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Tag: Company Culture

  • 3 Keys to Leading Teams During a Time of Divisive Opinions and Tension | Entrepreneur

    3 Keys to Leading Teams During a Time of Divisive Opinions and Tension | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Gone are the days of avoiding politics and religion at the dinner table. Today, we often wear our opinions and beliefs on our sleeves, and divisive views dominate the news. Employees are increasingly vocalizing their support or dissent for various causes and issues and expecting their places of work to take a stand. With a major election occurring next year, and tensions sure to arise throughout the process, now is the time for you to invest in your company’s cultural foundation so that no matter the circumstances, a team’s cohesion and productivity aren’t collateral damage of the election cycle.

    This climate can be treacherous for business leaders trying to unite teams toward productive goals. Employers who stay quiet or whose views land on an unpopular side of the debate risk sparking discord — in fact, 40% of workers would consider quitting their job if their leader took a stance they disagreed with, according to a recent CNBC|Momentive Workforce Survey. Oftentimes, though, quiet can be misconstrued as well, or worse, become a void filled by others’ opinions that may not be in the best interest of the business.

    We all want to experience psychological safety in the workplace and have the opportunity for our opinions to be heard. If your employees trust that the organization and team have their back, they’ll be more willing to collaborate and pull together. This begins by walking your talk — address your employees’ concerns, lead “fireside” chats where your door is open to anyone from any level or send thoughtful and well-constructed emails that acknowledge the turmoil affecting your teams.

    Related: How The Best Executives Show Leadership in Times of Uncertainty

    If you can find ways to balance the differences and unions within your teams, you can discover that a business can be a beautiful example of diversity, an antidote to the echo chambers we find online and a real opportunity to understand others. Here are three ways that you can start being more proactive about the tough conversations in your company and build a strong foundation to weather combative times:

    1. Set clear cultural values from the start

    The combative atmosphere around business values may encourage you to take a neutral stance on everything, but staying quiet won’t stop gaps from forming. Instead, you want to be proactive like Salesforce about creating shared values that build a culture of trust and respect for individual beliefs. Since 2015, Salesforce has been public about its moves to make pay within its workforce more equitable and has spoken out against discriminatory legislation.

    For strong cultural values to exist within your organization and have alignment between all employees, you have to start from the beginning for a consistent experience. When new hires arrive, welcome them with a transparent conversation about what behaviors are expected that reflect the company values and how commitment to these behaviors plays a critical role in the company’s success. Also, invite them to call you out if they don’t see those values in action so they know that no one is exempt from these values.

    While having discussions about culture can be challenging, it will be much easier and healthier to have conversations now instead of when something goes wrong. Set expectations from the beginning of your working relationships (or as soon as you can). When trouble arises, you’ll already have a shared language to tackle it.

    Related: Why You Should Care About Psychological Safety in the Workplace

    2. Remind one another of what makes you you

    Create a shared culture, but don’t ignore differences either. Your differences make you unique as a group of people and as a business. What’s more, your differing views can fuel creativity and growth and helps you to connect with a wider audience.

    When acknowledging differences as a leader, it’s important to remember that not every moment is ideal for these conversations. Again, a good rule of thumb is to be proactive about these discussions rather than waiting for a misunderstanding to arise.

    Set aside time to get to know each other better. Ask your teams what differences they bring to the table and give them a chance to educate you on the best language to use when talking about those differences.

    3. Rally toward a common cause

    Twice a month, I send out Friday emails to my team to discuss recent events and double down on our shared purpose. With the media leaning more heavily on divisive language, I choose to talk about shared aims and challenges, so the team can remember that we have more in common than we may initially think. In a recent email, I ended by writing: “I look forward to sharing stories as we seek out those commonalities in places we may have overlooked in the past. Just like our acts of kindness create a ripple effect, our search for and celebration of commonality can do the same.”

    Related: How to Turn Company Values Into Shared Employee Beliefs

    Despite differences, shared beliefs can be central themes in your team’s narrative. If things get hairy in the political world, you can rest on these shared beliefs, using them to lean on as you talk about dissimilarities. What could your shared purpose be?

    Since I began sharing more of my full self with my team, they have begun to reciprocate, creating a highly empowered and trusting culture. The best path toward building an empathetic culture lies in your hands and is cultivated first and foremost through your modeling and behavior. Ask yourself what is your behavior? How does your team feel after interactions with you?

    If you are truly and authentically empathetic, your team will learn to do the same. It becomes a cultural norm. And the business will attract the type of people who can help that culture flourish exponentially.

    Kristen Sieffert

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  • Why Acknowledging Your Team Members Is Critical to Your Success | Entrepreneur

    Why Acknowledging Your Team Members Is Critical to Your Success | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Great leaders of high-producing teams recognize a crucial component of team building: the acknowledgment of others. Giving people the acknowledgment they deserve will not only lift up the culture of a team, but it will increase the team’s production and performance. It’s as simple as it sounds, but it’s not always easy to incorporate this practice into your everyday habits and actions as you work with your team.

    You’ve probably experienced this in your own career — people are quick to notice when you’re not meeting expectations but fail to recognize all the times you are performing well and dedicating effort and time to your duties. It feels discouraging and it also decreases your own motivation to work harder and prove yourself. If you can master verbally uplifting your team, it will level up your business.

    Related: 5 Fantastic Ways to Show Your Team Members You Are Grateful for Them

    How to make acknowledgment part of your daily routine

    Sometimes it’s hard to focus on uplifting others when we are such individually-driven beings. We want to get the credit we deserve, and sometimes we put that above giving credit to others.

    Masterful leaders have learned to set aside their undying thirst for credit and recognition because they’re in it for the long game. They see the big picture, and that big-picture success depends on other team players who are motivated, dedicated and invested in the team as much as you are. But how do we get into this mindset of constantly uplifting others if we’re not already there?

    • Be an active listener. Focus on your conversations and the conversations that others are having. What are they proud of? What are their concerns? What issues did they spend the afternoon figuring out how to solve? What tough clients or projects are they working on? By being an active listener, you will have countless opportunities throughout the day to listen to the successes of your team members throughout the day and to shine the spotlight on their wins, no matter how big or small.
    • Be specific with your words. While we all like to hear “good job,” the compliment can feel meaningless and generic. If someone caught an error on a client project or put together a thorough presentation for your team, be specific in your praise to them. Not only does this take honesty in being genuine with your words, but it takes practice. Identify particular tactics or creative thoughts they had throughout their process and highlight the clearly defined reasons that contributed to their performance. They will feel seen and know that your words are authentic.
    • Focus on what they’re good at before focusing on what they lack. If someone is underperforming on your team, it’s easy to turn your attention to the tasks they’re failing to accomplish. Before criticizing them or giving immediate feedback on how they can improve, first focus on what they’re accomplishing or performing well at, even if the tasks are small or part of their expected duties. Build up their self-esteem with what they’re doing well, and that increase in self-confidence can spill over into the areas where they’re underperforming. When people feel like their strengths are highlighted before their weaknesses, they will feel greater reassurance when moving on to more challenging tasks.

    Related: 9 Simple Techniques Any Leader Can Use to Show Employees Appreciation

    How acknowledgment helps you and your team

    We’ve been told to uplift others our whole lives, from classrooms as children or even on sports teams and other activities growing up, but it might be hard to recognize quantifiable ways that words of recognition help the productivity and the bottom line of your business. Spreading acknowledgment could help you and your team in various ways:

    • It increases employee retention. All other factors aside, if someone has the choice between staying in a workplace where they’re constantly encouraged and acknowledged versus staying where their successes are rarely acknowledged, they will stay at the workplace of acknowledgment every single time. Employees want to stay on a team where they feel supported, heard and seen. Calling team members out on their wins could also give them the courage to speak up if they need extra help or even own up to a mistake and take corrective measures to fix it, avoiding more significant issues or financial losses in the future.
    • It enhances your teamwork and collaboration. Establishing a business culture of uplifting each other and highlighting each other’s strengths, will increase the interpersonal relationships on a team. Each team member feels like they are being supported by the other, which increases the teamwork and collaboration between everyone. Employees are more engaged and willing to go above and beyond if they feel the organization recognizes their value and celebrates their growth.
    • By acknowledging others, they acknowledge you. Fill up others’ cups, and they will fill up yours. Acknowledgment isn’t an exception to the law of reciprocity — when you acknowledge when others are doing well, they’ll do the same for you. Odds are, they’ll probably start doing it to others on the team as well. Uplifting words are easier to give when you receive them regularly, but sometimes you have to be the one to start that cycle. When others lift you and call out your wins, they can testify to your capabilities later down the road, whether you’re locking down a new client or moving into a higher-paying role.

    Related: Where’s the Love? Why You Should Work to Ingrain Gratitude Into Your Company Culture

    All great things are built with cohesive teams; nothing tears down a team faster than those who want the credit for everything. Lift people up for what they are doing instead of being quick to point out what they aren’t doing, and they’ll do the same for you. You have to do it first and do it consistently to create a winning environment for your business. If you become a highlighter of the capabilities of others, you’ll start an acknowledgment culture in that everyone will participate, leading to greater productivity and success.

    Kale Goodman

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  • How Young Women Can Smash the Glass Ceiling in Business | Entrepreneur

    How Young Women Can Smash the Glass Ceiling in Business | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    As a millennial woman founder, I know firsthand the obstacles that women encounter in the corporate world. Although there has been some progress over the past eight years, the representation of women, particularly women of color, is still lacking. According to McKinsey & Co, only 1 in 4 C-suite leaders are women, which is a staggering statistic. However, the situation is even more alarming for women of color, as only 1 in 20 hold a senior leadership position.

    I started my first business at age 16, and now, at age 26, I am running a seven-figure fintech consultancy. But my success hasn’t come without its fair share of challenges. Like many young women in the corporate world, I have faced bias, skepticism and a lack of representation. That’s why it’s more important than ever for young women to have strategies to overcome these obstacles and succeed in the corporate world.

    Here are some key strategies to break through the barriers and achieve our goals.

    Related: Women Are Leaving Corporate America for Entrepreneurship. Here’s How to Support Them.

    1. Build your network

    Building a strong network is absolutely essential for success in the corporate world. As a young woman in this industry, connecting with other women and allies who can provide support and guidance is especially important. Here are some ways to build your network:

    • Attend industry events and conferences: This is a great way to meet new people and learn about the latest trends in your field. You might even be surprised by how many like-minded individuals you come across at these events.
    • Join professional organizations or networking groups: My advice would be to look for groups that are specifically focused on supporting women in your industry. These groups can be an incredible resource for making connections and building relationships with other successful women who have gone through the same challenges you’re facing.
    • Seek out mentors: As a young woman in the corporate world, having a more experienced woman in your corner can be invaluable. Look for senior-level women in your company or industry who you admire and reach out to them. Don’t be afraid to ask if they would be willing to meet with you for coffee or lunch.
    • Connect with your colleagues: Building relationships with your coworkers can help you build a strong support system and open up new opportunities. Take the time to get to know your colleagues, ask for their advice and insights, and find ways to collaborate on projects.

