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How Do You Defeat Distance in a Distributed Team?

“Absence makes the heart grow fonder.”

No doubt, you’ve heard this familiar quote. You may even have said it to encourage others who are separated from those they love. But although research says this tends to be true, people in long-distance relationships may not find it comforting. In fact, many would say that physical distance creates psychological distance.

Whatever the reality, the fact remains that in professional life, a parallel scenario often arises among colleagues on a distributed team. Physical distance can easily lead to psychological distance. And when that happens, performance suffers.

The Psychology of Teams

Teams define the very essence of organizations. Modern companies are built around a pyramidal structure, which itself is the combination of smaller pyramids we usually call “teams.” Ideally, the team’s diversity, harmony, trust, and commitment directly influence the creativity, speed, and quality of its output. And collectively, the dynamics of an organization’s teams define its overall impact.

For decades, managers have been striving to build teams that “dance” well together. And many have succeeded at driving team performance that rivals a Bolshoi Ballet. What’s the magic in this recipe? The key ingredient is the personal connection members forge with one another.

These connections transcend basic operational interactions. Not surprisingly, in healthy work environments, we sometimes hear people refer to their team or culture as a “family.” The metaphor makes sense — especially in intense environments like the military or an innovative startup company.

However, experts say leaders should tread lightly when using the term “family” in the context of organizational culture. After all, no one should feel so obligated to an employer that they can’t develop a meaningful life outside of work.

Today, as we look beyond the pandemic era, we see a business landscape that is increasingly defined by hybrid work models – where co-workers on the same team are working from different locations at different times. So, as a leader, how can you ensure that the connections among your team members will grow deeper, rather than withering away? Here are several suggestions…

3 Ways to Bring Distributed Team Members Closer

1. Drive Ownership

In a distributed team environment, it is a good idea to get everyone involved in decision-making. While this may not always be practical, it is often easy to accomplish.

For example, say you’re planning to recruit a new team member. Rather than making unilateral decisions about the role and the candidates, it’s a good idea to get buy-in from some senior contributors. This will encourage these colleagues to see themselves as participants in a critical decision-making process. It also helps develop a sense of ownership in the hiring process, so they’ll be more invested in ensuring the success of the new employee.

2. Encourage Cross-Sharing and Learning

Nothing strengthens work relationships better than shared interests. Therefore, it makes sense to make learning a central focus for your team.

Create a distributed framework for formal and informal knowledge sharing, communication, and performance support. This sends everyone a clear message that operational delivery is not the team’s primary goal. Rather, the growth and success of each member should be everyone’s priority.

As team members step up and share their knowledge or expertise with others, it helps to build mutual respect and appreciation, both of which are hallmarks of great teams.

A word of caution, however. Do not make the mistake of treating learning sessions as isolated, one-off sessions. Instead, for maximum benefits, provide relevant context. Weave instructional content, performance support, and informational resources into the fabric of the team’s operating guidelines. And be sure to index and publish these assets where they can be easily searched, accessed, and updated by all.

3. Organize Periodic Physical Meet-Ups

Most of us have discovered the wonders of video conferencing in recent years. We’ve also developed new social norms, thanks to the likes of Zoom, Microsoft Teams, and others platform providers. But although we often rely on digital technology to close the distance between people, nothing can replace in-person interaction.

Therefore, to drive remote team success, try investing in periodic face-to-face meet-ups. The ideal frequency will vary depending on multiple factors. For example, you’ll want to consider the nature of work and the geographic footprint of your team members. If everyone in your group is located in the same city, meet-ups could be more frequent than for those in different cities, states, countries, or continents.

Regardless, every manager should ensure that each meet-up offers a balanced mix of work endeavors and recreation. This will help everyone feel more connected and energized throughout the session and beyond.

Do You Manage a Distributed Team? What’s Your Next Move?

No plan or approach is bulletproof, mind you. But one thing is certain. If you incorporate these measures into your daily business practices, you will significantly improve the chance that you’ll reduce the distance between distributed team members. After all, it’s likely you’ve heard another popular quote:

“Out of sight, out of mind.”

For any leader seeking success in today’s hyper-competitive business world, this is a key issue you will want to avoid, no matter where your team members are located. So, go ahead. I encourage you to try these ideas to defeat “distance” across your organization. And don’t forget to share your experience!

 

3 Priorities for Leading a Remote Business

Running a business from home can be an exhilarating and highly rewarding experience. But remote business owners know that leading from a home office also poses unique challenges.

On one hand, the flexible nature of working from home makes it easier to integrate your professional schedule with personal commitments. On the other hand, the chaos of everyday life can sometimes bleed into your workday. And if it becomes a habit, your impact as a remote business leader will suffer.

We know about these challenges first-hand because TalentCulture has operated as a remote business for more than a decade. Over the years, our Founder, Meghan M. Biro, has learned a few things about what it takes to succeed at leading a virtual team. She recommends that remote business owners focus on three priorities…

3 Priorities for Remote Business Leadership

1. Separate Work From Home

The pandemic taught many of us how tough it can be to focus while working from home. It also taught us there’s no magic formula for remote work success.

That’s because many factors conspire against people who work remotely. For example, if you’re a parent, or you live in close quarters, or you’re easily distracted by your surroundings, finding time to concentrate on deep work can seem impossible. Have you tried these tips to improve your productivity?

  • Create a Remote-Friendly Work Setting

    Not everyone has enough room for a dedicated home office. Regardless, it’s vital to establish a workspace that helps you mentally step away from your surroundings.

    Start by designating a separate, well-lit work zone — even if it’s only enough space for a dedicated desk and chair. Make sure these furnishings are ergonomically designed, so you’ll be comfortable enough to remain focused. Next, remove clutter and unnecessary home decor from the area.

    If your home isn’t large enough to provide the kind of space you need, consider organizations that provide coworking spaces. Many options are available now, from local, dedicated “pay-by-the-hour” work nooks to memberships in global networks for professionals who need reliable access to an office while on the road.

  • Schedule Focus Time

    Blocking time on your calendar can be a highly effective way to make progress on specific tasks throughout each day. This scheduling method helps you visually track how much time you’re devoting to specific activities, projects, or teams.

    As a remote business leader, sharing your time-blocking calendar can also help you manage boundaries. Employees who want input or feedback can quickly see your open timeslots. This makes it faster and easier for them to arrange meetings. It also relieves you from the pressure of immediately responding to every request.

  • Make Room for Interruptions

    As we learned during the pandemic, sometimes family life will spill into your work-from-home environment. Whether it’s making lunch for the kids, running an errand, or taking time for a personal phone call, you’ll want to schedule work breaks into your day.

    Let your family know in advance when you’ve allocated flexible time on your work schedule. This way, they’ll know when it’s convenient to ask you for help or request your involvement in household tasks.

Keep in mind that interruptions aren’t necessarily a negative thing. Interacting with family or friends can recharge your batteries. You may simply want to set aside time to get away from your computer. It may be hard to know when to take a break. But taking time out of your work day to get fresh air or make yourself a snack can keep you feeling refreshed and ready to take on the rest of your day.

2. Build a Team Culture

It’s not unusual for remote business leaders to become consumed with work. But even if you enjoy intense work sessions, remember that others may not embrace that approach. It’s important to consider the signals you’re sending about your work culture, especially when you’re working from a distance.

Try these tips to build a stronger remote team:

  • Define the values that drive your organization, and communicate these values through a clear mission statement. Your mission, vision, and values are powerful tools that serve multiple purposes. They can:– Distinguish your business in the marketplace
    – Help staff members understand their purpose and engage more deeply with work
    – Help your team set relevant goals and take pride in the company’s success.
  • Regularly recognize individual and team achievements. Tangible incentives and rewards can make a big impact. But simply showing genuine appreciation on a regular basis can also keep employees engaged and motivated.
  • Encourage social connections among team members by setting up informal virtual activities that build trust and strengthen relationships.
  • Drive team collaboration by moving beyond email software with tools that support natural group communication across your distributed workforce.
  • Prevent remote team communication missteps by scheduling regular group meetings and empowering individuals to arrange meetings when they feel real-time interaction is the most efficient solution.

These efforts to elevate communication and collaboration will likely require more time from your team members. But in the long run, you can expect to benefit from a stronger culture and better business results.

Provide a Work-Friendly Workspace for All

Do your employees struggle to work or socialize in a home office setting? Just as you may find value in a coworking space, this may be a valuable option for your staff, as well.

First, gather feedback from your team with a survey that asks for specifics about when and where they work, any issues they’re experiencing, and their level of interest in a hybrid work model. Then investigate vendors that fit your organization’s needs.

If you’re new to coworking services, or you’re unsure about the risk of investing in this kind of service, consider a line of credit. This can provide you with some financial stability until you can determine if a long-term coworking relationship makes sense for your business.

3. Keep Your Team On-Task

As a remote business owner, you’d probably like to think employees are just as passionate about work as you are. But even with a strong work culture, that’s not necessarily the case.

The bigger question should be, how can you help people produce on a more consistent level? Getting team members on the same page to complete tasks as a unit is complicated — especially when they work remotely. As a leader, it’s your job to ensure your team’s time and talent are allocated more efficiently and effectively. These steps can help:

  • Be Alert and Mindful

    Do you know when to step in and guide your team’s efforts? This can be particularly tricky if you’re new to remote leadership. No one wants to be micromanaged. But if a core issue is overlooked, it can affect the rest of the team. And in extreme situations, your business’s reputation can be significantly affected. You’ll want to listen carefully to staff feedback, and proactively fill in gaps when your view isn’t complete.

  • Intervene When Needed

    Initiating a difficult conversation with an employee isn’t fun or easy. But you can rely on proven techniques that can help both you and your employees grow professionally. Ultimately, this can sustain a strong culture.

  • Stay Ahead of the Curve

    Proactive conversations about key projects, roles, and tasks help your team members stay on track. Set expectations upfront to ensure that people fully understand their roles and responsibilities before jumping into an assignment. Ask your staff how you can help them complete their deliverables. Then, schedule regular check-ins to make sure no one feels overwhelmed along the way.

Final Note

A remote business model can be a terrific way to structure a company. But leading a virtual team poses unique issues. Be sure to manage your own time and resources proactively, while also keeping your team’s interests in mind. By prioritizing your attention, your culture, and your team’s changing needs, you’ll be better prepared to serve your customers successfully and grow your business.

WorkTech Tools: Your Quick Guide to Productivity in the New Year

When the pandemic suddenly forced millions of people to work remotely, employers weren’t sure what to do next. Because the transition was nearly instantaneous, this shift wasn’t easy. But eventually, many people adapted to remote work and learned how to operate effectively in virtual team settings.

Indeed, only 9 months after the Covid lockdown began, Upwork estimated that 42% of U.S. employees were still working from home, and nearly 70% of managers said work was progressing much more smoothly.

What helped individuals and organizations move forward efficiently through tough times? In part, successful teams turned to best-of-breed productivity tools.

Great WorkTech Tools Make a Difference

Now, nearly 3 years later, great worktech tools matter more than ever, as employers strive to offer people continued flexibility in how they get work done.

Effective managers have learned that some applications are especially useful at helping individuals and teams prioritize tasks, manage their time, collaborate, and explain important work concepts with job aids.

That’s why we’ve compiled a list of 5 worktech tools to help optimize individual and team performance and productivity, going forward.

5 Applications Worth Considering:

 

1. Slack: Communication and Collaboration

What worktech tools can help your teams improve productivity in 2023? Learn about Slack and more in this article

Source: Slack

Slack facilitates communication and collaboration among teams by consolidating messages, file sharing and chat activity in a central digital workspace. This lets people organize conversations by topic so they can avoid repetition and confusion while simultaneously conveying information to other group members. It also supports direct conversations with individuals and subsets within a group.

Because these conversations happen asynchronously, everyone can check updates and move discussions forward when it’s convenient for them. And with all related communication available in one place, individuals can easily revisit and refresh their understanding of tasks and stay up-to-date with the latest status. This leads to better team results.

Some of Slack’s IRC-style features include:

  • Personalized chat rooms (channels), for topics, private groups and direct messaging
  • Searchable content, including conversations, people, files and more
  • Emoji buttons to add flair and personality

Also, this tool is compatible with most applications that enable file and document sharing, which makes project workflow management and version control highly efficient.

Slack’s free plan lets users view and search their most recent 10,000 messages. Graduated paid plans give users the opportunity to add more functionality as their reach and requirements grow. 

2. Hubstaff: Time Tracking

What worktech tools should you consider for workforce productivity in 2023? Learn about Hubstaff

Source: Hubstaff

Hubstaff has operated as a virtual team for nearly 20 years. The company uses its own experience to design and deliver a workforce management software suite that helps businesses spend less time tracking workgroup activity and more time focusing on company growth and success.

This platform bundles time-tracking and proof-of-work functionality with project management, automated payroll management and more – all designed to streamline remote work management.

With its time-tracking software, Hubstaff can help dozens of team members work remotely. Despite being in different locations, employees can collaborate and coordinate effectively by leveraging these features:

  • Online timesheets
  • Time reporting
  • Randomized screenshots 
  • Mouse movement tracking to supervise team activity and engagement

Hubstaff is highly effective at helping remote leaders analyze team efficiency and encourage accountability. If you want to try before you buy, a 14-day free trial is available with limited features.

