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Tag: Employee Engagement

  • Get Rid of the ‘Kiddie Table’ At Work and Treat Employees Like Engaged Partners

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    This holiday season, it’s likely that you gathered with a group of family or friends. As the table filled and conversation deepened, the youngest members were likely ushered away. “You’ll have more fun over there,” an adult said, pointing toward a smaller table with paper plates, juice boxes, and a vague promise of fun. The kids comply, not because they agree, but because they’re told this is where they belong. 

    Most companies treat employees like children at the kiddie table: present, necessary, but excluded from the real happenings. Leadership gathers at the “adult table,” where strategy is debated, risks are weighed, and decisions are made. Employees are invited to execute, not to contribute. They’re informed after the fact, not engaged beforehand. At the kiddie table, children are given tasks: eat your food, stay in your seat, don’t make a mess. At work, employees are given job descriptions, KPIs, and tightly scoped responsibilities. “That’s above your pay grade,” is the corporate equivalent of “You wouldn’t understand.” What’s lost in both scenarios is potential. 

    Why the kiddie table kills performance 

    Research from the Journal of Business and Management shows people’s professional behavior tends to follow the expectations given them. In the Golem effect, leaders expect low performance from a subordinate, causing the very behavior they predict. If the Golem effect lowers employee performance, the Pygmalion effect does the opposite—here, a leader anticipates high performance, which improves performance outcomes. 

    Children at the kiddie table are far more perceptive than adults give them credit for. They hear snippets of conversation, notice tension, excitement, and contradiction, and ask inconvenient questions. Sometimes, they say things that cut through the noise with surprising clarity. However, because they are young, their insights are dismissed. 

    Employees are no different. The people closest to the work—customers, systems, and friction points—often see problems and opportunities long before leadership does. Yet many organizations treat that proximity as a liability rather than an asset. Input is filtered, sanitized, or ignored entirely. Control feels safer than trust. 

    Nurturing responsible contributors 

    On the flip side, when you treat people like partners, they act like partners—empowered, decisive, resilient, and capable of carrying real weight when things get tough. This isn’t just a pep talk. It’s how psychological ownership works. The Journal of Consumer Research found that when people feel a sense of ownership over a task or organization, they go above and beyond to protect and improve it. In other words, if I feel like I’m at the grownups’ table, I’ll act like a grownup. 

    Like overprotective parents, leaders often believe they’re sheltering their teams by keeping finances, potential layoffs, and client risk private. But insulation breeds infantilization. If employees don’t see the true economics, they can’t connect their work to outcomes. 

    Go inside one interesting founder-led company each day to find out how its strategy works, and what risk factors it faces. Sign up for 1 Smart Business Story from Inc. on Beehiiv.

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    Bill Fotsch

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  • How to Build Your Brand by Better Supporting Your People

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    The driving force behind your company and its success is reliant on your employees. Their success is driven by how you support and encourage them. 

    Employees who feel engaged with and connected to their employers can drive scalability as well as profitability by delivering better sales and service. Gallup reporting has shown that the companies that rank highest for employee engagement outperform their competitors by 21 percent.

    How to engage your employees with perks

    One method to keep your employees invested is by offering them specific perks that go beyond the standard benefits. These perks should further improve your employees’ lives, and they don’t have to be costly to be meaningful.

    In the modern scrolling era, happy employees are one of your best sources of advertising. When they make positive comments or share happy work photos online, everyone can see the strength in your company culture. A healthy and impactful perks program can give your workers fodder for TikTok, LinkedIn, and Instagram.

    Employee perks providers, like Working Advantage, have been expanding their offerings to make them of more interest to employees, both for usage and clout. For example, when you offer both local and national dining discounts, employees are more likely to get excited about that as opposed to being limited to nationwide chains only.

    Employee excitement isn’t just about saving money: It’s about spreading their money throughout the community. By giving your employees the ability to stretch their entertainment dollars, you also give them a way to support local area businesses. 

    Over time, these seemingly insignificant visits to local eateries add up to memories for your employees and distribution of money for restaurants. It’s an organic way to build word-of-mouth loyalty and satisfaction without a complex, budget-heavy marketing campaign.

    Ultimately, perks can turn into a marketing flywheel. As your employees use their perks (e.g., discounts at their favorite establishments or retailers), they feel like they’re getting a special value from being part of your team. Accordingly, they are more likely to gush about their experience, as well as treat your customers well.

    You can’t just pick a couple of perks programs and expect that they’ll supercharge your brand’s scalability, though. You have to be deliberate and take a few pragmatic steps.

    1. Align your employee perks with your company values

    You’ve probably spent time outlining your company’s values, mission, and vision. Use that information to choose perks that align with the strong culture you want to see.

    For instance, retailing giant Chewy offers to reimburse employees who adopt pets. It’s a unique offering that makes sense given Chewy’s place in the pet industry.

    What if you can’t find an existing perk program that connects to your values? You could always create one yourself to present a truly one-of-a-kind employee experience for your people.

    2. Invite employees to be storytellers

    Employees may need a nudge to share “work perk” stories and experiences online. And sharing can bring a welcome spotlight on your company.

    For instance, you might want to ask workers to tag your company online every time they use a perk. You could even have a tagging contest to encourage perk usage.

    Another way to prompt your employees to talk about perks is to ask your managers to start the ball rolling. When managers actively talk about the perks they’re using, their direct reports might be more willing and eager to follow suit.

    3. Put KPIs in place to track perk results

    It can be challenging to determine if your perks are working if you’re not tracking them with KPIs. There are several metrics that can be used, including perk usage rates, employee turnover, and employee retention.

    If you find that your KPIs aren’t improving, you may need to go back and make sure that your perks reflect your brand’s DNA. It’s better to know right away that a perk isn’t making the grade with your people. The sooner you find out, the sooner you can replace it with a more suitable alternative.

    Before you assume that unused perks need to be updated, though, take time to look at the way you’re advertising them. You need to use understandable language. If your wording isn’t clear, your employees may be too confused about how to use the perk (or what it is).

    You can’t get bigger if the people running your company are stuck in “grumble” mode. With employee perk programs like those offered by Working Advantage, you can help your workers rediscover their smiles—and share those smiles with your customers.

    The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

    The final deadline for the 2026 Inc. Regionals Awards is Friday, December 12, at 11:59 p.m. PT. Apply now.

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    Joel Comm

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  • Want to Help People Be More Generous, Engaged, and (Oddly Enough) More Resilient? The Science of ‘Thanks in Advance’

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    I needed to get a 370-pound freestanding tub up two flights of stairs, into a bathroom, and — because of how the tub’s brass drain pipe fits into a flange connecting to the waste pipe below the floor — lowered slowly into place with zero room for error: if we were off by a hair, the lateral pressure on the drain pipe would probably crack the base of the tub. (No, I’m not a fan of the design.)

    So I asked a neighbor if he had any strong friends, and he rounded up three guys happy to make some extra money.

    Even so, I felt bad. It was a heavy yet delicate task, one I hadn’t quite figured out how to pull off. I had a plan, but knew we might have to adjust in the moment. I knew it would be hard and didn’t want to waste their time. Should I have felt that way? Arguably not: I I figured it would take no more than two hours, one way (success or failure) or the other, and would pay each of them $100. As Don Draper would say about the work-for-compensation transaction, “That’s what the money’s for.”

    They knew what they were getting into. If they didn’t want the work, you could argue that’s an emotion they shouldn’t feel.

    You could argue my being less than thrilled if they were less than thrilled — I hate interactions that feel remotely uncomfortable or confrontational — is an emotion I shouldn’t feel.

    Then I remembered what former FBI hostage negotiator and bestselling author Chris Voss said in his MasterClass: to paraphrase Voss, thank people before they do something.

    According to Voss:

    I’ve used that with airline customer service personnel who talked to me as if I’m lucky to have them on the phone at all. Who put me on hold for a long period of time. When she came back on the phone, I said, “It really feels like you’re being generous with your time,” and her tone changed instantly.

    She fixed the problem with no charge, which is exactly what I was after. I wanted more generosity from her. I knew it was buried, underlying the emotions on the surface.

    I just used a positive label to build it back up.

    Praising or thanking people before they do something well? Before they help you? Before they do the job you pay them to do?

    That’s what I did. When they arrived, I said, “Thanks for helping me out. This is going to suck. The tub is heavy and we have to set it down perfectly. I have a plan, but I’m also open to ideas. I really appreciate you helping, and helping me figure out how to pull this off.”

    “Tough job, with a limited chance of success?” one said, laughing. “Sounds right up our alley.”

    They carried the tub up the steps and into the bathroom onto blocks to support it while I attached the drain pipe. “You guys made that look easy,” I said.

    “Well, it was…” one said, smiling, “and it wasn’t.”

    “But it’s still better than my day job,” another laughed.

    Fifteen minutes later — with the help of some straps, removing a set of blocks at a time so I could fine-tune the positioning, and some strategically crossed fingers — my initial plan worked.

    I breathed a sign of relief both because the tub was in place but also because none of them got frustrated. There was no awkwardness, no tension, no impatience, no “I didn’t think this is what were were getting into.”

    Which, in retrospect, shouldn’t be surprising. An Academy of Management study found that compared to gratitude after the fact, anticipatory gratitude increases resilience, and anticipatory gratitude prior to completing a distressing task increases persistence.

    Partly that’s due to feelings of social worth; if you know you’re appreciated and valued, you’re more likely to work harder and stay the course. In this case, they were there to help me solve a problem I couldn’t solve myself. Saying I appreciated them helping put a positive label on their role.

    They weren’t just working; they were helping.

