ReportWire

Tag: Employees

  • Employees Are Unhappier Than Ever — Here’s How Employers Can Emerge From the ‘Great Gloom.’ | Entrepreneur

    Employees Are Unhappier Than Ever — Here’s How Employers Can Emerge From the ‘Great Gloom.’ | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    I recently watched a six-person panel made up of spa and hospitality leaders discuss how they are making a real difference in the overall happiness of their teams. One of the main points of concern was the lack of employee connection. In fact, industry-wide, it was observed that the deeper the connections were between staff, the less issues there were with daily operations like getting shifts covered.

    The issue of employee happiness isn’t isolated to hospitality — in fact, a recent survey released by BambooHR showed travel and hospitality is one of the rare industries that is seeing steady improvement in employee net promoter scores since the pandemic (although looming staff shortages still threaten that stability).

    Overall, employee happiness has steadily declined at the rate of 6% since 2020 and is trending in the wrong direction. This year, employee net promoter scores have decreased 9% since January — 10 times faster than the previous three years.

    From tech to education to healthcare (which had the lowest happiness score amongst all eight industries surveyed) we’re experiencing a crisis of unhappiness in the workforce, which some have cleverly coined as “The Great Gloom.”

    As we head into the holidays, which for many only increases stress, here are three unconventional ways employers can cultivate employee happiness at work.

    Related: 3 Proven Ways to Keep Employees Happy

    Prioritize connection at work

    When it comes to cultivating happiness at work, many professionals have focused on the importance of feeling connected to an organization’s purpose. While this is a valid point of view, we cannot forget the importance of also fostering connection amongst employees.

    In 2024, it’s expected nearly 32.6 million Americans — approximately 22% of the workforce — will work remotely, and even a higher number will hold hybrid positions. While remote and hybrid work offer employees much-needed flexibility, if not implemented with intentional ways of cultivating team connection, working remotely can lead to feelings of loneliness and isolation.

    Even in in-office environments, we’re increasingly relying on digital channels as our primary means of communication. While sending an email or text is efficient, it’s not effective at cultivating real, human relationships. While it may seem counterintuitive to achieving workplace productivity, initiating downtime at work is one of the most effective ways leaders can foster employee connection and happiness at work.

    In fact, research has shown employees who take breaks from actively working have greater mental focus, broader perspective and are more productive. Initiating downtime at work can be as simple as organizing a group lunch where everyone watches an inspiring Ted Talk together or a snack break (virtual or in person) where the primary focus is to socialize and check in.

    Downtime at work doesn’t have to be a big-budget initiative, but it does have to be prioritized so all leaders feel empowered to create opportunities for their teams to connect on a human level.

    Related: 5 Easy Ways to Create Stronger Workplace Connection

    Make flexibility a non-negotiable

    Our company is proudly women-founded, women-led and employs predominantly women. As such, many of my colleagues take on the role of mothers or caregivers for aging parents or loved ones, in addition to their full-time job.

    Expecting my team to show up for our company before they’ve shown up for themselves or the people they care for, sets us all up to fail. So, it’s crucial we have flexibility in our culture to allow for varying schedules and processes that still meet our shared company objectives.

    Every company has a diverse DNA, and offering flexibility to meet shared company goals — whether it be through schedule, location or process — is a key factor for cultivating happiness in the workplace. A study published by the Harvard Business Review showed nearly 96% of U.S. professionals said they wanted flexibility, but less than 50% had it.

    When employees have greater flexibility to balance their personal and professional lives, it creates less stress and also fosters a culture of trust where people are empowered to take ownership of managing their work and achieving targets.

    As a leader, my primary concern is creating an environment where everyone on my team can work hard and feel valued, and there’s no better way to do this than by providing structured flexibility.

    Related: Want Happy Employees? Make Sure Your Leaders Have These 4 Key Characteristics.

    Offer economic transparency

    Over the past few years, economic uncertainty and the rising cost of living have become a huge concern for employees and employers alike. It’s hard to cultivate a sense of happiness amongst employees if there are concerns around job security.

    A 2023 work monitor report by Randstad showed 52% of respondents were worried about the impact economic uncertainty would have on their job security, and 37% were explicitly concerned about losing their job. While no company can fully predict how macroeconomic factors might affect their business, leaders can be as transparent as possible.

    In our company, we review company performance numbers with our entire team on a daily basis. Goals, projections and sales revenue are all reported as part of a mandatory company huddle. We lead with the idea that every team member, regardless of their title, is a leader, and as such, everyone is invited to address concerns and put forward solutions without waiting for someone to ask them.

    By being as transparent as possible about company performance, leaders can create a culture of empowerment over fear. Even when things aren’t going well, it offers employees an opportunity to be part of the solution and impact the outcome. If hard cuts do have to be made down the road, employees are also more likely to have an emotionally positive experience if they understand the full picture than if they are left in the dark about company hardships.

    As leaders, the onus is on us to evaluate our company cultures and implement strategies to strengthen them. Not only do deeper workplace connections create happier employees, but they help build a sense of belonging, increase employee loyalty and support a culture everyone can be proud of.

    [ad_2]

    Noel Asmar

    Source link

  • Don’t Talk to Another Customer Until You Learn This Simple Customer Service Secret | Entrepreneur

    Don’t Talk to Another Customer Until You Learn This Simple Customer Service Secret | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    Here’s a simple principle of exceptional customer service that is essential to learn and take to heart: Every customer is at the center of their own world.

    The person a customer cares most about (at least when conducting business with you) is themself. They don’t care about, or at least don’t give any thought to, the challenges that an employee serving them may be navigating. They don’t care that other customers also need to be served or about the behind-the-scenes realities at your business, least of all your company’s organizational chart.

    In your customers’ day-to-day lives, when they’re not buying from or being served by you, they may be the most open-hearted, considerate, and even philanthropic people in the world. Yet, as customers, they’re almost universally focused on themselves (as well as their kids, pets, partner or their boss).

    And that’s OK — it’s the way it should be.

    A charitable way to put this? It’s not that your customers don’t care. Rather, they simply don’t realize that any extraneous (to them) elements and challenges are involved in serving them. From the viewpoint of your customers while doing business with you, they are at the center of the world.

    My suggestion is that, rather than resenting this reality, lean into it by making the customer feel that they’re at the center of your world as well. Revamp your attitude by recognizing that embracing your customers’ self-focused reality isn’t a negative; it isn’t demeaning. Instead, it’s a way to get the cash registers to ring.

    Related: What I’ve Learned Training the Top Hotel Brands in Customer Service

    Serve one customer at a time

    If you want each customer to feel like they’re at the center of your world, learn to focus your attention on just one customer at a time.

    Here’s the mantra that should be seared into the soul of every employee in an organization: The only customer who matters is the one in front of me right now. Strive to bring a laser-like focus to the customer in front of you (or on the telephone or video call) and let the rest fade into the background.

    I can’t pretend that focusing on one customer at a time will be easy. In any business, there will always be competing priorities and multiple customers clamoring for attention. Nevertheless, making a focused connection with one person, even briefly, is supremely powerful. On the front lines, this power is self-evident. In the back office, it’s also powerful, leading to less abrupt communications and correspondence. In leadership or strategic positions, it keeps you from so completely aggregating how you look at customer feedback and data that you miss the nuances of what individuals are asking of you.

    Related: 4 Surefire Ways to Be Exceptional With Your Customer Care

    Does putting the customer in the center mean moving the employee out of the center?

    The short answer is “no!” — though this is certainly one of the ways I worry that my teachings will be misapprehended and misapplied.

    The longer answer: learning to look through a customer-focused lens when you are providing customer service is entirely compatible with having a company that is focused — in a broader sense — on the needs and aspirations of its employees.

    Customer focus shouldn’t be used as a rationale for unpaid overtime, unfeeling scheduling practices, or HR trickery couched as pro-customer decision-making.

    Happily, most (though sadly, not all) pro-customer organizations are also pro-employee. Why? There are multiple reasons: the overall health of most pro-customer organizations, the empowerment employees tend to have there, and the happy phenomenon that when such companies deploy pro-customer efforts, it’s nearly inevitable that such efforts will positively affect how a company treats employee needs and aspirations as well.

    Related: 10 Reasons Why Your Startup Isn’t Getting Customers

    Eight simple ways to put the customer at the center of your world

    Here are eight simple ways to provide the kind of recognition that lets a customer know you’re putting them at the center, which I frequently stress when I’m delivering customer service training:

    1. Use your customer’s name. (Within reason! Don’t overdo this and start sounding like those irritating fill-in-the-blank salespeople.)
    2. Offer the customer your name.
    3. If a customer takes the time to ask, “How are you doing?” answer them and volley the question back to them: “I’m doing great! And how are YOU, [Jeremy]?”
    4. If you know where a customer lives (it’s quite possibly included right there on the invoice filling your screen) and you’re familiar with the area, comment on how it’s a nice or convenient area, that you used to live there, that your daughter lived there when she went to college, etc. (I wouldn’t do this, however, with a high- net-worth individual [HNWI] or celebrity—going on about how luxe their neighborhood is may make you sound a bit creepy or stalker-like.)
    5. If you know anything about a customer’s hobbies, interests, pets, kids, spouse, partner, family members, etc., check in on them.
    6. Show gratitude to the customer for being a longtime (or first-time) customer, for choosing your company, for allowing you to work on their account, and so forth.
    7. Use “spark words,” little phrases that ring in a customer’s ear with reassurance that this matters to you: both their issue and the pleasure of conversing with them. Here are four such phrases:
      • “Nice [or “Great”] to hear from you [again]!”
      • “I’m your person to resolve this for you from here on out.”
      • “If you ever need anything, here’s my direct extension.”
      • “Now that you have me working on your issue, I will get you the absolute best resolution.”
    8. To make sure customers who are on your premises never feel unrecognized, use the 10–5–3 sequence:
      • When a customer is 10 feet away (this assumes that they’re walking toward you or you toward them), acknowledge their presence with a nod and direct eye contact.
      • At five feet, smile.
      • At three feet, say “hello,” “good morning,” or “good afternoon,” assuming the customer is not otherwise engaged (e.g., on their cell phone or talking to a companion with whom they’re shopping). If they are thus involved, leave them alone!

    [ad_2]

    Micah Solomon

    Source link

  • 5 Ways to Turn Every Employee Into a Sales Master | Entrepreneur

    5 Ways to Turn Every Employee Into a Sales Master | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    I admit it. For years, I hated the idea of selling. In fact, I turned down sales jobs. However, when I started my own business, it became a priority. Most small business owners love what they do. They enjoy developing the product or service. They love doing the work and are excited when someone buys what they make. Selling-not so much. Over the years, I have changed my attitude. I don’t sell. I don’t need to. Instead, I have conversations with clients. I ask questions. I listen and offer ideas. In short, I educate and consult.

