond to changing needs.
With so many competing pressures and responsibilities, as well as constant change due to market realities, career management discussions can end up on the back burner for both managers and individuals. Having such discussions with employees can be a great first step in getting employees more broadly engaged. But managers need to be equipped with the tools to discuss career opportunities and create an environment where employees feel valued and want to grow in their roles. If successful, the outcome will be greater job satisfaction, commitment, and even advocacy – all essential for a healthy bottom line. If unsuccessful, workers will continue to feel stressed and pressured, which will likely harm the organization’s culture and overall performance.
Managers are in a great position to help employees find meaning in their work. When employees are passionate about what they do and really believe they are adding value, most find greater satisfaction in how they contribute to the organization’s success. And employers benefit by building a highly engaged workforce that outperforms the competition.
Are your employees worried about work? When was the last time you talked with them about their careers?
Monday, October 25, 2010
"Etiquette" versus "Getting the Job Done"
There’s an interesting new book out on workplace etiquette, which I read about in Forbes. It shed some light on new discourse between managers and employees… though I’m not sure I completely agree.
The author, Vicky Oliver, advises that when it comes to communication, be it by phone, text or e-mail, many of us managers need to be more mindful of business etiquette. Apparently, leaving a voicemail message when you know the recipient isn't there to pick up the phone is bad form. Seriously? Well, then why do we have voice mail at all?
Oliver also advises managers to never send communications late at night. She says: “If you get a brainstorm at midnight, go ahead and write that note, but put it in your draft folder and then hit send at 9 a.m. It's bad boss etiquette to harass your employees with notes after hours or on the weekend."
So here’s my issue: I have no problem with employees setting boundaries and not feeling obligated to work 24/7. But in my role as a leader, responsible for innovation, my creativity does not always come during “formal” work hours, which are mostly booked solid with client and staff meetings. So when I have some time to think, reflect and ponder, it often spurs creativity and it’s more efficient for me to share these ideas with my team when they come to mind. And my team is globally dispersed. So when it’s 9:00 a.m. in Philadelphia, it’s midnight in Sydney. How does Oliver’s etiquette fit into this scenario?
I don’t advocate using technology as a collar to keep employees “on call” 24 hours a day. But I do expect to use technology as a way to enable my team to accomplish more, getting it done better and faster. My perspective is that if you want to be highly valued as a member of the team, you need to be available, flexible and responsive. These are some of the values that separate average employees from the star performers. Not everything fits neatly into a 9 to 5 box. Sometimes it just comes down to getting the job done.
I believe that my employees will perform better if they have a clear understanding of where we are heading, what is expected of them, if they are empowered to do what they do best and if they trust me to lead them.
Which side of the fence do you sit: being up on the latest etiquette or getting the job done?
The author, Vicky Oliver, advises that when it comes to communication, be it by phone, text or e-mail, many of us managers need to be more mindful of business etiquette. Apparently, leaving a voicemail message when you know the recipient isn't there to pick up the phone is bad form. Seriously? Well, then why do we have voice mail at all?
Oliver also advises managers to never send communications late at night. She says: “If you get a brainstorm at midnight, go ahead and write that note, but put it in your draft folder and then hit send at 9 a.m. It's bad boss etiquette to harass your employees with notes after hours or on the weekend."
So here’s my issue: I have no problem with employees setting boundaries and not feeling obligated to work 24/7. But in my role as a leader, responsible for innovation, my creativity does not always come during “formal” work hours, which are mostly booked solid with client and staff meetings. So when I have some time to think, reflect and ponder, it often spurs creativity and it’s more efficient for me to share these ideas with my team when they come to mind. And my team is globally dispersed. So when it’s 9:00 a.m. in Philadelphia, it’s midnight in Sydney. How does Oliver’s etiquette fit into this scenario?
I don’t advocate using technology as a collar to keep employees “on call” 24 hours a day. But I do expect to use technology as a way to enable my team to accomplish more, getting it done better and faster. My perspective is that if you want to be highly valued as a member of the team, you need to be available, flexible and responsive. These are some of the values that separate average employees from the star performers. Not everything fits neatly into a 9 to 5 box. Sometimes it just comes down to getting the job done.
I believe that my employees will perform better if they have a clear understanding of where we are heading, what is expected of them, if they are empowered to do what they do best and if they trust me to lead them.
Which side of the fence do you sit: being up on the latest etiquette or getting the job done?
Thursday, October 21, 2010
Is Change Interfering With Your Productivity?
Nearly two-thirds of senior executives and human resource professionals say that employees are struggling to focus amidst all the changes at work, according to a recent poll conducted by Right Management. While that may not be completely surprising to you, the larger problem is that they also acknowledge it is seriously impacting productivity levels.
Reacting to change is an emotional roller coaster. The greater the impact of the event and the less welcomed the change is for people, the more dramatic the emotional response will be. The process often includes a time of clinging to the past, followed by a period of apathy or hopelessness, and finally the eventual acceptance and positive movement toward the future. It’s actually a healing process, and individuals differ greatly in how long they move through it and how well.
To accelerate the pace of change implementation and increase the potential of succeeding with the objectives driving the change, you need to build change management capabilities at all organizational levels. Each organizational level – senior leaders, middle managers and staff – needs to learn how to effectively respond to and manage change. But each requires different capabilities, depending on role and amount of control over the process. For instance:
-- Senior leaders need to ensure engagement and alignment. They should encourage input from employees, communicate and keep them informed about the change process, value and act on ideas, follow through on actions, and model appropriate responses to change.
-- Middle managers need to facilitate change and help employees understand the reasons and objectives for the change. Provide direction and support, understand typical responses and cycles of change, guide people through the cycle, and help them to maintain their productivity through the process.
-- Employees need to continue to meet performance objectives during and after a change initiative. Involve them in the process. Ensure they understand the rationale for change, their role in making change work, and what is expected of them. Create strategies to help them overcome natural resistance to change, and show them how to recognize their own styles and reactions to change through assessments, workshops and team meetings.
If you are frustrated with the impact of change on productivity, consider building change management capabilities at all organizational levels. Are your employees struggling to focus and maintain performance levels?
Reacting to change is an emotional roller coaster. The greater the impact of the event and the less welcomed the change is for people, the more dramatic the emotional response will be. The process often includes a time of clinging to the past, followed by a period of apathy or hopelessness, and finally the eventual acceptance and positive movement toward the future. It’s actually a healing process, and individuals differ greatly in how long they move through it and how well.