    And they knew their help was appreciated, not just afterwards, but also beforehand.

    Thanking them in advance also helped me manage my emotions. By thanking them ahead of time, I took care of a potential “370 pounds up two flights of stairs” elephant in the room. By thanking them ahead of time, I took care of a potential “it may take us a while to figure out how to set this thing into place” elephant in the room.” (And made them partners in helping me figure it out if it didn’t go well.)

    Try it. The next time you need help, thank the other person in advance. Say, “Thanks for picking me up, I really appreciate it,” to the Uber driver. Say, “Thanks for calling (an upset customer) to try to repair the relationship.” Say, “Thanks for being willing to stay late to get the orders out on time.”

    Even when it’s the person’s job to do whatever you want them to do, lead with, “I really appreciate you taking the time to help me.” 

    Don’t want until a transaction is complete to say thank you.

    Say it beforehand, too. Sure, they’ll they be more willing to help, and be more willing to stay the course if the task is difficult.

    But just as importantly, once you thank them for completing the task, they’ll have heard “thank you” twice.

    And that’s is a good thing, since no one receives too much appreciation and praise.

    The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

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    Jeff Haden

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  • Many Leaders Say They’d Drop Their Titles to Be More Engaged at Work, Here’s Why

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    In late 2024 experts predicted that in early 2025, employee engagement would be a key driver for success in a period when many expected rapid business growth. Engagement is an important measure of how “bought in” workers are to the company they’re working for: more engaged workers just go that little bit further, which ultimately contributes to driving up revenues and profits.

    But by April a Gallup survey was showing that employee engagement scores had dropped globally, to the point that U.S. and Canadian engagement had declined to levels more typical of Latin America. The study found disaffection was starting at the top, noting that the “primary cause for the global decline in engagement,” was a “drop in managers’ engagement,” and pointing out that “no other worker category experienced as significant a decline in engagement as the world’s managers.” 

    Now a new survey adds a fascinating wrinkle, showing that nearly half of leaders (46 percent) would actually quit their top-tier roles if it meant that they would actually feel more engaged at work. In other words, they’d give up their title in order to feel more valued, productive, or perhaps more part of a team. Does this mean the allure of management-grade perks is fading? And what does it mean for your company?

    That data, from Norwegian learning platform Kahoot!, is startling. Just 47 percent of UK and U.S. company leaders surveyed said they were “fully engaged,” and this is a dramatic contrast to the views of their teams, with 79 percent of the leaders believing their teams would see them as “energized.” Worse, the report notes that 34 percent of leaders said they felt burned out on a daily basis, or at least several times a week, and 22 percent — over one in five — said they felt “emotionally disconnected” from their teams “often” or “always” during the previous six months, HCAMag reported. This will likely play into the way they interact with their teams, since workers inevitably can pick up on the subtle emotional undercurrents behind managers’ actions, and this could easily demotivate front-line workers.

    The study found, somewhat bleakly, that the leading causes of managerial burnout included “emotional exhaustion from trying to motivate disengaged employees,” along with having to cope with “nonstop change” and the persistent old saw, “economic uncertainty.” Mainly middle managers said they had concerns about “feeling invisible or undervalued by executive leadership.” The major culprits behind leadership burnout included “juggling engagement with too many other priorities,” with 48 percent of those surveyed agreeing with this, even as 48 percent highlighted pressures of responding to employee apathy, and 28 percent cited problems with continuously trying to get Gen-Z workers engaged. 

    The new survey also found possible causes of this sagging sense of connection, noting that 57 percent of the leaders surveyed hadn’t received “extensive” training on how to reengage disengaged teams, and just 17 percent said their company always backed them up by providing effective team motivation tools.

    More interestingly, and offering a potential insight into some of the ill-advised pushes to get workers to return to the office, the study also found one in four leaders said they’re not “confident” about leading hybrid or remote teams, so that many “improvise at a time when alignment mattered most.” This confidence gap is, of course, going to add to leadership stress — particularly as data show that hybrid and remote working models really are here to stay, and can even be more productive under some circumstances. 

    As to what would turn things around for leaders, the survey showed 58 percent of leaders looking for more energy, creativity or fun in daily tasks. Meanwhile 52 percent wanted to grow their own skills, resonating with a recent report that showed managers feel simply too busy in day-to-day tasks, such as arranging training for their subordinates, to do their own training or seek mentorship. 

    All told, the report paints a picture of sort of workplace spiral. where employee engagement is suffering, leading to stressed-out, overburdened management and leadership who are losing touch with the joy of work. The top-down disaffection then fuels wider employee disengagement, reducing team effectiveness.

    What can you take away from this for your company? You may, after all, be feeling in good spirits about your leadership duties, and of the opinion your workers are cheery and as engaged as they can be with their jobs.

    Engagement is a somewhat abstract measure of your workplace culture and employees’ emotional states. Thus it’s possible that everything seems to be ticking along happily on the surface, but key managers and even others on your leadership team are quietly “cracking” under stresses they’re not voicing aloud. Savvy leaders would know to seek help if they’re feeling overburdened or disengaged with their job, and also to check in regularly with their managers and workers to see how they’re feeling — under a no-blame banner.

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    Kit Eaton

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  • Zepeda: Building thriving workplaces through recognition, growth | Long Island Business News

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    In Brief:
    • Overwork culture (996 philosophy) destroys value; engagement creates it
    • , authentic feedback and role clarity boost employee fulfillment
    • fosters innovation, accountability and problem-solving
    • Companies that prioritize culture outperform those relying on fear and long hours
    • Future-ready workplaces measure success in resilience, growth and shared purpose

    In my last column, I discussed the lesson of 996 culture, an overwork philosophy that destroys value. Now, the next question is obvious: what actually creates it? The answer isn’t complicated, but it does require courage. Sustainable business success comes from workplaces where people feel valued, fulfilled and empowered.

    When employees feel their contributions matter, engagement rises. Recognition —done consistently and authentically—has outsized impact. It reinforces purpose, reduces attrition, and strengthens alignment between individual effort and organizational goals. Treating people like replaceable parts leads to disengagement. Treating them like essential partners creates loyalty.

    People don’t want to just get paid. They want growth, challenge and meaning in their work. Fulfillment doesn’t require grand gestures; it comes from clarity of role, opportunities to learn and visible pathways to progress. When employees believe their work connects to something bigger than a paycheck, they bring energy and creativity that no time clock can measure.

    Micromanagement and fear extract effort. Empowerment multiplies it. Giving employees autonomy, trusting them with decisions, and equipping them with resources creates accountability and innovation. Empowered employees aren’t just compliant—they’re invested. They solve problems before they escalate and spot opportunities others miss.

    Decades of organizational research show the same pattern: Workplaces that invest in recognition, growth and empowerment outperform those that rely on pressure and long hours. They adapt faster to change, recruit more effectively and retain their best people longer. In today’s economy, talent isn’t just a line item— it’s the competitive edge.

    Executives face a choice: Chase the illusion of productivity through overwork, or build durable systems where people thrive. The companies that win the next decade won’t be the ones squeezing extra hours. They’ll be the ones creating cultures of clarity, trust and shared purpose—where success is measured not just in revenue, but in resilience.

    The future of work is not about grinding harder. It’s about working smarter, leading better, and building organizations where people can excel without sacrificing their or humanity.

    Want managers who maximize effectiveness with clarity, not fear? Let’s talk!

     

    Jaime Raul Zepeda is EVP, principal consultant for and COLOR Magazine, part of BridgeTower Media.

    Wondering whether your organization is on the right path to win? Talk to us at Best Companies Group so we can analyze your organization’s health, your team dynamics, and your leadership’s effectiveness. We’ve helped over 10,000 companies understand and improve their workplace using data-driven strategies. Send me a note at [email protected].


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    Opinion

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  • We’re In a ‘Performance Erosion’ Crisis. Here’s How To Break Your Business Free. | Entrepreneur

    We’re In a ‘Performance Erosion’ Crisis. Here’s How To Break Your Business Free. | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    I want to talk to you about something important: the price of pho. A few years ago at the Vietnamese noodle joint around the corner from my office, a large bowl cost $12. Now it’s $17.

    How did my bill for the exact same meal jump almost 50%? It’s no mystery. Businesses of all kinds are wrestling with unprecedented inflation. But that’s not their only challenge.

    Even as the cost of doing business keeps climbing, geopolitical tensions are hampering trade and rattling stock markets. Meanwhile, employee engagement is in the dumps, and finding the right talent remains elusive. Then there’s AI, which is disrupting work in ways we’re just starting to grasp.

    The result is a business survivability emergency. It’s no exaggeration to say that companies today are facing an existential threat on multiple fronts. No wonder almost half of CEOs believe that if their business stays on its current path, it won’t be viable in 10 years.

    Here’s why companies find themselves in such a tough spot and how they can turn things around by better understanding the one resource that’s right in front of them — their people.

    Related: AI Will Radically Transform the Workplace — Here’s How HR Teams Can Prepare for It

    Unpacking the “performance erosion crisis”

    Despite all of our technology, people — the basic driver of any business’s success — remain a black box at most companies. Today, we can get real-time insights on customers and prospects through modern sales and CRM tools. But when it comes to the people working alongside us, we’re often flying blind.

    We’ve had people analytics for generations, of course, but they’ve been confined to spreadsheets and limited to HR wonks. And even when information about people is available, it’s typically siloed and inaccessible to the managers who need it most. At the same time, performance isn’t systematically tracked.

    The result is a performance erosion crisis. Productivity, in no uncertain terms, has flatlined. In fact, it’s now at a 75-year low and is the number one challenge, according to executives.

