ReportWire

Tag: Employees

  • How to Motivate Your Unmotivated Employees | Entrepreneur

    How to Motivate Your Unmotivated Employees | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    As a first-time leader, you’re expected to do more than manage operations. You’re also faced with the responsibility of motivating your direct reports. That’s a big ask, given that Gallup’s annual worker engagement survey shows that barely three out of 10 employees feel engaged on the job. Yet, it’s not a duty you can shirk. The sooner you help your team feel more connected to your department and company mission — and each other — the sooner you can start revving up productivity and showing your leadership moxy.

    This begs the question: How do you motivate the unmotivated? You can start by understanding why disengagement occurs. When employees feel burned out, unappreciated and devalued, they naturally pull back emotionally and performance-wise. Eventually, they either quietly quit or seek out other work. Either way, that ends up having a negative impact on your business, and it also puts a negative spotlight on your ability to manage.

    Your job, therefore, is to build camaraderie and cohesion as rapidly as you can. Doing so will inevitably improve productivity, which can further encourage everyone to row in the same direction. It will also put a “winners” spotlight on your team as a profit-boosting center. If your leadership efforts can cause those effects at your company, you’ll be doing well for both your career and your team’s reputation.

    To set the right tone and fuel success among your employees, consider these steps.

    Related: 12 Ways You Can Immediately Start To Motivate Your Employees

    1. Iron out your training

    A 2022 jobseeker survey from The Muse showed 72% of respondents regretted accepting a position because it wasn’t as advertised. This starts with training. Unfortunately, many organizations underestimate the training needed by newer employees. Often, the process goes like this: The business hires someone, has that person shadow somebody else and calls it a day. This is not training.

    You have to invest in your employees from the get-go and not expect them to fully ramp up right away. Consider salespeople. Hoping they’ll meet their quota too fast — and without training — is a surefire way to demotivate them. You can’t expect 100% productivity from anyone if you’re giving them minimal training.

    Having a consistent training system shows that you’re putting measures in place to help team members reach success. For maximum efficiency and consistency, the training you give your people needs to be a clockwork process with key results tied to the training. Consistency is key when it comes to unlocking higher morale because it establishes a sense of stability, predictability and fairness within a team or organization. When team members experience consistency in their training and development, their efficiency, productivity and confidence increase exponentially.

    2. Create A-player scorecards

    It’s the everyday activities that separate the best from the rest. Every position can be boiled down to daily standards that need to be met. A-players go through the same processes to do well. But anyone can be a winner if they have a scorecard to follow.

    Think about your team’s different positions. For each, write down three to five objective, trackable metrics that successful team members should complete on a daily basis. For instance, one of our company’s sales metrics is the number of daily appointments made. You can then weigh each activity to develop a final score. For instance, if you had four activities, you might want to weigh each at 25%. An employee who meets two in a day would score 50%, whereas one who meets three would net a 75%.

    These metrics for each position will become your A-player scorecards. They’re clearly defined and simple to evaluate. Someone either reaches the scorecard goals or does not. There’s no middle ground. Everything’s transparent between you and each of your direct reports. Employees know what you expect of them, which takes away any guesswork. It’s easy to see where someone is lagging or leading, which gives you the opportunity to intervene with personalized coaching, upskilling and reskilling.

    Related: How to Find and Assign a Production Statistic to Every Single Employee — Even the CEO

    3. Put the spotlight on success stories

    Success isn’t just about reaching scorecard targets. It’s about celebrating wins in big and small ways. Showing recognition improves morale and reinforces positive behavior and hard work. It shows you’re paying attention, too. Pew found 57% of people who quit jobs reported feeling disrespected. What could be more respectful than putting the spotlight on good people?

    Your celebrations don’t have to be huge and expensive. Experiment with what works to encourage your team to strive for something a little more. Certainly, you can hand out your version of an Oscar now and then. However, just identifying and thanking top performers who keep exceeding their daily scorecard metrics can be good practice.

    You can use scorecard results to figure out who wins sales contests. Or you may want to up the bar and add other metrics to sweeten a contest. Never be afraid to celebrate wins just because the same people keep getting kudos. A mid-performing employee may need to see a high-performing colleague receive continual nods to finally up their game.