3. Trello: Project Management

What worktech tools can improve your productivity in 2023? Learn about Trello and other applications

Source: Trello

Next on our list of top productivity tools is Trello. This online list-making application is built on the Japanese-inspired Kanban (visual signal) model. Developed by a subsidiary of Atlassian, Trello is a highly adaptable project management tool.

Trello helps track project progress across multiple stages. It is useful in multiple contexts, from lesson planning, school bulletin boards and gaming to web design, real estate management and law office case administration.

With Tello, users can:

  • Create customized task boards featuring columns with various task status options (such as To Do, In Progress, Pending Approval, Done)
  • Set deadlines for each task
  • Move tasks between columns as they progress
  • Add multiple people to cards and use the message feature to communicate with the group simultaneously

Trello offers three business plans – standard, premium, and enterprise – as well as a free plan for individuals and small teams.

4. Evernote: Note-Taking

What worktech tools can improve your productivity in 2023? Learn about Evernote and other applications

Source: Evernote

Evernote is a popular note-taking application that helps team members easily organize and share notes. It lets users create, save and archive ideas and resources in a variety of formats, including audio, video and saved web content and reference links. Notes are archived as virtual notebooks that users can label, annotate, search, edit and export.

With Evernote, people can also:

  • Sync notes across various devices so they’re available to multiple team members, simultaneously
  • Read digital media in a way that looks and feels just like physical documents
  • Integrate group note management with workflows in email and team productivity apps such as Slack, Salesforce and Microsoft Teams

Evernote offers free usage with limited monthly features, and paid plans with expanded storage capacity and enhanced features.

5. RescueTime: Reduce Work Distractions

What worktech tools can improve your productivity in 2023? Learn about RescueTime and other applications

Source: RescueTime

Last but not least is RescueTime, an application built by remote workers for remote workers. RescueTime is designed to help minimize distractions so people can focus on work and improve individual and team productivity. It does this by recording your digital device usage and time spent engaging with various applications and websites.

The company’s mission is to support better work-life balance by helping people:

  • Continuously track their time on websites and apps, so they’re more aware of how they use their time and can adjust their habits for greater efficiency
  • Minimize wasted time by encouraging successful productivity strategies

This app lets users manually modify its default settings to fit individual goals and preferences. A free 30-day trial is available, while the paid version helps users:

  • Set goals 
  • Activate “Focus Time” (block distracting alerts, applications and websites)
  • Record offline events

Which WorkTech Tools are Right for Your Team?

The number of productivity tools has exploded in recent years. Certainly, they can help team members work more effectively together. But too many tools – or the wrong ones – can be counterproductive. Pointless or unpopular tools can actually discourage people, disrupt workflows and decrease output.

So, before adding to your worktech stack, always research and test your selections. Start by asking your team for recommendations. They’re close to the action, so they’re likely to have good ideas. Plus, if you implement solutions recommended by team members, they’re more likely to adopt them and encourage others to do so.

Also, be sure to think about the best way to roll out new tools. Avoid overwhelming people with too many options all at once. Instead, prioritize and introduce tools over time, so everyone can learn about them and integrate them into their workflow. This also gives you time to determine the impact of each incremental step forward.

No matter what, keep driving toward improvement. Eventually, you’ll see more people working more collaboratively and effectively while meeting more deadlines. And ideally, wherever your people are located, they will feel more engaged, efficient and comfortable contributing to your organization’s success.

Using OKR Methods To Lift Business Performance

As 2022 draws to a close, most organizations are deeply involved in planning, budgeting and forecasting for the coming year. To complete this rigorous process, leaders often invest significant time, attention and energy for weeks or even months. Yet research says more than 90% of those strategies will never be executed. How can you develop an operational plan you’ll actually use?

Today’s uncertain economic environment is prompting leaders to seek out more flexible, reliable planning tools. But there’s no need to reinvent the wheel. For decades, some organizations have relied on highly effective, affordable practices and tools based on Objectives and Key Results (OKRs).

Understanding OKRs

The OKR framework is favored by fast-growing tech giants like Google, LinkedIn, and Spotify, as well as start-ups that hope to follow in their footsteps.

OKRs are a way of setting strategic goals, first at the company level. Then departments, teams and individuals align their goals with the organization in a systematic way. But this framework is much more than a simple goal format. It comes with multiple step-by-step execution best practices.

For example, consider the “check-in” step, which is usually conducted on a weekly basis. This lightweight update process keeps everyone on your team focused, informed and on-track throughout an OKR cycle. Regular check-ins also help leaders avoid becoming consumed in reactive firefighting, which is often why strategies never see daylight.

Specialized software can help make steps like check-ins faster and easier to manage. For example, with OKR tools like ZOKRI, the check-in process takes only minutes to complete.

Unlocking The Full Benefits of OKR

OKR Snakes and Ladders - Best Practices and Mistakes to AvoidThe OKR process seems simple enough. However, making the most of OKRs requires nuance. Understanding how to navigate these nuances can help you quickly move from an OKR novice to a highly skilled OKR-driven organization.

Some important nuances are outlined below and are illustrated in this OKR “Snakes and Ladders” infographic:

7 OKR Ladders (Top Tips)

To help you succeed at OKRs, here are 7 top tips from organizations that have relied on them for years to drive performance and growth:

  • Use OKR as a focal point for debating issues and opportunities that, if solved, can move the needle. You could also consider them a blueprint for team “therapy” that creates engagement and excitement.
  • Identify meaningful, measurable outcomes (“key results”) to be sure you define success effectively. Discourage vanity metrics and “to-do list” outcomes.
  • Use KPIs to measure business-as-usual performance. Reserve OKRs for more valuable performance metrics, focused on strategic initiatives.
  • Establish aspirational goals selectively to improve focus and unlock innovative ways of thinking. OKRs let you set stretch goals without creating unnecessary stress among stakeholders.
  • Keep in mind that OKRs do not have to follow your organization chart. For example, they can be used effectively with cross-functional team initiatives.
  • Use operational processes built into OKRs to ensure that information is flowing as needed and your organization develops an executional rhythm.
  • Leverage retrospectives at the end of OKR cycles by creating positive shared learning experiences that inform future plans.

7 OKR Snakes (Pitfalls)

Perhaps the greatest strength of the OKR framework is its popularity. The biggest obstacles and mistakes have already been solved many times before, so common issues like these are easy to spot and avoid:

  • Sometimes, executive teams are not prepared to lead by example. Instead, they expect others to set and update goals, but they don’t manage their own. You don’t want to be one of these leaders.
  • Goals assigned to you aren’t as effective as goals you help create. To unlock stronger performance gains, get more people involved in the process. Discover together what needs improvement and support others in achieving their goals.
  • Similarly, avoid developing team OKRs in a silo. Team OKRs are much more powerful when they’re the product of cross-team discussions.
  • Too many team or individual OKRs dilute your focus. Instead, set fewer goals, each with high potential business impact.
  • Don’t treat OKR steps as optional actions. Without mandatory check-ins, you lose a single point-of-truth and people stop taking reports and updates seriously.
  • When the risks and consequences of not achieving OKRs are perceived as high you might be tempted to low-ball, but that can undermine the process. Grading OKRs and retrospectives helps you avoid this issue.
  • Setting and forgetting OKRs opens the door for business-as-usual firefighting to take over your agenda. Clearly, this jeopardizes overall performance outcomes. It’s important to commit to the OKR cycle and not skip updates or OKR meetings.

Summary

OKR is a proven goal setting framework. It can help you structure, share and execute organizational strategy, while making it easy for individuals and teams to support those goals.

Businesses that rely on OKRs typically are high-performers with traditional organization charts and cross-functional teams. But as everyone works toward aligned goals, people are more likely to identify and solve problems. And they learn from each other faster than those without OKRs.

Adopting OKRs is more than adopting a new goal format. It means you’re embracing a new way of talking about challenges and opportunities, and tracking progress towards goals and learning from experience. The know-how and tools to implement OKRs are within reach – even for organizations with a limited budget and management resources.

Workforce Engagement is Sinking. How Can You Turn the Tide?

Have you noticed that workforce engagement and motivation are slipping? You’re not the only one. In April, Gallup confirmed that U.S. workforce engagement declined from a high of 36% in 2020 to 34% in 2021.

2022 hasn’t been any better. This year, only 32% of full-time and part-time employees told Gallup they’re engaged, while 17% say they are actively disengaged.

What’s happening here? Why is work engagement declining? And what can you do to prevent burnout and unnecessary resignations on your team?

Why Is Engagement In a Slump?

Every business is different. However, there are some common trends we can point to as we search for underlying reasons for decreased engagement.

Burnout, high turnover, and poor communication are among the most prevalent causes. And these problems only get worse when good employees stop caring. That’s because new team members tend to look to high-achieving colleagues for advice, motivation, and guidance.

Let’s look closer at each of these factors:

1. Burnout

While burnout can be linked to chronic hustle culture, return-to-office concerns also are playing a role. After many people were forced to work from home in 2020, they’ve grown accustomed to choosing where and when they work. Now, when called back to the office, many want to hold on to remote or hybrid work models and flexible schedules. Who can blame them?

When employees feel they’re losing a sense of choice over their work, or they recognize an imbalance in work/life responsibilities, they’re more likely to disengage or “quiet quit.” No wonder this phenomenon has been gaining traction during the past year.

2. Turnover

All this dissatisfaction naturally leads to higher employee turnover, which (no surprise) also influences engagement.

On one hand, welcoming a new coworker or manager can be exciting. However, the learning curve that comes with getting a new team member up to speed can create a work imbalance for veteran employees, even if it’s just for a short time.

This imbalance can create feelings of resentment, especially when engagement is already suffering for other reasons. As a result, more people could decide to leave. And if you don’t pay close attention, this can spiral into a very costly vicious cycle.

3. Poor Communication

When organizations try to accommodate hybrid, remote, or flexible work, it can be hard to communicate effectively. Virtual meetings provide more flexibility and enable a sense of work-life balance that many employees now prefer.

But if instant messaging or online video calls are your team’s only form of communication, this isn’t a sustainable way to work. If you don’t use these tools wisely, it puts effective collaboration and productivity at risk. For strong results, you need a plan.

How to Lift Workforce Engagement

Current engagement numbers don’t look good, but that doesn’t mean HR and business managers are powerless. Some U.S. companies have been able to increase workforce engagement despite difficult circumstances. Here are four solutions that can help you improve:

1. Create a Game Plan for Remote or Hybrid Work

Not all companies are able to offer remote, hybrid, or flexible scheduling opportunities. If yours does, then make sure you develop and execute a supportive strategy, so everyone in these roles can succeed.

As previously mentioned, flexible work opportunities are likely to create confusion among employees if work processes and expectations aren’t communicated clearly or executed thoughtfully. Core workplace principles like accessibility, transparency, and inclusion are especially important.

Talk with your managers and colleagues to get their input about remote work practices they recommend for your organization. For example, you may find that using apps like Slack, Teams, or Monday to conduct brief daily online meetings will add a layer of accountability.

2. Encourage Employees to Take Time Off

42% of U.S. employees say they haven’t taken a vacation in the past year. That’s a huge percentage. Working too long without a break will only make stress and burnout worse.

Encourage your staff to take their allotted PTO by creating a culture that supports taking time to rest and recharge. If you are on the leadership team, set an example. Take your time off and try not to respond to work messages outside of working hours.

3. Invest in the Right Tools

Another important way to prevent burnout is by investing in the right tools for your staff. Note that this isn’t just about technology. It may mean you’ll need to purchase new software or update existing technology. But it can also mean outsourcing specific activities to a specialized services provider.

Start by identifying the bottlenecks in your team’s workflows. Then consider any solutions that can reduce or remove redundant or unnecessary tasks. Think in terms of cost-effective ways to automate and streamline work activities.

4. Strive to be Approachable and Transparent

In a healthy workplace culture, communication moves freely to and from all corners of the organization. It’s not just about a top-down flow, but bottom-up, and side-to-side as well.

If employees aren’t comfortable voicing their opinions, feelings, and suggestions, they’re more likely to burn out. To lift engagement, commit to creating an open work environment that welcomes feedback and ideas at all levels.

This is less about formal initiatives and more about consistent behavior among leaders and managers. It’s about showing up every day, listening, and being responsive.

Final Thoughts

Many factors are contributing to the recent decline in workforce engagement. Although the solution may seem complex and out of reach, try some of these recommendations. I think you’ll be surprised at the difference it makes in the way employees view your company and their work.

More often than not, people want to do their jobs. But when little things like lack of information, inefficient technology, mundane tasks, lack of support, and strict schedules pile up, it’s only a matter of time before people start to disengage.

Be the boss that steps in and reignites the passion that got your employees to apply in the first place. If you keep at it, engagement is sure to follow.

7 Ways to Support Distributed Teams in the Future of Work

Early in 2020, without warning, the pandemic made distributed teams a standard way of working for organizations all over the globe. Now, many employees have grown to prefer working remotely for at least part of every week. But despite the popularity of virtual workgroupsand evidence that they can be effectiveemployers are still trying to address related issues.