    Related: Women Entrepreneurs Face Unique Challenges. Here’s How to Thrive in the Face of Adversity.

    2. Develop your skills

    In the corporate world, it’s important to constantly develop and refine your skills. This is particularly true for young women who may be starting out in their careers and seeking to prove themselves. By investing in your own growth and development, you’ll be better positioned to take on new challenges and succeed in your career. Here are some ways to develop your skills:

    • Seek out learning opportunities: This can include online courses, webinars and training programs that can help you build new skills and knowledge. You can also seek mentorship or coaching from more experienced professionals in your field. Don’t be afraid to ask for help — everyone starts somewhere!
    • Volunteer for new projects or initiatives at work: This can give you the chance to learn new skills and take on new responsibilities, all while demonstrating your value to your team and organization. Don’t shy away from opportunities pushing you outside your comfort zone.
    • Hone your existing skills: Take the time to reflect on your strengths and weaknesses, and look for ways to improve in areas where you may be struggling. Seek out feedback from your colleagues and supervisors and use it to inform your growth and development. Remember: No one is perfect and there’s always room for improvement.
    • Stay up-to-date on the latest trends and developments in your field: Read industry publications, follow thought leaders on social media and attend conferences and events to stay informed and ahead of the curve. Don’t let yourself fall behind — staying current is crucial in today’s fast-paced corporate world.

    It’s easy to feel like you have to work twice as hard to prove yourself in the corporate world. But investing in your own growth and development is one way to give yourself an edge and position yourself for success. Remember, you’re capable of achieving great things — it’s just a matter of putting in the time and effort to develop your skills and knowledge.

    Related: Reframing the Concept of Networking for Women Entrepreneurs: Relationships, Not Networks

    3. Speak up and advocate for yourself

    In the corporate world, it’s important to be your own advocate. This can be particularly challenging for young women who may be hesitant to speak up or self-promote. However, speaking up for yourself and advocating for your ideas and contributions is essential for getting ahead in your career.

    Early in my career, this was one of the biggest challenges I faced. I remember sitting in meetings where I had great ideas, but I was too afraid to share them for fear of being dismissed or ignored. It took me some time to realize that if I wanted to make an impact and be successful, I needed to have confidence in my ideas and the value I brought to the table.

    One way to start advocating for yourself is to be proactive in sharing your accomplishments and contributions. Don’t be afraid to speak up in meetings or presentations and share your ideas and insights. Look for opportunities to take on new responsibilities and demonstrate your value to your team and organization.

    Another important aspect of advocating for yourself is setting boundaries and speaking up when you feel uncomfortable or unsupported. I remember a time when I was working on a project with a colleague who was constantly interrupting me and talking over me in meetings. It was frustrating and demoralizing, but I didn’t know how to address the situation. It wasn’t until I spoke up, set boundaries and was able to establish a more respectful working relationship.

    Remember, advocating for yourself doesn’t mean being aggressive or confrontational. It’s about having confidence in your ideas and contributions, setting boundaries and speaking up when you need to.

    Related: 11 Women Leaders on How to Make Your Voice Heard

    Final thoughts

    As young women in the corporate world, we face a unique set of challenges. But with the right mindset, strategies and support, we can overcome these obstacles and achieve success in our careers.

    Remember, you have the power to shape your own career path. By developing your skills, speaking up for yourself and seeking out mentorship and support, you can navigate the corporate world with confidence and purpose.

    In the end, what matters most is staying true to yourself and your values. Be authentic, be resilient and never stop pursuing your goals and dreams. With hard work, dedication, and a supportive network, there’s nothing you can’t achieve. So go out there, break down those barriers and show the world what you’re capable of!

    Lissele Pratt

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  • How Do I Lead My Small Business Through Constant Change? | Entrepreneur

    How Do I Lead My Small Business Through Constant Change? | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    When you’re running a small business, the balancing act of responsibilities and demands on your time and effort can feel overwhelming. Anyone who’s started or been involved with a small business knows precisely what it’s like to be in that place.

    There’s no template for navigating through the experience. There are incredible resources, influential advice, support systems and more. Working through turbulent times is a bit different for everyone, a specific path as unique as the individual and the business or organization they’ve devoted themselves to.

    At the end of the day, though, one truth remains. The singularly most important resource for any small business isn’t time or operating capital — it’s people. The people who get the company where it’s going, whether it’s a small team getting a project proposal to a client on time, someone handling IT issues when a system freezes or the individual who helps get supplies where they need to be. People are what matter; without them, there is no business, no supply or demand.

    Related: When Leading Through Change, Adopt These 4 Strategies

    Understanding the pressures on today’s workforce

    In the uncertain and chaotic world we live in right now, knowing how to navigate an unpredictable workplace keeps businesses and employees alike on their toes. Depending on the source, the job market has never seen a power shift to the employee as extreme as it has been. Or conversely, a vast portion of those who sought a better work-life balance and changed jobs or careers during the Great Resignation are now regretting their choices, finding that the proverbial grass isn’t always greener.

    There is a struggle to stay current on the consensus skillset that employers want to see in their workforce. The stressors of the perpetual advancement of systems and processes can feel relentless, with new — and not always improved — hardware and software around every corner.

    Taking the time to slow down and hone in on their workforce and the forces that impact them on a daily basis is one of the greatest steps small business leaders can take. These individuals and teams work to bring the potential of an idea or concept and turn it into something real. They are the ones impacted by change that is often easiest to make from the upper levels.

    Related: What’s the Future of Work? A Hybrid Workforce

    All change in the workplace carries a significant impact

    The changes made by upper management are often made with the best intentions to better the workplace and improve the possibilities of the future for the company. Those making the choices might see a change as a straightforward choice, made with the benefit of deep research and data to comb through.

    Individuals impacted by the change daily — if not hourly — may view experience very differently. From a shift in communications software to implementing a different payroll schedule, from working a hybrid set-up to adopting a 4-day workweek, changes, big or small, impact individual lives in a real, significant way.

    Helping employees process and navigate change is a crucial skill for any small business, from 10 employees to 100 — all workplaces employ people and every individual matters.

    Related: 10 Tips for Building a Happy Workforce

    Smooth change requires knowing key practices for all stages of the process

    The process of change in the workplace can be complex; this is no different than any other area of life, from helping a child handle outgrowing their toys to adjusting to water restrictions in California.

    Change is inevitable, but it doesn’t have to be dramatic — or traumatic. Everyone benefits when leadership is fully committed to ensuring a positive experience for employees. For small businesses, it is easier to consider the situation employees are in. Management can benefit from following several key practices.

    1. Encourage open communication. Whether within teams, between teams or flowing reciprocally from management to staff, communication during periods of change is critical. Consider having brainstorming sessions amongst teams while implementing a process for management to receive and explore the feedback
    2. Aim for clarity when explaining the intentions behind the change. Experiencing change without a choice — and without a clear understanding of why it’s happening in the first place — is a deeply unsettling situation for employees. A lack of clear communication of the problem/solution process resulting in the change will only breed resentment and impede a smooth implementation.
    3. Give your employees a voice in the process. Very little erodes trust between employee and employer more thoroughly than a lack of respect. Ignoring the input of those experiencing the change in the trenches will only impede the process and damage relationships and morale.
    4. Craft a timeline with a defined goal. Without a clear understanding of the implementation process and the timeline, employees can feel like their work is perpetually mired in the fog of change.
    5. Clearly and confidently define and communicate changes in expectations and employee performance evaluation. Office morale can severely suffer when employees lack a clear understanding of the expectations for a position or role. When change occurs, the reasonable expectation is that job performance metrics may change. If this isn’t addressed during the process, the confusion can fuel resentment and high-stress levels.

    Related: 4 Ways Leaders Can Navigate Change and Find the Hidden Opportunities

    Communication is the glue that binds a workforce together

    Little in life is predictable, which some could argue is the point. That unpredictability is amplified in the work environment — where livelihoods are directly impacted. Employees need more than lip service from their leadership; they’re searching for employers who know how to support their workforces properly.

    Change is a process, and true leaders are there at every stage of any change. Not only is that commitment crucial for ensuring effective implementation of the change, but it is a direct investment in employee wellbeing and company morale.

    Summit Ghimire

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  • 6 Employee Benefits Every Leader Needs to Know | Entrepreneur

    6 Employee Benefits Every Leader Needs to Know | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    As an employer, it’s critical to be a rule follower and toe the legal line, including abiding by payroll and tax requirements, and it’s particularly vital to pay attention to employee-related regulations like mandatory benefits. Not keeping a steady eye on them means more than simply disgruntled workers, but fines, penalties and perhaps even jail time.

    Which benefits might you be legally required to provide?

    Mike Kappel

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  • Ways To Make Your Team Feel Valued | Entrepreneur

    Ways To Make Your Team Feel Valued | Entrepreneur

    Every business leader dreams of having a company that runs like clockwork. One complete with the perfect team of highly dependable, timely and responsive, honest and hard-working employees driven by the organization’s mission and goals. Such a vision may seem impossible for every business to reach. Yet, the key to creating such a dream team is to consider a simple question: What makes employees feel valued?

    Related: 3 Red Flags on Your LinkedIn Profile That Scare Clients Away

    In today’s hyper-competitive business landscape, many employees have suffered from burnout, poor morale and productivity and job dissatisfaction. This has led to heightened employee turnover rates for many companies. When asked about how the pandemic has changed their feelings regarding work and life, over 50% of workers have said that they have questioned the value and purpose at work, along with expectations toward their employer.

    While an employee engagement survey by Lattice has shown that the need to feel a sense of belonging is somewhat generational, others point out that employees are more likely to be engaged, productive, and dedicated to a company’s growth when they feel valued.

    Related: If Your Leadership Style Is Ever Judged By Others, Here’s 8 Things You Should Do

    If you want to add more value and retain top talent, this article will discuss tips to make employees feel valued. This ultimately improves workflow and overall success from within.

    1. Share employee stories

    Employee stories have been found to be one of the most effective strategies for building an appealing work culture. By providing opportunities for employees to share their work and experiences candidly, you allow them to drive the narrative. Plus, it provides future candidates with a more interpersonal perspective on what it is like to work for the company.

    Highlighting employees’ work also helps them establish a sense of identity. It allows greater connections with co-workers, managers and customers, forming a positive work environment and culture. At the same time, sharing employee stories across media platforms organically builds a strong company brand identity. It also builds authenticity and connectivity with target audiences. Essentially creating a symbiotic relationship that leaders and employees alike highly value.