    By taking the time to consider how to lead, you’ll end up becoming a much stronger leader regardless of your experience. Start by focusing on training, scorecards and celebrations — you and your team will benefit from your investment.

    Related: Do Your Employees Feel Recognized? 10 Powerful Ways To Set Up Employee Recognition Programs

    [ad_2]

    Eric Watkins

    Source link

  • How Leaders Can Combat Feelings of Loneliness | Entrepreneur

    How Leaders Can Combat Feelings of Loneliness | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    Serving as a business leader, especially a C-level executive, is inherently associated with power, prestige and success. However, behind the glitz and glamour lies a lesser-known reality: the profound sense of loneliness that may occur that many business leaders tend to experience.

    Let’s delve into the reasons why being a business leader can feel lonely, exploring the unique challenges and pressures they face in their professional lives — and hopefully convince you, the employee, to stop by and spend time with your leader on occasion but also help said leader better reach both employees and colleagues alike.

    Related: Conquering Loneliness at the Top

    Reasons business leaders can feel alone at the top

    1. Burden of responsibility: Leaders shoulder a tremendous burden of responsibility. They are entrusted with making critical decisions that impact their employees, stakeholders and the company’s overall success. The weight of these decisions can be isolating, as leaders often find themselves caught between conflicting interests and opinions. The fear of making mistakes or disappointing others can create a sense of seclusion, leaving leaders reluctant to share their concerns or even reach out to seek advice.

    2. Lack of peer support: While business leaders may have a network of colleagues and associates, the nature of their position can make it challenging to find true peer support. The hierarchical structure within organizations can create a professional divide, making it difficult for leaders to open up about their struggles and vulnerabilities. They may fear being perceived as weak or incompetent, which further exacerbates their feelings of isolation. Additionally, the competitive nature of the business world can hinder genuine connections, as leaders are often reluctant to disclose sensitive information or share their concerns with potential rivals.

    3. Decision-making dilemmas: One of the most significant causes of loneliness for business leaders is the immense pressure associated with decision-making. Leaders are constantly faced with complex choices that require considering multiple variables and potential consequences. This decision-making process can be lonely as leaders grapple with the weight of responsibility and the fear of making the wrong choice. Moreover, in high-stakes situations, leaders may need to make tough decisions that have personal and financial implications for themselves and others. This can lead to feelings of isolation, as they bear the burden of these decisions alone.

    4. Sacrifice of personal relationships: The demands of business leadership often require significant time and energy, leaving little room for personal relationships. Long working hours, frequent travel and the constant need to be available can strain personal connections and leave leaders feeling detached from their friends, employees, colleagues and loved ones. While leaders may have professional interactions, their personal relationships may suffer, leading to a sense of loneliness and isolation. The sacrifices made in pursuit of professional success can leave leaders longing for deeper connections and a sense of belonging.

    Being a business leader may appear glamorous, but it comes at a price. The loneliness experienced by business leaders is a byproduct of the immense responsibility they bear, the lack of peer support, the weight of decision-making and the sacrifices made in personal relationships.

    Acknowledging and addressing this loneliness is crucial for the well-being and effectiveness of business leaders. Building a strong support network, seeking mentorship and fostering open communication within organizations can help alleviate the burden of loneliness.

    Organizations should also promote a culture that values vulnerability and emotional well-being, encouraging leaders to share their struggles without fear of judgment. By recognizing and addressing the loneliness of business leadership, we can cultivate a more compassionate and supportive environment for those who bear the weight of leading our businesses into the future.

    Realizing life at the top is lonely is the first step for business leaders, but taking steps to connect with their employees can help lessen the burden.

    Related: What a Workplace Loneliness Expert Wants You to Know About the Emotion

    How to better connect with employees and colleagues

    Connecting with employees and colleagues is essential for C-level executives to foster a positive work environment and combat feelings of loneliness. Here are a few ways they can improve these connections.

    Regular communication channels: C-level executives should establish open and transparent lines of communication with their employees and colleagues. This can be done through regular team meetings, one-on-one discussions or town hall sessions. Actively listening to employees’ concerns, ideas and feedback demonstrates a commitment to collaboration and helps bridge the gap between leadership and the rest of the organization.

    Employee engagement initiatives: Executives can promote employee engagement by organizing team-building activities, workshops or social events. These initiatives provide opportunities for executives to interact with employees in a more relaxed setting, fostering personal connections and building trust.

