ReportWire

Tag: Company Culture

  • 3 Mistakes to Avoid When Bringing Employees Back to the Office | Entrepreneur

    3 Mistakes to Avoid When Bringing Employees Back to the Office | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    With the return to office in full swing, listening to employee needs and well-being is more important than ever for business leaders. It is difficult to recognize failures when they are happening, but their impact is often unmistakable after the fact.

    As we navigate this uncharted territory, as leaders it is critical that we all constantly evaluate our approach to leadership, consider fresh perspectives and adapt. First and foremost is identifying missteps early.

    If any of the below points feel familiar to you, it is likely time to reevaluate your approach.

    Related: Returning to The Office Without a Strategy Is The Biggest Mistake You Can Make. Follow These 4 Steps for a Perfect Transition.

    1. Not gathering employee feedback in the right ways

    A smooth return to the office requires a mix of the right strategies, support and technology to help avoid major pitfalls. It also requires a certain amount of self-reflection. One way to do this is to consider what we should carry with us from remote and hybrid settings and what we should leave behind.

    Consistent, reliable feedback from your team is essential for this self-reflection. But posing questions point-blank won’t cover it. While some individuals may feel comfortable speaking up in company-wide meetings, this won’t work for everyone. In fact, according to a 2022 survey, more than 71% of participants noted wanting anonymous ways to engage at work.

    It is important to have a tech stack in place that promotes anonymous feedback so you can ensure honesty and frankness. Platforms that provide anonymous voting, polls and Q&As can give a voice to those who are hesitant to raise their hand, leveling the playing field. If you don’t make an active effort to support a culture of inclusivity around employee feedback, it will be impossible to meet the needs of your team.

    2. Not providing a flexible enough return-to-office policy

    The constant change throughout hybrid work has led to unclear expectations, even for something as basic as how and when to show up. Against this backdrop, a mid-pandemic study found that 86% of employees felt people at their company were not heard fairly or their needs were not being met. In structuring return-to-office policies, leaders have a chance to change that.

    We cannot expect employees to be back in the office, effective tomorrow, working a full five days a week in-person and resuming the “old normal.” Times have changed and leaders must realize this. For many, this would cause unnecessary stress and anxiety in their work lives. And for those providing care for children, older family members or otherwise needed at home, those demands aren’t just unfair — they’re nearly impossible.

    In these situations, leaders must craft company policies from the bottom up. Top-down management is a thing of the past. Anyone still working with a vertical hierarchy is going to struggle to put in place an effective return-to-office policy that works for everyone in the office and conjures up the excitement to once again be with colleagues. If you want to know what your employees need, ask them.

    This moment calls for employers to be conscious of their teams’ lives outside of work. Personal life should not be jeopardized by work. It’s up to leaders to ease this transition and support a maintained balance.

    Related: How Flexible Work Will Give Your Business the Biggest Advantage

    3. Underutilization of employees and teams

    Satisfied employees stay put. They are not always on the lookout for their next opportunity, even in moments of change that could otherwise contribute to turnover. But when people feel underutilized — as 25% of employees currently do — they are more likely to put their two weeks in during periods of change and uncertainty like the return to office.

    Underutilization is often a result of inattentiveness to individual employee fulfillment. The secret to getting the most out of your team is providing them with opportunities that truly excite them. This is not a one-size-fits-all answer, as for some employees it means better schedule flexibility, while for others it could be more accessibility to senior leadership or opportunities for growth. It’s imperative that leaders align with their employees individually.

    Righting these wrongs

    A company is only as successful as its employees are happy — and upheavals like a return to office risk adding to employee dissatisfaction. You can ease that transition by getting back to basics. Start by optimizing the feedback process, show empathy and flexibility during a period of change and allow your team to focus on the work that makes them happiest.

    It’s all about opening the right kind of dialogue and ensuring inclusivity and understanding in the conversation. After all, the first step to fixing any leadership mistakes is acknowledging that you’ve even made them.

    Johnny Warström

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  • Why Successful Collaboration Comes Down to Proper Team Balance | Entrepreneur

    Why Successful Collaboration Comes Down to Proper Team Balance | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    The wrong way to approach values is obvious: You’ve seen the movie Office Space when the boss calls everyone together to unveil a new banner on the wall asking, “Is This Good for the Company?” As far as that value exercise goes, everyone looks at the banner, but that’s about it.

    The “right” approach requires more nuance.

    Our company just welcomed five corporate cultures under its single umbrella. After nearly three decades of working alongside the company’s founders, most people could articulate our values very well. Only when our newly incorporated team members asked us to point to behaviors demonstrating how we live out those values in practice did we realize that we couldn’t point to anything concrete enough for them to “get it.” Employees want employers to represent their ethics and values to stay engaged. We knew we needed to fix this.

    Intentional values prevent misalignment around company non-negotiables and can guide employee action and collaboration in the right direction. Still, defining and aligning the various departments of a company around those core values is more complex than it sounds; the task is even more challenging when merging multiple companies.

    Related: How Collaboration Can Help Drive Growth and Propel Your Business to New Heights

    Over-communicate, then communicate again

    Part of my work in M&A is ensuring that our people’s experiences with the company are consistent. If I visited one of our offices in Australia or Japan, they would feel like part of the same world. Most of that came through working alongside the company’s founders and absorbing their approach to making decisions by osmosis. Sure, we articulated our values in onboarding materials. We offered some swag and other replicated forms of them in our recognition programs. Still, we mostly took that tacit learning from the company’s culture carriers for granted and developed little else to reference our values in action beyond that.

    This five-company merger was an “ah ha!” moment that made us reconsider how we communicated our values, and they still hold up after all this time. Without clear communication and explicit practical applications, it would be only natural that people bring their old ways of operating into a new company, even without realizing it. If we want to carry values forward as we merge companies or aim to break down silos, we need to embed them across the employee journey at every touch point in both words and action.

    Consider values in the hiring experience — how we describe the position in the job post and our interview questions for potential candidates. If one of our stated values is collaboration, we might ask them to describe when they successfully collaborated on a project and, more importantly, when it wasn’t. Seek to hire people who understand and appreciate those intrinsic values and spend time discussing them in all onboarding sessions globally. People can be talented but not always aligned, so figure out what’s non-negotiable and ask questions about what matters to them, and you’ll soon see if they “get it.”

    Related: 10 Simple Steps to Build an Exceptional and Efficient Team

    Live, not laminate

    It takes more than coffee mugs, posters and pieces of flair to align everyone around a company’s values: We need to be able to attribute behaviors to them. If a company says they’re “people-centric,” it should showcase this in an actionable way — performance evaluations that allow employees to tell their own stories rather than their performance review happening to them; benefits that provide coverage for the whole family; meetings that regularly represent that value as a theme or recognize someone who exemplifies them. At our company, we have a Kudos chat where, every week, people acknowledge when they have observed someone’s behavior that directly aligns with our values.

    Leaders must ensure people live, feel and see their company values repeatedly. In a 2022 survey of U.S. and U.K. employees, respondents were likelier to stay with an employer whose values align with theirs. Still, almost half would consider leaving a company if its leadership fails to act by them.

    When we give people examples of living our values, they have more reasons to discuss them. Over time, stories get retold and cement themselves into company lore. When a customer attempted to return two tires to the local Nordstrom retailer in Fairbanks, Alaska, the clerk called, researched tire prices and processed the refund despite Nordstrom never selling tires. Nordstrom’s legendary tire story demonstrates the brand’s dedication to living its value of customer service.

    Related: 3 Ways to Foster Trust and Communication During a Global M&A

    Evaluate and evolve

    After almost 30 years, our company has gone through many chapters, and what was right in the past needs to be constantly reexamined to ensure we are still true to our word.

    One of the companies we acquired had active and illustrative values, including “create success” and “be brave.” Their values were strong and actionable: Someone who needed to make a critical decision on a Friday afternoon with no one else around could recall the value “be brave” and go for it. So, we are taking this moment to evolve our values to match the company’s evolution. We’re reevaluating the original company values and if they still hold. The core ones, like respect and integrity, will remain, but in our 25+ years later, some values may not be quite right.

    Ultimately, most values aim toward the same ends — respect, integrity and a feeling of trust and belonging. Focus on four or five values that answer the question, “What do we believe in that will help us make better decisions?” Then, make leadership decisions that reflect them. Trust is built when people see their leadership standing by those values. Even when merging five companies into one, strong values enable a healthy culture that ensures that people are motivated, engaged and committed to work every day to deliver the results for the company.

    Victoria Maitland

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  • In Times of Uncertainty, Is Employee Transparency Helpful? | Entrepreneur

    In Times of Uncertainty, Is Employee Transparency Helpful? | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Every business will run into uncertainty at some point. Unsettled times, almost by definition, are challenging to navigate, and pose an additional challenge for employee managers and other leaders: how transparent should they be with staff members?

    It’s important to recognize at the outset that there are reasons to be frank and open with team members and reasons not to be, but I’ve found that most of the time, honesty is the best policy, and there are quite a few associated benefits.

    Reasons to be transparent with employees

    It rallies everyone behind a shared mission: When a team has a common goal, its members pull together to accomplish it. But if they have no idea a business is facing uncertainty, you rob them of an opportunity to become invested.

    For example, let’s say you have to make $20,000 in the next month to make payroll. If you don’t inform employees about the issue, they are stripped of the opportunity to go even further above and beyond — to work additionally hard to bridge the (hopefully temporary) gap.

    Related: How to Keep Your Team Motivated in the Midst of Uncertainty

    It eliminates overthinking and fear: Even if you don’t directly tell employees about the uncertainty facing your company, they’ll likely know something is up in any case. Maybe they’ve noticed that you seem more stressed, or that you have been attending more meetings than usual… and they might start worrying. In turn, this can cast a shadow on company morale. Don’t leave workers wondering.

    It takes pressure off of you: As a business owner, you know that it can be hard to ask for help. But in uncertain times, the support of a valued employee or two can make all the difference in the world.

    For instance, if your workload has dramatically increased, you might need to call in an experienced team member (or members) to help. In this situation, it’s in your best interest to tell them what’s going on. Otherwise, they might think you’ve simply decided to slack off on responsibilities and offload onto them.

    Of course, transparency can’t erase all the stress and pressure that uncertainty brings, but when you share some part of the informational burden, you’ll likely find that you have a little more room to breathe.

    The pitfalls of not being transparent

    Even given the potential benefits listed above, some business owners firmly believe that being honest about adversity does more harm than good. Chief among their reasons is that withholding potentially challenging information helps keep morale high, and workers happier and more productive. In their mind, nothing puts a damper on motivation like staff members knowing a business is in trouble.

    Related: Wearable Tech Is Improving Employee Productivity and Happiness

    Withholding the truth might seem like a smart course of action at first, but pretending everything is okay can backfire, not least because the false reality you’ve created leads to misaligned expectations.

    For example, if an employee thinks everything is going perfectly, they might take additional time off. When workers have no idea of problems, you can’t expect them to pull together to get the company on stable ground again. If that same employee knew the truth, he or she may well have opted to come to work instead.

    Being dishonest (including lying by omission) can also damage the trust you’ve built with a team. It’s entirely possible that at some point, a staff member will find out that the enterprise has faced (or is facing) a hardship. When they realize you kept that information from them, feelings of betrayal can ensue. Unsurprisingly, they may then hesitate before putting their trust in you again.

    Taking care with the truth

    If you decide to be transparent, care must be taken. With a little thought invested in how to frame a situation, it’s possible to be honest and keep morale up at the same time. A few tips:

    • Stay positive while sharing current challenges

    • Share your vision for remedying the issue

    • Offer thoughts on actionable steps the company can take

    • Ask employees for their input

    Related: Use Domino’s Genius Strategy to Get Your Team on the Same Page

    Another oft-cited reason for avoiding sharing hard business truths is that it might cause workers to look for other jobs. After all, not everyone will feel inclined to stay on and help: Some may see a sinking ship and decide they’re better off leaving before things get worse.

    This is an understandable concern and reaction. But you can also reframe it — regard the situation as an opportunity to filter out those who aren’t committed to your goals and mission. It might be better to lose non-committed personnel than risk having them perform poor or counterproductive work ongoing. At the very least, such work won’t be on the level of someone who is genuinely dedicated.