    Meanwhile, half of employees are disengaged, making them more likely to be unproductive or simply walk out the door, and three out of four businesses are having trouble hiring skilled talent. As a result, 1.9 million manufacturing jobs could remain unfilled in the U.S. by 2033.

    And don’t forget the elephant in the room: AI. Employers reckon that almost half of workers’ skills will be disrupted in the next five years. For companies, uncertainty about who to hire leads to inefficiency and churn. If people are expensive, that makes things even worse.

    Just ask blue-chip stalwart Intel, which is laying off 15,000 people — 15% of its workforce. With revenue declining, the tech giant admits that it’s failed to benefit from AI.

    In short, growth expectations are as ambitious as ever. But as productivity has stalled relative to operating costs, businesses everywhere are headed in exactly the opposite direction.

    How companies can come out on top

    To pull through in these uncertain times, businesses must capitalize on their most valuable resource: now, more than ever, they need real-time insights that connect the dots between their people and business results.

    What I’m talking about is categorically different from the people analytics of yesteryear — dense tables reserved for HR analysts. What’s needed are on-demand insights accessible across the company, in real-time. For people data to be useful, it must be intuitive enough for managers to use to drive daily decisions, big and small.

    The good news is that while AI is a catalyst for disruption, it’s also giving businesses a workforce edge when it comes to tackling the performance erosion crisis.

    Think of the questions that every company has about how people impact business outcomes. Who are our top performers? Who’s most at risk of quitting? Where is productivity dipping?

    Related: AI Is Changing the Way We Look at Job Skills — Here’s What You Need to Do to Prepare.

    New platforms let managers ask those questions in plain language — and instantly deliver a clear, actionable response. The best of these draw on a vast database of millions of anonymized employee records across industries to deliver tailored results and accurate benchmarks.

    Pay is yet another area where real-time people data can be a game changer. Even though most companies have a detailed compensation policy, the managers who make pay decisions often shoot from the hip, letting bias cloud their judgment. AI-powered smart compensation tools help managers make more informed choices, factoring in not only industry standards but individual employee performance while flagging pay gaps linked to racial, gender and other biases.

    Indeed, new platforms can serve as a one-stop shop for many of the repetitive questions that employees typically lob at HR, whether it’s about salaries, vacation days or benefits. Turning all of that information into a self-serve function liberates HR teams from manual toil, freeing them up to focus on what really matters: ensuring the business has the right people to propel it forward.

    Of course, technology alone is not a panacea. Companies that want to capitalize on real-time people data must also be willing to make a culture shift. This starts with a willingness to share insights on people and performance once hoarded by HR. People represent most companies’ biggest budget line-item and single most important driver of business success. A commitment to understanding how they work best and to sharing that information in ways that are consistent, understandable and safe is a prerequisite to getting the most out of AI-powered tools.

    Confronting the workforce challenge at the root of the performance erosion crisis isn’t rocket science. To get the most out of people in an unpredictable world, you need to understand them and how they impact business outcomes. In my experience, the best way to do that is by tapping the real-time insights that AI can deliver. Like my bowl of pho, running a business won’t get any cheaper, so it’s time to gain an edge by working smarter.

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    Ryan Wong

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  • 3 Strategies to Boost Employee Engagement at Your Company | Entrepreneur

    3 Strategies to Boost Employee Engagement at Your Company | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Employees seem to be following a pattern of professional detachment. Since the beginning of 2020, Gallup’s worker engagement polls have shown steady employee-organization distancing. In the last three years, employee engagement levels dropped four percentage points. Given it can take nearly six months to break even after hiring and onboarding new talent, leaders everywhere are contemplating strategies to bring engagement numbers up again. One solution is to focus on fostering purpose for your employees.

    Why purpose? Employee engagement is the measure of a team member’s emotional investment in their job, the company and their overall well-being. In other words, it’s the intrinsic value someone feels. When a professional feels valued by their bosses, coworkers and employer, they are more likely to plant roots. As those roots take hold, these people become dedicated, enthusiastic advocates. They’re less likely to leave and more likely to become vital ingredients to the success of their organization.

    Related: 6 Employee Engagement Tips for Strong Retention

    According to McKinsey & Company’s findings, 70% of professionals noted a link between their sense of purpose and what they did for a living. When seven out of 10 people say that they equate their work with their merit, that’s a sign that it’s time to look for ways to fuel engagement among your employees.

    There’s no one way to impart a sense of purpose at all businesses, of course. You’ll need to conduct some trial and error. When you do, you’ll be able to measure which initiatives are working. For instance, when the members of your workforce become more connected to their work, you should notice an uptick in innovation, productivity and morale, as well as a lowering in your churn rates. Since replacing a worker can cost up to 213% of the worker’s annual salary, that’s a huge savings that goes right back into your overall profits.

    You might also see a spike in job seekers actively coming to your organization, whether or not you have openings. Your employee referral program will see more opportunities with an attractive culture and incentives. That’s a nice side benefit. Companies with a reputation for being employee-centered generally have lower recruitment costs because they’re seen as top places to work. When you’re known for your collaborative, supportive, healthy and trusting environment, you’ll naturally attract high performers. This will also have positive effects within your sales process, as your potential clients will appreciate working with top talent.

    If you’re struggling with engagement, try some of these approaches to become a more fulfilling workplace.

    1. Build engagement responsibilities into leaders’ profiles

    Leaders need to be on the front lines of modeling purpose-driven behavior for their employees. For example, we have a Director of Employee Engagement and Corporate Culture. This individual is in charge of knowing, communicating, organizing and measuring all engagement-related initiatives. Having this position makes sure our employee engagement is never left to chance.

    As president, I’m also tasked with fostering purpose in team members daily. I have to be the first to provide the support and mentorship that I expect to see in colleagues who have direct reports. We expect our managers to create trusting, collaborative environments where they listen to their colleagues’ needs and leverage that insight for everyone’s success. We’ve gone so far as to name “Captains” on each of our teams who report back to our Director of Employee Engagement and Corporate Culture. The Captains are in charge of ensuring everyone knows about upcoming events and fostering our culture among their individual teams.

    Our rising employee retention rates indicate that having a purpose-focused structure embedded into our organizational makeup encourages A-players to thrive. They take ownership of their projects and have no problem asking for help, opportunities and resources.

    Related: Top 10 Employee Engagement Strategies That Matter

    2. Make time for recognition and celebrations

    Work can become hectic at times. Nevertheless, it’s important to celebrate the things that are going well. In the aforementioned Gallup piece, the authors made a fascinating connection between organizations that celebrated achievements and those that didn’t. It turns out that companies that won Gallup’s Exceptional Workplace Award in 2022 showcased more than two times the engagement rates of non-winners. Coincidence? I doubt it. I suspect it’s because those businesses are investing in the satisfaction of their people through employee recognition programs.

    At our company, acknowledging the efforts of our colleagues is not considered optional. We participate in what we call “forced recognition,” which mandates that our employees recognize each other at least once per week during meetings. We also conduct monthly and quarterly company meetings where awards are presented, and we regularly celebrate team members in our Slack channels and through other celebration tools. We encourage these moments of recognition to be specific, timely and, most importantly, genuine.

    We provide recognition in other ways, too. This can be through verbal means or via ceremonies, rewards, you name it. When our Sales Development Representatives schedule client appointments, we host floor-wide celebrations where each team has its own silent celebration tool. All these measures add up to a more cohesive and fun culture.

    3. Offer more incentive to your employees than just a paycheck

    The best way to create employee engagement is to be people-focused. That’s not possible if you aren’t open to meeting the various needs of your team members.

    Take Nike as a noteworthy example. The company believes in supporting employees in myriad ways, such as providing access to continuing education and training, offering competitive insurance plans and encouraging participation in fitness programs. Nike promotes work-life balance in order to maintain an engaged workforce, and you would be wise to follow its lead in order to keep your valued colleagues from burning out. Just do it.

    While it can be hard to implement what you hear — and you might not always be able to adjust your company to the “wish list” requirements of all employees — it’s all about putting forth your best effort. In the end, establishing a culture where employees can feel purpose and satisfaction at work just makes sense. You’ll have stronger internal and external partnerships, not to mention sustainable business growth. Plus, you’ll never lose sleep wondering whether your employee engagement is waxing or waning.

    Related: This Is What Happens When Employees Find Meaning at Work

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    Eric Watkins

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

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

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    Opinions expressed by Entrepreneur contributors are their own.

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

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

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

    Related: 8 Reasons You Should Give Your Employees More Control

    Be inspiring, not challenging

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

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

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

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

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

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

    Invest in creativity across your company

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

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

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

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

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

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

    Embrace design thinking

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

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

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

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

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    Brad Rencher

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  • Camera’s On Or Off? Let’s Settle The Debate on Video Meetings Once and For All. | Entrepreneur

    Camera’s On Or Off? Let’s Settle The Debate on Video Meetings Once and For All. | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    As we navigate the post-pandemic world, the question of how to conduct effective video meetings has become a hot topic. One particular point of contention is whether to keep cameras on or off during these meetings. As an expert in hybrid work models, I’ve had the privilege of helping numerous organizations navigate this new terrain. Recently, I had an enlightening conversation with Nick Bloom of Stanford University, who is one of the leaders of the WFH Research group and has conducted extensive research on this very topic.

    Related: 5 Ways to Keep Engaged During Boring Virtual Meetings

    The case for cameras on

    Nick’s research — which surveyed 10,000 working Americans — revealed some surprising facts. Even in small meetings of four people or less, less than half of the participants had their cameras on all the time. This was a surprising revelation, considering the common assumption that smaller meetings would naturally encourage more camera usage.