To accelerate the pace of change implementation and increase the potential of succeeding with the objectives driving the change, you need to build change management capabilities at all organizational levels. Each organizational level – senior leaders, middle managers and staff – needs to learn how to effectively respond to and manage change. But each requires different capabilities, depending on role and amount of control over the process. For instance:
-- Senior leaders need to ensure engagement and alignment. They should encourage input from employees, communicate and keep them informed about the change process, value and act on ideas, follow through on actions, and model appropriate responses to change.
-- Middle managers need to facilitate change and help employees understand the reasons and objectives for the change. Provide direction and support, understand typical responses and cycles of change, guide people through the cycle, and help them to maintain their productivity through the process.
-- Employees need to continue to meet performance objectives during and after a change initiative. Involve them in the process. Ensure they understand the rationale for change, their role in making change work, and what is expected of them. Create strategies to help them overcome natural resistance to change, and show them how to recognize their own styles and reactions to change through assessments, workshops and team meetings.
If you are frustrated with the impact of change on productivity, consider building change management capabilities at all organizational levels. Are your employees struggling to focus and maintain performance levels?
Wednesday, October 13, 2010
What Do You See In the Mirror?
Trust in managers is in short supply these days. According to Deloitte’s annual Ethics & Workplace Survey, 48% of employed Americans report a loss of trust in their employers and 46% say lack of transparent communication from their companies’ leadership are the primary reasons for pursuing new employment at the end of the recession. Clearly, something is wrong.
Truly great leaders have acute self-awareness. They regularly look in the mirror, questioning, pushing and critiquing their own performance and perceptions.
Sure, 360 degree assessments can help in a formal way to gather feedback about what others think of your leadership style. But with social media, there are also many informal ways to solicit this input. Track sites like glassdoor.com to read employees’ candid perceptions of companies and their top leadership. In fact, your own firm may be rated on the site.
If your employees don’t trust you, they won’t follow you. And if they don’t follow you, no one is executing the business strategy. In essence, workers want to be able to follow inspiring leaders who demonstrate values they can relate to, someone who is authentic, has a vision, listens, communicates openly and honestly, supports and recognizes high performance and shows that he or she authentically cares.
Great leadership is neither a profession nor a science, but a practice. As Talent Management reports, individuals cannot lead others until they have mastered their own state of being — who they are, what they believe and how they behave. State of being speaks to the sum total of managers' attitudes, beliefs, actions and values. It spans their vision of the future and presence in the moment.
There has likely never been a time when leaders are under so much scrutiny to behave credibly and ethically. Credible leaders are trustworthy, competent, dynamic, inspiring and accountable. It’s not enough to demonstrate one or two of these attributes. Today, a credible leader needs to hold all of these attributes, while being proficient and competent to execute strategically. It is each leader's responsibility to build an engaged, high-performance workforce.
Do your employees perceive you as trustworthy and credible? Are you ready to take a look in the mirror?
Truly great leaders have acute self-awareness. They regularly look in the mirror, questioning, pushing and critiquing their own performance and perceptions.
Sure, 360 degree assessments can help in a formal way to gather feedback about what others think of your leadership style. But with social media, there are also many informal ways to solicit this input. Track sites like glassdoor.com to read employees’ candid perceptions of companies and their top leadership. In fact, your own firm may be rated on the site.
If your employees don’t trust you, they won’t follow you. And if they don’t follow you, no one is executing the business strategy. In essence, workers want to be able to follow inspiring leaders who demonstrate values they can relate to, someone who is authentic, has a vision, listens, communicates openly and honestly, supports and recognizes high performance and shows that he or she authentically cares.
Great leadership is neither a profession nor a science, but a practice. As Talent Management reports, individuals cannot lead others until they have mastered their own state of being — who they are, what they believe and how they behave. State of being speaks to the sum total of managers' attitudes, beliefs, actions and values. It spans their vision of the future and presence in the moment.
There has likely never been a time when leaders are under so much scrutiny to behave credibly and ethically. Credible leaders are trustworthy, competent, dynamic, inspiring and accountable. It’s not enough to demonstrate one or two of these attributes. Today, a credible leader needs to hold all of these attributes, while being proficient and competent to execute strategically. It is each leader's responsibility to build an engaged, high-performance workforce.
Do your employees perceive you as trustworthy and credible? Are you ready to take a look in the mirror?
Tuesday, October 12, 2010
Why Aren't We Getting Anything Done?
As BNET reports, U.S. companies’ return on assets (ROA) have progressively dropped 75% from their 1965 level despite rising labor productivity. Even the highest-performing companies are struggling to maintain their ROA rates and are increasingly losing their positions as market leaders.
In essence, we’re getting less done. Why? Lots of reasons, but let’s hone in on one… How long does it take to identify a problem, evaluate the opportunity or challenge, strategize a course of action, create a plan and execute? How many task forces do you put into place, how many meetings are held, and how many people are offering feedback before anything gets done? And worse, how many times do the task teams fall apart, lose focus and momentum, and fail to follow through on goals or actually take any positive forward action?
It’s hard work and it takes strong self-management skills, determination and a real commitment to get things done in the operating environments of many businesses today. Too many initiatives hit a wall when the real work needs to get actioned. Everything we do doesn’t need to be accomplished by a team. We need to empower individuals – coach them to reach out to key stakeholders to ensure everyone is aligned and on board, seek guidance from experts and colleagues – and work smarter and faster.
As leaders, we need to ensure we aren’t road blocks to productivity. It may feel risky to loosen control and resist micromanaging. But a good leader empowers his or her people in ways that make employees want to do their best. Encourage employees to work to their strengths. It’s in our nature to be driven to perform and achieve personal accomplishments. Give power to individuals and then recognize and reward them for taking the initiative, running with a solution, and coach – rather than direct or criticize – if the course of action needs to be adjusted. The end result is better performance, higher productivity and stronger commitment.
How much are your employees getting done these days?
In essence, we’re getting less done. Why? Lots of reasons, but let’s hone in on one… How long does it take to identify a problem, evaluate the opportunity or challenge, strategize a course of action, create a plan and execute? How many task forces do you put into place, how many meetings are held, and how many people are offering feedback before anything gets done? And worse, how many times do the task teams fall apart, lose focus and momentum, and fail to follow through on goals or actually take any positive forward action?