Are you among the employers looking for better ways to support distributed teams on an ongoing basis? What challenges are you facing, and how are you resolving them? Recently, when we asked business leaders these questions, they focused on seven key problems and ideas to resolve them:

  1. Coordinate Asynchronous Schedules
  2. Develop a Consistent Employee Experience
  3. Deal With Cultural Distinctions
  4. Address Issues Before They Become Systemic
  5. Offer Viable Child Care Options
  6. Avoid Information Silos
  7. Build Deep Connections and Loyalty

For details, check their answers below…

1. Coordinate Asynchronous Schedules

Distributed teams often operate hand in hand with flexible hours and asynchronous schedules. Even if you mandate specific working hours, different time zones can make it difficult for coworkers to connect at the same time. As a result, scheduling meetings and coordinating real-time collaboration can be frustrating and time-consuming.

One solution is to establish standard “overlap hours” when teammates are expected to be available online. This way, teams can easily plan to meet within established blocks of time without delays or unnecessary back-and-forth email activity. The rest of each day’s calendar is open, so individuals can structure their schedules independently.

Tasia Duske, CEO, MuseumHack

2. Develop a Consistent Employee Experience

When employees aren’t based in the same location, engagement and interaction can differ dramatically. With members of distributed teams operating in different locations and time zones, delivering a cohesive, consistent employee experience will no doubt continue to be a major challenge.

There is no easy fix for this. All the more reason why it’s worthwhile to create robust internal communications designed to connect and inform remote employees throughout your organization. It pays to invest in a mechanism that helps everyone in the company participate in intentional check-ins and feedback. And be sure to equip and encourage managers, so they will continuously evangelize your culture and norms.

Sentari Minor, Head of Strategy, evolvedMD

3. Deal With Cultural Distinctions

In a global workforce, employees may come from vastly different cultural backgrounds. This means you should anticipate that distributed team members will bring different communication styles, behavioral patterns, work ethics and ideals to the table. This naturally will influence how well team members understand each other and collaborate to reach a specific goal.

Leaders in global organizations must transcend these cultural barriers to manage distributed teams effectively. Start by encouraging multicultural understanding by delivering awareness training for management and employees. For example, focus on empowering people to identify preconceptions and handle unconscious bias. Also, help them learn how cultural differences can actually foster meaningful communication, collaboration, and creative problem-solving.

David Bitton, Co-Founder, DoorLoop

4. Address Issues Before They Become Systemic

Leaders will have to grapple with identifying and correcting issues before they become norms. With distributed teams, leaders will have a tougher time assessing employee sentiment towards one other, the company, and their roles. If any sources of friction or conflict are left unchecked, they can eventually take root, resulting in lower employee satisfaction and higher turnover.

One solution is for leaders to create a culture where everyone feels empowered to speak up about any problems or concerns that may arise with coworkers or managers. This can help prevent problems by giving people the freedom to come together quickly and solve problems before they get out of hand.

Lisa Richards, CEO, The Candida Diet

5. Offer Viable Child Care Options

Whether parents work in-office or from home, child care can be a continuous work-life struggle. Employee attention and productivity are easily compromised when quality care isn’t available or children are underfoot in a home office environment.

In the past, on-site child care or partnerships with daycare facilities made sense when employees worked at central office locations. But those solutions won’t work for distributed teams or employees with non-standard schedules. The best solution is to provide benefits from a company that provides child care on-demand. This gives parents options that fit their specific needs, no matter where they live or work. It’s one benefit that clearly benefits everyone—children, parents, and employers.

Kevin Ehlinger, VP Product Marketing, Tootris

6. Avoid Information Silos

Information silos are prevalent in distributed workplaces. They inhibit the free flow of data, communication, and essential insights. Silos may arise from proximity, reduced permissions, or even a lack of knowledge about where specific data is stored. Regardless, the presence of silos is a productivity nightmare.

Lost or mishandled data can pose a considerable threat to distributed teams. Therefore, leaders must take the proper steps to promote transparency, accessibility, and collaboration between departments. The solution is to invest in your organization’s file infrastructure. This can be achieved through the use of cloud data solutions that back up and store data remotely in the cloud.

This, in turn, makes data available on-demand wherever workers may be, so they can retrieve what they need from whatever device they may be using. This streamlines data access and improves productivity while keeping confidential information as safe and secure as possible.

Max Wesman, Founder, GoodHire

7. Build Deep Connections and Loyalty

Distributed work has one downside that can undermine team cohesion and organizational loyalty. Human beings build emotional bonds largely through social interaction. In-person, those connections easily develop because the environment lends itself to unexpected interactions and casual conversations. We “meet” briefly at the Keurig machine or in an elevator, while also making small talk.

In the absence of that unplanned, low-stakes social activity, emotional bonds don’t grow as deep. So, employee connections tend to be more transactional and less emotional—with colleagues, managers and the organization overall.

Without strong emotional bonds, distributed teams can suffer from low cohesion and loyalty. Virtual team members may be less likely to notice a colleague in need. It may also be easier to lure them away. To combat this, create as many opportunities as possible for employees to meet informally and get to know each other—even if it’s online. Encourage small talk before meetings. Support random, agenda-free phone meetings. Nurture friendships!

Amie Devero, President, Beyond Better Strategy and Coaching

 

 


EDITOR’S NOTE: These ideas on how distributed teams can work together more effectively were submitted via Terkel. Terkel is a knowledge platform that shares community-driven content based on expert insights. To see questions and get published, sign up at terkel.io.

How Can Remote Teams Build “Watercooler” Connections?

impact awardThere’s no doubt about it anymore—the workplace has shifted fundamentally. Now, according to Pew Research, almost 60% of employees are working from home at least most of the time. That compares with only 23% before the Covid pandemic struck. And although this shift to remote teams has translated into mostly happier, more productive employees, it has taken a toll on healthy, connected work cultures.

The same Pew survey says 60% of employees feel less connected with their coworkers while working at home. That’s not great news for a number of reasons, notably, for workplace culture and its impact on team collaboration, retention and recruiting. To put a finer point on it, over the last two years, the workplace watercooler has vanished.

For sure, making a “best friend at work” has become difficult in a remote-first workplace. Forging informal bonds that lead to creating those “best friends at work” is increasingly tough when we’re stuck on Zoom calls all day and lack the human connection that was so familiar to anyone who worked in offices or other central locations prior to 2020.

HR leaders are acutely aware of this situation. They know they need to find creative ways to bring employees together in simple yet meaningful experiences. But that’s very hard to do when nearly everyone seems to be online. We’re seeing the same challenges among our clients. So today, I want to talk about a few ideas for how you could potentially use wellness programming to replace the physical watercooler and start to build a remote-forward culture that will help attract and retain top talent.

3 Ideas to Help Remote Teams Feel Connected

1. Create wellness challenges and friendly competitions

One way to break down the virtual barriers among employees is to get them excited about competing in friendly ways. There are endless possibilities, but here’s one that works for our clients.

You could offer relatively easy-to-host fitness challenges like Spring Madness, where employees form teams and earn points for completing group challenges with activities that support brain health, nutrition, and physical fitness. This can get the blood pumping, while also drawing employees closer so they can create and reinforce those connections many are craving.

How can something this simple enhance employee wellbeing? Consider the feedback we’ve received from Eddie, an employee at one of our client companies. Eddie has come to really value the fitness challenges he participates in. They’ve given him a chance to network with people across his geographically distributed company.

“I’ve made tons of friends at work through these fitness challenges,” Eddie says. In fact, he’s been on fitness challenge teams with his manager and several other coworkers. Many colleagues he’s met through these challenges have provided him with career advice, as well.

“The amount of networking I’ve been able to do has been truly remarkable. It’s amazing how many people you can meet while sharing the goal of creating a healthier lifestyle.”

2. Facilitate virtual wellness coffee talks and meet-ups

I think one of the biggest benefits of the watercooler we all miss most is just the opportunity to chat briefly about little things that aren’t work-related. Taking a few moments to exchange thoughts about what’s going on in the world or in our daily lives helps us feel connected with other people.

That just doesn’t happen anymore. But we’ve found that hosting virtual wellness coffee talks and meet-ups gives employees an opportunity to get together casually and talk about something other than work.

These meet-ups are facilitated by one of our program managers in a way that makes them very conversational and non-threatening. Some topics we’ve focused on include mindfulness, sleep, social wellbeing, and more. This is a lightweight, low-risk, low-resource way to get employees more actively engaged with one another.

3. Encourage employees to join recreation leagues and clubs

Just because people may not be interested in commuting to a central location for a full day of work doesn’t mean they don’t want to get together. A local softball or kickball league organized by your organization could get employees coming together to move, catch up and have some fun as a group.

Also, don’t underestimate the power these kinds of recreation leagues can have on overall team building and work culture. Playing a sport together can have an incredibly powerful effect on your employees’ motivation, as well as their ability to bond as a team and work as a cohesive unit.

These team-building experiences can translate directly into happier, more productive employees pretty quickly. Ultimately, it can improve their sense of wellbeing and overall appreciation of their employee experience—no matter where they may be working from day to day.

Final Thoughts

Don’t these ideas sound relatively simple and doable? None of them require a huge resource lift. And they all have the potential to help you start creating that remote-friendly culture so many companies are trying to build right now.

It’s not just a fun way to take a break and replace classic watercooler conversations. It’s actually a way to develop trust, communication, and human connection that we all find indispensable in our work lives. Who knows? It may also become a differentiator that plays a key role in the future of your organization’s talent attraction and retention strategy.

10 Ways to Drive Employee Engagement With Team Problem-Solving

Are you looking for proven ways to drive employee engagement? Many organizations find that collaboration is a highly effective strategy. For instance, consider these 10 team-centered methods recommended by business leaders:

  1. Use the SCRUM Framework for Project Management
  2. Involve Action Focus Groups to Improve Employee Engagement
  3. Empower Employees to Take Ownership of Work Issues
  4. Give Employees a Voice in Problem Solving
  5. Create a Strength-Based Team Culture Using Assessment Tools
  6. Leverage Diversity and Mastermind for Problem-Solving
  7. Take a Bottom-up Approach
  8. Use OKRs to Drive Teamwork and Engagement
  9. Engage Employees in Weekly Virtual Team-Building Activities
  10. Personalize Engagement Drivers to Employee Groups

Why are these engagement ideas so powerful? Learn more from the descriptions below…

1) Use the SCRUM Framework for Project Management

The SCRUM framework encourages team members to work together to solve problems and complete tasks. This helps foster a sense of teamwork and engagement. It also gives team members a say in a project’s direction and execution, so they feel a sense of ownership and responsibility. Plus, each phase of the project is transparent to everyone on the team, so everyone on the team remains aware, focused and motivated.

Omer Usanmaz, CEO of Qooper Mentoring & Learning Software

2) Involve “Action Focus Groups” to Improve Employee Engagement

We conducted an engagement survey with results that identified six individual areas for improvement. Instead of using managers to do this, we asked for employee volunteers to create a response to the challenges identified in the survey. Each Action Focus Group (AFG) included 10 members who met 3-5 times to identify and recommend a solution for the company to implement. Then, each AFG presented its improvement plan to the senior leadership team, which in turn, provided feedback. After each group adjusted its plan, we implemented the final recommendations.

With this AFG approach, employees became actively involved in solving key problems. In addition, this process gave participants an opportunity to build connections outside their primary business areas.

Deborah Norris, Senior HR Manager at Amentum

3) Empower Employees to Take Ownership of Work Issues

We drive employee engagement with team problem-solving by encouraging employees to identify and solve problems affecting their work. We have found that employees are happier, more engaged and more productive when they can take ownership of issues that impact their work. 

We achieve this by providing space for employees to voice their concerns about issues and encouraging teams to come together and solve problems (sometimes with incentives), instead of relying only on managers or supervisors. 

Debee Gold, Owner & Clinical Director of Gold Counseling & Wellness

4) Give Employees a Voice in Problem Solving

Too many organizations identify problems, and then leadership dictates solutions in a vacuum. But at 104 West, we recently held an all-company meeting, where administration and staff broke out into groups, identified roadblocks to growth, proposed solutions, and then came together to share thoughts. Now, we’re implementing plans based on those ideas, and every person in the organization has a role in thisa role they helped determine.

This process helped us drive employee engagement at all levels, empowering people to be solution-seekers and showcase their problem-solving and leadership abilities.

Joan Wyly, Vice President of 104 Degrees West Partners

5) Create a Strength-Based Team Culture Using Assessment Tools

Using assessment tools like Gallup StrengthsFinder, team members can understand how to create a more strength-based approach to teamwork and problem-solving. Additionally, regular “skip level” sessions allow for bottom-up feedback that helps build a more robust work culture. Also, personalized recognition leads to a more positive employee experience.

Together, these practices can produce a psychologically safe environment where teams thrive.

Rapti Khurana, VP of Talent Engagement & Development at the National Football League

6) Leverage Diversity and Mastermind for Problem Solving

When problems need to be solved, team members tend to find a solution by relying on their individual experience and determination. That can lead to excessive time scratching heads and spinning wheels, without making much progress. However, when people come together to leverage the power of cognitive diversity, an equally diverse array of potential solutions becomes more readily available.

A mastermind-style problem-solving conversation brings together members of disparate teams that are traditionally siloed. Coming together in this way to work toward a common goal can positively impact everything from engagement and retention to trust and productivity!