    The research also found that having cameras on during meetings significantly increases engagement. Half of the respondents reported feeling more engaged when their cameras were on, and they perceived others in the meeting as more engaged as well. This symmetry in perception is a strong argument for the “cameras on” camp.

    This finding is particularly significant in the context of the hybrid work model. With employees working remotely, video meetings are often the only opportunity for face-to-face interaction. The visual cues that come with having cameras on — the nods of agreement, the puzzled frowns, the smiles of understanding — can go a long way in fostering a sense of connection and collaboration.

    The downside of constant visibility

    However, it’s not all rosy in the world of video meetings. I brought up a study in the Journal of Applied Psychology in 2021 that showed that having cameras on during meetings can lead to increased fatigue. This is a significant concern, as employee well-being is a crucial factor in productivity and overall job satisfaction.

    Nick Bloom agreed with this finding, noting that being more engaged in a meeting, which is more likely when your camera is on, can indeed be more tiring. It’s akin to the difference between sitting through a math exam versus randomly ticking off answers. The former requires more mental energy and concentration, leading to fatigue.

    This raises an important question: Is the increased engagement worth the potential fatigue? The answer, as is often the case, is not black and white. It depends on a variety of factors, including the nature of the meeting, the participants involved, and the overall work culture of the organization.

    Striking the right balance

    So, how do we reconcile the need for engagement with the potential for fatigue? The key lies in finding the right balance and setting appropriate norms. For smaller meetings, it’s advisable to encourage camera usage. However, it’s also crucial to avoid back-to-back meetings, which can exacerbate fatigue.

    Institutions like Harvard and MIT have adopted a practice of leaving a 10-minute gap between classes to allow students to rest and recharge. This practice can be effectively applied to the corporate world as well, with meetings ending five minutes before the hour or half-hour to give employees a chance to take a break.

    This approach not only helps to mitigate fatigue but also allows employees time to process the information from the meeting and prepare for the next one. It’s a simple yet effective way to enhance the productivity and effectiveness of video meetings.

    The importance of meeting standards

    The decision to turn cameras on or off could also be guided by the nature and importance of the meeting. For instance, in a weekly standard meeting where everyone is merely sharing reports, only the presenter might need to have their camera on. However, for more collaborative meetings where observing body language and reactions is crucial, having cameras on would be beneficial.

    If a meeting is deemed non-critical, and participants can afford to pay half attention, perhaps that meeting should be reconsidered or converted into a written format. This approach would save time and reduce unnecessary fatigue. It would also respect the time and energy of the participants, allowing them to focus on tasks that require their full attention.

    In contrast, for meetings that require active collaboration and discussion, having cameras on can significantly enhance the quality of the interaction. Being able to see each other’s expressions and reactions can foster a sense of connection and mutual understanding that is hard to achieve through voice alone.

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

    The final verdict

    While having cameras on during video meetings can enhance engagement, it’s essential to be mindful of the potential for fatigue. By setting clear norms, allowing for breaks between meetings, and considering the nature and importance of each meeting, we can optimize the use of video meetings in the hybrid work model.

    The world of work is continually evolving, and as we adapt to these changes, it’s crucial to keep the well-being and productivity of employees at the forefront. The debate of camera on or off is just one aspect of this larger conversation. As we continue to explore and understand this new terrain, let’s remember to keep our focus on creating an environment that fosters engagement, productivity and overall job satisfaction.

    Remember, the goal isn’t just to survive in this new world of work, but to thrive in it. So, the next time you find yourself in a video meeting, consider the impact of that little camera icon. It’s not just about visibility, but about engagement, productivity, and well-being.

    As we continue to navigate the hybrid work model, let’s keep the conversation going. Let’s keep questioning, exploring and finding the best ways to work in this brave new world. After all, the future of work is here, and it’s up to us to shape it.

    The debate over camera usage in video meetings is a microcosm of the broader challenges we face in the hybrid work model. It’s a reminder that we need to continually reassess and adapt our practices to ensure that they serve the well-being and productivity of our employees.

    So, whether you choose to turn your camera on or off in your next video meeting, remember that the ultimate goal is to create a work environment that is engaging, productive, and respectful of the well-being of all participants. And that is a goal worth striving for.

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    Gleb Tsipursky

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  • Former Employees Confess to Seeking Revenge on Their Former Employers | Entrepreneur

    Former Employees Confess to Seeking Revenge on Their Former Employers | Entrepreneur

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    Revenge is a dish best served…via cyberspace?

    It is according to research from PasswordManager.com, which surveyed 1,000 U.S. workers who had access to company passwords at their previous jobs — and found that 10% used those passwords to disrupt company activities after they left.

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    Amanda Breen

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  • How to Keep Employees Engaged in the Age of AI | Entrepreneur

    How to Keep Employees Engaged in the Age of AI | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In today’s rapidly evolving workplace that is driven by the ever-expanding capabilities of AI, keeping employees engaged and informed can feel like an uphill battle.

    As technology continues to reshape the way we work, it’s vital to equip our workforce with the tools and knowledge they need to stay ahead of the curve. As the founder of a number of AI-powered education companies, I’ll dive into three innovative strategies to capture and retain employee attention.

    1. Harnessing the power of educational apps

    Educational apps and software have become essential tools for learning and development (L&D) leads, giving employees a more interactive and engaging learning experience.

    With AI tools now integrated into many learning apps, employees can learn at their own pace, which helps make learning a seamless part of their daily routine. Large language models (LLMs) like OpenAI’s ChatGPT can allow companies to develop their own model that searches through Google documents and existing knowledge systems to provide employees with the most accurate information, rather than relying on traditional powerpoint based onboarding.

    By integrating AI with sound learning pedagocial methodology, educational apps offer personalized learning paths, gamification elements and real-time progress tracking. By integrating AI-powered L&D into employee training programs, employers can ensure that a workforce stays engaged and up-to-date with the latest industry trends and developments.

    Related: How Businesses Use AI to Boost Revenue

    2. Microlearning — bite-sized learning for the modern workforce

    Microlearning is an approach to education that delivers information in small, digestible chunks, allowing employees to quickly absorb knowledge and apply it to their daily tasks. This method of learning is well-suited for the modern workforce as it caters to shorter attention spans and busy schedules.

    Microlearning can take various forms, such as short videos, interactive quizzes, infographics or even podcasts. The key is to present information in a concise, engaging manner that can be easily consumed in a short amount of time.

    By incorporating microlearning into employee training and development programs, companies can effectively do the following.

    1. Improve knowledge retention. Studies have shown that microlearning improves retention rates. It is easier for the brain to process and retain smaller pieces of information.
    2. Increase engagement. The bite-sized nature of microlearning content makes it more appealing to employees, encouraging them to actively participate in their own learning process.
    3. Enhance flexibility. Employees can access microlearning resources on their own time, from any device, allowing them to learn at their own pace and making it easier to fit learning into their busy schedules.

    Implementing a microlearning strategy in an organization can help maintain employee attention by delivering relevant, engaging content in a way that meets the needs of today’s workforce. This approach not only enhances learning outcomes, but it also fosters a culture of continuous improvement and growth, ensuring that employees are equipped to face the challenges of the AI-driven workplace.

    Related: 3 Entrepreneurial Uses of Artificial Intelligence That Will Change Your Business

    3. Upskilling — preparing employees for the future of work

    As AI continues to revolutionize the workplace, the skill sets required to remain competitive in the job market are also evolving. Upskilling, the process of teaching employees new skills or enhancing their existing ones, is crucial to ensuring that the workforce is prepared to face the challenges of this rapidly changing landscape.

    By investing in upskilling initiatives that prioritize AI skills like prompt engineering, you can boost employee engagement, increase productivity and position an organization for long-term success.

    Here are a few key benefits of implementing AI-focused upskilling programs into an organization.

    1. Retain and attract top talent. Employees are more likely to stay with a company that invests in their professional development and offers opportunities for growth. There is a lot of concern from employees regarding AI replacing them. By upskilling existing employees with AI, it will lead to less job-related anxiety and more productivity.
    2. Boost employee morale and productivity. Knowledge of AI capabilities can empower employees to take on new responsibilities and overcome challenges that were previously holding them back. Reduction of manual tasks through AI automation, better onboarding and learning using AI can lead to increased job satisfaction and higher levels of productivity.
    3. Enhance adaptability and innovation. By providing employees with the latest skills and knowledge, you enable them to adapt more effectively to changes in technology and the industry. This, in turn, can foster a culture of innovation and drive an organization forward as employees identify how AI can be implemented into their day-to-day office role.

    Related: How Will Artificial Intelligence Influence Real Estate?

    To implement an effective AI upskilling program, consider the following best practices.

    1. Identify AI skill gaps. Analyze the organization’s current skill sets and identify areas where improvement is needed relating to AI. This can help prioritize the skills to focus on and ensure that upskilling efforts are targeted and effective.
    2. Leverage various learning formats. Use a combination of educational apps, micro-learning, workshops and mentorship programs to cater to different learning styles and preferences.
    3. Utilize existing content. Most learning providers have produced courses on AI. Udemy, Coursera and LinkedIn Learning all have popular courses related to prompt engineering and AI.

    By focusing on AI upskilling, employers will help employees stay relevant in the age of AI and also demonstrate an organization’s commitment to growth and success. This, in turn, can lead to higher levels of employee engagement, retention and overall performance.