    2. Give regular, constructive feedback

    A 2018 Harris Interactive Survey for Glassdoor found that “67% of employers believe retention rates would be higher if candidates had a clearer picture of what to expect about working at a company before taking the job.” For employees, this often includes the expectation of management valuing communication and professional growth among its workforce.

    Though recognition for your hard work feels good, people also want to know how to improve. Or, they want to know where they fall short to know they are on the right track. Providing regular, constructive feedback each month is a great opportunity to speak one-on-one with employees and whole teams.

    Related: ‘No One Wants to Hear You Toot Your Own Horn’ and 9 Other Rules From People With Blockbuster Personal Brands

    At the same time, while regular meetings with in-office and remote workers are a great way to deliver consistent feedback opportunities, leaders should also consider feedback sessions to discuss business strategies and performance or quarterly get-togethers to share new ideas and educational experiences.

    3. Say “you are valued here” with corporate gift giving

    While gift-giving during major achievement or professional (or personal) milestones is valued, employees feel greater respect and appreciation when they are thought of in other moments. Simple gestures can make an even greater impact during distress, providing employees with a sense of appreciation and care when they are out sick or on medical leave.

    While a generic gift basket is always an option, you can also opt for more personalized care packages that will really make them feel treasured. Along with your wishes for a speedy recovery, companies like Spoonful of Comfort offer a variety of get-well specialty gift baskets that include delicious soups, desserts, and comforting items. They also allow you to create a customized gift basket or care package that fits the needs of your employee or corporate team.

    4. Support social shoutouts and events

    Particularly in today’s common hybrid and remote work environments, employees often feel disconnected from their colleagues. In turn, it creates a disengaged team and fragmented culture. According to a recent study, companies only see 15% of employees being actively engaged due to unhappiness and dissatisfaction in their work – that is, lack of recognition.

    However, businesses with employees recognized for their dedication to company goals and consistent motivation in their work, deliver a 202% increase in performance outcomes. It is great to express appreciation for big accomplishments throughout the year. But also, praising small contributions and achievements can be just as valuable to an employee.

    5. Invite an open door policy

    Having an open-door policy is an effective way to encourage open communication and feedback. This also includes discussion about any questions, complaints, suggestions and challenges employees are facing.

    Former CEO of Xerox, Anne M. Mulcahy, once said, “Employees who believe that management is concerned about them as a whole person – not just an employee – are more productive, satisfied and fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.”

    You want to give them the opportunity to speak up at any time. Also, allow them to build a responsive, transparent, and trusting environment. At the same time, set certain parameters around the open-door policy. This way you value and respect everyone’s time. Additionally, managers actively listen to what their employees want to say.

    6. Encourage professional growth

    While you want to do your best to retain talent, employees should also feel free to expand their professional growth. Even if they move on to other green pastures in the future. Accomplishing this comes in many ways. They include educational incentive programs, a global benefits and rewards platform, or offering company training for career advancement. When they feel supported in their professional development, they are more likely to work hard for your company. Additionally, they gain valuable experiences along the way.

    At the end of the day, ensuring your employees feel valued will build a culture of appreciation. Take the time to express your gratitude to your workforce and see what a difference it can make.

    Under30CEO

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  • 4 Ways to Build a More Adaptable, Resilient Culture | Entrepreneur

    4 Ways to Build a More Adaptable, Resilient Culture | Entrepreneur

    Disclosure: Our goal is to feature products and services that we think you’ll find interesting and useful. If you purchase them, Entrepreneur may get a small share of the revenue from the sale from our commerce partners.

    Why did some employees handle the Covid-19 crisis better than others? According to Deloitte, the employees who coped better with rapid change worked for companies that promoted key ingredients of adaptability, such as empowered decision-making.

    This isn’t a surprise: Companies with adaptive cultures consistently rise to the top of the leaderboard. Take Amazon, for example. Since its inception, the ecommerce giant has consistently adapted to fluctuating markets and consumer preferences, introducing new products and services to stay ahead of the competition.

    Related: Success Is the Biggest Benefit of Being Adaptable

    Your business can also create a culture characterized by openness, respect, collaboration, creativity, innovation and pragmatic risk-taking. However, you might encounter some challenges. Changing a culture takes time and effort, not to mention a great deal of patience. You may need to modify your responses and choices to set an example. After all, it’s easier for people to demonstrate resilience if they see a good role model in leadership.

    Regardless of any initial hurdles, creating an adaptable culture makes sense. We’re in an era of rampant industry disruption where digital transformation is critical for survival. Without an inherently adaptable culture, it’s almost impossible to respond quickly to dynamic changes from inside or outside your organization.

    To begin your company’s journey toward adaptability, try the following strategies:

    1. Highlight your company’s vision and mission to encourage strategic risk-taking

    A culture can only become adaptable once everyone works from the same playbook. Our company’s leaders routinely discuss the business’s overarching vision and mission. This ensures our North Star guides our team members’ efforts.

    Providing clarity around goals also helps our employees feel comfortable making mistakes. They know that even if something flops, they won’t experience retribution or harsh judgment as long as they’ve acted in earnest based on the company mission.

    Refrain from assuming all workers understand your mission and vision statements just because they’re documented on your website. You have to talk about them during coaching sessions, performance one-on-ones and companywide meetings. Repetition isn’t overkill in this instance; it’s necessary to shape everyone’s attitudes toward change.

    Related: How to Establish a Vision Statement Employees Will Get Behind

    2. Solve any collaboration or communication bottlenecks

    In order to create a culture of adaptability, you must ensure team members are on the same page. If they aren’t communicating and collaborating, your company can’t adjust quickly to take advantage of new opportunities. So, give employees the tools to form easy connections with their peers.

    This is especially important if you have remote or hybrid workers on staff. According to Owl Labs research, 70% of virtual workers find it challenging to contribute during video meetings, and 62% say their employers haven’t upgraded their technology systems or equipment to make collaboration more seamless.

    The fastest way to identify and solve communication gaps is to send out a questionnaire. Identify where the bottlenecks are for your workers, and then troubleshoot to resolve them. Side note: Remember that you must also adjust your communication habits. Your team members will feel less compelled to speak their minds if you aren’t forthright and approachable. And speaking up is critical to improving your workplace adaptability.

    3. Give and receive feedback in a healthy, compassionate way

    You want your team members to flex their innovative thinking. Yet, they might be reluctant to give their honest opinions without a bit of prodding. If you want people to be vulnerable and share their ideas, you need to ask for feedback and then react to it in a healthy, compassionate way.

    For example, if someone disagrees with you, resist the temptation to take it as a personal affront. Instead, listen to what the other person says. Show respect and gratitude. You might still decide to go ahead with your original plan. However, your team will see that you took a dissenting idea seriously.

    When it comes to providing feedback, make sure what you say is specific and helpful. Your employees will become more resilient if they get constructive feedback meant to make their work easier or help them be more productive and successful. What’s more, a Harvard Business School survey shows that 71% of executives say adaptability is the most critical leadership quality. By helping your team members make self-improvements through change, you set them up for future promotions.

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

    4. Set SMART goals around building an adaptable culture

    By now, you’ve probably heard of specific, measurable, achievable, realistic and time-bound (aka SMART) goals. Setting these kinds of goals allows everyone to gauge where they’ve been, where they are and where they’re going.

    What SMART goals could you set around building an adaptable culture? Consider ones that relate to the creation of new ideas, workflows, products and services. Be sure to set these goals alongside your team members. Collaborative goal-setting promotes a greater sense of urgency around completion.

    Not all goals need to be productivity-driven, either. Celebrating successes or mistakes can be a goal, too. You can learn a lot from failure, which is why successful organizations — including Pixar — reward employees for taking thoughtful risks, according to McKinsey & Company. Imagine how your culture would change if more employees leveraged losses to promote learning-fueled momentum toward business goals.

    Adaptable cultures are cultures built to survive. If you lack adaptability across your organization, try these four tips to help weather future industry disruption.

    Eric Watkins

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  • We’re in Uncertain Times. Here’s How to Lead Through Them. | Entrepreneur

    We’re in Uncertain Times. Here’s How to Lead Through Them. | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    From my Utah office, the stark whiteness of the snow outside reminds me that much of 2023 remains out of view, and only the passage of time will unveil the changes that will arise this new year. Like every year, 2023 will bring us an entirely new set of unforeseen challenges. Some of them are already here, like an economic slowdown, inflation that we haven’t experienced in nearly half a century and sky-high rates of employee burnout.

    Like many leaders, I often start my days feeling like I have an obstacle course ahead of me. But as someone who’s worked in leadership and organizational development for more than 20 years, I’ve found it doesn’t have to feel that way. In fact, the new year and the challenges ahead can be positioned as opportunities rather than obstacles.

    While it may seem contradictory, you can set yourself and your team up to make more gains in this changing environment than losses, especially in the form of innovation — it just requires the right framework. Here are four timeless principles that will help every leader better navigate uncertainty for themselves and their teams.

    Related: How The Best Executives Show Leadership in Times of Uncertainty

    1. Evolve your mindset

    One of the most important habits to continue progressing in the midst of change is to practice your mindset. Recognize that you have the power to choose how you view your day and your work. If you consistently remember that you have more power than you think you do to intentionally choose a calm mindset, this shift will help you in the way you navigate workplace uncertainty. Most importantly, it helps you stay centered on those priorities that are of the most value to your organization.

    If your inbox and schedule are anything like mine, you likely have unread emails vying for your attention and back-to-back meetings that, while important, feel like they get in the way of “real” work that needs to get done.

    That’s simply the way it is. We can choose to allow ourselves to panic about the large number of emails and meetings we have, or we can tell ourselves, “Well, that just is…” Working ourselves up and spending our work day with high cortisol levels doesn’t help anything.

    I often liken it to a hamster wheel. It’s so easy for leaders to hop onto that wheel and try to run faster and faster to get everything done. But all we end up doing is exhausting ourselves prematurely. In fact, 59% of Americans recently reported moderate to severe levels of burnout. We are spinning our wheels too fast, and are pushing ourselves beyond the breaking point. Instead, choose to be calm in the face of uncertainty and focus your efforts on what you can control. Recognize you simply can’t do it all and all at once. This calm perspective and focus allow us to complete our work more effectively, more productively and with a happier attitude. A triple-win.

    Related: The 4 Things Leaders Need to Do First When Faced With Uncertainty

    2. Focus on the space between stimulus and response

    One thing that change brings out in all of us is a stimulus response — a gut reaction to disruptions in our everyday routines. But there’s power in the space between the stimulus and response. That’s where we have the opportunity to pause and consider our response. We get to decide what we’d like to place in the space.

    It could be listening to a colleague. It could be recognizing you don’t know the answer to a problem and need to collect research. It could be going back to your business objectives and re-prioritizing your goals. That space is where you decide what comes next instead of just reacting to what’s thrown at you. Recognize that it’s healthy and important to give time to that space before you respond. Demonstrate with your own actions that that space is also valuable to your team.