    Mentoring programs: Implementing mentorship programs allows executives to connect with employees on a deeper level. By mentoring junior employees, executives can share their knowledge, experiences and guidance while also gaining valuable insights and perspectives from their mentees. This creates a supportive environment and encourages meaningful relationships within the organization.

    Cross-departmental collaboration: C-level executives should actively promote collaboration and teamwork across different departments. Encouraging employees from various teams to work together on projects or initiatives can foster cross-functional relationships and facilitate a better understanding of each other’s roles and challenges.

    Visibility and accessibility: Executives should make an effort to be visible and accessible to employees and colleagues. This can include attending team meetings, participating in company events or maintaining an open-door policy. When employees see their leaders actively engaged and approachable, it promotes a sense of inclusion and reduces the perceived hierarchy.

    Recognition and appreciation: Recognizing and appreciating the efforts and achievements of employees is crucial for building strong connections. Executives should publicly acknowledge and reward employees for their contributions, whether through performance-based incentives, verbal praise or employee recognition programs. This not only boosts morale but also creates a sense of belonging and appreciation.

    Employee feedback and involvement: C-level executives should actively seek input and involvement from employees in decision-making processes. By soliciting feedback and involving employees in shaping the organization’s direction, executives demonstrate that their opinions are valued. This not only strengthens connections but also empowers employees, fostering a sense of ownership and engagement.

    Related: Why Building Relationships with Your Employees Is Better Than Just Managing Them

    Business leaders and executives can enhance their connections with employees and colleagues by prioritizing communication, engagement, collaboration, accessibility, recognition and involving employees in decision-making.

    In creating a supportive and inclusive work environment, executives can combat feelings of loneliness and build stronger relationships within the organization.

    [ad_2]

    Michael Stagno

    Source link

  • How to Gain a Competitive Advantage With an Outcomes-Driven Approach | Entrepreneur

    How to Gain a Competitive Advantage With an Outcomes-Driven Approach | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    For generations, most leaders have followed a fairly consistent formula to keep pace with their competitors. That is, they measure achievement based on worker time and activity. In other words, when employees put in more hours, they are expected to get more of their to-do lists accomplished for the betterment of the company. Though this model used to work, it’s starting to unravel. As a result, more progressive organizations are gaining competitive advantages through the power of purpose-led and outcomes-driven approaches.

    Why the change? Workers are craving something different from their jobs. No longer are they satisfied with just having a transactional employer-employee relationship. They want to feel a sense of belonging and connection to their workplaces. For many workers, having a hand in the bigger picture matters because they know how and what they’ve contributed.

    This desire for deeper engagement was amplified when remote and hybrid work became the status quo during the global healthcare crisis of 2020. Talented people realized that they no longer were willing to be tethered to a geographic office or evaluated by numbers on a timesheet. They wanted to be valued and treated like equals with all their colleagues — including their bosses — and not treated like children who required constant monitoring and supervision. In essence, they wanted to apply their innovation and creativity toward a higher purpose.

    Unfortunately, only some organizations seem to have gotten this message (or been willing to acknowledge it). Gartner’s research shows that less than half of the employees they surveyed felt like their employers saw them as whole people. That’s not a surprise to those of us in the people management business. We’ve seen an uptick in companies using so-called “productivity tools” to keep tabs on their workers‘ every screen movement and keystroke.

    Unfortunately, these half-baked solutions are disheartening and oppressive. They are also fast ways to lose the competitive opportunities that come when you make a switch to an outcome-focused way of evaluating success rather than an antiquated “time plus energy equals profits” approach.

    Related: How to Balance Ethical Growth and Competitive Advantages

    How to actually increase innovation amidst competition

    Just how can you help everyone row toward the same outcomes and let go of the way you’ve been managing your people? Try implementing the following techniques:

    1. Revisit everyone’s roles

    Pull out all your job descriptions, and go through them carefully. How you describe people’s roles makes a huge difference. Do you notice that all your job descriptions outline a list of tasks rather than the purpose of the job? This is a sure sign that you’re not enabling employees to reach for outcomes. On the contrary, you’re defining them by how many and what things they do each day or week.