Erich Kurschat, Owner of Harmony Insights LLC

7) Take a Bottom-up Approach

I’m a big proponent of the bottom-up approach to team problem-solving, based on the teachings of Dr. Kaoru Ishikawa. We involve our front-line employees in group problem-solving, as well as our managers. Front-line employees are given the authority to act autonomously within specific guidelines.

This approach is practical because those closest to a problem often know the most about it and are in the best position to devise solution strategies. Empowering workers at all levels of our organization to participate in problem-solving drives employee engagement.

Dean Kaplan, President of The Kaplan Group

8) Use OKRs to Drive Teamwork and Engagement

For our team at Compt, goal setting and management have been driving forces in employee engagement and group problem-solving. We set objectives and key results (OKRs) as a company, and each department has its own OKRs that support overall company goals. In addition, each employee’s personal goals are tied to that employee’s department goals.

We host monthly company-wide “retro” meetings to share how each team is performing in a measured and data-driven way. Everything we do is quantified, which promotes accountability and cross-department teamwork to achieve overarching goals. This ensures that we are all constantly moving in the same direction toward the same outcomes. And because each individual’s actions impact the company’s success, we feel compelled to be more engaged and create a workplace that benefits us all.

Amy Spurling, CEO, and Founder of Compt

9) Engage Employees in Weekly Virtual Team-Building Activities

One way we combat engagement issues is through weekly virtual team-building activities. Each session is planned and hosted via Zoom by a different group of employees. This way, our workforce enjoys programming variety, while each group has a vested interest in the success of the activity they host. For example, activities have ranged from virtual quiz nights to elaborate online escape room challenges.

These team-building activities have been a resounding success. They’ve provided employees with memorable shared experiences and have helped build bonds between colleagues, ultimately leading to increased workplace collaboration.

Clare Jones, Marketing Manager at OfficeSpaceAU

10) Personalize Engagement Drivers to Employee Groups

The best employee engagement strategy is to ride the drivers. Each organization, of course, will have different drivers. For example, meaningful work, career growth, empowerment, belonging, recognition, leadership, and fulfilling work relationships. 

Choose a segment of your employee population. Then implement a strategic theme strategy across your drivers that is personalized to the group but high-profile enough that successes will be seen and heard throughout the organization. Ride the drivers, measure, rinse and repeat.

Marcus Holmes, HR Operations General Manager at City of Detroit

 


EDITOR’S NOTE: These ideas on how to drive employee engagement were submitted via Terkel. Terkel is a knowledge platform that shares community-driven content based on expert insights. To see questions and get published, sign up at terkel.io.

To Boost Retention – Review for Projects, Not Performance

If you’re ramping up for Q4 in your workplace, you may be anticipating a slew of quarterly performance reviews. It’s your manager’s last chance of the year to address recent performance issues, map out a plan for improvement, and set a goal for what’s next year.  

But if you’re concerned with retention, you may want to reconsider. Performance reviews, depending on how they’re done, may not have the right tone to fit the turbulent world of work we’re in right now. They may not support your engagement and retention challenges. Employees are jumpy — and while feedback is always a good idea, it may all be in the delivery and the framework.  

What works instead? Take a project-based approach — in which feedback and reviews are based on specific projects rather than overall performance over time. It avoids focusing on trickier metrics like behavior and “commitment” and provides a picture of a given situation and a given challenge. And it creates a clear boundary between life and work at a time when many of our workforces are seeing those lines blur. The day-to-day of a given job may be filled with ebbs and flows that didn’t exist when performance review criteria was designed. Particularly in categories like “attitude,” “willingness,” or “energy.” But a project is a project: you get it done.

Projects and Teams are Already on the Rise

The world of work is already shifting to projects as an increment of production instead of focusing simply on time. A project-based approach to the workplace is already a reality for a growing number of organizations. Of course, there are industries that traditionally lend themselves to project-based cadences of work. Industries such as marketing, advertising and content, engineering, legal firms, consultancies, and other service providers. But even high-service industries can shift to projects — framing work into initiatives, special efforts, campaigns, and quotas.

Taking this approach can bring your people together as a team. And we’re seeing the rise of teams — Deloitte’s research on the power of high-performance teams to catalyze organizational growth is pretty compelling. We divide into teams to better structure communications channels within digital workplaces, to forge accountability, to better manage, and to create a unit we can rely on. Projects and teams go hand in hand: a team executes on a project, essentially — and may interact with other teams, but they have a specific role, specific tasks. That actually frees up a manager to track a whole lot more in terms of individual input and contributions, responsiveness, creativity, and the ability to work in a group — and as reflected in the outcome of the project they were a part of.

Anchored to Specific Targets

The uneasy truth may be that many organizations wonder if performance reviews are working, but don’t have an alternative. But this is the era of transformation — like it or not, we transformed where and when and how we work out of necessity. It’s a reality right now that employees are stressed — and a bit jumpy if you look at the Great Resignation. 

So consider the fact that just 14% of employees agree their performance review inspires them to improve, according to Gallup research. Further, traditional performance reviews and approaches to feedback can take a psychological toll —  actually making performance worse about one-third of the time, according to research published by the American Psychological Association. No one wants to unintentionally build more resentment instead of more engagement, best intentions aside.  

I’ve seen plenty of well-designed performance reviews that stay brilliantly on specifics. But one of the common objections employees have to performance reviews is that the criteria can feel vague; in that gray area may live bias, unfairness, arbitrariness, etc. Going granular may alleviate that: you’re looking at clear tasks delineated within the arc of a project: beginning, middle, completion. There’s closure. A sense of accomplishment. Finishing something feels good — and deserves credit. It may offer a tactful cantilever to other issues that need to be addressed. And there’s no question that each individual’s contribution to that project — and their own experience being a part of it— offer countless opportunities for feedback, for clarification, and for recognition. 

Reflecting What’s Happening Now

Is taking a project-based approach to reviews feasible for most organizations? It could be more feasible than you think. It fits the changes the world of work is already undergoing, and: factors many organizations are already experiencing:

  • An increase in bringing in gig workers, SMEs, and consultants that either complement existing skills among our salaried workforces or expand them as necessary — and therefore redefining the essence of a team.
  • A shift from depending on the overall cohesion of a physical workplace to a remote and hybrid one, where people don’t come together organically but over the work they do.
  • A new emphasis on flexible scheduling and more work/life integration — seeing the job as a series of projects rather than a monolithic block of time no matter what happens.
  • A need to integrate faster into operations and get employees aligned before that 3-6 month period when many consider leaving: A recent survey of some 2,000 U.S. employees found that more than half (52%) were already on the hunt for a new position after being in their present one for less than 3 months. 
  • A workforce in which teams, no matter their composition, can autonomously and independently execute, and a well-managed or self-managed team is becoming the essential engine of production (more than individual output) and a key part of the organizational chart.

A Resilient Framework

Recently the Harvard Business Review pointed to the resiliency of a project framework: instead of focusing on process and controls, it focuses on how to deliver the elements with the greatest value. It’s not a leap to see how that approach could also remove bias (such as recency) and gray areas from the equation, making the effort more about purpose, intent, strategy, goals, execution, and lessons learned. In terms of HR and talent management, that kind of shift immediately opens the door for feedback and self-reflection on the part of its participants and makes self-observation part of growth. In essence, it democratizes the review process by making it more clear.

Depending on the size and nature of your organization, performance reviews may be a critical factor in your talent management strategy. But adding project-focused reviews to the mix adds a concrete benefit. A tangible means to gauge people’s efforts to achieve real results, in real-time.  

It’s also a smaller-scale way to build larger-scale results: as we know, growth happens in increments and iterations, not whole-cloth. No question, it’s easier to drive alignment and achieve collaboration across a team focused on a project. So take that sense of accomplishment, focus on it and celebrate it, and then do that over again. In terms of employee engagement, that can create a truly strong foundation — and more reason for them to stay.

Photo: Andrik Langfield

4 Proven Techniques to Increase Employee Productivity

The main goal of any company, of course, is to be successful. And the level of employee productivity is one of the crucial factors that makes or breaks the success of a company.

Employee productivity represents the amount of work employees complete in a given time period. An employee who completes more tasks in less time is considered to be more productive. This higher productivity has a number of tangible benefits to a business, including:

  • Making it more profitable
  • Helping it grow
  • Helping it stay competitive on the market

Here are four great techniques you can use to increase employee productivity in your team:

Employee Productivity: The Kanban Approach

Kanban is a time management technique meant to help you track progress on your work, and keep an eye on tasks that are nearing their deadlines.

The practice originated in the 1940s at Toyota and represented a shift in production. Kanban (or lean manufacturing, as it was called back then), allowed Toyota to produce according to customer demands, as fast as possible. As opposed to producing vehicles to push them out on the market.

This practice would influence the creation of Kanban 70 years later. In 2007, David Anderson and Darren Davis developed the same idea of streamlining workflow and increasing productivity. They noticed that the scope of work is easier to visualize once it was presented on a whiteboard.

KISS: Whiteboard and Post-it Notes

  • The whiteboard represents your project
  • The Post-it notes represent your tasks
  • You divide the whiteboard into four columns:
  1. “Backlog” column | For all the tasks that you need to work on.
  2. “To-do” column | For the tasks with a specific deadline.
  3. “Doing” column | Tasks you are currently working on
  4. “Done” column | Tasks you have finished.

Define the task deadlines, assign each task to an employee, and have them move their tasks across columns, in accordance with the progress status of the task (“To-do,” “Doing,” or “Done”).

The approach with the whiteboard and Post-it notes is just an illustrative example. Alternatively, you can use Kanban-based software to track your project progress.

In any case, ensure your Kanban board is available to your employees at any time. This way, everyone will be able to see at a glance:

  • The progress status of each task
  • Who is working on what
  • Whether a task is nearing its deadline, indicating it should be a priority

By knowing all this, you’ll make work more organized, structured, and easy to track, directly increasing employee productivity as a result.

Time Blocking

Time blocking is a time management approach which mandates that all tasks have a predefined time frame and calendar slot during which employees will work on them.

Although its origins are said to exist as far back as calendars themselves, the earliest known user is said to be Benjamin Franklin. He used to take note of everything he did during the day, hour by hour. Blocking off times for chores, rest, relaxation and deep work. One could say he was the modern employer of the time blocking technique.

And today, hundreds of years later, it has proven to be a great technique to increase employee productivity levels on all types of tasks.

To implement time blocking, instruct your employees to:

  • List all their tasks, in order of priority.
  • Allocate a certain amount of time to each task. For example:
    1. First Task: 15 minutes
    2. Second Task: 45 minutes
    3. Third Task 3: 1 hour
  • Slot each task in a calendar. For example:
    1. First Task: 8 a.m. – 8:15 a.m.
    2. Second Task: 8:15 a.m. – 9 a.m.
    3. Third Task: 9 a.m. – 10 a.m.
  • Work on the tasks in the order you blocked time for them. Don’t spend more time on a task than what you blocked. As soon as the time block for Task 1 is up, move on to Task 2. Continue in the same manner until the end of the list.

The principle of this productivity-increasing technique is simple: all employees who make feasible time blocking schedules, and then stick to them, will be able to finish their tasks as planned and maintain full control over their time as a result.

The Eisenhower Matrix: Identify Priority Tasks

Productivity is not just about working fast, but also about ensuring enough time is spent on the right tasks — i.e., your priority tasks. One of the best approaches that can help you with that is the Eisenhower Matrix.

Its originator is Dwight D. Eisenhower himself. He was the Supreme Commander of the Allied Forces in WW2, the first Supreme Commander of NATO, and went on to become the 34th president of the United States. With his life of warfare and politics, Eisenhower was required to make tough choices under immense pressure. Countless sources credit him for creating a method that aims to achieve exactly that — to see your priorities and make informed, yet quick decisions.

And decades later, the Eisenhower Matrix expanded to become a time management technique that also helps businesses organize tasks in a way that lets employees easily recognize priorities.

To implement it, take 10 minutes each morning to go through the project tasks for that day.

They can be, for example:

  • Writing a marketing strategy for the new project
  • Preparing reports for the big client update meeting
  • Solving the most immediate bugs from the day before
  • Going through customer support analytics for the past quartal

Four Quadrants

Then, sort them into four quadrants, based on whether they are important and/or urgent:

  • First Quadrant (important: Yes, urgent: Yes) | The tasks you should work on first.
  • Second Quadrant (important: Yes, urgent: No) | The tasks you should work on when done with the tasks from Quadrant 1.
  • Third Quadrant (important: No, urgent: Yes) | The tasks you should delegate to someone else.
  • Fourth Quadrant (important: No, urgent: No) | The tasks you should most likely eliminate.

The Eisenhower Matrix is meant to help your teams focus on the day’s most important and urgent tasks. At the same time, it also helps them recognize which tasks they could delegate or eliminate, thus freeing even more time for their priority tasks.

And after the collective meeting, you can always instruct the teams to apply the Eisenhower Matrix to their own tasks for the day.

Streamline Meetings

According to an article in the Harvard Business Review, as much as 71% of senior managers find meetings to be inefficient and unproductive.

And yet, an infographic by AskCody shows that the average office employee from the US still spends over five hours on meetings. They also spend over four hours each week preparing for those meetings. Switching focus between different work wastes time and effort. Of course, this negatively impacts productivity. Which leaves employees feeling scatterbrained and drained.