    But I am not the only one who sells at my company. In fact, selling is everyone’s job. Why? It is simple. When you run a small business, you do not have a machine to grind out leads, vet them, and close the deal. You need every person on your team to generate business for the company. Not to mention selling your company to potential employees and partners. Skeptical? Don’t be. Even the most introverted person can sell with a little bit of help. Here is how to turn every employee into a sales superstar.

    Related: Why AI Won’t Replace (Great) Salespeople

    1. Develop business literacy

    Engaged employees are good for business. In many cases, it’s why they choose to work for a small business, where there is more opportunity to be hands-on. We need to ensure employees understand the business — all parts — not just their individual roles.

    In my organization, this means having an employee shadow someone to learn more about the process. We routinely do a debrief so employees know what we are working on. We show how we quote jobs and the financial picture. In other words, we are constantly educating. We also encourage questions and ideas. When employees understand the business, they are more comfortable talking about it and can sell others on the organization.

    2. Ramp up communication skills

    Think presentation and communication training is just for supervisors or employees on the fast track to promotions? I say no, and it comes from experience. I have developed and presented communication seminars for various individuals, from people on the plant floor to frontline call center workers, sales trainees, and company CEOs. Want to energize your team? Help them develop personally and professionally? Create a bond with your company?

    One way is to invest in them by offering communication workshops. This shows employees you care enough to provide an opportunity to learn new skills and connect with others. Those skills come into play in day-to-day interactions and conversations. Remember I said I don’t sell; have conversations. Your employees’ conversations are just as important, if not more important, to selling your products and services. They are on the front lines and may discover customer needs before anyone else does. If they are good communicators, they can spot the opportunity and then connect customers to the right source.

    Related: Why Every Employee in Your Company Should Have Communication Training

    3. Share your sales toolkit

    If you want employees to help champion your efforts, they need to understand your sales and marketing toolkit. What strategies are you using to grow the business? Show them how you present the company brand to customers. They connect their work with the end result by helping them get familiar with all of your sales tools. Use company meetings or gatherings to feature company videos, display marketing collateral or demonstrate new products. You can also send links for employees to watch presentations or take part in webinars.

    Related: 15 Strategies for Quickly Expanding Your Business

    4. Give employees facetime

    For a long time, business owners or salespeople were the face of the company. That’s because many are under the false impression the person with the title is the best one to communicate or sell. That is not necessarily the case. Today, progressive companies are looking to broaden their efforts and feature employees at every level of the organization in critical communications, from recruitment to customer sales.

    I like to involve employees in meetings with clients. First, they listen and observe. Later, we discuss how the meeting was conducted and the strategy. The next step is to have them participate in a targeted way. Employees who participate or are featured in customer interactions have a more intense connection to the company. They are proud of their work and love to serve up their expertise. For example, have them share a story about how they built a product. Ask them to describe a process or give them a “tour” of your facility.

    Confidence comes from ability, and ability comes from practicing or doing a task. When you give real people facetime, it is a powerful sales tactic.

    5. Offer rewards and recognition

    Do employees value recognition? Yes. In fact, Gallup and Workhuman have research that shows there is a direct correlation between employee recognition and business outcomes. That is why it makes sense to recognize employees who take part in customer meetings, sales efforts or employee recruitment.

    I love to do a “shout-out” during a company huddle and share details about how the employee helped make an impression or close a sale. If you have a company communication, feature them. As for rewards, there are options. You can send employees home early on a Friday or give them an extra day off. Gift cards are popular. Bonuses are even better.

    [ad_2]

    Cynthia Kay

    Source link

  • How to Make Your Office More Accommodating for Hybrid Workers | Entrepreneur

    How to Make Your Office More Accommodating for Hybrid Workers | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    Nowadays, to run a successful corporate business, it’s almost guaranteed that you’ll have to offer a hybrid work style to attract new employees and retain existing ones. But offering hybrid work options is about more than letting your employees work from home several days a week. It’s about providing amenities that make the balance between work and home more level — and make them want to come into the office to work.

    Since exiting the height of the pandemic, many companies have observed work outputs for their employees. While remote work is undoubtedly a lucrative business strategy, some companies have noticed slower productivity when offering 100% remote work. Instead, many companies have noted higher outputs when working from an office setting. But with so many workers citing remote work as a non-negotiable, how do you placate employees’ wants with your business’s needs?

    Related: 5 Steps to Implement the Ideal Hybrid Work Model

    Hybrid work is the future

    Giving employees the choice to work partially from home and partially from an office is paramount to employee productivity and retention. The last thing you want when encouraging workers to work from your office is to spark resignations. But how can you negotiate the needs of your business with employee satisfaction?

    The answer is hybrid work!

    Granting your employees the option to work both in and out of the office gives them freedom and flexibility while steering them to higher productivity levels. But when weighing the pros of working from home and the cons of working from an office, many workers may feel compelled to always opt to work from home. So, what’s the easiest way to entice workers to work from your office?

    Make your office space inviting with these amenities for hybrid workers.

    Hot desking

    Hot desking is a type of flexible workspace where desks aren’t assigned to a specific employee. Instead, a selection or desk area is open for employees to share and move around. This is incredibly impactful if your hybrid employees work on a staggered schedule. Instead of leaving half of your office unused for several days a week, hot desking desks will be occupied every day.

    Hot desking encourages employees to be more collaborative, encouraging them to work in the office, especially when working on projects with other team members. So, productivity will be positively impacted, and employees will get a chance to form stronger professional relationships through collaboration and discussions in shared workspaces.

    Casual dress code

    One of the biggest reasons workers hesitate to return to the office is comfort! Swapping comfortable clothing for business casual can feel detrimental. So, make the transition more manageable with a casual dress code.

    Allowing workers to wear jeans and t-shirts daily means they’ll feel more at home in your workplace. Further, if there’s ever a day when you’ve got investors visiting, and your team needs to be more dressed up than usual, they may be excited for the opportunity to dress up.

    Further, the last thing you want is an employee’s performance to be impacted by uncomfortable clothing. So, eliminate this possibility with a relaxed, casual dress code.

    Related: 4 Ways to Encourage Employees to Return to the Office

    Rooftop spaces or greenery

    The prospect of spending eight hours per day under fluorescent lights without spending time outside is one of the most significant drawbacks of returning to the office. Eliminate this prospect by bringing the outdoors to your office.

    If your office has an outside area, such as a balcony or a rooftop, encourage workers to spend time there by extending WiFi coverage to these spaces and outfitting them with comfortable chairs and tables.

    If not, incorporate the outdoors by decorating your office with greenery. Several large plants, a vine wall or even alternative lighting to overhead lights can make your office space more inviting and convince workers to spend more time in the office than at their home office.

    Touchless options

    Empowering your employees to remain safe and sanitary while working in the office is one of the easiest ways to entice them to return. In addition to stocking hand sanitizer and hiring a cleaning crew to disinfect your office regularly, consider investing in touchless entry options.

    A mobile-based intercom allows employees to swipe on their phones to gain access to your office — no need to type on a public keypad or fumble with keys!

    Further, the best intercom systems will allow you to send virtual keys to visitors or delivery couriers. So, touchless entry is sanitary and convenient!

    Private spaces

    While an open-concept office draws in many employees who prefer remote work, it’s not always practical. Instead of a completely open office space, offer several private spaces where employees can take calls, have private meetings and work in silence when they need to focus.

    Think of it as offering a “closed” open office. As a business owner or manager, you don’t have to choose between a row of cubicles or a completely open-concept office. Instead, a happy medium between the two with some areas of hot desking and some private rooms is your best option to accommodate hybrid workers.

    If you’re struggling to entice your employees to return to the office a few days a week, consider offering these attractive amenities. By doing so, you’ll make their time in the office much more inviting, convenient and comfortable — and you’ll likely also see higher levels of productivity as well.

    Related: How To Invite Your Employees Back To The Office

    [ad_2]

    Cyrus Claffey

    Source link

  • How to Be a Great Manager — 5 Essential Tips | Entrepreneur

    How to Be a Great Manager — 5 Essential Tips | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    Being a good manager is about more than just being proficient in your field — in fact, it’s a distinct skill that requires its own cultivation. As Michael E. Gerber says in his classic business book, The E-Myth, not all good bakers should become bakery owners. Over the course of my entrepreneurial career, I’ve found this advice to ring true again and again, and it continues to motivate me to improve my own management skills.

    In this article, I want to share five essential tips that will help you become an effective and successful manager. I apply these tips every day in my role as founder of cat brand tuft + paw, and it’s led us to incredible results.

    Related: What Sets Apart A Good Manager From A Bad One?

    1. Embrace radical honesty — high empathy + high directness

    The foundation of effective management lies in radical honesty — a perfect balance between high empathy and high directness. This means being forthright and transparent in your communication while empathizing with your team members’ feelings and perspectives. Avoiding difficult conversations can create more significant problems in the long run, undermining trust and respect — and frankly, wasting everyone’s time.

    Incorporating radical honesty into your management style can be challenging, especially if you’re a naturally reserved person, but I promise the payoff is worth the effort. I recommend periodically checking the radical honesty graph from Kim Scott’s book, Radical Candor, which serves as a reminder of the balance you’re aiming for. Strive to address issues directly and promptly, keeping in mind that honesty is the highest form of integrity. By cultivating this open and transparent environment, you will foster a culture of trust and respect within your team.

    2. Build trust and rapport through face-to-face interaction

    While radical honesty is essential in the workplace, it’s also important to build personal trust and rapport with your team. Make time for unstructured get-togethers with your team members, providing an opportunity for genuine connection beyond work-related discussions.

    Listen actively to the conversation and participate. We’re all humans with our own desires, concerns and experiences, and connecting on that personal level is the best way to show that you care. Over time, this approach fosters a sense of belonging and strengthens the team’s commitment to achieving shared goals. Building strong relationships with your team will not only enhance team morale but also enable you to better understand everyone’s unique strengths and weaknesses.

    3. Encourage open and honest two-way communication

    Building upon your own radical honesty and rapport with the team, encouraging open and honest two-way communication is the next piece of the management puzzle. Establish a culture where team members feel comfortable sharing their thoughts, concerns and ideas without fear of repercussions. As a manager, practice what you preach by actively seeking and valuing feedback from your team. Act on their suggestions when appropriate, which proves to them that their voices matter.

    Additionally, create forums for open dialogue, such as regular team meetings or anonymous suggestion boxes. Emphasizing transparent communication will quickly lead to improved problem-solving and better team dynamics, and in the long run, it will build the foundation for a more innovative company.

    Related: 6 Common Things Good Managers Do to Create Engaged Teams

    4. Give autonomy and flexibility to your team

    Great managers understand the importance of giving their team autonomy and flexibility in their roles. Trust your team members to take ownership of their tasks and responsibilities, and empower them to make decisions and contribute creatively.