It’s hard work and it takes strong self-management skills, determination and a real commitment to get things done in the operating environments of many businesses today. Too many initiatives hit a wall when the real work needs to get actioned. Everything we do doesn’t need to be accomplished by a team. We need to empower individuals – coach them to reach out to key stakeholders to ensure everyone is aligned and on board, seek guidance from experts and colleagues – and work smarter and faster.
As leaders, we need to ensure we aren’t road blocks to productivity. It may feel risky to loosen control and resist micromanaging. But a good leader empowers his or her people in ways that make employees want to do their best. Encourage employees to work to their strengths. It’s in our nature to be driven to perform and achieve personal accomplishments. Give power to individuals and then recognize and reward them for taking the initiative, running with a solution, and coach – rather than direct or criticize – if the course of action needs to be adjusted. The end result is better performance, higher productivity and stronger commitment.
How much are your employees getting done these days?
Thursday, September 23, 2010
It's Time to Get Off the Bench
There’s a lot of data circulating in recent months, including our own, that cite how many employees are displeased with management, disengaged, stressed with more work and longer hours and looking for opportunities to leave. But will they really leave? As Dan Walter put it in a recent post: “Employee engagement surveys are like New Year’s Resolutions.” Meaning, what people say they want to do is not always what they actually do.
But the reality is employees are leaving. One in two employees has been approached with a job offer in the past 6 months, while 54% of companies reported losing top performers in the same time period.
Our own engagement research found that as many as one in two employees are disengaged. If you are doing your own engagement studies, then you have insights into how your own employees are feeling. If you have the data, act on it. Those who “quit and stay” -- we call them "Benchwarmers" -- are a real drain on productivity. While many may want to quit, the worst thing is that many don’t. Instead, you run the risk of them quitting in terms of their commitment and loyalty, but staying on the payroll just the same. That is not to say that these people are no longer valuable to the organization. They may have just lost interst in their job or role but could still be highly committed to the organization’s direction, values and culture. Oftentimes, with the right type of re-assignment, re-deployment or expanded job responsibilities, these people can be effectively re-engaged. It is often far more cost effective to look for ways to re-engage this group rather than lose these people who you've invested in and who possess valuable institutional knonwledge.
Either way, you’re courting disaster if you don’t address the problems within the organization that are leading to high levels of disengagement, while failing to support one of the greatest sources of influence on engagement levels: managers. If left unaddressed, customer service, ability to attract high caliber talent, the employer brand, productivity, and ultimately, performance will all suffer. Make the hard decisions fast about the complacent employees who are warming your benches. No company is going to move to the number one position in their industry with a complacent workforce.
Do you know who the benchwarmers are in your organization? Do you know your options for dealing with them?
But the reality is employees are leaving. One in two employees has been approached with a job offer in the past 6 months, while 54% of companies reported losing top performers in the same time period.
Our own engagement research found that as many as one in two employees are disengaged. If you are doing your own engagement studies, then you have insights into how your own employees are feeling. If you have the data, act on it. Those who “quit and stay” -- we call them "Benchwarmers" -- are a real drain on productivity. While many may want to quit, the worst thing is that many don’t. Instead, you run the risk of them quitting in terms of their commitment and loyalty, but staying on the payroll just the same. That is not to say that these people are no longer valuable to the organization. They may have just lost interst in their job or role but could still be highly committed to the organization’s direction, values and culture. Oftentimes, with the right type of re-assignment, re-deployment or expanded job responsibilities, these people can be effectively re-engaged. It is often far more cost effective to look for ways to re-engage this group rather than lose these people who you've invested in and who possess valuable institutional knonwledge.
Either way, you’re courting disaster if you don’t address the problems within the organization that are leading to high levels of disengagement, while failing to support one of the greatest sources of influence on engagement levels: managers. If left unaddressed, customer service, ability to attract high caliber talent, the employer brand, productivity, and ultimately, performance will all suffer. Make the hard decisions fast about the complacent employees who are warming your benches. No company is going to move to the number one position in their industry with a complacent workforce.
Do you know who the benchwarmers are in your organization? Do you know your options for dealing with them?
Wednesday, September 22, 2010
Relinquish Control and Share the Glory
One of the best ways for leaders to really demonstrate how much they value their employees is to relinquish control, loosen the ties and give them exposure throughout the organization. It’s a great way to prove your trust in them while at the same time helping to build their confidence and manage risks.
Recognizing your team and empowering them to represent your department demonstrates how much you value their contributions and confidence in their ability. This effort goes a lot further than merely saying “Thanks”. Although regular demonstrations of appreciation do go a long to foster engagement, commitment and pride. As Bob Sutton writes in his blog, it’s about giving as much credit to each employee as he or she deserves. The good boss goes the extra mile to make sure that employees succeed in their jobs and keep developing skills. And this includes giving them the opportunity to communicate and shine with higher levels of management in the organization.
It may feel risky to loosen control and let go of micromanaging. But a good manager empowers people in ways that make employees want to do their best to and contribute in meaningful ways. The end result is better performance, higher productivity and stronger commitment.
Of course, an employee may miss the mark from time to time. But this is an opportunity for the leader to be a coach and not a referee. Help employees to learn from mistakes and address conflicts rather than ignore or dismiss it. Model your own behavior as a way to inspire your employees to emulate you.
At the end of the day, you want to be a mentor to your employees so that they can be the best they can be and prepare them to take the company forward. Are you ready to relinquish some control?
Recognizing your team and empowering them to represent your department demonstrates how much you value their contributions and confidence in their ability. This effort goes a lot further than merely saying “Thanks”. Although regular demonstrations of appreciation do go a long to foster engagement, commitment and pride. As Bob Sutton writes in his blog, it’s about giving as much credit to each employee as he or she deserves. The good boss goes the extra mile to make sure that employees succeed in their jobs and keep developing skills. And this includes giving them the opportunity to communicate and shine with higher levels of management in the organization.
It may feel risky to loosen control and let go of micromanaging. But a good manager empowers people in ways that make employees want to do their best to and contribute in meaningful ways. The end result is better performance, higher productivity and stronger commitment.