    Don’t make the mistake of thinking that transparency causes people to leave. It doesn’t. Instead, it speeds up the rate at which inevitable things occur. In the case of employees who aren’t fully on board, rest assured they were always going to leave: being honest about your company’s situation just expedited the process.

    How do you decide?

    Before determining how transparent you need to be, weigh the pros and cons of both options. But keep in mind that there’s also the possibility of a hybrid approach, in which you might opt to confide in just the management team, for example, without letting information reach lower-level employees.

    But again, and in my experience, transparency is the best way to deal with uncertainty in the vast majority of cases. You’ll maintain employee trust, take pressure off of yourself and unite the company in pursuit of a common goal. With such strong leadership, the enterprise will more than likely emerge not just surviving but prospering.

    Related: Building A Better Mindset To Deal with Uncertainty: The How-To

    John Boitnott

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  • Know a DEI Skeptic? Use These 3 Strategies to Engage Them | Entrepreneur

    Know a DEI Skeptic? Use These 3 Strategies to Engage Them | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    The good news is that most people believe in the value of diversity, equity and inclusion initiatives in the workplace — yet the minority, although vocal, is roughly 20% of the workforce. For these DEI skeptics, we recommend a three-pronged approach:

    1. First, learn more about their story and what is holding them back.
    2. Ask for their engagement directly.
    3. Offer up a specific way they can show support and hold them accountable.

    Related: Does DEI Training Work? It Depends How Proactive It Is.

    Learn more about their story and what is holding them back

    Overwhelming people with facts and figures is tempting, but often not helpful in changing perspectives. Instead, meet skeptics where they’re at. Give them time to process their fears, concerns and ideas. This can be helpful information for allies that want to better understand the challenges of DEI work. Chances are some other concerns could be valid. As with any line of work, there are always pros and cons and paradoxes that are more often in between.

    We’re all a product of our lived experiences. It’s hard for people to take on a perspective that they themselves don’t share. This is why storytelling is so powerful as allies. Asking questions to learn about people’s upbringing, caregiving roles they experienced at home and exposure to other races and cultures growing up is key. People’s socioeconomic class has a significant tie to our perceptions as adults. For example, many lower-class white people share the belief in the myth of meritocracy — meaning hard work pays off. Yet, when you compare notes with people of color, they are unique challenges they often face due to the intersections of racism and classism.

    To reach a DEI skeptic, consider asking these questions:

    • What aspects of DEI are you most skeptical about? Understanding their specific concerns can help tailor the conversation to address their doubts directly.
    • Have you encountered any personal experiences or observations that have influenced your skepticism? Exploring their personal perspective can provide insight into their viewpoint and help build a connection.
    • Are there specific examples of companies or organizations where you think DEI initiatives have been ineffective or problematic? What would you like to see done differently? Discussing real-world cases can lead to a more nuanced conversation and provide an opportunity to address specific concerns.
    • Do you think it’s important for all individuals, regardless of their background, to have an equal opportunity to succeed? How might unequal access to opportunities impact society as a whole? Exploring the concept of equal opportunity can help highlight the underlying principles of DEI.
    • Have you ever been in a situation where you felt excluded or misunderstood? How did that make you feel and what steps would you have appreciated to address it? Drawing parallels between personal experiences and the broader DEI conversation can foster empathy and understanding.
    • Are there ways in which you think diversity could be promoted without compromising meritocracy? Discussing strategies that align with their values can help bridge the gap between skepticism and the goals of DEI.
    • How do you think diverse teams can contribute to innovation and problem-solving? Are there examples you can think of where diverse perspectives led to better outcomes? Highlighting the practical benefits of diversity can help counter skepticism with evidence.
    • Do you think there is a connection between workplace diversity and attracting and retaining top talent? How might a more inclusive environment impact employee morale and job satisfaction? Discussing the potential impact on talent management can provide a tangible perspective.
    • What would it take for you to consider DEI initiatives as valuable and worth pursuing? What specific outcomes or changes would you like to see? By focusing on their expectations and potential solutions, you can create a shared vision for the role of DEI.

    Related: 4 Ways Inclusive Leaders Can Respond to the Weaponizing of DEI

    Ask for their engagement directly

    Many times there’s confusion about the role the majority group can play in DEI. For example, older, straight, white men who do not have a disability often say that DEI is not for them. DEI is about inclusion, so it is paramount that everyone is a part of creating an inclusive culture. Rather than wait for the majority group to join the conversation, consider directly asking for their support. Make it clear that you want them to play a role and what specific expectations are for engagement. Consider these ideas to engage them:

    • Collaborative initiatives: Create opportunities for members of the majority group to collaborate with individuals from different backgrounds on projects, committees or initiatives. Emphasize the value of diverse perspectives in problem-solving and decision-making processes.
    • Sponsorship of Employee Resource Groups (ERGs): ERGs are a great way for the majority group to participate and learn alongside members of different groups. For those in positions of power, having them engaged as sponsors can help with resource allocation as well.
    • Lead by example: Showcase visible support from leadership and role models within the majority group who actively champion DEI initiatives. Highlight successful case studies or stories of organizations that have benefited from embracing diversity and inclusivity.
    • Mentorship: A great way for allies to get involved is by mentoring and being mentored by people different from themselves. This could be a formal pairing program of informally setting the expectation that leaders engage in mentoring folks different from themselves. Most allies report learning more from their mentees than the mentees learn from them.

    Related: 10 Ideas to Drive Your DEI Initiatives in 2023

    Offer up a specific way they can show support and hold them accountable

    Lastly, it is important that you set the expectation that they are responsible for their own education as potential allies in training. The burden of education should not fall on folks that are already dealing with the adversity of diversity. As with any cultural transformation, accountability is critical to long-term success. It is important to measure outcomes and hold leaders accountable for diverse representation and perceptions of inclusion on their teams just as you would with any cultural change.

    Julie Kratz

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  • You Have to Give Your Employees Freedom to See Excellence — Here’s How to Do It. | Entrepreneur

    You Have to Give Your Employees Freedom to See Excellence — Here’s How to Do It. | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Setting people free to do great work is one of the most important principles for a company leader to embrace. Productive employees who are engaged and inspired by their work are the key to workplace excellence. The real question is: How can companies create the circumstances that give people the freedom to thrive? When your employees are empowered to help impact their own progress, they feel much more valued and capable as contributors.

    This means, in part, ensuring that people aren’t simply assets on a spreadsheet. Companies that focus on building cultures, policies and practices that provide engagement and inspiration are freeing their entire organization to be better at what they do.

    As company leaders, our success ultimately depends on freeing our people to do great things. Here are a few principles that have helped me build supportive, freeing cultures throughout my career.

    Related: 8 Reasons You Should Give Your Employees More Control

    Be inspiring, not challenging

    Leaders must find ways to inspire the people around them rather than simply challenging those they consider underachievers. Storytelling is an essential skill that will help your teams understand both the company’s goals and their roles in reaching them, and is a powerful way to change hearts and minds.

    Highlighting the “why” — especially in a creative, engaging way — is a critical part of your role as a leader. This is clear as company and HR leaders are being called upon to make difficult decisions in this unique environment, including navigating hybrid work, needing to lay off employees in an economic downturn and responding to increased salary expectations. Combine that with a looming economic crisis and you have a volatile mixture that is pushing cultures and policies in new directions and taxing the patience of many company leaders.

    Recent headlines have spotlighted many of the battles some leaders are undertaking in order to bring their vision for the future of their companies to bear, and many of these efforts end up pitting employees against the executives.

    At BambooHR, we are a product-led company, which is tricky and requires a lot of discipline to get right. In order to do that, we maintain a sharp focus on how every single employee can help create products that delight our customers. Although not everyone is a designer or an engineer, we all share a common vision of delivering value, and that helps us see how our work contributes to success.

    At the end of the day, the vast majority of employees want to have a positive impact on the company through their work, and helping your people see the purpose of their efforts is essential to success during these challenging times. Embracing a vision that inspires will have a much greater impact in the long run and help people be free to do their best work.

    Related: To Have an Innovative Company, Let Your Employees Take the Reins

    Invest in creativity across your company

    Along with inspiring people to understand and embrace the vision, leaders need to invest in creativity at every level of the company. This often means dedicating time and resources when teams bring you new ideas that they believe will benefit the organization.

    Taking that leap of faith is rarely easy for a leader to do, especially when budgets may already be tight. And certainly, ideas need to be thoughtfully considered, not just rubber-stamped. But creativity is the lifeblood of any organization, and the potential reward for encouraging it across your company goes far beyond the balance sheet.

    Over the years our investment in creativity has encouraged essential, transformational ideas that address the vision of the company. For example, recently I’ve seen people in accounting, sales, CX, customer support, HR and marketing all finding innovative ways to save money, bring on new customers and improve processes.

    Investing in creativity will also improve how people approach change and embrace new opportunities. Right now, powerful, emerging technologies like artificial intelligence are heralding a new digital revolution, and companies will fall far behind if they are not already seriously considering how to integrate them. The advent of AI means there has never been a better time to harness creativity within a company. Bringing every part of your team along will multiply the number of people you have working on new solutions.

    Above all, enshrining creativity at every level signals to people that their ideas are valued and highlights their positive impact on the company. Leaders can further free people to do their best work by providing time and resources for creative ideas.

    Related: The Best-Kept Secret to Cultivating Creativity and Innovation

    Embrace design thinking

    A few years ago, I was at a professional crossroads after a number of intense years. I was lucky enough to have some options, but I didn’t have any idea what to do for my next step. To clear my head, I went with my wife on a vacation to Mexico. It was there, on a beach, that I read a book titled “Designing Your Life,” which became a powerful catalyst that led me to my current role.

    The book was written by two product designers and Stanford professors and it provides a framework for building a fulfilling life, using a concept called design thinking. It was a lightning bolt of inspiration that led me to think about many aspects of my life in a different way. Our instinct, when we run into a stumbling block, is to immediately jump to finding a solution. The key to design thinking is taking time to understand the actual problem and considering a wide range of possible solutions.

    Your people want to make an impact in their roles at work, and it can feel daunting to even find where to start. Design thinking is a great framework to help your teams uncover the challenges and sticking points they face and brainstorm creative solutions. Your people want to be successful and have a lasting, important contribution to their work. Helping them feel free at work is crucial for achieving this result.

    Ultimately, your people are the most important part of your business. Inspiring your teams, investing in their creativity and giving them tools for problem-solving will let your employees shine.

    Brad Rencher

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  • How to Harness Workplace Culture to Ensure a Profitable Exit | Entrepreneur

    How to Harness Workplace Culture to Ensure a Profitable Exit | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Many founders looking to sell their businesses consider offers from private equity firms, which typically buy out most of an owner’s stake while giving them a piece of the restructured organization, incentivizing them to fully participate in its transition and scale. These founders are in a unique position to help maximize the future value of their companies by supporting a critical aspect of their evolutions that most private equity firms don’t sufficiently prioritize.

    Private equity firms are highly focused on the financial and operational aspects of businesses’ potential, yet only a select few dedicate real, expert attention to the cultures of newly acquired portfolio companies. This can add risk to the strategies designed to grow organizations, as workplace cultures can serve to drive or impede companies’ success, depending on their nuances, and will take form regardless of what actions leaders take. They either develop organically without intention or alignment to strategy or are purposely shaped for organizations’ ultimate benefit.

    This offers founders the opportunity to step into the role of culture advocate and champion, helping retain core aspects of their original cultures while sunsetting those that need to evolve. Founders who truly engage fully and openly in this process can help shape a culture 2.0 that honors the history and legacy of their organizations, maintaining the best of what they built, while serving strategic needs as the businesses grow.

    Related: What to Expect When Selling Your Business to a Private Equity Group

    A unique and singular role in cultural transitions

    Founders across industries — from healthcare services to tech — are known for pouring their hearts and souls into their businesses, all but ensuring the cultures that develop are intertwined with their values, workstyles and preferences. As such, they can have an incredibly strong influence on the design of a refreshed culture that encourages the ideal combination of behaviors that will drive future value creation — from how decisions are made to openness toward new ways of working to how leaders share information.