    An excellent way to do this in our current work landscape is to offer flexible working hours or remote work options. By allowing your team to build a schedule that works for them, you’ll help create a workplace culture that prioritizes a healthy work-life balance. Employees who feel supported in their personal lives are more likely to be productive and engaged at work. However you choose to do it, giving your employees independence and flexibility will improve loyalty and motivation and will help you build a team that’s committed to the success of the business.

    5. Support team member growth and development

    As a manager, your responsibility goes beyond day-to-day operations; you must also be invested in your team members’ growth and development. Identify their strengths, weaknesses and career aspirations to help them reach their full potential (see the connection with tip #2?). Encourage continuous learning and professional development by providing opportunities for training and skill-building.

    One of my favorite business quotes goes: “What if we train people to be so good they leave us for somewhere else?“

    To which the response is: “What if we don’t train them and they stay?“

    You can see the problem here. No business can achieve its full potential without training its staff to achieve their full potential. When you invest in your team’s growth, you’re building a loyal and dedicated workforce that will contribute significantly to the organization’s success.

    In a nutshell, adopt the mindset that it’s better to train people to be so good that they might leave for other opportunities, rather than neglecting their growth and having them stay in unfulfilling roles.

    Becoming a good manager requires more than just technical expertise; it demands a commitment to developing essential leadership skills. By embracing radical honesty, building trust through face-to-face interaction, encouraging open communication, granting autonomy and supporting team member growth, you can become an incredibly effective and influential leader. Remember, the success of any organization lies in the hands of its managers and the culture they cultivate within their teams. Lead with integrity, empathy and determination, and watch your team thrive.

    Related: The 10 Golden Rules of Effective Management

    [ad_2]

    Jackson Cunningham

    Source link

  • How Employers Can Better Support Working Parents and Caregivers | Entrepreneur

    How Employers Can Better Support Working Parents and Caregivers | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    Despite years of experience juggling progressively demanding roles, I wasn’t prepared for how challenging this fall would be as a marketing executive with a kid starting school for the first time.

    And I’m one of the lucky ones: I work in a company with progressive policies that recognize the unique challenges parents and caregivers face. Nonetheless, this season has been a crash course in adapting to new schedules, managing conflicting emotions and moderating my own expectations of how I show up as a leader and a mom.

    For many parents, the transition to back-to-school for their kids means coping with scheduling conflicts and new demands on their time: from orientations and gradual entry schedules (and the mental and emotional labor that goes along with them), to inevitable sick days and the awkward discrepancy between school dismissal and standard business hours.

    What has become clearer to me is that, in many ways, school is designed for a bygone era when it was the norm that one parent stayed home (which is no longer a reality for many families). Although I am lucky to have a partner who shoulders some of this load, what’s helped the most is having an employer with flexible, family-friendly policies and leaders who understand the reality for working parents.

    I know I’m not alone in navigating the challenges that come with back-to-school season. A recent survey revealed that parents commonly feel overwhelmed at this time of the year. Yet, most employees want to succeed at work while raising kids, and helping them do so increases workplace satisfaction, loyalty and productivity.

    Here are a few steps employers can take to make this transition less overwhelming for parents (and that I believe can be impactful for other caregiving situations as well):

    Related: How Employers Can Help Working Parents Navigate Back-to-School Season

    Normalizing the realities of parenting

    Remember those awkward moments during the early days of remote work when kids popped up on Zoom cameras during meetings? Thankfully, I no longer feel self-conscious when my daughter barges in during a meeting. It’s simply part of being a working parent.

    The pandemic may have shed light on the juggle for employees with kids, but there are still significant challenges for those navigating this experience. One study found that 85% of women leave full-time work within three years of having their first child, and 19% leave work completely due to the lack of flexibility employers afford.

    Employers can support working parents by normalizing and accommodating caregivers’ needs — and their experiences. I’m a huge advocate for parenting out loud in the workplace. It’s one reason I’m proud of our dedicated Slack channel, “#parents-helping-parents,” where anyone can share their caregiving struggles and wins. Not only does it provide an outlet for those facing challenges, but it also offers the rest of the team visibility into the unique situations parents and caregivers face — and inspiration for designing policies around them. Case in point: This year, we were able to be proactive about shifting all leadership meetings for September to accommodate back-to-school demands.

    Related: Tips To Balance Work With Parenting

    Treating employees like the adults they are

    While there are many ways companies can support working parents, the irony is that when designing policies, many employers inadvertently treat their employees like children. Working parents, who are used to making the most of what time they have to get things done, know that flexibility is the ultimate benefit. It’s what has led organizations like ours to measure productivity based on outputs, not hours worked or rigid schedules.

    This flexibility has shown up in other ways as well: When I started in my current role, I was four months pregnant and unsure what that would mean for my future. But the leaders I work with were completely unphased. They knew I would need wiggle room in my schedule, even when I hadn’t yet realized it myself. And they gave me the autonomy to set my own boundaries with the reassurance that, together, we would make it work.

    It’s also worth noting that flexible hours and boundary-setting benefit everyone — not just parents. Whether employees want to pick up their kids at 3:00, come in late due to a medical appointment or work remotely from a different timezone, they can. All that matters to us is that the work gets done. It’s not always a perfect system, but it does allow parents to prioritize their family needs — and that makes them happier and more productive at work.

    Related: Give Working Parents What They Really Want: More Time

    Leading with empathy as a North star

    I am lucky that the people I work with understand just how much life — and priorities — change when you have kids. This was clear when I initially returned from maternity leave and was put through a rigorous re-onboarding process. Not only did I need a refresh on how the organization had changed, but it also reflected my team’s understanding that I had changed, too. To meet me where I was and allow me to reintroduce myself was highly empathetic on their part and reflects the old adage that it takes a village — both to raise a child and to care for its parents!

    I know this level of understanding isn’t always the norm, especially in startups where the median age is younger and fewer people may have kids. But even in companies where leaders aren’t parents, it is possible to act with the assumption that all employees — and especially those who are caregivers — may be struggling to balance the demands of work and home, especially during high-stress times like back-to-school season. And what they likely need more than anything else is an ally as opposed to an adversary at work.

    By embracing empathy, creating a culture where people can bring their full selves to work, and designing policies that allow for flexibility and autonomy, employers can make an already stressful time a little bit easier.

    [ad_2]

    Christie Horsman

    Source link

  • How to Successfully Lead Your Team Through a Crisis | Entrepreneur

    How to Successfully Lead Your Team Through a Crisis | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    In an unpredictable world, leaders often find themselves at the forefront of unforeseen challenges that demand swift decisions and decisive actions. Crisis leadership, the act of leading a group or organization through turbulent times, becomes an indispensable skill in such scenarios. The manner in which leaders react and guide their teams during a crisis can significantly impact the outcome and long-term health of an organization.

    In today’s business climate, crisis is unavoidable, and a leader’s ability to lead an organization through turbulent times often means the difference between success and failure.

    Related: 3 Keys to Leading a Business Through a Crisis

    [ad_2]

    Stephen Nalley

    Source link

  • 3 Truths That Might Make You Reconsider the Appeal of Unlimited PTO | Entrepreneur

    3 Truths That Might Make You Reconsider the Appeal of Unlimited PTO | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    The allure of unlimited Paid Time Off (PTO) is undoubtedly tempting: infinite vacation days, the promise of work-life balance and the freedom to manage one’s own time. But dig a little deeper, and the dream seems less paradisiacal. It’s time we address some of the unspoken realities of this increasingly popular employee “benefit.”

    Here are three truths that might make you reconsider the appeal of endless vacation days.

    Related: An HR Specialist Explains Why Unlimited PTO Can Hurt You In The Long Run

    Paid time off (PTO) is part of your negotiated salary; start acting like it!

    When we break down our remuneration package, we often consider our base salary and other perks like a healthcare package. For instance, the average healthcare benefits package makes up about 30% of a salary’s worth. So, if you’re earning a $65,000 salary, you could be looking at an additional $27,855 in benefits, bringing your total compensation to a handsome $92,855.

    However, one significant component in this calculation is frequently overlooked: vacation days. Like health benefits, these days have quantifiable value which translates to additional dollars and cents. Whether your company offers a “use it or lose it” policy or a traditional carry-over PTO policy, $3,000 is the average value of annual accrued, unused PTO that a U.S. employee holds. This locked compensation is either lost entirely (alleviating the company of any liability owed to the employee at termination) or is only accessible when that employee ultimately leaves the company (a nice and often overlooked bonus for the employee, and a not-so-nice, unexpected expense for the company).

    Yet, many of us disregard this, treating PTO as a luxury or afterthought rather than a hard-earned part of our salary package. It’s time to recalibrate our perspective and recognize the total worth of our compensation.

    Employees with unlimited PTO take fewer days off

    One might assume that employees would be more inclined to take extended breaks with no cap on vacation days. Surprisingly, the opposite is true. On average, an American worker takes 17 PTO days in a year. In stark contrast, those blessed with unlimited PTO only take an average of 10 days off.

    Why this discrepancy? The potential reasons are manifold, but one significant factor stands out: the fear of perception. Although always a factor, perception has changed drastically due to the significant influence the pandemic had over our work culture as we knew it. Employees might hesitate to frequently avail themselves of their PTO to avoid being perceived as taking undue advantage or appearing less committed to their jobs. And although 44% of U.S. employees said they prefer a hybrid work model, 31% think it’s more difficult to take time off when working from home. The lack of a defined boundary can paradoxically create a culture where taking time off becomes a rarity rather than a regularity.

    According to Sorbet’s 2022 PTO Report, although unlimited PTO policies only represent 8% of overall vacation policies offered in the U.S., the unlimited model is up 400% since 2019. This points to companies catching on to this notoriously bad policy with good marketing efforts that actually help alleviate the company of any debt owed to employees at the end of their relationship.

    Related: Unlimited Paid Vacation: ‘Jedi Mind Trick’ or Good Policy?

    Unlimited PTO is benefitting someone, just not you

    Another possible explanation? Employers’ motivation to create a culture that encourages and incentivizes PTO usage.

    At face value, unlimited PTO is a generous offering — a company prioritizing the well-being and autonomy of its workforce. This policy is positioned as if it’s an amazing benefit for employees, when in fact, it’s bad for employees and amazing for employers.

    Here’s the catch: Under traditional PTO policies, employees accrue a fixed amount of time off. If they utilize only some of their days, they can often cash out their unused days or roll them over to the next year. This means companies have a financial liability for every unused vacation day. But with “unlimited” or “flexible” vacation policies, this liability disappears. Workers aren’t accruing specific days off; hence, there’s no compensation for unused days. The shift to such policies can save companies billions, erasing a substantial financial burden off their books.