Of course, an employee may miss the mark from time to time. But this is an opportunity for the leader to be a coach and not a referee. Help employees to learn from mistakes and address conflicts rather than ignore or dismiss it. Model your own behavior as a way to inspire your employees to emulate you.
At the end of the day, you want to be a mentor to your employees so that they can be the best they can be and prepare them to take the company forward. Are you ready to relinquish some control?
Monday, September 13, 2010
Is the Lunch Break a Relic?
Has the true lunch break become the exception rather than the rule? Fewer than half of employees take a break from work for lunch during their day, according to a new poll by our research team at Right Management. As Anne Fisher writes in a recent Fortune post: “It's a sad day when leaving your desk for 30 minutes can make you fear being branded a slacker, but welcome to the post-recession world.”
We know employees are under a great deal of pressure. Workloads have increased for most employees and many are logging longer hours. But skipping lunch or being reluctant even to step away from the desk is not a good way to deal with the added pressure. On the contrary, taking a break to have lunch may go a long way toward relieving stress, boosting energy, promoting creativity and improving morale.
However, at some companies there is an unwritten expectation that everyone works through lunch. In conversations with employees at various companies, they’ve spoken about the need to apologize for stepping out. This kind of culture isn’t the way to heighten performance and engagement.
If your employees aren’t taking a lunch break, consider encouraging the practice – it’s about quality of life and quality of work. Just 30 to 60 minutes of free time can feel like a mini-vacation – and employees return refreshed, with new ideas, a clear head and probably a healthier, more positive attitude. Be sure to support them and lead the way by taking lunch yourself. And take time to talk with employees to see if individuals are struggling to manage their workloads. Review priorities and deadlines if workers feel they can’t take a break. An oppressive atmosphere where no one feels they can leave their desk is not one that leads to a satisfied, productive and loyal workforce.
Are you giving your employees a break?
We know employees are under a great deal of pressure. Workloads have increased for most employees and many are logging longer hours. But skipping lunch or being reluctant even to step away from the desk is not a good way to deal with the added pressure. On the contrary, taking a break to have lunch may go a long way toward relieving stress, boosting energy, promoting creativity and improving morale.
However, at some companies there is an unwritten expectation that everyone works through lunch. In conversations with employees at various companies, they’ve spoken about the need to apologize for stepping out. This kind of culture isn’t the way to heighten performance and engagement.
If your employees aren’t taking a lunch break, consider encouraging the practice – it’s about quality of life and quality of work. Just 30 to 60 minutes of free time can feel like a mini-vacation – and employees return refreshed, with new ideas, a clear head and probably a healthier, more positive attitude. Be sure to support them and lead the way by taking lunch yourself. And take time to talk with employees to see if individuals are struggling to manage their workloads. Review priorities and deadlines if workers feel they can’t take a break. An oppressive atmosphere where no one feels they can leave their desk is not one that leads to a satisfied, productive and loyal workforce.
Are you giving your employees a break?
Wednesday, September 8, 2010
Communication: Lost in Translation
There is nothing more frustrating during a busy work day as when I receive a cryptic email with a vague request and an immediate deadline. This often leads to numerous back-and-forth emails trying to clarify the message. The result is wasted time due to ineffective communication.
As a leader, you’re in a position to provide frequent communication – whether it be by email, conversations, speeches, press interviews or even through social media. Are you doing all you can to ensure your communications are clear and easily understood? Are you coaching others around you to do the same?
Maybe I’m more of a stickler than most due to my background as an English teacher in the early part of my career. I offer my guidance to help you to shape more effective communications:
-- Provide context: don’t expect anyone to be able to read your mind.
-- Make sure that all communications answer this question for the target recipient: “Why should I care?”
-- Define expectations by focusing on what is important for the audience to know and do as a result of your communication.
We know our message is important and we expect that everyone will take the time to read it. But that’s not true. Take a page from the Forbes article on Great Speeches: "People don't remember much of what they hear, so focus and keep it simple." Skip the BS. Pretentious, extraneous information might make you think you’re adding value, but it obscures the message.
If you want employees to connect with the business mission, vision and strategy, speak directly and plainly. Consider various types of communication vehicles rather than favoring any one channel. Consider how the audience likes to receive information. Speak in bullet points to make messages easy to scan and digest, and connect the dots for the recipient. This cuts down on the time-sucking back-and-forth that goes on when more clarification is needed. It also helps to keep people informed and interested. Share these techniques with your team. Provide guidance. Don’t tolerate ineffective communication.
Are any of your communications getting lost in translation?
As a leader, you’re in a position to provide frequent communication – whether it be by email, conversations, speeches, press interviews or even through social media. Are you doing all you can to ensure your communications are clear and easily understood? Are you coaching others around you to do the same?
Maybe I’m more of a stickler than most due to my background as an English teacher in the early part of my career. I offer my guidance to help you to shape more effective communications:
-- Provide context: don’t expect anyone to be able to read your mind.
-- Make sure that all communications answer this question for the target recipient: “Why should I care?”
-- Define expectations by focusing on what is important for the audience to know and do as a result of your communication.
We know our message is important and we expect that everyone will take the time to read it. But that’s not true. Take a page from the Forbes article on Great Speeches: "People don't remember much of what they hear, so focus and keep it simple." Skip the BS. Pretentious, extraneous information might make you think you’re adding value, but it obscures the message.
If you want employees to connect with the business mission, vision and strategy, speak directly and plainly. Consider various types of communication vehicles rather than favoring any one channel. Consider how the audience likes to receive information. Speak in bullet points to make messages easy to scan and digest, and connect the dots for the recipient. This cuts down on the time-sucking back-and-forth that goes on when more clarification is needed. It also helps to keep people informed and interested. Share these techniques with your team. Provide guidance. Don’t tolerate ineffective communication.
Are any of your communications getting lost in translation?
Wednesday, September 1, 2010
Finding the meaning of... Work
Finding meaning in your work takes a bit of a different path than Monty Python’s parody on The Meaning of Life. Sure, it requires some philosophizing and speculation and probably a few calamities along the way. But most importantly, it requires some understanding of your values, motivators, demotivators, skills and strengths.
People want their jobs to be meaningful. And as they grow more aware of social and environmental issues, they become more interested in having their work align with those values. In fact, as many as 75% of employees find their work to be meaningful, according to a recent poll conducted by our research team. Only 4% of employees rarely or never find meaning in what they do.