    3. Create a safe, high-trust environment

    While the first two principles focus on navigating change as an individual, the last two principles can help you manage change within your team and organization. One key to helping your team navigate change well is to intentionally create an environment that’s safe and embraces trust. If your team is walking around on pins and needles, worried they’re going to be laid off any day or wondering which of their major initiatives is going to be cut, they’re probably not focusing on being productive or effective.

    Creating a safe, high-trust environment is not as difficult as it may seem. Simple things like making a point to talk regularly and one-on-one with each of your employees and asking them about their individual concerns or pain points can go a long way toward building trust. You can reiterate to them the company strategy and your team’s business objectives while being transparent as those objectives evolve and change. You can remind them of their value and express gratitude for their contribution to your team. These simple actions will build stronger relationships and develop trust between you and your team members and peers.

    Related: 2023 Is The Year and a Fear of Uncertainty. Here’s How to Navigate It.

    4. Direct uncertainty toward a challenge

    One of the best ways to actually take the uncertainty and do something productive with it is to direct it to a specific challenge. Take the challenge (i.e. the problem that needs to be solved) and then decide as a team to solve it. This gives you something constructive to do with that anxious and uncertain energy and provides an opportunity to work collaboratively and allow something positive to become of it. This process is empowering and engaging for employees — and it’s where meaningful innovation is born.

    While none of us have a crystal ball, with the right mindset, you can break through uncertainty and help your team do the same. Recognize your employees as the brilliant individuals they are. When you seek to create a safe, high-trust environment and collaborate with your team on the changes that will come, you’ll be surprised to see the innovation your team brings forth.

    Paul Walker

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  • 4 Ways M&A Can Transform Your Company | Entrepreneur

    4 Ways M&A Can Transform Your Company | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Not all mergers and acquisitions (M&A) end well. In fact, 70-90% fail, primarily because of an inability to identify appropriate fits for acquisition or the best ways to integrate them.

    Maybe this is why we hear such horror stories: A corporate takeover where people from the acquired company wait for the other shoe to drop. I understand that perspective. One company takes over another and holds its employees’ livelihoods in its hands — their careers, culture and security— with a high risk of failure.

    But I also know how being acquired by another company can result in amazing outcomes for professional growth. I am a living example of that.

    Over the last couple of years, my company acquired a series of companies in different regions to accelerate our growth, each with its client portfolio, industry expertise and merger timelines. Integrations have many moving parts but are rich with learning opportunities for the next integration. My experience on both sides of M&A has taught me that each company must deeply understand the other company’s values, culture and decision hierarchy. Just as important are the people who are part of the integration team. Those “in the kitchen” need to be open to building trust as soon as possible to ensure the integration goes as smoothly as possible.

    Related: Why Prioritizing Company Culture Is the Key to a Successful Acquisition

    1. Align values

    I joined CI&T six years ago when they acquired my company. I was the HR Director for a small ad agency with many clients in financial services. We had been courted over the years by companies interested in acquiring us, but they were not the right fit as they were more interested in our client relationships than our people. Our CEO believed in putting our people first, and it was important to him that I be close to those conversations.

    When we met CI&T, they were intriguing — even though they were headquartered in a different country. They instantly blew us away with their realness, honesty and transparency. We felt their values in every interaction and could tell that joining them would improve us.

    Related: Are You a Leader Loyal to Your Values? Here’s How to Align Your Leadership Style With Your Values

    2. Transparent communication

    Communication is how we keep everyone aligned and involved. We have a meeting every Wednesday with each acquired company led by the integration leader from “their side” to provide updates on progress on various fronts — such as the integration timeline, brand, benefits, new swag, etc. On “our side,” we give shoutouts to people who have been instrumental “in the kitchen.”

    Even if the news is the same as the week before, we affirm things are on track, and if things are delayed, we explain the dependencies. If we are waiting on something, we simply say so. We aim to ensure people are in the know every step of the way. Total transparency is key.

    Related: This Unique Leadership Model Will Transform Your Business and Ensure Success

    3. Understand culture

    Understanding a company’s values takes more than a motto — we need to understand the lived behaviors that reinforce the values that make up the culture daily. How do they hire, reward and recognize people? How do they make decisions? What programs or rituals reinforce them? Where are they on a Friday afternoon? If they say they promote from within, what’s their average tenure? How do they celebrate people and milestones? What’s the banter on their internal chat channels? What are their D&I metrics? Who’s on their leadership team? What is their T&D budget?

    In most M&A due diligence, many processes overlook corporate culture. It’s understandable: Culture isn’t seen on paper, and CEOs of acquired companies may not describe it objectively. Let’s face it — they are not the ones to ask. But not understanding the other company’s culture makes it easy to get wrong. Like dating the wrong person — those little things we ignore early on turn into bigger deals in time. Before too long, we can’t get past what we used to overlook.

    Not to say both cultures need to be identical for M&A success, but we should understand the differences and how to address them intentionally. For example, At CI&T, our culture is a learning environment, which means we bring many people to our meetings on a day-to-day basis so they can listen and learn. It’s not unusual for a meeting to have over ten people, but only half actively contributing.

    At first, this confused one of our acquired companies. Their hiring philosophy was to hire only experts and bring the necessary people to meetings. When we explained our culture, we decided together which meetings would have more bandwidth for our approach. Yes, we discussed and agreed together on how to integrate their approach with ours. Flexibility to change is a good sign of a smooth transition.

    Related: 7 Deadly Sins of Merger and Acquisition Negotiations

    4. Bring in the right people

    Understanding a company’s values and cultural differences from the beginning makes it easier to put together the right communications plan and approach an integration. Including the right people must be more than an afterthought. They should be an integral part of the M&A process.

    HR often has a better touch on the pulse of an acquired company’s people and can provide a more realistic and objective picture of its values and culture. Ideally, the HR leaders from both sides are willing to “get real” real quick.

    Perhaps many M&A efforts fail because understanding deeper aspects of a company, like values and culture, requires the right people involved — not business people, not salespeople, but “people” people. Even on the acquiring end, HR has a role to play in upfront discussions — even more for me as an acquired employee who has found success in my new role. I can assure new acquisitions, “Hey, you can trust these people.” I’ll be honest that the process won’t be easy, but these are good people and working through those challenges together makes us all the better.

    Victoria Maitland

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  • Why You Must Focus on Your Culture Amid Economic Uncertainty | Entrepreneur

    Why You Must Focus on Your Culture Amid Economic Uncertainty | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Amidst today’s market uncertainty, some organizational leaders feel they don’t have to focus as much on their workplace cultures now that power dynamics are shifting from employees back to employers. The real or anticipated labor market corrections suggest to them they can devote a significant portion of their time and attention elsewhere.

    They couldn’t be more mistaken.

    Economic downturns represent culturally critical times for organizations, especially those that rely heavily on their people. The threat of layoffs, compensation reductions, reorganizations and other internal changes all serve to severely depress morale. And while the anxieties that permeate such workplace events can drive some people to work “harder,” these efforts don’t usually result in better outcomes. Instead, underlying fears hinder connectivity and collaboration, preventing teams from driving value and achieving ambitious goals.

    What’s more, organizations that fall into this trap often suffer more when markets recover. Even brief cultural lapses make it extra challenging for them to engage in successful culture-building in better times, keeping them from capitalizing on new opportunities. Eventually, they lose out to the competition.

    Related: What Makes a Great Company Culture (and Why It Matters)

    The importance of culture building

    Workplace cultures — meaning the encouraged behaviors that, ideally, have been intentionally shaped to help employees reach and exceed big-picture objectives — are critical to the health of organizations. As an advisor who has facilitated hundreds of culture-building initiatives, I have seen firsthand how the strength of a business is usually directly tied to the strength of its culture.

    To illustrate, a long-time client in the highly competitive health technology space decided to invest in culture building in 2019 as a means of differentiating itself and preserving the organization’s legacy. This work helped it attract and retain top talent and instill a highly collaborative mindset, such that when the CEO explored a sale in 2021, valuations experts made specific reference to the company’s culture and put premium placement on its value.

    Simply, culture serves as an organization’s very foundation. And just like physical foundations, a culture’s real value and potential are often revealed when calamities strike.

    Related: Company Culture Is Everything

    What should leaders do?

    Leaders who are currently facing or anticipating challenges would thus be wise to keep culture efforts front and center. At a minimum, they can clearly and consistently reinforce their established mission, vision and values as a way to maintain teams’ sense of purpose and belonging. For organizations that have yet to put in place a mission, vision and values, conducting this very exercise is an ideal first step toward culture-building.

    Leaders can also embrace cultural norms that have been shown to consistently help organizations weather challenging environments. To illustrate, while every culture sits in a unique spot on various behavioral spectrums, those that lean toward greater transparency in their communications usually do better maintaining their people’s trust in challenging environments. Similarly, organizations that are more collaborative, innovative, inclusive and relationship-oriented, and those that take a longer-term view when it comes to how to measure returns on time investments, typically come out of downturns in stronger shape — both financially and culturally.

    Embracing these norms often requires leaders to give up some level of perceived or real control. It’s fairly common for top executives to seek control over not just systems, processes and messages, but authentic human responses that naturally defy top-down domination. They should consider letting go of this need and make space for their people’s messy, complex individuality in order to achieve greater transparency and build engagement and trust.

    In addition, leaders would be wise to reject any hint of the misguided notions tied to “capitalizing” on employee fears and anxieties for the good of their enterprises. This might mean bucking the emerging trend of walking back popular workplace policies, like flexible or hybrid work arrangements. Unless there’s a well-communicated strategic need to do away with such programs, employees will register such changes as calculated, punitive, traditional and unnecessary. They will impact the level of engagement and productivity teams bring to their work and inform their thinking when they have more employment options. Of course, employees are much more open-minded about in-person work when it’s directly tied to objectives such as team building and brainstorming.

    Related: 5 Ways to Turn Your Company Culture Around

    Rise to the challenge

    Rising to the challenge of organizational leadership requires top executives to constantly wrestle with the tension of doing the best for their people while doing the best for their organizations, keeping in mind opportunities and consequences that can impact both individuals and the collective. This means placing real value on team members’ high performance along with their humanity, accepting the challenge of prioritizing both simultaneously even in challenging times. While leaders might need to make difficult decisions, which, of course, can include letting people go, they must not lose their sense of empathy and compassion in the process —and not just because it represents poor corporate citizenship. It’s also a strategically bad move that will prove unwise sooner or later.

    The more leaders rise to this challenge, prioritizing their people’s humanity alongside their high performance, the more they’ll see their culture improve and serve to brace their organizations against whatever lies ahead.

    David Eaton

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  • Entrepreneur | 4 Reasons Values Matter So Much in Business

    Entrepreneur | 4 Reasons Values Matter So Much in Business

    Opinions expressed by Entrepreneur contributors are their own.