To ensure this time is better spent, streamline meetings: 

  1. Create precise meeting agendas | Straightforward agendas will help you stay on topic, and hold shorter, better structured, and thus more productive meetings.
  2. Announce meetings at least a couple of hours in advance | This way, you’ll give your employees enough time to think about what they want to say or ask in advance, saving them the time they’d need to do so at the actual meetings.
  3. Limit meeting time to 30 minutes at maximum | Forbes even suggests implementing a 30-minute challenge that involves prioritizing topics better and selecting attendees more carefully in order to keep meetings from lasting more than 30 minutes.

Structure your meetings. Organize, schedule and track your tasks. Then watch your employee productivity soar.

Photo: Danielle MacInnes

10 Tips to Stabilize Employee Experience During the Pandemic

In an outlook where the future looks bleak, only true leaders guide their team through the storm and come out stronger on the other side. And only the best leaders will focus on employee experience during that storm.

That leader needs to be you.

During an unprecedented crisis such as COVID-19, your leadership becomes even more valuable. With so much uncertainty, your employees will look to you now more than ever for stability.

How Can You Maintain a Positive Employee Experience?

Here’s how you can provide stability for employees while keeping your business operating at maximum efficiency…

1. Foster Transparent Communications

During times of crisis, transparency becomes essential. If your employees think your business is in trouble, they’ll feel anxious.

As the person in charge, you need to keep everyone in the loop. That means sending regular updates about how the business is doing, what problems you’re running into, what you’re doing to deal with them, and more.

2. Keep Communications Positive and Hopeful

Since employees will be expecting to hear from you often, make sure any communications you send out don’t make your employees feel anxious any further.

For example, if you have daily or weekly meetings, start them off by talking about successes within the company. After all, recognizing your employees’ efforts becomes even more important during times of turbulence. And those people and teams recognized will certainly appreciate being recognized, a key aspect in improving overall employee experience.

3. Offer Ways for Your Employees to Relieve Stress

Since the lines between the office and home have become blurred, it can be a smart move to provide your team with ways to relieve stress such as:

  • Providing your employees with additional time off and breaks if needed.
  • Setting up team virtual game nights or remote “after-office” clubs. (That said, make sure to be considerate of parents and others who may not have the same flexibility with evening get-togethers.)
  • Encouraging your team to talk to each other about how they’re handling all the changes. Make it easier to share how colleagues in similar positions are managing — what’s working, what’s not.

Happy employees tend to be better at their jobs. Helping your team relieve stress shows them you care, and it can foster in-office ties.

4. Adjust Your Internal Processes to the “New Normal”

Nothing is the same as it was months ago, so the internal processes that help you deliver products/services and accomplish tasks also need to adapt to the new normal.

For example, now might not be the best time for performance reviews as few people may be thriving during the pandemic.

5. Be Empathetic and Patient with Your Team

The pandemic and near-global quarantines have had a massive impact on most people’s mental health. One of the key reasons is that a lot of employees don’t know if they’ll have a job in a month or two.

On top of being transparent about how things are going within the business, you also need to be patient with your team. Few people are performing at 100% now, so empathy is key.

Don’t simply assume you have empathy. Chat with three to five trusted people for their honest feedback and ask if they perceive a sincere effort to accommodate the team.

6. Ramp Up Employee Feedback

Although you may know your industry inside and out, your team probably has insights that you might not have considered.

If you want to stay ahead of the curve, encourage everyone who works for you to come forward with any feedback they might have. The best way to do that is to provide multiple channels for inbound feedback.

7. Set Up New Channels for Inbound Feedback

Some examples of the types of channels you can set up to encourage employee feedback include:

By providing multiple channels, you increase the chance employees will share concerns and also information about protocol violations.

8. Promote New Safety Protocols

If part of your team isn’t working remotely, then it’s your job to enforce security protocols.

That means giving your team all the information they need to perform their job safely without adding to their stress levels.

So don’t make it sterile and forgettable. Promote your safety protocols in a fun way that’s “on-brand” and will click with your employees.

9. Help Your Team Recalibrate Expectations

Although it’s your job to ensure that employees don’t feel anxious, you also need to be forthcoming about what the pandemic might mean for the employee experience now and in the future.

Some companies are putting off raises others are cutting hours, and more. Being transparent about what the business is going through will help your team keep their expectations in line.

Your team will have the confidence to adjust if they see a transparent management that is doing everything to keep the ship afloat. And that confidence will become a huge element in their employee experience.

10. Recognize the Small Things

Now more than ever, your employees need to know that you recognize the work and effort they’re putting in.

Without people showing up to work every day (even if it’s from their living room) your company wouldn’t survive. By fostering an environment where hard work is recognized and praised, you can help your team weather the storm.

Your Leadership Can Make the Biggest Difference

No industry is coming out of the pandemic unscathed. So how good your footing is after everything is said and done will depend on the level of stability instilled into your employee experience during these times.

By fostering transparency, encouraging employee engagement, and by being more empathetic, you can ensure that your team knows you’re on their side.

Photo: Christina @ wocintechchat.com

WFH Employees: How to Keep Them Safe

In some countries, as lockdown measures continue to ease, businesses are opening and employees are heading back to work. But some of us are still working from home — a policy that has become the ‘new normal‘ and may continue for millions of people, even in the wake of the pandemic.

Companies need to make sure their employees still feel safe and connected at home to avoid WFH burnout. Here are some effective ways to make physical and mental safety and employee well-being a top priority:

Let’s dive in!

1. Keep the Lines of Communication Open

When it comes to working remotely or working from home, communication is key. According to a Buffer survey, 20% of remote workers struggle with communication.

Providing several communication channels can enable the company and employees to stay in touch. An HR manager can run conference calls (both video or audio) to help bring teams together and keep them aligned on projects. One-on-one calls are more personal and can give employees a way to reveal any struggles or concerns.

Not only does communicating make employees feel safe and connected, but it also helps them feel valued — even when they can’t draw on the support of an office or workplace environment.

2. Adjust Company Policies

With the pandemic still raging, we’re not quite at “business as usual” yet. So, it’s crucial to adjust or revise company policies and continuity plans to better protect your employees and meet their needs. Flexibility is key: more than two-thirds of employees say at a loss of flexibility would convince them to find another job. WFH security guidelines can ensure that employees can use their own devices without worrying about their data getting leaked or hacked.

As you anticipate your business demands, use workforce management software to unlock your workforce’s potential and keep employees from feeling overwhelmed. Adjust your policies regarding benefits, pay, sick leave, and paid time off to fit the circumstances.

3. Provide Team Building Activities

Since working from home isn’t the easiest task for some employees, it’s important to help them manage stress levels and feel connected to each other. One effective approach is to strengthen teamwork at the same time with team building activities, such as icebreaker or informal video conference calls. Consider movie nights, or get-togethers to just talk about life.

 Such activities can help employees not only decompress, but build their sense of personal connection and trust. 75% of employers rate teamwork and collaboration as “very crucial” to strengthen employees’ work relationships and overall efficiency.

4. Promote Fair Workplace Practices

Make sure your WFH policy aligns with the company’s principles and maintains fair treatment for all employees. 54% of employees rank fair treatment as the second most valuable employer attribute, a strong factor in a decision to stay or leave.

Double-check that all employees have equal access to the company’s services, such as the devices they need to work remotely, such as laptops, internet connection, and cybersecurity. And extend sick or paid leave policies to employees even when they’re working from home. 

5. Reward and Recognize Employees

When remote employees feel valued and safe, they are free to be productive, and get their projects done effectively and efficiently. They may be working remotely, but they feel appreciated and acknowledged. Over 79% of employees who feel under-appreciated consider quitting their job — and this is going to extend to employees working from home as well. 

Build employee engagement with rewards and recognition — even just a note recognizing their efforts can go a long way.  

Whether your employees work from home occasionally or exclusively, it’s always important to make them feel safe. Support them, engage them, and you’ll see the results.

Photo: Ricardo Resende

Is Diversity Baked Into Your Hiring Process?

A few years ago, we were asked to help a market leader that was intent on changing its culture to be more creative and innovative. (Sound familiar?) The company was spending a million dollars on messaging and elaborate company meetings to help “get the word out” and create excitement for this new, transformative initiative.

But even as its leaders spoke eloquently about the need for change — even hiring a guru to guide their efforts — few process changes were made, and they were hesitant to reconsider the kind of people they hired. They talked of needing people who were “cultural fits” even as they held meetings in which they touted the need for cultural change and disruption.

Why traditional hiring practices backfire

The company’s hiring practices were similar to those we see in most organizations, perhaps even your own. After candidates were identified, an internal team of “high performers,” along with HR representatives, reviewed the applicants’ résumés to ensure they had the requisite experience. Unfortunately, this meant most applicant experiences were similar. The unintended result? A candidate pool with little experiential diversity.

But it didn’t end there. After “qualified” candidates interviewed with the hiring teams, they were ranked by the group. If any members of the hiring team had a concern about a person, those concerns were noted. Strong objections by a couple of group members, as a practical matter, were enough to give a candidate the boot.

Predictably, the least objectionable candidate — who typically looked, acted, and thought like other members of the group — became the team’s preferred choice.

If we want change, we need to expect challenges

When we asked the hiring team how the hiring process supported a culture of innovation, team members told us that their hiring criteria included experience in helping organizations change.

Pushing back, we asked the team to consider which types of people would contribute different and creative ideas. What employee characteristics would help the organization change? For instance, had they valued people who were:

  • Diverse in race, ethnicity, and background?
  • Rarely satisfied with the status quo?
  • Impatient and not always willing to take “no” for an answer without significant debate?
  • Disruptive, at times disagreeable, and willing to question authority?
  • Not easily managed?
  • At times, slow and hesitant to make decisions based on what was done last year? (Creativity takes time.)
  • Unwilling to go along just to get along?

 Their response neatly framed their hiring challenges:

“Why would we hire someone who is hard to manage, never satisfied, and always questioning what we do? We’re pretty good here, you know. If we hired people who we knew would consistently challenge what we learned yesterday, we’d never get anything done.”

We say we want change, but do we?

Yes, we say we want to change. We say we want creativity. We say we need diversity, but do we honestly believe it?

The truth is, even if we’re committed to recruiting more diverse teams, we’re often painfully unaware of how our hiring processes give preference to people who are more like us. As a result, we often allow the long-term effects of our biases, knowingly or unknowingly, to be hidden in our collective consciousness, in our culture. Over time, groups that cling to such processes tend to become more homogeneous, not less.

Even when we manage to hire authentically diverse teams — composed of different backgrounds, races, genders, ages, perspectives, and beliefs — we expect everyone to come together in a fabled “kumbaya” moment.

True diversity begins with intention

Recruiting a more diverse and successful team begins with intention. The kind of intention that’s required is more than a desire or wish. It’s a conscious, mindful choice based on a belief that diversity is critical to the team’s success. It requires that we create processes that are built for diversity. Our preference for people who look and think and act like us is strong and can only be overcome with a structured commitment to embrace people who often make us uncomfortable.

So, where should we start? Here are a few ideas:

  1. Start early. It’s easier to become diverse before biases have become ingrained in our hiring practices.
  2. Be clear on the type of people you hope to hire. Do they share your values? Are they competent? Good thinkers? Willing to change? Ready to speak truth to power? Confident? Good leaders? Having clarity is a necessary first step to building a successful hiring process.
  3. Recruit blindly. Superficial aspects of a person’s bio often outweigh an applicant’s talent or potential. The fix? Implement a blind submissions process — stripping away names, ages, and gender. Create a process in which people cannot “see” the applicants when initially judging their competence.
  4. Put more diversity, of all types, on your hiring team. The research on this is clear: a diverse hiring team will recruit more diverse members.
  5. Expand your personal and professional networks. Our personal preferences are affected by our experiences. For example, research shows that fathers with daughters are more likely to hire women. Having more experience with an unrepresented group makes their inclusion more likely.
  6. Confront bias when you see it. When we tolerate bias, we teach that it’s acceptable.

Learning to appreciate our differences — and to embrace diversity — is what ultimately fuels an organization’s competitive advantage. Only when people challenge us to think and act differently can we create the remarkable. So, let’s get to it.

Photo: Bill Oxford

5 Ways To Foster Belonging At Work

What’s the worst thing an employee can say on any given day? How about, “I don’t belong here?” The schism that takes place when an employee doesn’t feel connected with the work culture can have wide-ranging impacts across engagement, performance, team dynamics and the bottom line. Companies need to ensure they cultivate a workplace where employees feel a sense of belonging, whether that workplace is in-office or remote. As much as we talk about the power of employee experience and the dynamics of employee engagement, we first have to address the primary need to belong. That sense of true connection is the foundation for how we feel about work — and indeed, how we work.

I’ve been having some really insightful conversations with Iain Moffat, Chief Global Officer of MHR International, about belonging. It feels right for the times we’re in right now. Some employees have been rapidly sprung out of the tangible community of the workplace and are now working from home. And some workforces are still in the physical workplace, but under increasing pressure as we continue to endure the pandemic and its fallout. But building a sense of belonging isn’t just a fix for now. It’s a powerful talent strategy that has long-term outcomes.