Our findings suggest that most people care about their work – how it challenges them, offers a sense of worth or allows them to contribute to larger organizational goals and values. But finding your work meaningful doesn’t necessarily translate into high performance. As a leader, I’m sure you want to strive for a convergence of meaningful work and high performance - creating a powerful catalyst for employees to further the organization’s objectives. It benefits the organization to not only help employees find the kind of work that inspires and motivates them, but ensure employees are committed to the success of their company.
Business schools are doing little to prepare employees to find jobs they enjoy, but leaders and managers can play a real role in helping employees achieve meaning and engagement. Creating this type of environment can be difficult because each individual’s preferences are based on personal values and choices. However, managers are in a great position to identify individual preferences by regularly engaging employees in career discussions – uncovering those areas that drive increased levels of meaning and satisfaction. The challenge is to dig a little deeper and learn whether these same employees are engaged with their job as well as the organization.
Have you had career discussions with your employees lately?
People want their jobs to be meaningful. And as they grow more aware of social and environmental issues, they become more interested in having their work align with those values. In fact, as many as 75% of employees find their work to be meaningful, according to a recent poll conducted by our research team. Only 4% of employees rarely or never find meaning in what they do.
Our findings suggest that most people care about their work – how it challenges them, offers a sense of worth or allows them to contribute to larger organizational goals and values. But finding your work meaningful doesn’t necessarily translate into high performance. As a leader, I’m sure you want to strive for a convergence of meaningful work and high performance - creating a powerful catalyst for employees to further the organization’s objectives. It benefits the organization to not only help employees find the kind of work that inspires and motivates them, but ensure employees are committed to the success of their company.
Business schools are doing little to prepare employees to find jobs they enjoy, but leaders and managers can play a real role in helping employees achieve meaning and engagement. Creating this type of environment can be difficult because each individual’s preferences are based on personal values and choices. However, managers are in a great position to identify individual preferences by regularly engaging employees in career discussions – uncovering those areas that drive increased levels of meaning and satisfaction. The challenge is to dig a little deeper and learn whether these same employees are engaged with their job as well as the organization.
Have you had career discussions with your employees lately?
Monday, August 30, 2010
Bad attitude! Who, me?
Leading in today’s ever-changing business climate can come with frustrations. Change is constant and often implemented at break-neck speed. As a result, employees who are finding it challenging to adjust and adapt quickly often begin to exhibit negative behaviors. And worst of all, negativity is contagious. It’s important to address as soon as you see signs of it in your workplace.
The signals to look for include criticizing others not present, gossiping, power struggles, lack of teamwork or collaboration, tardiness, absenteeism and even a lack of healthy conflict through withdrawal. People are either unskilled or reluctant to have those difficult but crucial conversations -- critical to a productive environment. When employees are bewildered by change and floundering as they try to cope and adapt -- and in the absence of straightforward methods to deal with growing negativity -- productivity and morale can decline swiftly.
Employees express negativity with statements such as “it will never work,” or whining, sarcasm, or sighing, and even outright complaining. As a leader, the worst thing you can do is to remain silent and permit or tolerate bad attitudes and negative behaviors.
Here are some tips to help you eliminate negativity:
--Start with yourself and check your language and behaviors.
--Persist in showing zero tolerance for negativity.
--When negativity could escalate easily, smile…choose not to react in that moment.
--Stop the cycle of a lack of appreciation.
--Don’t collude with the negative employee - Be careful not to validate or encourage negativity just to make the individual feel better.
--Lead by example. Identify and authentically communicate the positive aspects of the situation.
--Offer recognition when deserved and for specific behaviors and results.
--Ask open-ended questions, listen and help develop solutions.
--Counsel the complainer and challenge negative and pessimistic thinking and beliefs.
--Set expectations. Don’t permit others to complain without first suggesting possible solutions.
As a leader, you are in a strong position to break the cycle. At the end of the day, you can’t please everyone. But you can do your best to educate and inspire those around you. Is your negativity level growing? Do you have the skills and motivation to turn yourself and others around?
If you’re interested to learn more on this topic, Manpower is hosting a webinar on Creating Positivity in the Workplace on September 29.
The signals to look for include criticizing others not present, gossiping, power struggles, lack of teamwork or collaboration, tardiness, absenteeism and even a lack of healthy conflict through withdrawal. People are either unskilled or reluctant to have those difficult but crucial conversations -- critical to a productive environment. When employees are bewildered by change and floundering as they try to cope and adapt -- and in the absence of straightforward methods to deal with growing negativity -- productivity and morale can decline swiftly.
Employees express negativity with statements such as “it will never work,” or whining, sarcasm, or sighing, and even outright complaining. As a leader, the worst thing you can do is to remain silent and permit or tolerate bad attitudes and negative behaviors.
Here are some tips to help you eliminate negativity:
--Start with yourself and check your language and behaviors.
--Persist in showing zero tolerance for negativity.
--When negativity could escalate easily, smile…choose not to react in that moment.
--Stop the cycle of a lack of appreciation.
--Don’t collude with the negative employee - Be careful not to validate or encourage negativity just to make the individual feel better.
--Lead by example. Identify and authentically communicate the positive aspects of the situation.
--Offer recognition when deserved and for specific behaviors and results.
--Ask open-ended questions, listen and help develop solutions.
--Counsel the complainer and challenge negative and pessimistic thinking and beliefs.
--Set expectations. Don’t permit others to complain without first suggesting possible solutions.
As a leader, you are in a strong position to break the cycle. At the end of the day, you can’t please everyone. But you can do your best to educate and inspire those around you. Is your negativity level growing? Do you have the skills and motivation to turn yourself and others around?
If you’re interested to learn more on this topic, Manpower is hosting a webinar on Creating Positivity in the Workplace on September 29.
Monday, August 16, 2010
Engagement: "It's Not My Job!"
As many as one-in-three organizations don’t hold their managers accountable for employee engagement levels. Forty-six percent try to do so, but they don’t have any formal systems in place to monitor. Meanwhile, our research and many other knowledgeable sources reinforce that a strong correlation exists between engagement levels and leader behaviors and actions.
Not everyone believes that managers impact engagement, as noted in recent article in Employee Benefits News. Some managers believe that keeping employees engaged is not part of their job description.