    Of course, founders can also struggle with the idea that the companies they built tirelessly will undergo cultural changes — reflecting the years and often decades they’ve invested in creating positive and productive workplaces. Feelings of defensiveness and distrust are incredibly common, especially for those in service-minded, mission-driven sectors, like healthcare, who rely on a professional vocabulary distant and apart from the world of private equity.

    Founders should seek to identify these feelings and recognize what’s driving them, ultimately getting to a place of understanding that the culture that got them “here” won’t take them “there.” Getting “there” will necessitate an intentionally designed culture 2.0. Their participation in the development of such cultures, and openness to new leadership adding their fingerprints to what they’ve created, will best ensure that organizations maintain their “secret sauce” while embarking on their next chapters.

    Related: 3 Steps to Selling Your Business Without Sacrificing Its Soul

    Refreshing culture alongside private equity partners

    A growing number of top-performing private equity firms are achieving success by supporting the development of strong, healthy workplaces, especially in mission-driven organizations. Increasingly, the savviest of these investors recognize the value of cultural evolution within their portfolio as a driver of growth, although most will admit it’s not their particular area of expertise.

    This leaves an opening for founders to advocate for the intentional development of refreshed cultures that accelerate organizations’ journeys to growth and greater profitability while keeping their missions intact. Those who choose to be proactive in this area will overwhelmingly find willing and collaborative partners, as most private equity firms understand the importance of including founders in future-looking conversations. If anything, private equity firms are now so aware of the dangers of imposing their own top-down ethos that they often downplay the risk of inaction with regard to culture.

    Of course, founders can only advance these efforts to a point, as their enduring success and bottom-line impacts require more than just an individual proponent. They’ll need buy-in at the board level to greenlight the in-depth, expert work required to maximize results, including analyzing and mapping out the existing and desired future culture, designing and implementing work streams that facilitate a transition from one culture to another and “pulling” new cultural elements through every facet of the company until they become wholly engrained.

    Related: How to Retain Your Company Culture After Getting Acquired (And Why That’s So Important)

    Pre-close due diligence can further harness value

    The savviest founders are taking an even more proactive and novel approach toward maximizing their workplace cultures. Before putting their businesses up for sale, they’re utilizing third-party experts to independently assess and quantify the value of the people-centric elements of their businesses, including both the cultural strengths they’ve cultivated and also their existing leadership. Not only do these investments significantly reduce the efforts required to intentionally transition cultures after a transaction, but they also increase the value of the companies and boost what buyers are willing to pay for them, shedding light on what has traditionally been an unknown.

    These methods and tools are new but catching on, especially as more and more private equity firms, and founders alike, recognize how culture can serve as a barrier or a springboard toward a smooth and profitable exit.

    David Eaton

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  • Why Mixing Company Culture With Strategy Is Key to Success | Entrepreneur

    Why Mixing Company Culture With Strategy Is Key to Success | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    For years, I’ve heard people say that “culture eats strategy for breakfast” — a phrase I have always found frustrating as a business leader. Not only are these words misleading, but they also perpetuate a dangerous misconception. Strategy and culture are completely dependent on one another, yet I would venture to say that more than 90% of C-suite executives fail to understand why and how the two must be integrated in the right way to drive sustainable results.

    Business strategy is essential for reaching a new, profitable growth level; it is the vision, the plan, the choices and the decisions made — the what, where, why and how much of any company.

    Company culture encompasses the values, behaviors, attitudes and standards that unite a workforce — the who and the how of any company. Culture is the sum of a workplace environment and stretches beyond the formalities of strategy. Yet to say that one is more important than the other negates the fact that strategy and culture must be thoroughly and properly integrated for a company to execute its vision in a sustainable way properly.

    Related: Why Being Profitable is a Business Strategy in Itself

    Strategy and culture are always intertwined

    Action without vision wastes time and resources. Vision (AKA strategy) without action (AKA culture) is just a dream. Of 300 executives, only 56% said they used an integrated approach to strategy and culture, while 30% said they put strategy first. Both elements of business should be developed in tandem, yet too often they remain siloed. While a strong strategy is a company’s north star, companies looking for comprehensive growth must be clear and strategic about what this growth will require of the organization’s culture.

    So, what does effective integration look like? The top three categoric enablers of change are tone from the top, communications and incentives or compensation (PWC). When properly understood and utilized correctly, an organization’s unwritten and informal cultural sentiments and norms will successfully drive change — and, therefore, enable the proper execution of the strategy — but only if both strategy and culture are interconnected.

    Businesses must understand and value the various skillsets, learning and working styles and perspectives of their workforce — then, resources must be allocated from the top down, investing in those key behaviors that are most crucial to overall company success. This is where the infamous 80/20 rule comes into play: 80% of resources should be allocated to 20% of activities, specifically, those founded on the efficacy of the overall strategy.

    However, when it is left to HR to foster culture, and the marketing and leadership teams alone handle strategy, there is little to no shared dialogue about the holistic vision for the company. In these instances, essential aspects of the business suffer — including buy-in, collaboration and cross-functional communication. It is the role of leadership to integrate strategy and culture and then enable and drive the change.

    Related: 4 Ways Leaders Can Create Award-Winning Corporate Culture

    Strategy must be developed based on the core strengths of its existing culture

    Every company’s unique culture lays the groundwork for an actionable strategy; culture is the raw material but is of little value if the strategy does not capitalize on its core strengths. Microsoft is known for optimizing its strategy this way following Steve Ballmer’s exit in 2014. Satya Nadella understood how to motivate and unite Microsoft’s workforce of engineers, developers and programmers to make Microsoft a better place to work. During his tenure as CEO, Nadella minimized the then-cutthroat, arrogant culture to heighten the workforce’s more explorative and empathetic growth mindset — laying the groundwork for a step change and sustainable profit growth.

    To best understand where the company’s core strengths lie (and how much upskilling may be required), leaders must run diagnostics on the culture. Then, the symptoms and limitations can be alleviated, and sources of productivity and innovation can be prioritized. A common language is essential for honing key mindsets and concepts. This language might include values, traits, value propositions, business models and capabilities — these can all be essential in nurturing cultural strengths into strategic advantages.

    In addition to identifying key strengths and building a common language, leaders must identify and engage the key drivers of change. These individuals may not be speaking from the C-suite but serve as change agents for the company. These passionate advocates should be present at all levels and represent the model behaviors for the evolution of the culture.

    Four types of change agents are essential to the process: pride builders are master motivators; exemplars act as respected role models; networkers are hubs of internal personal communication; and early adopters are earnest, curious enthusiasts for change. By modeling these attributes, change agents help spotlight and hone the strengths of the company-wide culture, making achieving company goals through strategy more possible.

    Related: If You Are Choosing Between Culture and Strategy, You’re Choosing Wrong.

    Culture must change and evolve to accommodate strategy

    Of course, both culture and strategy must be adaptable. While the two should grow together, there are times when the already established culture must adjust to better support the new strategy directing the company.

    Netflix, a company famous for its “radical reinvention,” faced this task when shifting its focus to streaming. CEO Reed Hastings took an interest in the behaviors of Netflix workers, cultivating an environment of “freedom with responsibility.” Regarding expenses (such as travel, etc.), time off and other benefits, Netflix has only one policy: “Act in Netflix’s best interest.” Hastings credits this policy for the shared trust that helped the company pivot successfully, as the freedom offered by Netflix has fostered a culture of loyalty, curiosity, and enthusiasm among its employees.

    Related: Why “Culture Eats Strategy For Breakfast” Misses the Point of a Truly Healthy Work Culture

    Microsoft, Netflix and Best Buy are prime examples of when leadership understood the critical, equal importance of strategy and culture when changing the company’s trajectory. The market capitalization of these companies had step-change increases from static baselines before the change.

    Business leaders must know which behaviors drive the best work and what fosters or hinders these actions or behaviors. Likewise, leaders should evaluate which behaviors should be eliminated and what changes are needed to do so. From there, leaders can assess the opportunities on the horizon and how best to reach them — but such a trajectory requires an interwoven approach to strategy and culture, understanding their unique importance and mutual exclusivity.

    Jack Truong

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  • What A Great Meeting Culture Looks Like (And How to Get Started) | Entrepreneur

    What A Great Meeting Culture Looks Like (And How to Get Started) | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    For most organizations, meeting culture is a real challenge. For many, it feels like meetings consume all available productive time, especially our most productive workday times.

    The real challenge is not the meetings themselves but the culture of meetings, who gets invited, their frequency and efficacy.

    I first learned how to address meeting culture when I became the president of a small company with an extraordinary amount of meetings, given that we only had 25 employees. To create awareness of the actual cost of meetings, we calculated the average dollar cost per person per hour.

    Related: Why Meeting Culture is Draining your Employee’s Strength and Productivity

    Secondly, we did an audit over two weeks, in which we asked leaders to track the number of people in their meetings and the length of the meeting. As you can imagine, there was an immediate decline in the number of meetings and duration due to the awareness the exercise created. At the end of the two weeks, we calculated the average cost of a meeting. The team was genuinely shocked by the actual cost of these meetings.

    Thirdly, we changed the units from dollars to product sales by calculating how many products we needed to sell to pay for a meeting. We took our most popular and largest-selling product as the unit of measure. We said, “This meeting cost 18 product A’s.” We found this was much more effective than simply giving the dollar amount since the team had an excellent appreciation for what it takes to sell that product.

    At the end of the month, I told the team, “We spent 284 Product A’s on meetings this month!” Doing this exercise once a year or every six months.

    Related: ‘Meeting Culture’ Is Costing Companies $101 Million a Year

    Using the modes of meetings to change the culture

    The first thing we had to understand was that there are three modes of meetings:

    • 1:1 meeting (one-to-one)
    • 1:n meeting (one to many)
    • n:n meetings (many to many)

    This led to a framework in which we were able to ask each person calling a meeting to choose the most effective mode of the meeting that would be most effective.

    If we were having a one-to-one meeting, it would be highly effective if both people knew how to manage distractions and stay focused. If it was a one-to-many meeting, the most effective way to do this was a webinar-style meeting. This meant having one person “host” the meeting and another presenting the content. If the meeting was on Zoom, the host managed the comments and questions in the chat while the presenter presented.

    We found that “many-to-many” meetings were clearly the least effective, least respectful and often the default mode. We reserved the ability to call these meetings to only senior-level people in the company. We intentionally restricted the frequency and kept them focused as an example of how meetings should be run.

    Related: What Your Company Meetings Say About Your Culture

    Introducing FIRE meetings

    So, this led us to change our meeting culture. Fire is an acronym for “Focused, Informative, Respectful, and Effective.”

    When setting up a meeting, we start with Focused, in which we train leaders to ask:

    • What is the right mode for this meeting?
    • What will make this meeting successful?

    The next component is Informative. We train leaders to think through the information they want to present and divide them into three categories:

    • What must they know?
    • What is the key point?
    • What additional information can I add to make the meeting more interesting and engaging? (including a great story, fun facts, etc.)

    Keeping meetings Respectful means giving people enough warning before a meeting is called to give them time to prepare or reorganize their schedules. We encourage everyone to be on the call two minutes early so that the meeting part starts on time. This is a keystone organizational habit that creates respect in the culture.

    People who run meetings right to the last minute do not leave time to arrive two minutes early to the next meeting. For this reason, we teach leaders to wrap up the meeting with five minutes to spare and end two minutes early. Once this becomes part of the meeting culture, everything changes for the team. There is a more calm and peaceful atmosphere when moving from meeting to meeting.

    Finally, we get to the element of being Effective. We encourage leaders to keep the discussions focused and to minimize rabbit trails. At the halfway mark, they can state, “We’re halfway through our meeting, and we still need to reach our objective.” At the end of the meeting, leaders need to state if the objective has been reached clearly. They need to give clear next steps as to who is doing what and by when. If the meeting ends early, don’t prolong it.

    I once ran a meeting with the team on the call three minutes beforehand, and since everybody was present, we started the meeting. We reached our objective in under two minutes and were able to end the meeting before it officially started!