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    Dr Alex Young

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  • 9 Strategies to Help Your Employees Find Their Purpose | Entrepreneur

    9 Strategies to Help Your Employees Find Their Purpose | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Studies show that people’s hunger for purpose and meaningful work is at an all-time high. It’s one of the top reasons people give for leaving a job and it’s what they’re looking for in their next one.

    While leaders set the tone for a purpose-driven organization, managers are the ones who bring it to life. Or bury it. Managers matter because their daily words and actions create the work environment for 90% of any organization’s workforce.

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    Britt Andreatta

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  • 1 in 3 Office Workers Under 40 Admit to ‘Quiet Quitting’ For This Singular Reason | Entrepreneur

    1 in 3 Office Workers Under 40 Admit to ‘Quiet Quitting’ For This Singular Reason | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Imagine the frustration of trying to fill a bucket with a hole at the bottom; it’s a frustrating, losing battle. That’s exactly what’s happening to businesses, except the bucket is the workplace, and the slow, steady leak is disengaged employees quietly withdrawing their enthusiasm, productivity, and loyalty, through what’s known as “quiet quitting.”

    Now, consider this finding from the Ivanti 2023 Report: Elevating the Future of Everywhere Work — an astonishing one in three office workers under 40 admit to this form of psychological resignation. It’s the corporate equivalent of a slow leak in a tire – hard to spot, but just as capable of deflating your workforce as a sudden blowout.

    Related: If You Want to Remain Competitive, You Need to Overhaul Your Workplace Training. Here’s How.

    Identifying the culprit: The rigid office environment

    So, let’s take a moment to channel our inner Sherlock Holmes and trace the footsteps leading to this quiet quitting conundrum. Over 40% of office workers report burnout from excessive workload, and another 46% cite a lack of motivation as the perpetrator. Imagine these issues as a pair of invisible gremlins, silently wreaking havoc, pushing employees closer to the exit with every passing day.

    Now, here’s the interesting bit: Both these mischievous twins seem to have a strong preference for traditional, in-office settings. That’s right, folks; the villain in our plot isn’t an economic downturn or a competitive job market. It’s the conventional, four-walled, cubicle-filled, nine-to-five office environment.

    The irresistible allure of flexibility: Balancing office and remote work

    What can act as the silver bullet to slay these gremlins? Let’s call it “The Great Balancing Act.” Much like a skilled acrobat deftly navigating a tightrope, modern employees crave the ability to balance their time between the office and their homes. According to the Ivanti report, while only 43% of workers currently enjoy this freedom, a whopping 71% desire it, creating a gaping 28-point “preference gap.”

    Visualize this gap as a vacant dance floor, eagerly waiting for the dancers. It’s a space brimming with potential — a chance to increase employee engagement, productivity, and satisfaction. The dance floor is ready; all it needs is the right tune.

    Hybrid work: A CEO-endorsed lifeline

    Fortunately, the eagle-eyed executives perched at the top of the corporate ladder are starting to take notice. An encouraging 71% of global CEOs and a stellar 84% of U.S. CEOs are singing praises for hybrid working, recognizing it as a positive force for employee morale. They’ve sensed the winds of change and, instead of futilely trying to shield their organizations, they’re adjusting their sails to ride the gusts.

    Picture it like this: hybrid work is the Swiss Army Knife of modern work practices — a versatile, multi-purpose tool that empowers employees to tailor their work-life balance. By contrast, much like Swiss cheese, rigid office schedules are filled with holes that gradually siphon away employee satisfaction.

    Unleashing the potential of everywhere work

    It’s time to roll out the red carpet for Everywhere Work — an innovative approach that drives productivity, retains top talent and enhances employee satisfaction. It’s about tearing down the rigid walls of traditional office settings and fostering an environment of trust, autonomy and flexibility.

    Imagine a jazz musician improvising a stunning solo on stage. Just like this musician, an “Everywhere Worker” is given the liberty to sync their work rhythm with the melody of their life. They are no longer forced to straitjacket their personal commitments into the rigid confines of a 9 to 5 timetable. Instead, they’re given the freedom to create their unique work-life symphony, blending the notes of professional commitments with the harmony of personal life.

    Indeed, the Ivanti report shows an improvement in such flexible work over time. In the 2022 Ivanti Everywhere Workplace Report, 49% of survey respondents say they have been negatively affected in some way by remote work, and 9% claim that they have been passed over for a promotion. By contrast, in the equivalent Ivanti 2023 Report: Elevating the Future of Everywhere Work, only 34% say they have been negatively impacted by such work, and 2% believe they have been passed over for a promotion due to hybrid working. This change indicates an improvement in the ways both individuals and organizations handle remote work and a reduction in proximity bias.

    Related: Employers: Hybrid Work is Not The Problem — Your Guidelines Are. Here’s Why and How to Fix Them.

    The power of flexibility: Fueling productivity, retention and satisfaction

    Consider this: The flexibility inherent in Everywhere Work allows employees to switch work locations based on the nature of their tasks. Need to collaborate with a team? They can head into the office. Require deep focus for a project? Working from home provides a sanctuary from office distractions. It’s like choosing the right tool for the job, a choice that amplifies productivity and job satisfaction.

    Moreover, this flexibility allows employees to optimize their work schedule around their most productive hours, just like a nocturnal owl or an early bird choosing to hunt when their energy is at its peak. The result is a workforce that is not just more engaged, but also more effective and satisfied.

    When we dig deeper into the benefits of Everywhere Work, we unearth an often overlooked, yet critical aspect — mental health. By reducing commute stress and providing control over work-life balance, hybrid work is akin to a soothing balm for the weary souls of employees. It’s like the protective shell around a delicate egg, shielding employees from the crushing pressures of burnout and overwork. The upshot? A significant dip in “quiet quitting,” as employees find renewed joy, motivation, and satisfaction in their work. Indeed, that’s what my clients find as I help them figure out a flexible return to office and hybrid work policy.

    The bottom line: Embrace the future of work, today!

    The conclusions drawn from the Ivanti 2023 Report are crystal clear, echoing like a clarion call for businesses: adapt or risk becoming relics. As we journey deeper into the 21st century, the workplaces that will not just survive but thrive are those that offer flexibility, respect work-life balance, and prioritize employee mental health.

    The future of work isn’t a distant dream; it’s here, knocking on our doors. It’s not about packing employees into offices like sardines in a tin can. It’s about giving them the reins to control their work-life balance, nurturing their mental health, and respecting their needs. It’s about understanding that work is not a place you go, but a thing you do.

    As you chart the course for your organization’s future, remember: the key to preventing your employees from quiet quitting isn’t in chaining them to their desks — it’s in unshackling them. So, embrace the future, close the “preference gap,” and let your workforce dance to the tune of Everywhere Work. The stage is set, and the audience — your employees — are eagerly awaiting the performance.

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    Gleb Tsipursky

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  • How Leaders Can Help Employees With ADHD Succeed in Remote Work | Entrepreneur

    How Leaders Can Help Employees With ADHD Succeed in Remote Work | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Imagine stepping into a maze — winding paths, hidden pitfalls, and the tantalizing lure of success waiting just around the corner. That’s the corporate landscape for you. Now imagine navigating the same maze while riding a unicycle. The paths get trickier, the pitfalls become gaping chasms and the goal seems miles further away. This, my friends, is the struggle workers with ADHD (Attention-Deficit/Hyperactivity Disorder) face daily.

    Skynova’s recent survey, which analyzed the challenges and triumphs of 1,008 workers with ADHD, throws light on this issue. The survey is akin to a high-powered flashlight, illuminating hidden corners and detailing how these workers are faring, particularly in the uncharted territories of remote work.

    Related: The 5 Superpowers People With ADHD Can Use to Be Better Entrepreneurs

    The daunting dial: Remote work dials up challenges for workers with ADHD

    Picture the daily work life of an individual with ADHD as a boxing match. Every punch, every dodge, every round won or lost is a new challenge or victory. Now, introduce remote work into this picture. It’s like giving the adversary an extra glove. The same study by Skynova shows that remote workers with ADHD find their daily tasks 17% more challenging than their on-site peers. The challenge is no longer a straightforward match; it’s morphed into a tag-team wrestling bout with hidden opponents and unforeseen tactics.

    But the plot thickens further, like a detective novel with a surprise twist. Remote workers with ADHD are 54% more likely to struggle with impulse control than their on-site colleagues. The lure of distractions for these individuals is akin to a child let loose in a candy store, with all the goodies in the world at their fingertips. The challenge is a sticky one, holding on with the tenacity of bubble gum on a hot sidewalk.

    So, what’s the secret ingredient to brewing a workplace that’s ADHD-friendly? The answer is as simple and delightful as adding whipped cream to your hot chocolate — flexible schedules. Picture a night owl, not confined by the traditional 9 to 5, but free to spread its wings when it’s most alert and productive. This is the allure of flexible schedules, which 64% of employees with ADHD have chosen as their top benefit for how workplaces can help those with ADHD.

    Thus, ironically, remote work both correlates with more challenges in daily tasks for those with ADHD and serves as a solution, by providing greater flexibility. Given that nearly two-thirds of those with ADHD choose flexibility as their most important benefit for addressing ADHD in the workplace, it seems the benefits of remote work outweigh the costs.

    Indeed, that’s what surveys of my clients find when I help them in the return to office transition and flexible hybrid work policies: those with ADHD, fatigue, brain fog and a set of other conditions express a stronger preference for more flexibility, in schedule and place of work than those who don’t suffer from such conditions. However, Skynova’s survey highlights an issue I haven’t sufficiently considered, namely whether those with certain conditions, such as ADHD, might benefit from greater support to address impulse control challenges.