Iain and I agreed that building a sense of belonging needs to be part of any serious endeavor to build an exceptional work culture. We also both noted that while some organizations are surprised by how comfortable employees are working from home, it may be, ironically, because they’re home. So how can businesses provide employees with that same sense of being in the right place?

First, five key points on belonging and businesses:

  • Given the push-pull of working from home or working through the turbulence and challenges of COVID-19, belonging bolsters our realization that we’re in it together, no matter where we are. It’s been linked to improved retention and a far more successful employer brand. Employees who feel like they belong tend to invite others to experience that as well. 
  • We all need to feel like we belong — and when we do, there’s a marked increase in our engagement, overall happiness and health. In that sense, belonging is a benefit that should be part of the employer’s offering to employees: working with us, you will feel like you belong, and we will be intentional about that. 
  • In our consumer-driven society, belonging is more than just a feel-good. It’s a strong driver of brand alignment. When we feel comfortable with a brand, we tend to stay with it. We feel like it speaks to our values, our sensibilities. That loyalty easily translates into the workplace context: employees want to stay with their employer because they believe in the brand and are comfortable with its values and purpose. 
  • Belonging isn’t just a social component. It should be seen as a business strategy that considers and addresses the real needs of your employees in terms of safety, career growth, feeling a part of a work community, and balancing work and life.
  • A culture of belonging doesn’t aim to homogenize everyone into a shared identity, but rather fosters diversity and inclusion as a way of improving and enhancing a shared culture. There’s a big difference. You don’t need to steamroll over differences to find the common ground, particularly in the workplace.

Marshmallows, Spaghetti, and Teamwork   

That said, what does a culture of belonging look like? Iain provided a telling example of the complex dynamics of belonging in action: the marshmallow challenge, originally created by Peter Skillman — and the subject of a great TED Talk by Tom Wujec. In this collaborative training exercise, teams of four have a fixed amount of time to build a tower out of spaghetti and tape that can support a marshmallow. The team with the highest tower wins.

“What’s interesting about the challenge is the pattern of consistently high-performing and low-performing teams,” when you compare kindergarteners and business school graduates, he said. What I found interesting as well is that in general, the five-year-olds outdid the business school grads. 

The children walked into the challenge with no training or preconceived notion of how to work together. So they just did — “in short bursts of collaborative effort, prototyping to find the best solution,” as Iain described. “They have no pre-fixed view of how they should act in the group and no hierarchy. Instead, they just focused on how to solve the problem.” They worked inclusively, unconcerned with status or protocols. 

 But the business school grads got hung up on who would be in charge, wasting valuable time jockeying for position. “They acted in a way they think they should behave given their lengthy investment in an advanced education,” Iain said. “They focused on trying to come up with a single solution rather than collaborating, prototyping, trying and doing. They were held back by a set of assumptions of how they should behave.” Often they ran out of time, or built a tower that collapsed.

We’re not building spaghetti towers, to be sure. But we do tend to walk into work with a sense of hierarchy and how we’re supposed to behave. If, instead, we’re free to abandon our certain assumptions on status and protocols and just work together, we forge a new kind of teamwork that’s far more productive. A team in a culture of belonging can simply focus on the task and the output, and is comfortable enough to be open to each others’ ideas and relish the collaborative process. The overarching attitude is: “Let’s try it, if it doesn’t work, let’s try something else.” Without anyone in charge, there’s no agenda besides tackling the problem. Instead of being driven by ego, the team is driven by the energy of working together. Instead of feeling pressure to arrive at a perfect solution, the team has the freedom and confidence to prototype until they get it. 

Two factors changed the outcome for the business school grads, Iain said: “First, when someone with facilitation skills joined the business school graduates, they often performed better, as the group was organized around the task.” Second, “If the group received feedback on their performance, and had the time to reflect and then perform the task again, they outperformed by several hundred percent.” 

We have a remarkable opportunity right now to foster a sense of belonging within our workplaces. So many of us have taken the veneer off: we’re meeting from kitchens, we’re video conferencing with children in the background; we’re seeing each others’ lives. We’re seeing how important it is to protect employees working on the front lines or out in public, and how to include their perspectives in how we better safeguard our workforce. 

The climate of working during a pandemic has removed so many of the assumptions we bring into the workplace, and replaced them with a basic understanding that on a fundamental level we are people, working together. When you can build on that understanding by meeting one of our most fundamental needs — to feel that sense of belonging – it drives peace of mind, focus, productivity, collaboration and performance. In so doing, it fosters everyone’s success — that of the business, and that of its workforce. If you want to see how cohesive and collaborative your work culture really is, break out the spaghetti and the marshmallows. Then build on that until those towers are as high as they can be.

This post is sponsored by MHR International.

Photo: ion dooley

#WorkTrends: Managing Down, Up, and Across: Best Practices

People always create the culture, especially at work. And when Meghan M. Biro and tech and workplace innovator Dr. Janice Presser joined forces on this week’s #WorkTrends, what emerged was a new compact for managing not just teams, but everyone we work with — including ourselves.

We can’t just consider dynamics as one-way, Janice noted. Managing relationships goes in three directions: “Up, sideways, and down,” she said. Employees can and should work on ‘managing their managers,’ but to manage up, managers need to understand what makes employees motivated to work first, explained Janice. “One motivator is power. Not power over people necessarily, but empowerment. And the other is affiliation.” As an employee, do you know what skill (and value) you have to complete a task —  and contribute to the team? More importantly, do you know who you need to report that task to?

No matter the direction, Meghan pointed out, and whether you’re managing a team, a report, or a boss, it can be like walking a tightrope. As Janice noted, the key is understanding exactly who you’re dealing with, and what makes them tick, and we can do that just as well with someone in charge as we can with a colleague or a report.

Not surprisingly, one of the most effective strategies for enabling employees to do well is to “get out the way,” said Janice, which is a matter of trust — a factor that needs to exist across the board. In terms of managers, however, they need to trust that their employees will each do their part to contribute to the bigger picture. After all, everyone lands in a particular career role for a reason. And one smart tactic for helping employees climb the ladder is to let them switch roles until they find their niche. “Just let people swap,” she said. It can do wonders in getting everyone to feel that “corporate love.” The approach doesn’t even have to be fancy, added Meghan: informally managing peer relationships helps “employees figure out who on the team will love doing that part of the work.”

As for managing across, there’s a foolproof way to reduce friction and resentment among your team. Be grateful for those doing their job so you don’t have to. We all have our unique talents. And in the end, love and appreciation will take us all a lot farther.

Listen to the full conversation and see our questions for the upcoming #WorkTrends Twitter Chat. And don’t forget to subscribe, so you don’t miss an episode.

Twitter Chat Questions

Q1: Why do companies struggle with management issues? #WorkTrends
Q2: What strategies can improve how we approach managing? #WorkTrends
Q3: What can leaders do to help organizations improve how we manage? #WorkTrends

Find Dr. Janice Presser on Linkedin and Twitter

 

What Soft Skills Do Employers Want?

Most jobs have specific requirements. But beyond technical skills, employees also need more general soft skills to get the job done. According to the Job Outlook 2018 Survey by the National Association of Colleges and Employers, problem-solving skills and the ability to work in a team are the top two soft skills that employers seek in job candidates, followed by written communication and leadership skills.

Why do companies rank these skills so highly? Let’s take a closer look at the most important soft skills.

Problem-Solving

We hire people to solve problems, so it’s no surprise that problem-solving is at the top of the most-wanted skills list. Problem-solving involves critical thinking — the ability to ask the right questions to define the problem, then examine the evidence and analyze various solutions to choose the right course of action.

Millennials are the largest generation in the workforce, but according to a recent study by MindEdge, a Waltham, Mass.-based learning company founded in 1998 by Harvard and MIT educators, many millennials lack critical thinking skills.

“It is no longer enough to have a specific set of technical or discipline-specific skills, but rather we must foster broader critical thinking to address the challenges that lie ahead for all of us,” according to Dr. Jennifer L. Schneider, the Eugene H. Fram Chair in Applied Critical Thinking at Rochester Institute of Technology.

But like muscles, critical thinking can be developed. “Critical thinking is a skill that can be learned through practice of the fundamentals — for example, information literacy, integrative problem solving, design and innovation.” Learning how to read and analyze information, then taking a creative approach to solving problems will often result in better solutions.
However, she says, it’s important for employers to allow workers to ask questions and give them room to make mistakes.

Teamwork

Teamwork is an umbrella term that includes trust, active listening, asking for and giving help when needed, shared responsibility, accepting the strengths and weaknesses of others, resolving conflicts and constructive criticism.

As work becomes more collaborative, employees must be able to embrace a variety of opinions and viewpoints. And as the workplace itself becomes more diverse and inclusive, employees’ ability to work well with others is crucial to an organization’s success.

Gone are the days of the superstar, and companies are learning that workplace silos and turf wars are detrimental to employee engagement levels and the company’s bottom line.

Written Communication

Employees at every level need written communication skills. From sending and responding to emails to writing reports and other documents, the ability to write effectively — and also to understand what has been written — is a necessary skill.

Employees must communicate with co-workers, bosses and subordinates in addition to clients and customers, and even the public at large. And before an employee even secures a job, they need to submit a polished resume and application letter.

Employees are brand ambassadors for their companies, and their written communication is a reflection of the organization. Grammar, spelling and punctuation errors reflect badly on the company.

Leadership

Companies need more than just workers. They also need people in the succession pipeline: future leaders. Potential leaders need to possess all of the skills listed above, but they must also be able to motivate others, delegate tasks, manage conflicts and exhibit emotional intelligence.

“The numbers on a balance sheet will change, the stock price will fluctuate, but an emotional connection will resonate long after the statistics fade,” says Susan Kuczmarski, head of the Kuczmarski Innovation consulting firm and co-author of “Apples Are Square: Thinking Differently About Leadership.” “Contrary to popular belief, it is not financial reward that inspires greatness — leaders find a way to connect with others and inspire the ability each of us has.”

In the past, she says that leaders who expressed themselves emotionally were considered weak. “However, the new leadership paradigm asks you to contribute your total self, express yourself emotionally, show enthusiasm and concern about others — to express you really care.”

Biomimicry in Teamwork

A lot has been written about biomimicry and the inspiration that product designers get from studying nature — the skeletal structure of a flying squirrel informing the design of drones or the layered butterfly wing to help create optical coatings for displays.  But I have recently been thinking about how interpersonal relationships also mimic the animal world (beyond the fact that homo sapiens are technically animals).  In our business relationships, especially in our teamwork where conflict is common, how do we resemble members of the animal kingdom?  Specifically, I’ve identified the five most common animal defense systems that I’ve seen in the workplace (including my own) to help identify defense triggers. By better understanding ourselves and each other, we can better react to perceived threats and leverage our natural abilities to overcome conflicts and work better as a team.

I’ll start with the disclaimer that these animal analogies are not flattering. Just like the circumstances in the wild that trigger defense mechanisms, life and teamwork can be messy.  They are meant to elicit some introspection and a renewed commitment to conflict resolution so each team member can bring their strengths and work together.

Cobra: I recognize that I often act as a cobra. This snake is well known for the flare up — when threatened, it can rise up and make itself look bigger to scare away would-be predators.  In our relationships, this shows up as verbal defensiveness and a posture change.  In a business setting, people who mimic cobras often change their posture stand and speak loudly to exude confidence, and often interrupt others.  Their emphatic statements might be so persuasive they parade as facts.  At their best, they provide passion, clarity and a sense of mission to their team.  At their worst, they can be bullies or manipulators.  They do all of this in order to put the idea forward more aggressively when others object, and can become dogmatic.

If you are a cobra:    When you feel like you need to be bigger, louder, or more aggressive, consider instead the power of gentle persuasion and the need to listen completely to the other side before reacting out of impulse.

If you are working with a cobra: As a cobra, I respond well when teammates push back with new data points and different perspectives. I would encourage colleagues not to let the scary hood or confidence dissuade them from presenting an alternative views.  Cobras can be poor (or incomplete) listeners and need people to tell them the truth and help them refine their gut feelings (which trigger the defense mechanism) to help others see their perspective without feeling threatened.

Turtle:  The turtle has been immortalized in folk tales as a slow-moving, methodical animal.  An animal who wears his defense mechanism on his sleeve, literally.  When threatened, the plodding animal gives up any forward progress, to recess into his shell and hide until the threat has passed.  I have seen this pattern many times in my colleagues or team mates, a slow-and-steady person, who only agreed to change on a step-by-step basis and will retreat into their shells until everyone can just agree and get along.  As turtles don’t need facts to retreat into their shells, they might not even be able to articulate in words what threat is perceived and what might result from the threat.  At their best, they provide a comprehensive, well thought out plan and long term direction.  At their worst, turtles procrastinate deadlines and decisions, which stalls progress and can delay results.

If you are a turtle: When you feel the temptation to retreat, assess the real threat. Consider the consequences of the worst case scenario and the benefits and drawbacks of making a change. Consider talking to someone who has a bolder approach for their advice.  The goal is to determine if there is a way to step out of your comfort zone and start the changing process, or if the threats must be resolved before you leave your shell.

If you are working with a turtle: I have found communication to be key to effectively team with a turtle.  It is important to be proactive with the turtle before the defense mechanism is triggered by a complaint or concern. Break down the larger projects and priorities into their pieces, showing the step-by-step processes and how to mitigate risk along the way. Clearly outline roles, responsibilities and decision makers so the turtle knows who to connect with if questions and or suggestions arise.