    Related: How to Create a Meeting-Smart Work Culture

    Building a culture to empower FIRE meetings

    Encourage leaders to invite people based on the right time, not “just in case.” By this, I mean we often invite people “just in case” they need to be there or may need the information. This is not respectful of their time and undoubtedly ineffective for the organization. Some people need to know at some point, but the real question is whether the meeting is the right time for them to be part of the discussion.

    There needs to be cultural permission for people to say no to meetings. When a leader is willing to give that cultural permission to their team, they will find a much more productive and effective team member who feels respected and empowered. In the long term, giving culture permission for people to decline meetings profoundly affects the team’s productivity, culture and efficacy.

    FIRE meetings can dramatically change the meeting culture of any organization. It makes every team member feels respected as well as informed. Meetings are taken much more seriously when they are called in the right mood, with the right frequency, with the right people in the room, started and ended with a two-minute margin.

    Every organization can enjoy this much-needed meeting culture shift.

    Dionne Van Zyl

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  • How to Embrace People With Disabilities In Your Workplace | Entrepreneur

    How to Embrace People With Disabilities In Your Workplace | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    People with disabilities face several barriers to entering the workplace and frequently face discrimination and exclusion. To develop an institution of inclusivity, people with disabilities must be represented and embraced at every level. According to the World Health Report, an estimated 1.3 billion people — or 16% of the global population — experience a significant disability today. Unfortunately, people with disabilities face mistreatment and discrimination just for having a disability.

    Based on the United Nations Department of Economic and Social Affairs, a 2004 survey found that only 35% of working-age persons with disabilities are employed, compared to an employment rate of 78% in the rest of the population. Two-thirds of unemployed respondents with disabilities said they would like to work but could not find jobs.

    I have been a disability advocate for several years, and I have the experience of growing up with one. I am currently the co-chair of the disability inclusion network where I work, and I’ve volunteered for many organizations focusing on disability rights. I’ve advocated for people with disabilities at the White House during the first-ever Mental Health Youth Action Forum.

    People with disabilities have more difficulty finding work because they are perceived as less than others or assumed to be unable to work, which is a common misconception. The pandemic’s move toward remote and hybrid was a positive step toward providing more flexibility and accommodations for people with disabilities. Before the pandemic, many people with disabilities weren’t offered a role due to requesting to work remotely. Offering these options isn’t enough, and more changes need to continue to embrace them fully.

    Related: How Hiring People With Disabilities Will Make Your Business Stronger

    Addressing ableism and sanism

    Ableism is discrimination against people with disabilities based on just having a disability, and sanism is the same, except for people with mental health conditions. Other forms of discrimination often dominate conversations about diversity, equity, inclusion and accessibility (DEIA) more than ableism and sanism.

    Based on the Harvard Business Review, only about 4% of DEI programs include disability. Even DEI programs designed to address workplace discrimination still fail the disability community, which is why ableism and sanism commonly perpetuate in the workplace. This statistic is concerning as people with disabilities significantly face barriers in the workforce, like low labor force participation rates, higher unemployment rates and pay inequality.

    On top of that, many organizations don’t incorporate the “A” in DEIA — accessibility — because they don’t view it as an issue of equity. For example, issuing two people the same equipment doesn’t achieve anything if someone with a disability cannot use the technology to perform.

    Invest in accessibility

    It isn’t enough to announce that your organization prioritizes hiring more people with disabilities if your institution is inaccessible. If any practices are inaccessible, people with disabilities must navigate and maneuver additional barriers. It will be substantially more difficult for them to be seen, hired, considered and celebrated. Accessibility is a growing need every organization should invest in to create the best experience for its users, customers and staff members.

    Accessibility transforms information, content and anything else in your business into something sensible, meaningful and easier to use. Are you thoughtfully investing your resources into accessibility or treating it as an afterthought when someone comes forward with an issue? Accessibility should begin before someone requests an accommodation by approaching accessibility proactively. It would help if you devoted a sizeable fraction of your budget to assemble a dedicated team or position to accessibility, e.g. chief accessibility officer. Consider also working with a consulting agency if you want a third-party perspective.

    If you have a team in accessibility, is it being evaluated across the company rather than specific areas like technology and infrastructure? Assessing accessibility at every business function, like recruitment, job descriptions, content, social media, operations and events, will upscale and streamline more remarkable results. An example of this is clearing any ableist language on job applications because that already excludes a talented pool of candidates with disabilities.

    Accessibility isn’t only making work equitable for people with disabilities — it makes it easier for everyone. People with disabilities should be your target demographic for creating the most equitable products for them to enjoy and use. However, if you lead with accessibility in your organizational strategic plan, everyone will systemically benefit.

    Related: How We Can Redefine the Word “Disability” One Superpower at a Time

    Celebrate disability pride

    Based on the National Organization on Disability (NOD), while recently, more people with disabilities are entering the workforce over the last 12 months, self-identification (self-ID) rates have decreased from 4.09 in 2020 to 3.68 in 2021. Supporting people with disabilities must move from only offering accommodations to celebrating disability pride.

    Disability pride is the concept that disability isn’t just a medical condition but a social identity with enriching intersectionality, community and culture. Disability pride affirms that people shouldn’t be ashamed of their disabilities. Disability Pride Month is in July, and the National Disability Employment Awareness Month is in October. Because disability has been stigmatized and shamed for centuries, diverting that shame to pride is the future of disability inclusion.

    These are paramount organizational-wide moments to address disability, tell meaningful stories of their lived experiences and show your actionable commitment to DEIA. While those are noteworthy times to prioritize the disability community, disability pride should be distributed throughout the whole year because people with disabilities don’t stop existing and living outside of those months.

    There are limitless choices to include people with disabilities in the workplace by hosting workshops on disability inclusion, encouraging self-identification, outlining legal resources, facilitating open discussions on disability pride and history, establishing an employee resource group (ERG) to invite people with disabilities, caregivers and allies to join forces and hold the organization accountable and cultivate a more positive culture, work with other networks to showcase the intersectionality of disability and different social identities, appointing board members with disabilities and monitoring how your organization is operating.

    Related: 5 Ways Employees With Disabilities Help Maximize a Company’s Growth

    Diversity without disability is not diversity

    Suppose your organization does not include people with disabilities in your mission, decisions, products and leadership. In that case, your organization will never be diverse, and ignoring a substantial and vital population segment will only negatively influence your performance and impact. People with disabilities have the right to work and belong to an organization valuing their contributions and ensuring they have opportunities to thrive as much as everyone else.

    Zane Landin

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  • 7 Common Myths You Might Believe About Allyship | Entrepreneur

    7 Common Myths You Might Believe About Allyship | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    In a world that continues to grapple with social injustice and systemic inequality, allyship has emerged as a critical strategy for advancing diversity, equity and inclusion. While many individuals genuinely believe they are good people, the challenge lies in effectively demonstrating allyship in their actions. True allyship goes beyond performative gestures or one-time efforts; it requires consistent, intentional actions over time. Allyship is about sustained change long term.

    Allyship, at its core, involves supporting marginalized individuals or communities by using one’s privilege to dismantle oppressive systems. Allies actively work to amplify marginalized voices, challenge biased norms and advocate for equity and justice. It is important to recognize that allyship is not a self-appointed label, but rather a status earned through continuous learning, self-reflection and ongoing action.

    In an era of social media activism and viral challenges, it is easy to fall into the trap of engaging in check-the-box activities. These are actions taken solely for the purpose of being seen as an ally or to temporarily ease one’s guilt, without a genuine commitment to effecting real change. Posting a hashtag, attending a single protest or making a donation can certainly be valuable, but they alone do not define allyship. True allyship necessitates a long-term investment of time, energy and resources.

    Effective allyship involves taking meaningful action beyond performative gestures. Engage in direct support of marginalized individuals and communities. This can include volunteering, mentoring or financially supporting relevant organizations. Stand up against discrimination and biases, even in uncomfortable situations. Being an ally means using your voice and privilege to effect change, both on an individual and systemic level.

    Related: Are You a Performative Ally? Here Are the Signs.

    Myth 1: Allyship is a one-time act

    Allyship is an ongoing commitment to actively support and advocate for marginalized individuals or groups. It requires consistent effort, education and self-reflection.

    Myth 2: Allies should speak for marginalized groups

    True allyship involves listening to and amplifying the voices of marginalized communities, rather than speaking on their behalf. Allies should create space for marginalized individuals to share their own experiences and perspectives. Allyship is about speaking up with marginalized groups, not for marginalized groups.

    Myth 3: Allies are always perfect and never make mistakes

    Allies are human and can make mistakes. It’s important to acknowledge and learn from those mistakes, take responsibility and make efforts to do better. Allyship is a continuous learning process. It is about progress over perfection.

    Myth 4: Allyship is solely about individual actions

    While individual actions are important, allyship also involves addressing systemic issues and working towards creating inclusive and equitable environments. This may involve advocating for policy changes, challenging discriminatory practices and supporting organizations that promote diversity and inclusion. Individual actions are important, but systems must be addressed for true positive change.

    Myth 5: Allies should be recognized and praised for their efforts

    Allyship is not about seeking recognition or accolades. It’s about supporting marginalized communities without expecting anything in return. True allyship is driven by the desire to create positive change, rather than personal gain. Allyship is in the eye of the beholder, it cannot be a self-proclamation.

    Myth 6: Allies should always be at the forefront of activism

    Allies should recognize that their role is to support and uplift marginalized communities, rather than taking the spotlight away from them. Centering and amplifying the voices and experiences of those directly affected by systemic injustices is crucial. Allyship is about dropping your ego and doing what is right, even if it is hard.

    Related: Every Leader Should Be an Ally: How To Implement Diversity and Inclusion in Your Business

    Myth 7: Allies cannot be criticized

    Feedback is a gift. Allies should be open to feedback and criticism. It’s essential to listen to the concerns and perspectives of marginalized individuals and be willing to reflect on and improve their allyship practices. Constructive criticism can help allies grow and become more effective in their support. If someone’s kind enough to give you feedback, they are trying to help you be better. Allies leverage feedback to learn and grow. It may be hard to understand something you haven’t yet experienced as an ally. That’s why feedback and learning are so critical.

    Allyship is a journey, and it requires continuous self-education, empathy and action. It’s important to recognize and challenge these myths in order to foster more inclusive and supportive communities.

    In a world striving for social justice and equality, allyship plays a pivotal role. It requires consistent, intentional actions over time rather than mere check-the-box activities. By actively educating ourselves, listening, amplifying marginalized voices and taking meaningful action, we can contribute to creating a more inclusive and equitable society.

    Julie Kratz

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  • Make Your Office More Eco-Friendly — and Save Money —With These Steps Toward Sustainability | Entrepreneur

    Make Your Office More Eco-Friendly — and Save Money —With These Steps Toward Sustainability | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    As concerns over climate change and environmental sustainability grow, green buildings represent a significant shift in the real estate development landscape. Defined as structures designed and managed to reduce their environmental impact, green buildings have become a focal point for businesses committed to environmental sustainability.

    For entrepreneurs and business leaders, there’s an increasing responsibility — and indeed an opportunity — to transition their existing buildings or offices into greener spaces. Rooted in ecological stewardship, these architectural marvels are designed to minimize environmental impact through resource conservation and sustainability.

    Related: You Can Embrace Green Building Without Breaking the Bank

    Energy efficiency: The first step toward green buildings

    While green buildings represent a significant evolution in real estate, their implications go beyond the initial construction phase. Entrepreneurs and business leaders have a significant role to play in this green revolution. By transforming their offices into eco-friendly spaces, they can contribute to environmental preservation while fostering a healthier work environment and reducing operating costs.

    Transforming an office into a green building involves several interconnected steps. The first is energy efficiency, a cornerstone of the green building philosophy. Efficient energy use not only reduces carbon emissions but also lessens reliance on non-renewable power sources. Energy efficiency is the backbone of any green building. By optimizing energy use, businesses can significantly reduce their carbon footprint. Replacing conventional lighting with energy-efficient LED or compact fluorescent lights (CFLs) can reduce energy consumption by up to 75%. Furthermore, intelligent lighting systems, such as those with occupancy sensors or natural light adjustments, can further minimize energy wastage.