    As with many things, the devil is in the details. While unlimited PTO might sound idyllic on the surface, the underlying truths reveal a different story. Employees need to understand the intricacies of their benefits package, ensuring they’re truly getting the best deal for their well-being and financial future. Before getting swayed by the allure of endless vacation days, it’s worth pondering: Who really benefits from this arrangement?

    [ad_2]

    Veetahl Eilat-Raichel

    Source link

  • 15 Strategies to Help Leaders Overcome Resistance to Change | Entrepreneur

    15 Strategies to Help Leaders Overcome Resistance to Change | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    In the ever-evolving landscape of the business world, change is an immutable force, one that is indispensable for fostering growth and adaptation. However, the inevitability of change doesn’t negate the fact that even the most well-conceived and well-intentioned transformations often encounter formidable resistance from employees and stakeholders alike. As a change leader, your proficiency in skillfully navigating and surmounting this resistance is not just a valuable asset but an absolute necessity for the triumph of any transformational endeavor.

    This article delves into the intricate dynamics of resistance to change, dissecting the underlying factors that fuel this resistance, and it serves as a compass to guide change leaders toward effective strategies to quell such opposition. From understanding the psychology of fear of the unknown to addressing concerns of job security, we will equip you with actionable insights and proven tactics to foster not just compliance but genuine enthusiasm among your team and stakeholders during times of change.

    Related: The 5 Most Important Aspects of Leading Others in Times of Change

    [ad_2]

    Taiwo Sotikare

    Source link

  • Weird Facts

    Weird Facts

    [ad_1]

    During the 2000s, Google, Apple, Adobe, Intel, and several other mega-corporations had a mutual agreement not to hire each other’s employees in order to keep salaries low. [1, 2]

    [ad_2]

    Source link

  • How to Build a Company That Excels at Both Leading and Coaching | Entrepreneur

    How to Build a Company That Excels at Both Leading and Coaching | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    Companies, in an effort to be more efficient, are thinking twice about how many middle managers they need. And that makes it more important than ever to move from managing people to leading and coaching so they can do their jobs without the kind of oversight we thought they needed in the past.

    Getting it right starts with understanding the difference between managing and coaching.

    What happens if a professional football coach puts a player into a game who is underweight, inexperienced and doesn’t know the playbook?

    Let’s think about what might happen. The player could get hurt or get others hurt. Teammates will be scrambling to make up for his lack of experience and incompetence. The team will be mad at the coach. Lots of not-good things will happen. So, coaches try to avoid this.

    Related: Coaching Over Managing: Motivate Your Team

    The difference between coaches and managers is that coaches know they have to put the right people on the field. Most managers don’t worry about that because, deep down, they think they could play the position. That’s called micromanaging, and almost no one likes to be micromanaged (besides, do you really want to lead those who do?).

    That’s why the age of managing is over. I believe we are moving into an age of leading and coaching.

    Companies have come to realize they don’t need layers of managers, and employees are increasingly — and appropriately — asking for explicit levels of autonomy and authority. A business runs best when team leaders talk with their staff about what’s expected, turn those expectations into agreements or commitments (when agreements aren’t possible), and then get out of the way. And the key to doing that successfully, without losing some measure of supervision, is taking accountability for leading and coaching.

    Leading is straightforward, and it involves: having a compelling vision; being clear about who is responsible for what; giving people the resources they need to do their work; staying connected; making sure there are agreements (or commitments, if you can’t agree) — and that agreements/commitments are lived up to; ensuring everyone is walking the talk.

    If you think it’s all about leading, you’re flat wrong. Leaders are playing their own version of Don Quixote if they’re unable to provide coaching. Coaches help their teams get whatever they need — resources, training, systems, etc. — to honor their agreements or commitments.

    If you think that’s a lot, well, maybe it’s time to get out of the leadership and coaching game.

    There are four basic steps to building a company that is really good at leading and coaching:

    Related: 3 Effective Ways to Lead as a Coach Rather Than a Boss

    Hire the right people

    Effective coaching starts with hiring the right people and giving them the tools they need to succeed. Half of new hires are unsuccessful. That’s a dismal rate for hiring “managers” (I don’t like the word “managers”). A football coach would be gone with a statistic like that.

    A team leader who hires the wrong person often ends up micromanaging them instead of working to “hire right” in the first place. So, interviewing skills are key. Interviewers should be clear about not only the position’s roles and responsibilities but also key performance indicators (KPIs) and targets that foster clear understanding of what it means to do the job well.

    New hires need to understand the organization so they can get themselves up and running within 90 days without close supervision. That means being very intentional during the onboarding process and then, assuming they meet key requirements, staying out of their way and letting them bring their unique attributes to the organization. Everyone is different, with a collection of aptitudes, skills, experiences and motivations.

    Employees need to understand who is responsible for what — they require access to a platform that makes it easy to familiarize themselves with the organization’s chart of accountabilities — as well as business processes and company culture. They need to have a sense of the company’s ideal client and unique value proposition. After all, they’re part of an ecosystem — a complex adaptive system — that is explicit, coherent and resonates with all of what we call their ideal stakeholders (not all stakeholders are ideal, so please don’t worry about the ones who frankly don’t matter).

    Hold effective meetings

    At Ninety, our team leaders meet one-on-one twice a week with every new team member during the 90-day onboarding period and once a week afterward. There’s a set agenda that includes reconnecting as humans, reviewing KPIs and 90-day goals to make sure everything is working well and is on track, and bringing up and solving any issues.

    By onboarding team members properly, including ensuring they have an understanding of what defines the company (the why, who, what, when, where and how), meeting with them weekly, and agreeing on clear goals and metrics — especially those that help us agree on when things are wonky — both sides are set up for success. Employees won’t need micromanaging, giving you ample time to lead and coach your entire team.

    In short, the way a company views meetings is a clear and unambiguous sign of how well it’s run. A great company schedules almost all meetings. Ad hoc meetings are for urgent, unplanned business, and a well-run company shouldn’t have to scramble to react to events.

    Provide continuous feedback

    Well-run companies have ditched the annual review (don’t get me started on this topic). Everyone should meet quarterly with their team leader and have a simple, structured conversation about how they are doing as a leader/coach and as a team member.

    Consider conducting “stay interviews.” Many companies have exit interviews. But asking employees who don’t plan to leave what they love about the company and listening to their constructive feedback can be an incredibly positive experience.

    Related: 10 Rules for Coaching Your Team to Greatness

    Have the right compensation structure

    Using the right incentive plan for your company’s mix of employees is key. Companies have different cultures. Some, particularly in fields such as investment banking and private equity, have more of a warrior mentality. So, in addition to hiring people with related skills, a company would want an incentive plan that’s warrior-based — people who are paid to close deals or complete other high-consequence tasks. Another company might take a more team-based approach, and that company should have team- or company-based incentives.

    What you don’t want is a warrior-based culture with a team-based incentive plan or vice versa. That won’t make anyone happy because your words and incentives are incongruent.

    It is possible to create a place where people love going to work. To get there from where you are now, you’ll find it’s super-helpful to provide autonomy where it’s earned and appreciated, and form a culture that is explicit, coherent and resonates for all ideal stakeholders.

    [ad_2]

    Mark Abbott

    Source link

  • 5 Ways to Cultivate a Resilient Digital Employee Experience | Entrepreneur

    5 Ways to Cultivate a Resilient Digital Employee Experience | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    In an era of rapid technological advancements and an evolving workforce landscape, companies now encounter both previously unimaginable possibilities and difficulties. One of the pivotal challenges plaguing this digital landscape is ensuring a harmonious and satisfying experience for employees, regardless of their location or the devices they use. This is where a well-crafted and comprehensive digital employee experience (DEX) strategy comes into play.

    Related: Unhappy Customers and Employees Can Wreak Havoc on Your Business. Here’s How to Make Both Happy.

    Understanding the essence of the digital employee experience

    Gone are the days when work was confined to physical office space and a standard 9-to-5 routine. Today, employees collaborate across time zones, harnessing a surfeit of devices and applications to accomplish tasks. Before we delve into the intricacies of crafting an effective strategy, we must grasp the essence of the digital employee experience.

    The idea of a people-centric workspace has existed for some time. However, many business leaders and organizations still need clarification on what DEX entails. In simple terms, DEX is the accumulation of every interaction a workforce has with their company’s technologies and processes. However, since every interaction impacts DEX, how can organizations enhance it?

    Related: 78% of Employers Are Using Remote Work Tools to Spy on You. Here’s a More Effective (and Ethical) Approach to Tracking Employee Productivity.

    Crafting a harmonious digital employee experience is a dance of technology, creativity and genuine care. Employees more or less want three things in terms of their digital technologies. They want technology that is simple to use, dependable and effective. However, the tricky part is balancing what employees want while maintaining a resilient security posture. Here are five steps for a harmonious digital experience strategy.

    Step 1: Holistic alignment with business objectives

    Creating a harmonious digital employee experience begins with aligning your strategy with overarching business goals. Every digital initiative, whether it’s the adoption of collaboration tools or the implementation of unified endpoint management systems, should be aligned with the company’s larger purpose. This alignment ensures that the digital employee experience is seamless and contributes directly to the organization’s success.

    It’s critical to include important stakeholders from multiple divisions to accomplish this alignment. HR, IT, and upper management should collaborate to identify the most critical digital touchpoints for employees. By weaving the digital employee experience into the organization’s fabric, you create a sense of purpose that resonates with every employee.

    Step 2: Providing a seamless onboarding experience

    An employee’s experience starts from the moment they are onboarded into the company. This marks the foundation for a positive employee experience is laid. Leveraging cutting-edge solutions like Unified Endpoint Management (UEM) and Desktop as a Service (DAAS) can significantly enhance these critical phases.

    UEM allows organizations to efficiently manage and secure various devices, from laptops to smartphones and tablets, from a single console. By providing a seamless and secure onboarding experience across devices, UEM facilitates a positive initial impression for new hires. Furthermore, the implementation of DAAS streamlines the deployment of virtual desktops, guaranteeing that employees enter a uniform and well-optimized workspace right from the start, regardless of their physical whereabouts. This streamlines the onboarding process and empowers remote workers to hit the ground running, eradicating any possible frustrations stemming from technical glitches.

    Step 3: Nurturing the anywhere work environment through remote monitoring

    The modern workforce isn’t confined to a single location, making the health and performance of endpoints a troublesome endeavor.

    UEM solutions shine in this arena by offering remote monitoring capabilities that allow IT teams to watch endpoints’ health irrespective of their physical location. By proactively identifying and addressing potential issues, such as security vulnerabilities or performance bottlenecks, organizations can ensure that the remote work experience remains seamless.

    A common pain point for employees and IT teams is the cumbersome process of resolving technical issues. Waiting for the IT helpdesk to intervene in the application or endpoint problems can lead to frustration and productivity losses. Remote capabilities allow IT teams to troubleshoot these issues irrespective of a device’s location. This approach boosts productivity and demonstrates a commitment to employee well-being, reinforcing a sense of support and care.