    The silver lining: Career growth and ADHD

    ADHD might seem like an impediment, but Skynova’s survey highlights that it’s not a career killer. Imagine yourself stuck in rush-hour traffic — congested, slow, but not stagnant. Progress is slow, but it’s progress nonetheless.

    Many hybrid (74%) and on-site (68%) workers admit that they have grown in their careers despite their ADHD. It’s like watching a small sapling grow into a mighty tree despite the rocky soil. Meanwhile, 61% of their remote counterparts echo this sentiment, albeit at a slightly lesser frequency.

    The numbers portray a powerful story, much like a riveting novel. A whopping 58% of employees with ADHD express satisfaction with their career choices. They are the content diners at a restaurant, satiated and pleased with the meal of career options served to them.

    The balancing act: Nurturing a supportive environment for workers with ADHD

    It’s now time to shine a spotlight on the corporate maestros — the organizations. Here, the picture is a mixed bag of popcorn, with flavors ranging from savory to unsavory. On the bright side, four in 10 workers with ADHD play a harmonious tune, stating that their company or manager strikes the right chord in providing a supportive environment.

    Remarkably, two-thirds of these corporate tightrope walkers believe they have grown in their careers despite the juggling act. It’s a testament to their resilience and determination. However, 39% express that their ADHD has sometimes acted like an overly cautious GPS, restricting their journey by suggesting safer, albeit longer and less rewarding routes.

    In some cases, ADHD is more than just a hurdle – it feels like a looming mountain. Over a quarter of workers with ADHD have tasted the bitter pill of layoffs, with 21% suspecting that their ADHD was a contributing factor. It’s akin to being penalized for a snowstorm when all you did was forget your snow boots.

    Related: Benefits of a Positive Work Environment

    Cognitive biases: The invisible puppeteers of the ADHD narrative

    Just as a marionette is controlled by the invisible strings of its puppeteer, our perceptions and decisions about ADHD and remote work can often be manipulated by cognitive biases. These cognitive biases can distort our understanding and influence our decisions, like an autocorrect feature that sometimes corrects us in the wrong way.

    Confirmation bias is like a picky eater at a buffet, choosing only the foods it likes and ignoring the rest. This cognitive bias drives us to favor information that confirms our pre-existing beliefs while discarding any data that challenges them.

    In the context of ADHD and remote work, confirmation bias might lead us to focus exclusively on the challenges faced by individuals with ADHD. We might be more inclined to view ADHD as a barrier, only taking note of the 17% increase in daily challenges for remote workers with ADHD. We might overlook the part of the Skynova study that tells us that a significant percentage of workers with ADHD (65%) have managed to grow in their careers despite their challenges. Or that 64% prefer flexibility as the top way that companies can help address challenges for people with ADHD. It’s like ignoring the spectacular dessert section in the buffet because we are too fixated on the sushi counter.

    In the workplace, managers and colleagues might also succumb to confirmation bias, interpreting the actions of employees with ADHD through a lens of preconceived notions. For example, an employee with ADHD who forgets a deadline might be viewed as “irresponsible,” reinforcing negative stereotypes about ADHD. In doing so, we overlook the unique strengths and potential that these individuals bring to the table.

    Related: The ‘E Word’: Why You’re Afraid of It, and Why You Should Embrace It Instead

    The empathy gap is like standing at the edge of a wide canyon, unable to reach the other side because we cannot bridge the divide. This bias refers to our difficulty in understanding others’ experiences, particularly if they differ significantly from our own.

    In the world of remote work, the empathy gap can lead to a lack of understanding and support for colleagues with ADHD. For instance, people without ADHD might struggle to grasp why a remote environment presents extra challenges for their ADHD colleagues. It’s like trying to understand why someone might be afraid of heights when you’ve never climbed higher than a step stool.

    They might not understand the heightened struggle with impulse control that their remote colleagues with ADHD experience. As a result, they might unintentionally make decisions or judgments that further exacerbate these challenges. For instance, a manager might schedule back-to-back virtual meetings, not realizing the difficulty this may pose for an employee with ADHD who may need short breaks between tasks for optimal focus and productivity. Indeed, the second most-named benefit after flexible schedules helpful for addressing problems for those with ADHD was employers encouraging breaks when needed, named by 44% of survey respondents.

    In order to counteract these cognitive biases, it is crucial to foster an environment of open conversation and education about ADHD. Understanding these biases, like holding up a mirror to our thoughts, is the first step towards ensuring that our decisions and actions become more inclusive and supportive of all workers, whether they are navigating the corporate labyrinth from an office cubicle or a home desk.

    Conclusion: A call for adaptation and understanding

    To sum it all up, navigating remote work with ADHD is like trying to solve a Rubik’s Cube on a roller coaster — thrilling, challenging, and certainly not for the faint-hearted. Yet, with the right modifications, such as flexible schedules, the roller coaster can be transformed into a scenic train ride — still exciting, but now manageable and even enjoyable.

    An office, whether physical or virtual, should not resemble a battleground where survival is the only goal. Instead, it should be a sandbox where everyone gets to play, build, and thrive. So, let’s remove the obstacles and fill the sandbox with tools and toys that enable everyone to create their best sandcastles. After all, a castle is most majestic when built by many hands.

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    Gleb Tsipursky

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  • 6 Critical Reasons Why Culture Should Be at the Top of Every CEO’s Agenda | Entrepreneur

    6 Critical Reasons Why Culture Should Be at the Top of Every CEO’s Agenda | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In today’s fast-paced business world, we are constantly bombarded with buzzwords like “innovation,” “disruption,” and “growth.” It’s easy for CEOs to get caught up in the relentless pursuit of the next big thing, neglecting the fact that the most important element of a successful business is its culture. Culture is the secret sauce that enables companies to thrive, and it should be at the top of every CEO’s agenda.

    Here are six reasons why culture should be the number one priority for every business leader, along with tips for improvement.

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

    1. Culture drives employee engagement

    When employees are engaged, they are more productive, more innovative and more likely to stay with the company. A strong culture fosters a sense of belonging and purpose, creating an environment where employees feel valued and inspired to give their best. Engaged employees are more likely to become advocates for your company, spreading positive word-of-mouth and contributing to a stronger employer brand.

    If you regularly recognize and celebrate employee achievements this will help boost their engagement. Encourage open communication channels to allow employees to voice their opinions, ideas, and concerns. Provide opportunities for professional growth and development, such as training programs and mentorship. Implement team-building activities to strengthen bonds and collaboration among team members.

    By focusing on creating a culture that prioritizes employee engagement, CEOs can unlock the full potential of their workforce and drive their business toward greater success. A culture of engagement not only benefits individual employees but also impacts the overall performance and reputation of the company.

    2. Culture attracts top talent

    In an age where talent is the most valuable asset a company can possess, it’s crucial to create a workplace that attracts and retains the best of the best. A company with a positive, supportive culture will be a magnet for top talent, ensuring that you always have the right people to drive your business forward. A strong culture not only attracts high-caliber candidates, but it also reduces turnover and helps retain your existing top performers.

    To attract the best, offer flexible working arrangements and prioritize employee well-being to attract top talent. Showcase your company culture on your website, social media channels, and during interviews to give prospective employees a glimpse into your work environment. Provide competitive compensation packages, but also focus on non-monetary benefits such as opportunities for career growth, a healthy work-life balance, and an inclusive and diverse workplace.

    A robust talent pool is essential for any organization aiming for long-term success and growth, and CEOs who invest in cultivating an attractive culture will reap the benefits of an engaged, diverse and highly skilled workforce.

    3. Culture builds a strong brand identity

    A company’s culture is the foundation upon which its brand is built. When your employees truly believe in your mission and values, they become passionate ambassadors for your brand, both internally and externally. A strong brand identity can set you apart from competitors and create a loyal customer base that will keep coming back for more. Moreover, a culture that aligns with your brand will reinforce your company’s image, making it more authentic and credible in the eyes of customers, partners and investors.

    To strengthen your brand identity encourage your employees to share their experiences and stories on social media to strengthen your brand identity. Develop a consistent internal and external communication strategy that reflects your company’s culture and values. Involve employees in the development of your brand’s mission, vision, and values to ensure a strong alignment between culture and brand. Hold regular culture and brand workshops to maintain awareness and alignment throughout the organization.

    By nurturing a culture that is closely aligned with your brand, CEOs can create a powerful synergy that drives success in the marketplace.

    4. Culture enhances customer experience

    A positive and customer-centric culture will be reflected in every interaction your employees have with clients. When employees are empowered and encouraged to go above and beyond, they will provide exceptional customer experiences that will leave a lasting impression. Exceptional customer service can lead to increased customer satisfaction, loyalty, and word-of-mouth referrals, ultimately driving business growth and profitability.

    Foster a culture of continuous improvement by encouraging employees to share feedback and insights from their interactions with customers. Create a feedback loop between employees and management to ensure that customer insights are used to drive improvements in products, services and processes.

    By prioritizing a culture that emphasizes outstanding customer experiences, CEOs can create an environment where employees are motivated to exceed customer expectations at every touchpoint.

    Related: 6 Ways to Keep Your Staff Feeling Happy and Supported

    5. Culture fosters innovation

    Innovation is the lifeblood of any business, and a thriving culture is the perfect breeding ground for creative thinking and problem-solving. When employees feel supported, trusted, and encouraged to take risks, they are more likely to come up with groundbreaking ideas that can propel your company to new heights. A culture of innovation helps companies stay ahead of the curve, adapt to changing market conditions, and seize opportunities that competitors may miss.