Electric Eel:  The electric eel is ready with 600 volts of electricity to dole out to any would-be predator.  There is no negotiation or posturing.  There is no hiding.  There is only attack.  I have certainly worked with many eels.  Eels are sharp — armed with data, analysis, and opinion, the eel can unload on anyone who disagrees with them with a current of logical arguments and justifications.  They can have a tendency to belittle others, leaving them writhing on the ground after an encounter.  At their best, eels are knowledgeable and persuasive. At their worst, they use the threat of retaliation as a deterrent to keep people from disagreeing with them, often unwittingly.  Gliding along in their own “everyone agrees with me world,” they may not know that people are not being honest with them or alerting them to potential issues.

If you are an eel: I would encourage you to balance your initial approach with a committed desire for long-term relationship.  Think about the person, not just the power you have.  You might win the argument with a co-worker and force others into submission, but that isn’t good teamwork.  Remember that the focus of your energy should be positive encouragement, not disparaging comments.  Make sure you wield data, not shame.

If you work with an eel: Make sure you do your homework.  Know your stuff and be prepared for a sting.  Dig into the data with them, which might help get the eel on the same side of the negotiating table with you, rather than see themselves in an adversarial role.   And if you get stung, there are several approaches to take, but the one that will lead to the most respect is to stand up for yourself.  It may be extremely hard, but the bravery it takes to say “that’s not okay” and “here is how you should have responded,” can take the amperage out and put you back at a power parity with your eel colleague.

Sea Cucumber:  This very strange animal has an unusual defense mechanism: it surrenders.  The highly pliable organism can break itself into pieces, sacrificing body parts (including organs) to a predator until the predator is preoccupied and the sea cucumber (or what is left of it) can get way.  It wants to end the conflict as soon as possible and retreat to where it can heal.  In the workplace, these are often the soft spoken colleagues who are less likely to take a contrary (and never a combative) view with the group.  They are eager to please and just want everyone to get along and mind their own.  The problem with this approach is that their valuable perspectives are never shared, which does harm the team and empowers more aggressive colleagues. At their best, their empathy and willingness to pitch in can help the team complete tasks. At their worst, they can be an easy target and take the brunt of bullying.

If you are a sea cucumber: Think about how you can best engage and give your ideas without having to sacrifice yourself. Have confidence that the team deserves your participation. Also, consider that the relative costs of speaking up in the moment is more effective and valuable than having to nurse wounds or regrow body parts later.

If you work with a sea cucumber: I find speaking with reclusive teammates is most beneficial   in a 1:1 or smaller setting. If I see that a colleague has taken a brunt of tension-filled meeting and not spoken up, I try to draw them out of their tendency of self-sacrifice to encourage them communicate their ideas and perspectives.

Grizzly Bears: One of the few animals with no natural-born predators, I think we can all learn from the grizzly bears to be a more effective team.  Unarmed, even a clever human can’t beat the bear.  She doesn’t have to inflict, hide in the woods, or rise up to scare away people to stay alive, because she is capable of all of those things.  She doesn’t have to be defensive, because she has power.

How we can be more like Grizzly Bears: We shouldn’t lead with our defense mechanisms, those are there to protect us at the expense of others – the exact opposite of teamwork. We should strive to be our true, higher selves by using our defenses for good so the best ideas come to the forefront.

By recognizing our own biomimicry characteristics, we can combine our natural strengths to harness the confidence of the cobra, the thoughtfulness of the turtle, the healing powers of the sea cucumber, and the knowledge of the eel. By leveraging our defensive tendencies into powerful tools, we can be a team of grizzly bears — working together to influence others, to excite change, to achieve greatness.

Photo Credit: The_Nothing Flickr via Compfight cc

Recognize, Reward And Engage Your Multi-Generational Workforce

I was at the Genius Bar the other day soaking up the smarts and getting an introduction to the benefits of backing up data before updating to a new OS. As is so often the case at the Apple store, I found myself working with people from several generations. They seemed to be collaborating with relative harmony and purpose to ensure my data wasn’t lost forever, they seemed for the most part happy, and they seemed engaged in their jobs – from the store concierge (no, not a greeter, and not a Baby Boomer either) to the flight deck controller at the Genius Bar, to the Genius. Many leaders and HR pros are struggling to find a way to make multi-generational workforces mesh and be productive. The chatter is all about the changing workforce and managing generational “differences” or as I prefer to say “nuances”. We talk a lot about how each group has specific needs – Traditionalists, Boomers, Gen X, and Millennials. We talk about how generational differences often seem to polarize the workplace, and what to do about it. It’s sad to say, but I don’t see the same patterns in many corporate settings.

When will we finally be ready to walk the walk (less talk, more action already) about bringing people together? Where does being an authentic leader fit into this equation? Will focusing on data and generational differences truly help our current employee engagement crisis? Why are we still asking these questions?

The best leaders recognize these nuances and understand how to engage – and in my opinion – Champion the similarities (there are more than differences by the way) to engage. Here’s how today’s workforce breaks down for those who want a refresher or are simply data driven:

Traditionalists, the group born before 1945, are also the smallest group in the workforce today at about 12 %, according to Gallup. Born in the hard times of the Great Depression through WWII, this generation values is fatalistic. They value hard work. They view their relationship with employers as a responsibility. Most have retired, but those who’ve hung in may be seen as inflexible fossils by the rest of the organization. Their willingness to work hard may be paired with inflexibility. Fail to recognize their deep experience and you will be rewarded with a failure to engage.

Boomers, born into the relative ease and prosperity of post WWII through the mid Sixties, are the suburban generation, the Woodstock generation. They want to be valued as individuals (not unlike Millennials). They want to be needed. They think they deserve good fortune (again, not unlike Millennials), they’re generally optimistic, and they think things will get better although they may not want to take responsibility for actually making things better. They’re loyal as long as they feel involved but disengage rapidly when they think their contributions aren’t appropriately recognized and rewarded. Respect is a path to engagement with this group.

Gen X, a relatively small generation at 41 million, is sometimes called the Forgotten Generation. They are pragmatic, skeptical of leadership, and quick to disengage if they feel slighted. They demand work-life balance but reject rules. They want to do things their way and may not respect Boomers (selfish) but may have an affinity for Traditionalists, the Silent Generation, whom they view as sharing the curse of being overlooked in the workplace. Gen X is dangerously disengaged. They lack the optimism of the Boomers, share the fatalism of the Traditionalists, and dismiss what they see as the entitled attitude of the Millennials. To engage Gen X, leaders must give them the space to do it their own way, relax the rules a bit, and realize they’ll question every attempt made to engage them.

Millennials, a generation which accounts for about 77 million individuals, according to Pew Research, is roughly the same size as the Boomers (76 million). Millennials were told ‘Good Job!’ and “You’re so smart!’ by indulgent Boomer parents. They demand recognition for even routine tasks, want to know why before they do anything, and expect to be consulted on matters big and small. They see work-life balance as a birthright, value innovation and chafe at having to work with people they see as less bright, tech-savvy and social as themselves. They’ll be most engaged when working with people they think are smart, social and committed.

With so many disparate needs and motivators, what can leaders do to increase employee engagement? It’s really pretty straightforward:

  1. Recognize and reward people.Forget about what generation for a moment.A one-size-fits-all reward and recognition programs will fail no matter who you are dealing with. When you understand what motivates (or sets off) certain generational groups or individuals, you can tailor your response, build more effective teams, and adjust recognition and reward programs.
  1. Acknowledge shared needs. No one likes surprises; everyone craves respect; everyone wants to feel included in the forward motion of the organization; everyone hungers to learn, and we all need pretty continuous feedback. Build your culture on the shared needs of the multi-generational workforce and you’ll see fewer cracks in the foundation.
  1. Engage by creating a sense of teamwork that spans generations. There’s a place for everyone in the world of work. The work ethic of Traditionalists can inspire all groups. The optimism of Boomers can help all employees see the positives in the organization. The skepticism of Gen X will keep everyone honest. The enthusiasm and self-confidence of Millennials is infectious and inspiring if it’s channeled. Teams are made up of individuals with a shared goal; build your organization’s goals around a shared sense of work and responsibility, a sense of optimism, healthy skepticism, enthusiasm, and confidence in the organization’s mission.

It wouldn’t be real if I didn’t add that leaders need to build trust with employees by engaging at an emotional level. To manage multigenerational workforces, Recognize that the people who work for you are individuals with intrinsic human value. Reward excellence, and encourage and educate those who come up short. Engage by committing to shared goals, committing to building a great place to work, and sharing your sense of engagement with the goals of the organization.

A version of this was first posted on Forbes.

Photo Credit: Phenom Apps images via Compfight cc

5 Ways Leaders Empower The Social Enterprise

We have all seen the power of social and community. People come together and the result is something unified and powerful and greater than the sum of its parts. I’m always inspired when I see the dynamic things a strong community can accomplish. It’s a force leaders must create in their enterprises. Community is about people communicating and bonding, pooling their strengths and talents to deliver amazing performance. To make it happen, leaders have some exciting new tools in the form of social media, digital networks and big data. The question becomes: how do I harness these tools to build the right kind of communities for my company?

Here are 5 steps to community building in the social enterprise:

1) Pick the right technology. Yes, the technological tools are dazzling, but communities at heart are about people. Don’t get blinded by the bells and whistles that many companies are selling. Stay focused on what you need to build strong communities that serve your company’s needs. Avoid anything extraneous. Basic is often best. Caveat: many start-ups and technology companies are filled with geeks who love to play with complicated new techo-toys, in fact they form communities around the tools.

2) Define your communities.  You want to build internal and external communities that include employees, customers, partners and stakeholders. Ask each group what they need and want in a community. Don’t impose, keep an open mind and respond. You want communities of purpose with clear objectives and benefits for all parties.

3) Let the information flow.  It’s frustrating for community members to be denied the information they need to thrive. Unless it’s truly crucial to keep private, be an open book with your information. This empowers everyone, and makes them feel a part of the enterprise. And it gives them the tools they need to brainstorm and innovate. Information is power.

4) Provide cultural support.   A lot of “old economy” companies have a hard time integrating new technologies – and the communities they enable and empower — into their organizational DNA. It’s no good to say you want thriving communities, and then pay no attention to them, or deny them the resources they need. Whether you’re an established enterprise or a start-up, make sure that your communities are supported and acknowledged. Don’t micro-manage them, you want to give them the freedom to create that special synergy that breeds innovation and results.

5) Measure what your communities accomplish.  There’s nothing touchy-feely about communities. I’ve talked with countless leaders who seem to have this perception at first. They’re about using technology to build unity, morale, performance and profit. Devise common sense measures that allow you track outcomes from your communities. If a community isn’t delivering value to the enterprise, it shouldn’t exist.

I’m passionate about communities for a simple reason: they work. When people are part of a thriving community of purpose, they feed off each other’s talents, feel connected to the company, and become committed to delivering great results. And communities are fun, lively places, digital and live forums that bring out our best selves. What’s not to love?

A version of this post was first published on Forbes.com on 5/26/2013.

photo credit:  статия от +Jeff Bu… via photopin (license)

5 Habits Of Leaders Who Create Workspace Culture

When I was a student (once upon a time I thought I was to be a clinical psychologist), and broke, and spending time in New York City (also about the time I decided I was not to be a performing artist, choreographer for my career after spending years here doing so), I used to make extra money volunteering for psychological studies at Columbia University. I arrived one day and was told to wait in a small room for the study to start. The room started to fill up with other people, also waiting, until it was jammed and people were sitting on the floor shoulder to shoulder. Things got testy, arguments broke out, there was jostling. After 45 minutes the researchers came in and announced that the study was over: they had been measuring how we reacted when we were crowded into a small space.

I love this story from my past because it perfectly illustrates the power of our environment to influence our mood and actions. Anyone who has ever worked in a fluorescent-lit, gray-carpeted cubicle wasteland knows exactly what I’m talking out. It’s depressing, deadening, and you feel like the bosses don’t really care about your comfort and wellbeing. That is no way to design a 21st century company. In this economy, talent is your most valuable asset. And talented people don’t want to work in a soul-killing office space. They’ll take their special gifts elsewhere, thank you.

Well-designed office spaces ignite creativity, create team collaboration, and drive peak performance. They show respect, lift our souls and make people want to dig deep and give their all. Your workspace is a physical manifestation of your leadership culture. Make it unique.

How can you make your space a dynamic part of your vision and mission, and a driver of success? Here are 5 habits and how to make this happen:

1.) Think urban. Cities are hotbeds of creativity and enterprise for a reason. People are social beings, and cities provide the perfect balance of inspiration, contact, and privacy. Provide spaces for all of these: kitchens are great places for folks to hang out and connect (and share ideas on current projects). Outdoor space gives a sense of freedom and possibility, and contact with nature is always enlivening. Cities surprise us with their diversity and spontaneity. Celebrate everyone’s idiosyncrasies by encouraging them to decorate their personal spaces with pictures, objects and toys that make them feel at home. The goal here is to create a buzzing microcosm of urban energy in your workplace.