    Step 4: Empowering employees through continuous training

    Empowerment is a cornerstone of any successful employee experience strategy. When employees are given the skills and resources to navigate digital obstacles, they develop greater independence and self-assurance in their work.

    Offering comprehensive training sessions on using digital tools, troubleshooting common problems, and staying vigilant against cyber threats can empower employees to take charge of their digital experiences. By fostering a culture of continuous learning, organizations not only enhance the skill set of their employees but also demonstrate a commitment to their growth and development.

    Related: Enough About Employee ‘Engagement’! Focus on the Digital Employee ‘Experience’ Instead.

    Step 5: Measuring DEX success through comprehensive evaluation

    In the realm of business, what is not measured often remains elusive. The digital employee experience is no different. Organizations must set up reliable assessment and feedback processes to assess the efficacy of the tactics they have adopted.

    Surveys tailored to capture employees’ sentiments provide invaluable insights into their experiences. These surveys can delve into aspects such as ease of technology usage, satisfaction with support services, and overall comfort with the digital workspace. Furthermore, leveraging tools such as End-User Experience Management (EUEM) solutions that monitor user interactions and sentiment analysis can provide qualitative feedback, real-time monitoring and a continuous benchmark system.

    Crucially, these measurement strategies should be accompanied by a commitment to iterate and adapt based on feedback. Continuous improvement is at the core of a harmonious DEX strategy, as it reflects an organization’s genuine dedication to enhancing employee well-being and efficiency.

    The way forward

    A harmonious DEX strategy extends beyond optimizing processes; its essence is nurturing feelings of affiliation, empowerment, and employee welfare. In an age where the virtual realm assumes an increasingly significant function in our professional lives, enterprises that give precedence to enhancing the digital employee encounter are better poised to attract, retain, and nurture a workforce that excels within this evolving digital landscape.

    [ad_2]

    Apu Pavithran

    Source link

  • How to Successfully Transition From Solopreneur to Team Leader | Entrepreneur

    How to Successfully Transition From Solopreneur to Team Leader | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    Strap in, ambitious solopreneurs, because we’re about to elevate your game from one-man wonder to a synergistic powerhouse. You’ve hustled hard, pulled all-nighters and turned your nascent idea into a full-blown operation. Kudos! But here’s the real talk: You’ve hit that proverbial ceiling, and it’s time to break through.

    We’re transitioning you from solopreneurship to a dynamite team, and we’re doing it like pros. No fluff, no filler — just actionable, expert-level insights that you can implement right now. Ready to multiply your impact and skyrocket your enterprise? Let’s dive in.

    Related: 4 Key Indicators It’s Time for You to Hire Your First Employees and Stop Doing Everything Alone

    Step 1: Acknowledge the inflection point

    Let’s not sugarcoat it — there comes a moment in your solopreneurial journey when you’re straddling the fence between self-sufficiency and needing an extra pair of hands. You’ve got more business than you can handle, and sleep has become an estranged friend. This, my friend, is your inflection point, and it’s the universe screaming at you: “Hey, it’s time to scale!”

    So, how do you know you’ve reached this milestone? You’re drowning in tasks, your calendar looks like a game of Tetris, and let’s be real, you’re not Elon Musk — you can’t single-handedly launch rockets and run multiple companies. So, don’t. Instead, focus on strategizing your next move, which is assembling your dream team.

    Step 2: Strategic role identification

    Before you spam LinkedIn with job postings, pause. Take a deep dive into your operational workflow. Identify the bottlenecks only a specialized skill set can alleviate. Look, not every Tom, Dick or Harriet with a CV can drive your vision forward.

    Create a list of roles critical to your business. But don’t just create any roles. I’m talking about roles so strategic that filling them will multiply your efficiency, not just add to it. Think — a Tech Lead who can spearhead your product development or a Digital Marketing Wizard who knows SEO like the back of their hand.

    Step 3: Financial forecasting and budget allocation

    Unless you’ve discovered a tree that grows money, you need to allocate your finances meticulously. Bootstrapping is not going to cut it when you’re onboarding a team. Sit down with your financial statements, and let’s do some adulting.

    How much revenue are you generating? What are your projected earnings? Calculate the ROI for each new hire. Will they bring in more business? Enhance productivity to a point where you can accept more clients? If the math doesn’t add up, you’re not ready. If it does, proceed with purpose.

    Step 4: The hiring process

    Hold onto your hat because the hiring process is a rollercoaster ride. You’re essentially dating professionally, and you can’t afford to match with the wrong person. Utilize specialized job boards, network ferociously, and even consider headhunters if you’re looking for rare skills.

    During the interviews, go beyond the technicalities. Assess cultural fit, soft skills and their vision alignment with your enterprise. You’re not building a team of robots; you’re constructing a powerhouse of innovative minds.

    Step 5: Onboarding and culture development

    Congratulations, you’ve got your team! But hold those horses; we’re not popping champagne yet. An effective onboarding process is not a nicety; it’s a necessity. Spend quality time educating your team about your business processes, culture and expectations.

    Remember, culture is not built overnight but through consistent actions and shared values. Be the leader who doesn’t just tell people what to do but shows them how it’s done. Create an environment of open dialogue, continuous learning and mutual respect.

    Related: Transitioning From Solopreneur to a Team Leader

    Step 6: Performance metrics and KPIs

    In business, what gets measured gets managed. Implement Key Performance Indicators (KPIs) that align with your business objectives. You can’t gauge the effectiveness of your team without solid data. I’m talking hardcore analytics, feedback loops and quarterly reviews.

    Your team should not just know what their roles are; they should be crystal clear about how their performance will be evaluated. Remove subjectivity and replace it with measurable outcomes. Anything less is managerial malpractice.

    Step 7: Conflict resolution and team dynamics

    Human beings are wonderfully complex creatures. No matter how meticulous you’ve been in the hiring process, conflicts are as inevitable as taxes. But guess what? They’re not necessarily a bad thing. Conflicts can lead to constructive discussions, challenge stagnant perspectives and birth innovative solutions.

    The key is to not let conflicts fester. Address them head-on. Create a culture where employees feel comfortable voicing their concerns. Remember, as the leader, you set the tone for conflict resolution. Use structured frameworks to mediate disagreements, such as an interest-based relational (IBR) approach or principled negotiation. These are not mere buzzwords; they’re the bread and butter of effective team management.

    Step 8: Continuous learning and skill upgradation

    We live in a digital age where the landscape changes faster than you can say “disruptive innovation.” Continuous learning isn’t a nice-to-have; it’s a must-have. You and your team need to be in a state of perpetual skill enhancement. I’m talking webinars, online courses, certification programs — the whole nine yards.

    Set aside a budget for professional development. Encourage your team to identify skill gaps and find ways to bridge them. Is your digital marketer falling behind on the latest SEO trends? Time for a course. Is your tech lead scratching their head over a new coding language? A coding boot camp might be the answer. Make it known that growth isn’t just a company objective; it’s a personal mandate for each team member.

    Step 9: Scale, evaluate and iterate

    Your team is in place, and the ball is rolling. This is not the time to kick back and relax; it’s the time to scale, evaluate and iterate. Keep an eye on your performance metrics, and never let complacency creep in.

    Evaluate your team’s work, assess your own role as a leader, and make necessary pivots. Perhaps you need to refine your marketing strategy, or maybe your product development needs a more agile framework. Be prepared to make real-time adjustments. The marketplace waits for no one, and certainly not for an entrepreneur too stubborn to adapt.

    There you have it — an expert-level, no-nonsense guide on transitioning from a one-man-show to a high-impact team. In the cutthroat world of entrepreneurship, standing still is moving backward. Remember, building a team doesn’t dilute your vision but amplifies it. You’re not losing control; you’re gaining traction. Now, go build that dream team, and let’s rocket that business to the stratosphere!

    Related: 9 Tips Guaranteed to Build a Winning Team

    [ad_2]

    Chris Kille

    Source link

  • How Leaders Can Foster a Sense of Belonging in the Workplace | Entrepreneur

    How Leaders Can Foster a Sense of Belonging in the Workplace | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    When employees feel a sense of belonging in the workplace, they’re free to be their authentic, true selves, which makes it easier to show up, engage with others, create solutions and perform well. People who don’t feel workplace belonging experience anxiety, (dis)stress and mistrust that ultimately hampers their performance and creativity. That’s why entrepreneurs and leaders should design organizational policies and practices to encourage it.

    Well-known, but nonetheless important, examples include knowing a team member’s name, welcoming them into the company through appropriate onboarding procedures and traditions, and regularly checking in to see how things are going through staff meetings, one-on-one huddles and feedback-based performance evaluations.

    In this article, I draw upon an impressive array of data from our recent studies with corporate, non-profit and legal consulting clients to put forth fresh ideas for boosting workplace belonging. Fresh ideas lead to specific solutions and useful examples from companies witnessing solid results.

    Related: Employees Want to Feel a Sense of Belonging at Work. Here’s How Leaders Can Make That Possible.

    Fresh ideas

    It’s no secret that workplace belonging is an essential component of employee engagement. When employees feel like they belong, it results in positive work-life balance, better relationships, low(er) stress levels, greater productivity, low staff turnover, higher job satisfaction ratings and better performance metrics.

    For example, in one study, high sense of belonging among employees was strongly linked with a 56% increase in job performance, 50% decrease in risk of leaving and 75% reduction in sick days. For a company of 10,000 people, this could mean annual savings of more than $52 million. Figure 1 presents a summary.

    The benefits of workplace belonging are indisputable. But how can entrepreneurs and leaders foster a sense of belonging within their organization? Belonging must be more than a buzzword. It refers to a feeling, a perception or an emotional connection that makes people feel accepted, respected, safe, secure, valued and understood at work, just as they are. One way to do this is by listening to and sharing team members’ stories about who they are, what they value, where they are from and what they love to do, both inside and outside of work. This is a great opportunity for humanizing the workplace — showing that the organization cares about its people and their well-being.

    Another way to promote workplace belonging is to provide meaningful opportunities for connection, collaboration and social interaction amongst your team members. These vary in form and fashion, but our work with dozens of companies shows several fresh approaches to book clubs, employee resource groups (ERGs) and other affinity groups. Business leaders can also encourage employees to interact and share their fresh ideas and perspectives through staff pulse polls, feedback channels or team meetings by providing special breakout rooms or skipping-level meetings.

    Specific solutions

    To build a culture of belonging, managers must strive to make all employees — whether in-person, remote or hybrid — feel like they belong by caring for their colleagues, advocating for each person’s needs, making or holding space for all voices to be heard and investing in their professional success. Additionally, leaders should be mindful of the impact of isolation in the workplace and take measures to prevent it, such as implementing formal staff mentoring programs or planning regular check-ins with individual staff members and teams. This will ensure that all employees have the resources they need to do their jobs well, thrive professionally and feel like they belong in their organization.