    There’s a cynical and quite popular view about business, to the effect that it’s “all about the money.” You hear from inside the business world (sometimes in popular expressions like “greed is good” or “business is business”) and outside of it (from people who believe there’s something inevitably selfish or aggressive about business).

    While this view does describe a slice of reality, it’s ultimately reductive and incomplete. The bigger picture is more complex and nuanced.

    To be successful over the long run, a business must continuously deliver benefits to a series of stakeholders. Investors and employees, partners and clients, vendors and even governments: all must benefit from the continued existence of a business to keep contributing to its growth and flourishing. Keep penalizing any one of these constituents, and the natural karmic wheel starts turning, creating losses and offsetting gains in ways both visible and not.

    So, how do successful businesses keep this web of interlocking interests tightly knit? Financial incentives undoubtedly play a part. So do opportunities for engagement and personal growth. But there’s also something deeper. Something that plays to people’s sense of identity and fosters trusted, long-term relationships. Enter values.

    Related: Why Core Values Are So Important and How to Implement Them

    In their simplest form, values are basic principles that favor some goals, attitudes and actions over others. A value practiced by a person or group becomes a virtue of that entity. A team of 40 psychology researchers has identified six core virtues that exist in virtually all cultures: wisdom, courage, empathy, justice, temperance and transcendence. In the world of organizations, classic examples of values are Bridgewater’s radical transparency, the Navy SEAL Ethos and Band-Aid’s standards of safety.

    To serve their purpose, values impose preferences and priorities. They mean that when faced with trade-offs, you systematically prefer some options and choices over others. A bunch of nice words that claim to value everything good equally is not the same thing as a set of authentically held core values. Values imply commitment, sometimes even sacrifice.

    Jim Collins, the best-selling author of Good to Great, has spent decades studying the DNA of successful businesses. His team has combed through mountains of data to complete their evidence-based comparisons. On the other end of this analysis, Collins writes that there is but one non-negotiable element for any business that strives for greatness. It isn’t a trendy strategy, insight or hack. It’s something that sounds a bit old-fashioned but that the data shows is much more important: A company must have a set of core values that do not change.

    Here are four reasons why values matter so much in business:

    1. They help define culture

    Culture is about much more than office swag, perks or dress-down Fridays. It’s made up of all the elements that make the reality of a business coherent to its stakeholders — from the factors that truly drive its decisions, to its policies and work modalities, all the way down to team dynamics and the tone that people use to interact with one another. In elevating some goals over others, values provide the settings that define a work culture. Silicon Valley is known for a more relaxed work environment and collaborative work methods, both of which are conducive to creativity. Wall Street law firms are more buttoned up, valuing prudence and discipline to established standards more highly. Each culture works in its own way and is upheld by a different set of values.

    2. They cement relationships

    Relationships are built around shared expectations of future behavior. When these expectations are met, mutual trust builds over time, justifying higher levels of joint commitment. A set of shared values creates benchmarks for behavior and dispute resolution. Research shows that an adopted value becomes a reliable indicator of future behavior. For example, one study found that the correlation between honesty scores across situations is greater than the correlation between cigarette smoking and lung cancer. Since authentically held values are so helpful in predicting behavior, it’s no wonder they’re a critical component of quality, long-term relationships.

    Related: The Power of Having Core Values

    3. They coordinate efficient decision-making

    Leaders often don’t have the bandwidth to micro-manage every decision. With a clear set of core values in place, stakeholders can better determine which options and choices are preferable on their own. Values provide heuristics — decision-making shortcuts — during times of uncertainty or compressed deadlines. Decisions can then become more decentralized and efficient while staying true to a company’s long-term goals and identity.

    4. They sustain a company’s mission

    A mission or purpose can set the overall direction of a business, but values are the vehicles for how it wants to get there. Research suggests that companies with a sense of purpose tend to grow faster than those without one, but purpose alone isn’t enough. A set of core values that are congruent with the broader purpose of a company gives shape to the journey.

    For all the usual emphasis on words, however, values ultimately come down to actions. Otherwise, nice words on paper inevitably turn to confusion, cynicism and chaos. For this reason, one value perhaps lies at the center of all others: the value of integrity. Integrity means the authentic alignment between words and actions. There’s a fine line between genuine confusion with moral uncertainty and paying values mere lip service, carrying them out only when expedient. Human beings are usually smart enough to tell the difference, especially over longer stretches of time.

    In short, values can provide businesses with a key combination of structure and flexibility to achieve their many goals. If your business hasn’t established or fleshed out its own core values yet, you now have a deeper understanding of why they matter so much. So, ensure that yours are authentic, unchanging and maintained throughout your organization.

    Related: 3 Steps to Establish Authentic Core Values

    Frederick Pinto

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  • Entrepreneur | How I Completely Transformed My Company’s Culture on My Own Terms

    Entrepreneur | How I Completely Transformed My Company’s Culture on My Own Terms

    Opinions expressed by Entrepreneur contributors are their own.

    A few years ago, most of us leaders had certain ideas about how an office and team should work: Namely, that we as a team should be together in an office, working 8- to 12-hour+ days every Monday through Friday and weekends as well, broken up only by the standard two weeks of vacation and occasional holiday or sick day. In my company and many others, there wasn’t a lot of flexibility to do it differently — this is what we knew and grew up thinking was correct. It’s how we conformed to the ideals of other leaders and mentors before us. But then the world shifted, and suddenly, remote work was our only viable option. Once lockdowns were lifted, we were still initially encouraged to keep our distance, and schools remained online, which meant parents needed to generally still be home, too.

    Eventually, though, schools reopened and we started gathering again. And for many of us, it’s made sense to bring our work teams back together again, too. I have. And it feels great to have that dynamic energy return. But — I’m proud to say — it’s different now.

    Covid helped us all wake up. It helped me wake up. We learned that our previous level of inflexibility was unnecessary.

    Related: 5 Ways to Turn Your Company Culture Around

    How I transformed our culture

    During the pandemic, I had to lean into some trust — that my previously all-in-person team could be remote, and we could still produce amazing work and get everything done with the same quality our clients expect from us. And guess what? With the right structure and expectations set, we absolutely did. And in learning to trust more and make the changes I had to, I gave myself permission to make further changes. As we returned to the office, and I started to take stock of things, I realized that I had evolved — and I could bring our culture forward instead of just reverting to the old normal.

    And now, I’m seriously ready to move on from Covid and also from tired excuses, barriers, fears and limitations that stop us from doing business how we want to. So, now I ask, what do I want? And what do my employees need?

    I realized I wanted to build in more time for rest and recharge — to sometimes go slow to then be able to go faster. I also knew my team, now a mix of in-office and fully remote employees, would benefit from continued flexibility around where they worked and when. And I’d learned that with a solid structure and clear expectations and goals, people did well with the space to make more decisions for themselves.

    So, in 2022, we made some big changes. We rolled out unlimited vacation and PTO days. We instituted daylight savings hours, where we all take a break around 3:30 p.m. to either drive home while it’s still light out and finish out the day from the comfort of home, or for those working remotely, pause and pick up their kids from school, take the dog for a walk or move and stretch before coming back refreshed. During summer, we now have shorter working hours on Fridays and also keep work light between Christmas and New Year’s. We’ve also started planning quarterly gatherings to connect and get to know each other better outside of work.

    Besides making a positive impact on my team members’ daily lives, these changes encourage me as a leader to take time off that I probably wouldn’t have otherwise. And I’ve proven to myself I can do it — without everything burning to the ground.

    Now as we move into 2023, I am making more shifts to build deeper productivity, foster the growth of my team and further evolve as the leader I want to be. After seeing how well things went over the past year, we are adding another benefit in addition to unlimited PTO: Two defined weeks off when we shut down the office, one in the summer and one in the winter, both at times that are naturally slower around seasonal holidays.

    Making these changes requires planning and organization, but it’s worth it — for my team and for myself as a leader. As I’ve slowed down myself, I’ve been able to get my own oxygen mask firmly in place. I’ve learned I don’t always need to go 100 mph. In fact, slowing down can be incredibly helpful. It’s the perfect time to look around, challenge our long-held perspectives and grow. It’s the perfect time to build more intentionally, from the inside out.

    Related: Great Company Culture Isn’t Magic — Take These Steps to Create It

    How you can transform your culture

    Being willing to change my perspective as a leader and build culture in new ways has been an incredible gift to myself and my company. If you want to step into a cultural rebirth of your own in 2023, I encourage you to do it. Here are a few tips to get you started:

    1. Honor the team culture that feels right to you — don’t be afraid to center around your personal goals as a leader and lead according to your own North Star, instead of what you may have been “taught” in the past. You aren’t beholden to any old-school way of doing things.

    2. Take it slow, make changes when it feels right, and retract when it doesn’t. Accept that trial and error will happen; changes often won’t be perfect at the first rollout. It’s OK to recalibrate, as you continually move toward what’s best for your company and team.

    3. Don’t think of these changes as handouts to appease your team or to keep up with other leaders. While you might be ready to make some changes, each should be instituted when you feel the time is right, rather than acting from a sense of pressure. Otherwise, you could easily feel resentful if your team doesn’t show the gratitude you might have expected.

    4. Give your team the responsibility to uphold the culture and grow it. They have a very big part in making sure what you are instituting works, too. For example, give them transparency around who is taking a vacation and who isn’t. Having an open PTO policy that allows peer oversight helps those who take a little more be aware and those who don’t take enough self-manage.

    5. Recognize the role your energy plays in your company’s culture. Lead by example. Do the personal work to figure out what helps you bring your passion to your company every day —then do more of that. Be the mentor you maybe never had as you lean into your own strengths. This will show up in the cultural framework you create for your team to uphold.

    We don’t need a new year to change—but it’s as good a time as any.

    Related: What Makes a Great Company Culture (and Why It Matters)

    Taja Dockendorf

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  • Entrepreneur | Charlie Eblen of Single Tree BBQ on Becoming the

    Entrepreneur | Charlie Eblen of Single Tree BBQ on Becoming the

    Opinions expressed by Entrepreneur contributors are their own.

    Just Do It. For Charlie Eblen, founder of Single Tree BBQ and host of Single Nation Podcast, that famous slogan is both a motto and rallying cry.

    “We really believe that we can be the “Nike of Barbecue.” says Charlie Eblen to Restaurant Influencers host Shawn Walchef of CaliBBQ Media.

    The motivation behind that mission is not to be the top-selling BBQ restaurant and corner the market. Instead, the entrepreneur credits his push to a more noble cause; he wishes to use BBQ to impact the community.

    Eblen has turned to technology to increase his digital hospitality. Taking steps, like implementing an upgraded POS system, is done with the customer in mind.