    High-performance appliances, rated by programs like ENERGY STAR, can offer significant energy savings over their conventional counterparts. Building automation systems, managing HVAC, lighting and other power systems, ensure energy is used only when needed, leading to substantial energy conservation. Green buildings, through energy-efficient design and sustainable practices, can lead to significant cost savings in the long run.

    Harnessing renewable energy

    To take the leap from energy efficiency to green energy, businesses can transition to renewable energy sources. Green buildings ideally source their power from renewable resources, thus reducing reliance on fossil fuels and minimizing carbon emissions. Installing solar panels, for instance, can help offset a significant portion of a building’s energy consumption.

    If on-site generation is unfeasible, business leaders can explore renewable energy contracts. Numerous energy providers offer “green power” plans where the electricity is sourced from renewable energy projects. If installing renewable energy systems is not feasible, consider green energy contracts. Many energy providers offer plans where the electricity is sourced from renewable sources.

    Related: Want to Be More Sustainable? 4 Ways To Take Advantage of the Inflation Reduction Act

    Water conservation and management

    Water is another critical resource that can be managed more effectively. Small changes, like installing low-flow taps, toilets and urinals, can significantly reduce water consumption in the office. Going a step further, consider implementing a rainwater harvesting system. Rainwater can be collected, stored and used for non-drinking purposes, such as watering plants or flushing toilets. Low-flow fixtures, such as taps, toilets and urinals, can reduce water consumption by up to 20%.

    Aside from installing low-flow fixtures and rainwater harvesting systems, businesses can explore other methods of conserving water. Greywater recycling systems, for instance, can treat and reuse water from sinks, showers and washing machines for non-potable uses like flushing toilets and irrigation. Businesses can also implement water-efficient landscaping, using native or drought-resistant plants, which require less water and maintenance. Ensuring regular maintenance to prevent leaks, which can lead to significant water wastage over time, is another practical step toward water conservation.

    Waste management

    Waste management is an essential component of a green office. Establishing recycling programs can ensure that waste materials such as paper, plastic, metal and electronics are properly disposed of and repurposed. If the office has a kitchen, consider composting food waste. Not only does this reduce the amount of waste going to landfills, but the resulting compost can be used to nourish office plants or donated to local community gardens. By establishing recycling programs, businesses can ensure that waste materials like paper, plastic and metal are properly disposed of and repurposed. Composting organic waste reduces the amount of waste going to landfills while producing nutrient-rich soil for use in landscaping.

    Beyond recycling and composting, businesses can implement waste reduction strategies. This could involve going paperless, using digital alternatives for meetings and note-taking, and reducing unnecessary packaging in the office. Moreover, businesses can explore the concept of a circular economy, where resources are used for as long as possible, and at the end of their life, components are recovered and regenerated. This could involve initiatives like leasing office equipment or using modular furniture that can be easily repaired, upgraded or disassembled for recycling.

    Related: Meet BlocPower, the Startup That Dreams of Green Buildings Throughout the United States

    Enhancing indoor environmental quality

    Good ventilation not only ensures an adequate supply of fresh air but also helps control indoor humidity levels, reducing the risk of mold growth. Businesses can also consider “thermal comfort,” which refers to maintaining a temperature range in which people feel comfortable. Thermal comfort depends on factors like air temperature, humidity, air movement and the type of clothing worn by people. The indoor environmental quality significantly affects occupant health and productivity. Using low-VOC (volatile organic compounds) or VOC-free paints, adhesives and cleaning products reduces exposure to harmful chemicals. Additionally, incorporating indoor plants can improve air quality while creating a more calming and attractive environment.

    Embarking on the journey to transform an office into a green building requires commitment and often investment. Still, the benefits — from cost savings and improved employee health to promoting a more sustainable future — make it a worthwhile endeavor. By taking these steps, entrepreneurs and business leaders are not just creating healthier, more sustainable workplaces. They are joining the green building revolution, contributing significantly to the future of sustainable real estate development and shaping the way we think about the spaces in which we work.

    The evolution of the green building movement offers an array of opportunities for entrepreneurs and business leaders. By staying abreast of the latest green practices and technologies and fostering a culture of sustainability within their organizations, they can make a meaningful contribution to the environment while reaping tangible business benefits. It’s a win-win scenario, where businesses can bolster their bottom line while making strides towards a more sustainable and ecologically responsible world.

    Ari Chazanas

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  • 3 Important Lessons I’ve Learned Working With the Top 1% of Business Leaders | Entrepreneur

    3 Important Lessons I’ve Learned Working With the Top 1% of Business Leaders | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    One of the great joys of my career has been working alongside hundreds of ambitious entrepreneurs, including those in the top 1% — a.k.a. owners of businesses that make it to $10 million in annual revenue. There are 31 million entrepreneurs in the U.S., and if there’s anything I’ve learned, we are all courageous and dedicated. Every entrepreneur I know has a healthy chuckle over the adage, “Entrepreneurs are the only people who will work an 80-hour week to avoid a 40-hour-a-week job.”

    As the owner of a public relations agency, I tend to work with tons of bold, successful entrepreneurs, but I think it’s worth looking at three of the most important mindsets that entrepreneurs in the 1% have taught me.

    Related: 4 Lessons That Most Successful Entrepreneurs Had to Learn the Hard Way

    1. Every experience is an opportunity

    Creative venture builders consider every engagement an opportunity to get a new idea or establish a beneficial relationship. From attending a basketball game to meeting a potential new hire, successful entrepreneurs know opportunities come in the most unlikely places.

    Viewing every engagement as an opportunity, these entrepreneurs stay plugged into the problem-cause-innovation cycle that makes us distinctive. Think about every time you say, “It’s just ridiculous that…” Well, that’s an opportunity.

    The same goes for people. Much has been said about the people you align with and their impact on your success. And yes, that’s true. But pioneers know ideas often start as seeds, and the ability to identify talent and character early in a relationship or early in a person’s career is a differentiator because new perspectives and experience are often a magical combination.

    One CEO whose fast-growing business has been nationally recognized for its creative products once told me, “Ultimately, my business is only a business if it can thrive without me at the helm; my next phase of growth is ensuring the team has everything they need to be a team.”

    Every entrepreneur faces a moment when they realize they must relinquish the reins. After years of being elbow deep in every aspect of the business, it’s challenging to decide where to loosen the reins. Great leaders make it their business to identify and nurture talent.

    2. Look at failure as a spark for growth

    Few founders reach their full potential without some failures on the way. But the differentiator isn’t just getting back up; the innovation comes along with it. Proactive entrepreneurial minds are willing to examine why something failed and identify what they can control and change. Even better, they can identify failure quickly.

    Looking at something that isn’t working and changing direction purposefully and intentionally is a vital skill of successful entrepreneurs. Over and over, I hear a similar story of a burned-out or frustrated entrepreneur making a conscious choice for change, and that becoming a turning point to greatness. From switching up marketing and sales tactics, to a new product offering, failure and frustration is often the mother of invention. So, if you’re at that place, take a deep look at how you can change your plan — after all, isn’t that the grandest benefit of entrepreneurialism?

    Related: How to Turn Failures Into Wins As an Entrepreneur

    3. Recognize your own strengths

    One thing the top 5% of entrepreneurs do well is knowing where they serve the company best (and where they don’t), and they work diligently to carve out the space they need to be that asset to the company’s growth.

    Some CEOs are natural spokespersons, and their story, voice and unique perspective is something only they can share. These CEOs thrive as brand champions and thought leaders. As one direct-to-consumer brand CEO, who stars in his company’s TV advertising, told me, “If I can’t champion this brand, internally and externally, how can I ask anyone else to do so?” These CEOs know how to take the helm of their own storytelling early so they can blaze trails throughout their journey, no matter where they land.

    Some founders are technical visionaries. In these cases, the founder’s journey is critical to understanding the company’s path. No one else can see the future the way they can. One technical Founder and CEO I know was so far ahead of the AI boom he had already seen what would happen with ChatGPT and ensured his technical product answered problems most people didn’t know to ask about. While these founders may eventually step aside to allow someone else to helm the business while they stay engaged on future-proofing the business.

    Arguably, these are skills that are rarely replicated with the same CEO edge and vigor. Excellent CEOs have a vision for the business and their role in success, enabling them to empower a team that supports the CEO’s best and highest use of time. This emotional intelligence about themselves is a differentiator in success.

    Securing a spot in the top 1% of entrepreneurs is a mix of success factors. Still, the mindset remains one of the most critical, and most importantly, it’s one of the influences within an innovator’s control.

    Tara Coomans

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  • How to Build an Inclusive Culture That Permeates the Entire Organization | Entrepreneur

    How to Build an Inclusive Culture That Permeates the Entire Organization | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    I recently discussed how lack of inclusivity can create a toxic culture. However, research suggests that only 36% of companies are actively working to build an inclusive culture.

    Considering this prioritization lag, I’d like to discuss why the fundamental characteristics of an inclusive organization are important and must be implemented at both leadership and managerial levels.

    What does an inclusive culture look like?

    From the individual perspective, it isn’t difficult to envision an inclusive culture. If I were to ask, “Would you like to work at an organization where you’re recognized not just for accomplishing the work you were hired to do, but for the way you carry it out and the value you bring?” what would you say? I have yet to encounter someone who, when asked that question, says, “I prefer an environment that’s indifferent to the unique things I bring to the organization.” For individuals, an inclusive workplace involves feeling recognized beyond our tasks. We all want that kind of workplace.

    It’s also not difficult to envision a non-inclusive culture. I often ask staff and leaders, what would be the effect for you, personally, if the things you like to be recognized and appreciated for were not valued or recognized by your leader? In working with thousands of individuals, the typical response I hear is that they would feel deflated, demotivated, frustrated, disheartened, disillusioned and disengaged.

    And it’s no wonder. Individuals who work for managers/leaders who are not committed to inclusion report being far less likely to feel a sense of belonging — research shows they are twice as likely to feel excluded at work and three times more likely to want to quit. Teams plagued with inclusion-rooted challenges often suffer from siloed communication and lack of trust. This bridges into a lack of openness, which may devolve into its extreme form: information hoarding, unhealthy competition and negative work environments.

    Related: How to Create a More Inclusive Workplace

    The critical role of leadership in an inclusive culture

    Leaders are central to an inclusive culture. Research shows that the relationship between leaders and employees can impact employee sentiment and well-being. Additionally, strong relationships between leaders and employees can promote a sense of inclusion where different perspectives, experiences and personality types can thrive.

    In my consulting, I’ve found that leaders generally want to create inclusive environments and grow in their ability to lead inclusively. When I walk them through the business benefits of inclusion — how it moves the needle on things every leader wants — they’re even more convinced. But even when they fully appreciate its value, they encounter so many barriers that there’s often a chasm between their desire and their ability to operationalize inclusion within their organizations. At that point, they’re saying, “Help me make this happen.”

    Top-down vs. bottom-up inclusion

    If the C-suite is committed to inclusion, it may be tempting to say “OK, we’re good.” However, there’s an organizational perspective on inclusion, which is typically addressed by the C-suite, and then there’s the operational piece that lives or dies at the managerial level.

    Most employees’ ability to feel included doesn’t come from a mission statement or the C-suite’s verbalized commitment to inclusivity. It comes from the relationship with their direct manager, who, according to MIT Sloan, plays a key role in either reinforcing or undermining the culture promoted by leadership.

    Indeed, the people managers to whom most employees report are key to operationalizing any C-Suite initiative to create an inclusive culture. The challenge is that while frontline people managers influence 80% of a company’s workforce, they often receive just 20-30% of the organization’s training. This imbalance in leader development means we often see notable investments in C-Suite and top leadership, but a disproportionately lower investment in those frontline leaders, who, according to research, can make or break the organization’s commitments.

    Ample research shows that we want our direct manager to recognize our unique strengths and motivators. Even when the C-suite commits to inclusion, if it doesn’t make its way down to the everyday employee experience, via management, an inclusive culture can’t emerge. How can both leaders and managers take concrete steps to develop a culture of inclusion that permeates the entire organization?