    Business owners and leaders should also foster a culture of trust by encouraging honest dialogue, promoting anti-racist and non-judgmental practices, praising vulnerability and being mindful of power dynamics, especially in difficult situations.

    A good place to start is fostering employee advisory groups, championing diversity, equity and inclusion (DEI) promising practices and ensuring that everyone has a safe, brave space to share their doubts, concerns, complaints and fears through electronic channels, climate surveys, feedback loops and one-on-one meetings with mentors, liaisons or managers.

    Remember, the evidence is clear. A strong sense of belonging can bolster an organization’s bottom line, with research showing that it leads to a 56% increase in performance, a 50% decrease in turnover risk and a 75% reduction in sick days. It can also lead to a 167% increase in employer net promoter score, two times more employee raises and 18 times more employee promotions — the latter being person-level gains associated with performance metrics in studies.

    Belonging is an essential building block of a successful workplace and an essential element of entrepreneurial success. While some companies overemphasize profits and gains — though dollars make sense in business (and cents make dollars) — belonging calls much-needed attention to the important role that emotions, feelings and perceptions play in business. How people feel can make or break a business; unlike widgets and contracts, feelings can’t be forced, fabricated, easily fixed or forgotten.

    Our work with leading companies reveals several useful examples — what I refer to as promising practices — from businesses seeing solid results after prioritizing such feelings.

    Related: 3 Simple Ways to Help Your Employees Feel They Belong

    Promising practices

    As a leader, you can take several actions to promote belonging in the workplace. For example, one Chicago-based tech firm invites staff to share their personal stories in team meetings, on social media and through the company’s podcast. This is an opportunity for everyone to get to know one another better, which contributes to a sense of community. It’s also a great way to discover commonalities and connections across departments, divisions and teams.

    In addition, if business leaders encourage employees to express their opinions at work, they will feel like their ideas are valued and respected. A workplace that prioritizes belonging is one where all voices can be heard, celebrated and respected, regardless of the messenger, the message and its contents (within reasonable limits).

    One Virginia-based non-profit takes several steps to create space for 360-feedback loops, including “Feedback Fridays,” where employees are rewarded (financially and otherwise) for identifying bottlenecks that threaten organizational excellence.

    Remember, asking employees to air their perspectives is one step. An important action for leadership, however, is to listen to what their people need — and then act on it. When you do, don’t forget to circle back and share the solution while tracking its impact on fixing the problem.

    It bears repeating: A sense of belonging is important for all employees, especially women and minorities who often feel isolated in male-dominated, predominantly white fields. By encouraging all employees to express their authentic selves, businesses can foster a more trusting and empowering culture that boosts employee performance, fuels innovation and hits the bottom line, all part of the connection equation.

    To encourage a sense of belonging, leaders should consider the solutions and promising practices described in this article. Demonstrate that employees’ unique contributions are valued, and make an effort to understand their backgrounds. Promote a culture of belonging by creating opportunities for workers to collaborate with their peers in a supportive environment. All of this will help to build relationships and trust, which are crucial in fostering a sense of belonging. Indeed, work relationships move at the speed of trust.

    Related: The 3 Pillars Your Company Needs to Cultivate a Culture of Belonging

    [ad_2]

    Terrell Strayhorn, PhD

    Source link

  • 10 Rules for Coaching Your Team to Greatness | Entrepreneur

    10 Rules for Coaching Your Team to Greatness | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    When my team talks about their favorite times at work, they often bring up United Franchise Group’s World Expo, a conference for employees, executives and franchise owners. It’s three grueling days of workshops, speakers and a trade show; the team is up at 6:00 a.m. each day and usually works at events well past midnight. As their leader, I’m right there with them, and I expect myself to work as hard as they do.

    That’s what it takes to be the boss, whether you’re leading other people or managing a team of one (yourself). Whatever you ask of those under you, you have to be willing to do the same. You cannot just stand on the sidelines giving orders. You must get into the arena with the rest of the team.

    If that sounds more like being a coach than a boss, it is. A good boss should be more like a coach; it’s a much better mentality than the old-time dictatorial model, especially with the next generation coming up. It shows everyone that you are in it together. The coach is a guide who’s been where the team is now and by sharing their experience and knowledge, gains their respect and leads them to greatness.

    I think I accomplish this with a coaching style that is demanding but fair. I expect everyone to give 100%, and in return, I give 100%. But it’s not just a grind; I try to add fun to the work while keeping everyone focused on goals and company achievement. We want a fun, rewarding place that recognizes success often.

    Being your own boss is exactly the same, but in smaller businesses, holding yourself accountable can be hard. You still must do it every day — because if you don’t, who will?

    Here are 10 rules for coaching your team to greatness.

    Related: 6 Effective Ways To Coach and Support Your Team

    1. Lead by example in all you do

    I learned this from my father, Roy Titus, the best boss I ever had. He had such a high level of loyalty from employees that he earned over a long period of time managing them. He was a great leader of people, leading by example with a strong work ethic and in treating people with respect.

    2. Be positive in all circumstances

    It always starts with the leader, the boss or the coach showing a positive attitude and then moves to everyone else. Being a positive force for our company, employees and franchisees is what I do every day. Even when challenges arise, the message should always be that we can do it and will do it cheerfully.

    3. Be fair in all dealings so everyone will know you’ll be fair with them

    If you want to get respect, you have to give it first — and it starts with how you treat the people you’re leading. They must feel valued for what they contribute and rewarded for achievement.

    This also means calling people out when they are negative or lagging behind. Make sure your people know they’ll be treated with the same fairness in whatever they do.

    4. Be a great listener, and ask questions before giving any directions

    Make sure you’re getting all the information you need before starting a project or making a major decision. It’s okay to look like you don’t know everything, but blundering into a situation you haven’t examined carefully will surely give people that impression! Don’t forget the most important question: “Is there anything else I need to know?”

    Related: Coaching Over Managing: Motivate Your Team

    5. Communicate what you want and expect

    It would be nice if your team could read your mind and just do what you want without being told, but no team is that good. If you want your wishes to be carried out, people have to know what they are. Be sure people feel free to ask questions if they need more clarity.

    6. Be honest in your life

    It’s one of those values you can’t expect to see in your team if you don’t practice it yourself, and it goes beyond your leadership in the company. If you are not being honest with your family and your community, your ethics at work will not count.

    7. Become a lifelong learner

    Education must never stop, whether it’s keeping up with trends in your industry or learning a new language. You don’t have to earn multiple academic degrees; reading books, attending lectures or just showing curiosity in daily life will exercise your intellect.

    8. Always look for a better way forward

    What works today may not work tomorrow, and “that’s the way we’ve always done it” doesn’t work on any day. Look for ways to improve your products and processes and be open to new ideas — from anyone, anywhere.

    9. Embrace change, especially technology

    The pace of change in technology can be breathtaking, and resisting it is not only futile but can also be harmful. Stay open to new technology and informed about what’s coming. Your attitude here can be a big factor in how your millennial employees see you.

    Related: Master These 6 Coaching Skills to Lead Your Team Where They’ve Never Dared Go

    10. Take one for the team

    Lead with the attitude that nothing is ever too small (or big) for you to do, and make sure your team knows it. From helping to pack up your booth after a trade show to making a major presentation at an industry event, show them they can do it because you’ve done it too.

    Creating a team culture is something you must work on every day, every week and all year long. Make sure your entire team knows you came here to win, inspire them to score and reward them for every point they make.

    [ad_2]

    Ray Titus

    Source link

  • 9 Traits to Watch for When Hiring in 2023 | Entrepreneur

    9 Traits to Watch for When Hiring in 2023 | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    Every business owes its success not just to its leaders but also to the employees who carry out the day-to-day operations. But how do you find the right employees for your business?

    You can develop a more effective hiring strategy by prioritizing certain traits. Focus on building relationships with the best candidates who show the following qualities.

    1. Personable

    Even in an age of email and chatbots, strong interpersonal skills matter for client-facing roles. And all employees, even remote workers, need to get along with their team members.

    Look for applicants who demonstrate strong people skills: smiling, shaking your hand firmly, maintaining eye contact and mirroring body language are just a few. This trait isn’t about hiring an extrovert over an introvert; instead, it’s about finding a candidate capable of interacting in a likable, relatable manner.

    Related: 10 Strategies for Hiring and Retaining New Employees

    2. Goal-Oriented

    Asking job applicants about their five-year plans may sound cliché, but it’s an easy way to gauge their level of personal ambition. An applicant with a clear plan for the future will tend to be goal-oriented, which extends to how they carry out their day-to-day duties.

    You might also understand a candidate’s aspirations by looking at the awards and achievements listed on their résumé. Previous accomplishments point to an ambitious, goal-driven attitude that will likely carry into the future.

    You can also nurture this trait by providing opportunities for professional development and advancement, which maximizes the talents of your new hire.

    3. Problem-solving

    Business is all about overcoming challenges. The most valuable employees can think through these challenges and develop workable, efficient solutions.

    You know that problem-solving abilities are essential for those in technical fields — but you should also cultivate these skills in everyone who works for your company.

    How do you find out whether a candidate is a problem-solver? Asking questions about when the candidate had to think outside the box to solve a workplace problem is a good start. Sometimes, the candidate’s references can point out clear examples of when the candidate addressed challenging problems head-on.

    Related: What to Consider When Hiring Employees

    4. Technically proficient

    If you’re hiring for a specialized role, you’ll want to ensure that you hire candidates who have the experience and expertise you need.

    For instance, bookkeepers and accounts receivable specialists should be familiar with basic accounting software. You might also prefer candidates who know the same software platforms that your company depends on.

    For hybrid or remote positions, your candidate must have experience using video conferencing or project management applications to better coordinate with you and other team members.

    5. Confident

    Fortune favors the bold — especially in the world of business. You want to assemble a team of decisive thinkers. Employees who delay decisions because they second-guess themselves or overanalyze the situation, will do more to prevent innovation than promote it.

    Instead, seek out job applicants who can clearly articulate their strengths and back them up with real-world examples from their previous positions. While interview jitters are understandable, an applicant who avoids eye contact or struggles to articulate might lack the confidence you’re looking for in your organization.

    Related: Workplace Issues Often Trickle Down From the Top. Have You Tried These 3 Ways to Fix Your Biggest Challenges?

    6. Teachable

    Technical proficiency is important, but every industry is evolving rapidly. Few traits are as valuable as the willingness to learn. While the ideal candidate should be confident about their existing skill set, an ability to adapt to new technologies or business models is often far more valuable.