Employee engagement is a complex issue. It is true that engagement is driven by many factors which both include and exclude a managers’ influence. And it’s a natural reaction to feel frustrated about being held accountable for things that are often ill-defined. However, some of the top drivers identified in our global research are actually directly aligned with those behaviors cited in the Employee Benefit News article as those for which a manager should be held accountable, such as providing employees with guidance, necessary tools, empowerment and respect. These behaviors have been shown to directly influence engagement levels. The issue isn't just accountability, but understanding how strategy, leadership, processes, culture and customer service factors correlate with engagement.
Employee engagement can’t be dismissed by managers with a “not my problem” attitude. It has to be addressed through management where challenges to engagement levels can be reliably linked to actions or inactions. However, the other factors outside the manager’s influence that drive engagement levels need to be understood and contextualized for each organization so that accurate and effective action plans can be developed and implemented. If you don’t know what drives engagement in your organization, it’s impossible to create an employee engagement strategy. It’s different for every organization, country and industry.
One of the common challenges many organizations face is that managers are often not provided with the coaching or support to develop the behaviors that are important for driving engagement. Many managers are focused on “managing” and getting things done, with little effort on leading and empowering others.
Do you know the engagement drivers for your organization and are you providing the leader development needed to foster engagement-related management behaviors?
Not everyone believes that managers impact engagement, as noted in recent article in Employee Benefits News. Some managers believe that keeping employees engaged is not part of their job description.
Employee engagement is a complex issue. It is true that engagement is driven by many factors which both include and exclude a managers’ influence. And it’s a natural reaction to feel frustrated about being held accountable for things that are often ill-defined. However, some of the top drivers identified in our global research are actually directly aligned with those behaviors cited in the Employee Benefit News article as those for which a manager should be held accountable, such as providing employees with guidance, necessary tools, empowerment and respect. These behaviors have been shown to directly influence engagement levels. The issue isn't just accountability, but understanding how strategy, leadership, processes, culture and customer service factors correlate with engagement.
Employee engagement can’t be dismissed by managers with a “not my problem” attitude. It has to be addressed through management where challenges to engagement levels can be reliably linked to actions or inactions. However, the other factors outside the manager’s influence that drive engagement levels need to be understood and contextualized for each organization so that accurate and effective action plans can be developed and implemented. If you don’t know what drives engagement in your organization, it’s impossible to create an employee engagement strategy. It’s different for every organization, country and industry.
One of the common challenges many organizations face is that managers are often not provided with the coaching or support to develop the behaviors that are important for driving engagement. Many managers are focused on “managing” and getting things done, with little effort on leading and empowering others.
Do you know the engagement drivers for your organization and are you providing the leader development needed to foster engagement-related management behaviors?
Wednesday, August 11, 2010
The benefits of being insubordinate
As marketing guru Seth Godin writes: “What’s the opposite of insubordinate? I guess it’s subordinate. Which is better, I wonder. Is it preferred to do exactly what you’re told, to be clearly subordinate to the system, to the boss, to the short term demands of the organization - or are we better off doing the right thing instead?”
In my opinion, there is tremendous value as a leader to having at least a few insubordinates on your team. As senior leaders, many of us have witnessed CMOs who are surrounded by “yes” people where he/she gets too much agreement and too little candor. Often even the CMO recognizes it and doesn’t know what to do about it.
The challenge is to encourage every team member to speak up, to facilitate more back-and-forth, even if it means dissent from the CMO’s point of view. This also means enabling them to take action without “checking all the boxes,” letting them do what they think is right and allowing them to stake their reputation on it. Insubordinates are often the ones most responsible for moving the company forward – sometimes taking back doors to get stuff done – with the best interest of the company in mind. Insubordinates are the ones who tell it like it is and aren’t satisfied maintaining the status quo. I appreciate it is hard to do this if your organization has a culture that punishes people for pushing back or for taking calculated risks. But there is great value and a need for people who are prepared to challenge and push at times without dancing around the issue or flowering the delivery.
Senior leaders today are inundated with information and competing demands on their time. They are flooded with data, torrents of email and unplanned requests. So team members sometimes find they’re not actually accomplishing anything, but merely passing messages back and forth, waiting for decisions to be made. Make sure the vision is clear and keep the culture productive and high-performing by embracing a little “insubordination”.
What’s the ratio of subordinates to insubordinates that surround you?
In my opinion, there is tremendous value as a leader to having at least a few insubordinates on your team. As senior leaders, many of us have witnessed CMOs who are surrounded by “yes” people where he/she gets too much agreement and too little candor. Often even the CMO recognizes it and doesn’t know what to do about it.
The challenge is to encourage every team member to speak up, to facilitate more back-and-forth, even if it means dissent from the CMO’s point of view. This also means enabling them to take action without “checking all the boxes,” letting them do what they think is right and allowing them to stake their reputation on it. Insubordinates are often the ones most responsible for moving the company forward – sometimes taking back doors to get stuff done – with the best interest of the company in mind. Insubordinates are the ones who tell it like it is and aren’t satisfied maintaining the status quo. I appreciate it is hard to do this if your organization has a culture that punishes people for pushing back or for taking calculated risks. But there is great value and a need for people who are prepared to challenge and push at times without dancing around the issue or flowering the delivery.
Senior leaders today are inundated with information and competing demands on their time. They are flooded with data, torrents of email and unplanned requests. So team members sometimes find they’re not actually accomplishing anything, but merely passing messages back and forth, waiting for decisions to be made. Make sure the vision is clear and keep the culture productive and high-performing by embracing a little “insubordination”.
What’s the ratio of subordinates to insubordinates that surround you?
Monday, August 9, 2010
Do you ask or tell?
We know that leaders can inspire or undermine employees in their everyday activities. So it was refreshing to read Dan Rosenweig’s comments (CEO of Chegg) in the New York Times recently, commenting on his own leadership style: “I try very hard to be descriptive about how we want to define success and not necessarily prescriptive on telling them exactly how we want to do it — because, frankly, many of them are a lot smarter than me at what they do.”
Many of us struggle to build high-performing organizational cultures as we battle the challenges associated with allowing employees to take risks and potentially fail, or giving employees too little latitude to find their own way to the solution, leaving them ill prepared to be effective decision makers or make significant contributions to the success of the organization. Competitive pressures and cost containment leave us with little room for mistakes. What’s the best approach?