    “We went with Toast to be able to start doing stuff like having a loyalty program,” says Eblen of the change. “Being able to tell our loyal fans of Single Tree Barbecue that we’re opening a brick and mortar, that we’re going to partner with Heroes Den (a local live music restaurant in Murfreesboro, TN) and we’re going to have live music and we’re going to have a great bar. We’re going to have an amazing barbecue.”

    In addition to technology upgrades, Eblen has dove head first into the new media world of podcasting with the Single Tree Nation podcast. After a push from Digital Media Guru Shawn Walchef, he wasted no time putting ideas to action and broadening the scope of Single Tree’s impact.

    “The purpose of my show is really that it doesn’t have anything to do with Single Tree BBQ. It has everything to do with our community and helping build our community through barbecue, digital hospitality, and online storytelling.” explains Charlie Eblen of the weekly podcast.

    The most apt description of Eblen’s growth as a restaurant influencer is summed up in his own words: “It’s been amazing.”

    ***

    ABOUT RESTAURANT INFLUENCERS:

    Restaurant Influencers is brought to you by Toast, the powerful restaurant point of sale and management system that helps restaurants improve operations, increase sales and create a better guest experience.

    Toast — Powering Successful Restaurants. Learn more about Toast.

    Restaurant Influencers is also supported by AtmosphereTV – TV to Enhance Your Business. Try AtmosphereTV.

    Shawn P. Walchef

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  • Entrepreneur | Business Owners: It’s Time to Work on Your Business, Not in It

    Entrepreneur | Business Owners: It’s Time to Work on Your Business, Not in It

    Opinions expressed by Entrepreneur contributors are their own.

    As an entrepreneur, you’re inherently always busy. You’re constantly on the go, whether you’re trying to spark new business or putting out fires for your company. Even when you come home tired from a busy day, you’ll check your emails again and work a little more. Then you get up and do it again the next day.

    Over the years, surveys have shown that business owners put in much more than a 40-hour week — often 50 or 60 hours. And while you may have lots of great ideas to grow your business, it’s likely that you have a lot less time to execute them. While it’s a true labor of love, it often feels like being on a hamster wheel.

    Unfortunately, these are all symptoms of being lost inside your business. It’s something all entrepreneurs feel at one point or another, but it’s a sign to stop getting lost in the day-to-day hustle and work on your business. This feeling can sometimes bring anxiety, worry and even a loss of motivation.

    Dedicating time to working on your business is essential, and it looks different for every entrepreneur. Let’s take a closer look at why working on your business is so important and how to execute this practice.

    Related: To Level Up, You’ll Need to Take a Step Back

    Why it’s essential to work on your business

    It’s up to company leadership — likely you — to set goals, consider the future and find solutions for friction within the business. You’re responsible for the big picture. You will be more genuinely motivated to grow your business than anyone on your team. But if you’re focusing on daily tasks instead of strategizing for future success, the company could suffer in the long run.

    Instead of handling the regular tasks, start delegating them to other team members so you can spend time on projects that lend themselves to the larger picture. Having the ability to trust others to get things done is essential for the longevity of your business.

    If you get burnt out, you won’t be able to lead the company! Although it may take some getting used to, it’s a necessary move to keep your business on the right trajectory.

    Related: Work On–Not In–Your Business

    What working on your business looks like

    Working on your business will look different from completing daily tasks of working with customers, managing employees or updating your website. Instead, you’ll:

    • Walk away from the day-to-day and think about your business. Instead of spending all your time working on project-related tasks, make it a habit to spend time strategizing about your business. Spending 10-20% of your time on business development is recommended. Use this scheduled time to think ahead and start outlining plans for success.
    • Write down goals. What are your goals for the business? If you still need to get short, intermediate and long-term goals on your radar, now is the time to create them. Studies have shown that actually writing down your goals makes you more likely to achieve them. What do you want to accomplish in the next one to five years? From there, break your goals into smaller, more achievable quarterly or monthly goals and set calendar reminders to keep yourself on track. Invite one person you trust to be a sounding board on your goals and hold you accountable to execute them.
    • Consider your role. If you’re used to working on daily tasks, it’s time to re-evaluate your position as a business owner. It’s your job to have the larger picture in mind and work on business moves to bring the company vision to life. How can you make adjustments to focus on the larger goals you set for the business? I had a client that was involved all day-to-day aspects of the company. He was stressed and felt stuck in his position because he didn’t have anyone that he trusted to take on some of his roles. I suggested that he start by giving some of the easier, time-consuming roles to his employees. Once they showed they can perform that, then take more complex roles and give it to them. This process took time, but the outcome was fantastic. Within a year, he had more time, the company was more productive and they had accelerated growth.
    • Document and delegate. Write down all the tasks each person at your company needs to do to be successful. Review these tasks regularly with each employee to make sure they are on the same page. They, like you, want to be on a winning team and would have significant input on how to succeed. These will be your most important meetings of the year. Leave room for flexibility for as the company grows, roles can change and communication is the key to continuous development.
    • Hold yourself accountable. Making changes is difficult for everyone, even entrepreneurs. It’s helpful to have people and plans in place to hold you accountable. Revisit your goals and make plans to check in with yourself regularly, such as setting calendar goals. Meet with other company leaders about their goals. Are you on track to reaching your goals? If not, what can you do to get there? If necessary, consider hiring a business coach to help hold yourself accountable.

    Related: Lessons From Famous Founders: When It’s Time To Take a Step Back

    As a business owner, it’s not easy to keep your hands off what’s happening with the company every day. After all, you’re the one who cares the most about the success of the business. But in the long run, dedicating time to working on your business — instead of in it — will lead you to a more fulfilling, profitable and enjoyable business and life.

    Mark Kravietz

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  • Entrepreneur | How to Support Employees and Improve Retention With a Strong Company Culture

    Entrepreneur | How to Support Employees and Improve Retention With a Strong Company Culture

    Opinions expressed by Entrepreneur contributors are their own.

    We have all heard the expression, “people don’t leave businesses, they leave managers.” In this time of the Great Resignation, is that really true? Perhaps to a certain extent, but I think there’s something else to consider.

    Having capable managers is critical, of course. That’s why our group spends so much time helping new managers build the key mindsets and capabilities they need to succeed. Nevertheless, a good boss can’t compensate for the most significant reason high performers move on.

    I’m talking about culture. A toxic culture will always overshadow even the nastiest bosses. In fact, some of the worst bosses exist because their culture allows them to thrive. The Washington Commanders’ two-decade-long toxic work culture that has come to light recently is a great example of this. The culture became toxic after leaders at the top level of the organization ignored sexual misconduct allegations.

    If you’ve seen a lot of people flee your company since 2020, you might have a dysfunctional culture — and I’d hazard to guess that the pandemic hasn’t caused the cultural dysfunction in your organization but likely revealed it. When the people on your team finally saw those cultural weak spots, they decided it was time to head out the door.

    So, put your energy into nurturing your culture and ensuring everyone has an integral role to play. To do that, try these retention techniques that have worked for my company and my clients:

    Related: Great Company Culture Isn’t Magic — Take These Steps to Create It

    1. Take purpose to the next level … your people

    You need to have a strong organizational purpose if you want a strong organizational culture. Your purpose is the “why?” behind everything you do. A well-articulated purpose can serve as the backbone for all decisions. It also informs people why they should come work for you as integral team members.

    You shouldn’t just strive to have a corporate purpose, though. You need to take purpose to the next level by helping each person find their own purpose and connect that to your organization.

    Here’s how this can work in practice: Our leaders regularly run special sessions for our newest joiners. The sessions help participants discover their purposes by identifying strengths, values and life-shaping experiences. Once everyone has identified an individual purpose, they can connect it to the organization’s purpose, as well as the work they do daily. The result is a team that feels motivated by and connected to a greater sense of purpose.

    2. Encourage people to name their work-life balance needs

    Recently, there’s been a lot of talk about work-life balance. In the past three years, the lines between everyone’s professional and personal lives have blurred significantly. Accordingly, your company needs to put structures and systems in place to accommodate the team’s work-life needs. You can’t do this on your own.

    Rather than dictating work-life balance parameters to your team members, put the ownership on them to develop their own work-life balance routines. For instance, you might have a group of ambitious people. That’s great, but we all know that ambitious people are notorious for filling up their plates. Your job is to assist them in figuring out how to balance all the facets of their lives appropriately so they don’t risk burnout.

    Start by encouraging everyone to talk about their non-negotiables. These are what each person needs to feel grounded. Some people might say that’s being able to log off by 5:30 p.m. Others might say it’s having the chance to plug an hour of exercise into the day. The point is for people to feel supported enough to name what they need to lower their stress levels and enhance their overall well-being. Teams can then develop workflows to accommodate everyone’s non-negotiables and foster work-life balance.

    Related: I Created a College Atmosphere At My Company. Here Are 3 Ways It Increased Employee Retention

    3. Give out autonomy like it’s candy

    Individuals feel empowered when they have total authority to make decisions. Their sense of empowerment usually spills over into higher engagement. The more accountability and responsibility you can give people, the more rewarding your environment will be — and the less reason team members will have to take jobs elsewhere. A Jabra survey of more than 5,000 knowledge workers revealed that 59% of them believe flexibility is more important than salary and other benefits.

    To be sure, your business or industry might not be able to allow tons of flexibility with autonomous decision-making among team members. Still, it’s a valuable exercise to think about ways and times you can drive decision-making in your company from the upper levels down. Based on my experience, organizations with lower autonomy and authority struggle with this mindset shift. It won’t happen overnight, but we’ve found that with purposeful intervention, you can create the right change momentum.

    4. Incorporate fun into your work

    A dull workplace isn’t one that tends to be sticky from a retention standpoint. On the other hand, a fun atmosphere can buoy everyone’s spirits and reduce the effects of inevitable challenges.

    You don’t have to bring in balloons and a bouncy house. Fun can come in different forms. Corporate-sponsored social activities, work sports teams and the occasional celebration can all be enjoyable. It just depends on the makeup of your company and its people. Patagonia’s founder, Yvon Chouinard, had the goal of making his workplace fun and enjoyable, which is why he has always let his employees work flexible hours that allow them to surf during the work day, attend courses or just be parents. All he asked was that their work got done.

    And although organized fun is great, the key is integrating fun into the work itself. Never underestimate the power of being a fun place to work. After all, fun can be a huge differentiator because it’s as rare as a unicorn sighting in Alaska. Give your people the freedom to let loose a little.

    They call it the Great Resignation, but for me, that seems a little glass half empty. It’s high time to stop worrying about the Great Resignation and focus on building a great culture. You’ll unlock your people’s potential and your organization’s performance possibilities, too.

    Related: Why a Positive Company Culture Is the Key to Employee Retention

    Matt Smith

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  • The 5 Steps to Building a Culture of Success in a Startup

    The 5 Steps to Building a Culture of Success in a Startup

    Opinions expressed by Entrepreneur contributors are their own.