    Related: We Need Inclusive Leaders Right Now More Than Ever

    Creating an environment of psychological safety

    One critical step leaders and managers can take is developing a culture of psychological safety, where everyone feels they can offer ideas that deviate from the status quo or majority opinion. They can do it without fearing it’ll turn into a strike against them and with confidence their idea will be heard and considered with fairness, even if it ultimately does not prevail.

    It’s not enough for only some to feel psychologically safe. To truly harness a team’s diversity of thought, all members must have a sense of this safety and confidence that their colleagues and manager will invite their voices into the conversation whenever possible. When this sense is absent for anyone on the team, I see other effects, including siloed meetings, people being left out of important meetings, decisions being made in smaller huddles versus in team meetings, etc. When these effects prevail, the team is not realizing the benefits of its diversity.

    Conversely, teams that harness the diversity of the thoughts and backgrounds of their members can wrestle more effectively with big challenges. I find these teams often create such compelling cultures and work environments that they retain their employees longer and see greater levels of both employee satisfaction and employee engagement.

    These teams welcome the healthy conflict that comes from divergent points of view because they’re founded on a sense of trust and respect. Consequently, they reap the benefits of enhanced collaboration and smarter decisions.

    The rise of company culture as a differentiator

    As company culture has hit an all-time high in terms of emphasis from employees, we’ve seen tremendous movement in the workforce. People are weighing culture more heavily in job searches than even salary. Considering that inclusive company culture drives countless critical factors in a successful business, such as employee engagement, innovation and employee retention, companies must ask, “Can we afford to not focus on inclusion?”

    By implementing a strategy that promotes inclusion at both the leadership and managerial levels, companies can build a compelling work culture in which employees feel heard and recognized not only for the tasks they complete but also for their contributions, talents, abilities and approaches to work.

    Related: How Does Inclusive Culture Boost Company Performance?

    Rachel Cubas-Wilkinson

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  • Why Creating a Feedback Culture is Vital to Business Survival | Entrepreneur

    Why Creating a Feedback Culture is Vital to Business Survival | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    A startup is among the most exciting workplaces in today’s business landscape. It suits problem solvers, people who love the challenge of figuring out how to get a promising idea off the ground. For others, what attracts them to a startup is the chance to be part of a company early on and see it through its growth stages.

    But since startup environments can be unpredictable, working at one requires grit, flexibility, and openness to feedback. The last is particularly important because it directly contributes to team members’ improvement. Feedback helps people understand why their actions bring certain outcomes. It also creates a team with a growth mindset.

    Welcoming feedback is also crucial for helping the company grow. Startups must be agile and adaptable. They must innovate rapidly to suit changing customer needs while staying ahead of others in the field. Without feedback, companies grow directionless and people stagnate.

    Related: How to Create a Culture of Feedback

    How positive feedback benefits employees

    It’s simple but often overlooked: a little positive feedback goes a long way. Acknowledging when employees work hard or deliver exceptional work will help them feel valued, and their efforts are seen. Positive feedback also creates stronger relationships—after all, who doesn’t like people who appreciate them?

    Why constructive criticism is necessary, but tricky

    While anyone would like it when their managers notice the good things they do, few people stay cheerful when others notice their shortcomings. Yet constructive feedback is an essential part of giving feedback. It can be difficult to deliver this type of criticism, though! To do this effectively, the first step is to focus on the behavior, not the person. The feedback a person receives should help them

    Constructive criticism is essential for growth but can be difficult to deliver effectively. It is important to focus on the behavior rather than the person. The manager should show–through words and actions–that they are giving this feedback to be supportive. The message should contain specific, actionable steps the recipient can take.

    Related: Open vs. Anonymous Employee Feedback — Which is Better?

    Why give feedback, anyway?

    I understand if managers or business owners might be reluctant to dedicate time to feedback. Especially in a startup, where there are endless things to do at any given moment. But letting your team know how they’re doing leads to better performance. When employees receive feedback, they better understand what you expect from them. So they can align their work with your requirements and the company’s broader goals.

    Employees who receive high-quality feedback also gain a sense of ownership over their work. They can better identify improvements in their processes, which helps them identify obstacles before they become too big to handle.

    For example, suppose you have a teammate who struggles with time management. Instead of telling them, “Just work faster,” which is vague and offers no actionable information, you could give specifics on how they can stay on-task. For starters, you could review their list of things to do and help them prioritize these by urgency. When you teach someone how to course-correct once, they won’t need repeated reminders in the future.

    And this goes for peers, too. Feedback among team members of the same rank will help them build stronger relationships. Having a team that can let each other know areas of improvement without anyone feeling slighted is a special thing. These open lines of communication also allow people to address misunderstandings before they escalate.

    Challenges of giving feedback in startups

    There are many pros, but there are also challenges in giving feedback in a startup. For one, the pace at this type of company can be very fast. So, there could only be a small window of opportunity to give feedback about a crucial process before it becomes moot. This situation leads to missed opportunities for improvement.

    Of course, you also risk losing valued employees when you give them feedback. Managers might be hesitant to provide honest thoughts on an employee’s performance–they might be afraid of alienating their teammates.

    Related: How Entrepreneurs Can Use Effective Feedback to Stay Resilient and Agile

    How to deliver feedback

    Given all these realities, the first thing to do is establish a feedback culture early. When people are used to opening up about work processes, managers need not worry about anyone getting hurt or missing the chance to say what they think. If you’ve established a different culture within your organization, turning it around is possible–it’ll take a while, but it can be done.

    Managers must also frame feedback so it considers a person’s long-term growth. It’s the difference between editing a junior software developer’s code yourself and letting them know what needs to be changed. A manager who corrects the code might say that only the work matters. In contrast, one who corrects others’ behavior shows that they care about their teammates, which builds trust and engagement.

    How feedback contributes to startup success

    Many successful startups have embraced the importance of feedback in their culture and have used it to achieve growth and success.

    For instance, Slack, one of the most popular communication and collaboration platforms, encourages users to provide feedback to make decisions about future development. Another company that leverages feedback is Dropbox. Their “Smart Sync” feature, which lets users access files through the cloud, came from user feedback.

    At Wing Assistant, we implemented a variety of mechanisms to solicit user feedback. Examples include NPS polls in our software product, email surveys (we are leveraging Voiceform to allow customers to speak their feedback freely), and one-on-one calls with customers conducted by our Client Success Managers. We also ask for feedback whenever customers leave us to monitor which areas need improvement constantly.

    Feedback and its role in business growth

    Letting your teammates know what works and what doesn’t is crucial for their personal and professional growth. In the fast-paced, competitive world of startups, feedback is all the more valuable. But feedback isn’t just for growing companies. By embracing and using it to drive innovation, companies of all sizes can reach their goals much faster.

    Roland Polzin

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  • Core Values and Practices Are Booster Fuel for Your Business. Here’s How to Establish the Right Ones. | Entrepreneur

    Core Values and Practices Are Booster Fuel for Your Business. Here’s How to Establish the Right Ones. | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    As a long-time strategy consultant, I learned early on in my career that if I wanted my clients’ businesses to succeed — financially and otherwise — then I had to first help them clarify and strengthen their business culture. This idea is backed by Peter Drucker, one of the most prominent management consultants of all time, when he said, “Culture eats strategy for breakfast.”

    Culture, however, is a pretty amorphous idea. It’s sort of like love. You know what it feels like but it can be a hard thing to describe and/or know how to build. That’s where your business’ values and practices come in.

    Values and practices clarify how your team thinks and acts and serve as the bedrock of your company culture. Capturing, communicating and living a succinct and well-defined set of values and practices is pure gold that directly leads to:

    • Increased efficiency
    • Better decision-making
    • Improved communication
    • Managed expectations
    • Stronger productivity
    • More effective hiring practices
    • Greater profitability

    Here are some time-tested ideas about both creating values and practices and how to best implement them.

    Related: Core Values: What They Are, Why They’re Important, and How to Implement Them Today

    Values vs. practices

    Values and practices are similar in that they both are meant to describe the ways that you and your team think and act. However, values are more general and lofty while practices describe practical and specific actions.

    Below is a brief list of some values and practices that will help you differentiate between the two.

    Values

    • Accountability
    • Collaboration
    • Inclusion
    • Make it happen
    • Keep it simple
    • Not bound by convention
    • Persistence
    • Teamwork

    Practices

    • Clear out email once per week
    • Express gratitude and appreciation
    • Invest in your professional growth
    • Leave meetings with clear next steps
    • Practice financial transparency
    • Seek first to understand
    • Serve while selling
    • Set outcomes-based agendas

    As you can see, some of the values are only one word and others are short phrases; either way works. Also, note that each of the practices begins with a verb to make them active.

    Related: Do Core Values Still Matter Today?

    Some key tips for establishing values and practices

    There are a variety of ways to establish and implement your ideas, but the most important thing is to focus on values first. Once you’ve created a set of values then you can move on to identifying your practices. It can be a bit much to tackle both at the same time, but your values can help inform your practices.

    Resist the temptation to list all of the values of your business. What you’re seeking are four core values that are especially unique to your business. You’re looking for non-negotiable qualities of your company and culture that differentiates you from others in your space.

    You want to keep your list of practices to a manageable size. I recommend having 10 practices. Because practices are much more specific and tactical, having a larger list than your values is fine.

    When eliciting potential values and practices, ask your team for advice. Ask them about a staff member who represents what is best about your business. What are their core qualities? What do they do well? Alternatively, ask them to think of some former staff members that weren’t a good match for your company. What were their qualities and/or work habits that made them a mismatch for your culture?

    Related: 4 Reminders To Help Define Your Company’s Values

    Implementation and revision

    After creating your values and practices, don’t let them collect dust! Determine how you can apply them to daily operations so they stay top-of-mind and have a better chance at guiding the creation of your business culture. Here are some examples:

    • Share your values internally and externally. Being upfront about your values builds trustworthiness and long-term relationships with your team and customers. Post your values and practices into any company-wide publication such as your strategic plan, employee manual, business cards, posters for your office, meeting agendas, your website and even marketing materials.
    • Clearly communicate your values and practices during onboarding and training processes.
    • Make sure your management team is also embodying these values and leading by example.
    • Use your values as a filter in your hiring processes. Asking interview questions that relate to your values enables you to make more informed decisions when hiring. For example, if you have a value about teamwork, ask a candidate what role they usually play on a team or ask them to provide examples of a team failure or success they have experienced.
    • Celebrate your values. At my company, we set up a simple way for all employees to submit a video or text message of praise for anyone they see living out the values of our business. When we first started doing this, we required all team members to do this once a month with the hope that it would become ingrained in our culture. We then highlight these “shoutouts” during team meetings.
    • Get regular feedback from your team. We do this by sending a quarterly culture survey to our team. The survey asks them questions to determine if the values and practices are clear to them. It also asks them to rate which values and practices are most beneficial to the team and to their work. After collecting survey results, we meet as a team to discuss our values and practices.

    As you implement your values and practices, you’re going to learn about what works and what doesn’t. As such, be prepared to revise them. At my company, we have a solid set of values and practices that we spent a fair amount of time creating. But as our business evolves and we bring on new team members, we revisit the values and practices and revise them as needed.

    Eric Ryan

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  • Being a Better Leader Comes Down to This One Thing | Entrepreneur

    Being a Better Leader Comes Down to This One Thing | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Today’s leaders need more than technical expertise and strategic know-how to thrive. As a global CEO and military retiree, I can speak directly on this topic. Today’s leaders more than ever need emotional intelligence; the secret sauce that sets exceptional leaders apart from the rest.

    Emotional intelligence, or EQ, is the ability to understand and manage emotions in yourself and others. It’s like having a secret weapon that allows leaders to connect, inspire and navigate their work and professional relationships. Let’s explore the importance of emotional intelligence as a leader and share five ways to boost your EQ game.

    Leaders do more than make tough decisions and rally the troops; they must understand the business’s human side. Emotionally intelligent leaders build strong relationships, inspire loyalty and create a positive work culture. It enables leaders to empathize with their team members, understand their motivations and concerns and adapt accordingly.