    Ask candidates about new skills they’ve picked up or acquired from previous employers. Better yet, ask your applicants what skills they want to develop while working for your company. Their answers will reveal a lot about their ability to learn new skills as well as their eagerness to apply these skills in a new setting.

    7. Trustworthy

    Personal integrity is about more than just following the rules. An employee who demonstrates consistent honesty and integrity will contribute to a transparent company culture. You also need employees you can depend on during every business cycle phase.

    The best way to assess the trustworthiness of a job applicant is by contacting their references — particularly previous employers. Ideally, you want to learn that your applicant has a strong attendance record and that their previous employers could rely on their participation and support.

    Related: The Best Employees Have These ’31 Flavors’

    8. Collaborative

    Business is a team sport, so you need to hire candidates who play well with others. Even if the position requires much solo work, you’ll still want to know that your employees can function well as a team when called upon.

    This trait often surfaces during the interview process. When you ask an applicant to list past accomplishments, listen for clues indicating that they collaborated with other team members.

    If you can’t tell from this list alone, ask probing questions about how the candidate has worked with coworkers. You can even ask about how they’ve handled past conflicts to learn how well they’ve navigated office relationships.

    Related: Quiet Quitting Preceded Another Insidious Workplace Issue That’s Unfolding Right Now, Survey Reveals

    9. Loyal

    Employee turnover is a major threat to any company. The time and money you spend replacing an employee can be put to better use in growing your core business. The best employees commit to your company for multiple years, allowing you to build a lasting relationship and maximize their skills.

    Be wary of workers whose resumes indicate a lot of job-hopping. That’s especially true if their past work experience has been in fields similar to yours. Don’t dismiss these candidates entirely — sometimes, finding a company culture that fits takes a while. But make sure to investigate the reasons for so much past instability.

    Identifying candidates with the most sought-after traits will improve your chances of assembling an effective team. It will also make screening your job applicants easier, streamlining the hiring process.

    For critical positions, executive search firms can assist you with screening and hiring top-quality candidates. But to ensure that you staff your business with the right people at every level, look for these key traits of successful employees.

    [ad_2]

    Shawn Cole

    Source link

  • How Trusting Your Employees Leads to Long-Term Business Success | Entrepreneur

    How Trusting Your Employees Leads to Long-Term Business Success | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    There are certainly a lot of talented people out there! Trusting them to help guide your company in the right direction is only the first step. It is also vital to trust yourself that you made the right decision in hiring said talented person.

    In the fast-paced and ever-evolving landscape of business, entrepreneurs are the driving force behind innovation, economic growth and job creation. Their vision, determination and risk-taking abilities are often the catalysts that lead to the creation of successful enterprises. However, as businesses expand and challenges mount, entrepreneurs must navigate the delicate balance between maintaining control and delegating responsibility.

    One crucial aspect that can significantly impact the trajectory of a company is the level of trust entrepreneurs place in their employees to run the business. By entrusting high-ranking employees and subsequent staff with substantial responsibilities, entrepreneurs can unlock a myriad of benefits that propel their companies toward sustainable success.

    Related: The Biggest Obstacle Facing Leaders Is Distrust. Here’s How to Build Confidence in Your Team.

    Fostering a culture of innovation

    Trusting employees to run a company cultivates an environment where innovation flourishes. When employees are empowered to make decisions and take ownership of their work, they are more likely to explore new ideas and strategies. This empowerment sends a clear message that their insights and contributions are valued, thereby igniting their enthusiasm to contribute creatively.

    Google’s famous “20% time,” where employees are encouraged to spend a fifth of their work hours on personal projects, is a prime example of how trust can lead to groundbreaking innovations. This policy has resulted in products like Gmail and Google Maps, demonstrating that when employees are given autonomy, they can become catalysts for revolutionary ideas.

    Enhancing employee engagement and satisfaction

    Fostering a trusting environment sends a strong signal of respect and confidence in their abilities. This affirmation fosters a sense of belonging and dedication among employees, leading to higher levels of engagement and job satisfaction. When employees feel trusted, they are more likely to take pride in their work and invest extra effort into their tasks. This, in turn, contributes to higher productivity and improved performance across the organization.

    The iconic case of Richard Branson’s Virgin Group exemplifies this principle. Branson’s hands-off management style and trust in his employees have created a workforce that is not only fiercely loyal but also highly motivated to contribute their best to the company’s success.

    Empowering leadership development

    It is a powerful mechanism for nurturing leadership skills within the organization when entrepreneurs trust their employees to see the job through. When employees are given the autonomy to make decisions and solve problems, they have the opportunity to develop crucial leadership qualities such as decision-making, strategic thinking and adaptability. These skills are honed through practical experience rather than theoretical training, resulting in a cadre of capable leaders who can guide the company through times of change and uncertainty.

    Jack Welch, the former CEO of General Electric, famously championed the idea of pushing decision-making down to the lowest levels of the organization, which not only improved the efficiency of operations but also created a pipeline of capable leaders.

    Driving organizational agility

    In today’s dynamic business landscape, adaptability is paramount for survival and success. Entrepreneurs who entrust their employees to run the company are better positioned to respond swiftly to changing market conditions and emerging opportunities. When employees have the authority to make decisions without unnecessary bureaucratic hurdles, the company becomes more agile and capable of seizing competitive advantages.

    This was evident in the case of Zappos, the online shoe and clothing retailer, where CEO Tony Hsieh built a culture of trust and autonomy. This culture enabled Zappos to quickly pivot its business model when needed, contributing to its resilience and eventual success.

    Nurturing continuous learning

    Entrepreneurs who trust their employees to run the company recognize that learning is a lifelong journey. When employees are given responsibilities that challenge them and require them to make decisions, they engage in continuous learning and growth. Each decision, whether successful or not, provides valuable insights that contribute to personal and professional development. This culture of learning not only benefits employees but also enriches the organization as a whole.

    Companies like 3M, known for their innovation and research-driven culture, have thrived by trusting employees to explore new concepts and experiment with ideas, fostering a culture of continuous learning and improvement.

    Related: 5 Ways to Integrate Employee Autonomy Into Your Culture

    Mitigating entrepreneurial burnout

    The life of an entrepreneur is often characterized by long hours, intense pressure and the weight of countless decisions. Entrusting employees to share the burden of running the company can alleviate the risk of entrepreneurial burnout. When entrepreneurs trust their team members to handle various aspects of the business, they can focus their energy on high-level strategic thinking, innovation and building key relationships. This not only improves the entrepreneur’s well-being but also allows them to play to their strengths, driving the company’s growth more effectively.

    Additionally, delegating tasks successfully is a crucial skill for entrepreneurs to master as their businesses grow and evolve. Effective delegation not only allows entrepreneurs to focus on strategic priorities but also empowers their team members and fosters a culture of collaboration. Below is a collection of ways entrepreneurs can successfully achieve delegation:

    1. Clearly define responsibilities: Start by clearly defining the tasks or projects you want to delegate. Outline the goals, expectations and desired outcomes to ensure everyone is on the same page.

    2. Choose the right person: Match the task with the skills, strengths and interests of the team member. Consider their expertise and passion to ensure a higher chance of success.

    3. Provide context: Communicate the context behind the task. Explain how it fits into the bigger picture, the reasons for its importance and how it aligns with the company’s goals.

    4. Set SMART goals: Establish Specific, Measurable, Achievable, Relevant and Time-bound (S.M.A.R.T.) goals for the delegated task. This provides a clear framework for both you and the team member.

    5. Empower with authority: Delegate the necessary authority and decision-making power to the team member. This empowers them to make choices and take ownership of the task.

    6. Offer support and resources: Ensure that the team member has the resources, tools and support they need to accomplish the task. This might include information, training or access to experts.

    7. Provide clear instructions: Clearly communicate the steps, processes and guidelines required to complete the task. Avoid assumptions, and be available to answer any questions.

    8. Encourage autonomy: Allow the team member to execute the task in their own way, while still adhering to the agreed-upon goals and guidelines. This encourages creativity and innovation.

    9. Establish check-in points: Set up regular check-in points to monitor progress, address any concerns and provide feedback. This helps prevent misunderstandings and allows for course corrections if needed.

    10. Recognize and appreciate: Acknowledge and appreciate the efforts of the team member. Whether the outcome is a success or a learning experience, provide constructive feedback and recognition for their commitment.

    11. Learn from mistakes: If things don’t go as planned, view it as a learning opportunity for both you and the team member. Analyze what went wrong, identify lessons, and apply them in the future.

    12. Develop growth opportunities: Delegation can be a platform for team members’ growth. Assign tasks that challenge them and help them acquire new skills, advancing their professional development.

    13. Communicate openly: Maintain open lines of communication throughout the delegation process. Encourage the team member to share updates, concerns or questions without hesitation.

    14. Balance workload: Avoid overloading a single team member with too many tasks. Distribute responsibilities evenly among the team to prevent burnout and ensure effectiveness.

    15. Recognize different approaches: Understand that team members might have different approaches to completing tasks. Embrace diversity in problem-solving, and encourage multiple perspectives.

    16. Lead by example: Demonstrate your own willingness to delegate by entrusting important tasks to others. When your team sees you practicing what you preach, they’ll be more likely to follow suit.

    17. Focus on outcomes: Shift the focus from micromanaging the process to monitoring the outcomes. As long as the desired results are achieved, allow flexibility in how the task is completed.

    18. Address roadblocks: If the team member encounters obstacles, be prepared to step in and provide guidance or assistance. Address roadblocks promptly to keep the task on track.

    19. Reflect and adjust: After the task is completed, reflect on the delegation process. Identify what worked well and areas that could be improved for future tasks.

    20. Celebrate success: Celebrate the successful completion of delegated tasks. Publicly acknowledge the team member’s efforts and the positive impact on the company.

    Related: Learning to Let Go of Control and Delegate Can Be Hard. Here Are 3 Components to Make It Easier.

    Successful delegation is a vital skill that entrepreneurs must master as their businesses grow. By clearly defining responsibilities, choosing the right team members, providing context and support, and fostering autonomy, entrepreneurs can empower their teams, streamline operations and free up valuable time for strategic pursuits. Effective delegation not only benefits the entrepreneur but also contributes to a more motivated and engaged team, ultimately leading to business success.

    The benefits of trusting employees to run your companies are far-reaching and profound. From fostering innovation and enhancing engagement to nurturing leadership development and driving organizational agility, it can transform a business from a one-person show into a thriving and sustainable enterprise.

    Entrepreneurs who recognize the power of trust as a catalyst for growth position their companies on a trajectory of success, leveraging the collective abilities and potential of their entire team. As the business landscape continues to evolve, the role of trust in enabling entrepreneurial success remains steadfast, guiding visionary leaders toward a brighter future.