    Any article you read, podcast you listen to, or founder you talk to will tell you that “startups are hard.”

    I couldn’t agree more, but what does “hard” mean? Hard because you work long hours? Hard because you have little money? Hard because you have so many competing priorities? Hard because it is lonely trying to look successful to customers, partners and staff while struggling to keep it all together?

    The answer is a resounding YES to all of the above. Startups are hard. But they are also just the right thing for people who want to learn and grow continuously. And they are the right thing for people passionate about establishing a unique company culture that reflects their values. Being intentional about company culture can be a make-or-break factor for any startup.

    I spent over 20 years with a successful career at a Fortune 100 technology company. I worked in small subsidiary offices in remote parts of the world and at corporate headquarters. I had stable, sometimes very large, budgets and teams in both settings. I knew the corporate values, understood and lived the company culture, and knew precisely how to manage the systems, processes and policies to support my area of business and career. I moved fluidly between headquarters and field roles. No matter where the office was located on a map, there was a consistent corporate feel and “type” of employee. This was true for fewer than 20 employees and offices of thousands. No matter where I was, there was structure and the security of a well-known logo on the door and systems and processes to connect with the larger corporate, sales, marketing, financial and HR systems.

    Related: 5 Must-Haves for Entrepreneurs and Their Startups to be Successful

    When I stepped into my first role leading a startup, I was certain that all my time working remotely in field offices had prepared me to lead a small organization. I understood how to motivate and manage a team, talk to customers, create a killer PowerPoint presentation and back it up with a slick Excel financial forecast. I didn’t count on a company culture’s role in a successful business. I took that for granted because my career had been steeped in an already-established business culture.

    Like most startup founders, my priorities were laser-focused on how to make money, how to achieve the holy grail of product market fit, where the first tranche of funding was coming from and how much runway we had. I put my head down and drove hard to succeed. I failed. I spent all the money in ways that didn’t make sense in hindsight. I never found the right market fit and failed to dig deep enough into the customer’s pain point. And I never really thought about the type of company culture I wanted to build. I stepped into a position with a team in place and never really questioned what type of company that group of people added up to and how significantly this would impact the product we offered to the market.

    Related: Go Hard, Or Go Home: A Game Plan For Startups Wanting To Survive An Economic Downturn

    Not being one to give up easily, I took the lessons I learned about spending and saving money, understanding a need before developing a product and even how to pitch and raise more money, and started another business. This time, I decided to put the company mission and culture first. My co-founder and I come from very different business backgrounds but share the feeling that culture is one of, if not the most important, element to success. This approach has paid off, and we have attracted and formed a team deeply committed to our business mission: creating economic gender equality.

    Here are the top 5 steps to building a culture of success:

    1. Communicate!

    Prioritize communication. Do it regularly and reinforce the company’s core mission, values and direction. Share the status of business deals, your financial position and short-term goals and long-term aspirations. Seek input and feedback on business status and how the team feels about the direction, product and place in the market.

    Related: 6 Communication Tips to Strengthen Your Company’s Culture

    2. Make hard choices

    A small startup team can become like a family. You depend on one another and often have a close, beyond-professional relationship. This makes it difficult when things go sideways with one of the family. But as a leader, you must keep your eye on the mission and remember why you are in business. Making a hard decision to let someone go, while painful in the short term, is better for the team and will reinforce the culture of building for the long term. It could also lead to amazing, unexpected opportunities.

    3. Reward the work

    I am not a big believer in compensating teams with free drinks or a foosball table at the office. The best way to reward your team is to pay them a salary or with equity or both. Continuing to invest in building the business to enhance their stake in the company speaks louder and is more beneficial than superficial, short-term entertainment perks. And don’t forget to celebrate the wins, even the small ones.

    Related: How to Reward Employees in Uncertain Times

    4. Tell the real story

    When things go wrong, and they often do in a startup, own it. Talk about it and learn how to improve and not repeat mistakes with your team. Optimism is a hallmark of startup founders and teams, but not acknowledging when things go wrong likely will harm your business, or at the very least infuse a superficial element to your company culture — and create distrust.

    5. Enjoy the work you are doing

    You and your team are working hard to grow a business. You can never forget the drive and passion that attracted you and the team to get started in the first place. No matter how successful or large the organization becomes, if you don’t have a culture where your team feels invested and enjoys their contribution to the mission, you won’t have a sustainable business.

    So yes, startups are hard. But when you are intentional about creating a healthy business culture that reflects your company’s mission and values, startups can be just a bit easier — and a lot more fun.

    Kate Isler

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  • Why All of Us Need to Join the Fight for Workplace Diversity

    Why All of Us Need to Join the Fight for Workplace Diversity

    Opinions expressed by Entrepreneur contributors are their own.

    The Ernst & Young 2020 Global Private Equity Report found that 74% of private equity firms under $2.5 billion did not have set targets for ethnic diversity and had no plans to set any.

    While this might come as a surprise to those with no history working in private equity or hedge funds, this statistic and the recent media attention Soo Kim has received regarding the TEGNA takeover, unfortunately, come as no surprise to me.

    As a former employee of Standard General, one of only a handful of Black Americans working in the hedge fund sector and an immigrant founder, I’m appalled at the lack of diversity in this space. However, I can firmly say that it would be a lot worse without Soo Kim’s contribution — but we need more than just him to join the cause.

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

    What’s happening with Soo Kim’s TEGNA takeover?

    In February 2022, Soo Kim’s Standard General, with funding from Apollo Global Management announced a deal to acquire TV station owner TEGNA for roughly $8.6 billion. TEGNA is the second-largest local TV broadcaster by revenue, operating 64 TV stations and two radio stations across various markets in the U.S. Contrary to large TV consolidation mergers, this particular deal has drawn a number of vocal objectors.

    Ostensibly, the critique has come from a union — The NewsGuild — that purports to be concerned about jobs, despite the public commitments that Standard General made to preserve local station employment. While concerns about jobs are admirable, the publicly filed comments from these groups include statements that, in so many words, say that Soo Kim’s ownership of this station group would do nothing to advance diversity as understood by the civil rights community and public interest.

    Is there a “wrong” type of minority?

    These commenters continue to say that Soo Kim was not barred by his race from becoming a successful entrepreneur.

    As a fellow New Yorker and both graduates of Stuyvesant High School, I can speak to our experiences. Using his Asian ancestry against him is exactly the kind of short-sighted hateful rhetoric causing so many issues for Asian communities across America. I have seen this in all aspects of American life, from Wall Street firms to my days at West Point and in Baghdad.

    When there’s a flag draped over your coffin, there is no “wrong type of minority.” Yet we seem to treat immigrant founders and founders of color like there is such a thing as a “wrong” type of minority.

    The indivisible nature of the United States is our greatest strength, but that strength is weakened by the belief that Soo Kim being Asian makes him unqualified to pursue the commercial principles that our country was founded on.

    However, what worries me more than anything is that Kim hasn’t been treated fairly by anyone throughout this deal. Are these political letters and criticism influencing the regulators whose judgment the closing of this deal depends on? I know firsthand how hard it is for founders of color to access the capital to pull off deals of this magnitude. An adverse outcome here would have a chilling impact on minority ownership of broadcasting assets at the very least. Perhaps this is what the objectors want.

    While the thought of that is troubling at the very least, I believe what’s been so impactful and appalling to me throughout this entire debacle has been the fact that I know Soo Kim. I’ve worked with him, I have represented him on public company boards and I’ve seen what he stands for. It’s unimaginable to me that he could be on the receiving end of such racism when he so clearly stands for justice and equality.

    Related: 6 Ways to Offer Allyship to Black Entrepreneurs

    Commitment to diversity

    As the founder of Standard General, Kim has been tireless in his commitment to diversity: from hiring to using his power to change companies to better reflect what America really looks like. More importantly, he didn’t limit his search to just Asian professionals. Black, Asian, Jewish and white employees all were represented in the 12-person team at Standard General while I was there. He has also consistently appointed women and people of color to the boards of his companies throughout the years.

    I have seen the good he does in his companies and how hard he works to provide equal access to opportunities regardless of race or gender.

    And, because I am the diversity and inclusion officer for the MediaCo board of directors, which owns the radio stations Hot 97 and WBLS (which has a management team that is over 50% diverse and a staff that is over 70% diverse overall), I would say that it is precisely Kim’s unique background that could help improve TEGNA own documented diversity issues.

    If other leaders follow Kim’s lead, we can slowly but surely change the diversity problem. But we all have to actually commit.

    How the TEGNA deal compares to other acquisitions

    Just to drive my point home, I believe it’s important to take a look at how this TEGNA deal compares to other similar acquisitions.

    Recently, the TV industry has seen a surge in big deals. For example, Gray Television acquired Meredith’s and Quincy’s local stations with virtually no opposition from across the aisle. Scripps bought ION Media Group and Nexstar Media Group also added to its empire by snatching up Tribune Broadcasting — moves that heavily concentrated power in this industry space.

    All of those prior deals did not face any of the scrutiny and criticism from this deal, which is curious because the TEGNA deal shrinks the company with the concurrent sale of a number of stations to Cox Media Group, and does not require any statutory divestitures or regulatory rule waivers as each of the above did. And yet, with Standard General’s deal, the informal 180-day “shot clock” for a regulatory decision has long passed.

    The point? The lack of opposition to other similar deals shows young entrepreneurs and immigrant founders that even when you try to play fair as a person of color in this industry, you just can’t seem to win.

    Related: 5 Ways Entrepreneurs of Color Can Determine an Ally’s Authenticity

    The system has to change

    In one interview, Kim said that after the takeover, TEGNA would get a “company with a minority owner, run by a woman, that’s committed to serving diverse communities. We think that’s good business.”

    It is good business, and I am delighted to see that Kim and Standard Media CEO Deb McDermott have received letters of support from legislators, civil rights groups and minority media groups. I applaud these groups for speaking up in defense of Soo Kim and other minorities in this space. I, too, am doing my part to speak up against these racist attacks. However, that isn’t enough anymore.

    The system has to change — and it changes by not allowing these types of attacks, comments and ideals to persist in any way, shape or form. We must stop entertaining the idea that these types of comments are valid or even acceptable. We have as a nation all experienced the heartache of watching videos of racially motivated violence against people of color from all walks of life. Racial oppression takes place in the business world just as it does in the streets, just without the same visible evidence but the same indelible impact on those persons of color involved.

    As a business leader, here’s how you can enact systemic change:

    1. When making hiring decisions, stop going with your gut. Newsflash, your gut always leads you to the most comfortable choice. Instead, create a list of metrics you will hire for and focus on hiring someone that meets those metrics. Blind auditions eliminated discrimination in the world’s greatest orchestras. Imagine what it could do for your business.
    2. Be aware that there are challenges diverse individuals face in business that you don’t see or experience. Do your best to factor those in when evaluating candidates. They may not have Goldman Sachs on their resume, but can you see evidence of ability in past academic performance or in other areas like military or community service?