    A leader with high EQ can effectively manage conflicts, navigate challenging conversations and inspire others to reach their full potential. In a nutshell, emotional intelligence is the secret ingredient that transforms good leaders into great ones. Let me share some ways to increase your EQ from my seat as a CEO.

    Related: 4 Ways Emotional Intelligence Makes You a Better Entrepreneur

    Mastering empathy

    Empathy is the key component of emotional intelligence, and it’s such an underrated skill to have. Developing empathy involves putting yourself in another person’s position and comprehending their feelings and point of view. You can enhance your empathy by paying close attention when someone speaks, inquiring open-ended questions and demonstrating a sincere curiosity in wanting to know their experiences. It’s important to remember that even minor efforts can yield significant results, like establishing trust and cultivating meaningful connections.

    Mastering self-awareness and self-regulation

    Self-awareness is vital to being emotionally intelligent. Take a second to decipher what is going on in your head. Are you stressed, overwhelmed, or anxious? By acknowledging your emotions, you can work to manage them and make conscious decisions rather than indulge in your knee-jerk reaction. Working on this will make sure you seem calm under stressful situations and your team will have more confidence in you as a leader. So, become an emotional Sherlock Holmes and master the art of self-reflection.

    Mastering social skills

    Connect with your employees human to human. To be a true people person, you need to be a great listener as well as a great speaker. Showing you care about what your employees have going on in their lives is one way to connect with them. Offering support is another great way to help create a human connection, and don’t underestimate the power of humor.

    Humor is a powerful tool in the emotional intelligence arsenal. It can diffuse tension, build rapport and create a positive work environment. Making a witty joke or sharing a warm remark can help break the ice, boost morale and build stronger connections with others. Sprinkle some laughter into your interactions but make sure you use humor with respect and that you are sensitive toward others’ feelings. Bring out a few harmless dad jokes and see how your employees react to them.

    Related: These Are the 4 Emotional Intelligence Characteristics All Business Leaders Need

    Mastering relationships

    Pay attention to your nonverbal cues. How you sit, your facial expressions and any eye contact you make (or don’t make) send a message to others around us. Master your own nonverbal cues and body language and pay attention to your employees as well. This will help strengthen your relationships because you will be more aware of how someone is feeling.

    The way you provide constructive feedback is an art form that requires care and an understanding of how that information may be received. Practice giving feedback with empathy and tact. Focus on specific behaviors and their impact rather than criticizing individuals. Use the “sandwich” technique — start with positive feedback, provide areas for improvement and end with encouragement. By mastering the art of feedback, you’ll create a culture of continuous growth and development in the workplace.

    Mastering motivation

    A part of EQ is knowing what makes your employees work hard and reach their goals. Knowing how they want to be incentivized is important because all employees don’t want the same type of motivation. For example, some may be motivated by money and others may be motivated by titles. Cultivate a growth mindset and embrace failure as a learning opportunity in your organization.

    You don’t need to do it all alone either. Sometimes we need motivation from others so we can forward it to the people in our lives. Build a support network of mentors and peers who can guide and encourage you during challenging moments. Remember, being able to motivate your employees is one of the most important characteristics that help leaders weather storms and inspire their teams to do the same.

    Using emotional intelligence for good

    Leadership can be a bumpy ride, filled with challenges and setbacks. It’s easy to see how mastering emotional intelligence can be used for manipulation purposes. It’s important to use these skills for the greater good and not to push your own agenda. Always lead with strong morals and values and your employees will follow your lead.

    As leaders, it’s time to recognize the power of emotional intelligence and harness its potential. Understanding and managing our emotions and cultivating empathy, humor and resilience can elevate our leadership game. Emotional intelligence allows us to connect with others on a deeper level, inspire loyalty and create a positive work culture where everyone can thrive.

    Related: If You Have No Emotional Awareness as a Leader, You’re Limiting Your Success. Here’s Why (and How to Fix It).

    Embrace your EQ, lead with heart and wit and watch your leadership journey take off to new horizons. After all, a leader armed with emotional intelligence is unstoppable in the ever-evolving world of business. I have led thousands of people over my lifetime, and I learned these lessons by failing forward and learning from those experiences. I hope these tips are useful to you in your leadership journey.

    Jason Miller

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  • Dealing With Workplace Intimidation? Here’s How to Fight It | Entrepreneur

    Dealing With Workplace Intimidation? Here’s How to Fight It | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Workplace intimidation is alive and well. Whether working remotely or on-site, employees continue to experience high levels of intimidation, often resulting in an environment made up of toxic behavior or bullying.

    The Workplace Bullying Institute (WBI) estimated that more than 48.6 million American employees experience some form of bullying at work. Additionally, the WBI survey found that around 30% of working adults have ongoing direct experience with bullying in the workplace, an increase of 57% between 2017 and 2021.

    While some business leaders might feel that being more assertive — or oftentimes, intimidating — will bring out a more submissive attitude in their employees, it often results in a working environment that is toxic for everyone and can lead to greater employee turnaround or lower productivity.

    Related: How to Deal With a Workplace Bully

    Bullying vs. intimidation

    Although the two terms might be closely related, for employees it’s important to differentiate between both and know how to act upon them when they are confronted with this sort of behavior.

    Bullying is often considered an act of domination. This is usually through using threatening gestures, whether it’s verbal, non-verbal, physical or even physiological.

    On the other hand, intimidation is defined as a deliberate act of frightening a person into doing something. This could be an employer threatening one of their employees with their job or withholding their wages if they are unable to finish a certain task or project, or do not agree with what they are being told to do.

    The lines are often blurred when it comes to differentiating between being bullied or intimidated. Nonetheless, in the modern workplace, professionals consider intimidation as a form of bullying, which can harm their performance and their relationship with their peers.

    Creating room for improvement

    Taking control of bad or negative workplace behavior is never an easy challenge, and confronting a person on their actions can often result in even more uncomfortable situations for employees, managers and employers.

    To put things into perspective, nearly 60% of American employers tend to react negatively when they find out that bullying is being reported in the workplace. The result is that perpetrators often don’t see the consequences of their actions, which in turn creates a sense of fear among those in the workplace.

    However, this creates a lot of room for improvement, and for employees that encounter bullying or intimidation regularly, there are ways they can reclaim their workplace relationships and take more action to hold their perpetrators accountable — even if it might be their boss.

    Related: Bullying Doesn’t Just Happen in Schools. Here’s How to Turn a Workplace Culture of Bullying to a Culture of Innovation

    Acknowledge the reality of the situation

    Take note of when intimidation occurs and realize that it might not be just a person’s personality or a clash of opinions. This is important both for employees that experience it or perhaps managers witnessing this behavior among team members.

    Make clear distinctions on whether or not a person is deliberately going out of their way to make other colleagues feel scared, threatened or uncomfortable. An action that is repeated multiple times shouldn’t be considered a coincidence, but can rather be seen as a choice to act in a certain way.

    Identify when or where it takes place

    Intimidation can be a physical threat or even something that might occur in an email or other forms of communication. If you become aware of when and where this might have taken place, you can start to take more note thereof.

    Make sure to keep a record of this, either on some notes on your phone or on a separate email account that is not linked to your work. Include as much information as possible, who was involved, what was being said and whether or not the issue has been resolved.

    Have an open dialogue

    Often employees tend to feel intimidated by things they don’t know, whether it’s having to deal with group projects, new programs or even a new colleague. Simply raising specific points with a person in an open dialogue can help resolve a lot of issues.

    If you can understand a person’s point of view and what they expect from you — in this case, either a manager or employer — you will get a better idea of where you need to make possible improvements or adjust your understanding going forward.

    Don’t directly accuse any person of being intimidating or call them out on their behavior. Rather see whether or not it’s possible to resolve the underlying conflict.

    Take action when needed

    Employees and teams need to know when to take action and what their options might be. Employees need to assess their options, whether it’s talking to a colleague, their manager or even HR. The same goes for those in upper management roles.

    Additionally, if an employee is being intimidated or bullied by a fellow peer or their manager, approach them in private and see whether or not you can assist them. Always use the available channels you have available to resolve any confrontation before it transcends into bigger problems.

    Evaluate workplace policies

    Most organizations will have policies in place that aim to prohibit the act of bullying in the workplace. Make sure that as an employee, you know what the workplace policies are in terms of this, and when it’s possible to identify if someone has stepped out of line.

    If there are no workplace policies, see whether or not you can bring this up with management or employers. There should be clear guidelines on how bullying or intimidation should be handled within the office.

    Find your voice

    There’s no harm in standing up to someone if you feel that they have crossed a certain boundary. Standing up for yourself isn’t easy, and it’s even harder to do so for other people, especially in the workplace.

    Not everyone can muster up the confidence to speak out when it’s needed. In these cases, keep a record of these particular instances, or perhaps approach a person to see whether or not there might be some unresolved problems that can be sorted out.

    To conclude

    Intimidation in the workplace only creates a toxic work environment for every employee. Having the courage to stand up to someone is not always an option for everyone, so it’s important to consider other possibilities that can help them find a viable solution to resolve workplace bullying.

    Pierre Raymond

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  • Equality vs. Equity: What’s the Difference? Here’s What to Know | Entrepreneur

    Equality vs. Equity: What’s the Difference? Here’s What to Know | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    DEI is the most common acronym in the diversity space. D for diversity, E for equity — not equality — and I for inclusion. Why the difference?

    Equality suggests that treating everyone equally will solve the diversity problem, yet that has resulted in little to no change. Equity by contrast is about meeting the needs of individuals that are systemically marginalized because of factors outside their control — race, ethnicity, class, age or gender most commonly — yet many more.

    There are three key differences between equity and equality. Equity means:

    1. Providing resources to those that need them the most first
    2. Educating the majority group on their role in inclusion
    3. Proactively communicating the importance that DEI is not a zero-sum game

    Related: 18 Business Leaders on Creating an Inclusive and Equitable Society

    Provide resources to those that need them the most first

    Equity is about putting the needs of those most marginalized first. That means those that have been systemically disadvantaged due to their gender identity, race, ethnicity or other dimensions of diversity are prioritized with resource allocation. Resources such as education, mentorship opportunities and sponsorship need to be allocated to those that reflect the general population. Unfortunately, resources are often overallocated to the majority group that already holds the most privilege and proxy to power, reinforcing the status quo.

    Examples of resource allocation are programs inclusive development programs that amplify the skills and voices of people of color, mentorship programs that target underrepresented demographics with access to senior leaders and sponsorship programs that ensure that people’s work is equitably recognized. Too often, promotion and representation rates dwindle for women, people of color, those with disabilities and the LGBTQ+ community. Equity seeks to right that wrong.

    Educate the majority group on their role in inclusion

    However, these programs will fail if the majority group doesn’t understand their role in facilitating an inclusive environment where diverse talent can thrive. Often the majority group has not had the lived experiences of being part of a marginalized group and so they lack the context and understanding to be helpful.

    Panel discussions that bring to life the real experiences of underrepresented groups in a thoughtful pragmatic way can help bridge the gap. In addition, proven resources, documentaries, books and podcasts can help the majority group understand the nuances of inclusion.

    It is likely leaders will make mistakes in the DEI conversation. Having tools and resources is critical for the majority group to proactively avoid some of these likely missteps.

    • Tokenism: Tokenism occurs when individuals or organizations make superficial efforts to include diverse individuals or groups without genuinely valuing their contributions. It is important to go beyond representation and create inclusive environments where everyone’s voice is heard and respected.
    • One-size-fits-all approach: Another mistake is assuming that DEI initiatives can be applied universally without considering the specific needs and experiences of different groups. It is important to recognize and address the unique challenges faced by various communities and tailor strategies accordingly.
    • Failure to address systemic issues: DEI efforts should not solely focus on individual actions or behaviors. It is crucial to identify and challenge the systemic barriers and biases that perpetuate inequality and exclusion. This may involve examining hiring practices, policies and organizational culture.
    • Lack of genuine leadership commitment: DEI initiatives require genuine commitment and support from leadership. Without strong leadership buy-in, these efforts can lack the necessary resources, accountability and sustainability to effect meaningful change.
    • Overlooking intersectionality: Intersectionality refers to the interconnected nature of social categorizations, such as race, gender, sexuality and class, which can create overlapping and interdependent systems of discrimination. Ignoring intersectionality can result in exclusionary practices and a limited understanding of the experiences of marginalized individuals.
    • Relying on quotas: While quotas can be a useful tool to increase representation, relying solely on them can be counterproductive. It is important to create inclusive environments where individuals from diverse backgrounds have equal opportunities to thrive, rather than solely focusing on numerical targets.
    • Lack of ongoing evaluation and feedback: DEI initiatives should be regularly evaluated and adjusted based on feedback from the affected communities. Failure to gather input and measure the impact of these initiatives can hinder progress and perpetuate ineffective practices.
    • Performative allyship: Performative allyship refers to instances where individuals or organizations publicly express support for marginalized groups without taking substantive actions to address underlying issues. It is important to back up intentions with meaningful actions and engagement.