    [ad_2]

    Michael Stagno

    Source link

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

    3 Strategies to Boost Employee Engagement at Your Company | Entrepreneur

    [ad_1]

    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

    [ad_2]

    Eric Watkins

    Source link

  • A Step-by-Step Guide to Achieving Organizational Alignment | Entrepreneur

    A Step-by-Step Guide to Achieving Organizational Alignment | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    As a CEO, you put valuable time and effort into mastering your business strategy. It shapes your business structure and operations by providing life to your vision, purpose and values, driving the way you work.

    But no matter how solid your strategy, it’s only impactful if every team member is onboard, in sync and focused on the most important things.

    In my experience, achieving organizational alignment starts with me as the leader. The only way to do it successfully is from the top down.

    Related: ‘The Alignment Factor’: The Keys to Internal Alignment

    Why is organizational alignment important?

    Organizational alignment means that all employees have clarity about their roles and responsibilities, specifically in regard to how they contribute to the company’s success. It involves creating a sense of purpose and clarity around the individual tasks that they do each day.

    A business cannot scale without top-down alignment. The key is to create a unified front of team members working harmoniously toward the same goals.

    Achieving organizational alignment requires deliberate action and a systematic approach. Here are the key steps that CEOs can follow to build organizational alignment within their companies:

    Step 1: Build the right team

    Hiring the right people for the right roles may seem obvious, and yet so many companies get it wrong. Companies often hire people based on experience and skillset alone, but they forget about another incredibly important factor: culture fit.

    Should culture fit be the top priority when it comes to hiring? Probably not. But nonetheless, it can’t be disregarded because it has a high impact on organizational performance. Having people on your team who believe in and agree with your company values is critical to moving the organization forward. If an employee’s values are not in line with those of the company, they won’t be motivated to contribute to achieving the mission, and therefore, they are more likely to underperform.

    Step 2: Rally the team around a shared purpose

    Your purpose must resonate with all other foundational aspects of your business — vision, mission, etc. All team members should know, understand and commit to upholding the company’s purpose. It’s important to consistently remind team members of the “why” behind their daily work to maintain motivation. Attributing each goal to achieving a larger mission helps keep the larger mission in sight, even when narrowing it down to individual tasks.

    Step 3: Set and track collaborative goals

    With the broader strategy in place, break down the overarching goals by teams. Here you can enlist the help of your management team to break down the goals further into individual roles.

    In order to set and track goals properly, you must be on board with establishing a culture of transparency and accountability. Being transparent about individual responsibilities ensures that no two team members are stepping on each other’s toes, and everyone knows who is working on what.

    Furthermore, all employees should know how their teammates are progressing on targets. Making this data visible encourages team members to hold themselves and each other accountable. When employees encounter roadblocks, they should know who to approach for guidance and support.

    Consider using OKR software tools for optimal goal management.

    Step 4: Implement good communication habits

    We know that communication is often the root cause of workplace failures. It’s essential to not only strengthen the communication skills of your team members but also to establish systems and processes that will streamline effective communication.

    Teams should have daily stand-up meetings, also called huddles. Daily huddles are quick meetings structured to include updates on goals to keep everyone in the loop on the team’s performance. Managers should also have consistent one-on-one meetings with their direct reports to review targets on a more in-depth level and facilitate effective communication between managers and employees.

    In addition to tools like Slack and Zoom, you may also consider adopting an integrative workspace system with communication capabilities to streamline conversations.

    Related: Why Aligning Your Company Values is Crucial for Long-Term Success

    Step 5: Encourage teamwork

    By having employees work together to achieve goals, you yield better collaboration and faster results. Employees bring diverse perspectives, skills and experiences to the table, which can lead to innovative solutions and improved efficiency.

    In addition to being proven to boost morale, promoting teamwork in the workplace reinforces the concept of working together to achieve common goals, promoting alignment among team members.

    6. Focus on employee engagement

    Employee engagement is a key indicator of business performance and alignment. It’s important to consistently show appreciation to your employees and remind them that their contributions are meaningful.

    Consider using culture-building tools, like surveys and the Employer Net Promoter Score (eNPS), to gauge how well your culture is performing. These tools measure workplace engagement and satisfaction and can also provide insights into how employees perceive their work’s impact on the company’s mission, vision and values. By addressing any misalignments, CEOs can strengthen organizational alignment and improve performance.

    The common theme among all these steps is that they all involve the team. I would argue that in any successful organization, your people are your best asset. Refining, empowering and driving forward employees falls on the shoulders of the CEO. This is why it’s critical to get every step right and ensure you are actively working toward strengthening your team at its core.

    An empowered and aligned workforce is a productive one, and as the leader of the team, it starts with you.

    Related: How To Align Your Company Goals To Breed Success

    [ad_2]

    Doug Walner

    Source link

  • How to Encourage Individuality Within a Cohesive Team | Entrepreneur

    How to Encourage Individuality Within a Cohesive Team | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    You’ve heard it a thousand times: “There’s no ‘I’ in ‘team.’” Right? Wrong! Let’s get ready to ruffle some corporate feathers because in this post, we’re turning that tired adage on its head. Buckle up, team players. It’s time to think outside the box, or rather, outside the team.

    We’re exploring the concept of “No ‘I’ in Team, But There’s a ‘ME’” and how to encourage individuality within a cohesive unit. Now, before you grab your pitchforks, let me explain …

    Related: Embrace Your Employees’ Differences to Become a Stronger Business Leader

    The symphony of individuality in a sea of conformity

    First and foremost, I’m not advising you to transform your team into a group of mavericks. Harmony is crucial. But within that harmony, there’s a symphony waiting to be composed, where each instrument has a distinctive sound. In a business scenario, each team member brings something unique — their “ME.”

    Now, let’s discuss what this “ME” looks like in a team setting, and no, it’s not about inflating egos or breeding lone wolves. It’s about leveraging your team members’ rich, diverse skills and experiences, making your team an unbeatable force and harnessing the power of individuality within a cohesive unit.

    1. Fostering the individual “ME” — the key to a dynamic team

    Imagine a team where every member brings the same skill set, mindset and same way of thinking. Sounds monotonous, doesn’t it? Such a team would lack the dynamic, innovative and creative energy that drives success.

    Encouraging individuality within a team fuels creativity, innovation and diversity of thought. By valuing and fostering the “ME” in your team, you create a dynamic, adaptable unit ready to conquer any challenge.

    2. Amplifying the power of “ME:” From theory to practice

    Alright, enough pontificating. Let’s roll up our sleeves and delve into the nitty-gritty. How do you encourage this “ME” within a team?

    Create an environment of trust: For starters, you must create a safe space where team members feel very comfortable expressing their ideas and opinions. This means eliminating any fear of retaliation or ridicule for divergent thinking. Remember, trust is the bedrock of any successful team.

    Encourage diversity of thought: Nobody yearns to be just another component lost in the labyrinth of an enterprise. Inspire your team members to break the mold, question the norms and celebrate their distinct viewpoints. This can catalyze creativity, ignite innovation and unveil pathways to solutions that may have remained undiscovered within the confines of conventional thinking.

    Invest in personal development: Understand your team members’ aspirations and strengths. Invest time and resources into their personal growth. When individuals feel they’re growing and valued for their unique contributions, they’re more likely to stay motivated and engaged.

    Recognize and reward individual contributions: Recognition goes a long way in fostering individuality. Make sure to celebrate individual successes, not just team achievements. This will reinforce the idea that each “ME” matters and contributes to the team’s overall success.

    Embrace conflict – the hidden power of “ME”

    Absolutely! Brace yourselves for a groundbreaking revelation: conflict, often perceived as the notorious beast in teamwork, can be a valuable catalyst if navigated adeptly. When we stimulate team members to put their unique thoughts on the table, a divergence of opinions inevitably ensues — and with it, yes, the feared conflict.

    But, dear readers, let’s cast off those old spectacles and see conflict in a new light. It is not a team’s nemesis but rather a compelling indicator that your team is brimming with invested, passionate professionals and not just an army of passive “yes” folks.

    However, this doesn’t mean promoting destructive arguments. The key lies in promoting constructive conflict — the kind that sparks new ideas, refines existing ones and ultimately leads to stronger decisions. So, encourage your team members to challenge one another respectfully and productively.

    Related: 6 Steps to Building a Great Team

    Facilitate effective communication — the lifeline of “ME”

    The importance of clear, open communication within a team is a point that simply can’t be hammered home enough. To cultivate individuality, you must establish a sturdy communication framework that encourages team members to voice their concepts, feelings and worries without hesitation.

    This involves laying out unambiguous expectations, offering helpful criticism and fostering an environment that welcomes open-ended conversations. Ensure that each team member feels heard and that their ideas are given due consideration. This will help build a strong sense of belonging and foster a culture of innovation and creativity.

    Cultivating emotional intelligence — the bridge between “ME” and “WE”

    Understanding and managing emotions are as important as technical skills in a team. This is where emotional intelligence comes into play. It key transforms a group of “MEs” into a cohesive “WE.”

    Teach your team members to recognize, understand and manage their own and others’ emotions. This not only helps in promoting individuality but also enhances empathy and understanding within the team. When team members understand each other’s motivations and emotions, it paves the way for better collaboration, reduces friction and fosters a more harmonious working environment.

    The power of delegation — trusting in “ME”

    Delegation is not just about offloading tasks. It’s an opportunity to empower your team members to show them you trust their capabilities. Delegating tasks based on individual strengths promotes a sense of ownership and motivates team members to give their best.

    You’re sending a message by delegating tasks effectively: “I trust you. I believe in your skills and abilities.” This fosters individuality as team members feel valued and motivated to perform their best.

    Related: How to Create a Culture of Diverse Thinking

    The “ME” in the “WE”

    When you boil it down, the challenge lies in harmonizing the “ME” and “WE.” This isn’t a quest to fuel narcissism or undermine the power of collaboration — rather, it’s an acceptance that a team’s collective strength is forged from each member’s unique contribution. We construct a more robust, vibrant “WE” by allowing the distinct “ME” to emerge.

    So, the next time you find yourself parroting the age-old saying, “There’s no ‘I’ in team,” hit the brakes and contemplate. Remember, a team isn’t merely a congregation of individuals chasing a shared objective. It’s akin to a colorful mosaic composed of individual tiles, each possessing its distinct shape and hue. Nurture the brilliance of each tile, and you’ll compose an extraordinary spectacle that far surpasses the simple addition of its components.

    As we wind up this conversation, I want to emphasize that fostering individuality within a team isn’t just about empowering individuals. It’s about creating a cohesive, dynamic unit that leverages the strengths of each member to achieve collective success.

    Remember, there might not be an “I” in ‘team, but there certainly is a “ME.” And when every “ME” brings their unique strengths to the table, we create an unbeatable “WE.”

    Now, go out there and create your symphony! Let the unique notes of each “ME” compose a magnificent symphony of success for your “WE.”

    [ad_2]

    Chris Kille

    Source link