    Establish a culture of psychological safety, where employees feel comfortable sharing ideas and taking risks without fear of negative consequences. Encourage collaboration and cross-functional teamwork to spark new ideas and combine diverse perspectives. Allocate resources and time for experimentation, allowing employees to test and refine their ideas. Recognize and reward innovative thinking and the willingness to challenge the status quo, even if it doesn’t always lead to immediate success.

    This focus on innovation not only drives business growth and competitiveness but also helps employees develop their skills, expand their knowledge and contribute more meaningfully to the company’s success. In the long run, a culture of innovation can be a key differentiator that sets your organization apart and ensures its continued relevance in an ever-changing business landscape.

    Related: 7 Reasons Why Creating the Right Culture Should Be a Leaders Top Priority

    Culture improves financial performance

    Multiple studies have shown a direct link between strong corporate culture and financial performance. Companies with a healthy culture consistently outperform their competitors, demonstrating that investing in culture is not just a “nice-to-have” but an essential component of long-term success. A strong culture creates an environment where employees are more engaged, productive, and innovative, leading to better business outcomes and a stronger bottom line.

    You should be regularly monitoring the key performance indicators (KPIs) related to culture, such as employee engagement, retention, and satisfaction, to gauge the impact of your efforts on overall business performance. Share the results of culture initiatives with employees and stakeholders, highlighting the connection between a strong culture and financial success. Collaborate with HR and other departments to ensure that cultural values are integrated into recruitment, onboarding, performance management, and other key processes.

    By making culture a top priority, CEOs can lay the groundwork for a high-performing organization that consistently delivers strong financial results. A focus on culture not only leads to a more engaged and productive workforce but also creates a competitive advantage that can set your company apart in the market. By recognizing the critical role that culture plays in financial performance and taking a proactive approach to strengthening it, business leaders can create a powerful foundation for lasting success.

    Remember, it’s not just about the bottom line; it’s about creating a work environment where people are inspired to bring their best every day. And when that happens, there’s no limit to what we can achieve. Make culture your number one priority, and watch as your business flourishes, your employees thrive, and your legacy stands the test of time.

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    Gordon Tredgold

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  • Your Company’s Biggest Threat Is Already Infiltrating Your Team | Entrepreneur

    Your Company’s Biggest Threat Is Already Infiltrating Your Team | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Most leaders spend their time focused on the external challenges their companies face. And, from rapid advances in technology to financial uncertainty, geopolitical instability and competition, there are plenty. But what if the greatest threat to the future of your company is already inside the building?

    Companies need an engaged workforce to stay competitive in a complex and continually changing environment. But the countless hours I’ve spent coaching and consulting with executives, and my own experience as founder and chief executive of a fast-growing company, has made it clear that companies across industries are dealing with low morale and, consequently, low employee engagement.

    The latest polling shows that just over 30% of employees are engaged. That low engagement is contributing to high turnover. Last year, the voluntary quit rate was 25% higher than it had been before the pandemic, and 40% of workers are considering leaving their job this year. And turnover is contagious — one study showed 92% said they’d be less likely to stay in their job after a close colleague quits. That kind of cascade can hollow out your company quickly.

    How can you, as a leader, improve morale, inspire your workforce and increase engagement at your organization? Here are four tips.

    Related: 6 Entrepreneurs Share Secrets for Boosting Office Morale

    1. Measure twice

    First, you can’t fix something you don’t know is broken. The way we work now has made it harder than ever to sense when something is. It was easier to perceive when engagement and morale were low when we were all in the office. It hung over the office like a fog. But when you only see your peers and employees on a computer screen, it can be hard to tell when something is wrong. That’s why every company should be measuring morale and engagement at regular intervals.

    At my company, we combine a regular rapid survey with a more robust measure that we deploy less frequently. Sending these surveys and synthesizing the data they return requires an investment of time and effort, two resources that are always in short supply. But the investment returns huge value by enabling us to understand the overall health of the organization, to see what we are doing well and figure out what we can do better.

    2. Co-create your values

    Amid stress and uncertainty, employees benefit from a clear understanding of the vision and values of the organization. They also benefit from a vision and values that align with their own — studies show employees whose personal values align with the values of their organization are more likely to be engaged and less likely to quit — which is why there is a tremendous benefit to creating vision and values collaboratively.

    Imagine starting with a blank canvas, then be thoughtful and purposeful about the future you want to create. By listening to the needs of your people and paying close attention to context, you can identify a set of values that energize your team. You may try things that fail, but the messiness of intentional experimentation is mitigated by clear and open dialogue, your willingness to learn and your ability to adapt.

    Related: Leading With Transparency in Times of Uncertainty

    3. Connect with people

    As leaders, we ask our employees to spend the majority of their waking hours at work. In return, we have to make sure we show them that their time at work matters. A Gartner study showed that 82% of employees say it’s important for their organization to see them as a person, not just an employee. However, just 45% of employees believe their organization actually sees them this way. That’s probably because just 27% of organizations “guide supervisors to have conversations with their teams about why their work matters.”

    Combatting this disconnect starts with you and your executive team. There is something powerful about a leader checking in with their team. The most successful leaders I have coached set aside time to check in with each of their teams on a human level, offer gratitude for their work, ask them about the challenges they’re experiencing at work and at home and ask them how they can help.

    4. Double down on community

    Loneliness has long been a problem in the workplace. But, since the beginning of the pandemic, the problem has become even more pronounced. And that’s a big problem. Loneliness reduces our ability to perform tasks, limits creativity and reduces reasoning and decision-making. Socially isolated team members are less likely to collaborate with others, and research shows that their colleagues are likely to perceive them as unapproachable and uncommitted to the organization.

    It’s hard for your team to feel like they’re in this together when most of them have never been in the same room. More than 30% of the U.S. workforce has changed jobs since the pandemic necessitated a mass movement to remote and hybrid work. At some of our enterprise clients, there are entire teams of individuals who have never met one another in person.

    While I recognize the expense of bringing people together, the value of in-person interaction is impossible to overstate. Studies show that in-person interactions trigger the release of oxytocin and build trust and psychological safety between individuals. Google’s two-year study of its teams showed that psychological safety was the single most important factor impacting performance. Individuals on teams with higher psychological safety were more engaged and less likely to leave the company.

    Related: Why Everything You Know About Employee Engagement Is Wrong

    More than a feeling

    Improving engagement at your company won’t be easy — 36% is the highest portion of the U.S. workforce that has been engaged at work in the past 20 years. However, your effort will be rewarded. Engaged employees are not only less likely to turnover, but they also deliver higher sales, more satisfied customers, greater productivity and higher profits than their less engaged colleagues.

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    Jonathan Kirschner

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  • WrkSpot Pioneers New Vision of ‘Smart Hotels’ Through Employee Mobile App to Streamline Hotel Operations

    WrkSpot Pioneers New Vision of ‘Smart Hotels’ Through Employee Mobile App to Streamline Hotel Operations

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    Smartphones have become an integral component of the growth of hotel productivity and ensure employee safety and engagement.


    ARCADIA, Calif., May 2, 2023 (Newswire.com)
    –
    WrkSpot’s CEO and Founder, Raja Epsilon, and his team have produced an employee mobile app that transforms hotel operations by saving time, empowering employees, and providing a better guest experience.   

    “When employees are happy with their work, they give better customer service,” Epsilon said. “Historically, there has been a lack of employee engagement in the hotel industry. That’s why providing employees with a mobile app geared for them and their workflow fixes this problem and results in a better guest experience.”  

    According to PhoneSuite, the hospitality industry is being pressured to evolve because customers are expecting faster service. “If you look at hotel operations, we see that the guest experience is at the top of the funnel,” Epsilon said. “Everyone talks about the guest experience, and what we tend to forget is the people who drive that experience are the hosts, which are the hoteliers.”

    WrkSpot’s app incorporates hotel productivity and operational efficiency while providing advantages for employees, including hotel safety.   

    “Say, for example, that a high-stress situation is occurring, and the WrkSpot app shows that an employee in Room 303 has not moved at all for 10 minutes,” Epsilon said. “We may not know if this employee is ill or unconscious; however, the app will be able to pinpoint this employee’s exact location, allowing the hotel to send vital aid to them.”  

    Additionally, the WrkSpot app allows hotel employees to quickly and efficiently take pictures, videos, and voice recordings as they do their job, providing them the ability to rapidly flag and take care of any mishaps. With this technology, hoteliers can identify potential issues as well as the exact location of any occurrence that requires immediate attention.  

    With the cost of smartphones decreasing every year, a budget smartphone starting at $120, for example, can be an effective investment for hotel labor management. “A hotel operator can pay off a budget smartphone of $120 at as little as $5 per month for two years. For those $5, the employee is now empowered with a variety of tools that make it easier to complete their jobs and also provides an equal playing field between the host and the guests,” Epsilon said.   

    Current Utility and the Future of Smartphones 

    Smartphones have become the Swiss knife of everyday life. Starting from staying connected with near and dear ones, to managing daily health activities, banking with biometric authentication, scheduling, flashlight, QR code scanning of a digital menu, digital ticketing and much more – without a smartphone, it’s impossible to stay current and efficient in this digitally connected world. Depriving a housekeeper access to smartphones in the USA while the rest of the world has been much more progressive is a major setback – especially with the USA being such an advanced nation. The future of smartphones is rapidly evolving and modern technology will soon invade the hotel backoffice operations. In a matter of months, 5G connectivity of gigabit speed will be the norm. In a decade, 6G speed of terabyte will be the new norm. Battery usage issues in phones will soon be revolutionized where wireless charging will be the norm and smart applications will empower hotel employees to match the smart guest. It is time hotel owners take a bold step and give hotel employees smartphones to carry the power of technology in their pockets and not on spreadsheets and manual paper. 