2) Keep it moving. Sitting at a desk all day is a downer. It’s stagnant and unhealthy and breeds lethargy and eyestrain. Encourage people to move around, to take the stairs, to go out for a short walk. Have a yoga, stretching, exercise room. Have informal work areas, couches and chairs with plenty of nearby power outlets. Make conference rooms available to everyone for meetings, even one-on-ones and informal brainstorming sessions.

3) Play at work. Put in a ping-pong table, foosball, Legos and other games. They are great for building bonds, relieving tension, engaging in playful competition, and renewing our psyches. We all hit a wall at work now and then — a quick game can be the play that refreshes.

4) Bon appetit! Coffee shops like Starbucks SBUX +0.09% and Peet’s have become embedded in our culture and psyche. They are defacto town squares, places where employees can hang out, grab a bite, do a little texting, work, flirt, have fun, whatever – you get the idea. Consider creating one in your workspace. Design it to be comfortable, warm and welcoming. Serve healthy food at great prices. People love getting a good deal, and having a coffee shop at work makes everyone feel like they’re part of the bigger world. And work inevitably gets done over those mochaccinos.

5) One size fits no one. Some of the most talented people in the world are introverts who like to be left alone to work their magic. Other talented people thrive with almost constant contact and stimulation. You want to design a space that is yielding and flexible – and has room for all personality types to thrive. So while you’re creating a vital environment that encourages connections, make sure there are quiet spaces where talent can go and work in peace.

Great design nurtures talent. It’s as simple as that. Look around at your workspace. How can you make your culture a talent magnet?

A version of this post was first published on Forbes.com

Image credit: Google Inc. – Office Hamburg, DEU

Personality Types And Career Success

Every office is made up of different personalities with different strengths and weaknesses. For HR professionals, understanding these personalities is a key component of building successful teams, providing opportunities for advancement, and making other important personnel decisions.

But what role does personality actually play in a person’s professional development? Are some personalities more likely to be satisfied at work than others? Which personality types are more likely to lead more employees?

New data from the infographic below — compiled by Truity, developer of the TypeFinder® personality type assessment and other scientifically validated, user-friendly personality assessments — offers answers to these questions and more.

Some of the most interesting findings about personality type in the workplace include:

  • INFJs showed one of the smallest gender-wage gaps, with female INFJs earning 87 percent of what male INFJs earn.
  • ESTJ man were the highest earners of all type/gender groups at $75k.
  • ESFJs had the highest job satisfaction rating of all types.
  • ENFPs showed one of the largest gender-wage gaps, with female ENFPs earning just 72 percent of what make ENFPs earn.

Check out the full infographic to learn more about all the personality types in your office:

What do you think? Does personality type affect success and job satisfaction in your office?

#TChat Preview: Why Multi-Generational Leadership Activism Is In

The TalentCulture #TChat Show is back live on Wednesday, August 19, 2015, from 1-2 pm ET (10-11 am PT).

Last week we talked about how social networking and the job search pay off, and this week we’re going to talk about why multi-generational leadership activism is in.

Regardless of pop culture wisdom, every generation wants to change the world, and millennials are no exception. But every new generation’s flaws are also stereotyped and criticized by the mainstream media, to the point where it’s non-productive.

What if these very criticisms were the foundation for refreshing new leadership? The good news is they can be, if mentored and nurtured accordingly.

In fact, this isn’t the age to just mentor millennials. We can learn better ways to grow our own talent and leadership skills from different generations. Engagement is out. Activism is in.

Sneak Peek:

#TChat Events: Why Multi-Generational Leadership Activism Is In

TChatRadio_logo_020813#TChat Radio — Wed, Aug 19 — 1 pm ET / 10 am PT

Join TalentCulture #TChat Show co-founders and co-hosts Meghan M. Biro and Kevin W. Grossman as they talk about why multi-generational leadership activism is in with this week’s guests: Jon Mertz, thought leader, author and a Leader to Watch in 2015 by the American Management Association; and Danny Rubin, Millennial communications expert and author.

 

Tune in LIVE online Wednesday, Aug 19

#TChat Twitter Chat — Wed, Aug 19 — 1:30 pm ET /10:30 am PT Immediately following the radio show, Meghan, Kevin, and Jon will move to the #TChat Twitter stream, where we’ll continue the discussion with the entire TalentCulture community. Everyone with a Twitter account is invited to participate, as we gather for a dynamic live chat, focused on these related questions:

Q1: What new leadership skills do younger generations bring to business? #TChat (Tweet this Question)

Q2: Should leadership mentoring be cross-generational in business today? #TChat (Tweet this Question)

Q3: What are career development truths we all need to embrace today? #TChat (Tweet this Question)

Until then, we’ll keep the discussion going on the #TChat Twitter feed, our TalentCulture World of Work Community LinkedIn group, and in our TalentCulture G+ community. So feel free to drop by anytime and share your questions, ideas and opinions. See you there!!!

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Image Credit: Big Stock Images

HR Data Won’t Make You Less Human

With all the talk and rush toward people analytics (or talent analytics), there is some justifiable angst today that the H just might be taken away from HR – numbers will make everyone less human.

Everywhere we look, there’s a new article, webinar, conference or seminar imploring us to get with the program, that program being big HR data and the use of analytics in managing HR and the workforce. Analytics is being used across the board in HR, including talent acquisition, performance management, succession planning and more.

Is there a downside? By using data and analytics across HR functions, will HR and the people that make up HR become just machines, with no humanity, no compassion and no common sense?

No.

Not that there isn’t an opposing view to accompany the angst. Writing in Forbes, Liz Ryan goes all in on the inhumanity of analytics:

“A typical ridiculous, unquestioned business adage is “If you can’t measure it, you can’t manage it.” That’s BS on the face of it, because the vast majority of important things we manage at work aren’t measurable, from the quality of our new hires to the confidence we instill in a fledgling manager.”

Whoa – relax, Liz.

People are the backbone of any organization, and the most successful ones recognize that. It’s the reason talent management is such a hot topic and high priority now. Especially coming off the global recession, with top talent at a premium…the best organizations get this!

Liz goes on:

“Measurement requires stopping the action, getting outside of it and holding it up against a yardstick, exactly the opposite of the activity that would create products or ship them, make customers happy or move our business forward in any way…Measurement is our favorite CYA activity.”

That’s simply not true at successful organizations.

At successful organizations, the action doesn’t stop, the creativity doesn’t stop and the innovation doesn’t stop – the people in these organizations are on fire and they stay on fire, from top to bottom. The measurement is all about improving the business, and making the business better for its people…which will make the business better.

That’s a never-ending, iterative cycle that makes the organization better.

When leading HR industry analyst Josh Bersin claims that, through the use of analytics, “high tech companies now know why top engineers quit and how to build compensation and work environments to get people to stay,” he’s not saying numbers magically appear in some algorithm, get crunched and then get spit out. He’s saying that as part of an ongoing evaluation of an organization and the quest for improvement, this is an area that analytics can shine a spotlight on to improve how the organization betters its people management.

And the HR data comes from people. It comes from employees talking to and engaging with their managers, which comes about from smart executives working closely with and engaging their people managers. In successful organizations, it’s not about CYA and finger pointing – it’s about making everyone better – and making the organization better as a result.

Here’s another real-world example of a large, complex organization that has used people analytics to improve its operations, in conjunction with making its people happier, more productive and more fulfilled. The U.S. Department of Agriculture (USDA) employs many people to assist in the hiring of tens of thousands of applicants in it 29 agencies. People analytics was used to improve a wide range of talent acquisition functions – it led to a better allocation of resources, better candidates and improved communication between HR and hiring managers.  Analytics improved the morale of the people in HR and the people hiring candidates. And oh, by the way, the people applying for jobs now have a much better experience based on data provided by analytics. All this happened without stopping the wheel.

CYA? No. Organizational improvements? Yes.

As Bersin says, the geeks have arrived. But don’t let that scare you.

Most topics are not black and white. With all numbers and no people, HR can’t function. With just people and no data, HR is a lot less effective in doing the people part of its jobs.

While noted data scientist W. Edwards Deming is often credited with saying “you can’t manage what you can’t measure,” he also said “the most important things cannot be measured.”

Embrace analytics, even just a little bit. You’ll see how it can help the people side of your job.

 

Image: bigstock

Being Great Means Being Grateful

It’s Friday and you’ve probably had a long week and a long day. Maybe you’re ready to call it a week or you’re bogged down in how much work you’re going to take home for the weekend. Either way, NOW is the perfect time to experience gratitude.

It’s the ultimate win/win: we feel great when we experience gratitude and, when we share it, other people feel great too.

If you’re a team leader, valuing your team is an essential part of your job; our teams do their best when they know they’re valued and get regular feedback (and so do we). But if you’re human, you know it’s often more natural to focus on what needs to be done than on the progress we make each day and the qualities each person brings to the group.

Valuing people we work with isn’t just for team leaders. As team members, sometimes it’s easy to think we should be thanked but not give thanks. That’s worth rethinking because work is a team sport and our successes – and happiness – are intertwined. And feeling gratitude is an essential ingredient in happiness.

While studies show that 88% of employees found praise from their manager highly motivating and 76% found peer praise very motivating, we don’t need surveys to know that thanking someone for the work is a good thing to do – our own experience tells us that.

End your week and your team’s on a high note with simple actions.

1. Take the time to identify and celebrate successes with your team.

What did your team achieve this week? Whether they were crowning glories or small steps forward in a blizzard, acknowledge the progress and effort. If there’s still time in your day, pull the team together for an impromptu celebration of the week’s successes. It doesn’t have to be complicated – it’s the thought that actually counts here. (Avoid the temptation to clutter the feel-good-Friday with remarks about the work facing the team next week!)

2. Pause and consider the endearing qualities of each person on the team.

What are the unique business contributions or human contributions of each person individually? Set aside a few minutes before you leave the office to think about each person for a full 90 seconds to bring that contribution into focus. Now, enjoy the sensation of appreciation and affection that you get from this simple exercise. Repeat it for each member of your group; notice how your stress level drops and your happiness level increases as you progress. When you’ve covered everyone, you’ll be renewed and relaxed. The sensation of gratitude makes us happier, according to Harvard Medical School research.

3. Now tell each person that you appreciate him or her.

Take 15 seconds more and send a brief note to each person with your appreciation. It can be very specific or a general comment like, “Just wanted you to know how much I appreciate your contributions to the team this week and every week.” Whether you send it via email, chat or you use a nifty Workboard badge, it will feel at least as good to write as to receive! It’s an excellent way to close the day.

Let’s redefine what’s so great about Fridays.

About the Author: Deidre Paknad is currently the CEO of Workboard, Inc.  Workboard provides apps for managers and their teams to share goals, action items, status and feedback and to automate status reports and dashboards.

photo credit: bru76 via photopin cc

Virtual Workplace? For Real! #TChat Preview

(Editor’s Note: Looking for a full recap and resource links from this week’s #TChat Events? See the #TChat Recap: “Putting a Face on Remote Work.”)

Distributed workforce. Virtual team. Telecommuting.

Whatever term you use to describe remote work models, the concept continues to gain momentum in today’s business environment — and with good reason.

High-speed connections, mobile technology and cloud-based collaboration tools now make it easy and cost effective for people to “go to work” anytime, from almost anywhere.

XJyGYBut infrastructure and good intentions, alone, don’t guarantee that virtual organizations will be productive and profitable. So, what does it take? That’s the focus of  #TChat Events this week, as we look at why and how successful virtual teams really work.

And what better way to explore this topic than with an entrepreneur whose business is driven entirely by remote contributors? Our guest this week is Mike Hostetler, Founder and CEO of appendTo, a highly successful web engineering firm, powered by a far-flung workforce.

“Sneak Peek” Hangout: Trifecta of Awesomeness

To kick-off this week’s discussion, Mike joined me for a G+ Hangout, where he outlined the “trifecta of awesomeness” — three key reasons why the virtual workplace is taking hold:

What are your thoughts about how to build and manage awesome virtual organizations? This week, we’re seeking wisdom from the crowd — so share your ideas and opinions with the #TChat virtual community!

#TChat Events: Why Remote Work Continues to Rise

#TChat Radio — Wed, Jan 15 — 6:30pmET / 3:30pmPT

TChatRadio_logo_020813

Tune-in to the #TChat Radio Show

Our hosts, Meghan M. Biro and Kevin W. Grossman talk with Mike Hostetler about what it takes to create and sustain successful virtual workplaces. Tune-in LIVE online this Wednesday!

#TChat Twitter — Wed, Jan 15 7pmET / 4pmPT

Immediately following the radio show, Meghan, Kevin and Mike will move to the #TChat Twitter stream, where the entire TalentCulture community will join the discussion. Everyone with a Twitter account is invited to participate, as we address these 5 related questions:

Q1: What are the pros and cons of virtual workplaces?
Q2: How do remote work models affect employee and customer engagement?
Q3: What factors should leaders consider when creating virtual teams?
Q4: How can recruiters identify traits of successful remote workers?
Q5: How can we apply technology to foster virtual collaboration?

We look forward to hearing your ideas and opinions, as talent-minded professionals who care about the human side of business.

Throughout the week, we’ll keep the discussion going on the #TChat Twitter feed, and on our LinkedIn Discussion Group. So feel free to drop by anytime and share your questions, ideas and opinions.

We’ll see you on the stream!