If you’re being prescriptive, then you may as well be doing the job. As a leader, I subscribe to the Just Ask leadership approach of asking before telling. Great leaders know just the right questions that direct employees in a way that helps them to find their own way to the solution. Descriptive leaders provide overarching direction and guidance, yet empower people to achieve the vision laid out for them with their own skills and ideas.
Both leadership approaches have some merit depending on what is warranted for the specific situation. But descriptive leadership styles are likely to produce a talent base that is resourceful, can solve problems, is results-focused, empowered and independent.
Have you considered how often you prescribe rather than describe a project brief or desired solution?
Many of us struggle to build high-performing organizational cultures as we battle the challenges associated with allowing employees to take risks and potentially fail, or giving employees too little latitude to find their own way to the solution, leaving them ill prepared to be effective decision makers or make significant contributions to the success of the organization. Competitive pressures and cost containment leave us with little room for mistakes. What’s the best approach?
If you’re being prescriptive, then you may as well be doing the job. As a leader, I subscribe to the Just Ask leadership approach of asking before telling. Great leaders know just the right questions that direct employees in a way that helps them to find their own way to the solution. Descriptive leaders provide overarching direction and guidance, yet empower people to achieve the vision laid out for them with their own skills and ideas.
Both leadership approaches have some merit depending on what is warranted for the specific situation. But descriptive leadership styles are likely to produce a talent base that is resourceful, can solve problems, is results-focused, empowered and independent.
Have you considered how often you prescribe rather than describe a project brief or desired solution?
Thursday, August 5, 2010
Re-recruit your top talent
Linda Heasley, who heads up The Limited, was recently quoted in the New York Times as saying she “re-recruits her team every day”. In these times, not a bad business strategy!
The reality for employers is that 54% of organizations reported involuntarily losing high-performing workers during the first half of the year. Less than one-third were able to retain most of their top talent.
We know there are a lot of unhappy and dissatisfied employees coming out of the recession. But organizations must really focus on their top performers. Top performers are responsible for a significant percentage of the organization’s performance results and are more inclined to walk out the door than ever before. The real top performers in any organization will always have an opportunity to move. As business conditions improve, this will likely create more opportunities for high-value talent to pick and choose what suits them best.
Heasley’s advice is a good reminder that leaders should try to stay in tune with employees at both individual and collective levels. While engagement studies may provide insight into the sentiments of the overall workforce, it’s really important for companies to have a much broader enterprise-wide engagement strategy. One key component of such a strategy includes career discussions with individual employees. Managers need to know what their workers are thinking, what they want from their careers, and align this with the direction of the business.
An organization’s talent is often a company’s only differentiator. And high-performing employees are key to executing on business strategy. Business viability is at risk when workforce strategies and talent plans are ignored.
Employee engagement needs to be an active and ongoing part of your overall workforce strategy and part of leadership's everyday mindset. Do you know the engagement levels of your own workforce? And are your top-performers at risk of flight?
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The reality for employers is that 54% of organizations reported involuntarily losing high-performing workers during the first half of the year. Less than one-third were able to retain most of their top talent.
We know there are a lot of unhappy and dissatisfied employees coming out of the recession. But organizations must really focus on their top performers. Top performers are responsible for a significant percentage of the organization’s performance results and are more inclined to walk out the door than ever before. The real top performers in any organization will always have an opportunity to move. As business conditions improve, this will likely create more opportunities for high-value talent to pick and choose what suits them best.
Heasley’s advice is a good reminder that leaders should try to stay in tune with employees at both individual and collective levels. While engagement studies may provide insight into the sentiments of the overall workforce, it’s really important for companies to have a much broader enterprise-wide engagement strategy. One key component of such a strategy includes career discussions with individual employees. Managers need to know what their workers are thinking, what they want from their careers, and align this with the direction of the business.
An organization’s talent is often a company’s only differentiator. And high-performing employees are key to executing on business strategy. Business viability is at risk when workforce strategies and talent plans are ignored.
Employee engagement needs to be an active and ongoing part of your overall workforce strategy and part of leadership's everyday mindset. Do you know the engagement levels of your own workforce? And are your top-performers at risk of flight?
JYZDQJ366UZ5
Wednesday, August 4, 2010
Leading the Location Neutral Employee
You’re probably familiar with terms such as “virtual workers,” “telecommuting” or “working remotely”. The latest lingo for such workers is called “location neutral.” In essence, these are the people who can work from anywhere in the world and productively deliver what they need to for their employers. This segment of the workforce is growing in size and some remote and resort style communities have specific campaigns in place to attract such a worker.
Companies are embracing location neutral workers because of the cost and talent considerations that make the move towards virtual work logical. As organizations look to drive out costs from their structures and as property and equipment become fully amortized, it can make a great deal of financial sense to begin creating a virtual work world. Also, talent for certain types of jobs and roles is in scarce supply and high demand, so virtual work affords organizations the ability to cast a much broader net to secure hard to find talent.
But it’s not just about economics. Choices are also being driven by personal preferences and the pursuit of greater work/life balance. Many workers are seeking to work in environments where they can have greater flexibility around how they spend their time and when, where and how work gets done.
But not all virtual work or workers are created equal. Challenges arise around making sure the type of work being turned over to the virtual world can be done in that environment. Not every job can be accomplished virtually, as illustrated by the recent article in Fast Company in which a team lacking in detailed management collaborated to produce a dysfunctional Lego man.
The team leader’s role is paramount. Ultimately, it is the leader of the virtual team that must possess the right skills and understand key motivators to drive virtual team success. Among these is the ability to communicate very effectively without using visual cues as much virtual work is done through conference calls without the benefit of webcast video. This requires deep listening skills, the ability to clarify understanding when needed, the rigor to make sure messages about the work are very clearly understood and the motivation to set out virtual team accountabilities throughout the entire work process.
Do you have the right type of leaders in place to lead a virtual workforce?
Companies are embracing location neutral workers because of the cost and talent considerations that make the move towards virtual work logical. As organizations look to drive out costs from their structures and as property and equipment become fully amortized, it can make a great deal of financial sense to begin creating a virtual work world. Also, talent for certain types of jobs and roles is in scarce supply and high demand, so virtual work affords organizations the ability to cast a much broader net to secure hard to find talent.