    WrkSpot’s app can also make employees more efficient by signing a policy on the phone instead of having to walk back to the office to deal with hotel compliance issues. “If you need an important document to be signed, you can have the employee sign within a few minutes using their phone, and you can be immediately compliant,” Epsilon said. “A smartphone is such a powerful tool that carries end-to-end workflows, whether it’s documents, training, or managing their timecard.”  

    About WrkSpot  

    Founded in 2017, WrkSpot is the developer of a revolutionary software suite for hotel portfolio management that integrates HRIS, operations management, and communication in a single app. By managing and engaging staff, controlling costs, streamlining operations, and improving compliance and safety, WrkSpot allows hotel managers to avoid being bogged down by the unavoidable details of hotel operations.  

    To learn more about WrkSpot, please visit https://www.wrkspot.com.  

    Source: WrkSpot

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  • 3 Ways to Unlock Your Team’s True Potential by Creating a Team of Leaders | Entrepreneur

    3 Ways to Unlock Your Team’s True Potential by Creating a Team of Leaders | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    As a business owner or leader, you know that success comes from having a solid team. But what if you could take your team to the next level? What if you could go beyond a “Team with a leader” and create a “Team of leaders” that helps your business grow and pushes it to new heights?

    That’s the power of a team of leaders. In this article, we’ll explore what a team of leaders is and why it’s crucial for your business to jump the curve.

    What is a team of leaders, and why is it crucial for business success?

    A team of leaders is a group of ordinary people who learn to lead their own contribution and lead those who report to them — this includes those who have no one reporting to them. They lead their contribution to the organization, and they often lead customers or vendors too.

    This means using a power best practice of developing leaders throughout the organization — not just at the top. When a team of leaders is established, it can lead to significant increases in productivity, innovation and employee engagement.

    A team of leaders helps to distribute inventiveness, workload and responsibilities, allowing the business to operate more efficiently and effectively. This mechanism of unleashing a new culture of innovation and ownership causes team members to feel fully alive in their jobs. This translates to considerable gains in productivity and profitability.

    Related: How Successful Leaders Communicate With Their Teams

    The benefits of creating a high-performance team of leaders

    First, creating a high-performance team of leaders fosters a culture of collaboration and innovation, which can lead to new ideas and solutions. When each team member starts to think: “What would a great leader do in this situation?” leadership growth becomes part of the culture.

    When team members are taught how to take risks, reimagine processes, innovate and think for themselves, they are upgraded from workers to leaders. This concept creates a sense of ownership and accountability, which translates to increased engagement and motivation.

    Second, a team of leaders can help businesses stay ahead of the curve. By constantly seeking out new information and trends, they can anticipate changes in the market and adapt quickly. This can help the business to remain competitive and grow.

    Finally, a high-performance team of leaders can help to develop the next generation of leaders. By investing in leadership development, businesses can create a pipeline of talent ready to take on new challenges and opportunities.

    Jumping the curve is a concept that refers to businesses that can leapfrog their competitors by creating new products or services that are significantly better than what is currently available. A team of leaders is the best way to achieve it. When team members are trained to think as leaders, they can create new products or services that are disruptive and game-changing.

    Related: 5 Essential Things Employees Can Teach Leaders About Growth, Success and Happiness

    The characteristics of a power team and how to build one

    There are three keys to building a team of leaders. These three keys have to become part of the organization’s culture, which means it takes time. It is typical for these three keys to take 12-18 months to become institutionalized into the organization’s fabric.

    1. Weekly leadership training throughout the organization. This will not be achieved by an offsite meeting, a webinar or short-term training. Think of a block of ice that needs to become water. Culture is about small weekly training that raises the temperature slightly every week. After six months, change begins to set in, and that process will cause the ice to melt automatically. Keep it up for a few more months, and the water turns to steam. Focus on the process of small weekly changes, and the results will be automatic. These weekly training can be simple 30-minute sessions in which you begin to permit to work differently and provide practical tools to develop how they work. Introducing concepts like deep work or helping team members understand how you make money. It is inspiring to understand how their actions contribute to the bottom line.
    2. Normalizing the new behavior. The training needs to become the new way you do things. Raising expectations that everyone needs to participate because “This is our New Normal.”
    3. Creating a trust culture. This means a “no blame culture.” We know that when team members feel safe, their brain chemistry changes into the mode that allows them to be innovative and feel a sense of belonging. When they continue to fear the consequences of bad outcomes, their brain chemistry remains defensive, and they will not adopt the New Normal. Nothing will change.

    Related: Master These 5 Leadership Skills to Increase Your Results Tenfold

    The importance of trust in a team of leaders

    Trust takes time. Many leaders have broken the trust of their teams. In these cases, humility is the power option. Recently, I was in a meeting with a company’s leadership team, and the CEO said, “I want to take a moment to address a serious issue that has held us back as an organization. I have broken your professional trust. I apologize for that. We are all learning. We are creating a new 2.0 version of the company – as a team of leaders. I am still learning how to lead a team of leaders. This is new to me too.” This immediately impacted the team, and productivity and morale improved.

    To take the first step towards building a team of leaders, businesses should focus on weekly leadership development for the whole company and create a new 2.0 culture – the new normal.

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    Dionne Van Zyl

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  • Entrepreneur | Leaders Concerned About Remote Work Should Be Looking at This Metric

    Entrepreneur | Leaders Concerned About Remote Work Should Be Looking at This Metric

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    Opinions expressed by Entrepreneur contributors are their own.

    Many leaders are increasingly troubled by remote work. What was a lifeline during Covid has now started to look like an anchor. Of course, this isn’t the employee perspective. Most employees love remote work. Who wouldn’t want to be part of a system that allows you to avoid commuting — at least some if not all of the workweek — and to spend more time near family, friends, pets, your own kitchen, etc.?

    While different organizations face different issues with remote work, there is always one common concern: employee engagement.

    Related: 4 Essentials for Employee Engagement in a Remote World

    Satisfaction vs. engagement

    I am not talking about employee satisfaction, although many people use these terms interchangeably. Employee satisfaction is about an employee liking their job. Employee engagement is about how engaged in the work that employee is.

    It’s engagement with the work that raises the most concern when it comes to remote work environments, not satisfaction.

    Common misconceptions about engagement only exacerbate the problem. For instance, if I believe my people skills or powers of persuasion as a leader are critical for creating engagement, then I will probably be very concerned about having to lead in a remote, two-dimensional reality. I may feel like I’m trying to lead with one hand tied behind my back, since creating a human connection in a remote setting is more difficult.

    Also, if I feel it is essential for people to connect with each other in person to create engagement, I will be equally concerned about having my team in a remote environment.

    Right now, you may be thinking to yourself, “Wait a minute, is he saying a human connection is not important?” I am not saying that. Connecting with one’s boss and co-workers is often critical for employee satisfaction. However, based on my team’s experience over the last 20 years and the research of acclaimed clinical psychologist and management professor Frederick Herzberg, in-person connection is not actually necessary for engagement. Engagement comes down to just two things: progress and purpose. Think of these as, “Am I winning?” and “Is it a big deal”?

    You can test this on yourself. Go back to the time in your life when you were most engaged at work. Think of a specific time when you were so into the work, you couldn’t wait to get up in the morning. At that moment, the many elements that drive employee satisfaction may or may not have been present. You may have been well compensated, or you may not have. You may have liked your boss and your co-workers, or you may not have. But those factors — so critical to satisfaction — weren’t statistically relevant when it came to that moment in your life when you were most engaged.

    Related: How to Ensure Your Remote Staff Is Engaged

    Progress and purpose

    The two factors that I can promise you were present at that time in your life? Progress and purpose. You were making real progress on something you considered to be important. Engagement isn’t dependent on working side by side. It isn’t about happy hours, a weekly free lunch or even an inspiring boss. To create engagement, you must create a winnable game.

    The good news is, for a person to engage, it doesn’t require every aspect of that person’s job to feel like a winnable game. In our experience, even if 80% of a person’s job is just the hard work of sustaining the current operation, you’ll have their engagement if just 20% of their energy is spent making progress on something that matters. This does not require everyone to be working in the same physical environment.

    I worked with LeAnn Talbot, an executive at a Fortune 20 company, who executed an impressive turnaround. Her region went from dead last out of 20 regions to No. 1 in the country on the company’s overall performance power ranking. Long before this turnaround felt remotely possible, she confided in me her biggest concern: “I’ve got a group of leaders who seem to be addicted to losing. Before I can do anything with this region, that mindset must be broken. I need them to get some wins. Even if they are small wins.”

    This was the first time I had thought about my team’s work on execution as a way to help create winnable games and believe this to be the most important professional insight I’ve ever been given.

    If you’re in a situation where your employees can work remotely, I am not saying you won’t have challenges. What I am saying is that, if you can help them feel like they are playing a winnable, high-stakes game, engagement will not be one of those challenges.

    Related: Keeping Your Remote Workforce Engaged: The How-To

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    Chris McChesney

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  • If You Do Any of These 3 Things, You Might Be a Toxic Co-Worker

    If You Do Any of These 3 Things, You Might Be a Toxic Co-Worker

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    Roughly one in 10 U.S. workers consider their workplace toxic, according to research conducted by MIT Sloan School of Management.


    PeopleImages | Getty Images

    What’s more, MIT’s meta-analysis of thousands of studies of corporate culture reveals the best predictors of workplace toxicity, with leadership, social norms and work design rounding out the top three.

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    Amanda Breen

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