    Equity is about meeting leaders where they’re at and equipping them proactively with tools and information to combat these missteps.

    Proactively communicating the importance that DEI is not a zero-sum game

    As with any shift in culture or change, the why is pivotal. People need to understand why equity is necessary. Equality is the goal – equity is how we get there. DEI is about doing things differently and challenging the status quo. We can’t solve a problem by doing things the same way that created the problem. That’s where equity comes in.

    Oftentimes, the majority group might feel alienated or that they’re somehow left out of promotional opportunities because of the focus on diversity. The opposite is often true. When we have diverse representation in decision-making, we have higher rates of innovation, higher revenue rates and profitability. Rather than thinking about it as my seat at the table versus your seat at the table, or my pie slice versus your pie slice, the pie collectively grows bigger and they’re more seats at the table for everyone.

    Many people get overwhelmed with diversity language. Just two letters in the difference between equality and equity mean two very different approaches. As leaders, it’s critical that we understand that equity is the path to equality and be willing to do things differently to achieve real diversity.

    Julie Kratz

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  • How to Balance Purpose and Profit for Long-Term Success | Entrepreneur

    How to Balance Purpose and Profit for Long-Term Success | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    It used to be enough to drive profitability, but modern businesses (and their employees) now require a transcendent higher purpose. This is the “why” behind your company’s mission and vision statements and helps align the decisions you make when dealing with uncertainty in business.

    Purpose-driven organizations are valued by stakeholders because they grow three times faster on average than non-purpose-driven competitors. Purpose-led organizations encourage personal development among all employees with the understanding that businesses have a powerful influence on society and should be focused on more than just financial goals.

    Of course, creating a purpose-driven organization without sacrificing long-term profits is easier said than done. It requires the right catalyst and transformative leaders understand that authentically reaching for something deeper and more meaningful achieves better business results. There are four ways to be a change catalyst and lead your organization with purpose.

    Related: Why a Purpose-Driven Business Is the Real Key to Success

    1. Look to the voice of your organization

    Purpose isn’t invented — it’s discovered. And the best way to discover your organization’s purpose is to listen to it. I call it “hearing the voice of the organization,” and it’s the future of leadership development. Committed leaders at purpose-driven organizations model behavior with appropriate rewards and consequences that are aligned with societal standards and organizational objectives.

    Being a change catalyst means you must recognize your organization’s higher calling and be transparent and open about how that must be balanced with financial stability. Money alone is not a driving factor, and you need clarity on the true vision you want everybody to follow. This will help you influence those around you to become change champions, too.

    Take Burt’s Bees and its mission of “For Nature. For All.” as an example of this idea in action. The popular skin and lip care manufacturer has emerged as a leader in sustainability efforts over the years, with the vast majority of its products’ packaging being 100% recyclable. While its corporate mission could stop there and be fulfilled, the leaders at Burt’s Bees take their mission further by ensuring their products are sourced responsibly and not bringing more harm to the environment. Its operations are landfill-free by directing waste to compost, recycling and waste-to-energy sites.

    As co-founder Roxanne Quimby said, “We take from nature, so we must respect and preserve it.” It’s a stance that has served the company well. Is Burt’s Bees sacrificing some profit to be an industry leader in sustainability? Without a doubt. Is it the right thing to do for the long-term health of the company and, beyond that, the communities it serves? Absolutely, and it all begins with its mission.

    Related: Why a Purpose-Driven Business Is the Real Key to Success

    2. Be genuine about your vision

    Your purpose will be the arbiter of all business decisions, so it must relate your courage and conviction to investors, employees and customers. Change champions must take accountability for making important decisions, no matter how difficult they may be. We are naturally drawn to people with courage and conviction in their actions, even if it means facing consequences.

    When it comes to being genuine in their convictions, Patagonia and its founder, Yvon Chouinard, have been a consistent example of this with the mission statement, “We’re in business to save our home planet.” As a company, Patagonia donates 1% of its profits to charity each year and became a certified B Corporation. Patagonia also emphasizes the quality of clothing to combat the waste of fast fashion. To support this, the company created the Worn Wear program to divert more garments from landfills by repairing consumers’ Patagonia clothing and allowing customers to trade them in for different items. Patagonia could stop its initiatives at its activism efforts, but to stay true to its mission, Patagonia makes efforts to ensure its products are better for the planet.

    Speak from the heart when communicating your vision to the team. Your passion and resolve will spread and become a driving force in managing uncertainty in business that would normally create anxiety and pressure. When you are genuine in your purpose, it makes business easier.

    Related: Power With Purpose: The Four Pillars Of Leadership

    3. Connect each employee to the purpose

    An organization is only as good as its individual people, and converting your team into change champions means investing in leadership development. Every employee in every department should feel appreciated and meaningful in what they do with their professional lives.

    Finding a purpose isn’t easy, and changing your organization to follow it after the fact is even harder. According to Bain & Company research, only 12% of companies undergoing large-scale change management fully achieve their goals. This shows that creating a purpose-driven organization is easier than converting a wayward one after the fact, but enacting the change isn’t impossible.

    Purpose-driven organizations empower every employee to do their best for the greater good. This motivational factor will give your entry-level employees more agency to work smarter and make bolder decisions that can improve overall operational performance. A sense of purpose can increase both customer and employee loyalty, making the business more profitable in the long run.

    Related: How to Build More Purpose Into Your Work

    4. Align changes back to the same purpose every time

    The most important ingredient in creating purpose-driven organizations is consistency. Change is the only constant in business, and you must consistently show progress toward the same goal through all of these changes. When Apple pivoted from Macintosh computers to iTunes, iPods, iPhones and everything else, it maintained its same greater mission throughout: “Apple is committed to bringing the best personal computing experience to students, educators, creative professionals and consumers around the world through its innovative hardware, software and internet offerings.”

    Although the landscape and your business will change often throughout your lifetime, your higher calling should not. Consistency is a powerful weapon when dealing with uncertainty in business because it provides a safe foundation for people to work and build on proactively.

    The hardest part isn’t starting the habit. It’s keeping it. This is something you believe in, so share your passion for the goals, share that vision with your employees and listen to their feedback. They might even know how to make the purpose of your organization become a reality faster.

    Anjan Thakor

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  • 10 Steps to Building a True Customer Service Culture | Entrepreneur

    10 Steps to Building a True Customer Service Culture | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    What is customer service culture? It’s how your company looks at, treats, and engages with employees — or how it intends to do so. While ultimate results depend on individual customer-facing employee behaviors and the type of support delivered by back-office employees and technology, the source of these comes from the broader ethos that exists and either supports or sabotages excellent customer service performance and employee engagement.

    In my work as a customer service consultant and transformation expert, I balance the time and resources I expend on more nuts-and-bolts efforts, such as customer service training and eLearning production, with the broader issues of creating the right supporting customer service culture. It’s truly that kind of important. Here are ten ways to drill down on what matters here and kickstart your cultural results.

    Related: The Best Customer Service Companies Spend These 8 Minutes A Day Becoming Better Than the Rest of Us

    1. Create a meaningful statement of purpose

    This can be just a sentence long. Ideally, it encapsulates your company’s values and goals, particularly in how you strive to support your customers.

    Think of the Mayo Clinic’s “The needs of the patients come first” or the type embraced by five-star and other luxury hotels, such as Four Seasons Hotel’s “We strive to treat guests as we’d like to be treated ourselves” or Fairmont Hotel’s “We turn moments into memories.” This should be something your staff can easily remember and embody in their day-to-day work, not a jargon-laden, pompous multi-page work destined to language in somebody’s drawer, never to be seen again.

    2. Develop a philosophical framework

    This can be slightly longer but brief, containing 9-12 principles. Socialize these throughout your company by any means at your command. I’d suggest condoning that into a smaller format on a laminated accordion-folded business-size card for easy employee reference.

    These principles should guide your staff in their customer interactions and remind them of what’s most important during their day-to-day work. (Sound silly? The Ritz-Carlton Hotel Company has taken this approach since 1983. Their accordion-folded business card — “the credo card” — is carried by every employee onsite and on the phones.)

    3. Show explicit and frequent support for employee empowerment

    Do this while emphasizing the importance of judgment calls and praising employees for exercising initiative. This helps to foster a sense of trust and autonomy among staff, which ultimately leads to better customer service for customers — in part because of the creativity it engenders in employees and in part because problems (and opportunities!) can be responded to in real-time by the first employee encountering them, no need for a customer to suffer through “I need to talk to my manager before I can help you that way.”

    Related: Recommendations for Quality Customer Service

    4. Hire personalities

    Focus on personality traits during employee selection rather than solely valuing skills and prior experience, as employees may have varying aptitudes for service. This is important because not everyone is cut out for customer service, and it’s more important to have empathetic, kind and willing employees to connect with customers genuinely.

    Related: Stellar Customer Service Starts with the Hiring Process

    5. Involve senior leadership

    Involve the CEO or senior leadership in onboarding new hires to emphasize the importance of service from the start. This helps to demonstrate the importance that your business places on great service, which permeates across your organization. When employees see that their CEO or other senior-level leadership prioritizes service excellence, it can help to instill a sense of ownership and value among employees.

    6. Conduct a daily, short “customer service refresh” ritual

    I recommend keeping it to 8 minutes or less! In this ritual, discuss a single principle of customer service excellence and recognize the great service provided by employees. This is another excellent way to reinforce values and create a positive feedback loop for employees. By discussing customer service best practices in a daily huddle or similar team meeting, you can help to foster a culture of continuous improvement.

    Related: The Best Customer Service Companies Spend These 8 Minutes A Day Becoming Better Than the Rest of Us

    7. Lead by example

    Manage from the floor to lend support to your service culture as well as to provide an opportunity for “instant correction.” Leading by example is critical when it comes to customer service. You can’t expect employees to prioritize service if they don’t see you doing it yourself. By getting out of your office and interacting with customers, you can demonstrate the importance of service to your employees and show them what it looks like in practice. Just as important, seeing, in real time, how your frontlines practice customer service can make all the difference, as it allows you the chance to correct missteps before they fester and ultimately become the norm.

    8. Provide in-depth customer service training

    This ensures that all employees have the tools to deliver the best service. Be sure this includes “situational empathy” training and the all-important training in service recovery (working with upset customers) that will allow success in even the thorniest situations. My company offers training that includes all the above, with an exclusive focus on customer service and the culture in which it resides.

    9. Foster an ethos of lateral service

    This ethos is where everyone pitches in, including senior staff, to get things done. When employees see that senior staff is willing to roll up their sleeves and help out as needed, it can help to foster a sense of teamwork and collaboration. (Think of Disney: how anyone, even a suit-wearing executive, will pause their walk through the park to address the litter they encounter.). In addition, during busy periods or difficult service scenarios, it can be beneficial for everyone to pitch in and lend a hand — both due to the effort expended and the morale boost it can lead to.

    10. Encourage innovation from all employees

    Nothing can be more frustrating for a well-meaning customer-facing employee than to have to solve the same issue repeatedly or to work with cumbersome tools when that employee has an idea for how to improve.

    By implementing these customer service culture catalysts, you can create a foundation for superior customer service and employee engagement to help your company succeed. These tactics require dedication and attention over the long term — creating a culture of service excellence is an ongoing commitment that requires continuous refinement and improvement. But the payoff can be significant: happier customers, engaged employees, and a better bottom line.

    Micah Solomon

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