But it’s not just about economics. Choices are also being driven by personal preferences and the pursuit of greater work/life balance. Many workers are seeking to work in environments where they can have greater flexibility around how they spend their time and when, where and how work gets done.
But not all virtual work or workers are created equal. Challenges arise around making sure the type of work being turned over to the virtual world can be done in that environment. Not every job can be accomplished virtually, as illustrated by the recent article in Fast Company in which a team lacking in detailed management collaborated to produce a dysfunctional Lego man.
The team leader’s role is paramount. Ultimately, it is the leader of the virtual team that must possess the right skills and understand key motivators to drive virtual team success. Among these is the ability to communicate very effectively without using visual cues as much virtual work is done through conference calls without the benefit of webcast video. This requires deep listening skills, the ability to clarify understanding when needed, the rigor to make sure messages about the work are very clearly understood and the motivation to set out virtual team accountabilities throughout the entire work process.
Do you have the right type of leaders in place to lead a virtual workforce?
Tuesday, July 27, 2010
Looking through the window
Managing one’s brand these days can have the fragility and transparency of glass. The combination of technological revolutions, the growth in individual employees having greater power to exercise personal choice, and rising customer sophistication have resulted in such innovations as Glassdoor and Vault. Employees can comment on company and leadership performance and put it out there for the world to see. CEOs can view their own approval ratings based on employee comments and votes.
Such websites are putting pressure on leaders to be more active in managing their own brand – both their personal brand and also their organization’s brand. Individual communication that may have once been regarded as private one-to-one conversations can now be regarded as essentially public if you factor in the transparency of communications on such social media sites as LinkedIn, YouTube and Facebook.
Entrepreneur magazine forecast that the number one marketing trend for 2010 would be transparency and trust. Well, the same applies for leaders.
The ubiquitous nature of technology means that it is always on and inviting participation. It is changing how, where, when and by whom work gets done. It’s about coordination, collaboration and transparency. Leaders need be in tune with the feedback available on these new channels and be proactive with personal and professional brand management. It’s not just about listening to what's being said, but also about actively participating in the discussions.
Use the transparency tools available today to track the sentiment of employees and match these against your own company engagement scores. Assess the feedback on your culture, identify challenges and opportunities and invest in your own leadership development.
With brand transparency what it is today, you never know who may be looking through your window.
Such websites are putting pressure on leaders to be more active in managing their own brand – both their personal brand and also their organization’s brand. Individual communication that may have once been regarded as private one-to-one conversations can now be regarded as essentially public if you factor in the transparency of communications on such social media sites as LinkedIn, YouTube and Facebook.
Entrepreneur magazine forecast that the number one marketing trend for 2010 would be transparency and trust. Well, the same applies for leaders.
The ubiquitous nature of technology means that it is always on and inviting participation. It is changing how, where, when and by whom work gets done. It’s about coordination, collaboration and transparency. Leaders need be in tune with the feedback available on these new channels and be proactive with personal and professional brand management. It’s not just about listening to what's being said, but also about actively participating in the discussions.
Use the transparency tools available today to track the sentiment of employees and match these against your own company engagement scores. Assess the feedback on your culture, identify challenges and opportunities and invest in your own leadership development.
With brand transparency what it is today, you never know who may be looking through your window.
Monday, July 26, 2010
Playing Nice in the Sandbox
Although we were told to “play nice” as children, it appears that “niceness” at work has become a misnomer.
So often leaders look externally to bring someone in to fix their organization. But it really starts at the individual level. It can’t be any simpler: be nice! How often do we treat co-workers as adversaries, fighting for limited resources or fighting for professional stature? Or perhaps withholding information, rather than openly sharing. So the question on the table: Is “nice” at work a goal worth pursuing?
Communication is the source for creating a positive and productive work culture. How we communicate, what we say and do, and how others communicate with us, provides the essence for what shapes organizational culture. In these leaner times when everyone is pushed to capacity, sometimes the fundamentals of respectful, supportive and effective communication begin to slip. As a leader, it’s up to you to lead by example and explore if your culture is one where people could be nicer to each other.
In Wendy Ulrich’s new book, The Why of Work, she suggests that leaders revisit some communication fundamentals. It takes personal responsibility to put effort into building happy and healthy co-worker relationships. Remember, you’re leading a larger team of people who are all working to achieve a common goal. Foster camaraderie. Have fun. We seem to have lost “fun” and “nice” in the pursuit of cut-throat competitiveness to produce results. They are not mutually exclusive. Check out 13 Ways to Have Fun at Work.
To do this requires conversations. Not one, but many. And genuine, open, authentic conversations. Where kindness and respect is mutual. Be nice. Say thank you. Acknowledge the good work of others. Buy some donuts. Enjoy! After all, you probably spend more time with your co-workers than your family.
Fostering good working relationships is really no different from fostering good personal relationships. It doesn’t cost anything to be nice to people.
So often leaders look externally to bring someone in to fix their organization. But it really starts at the individual level. It can’t be any simpler: be nice! How often do we treat co-workers as adversaries, fighting for limited resources or fighting for professional stature? Or perhaps withholding information, rather than openly sharing. So the question on the table: Is “nice” at work a goal worth pursuing?
Communication is the source for creating a positive and productive work culture. How we communicate, what we say and do, and how others communicate with us, provides the essence for what shapes organizational culture. In these leaner times when everyone is pushed to capacity, sometimes the fundamentals of respectful, supportive and effective communication begin to slip. As a leader, it’s up to you to lead by example and explore if your culture is one where people could be nicer to each other.
In Wendy Ulrich’s new book, The Why of Work, she suggests that leaders revisit some communication fundamentals. It takes personal responsibility to put effort into building happy and healthy co-worker relationships. Remember, you’re leading a larger team of people who are all working to achieve a common goal. Foster camaraderie. Have fun. We seem to have lost “fun” and “nice” in the pursuit of cut-throat competitiveness to produce results. They are not mutually exclusive. Check out 13 Ways to Have Fun at Work.
To do this requires conversations. Not one, but many. And genuine, open, authentic conversations. Where kindness and respect is mutual. Be nice. Say thank you. Acknowledge the good work of others. Buy some donuts. Enjoy! After all, you probably spend more time with your co-workers than your family.
Fostering good working relationships is really no different from fostering good personal relationships. It doesn’t cost anything to be nice to people.
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