    As the great Martin Luther King Jr. said, “An injustice anywhere is a threat to justice everywhere.”

    Andrew Glaze

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  • Free On-Demand Webinar: How to Raise Capital & Scale A Business

    Free On-Demand Webinar: How to Raise Capital & Scale A Business

    As a groom in 2005, our next guest experienced first hand how difficult it was to find an online resource that would help him execute his wedding plans more efficiently. He vowed to build a tech-forward company that would make planning less stressful and frustrating for engaged couples. Since co-founding WeddingWire in 2007, Timothy Chi led the company from an internet start-up to a multimillion-dollar leader in the wedding planning industry. He also led the merger of WeddingWire with The Knot and its collective brands under one umbrella – The Knot Worldwide – the largest provider of wedding marketplaces, websites, planning tools and registry services in 16 countries across North America, Europe, Latin America and Asia.

    In the next Leadership Lessons episode, Chi will chat with series host Jason Nazar about the greatest lessons he learned from his 25+ year career. Topics include:

    • Entrepreneurship & co-founding companies

    • How to raise capital & scale a company

    • The future of work & workplace culture

    • Servant leadership

    Watch now!

    About The Speakers:

    Timothy Chi is co-founder of WeddingWire and CEO of The Knot Worldwide, a leading global wedding planning company comprised of over 1,900 employees worldwide. Previously, he co-founded Blackboard Inc. where he helped the company grow to over 600 employees, raised $100M in capital with a valuation of $750M, and took the company public in 2004. Chi holds a B.S. degree in Operations Research/Industrial Engineering from Cornell University and a M.S. degree in Engineering Management from Tufts University. He is a member of the Young President’s Organization in Washington, D.C.

    Jason Nazar is a serial tech entrepreneur, advisor, and investor with two successful exits. He was most recently co-founder/CEO of workplace culture review platform Comparably (acquired by ZoomInfo), and previously co-founder/CEO of Docstoc (acquired by Intuit). Jason was named LA Times’ Top 5 CEOs of Midsize Companies (2020), LA Business Journal’s Most Admired CEOs (2016), and appointed inaugural Entrepreneur in Residence for the city of Los Angeles (2016-2018). He holds a B.A. degree from the University of California Santa Barbara and his JD and MBA from Pepperdine University. He currently teaches Entrepreneurship as an adjunct professor at UCLA.

    Jason Nazar

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  • Why Age Is the Most Overlooked Piece of the Diversity Puzzle

    Why Age Is the Most Overlooked Piece of the Diversity Puzzle

    Opinions expressed by Entrepreneur contributors are their own.

    Generational diversity is diversity. Diversity is broader than just race and gender. We often oversimplify diversity to attributes we think we can see — like race and gender, yet the richness of diversity goes beyond our skin color and gender identities. Most attributes of diversity are fluid — gender, race, ethnicity and age — they can change over time or people may associate along a spectrum or identity with multiple categories within a dimension.

    Age is a fluid dimension of diversity as it’s constantly changing.

    Our workforce currently has four generations participating in it. Although there is no formal authority to define generations, generations are commonly defined by birth year:

    • Baby Boomer Generation: People ages 56 to 75 (born between 1946 and 1965)
    • Generation X: People ages 41 to 55 (born between 1966 and 1980)
    • Generation Y (millennials): People ages 25 to 40 (born between 1981 and 1996)
    • Generation Z: People ages 9 to 24 (born between 1997 and 2012)

    Related: Diversity Starts at the Top: Embrace Different Perspectives for Maximum Success

    Gen Z is the most diverse generation of all time

    Because Gen Z grew up in a time of peak immigration in the U.S., they had more exposure to other racial groups and ethnicities. They also grew up in a more welcoming and accepting environment for the LGBTQ+ community.

    Neurodiversity is also a key dimension of difference for Gen Z. Rates of diagnosis for autism, ADHD and other neurodivergence have increased significantly in recent years. With exposure comes a broader acceptance of differences. People have not changed; it is the awareness that has. For organizations that want to attract top talent, addressing the unique aspects of generational diversity is key.

    Gen Z expects inclusion

    In a recent study by Monster, 83% of Gen Z individuals stated an employer’s commitment to diversity and inclusion is significant when choosing where to work. Another poll found 75% of people in Gen Z said they’d reconsider applying to a company if they weren’t satisfied with their diversity and inclusion efforts. It is common for younger generations to ask about diversity efforts at organizations during the interview process. They want to know if it’s simply window dressing or if it’s authentic and is quick to decipher authenticity.

    Related: 6 Ways Multi-Generational Workforces Lead to Business Growth

    Age bias is the biggest area of bias

    According to Project Implicit, the most common bias people have is age. Most people have more positive associations with younger people than older people and 93% of older Americans have experienced age bias, one study said. As with many dimensions of difference, there are common stereotypes about age:

    • Older people are poorly skilled with technology (and younger are better)
    • Younger people are entitled (and older people work harder)
    • Older people are more conservative (and younger people are more liberal)

    These are just a few commonly held beliefs about people based on age. While biases and stereotypes can be rooted in some truth, it is important that we don’t apply a stereotype about a group of people to an individual. Here are some problematic ageist statements/actions with potential corrections:

    • Giving the social media project to a young person vs. Delegating the social media project to a person with the most expertise/passion, regardless of age.
    • “I don’t want to hire them because I am afraid they won’t work as hard” vs. “Let’s have objective criteria to determine fit rather than using outdated stereotypes.”
    • Thinking “I know who they voted for” based on their age vs. Getting to know the person and their beliefs.

    Related: Why You Need to Become an Inclusive Leader (and How to Do It)

    One of the biggest challenges with ageism is that we have a primal fear of getting old. We discriminate against our older selves. In Ashton Applewhite’s Ted Talk, they discuss why we fear getting old and how the stigma of being “old” manifests itself in our culture. This fear can lead to unhelpful behaviors that discriminate against older employees.

    In fact, ageism does not make sense. Most research shows that we are the happiest at the beginning and end of life given the data on the U Curve of Happiness. Happiness bottoms out in the mid-40s and often increases with age. Coupled with research on Blue Zones, studies find having a strong community as you age has the biggest influence on longevity.

    Ageism is real. It’s often the biggest source of bias. Let’s be careful not to be biased against our younger, current or older versions of ourselves. As conversations on diversity and inclusion continue, expect them to intensify with Gen Z demanding more diverse representation and inclusive behavior in organizations. If generational diversity is not addressed, organizations stand to lose out as younger generations vote with their dollars and feet.

    Generational differences are a part of the diversity conversation, yet often overlooked or not included. By including generational diversity in the overall diversity, equity and inclusion conversation you bring more human experiences and potential allies into the work.

    Julie Kratz

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  • 12 Things I Learned Working at Uber, Instawork and Intro

    12 Things I Learned Working at Uber, Instawork and Intro

    Opinions expressed by Entrepreneur contributors are their own.

    My entrepreneurial journey began when I was 12. I decided to take a shot at greatness with Shovel Squad, a snow removal business in the suburbs of Chicago, IL. I set out to make my mark in the world, and not only did it turn out to be quite lucrative (all cash mind you) but retention was through the roof.


    sarayut Thaneerat | Getty Images

    My experience with Shovel Squad at such a young age gave me the confidence to push myself to gain new experiences and knowledge. Over the years, I have been fortunate to work at Uber, Instawork, and now Intro, where I am the Head of Business Operations. Each new job has helped me evolve into the entrepreneur I am today, and I’d like to share with you all the lessons that have shaped my professional journey.

    So, let’s get into it.

    1. Integrity first

    Operate with strong morals. You can be intelligent, hardworking, and also humble. Brilliant jerks might deliver short-term results, but crush long-term culture. Be honest and never fudge your metrics.

    2. Time is a finite resource

    Just because someone asked you to do something, it doesn’t mean you should. Remember that for every request you say “yes” to, you’re saying “no” to something else. Is that trade-off worth it?

    Related: Book a one-on-one video call with top business leaders

    3. Be adaptable and positive

    Startups change. All. The. Time. You need to be willing to pivot to higher-impact work. Sometimes you learn you are sprinting straight in the wrong direction and need to turn around. Learn to disagree and commit. Don’t be afraid to kill your baby.

    4. Close the loop

    Don’t wait for people to follow up (that goes for peers and managers). When you commit to something, write it down. If you can’t follow through on your commitment, communicate early and tell them why. Be proactive.

    5. 10x yourself

    If you are getting paid $150k, how do you deliver value in excess of $1.5m? $15m? How do you automate 20% or even 80% of your current workload to focus on higher-impact projects? Impact is everything.

    6. Handcraft, first. Scale, second.

    Don’t obsess over scaling an initiative before you know if it works. Test your hypothesis in a small and controlled manner to prove the impact.

    Handcrafted: The founders of Airbnb took photos of the first listings in NYC

    Scaled: Airbnb builds user flow to upload listing photos with best practices

    If it works; then, break your back to scale!

    Related: 12 Ways Entrepreneurs Can Sharpen Their Leadership Skills

    7. Keep things simple and execute

    Don’t overcomplicate things.

    Distill your big vision into stages, break those stages into groups of smaller tasks, and start executing. It’s better to make 10 decisions per day with 80% accuracy instead of 2 decisions per day with 100% accuracy.

    Move fast.

    8. Own your metrics

    You should know your OKRs and all sub-metrics.

    If this doesn’t come naturally to you, I recommend taking out a piece of paper and physically writing down your metrics every morning and afternoon (I did this and it helped tremendously).

    It is absolutely critical to spot when things are moving in the wrong direction.

    9. Make some magic

    Obsess over your customers. Deliver insane value so they want to shout on the rooftop about you. You need customers to refer two people, that refer two people, that refer two people, and so on. Referrals are critical for exponential growth.

    10. Constraint breeds creativity

    Imagine you had 1/10th of your budget. What can you accomplish? What automation can you build to avoid the extra hire? What skill can you pick up on Youtube? How do you do more with less?

    Every dollar invested is a dollar you need to pay back.

    Related: 6 Habits of Effective Entrepreneurial Leadership

    11. Always be learning

    What you did to get to this point does not guarantee your future success.

    Go deeper into your function or expand your breadth of skills. Find podcasts, Youtube channels, Medium articles, Substack blogs, and mentors that will help you grow. Reinvent yourself constantly.

    12. Hustle hard and laugh often

    Tragically, some of my teammates passed away from freak accidents and terminal illnesses. I’ll never forget them and am so grateful for my time with them. All of our days on this planet are numbered. If you are going to spend 8-12 hours per day working… don’t waste it. Do great work and treat people well. And have some fun.

    Brad Klune

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