    Now is a good time to refresh the language in all those job descriptions. Your objective should be to outline the purpose that the position holds for the company and the outcomes to be achieved — not detail every task the employee will do. What you’ll find after going through this exercise is a deeper understanding of the value that each position plays within your organization. When you focus on outcomes, you’re creating energy and excitement, which leads to greater innovation and results.

    A side benefit of revamping your job descriptions and roles is that you’ll begin to attract and hire more purpose-driven candidates. A full 70% of workers told McKinsey & Company that their purpose came from their careers. People looking for meaningful work naturally will find a purpose-led job description appealing. Just be sure that you give your interview process an overhaul to ensure that you’re evaluating applicants the new way rather than an old one.

    2. Stop being power-stingy

    Are you honestly focused on evolving with an outcome mindset at your company? Then give team members the power to do their jobs. Period. The distribution of power allows everyone to move faster. Whenever possible, push decision-making to the closest possible level and avoid all the trappings of bureaucracy.

    This may feel very counterintuitive, particularly if you’ve kept most decisions at the executive and director levels. However, you’ll soon find that when you trust people, they typically want to live up to your expectations. Additionally, your actions may spur greater loyalty and tenure. A PwC study indicated that nearly half of workers were willing to forgo a 20% salary bump in exchange for increased autonomy.

    To make this work, you’ll need to be the first to role-model empowerment behavior. Look for areas where you can hand over decision-making power not just to direct reports but to their direct reports. In time, you should see a marked change.

    Related: How to Turn Micromanagement Into Empowerment and Unlock True Employee Satisfaction

    3. Reinforce your purpose often

    People have short memories sometimes. They can lose sight of their purpose and may need you to guide them back. Rather than treat your purpose as just another checklist item during meetings, fold it into conversations. Point out how what someone is doing will get you all closer to the organization’s desired outcomes. Never assume that everyone will see how they’re making a difference. Sometimes you’ll have to show them.

    You can do this in innovative and unique ways sometimes. For instance, Gartner has talked about the importance of companies encouraging workers to take care of their health and well-being. But what many employees don’t realize is that something as seemingly unrelated as taking extra PTO before an expected time-crunch surge can have purpose-related benefits.

    Salesforce emphasizes the importance of employee well-being and work-life balance. The company understands that a well-rested and healthy team is more productive and better equipped to serve its customers. To support this, Salesforce offers various wellness programs, flexible work options and generous time-off policies. By encouraging employees to prioritize their well-being, Salesforce ensures that its workforce remains energized and capable of delivering exceptional results.

    After all, a well-rested team is more capable of handling all the stressors related to a heavier-than-average work week or month. Consequently, that team will be able to keep productivity high and make well-informed decisions because they won’t be depleted from the start.

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

    You may not be 100% comfortable with hybrid work, remote employees or purpose-driven management. Nevertheless, they’re the future of work — and that means they’re going to be essential if you want to remain an industry leader. Take time this quarter to talk with the other leaders at your company about moving everyone toward an outcome mindset. You’ll be glad when you find yourself looking at competitors in the rearview mirror.

    [ad_2]

    Gloria St. Martin-Lowry

    Source link

  • The Pitfalls of Job-Hopping — What Young Workers Need to Know | Entrepreneur

    The Pitfalls of Job-Hopping — What Young Workers Need to Know | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    As the business world continues to move on from Covid-19, a range of trends and assumptions widespread during the height of the pandemic are being reassessed. Among them is the notion that “job-hopping” by younger workers is natural or even laudable.

    Of course, job-hopping, especially by younger workers, isn’t new. Gallup called millennials the “job-hopping generation” back in 2016, and data suggest that job-hopping overall has been in decline since 2001. But the ultra-tight labor market of the past few years and other factors have put the phenomenon in the headlines again, especially with quiet quitting and demands from workers for remote work options.

    That has made it top-of-mind for those responsible for staffing up businesses large and small. And those involved in filling roles tend to be much less forgiving of the habit than younger job hunters might think or hope.

    Related: Should Employers Discount Candidates Due to Job Hopping?

    Whenever the issue of job-hopping comes up, it is important to first acknowledge that employees are often not responsible for a CV that reflects a lot of movement. There are layoffs and bosses or colleagues who turn out to be overbearing or sexist — and even whole workplaces that are toxic. And there are a lot of other things that happen in life that are outside of one’s control and which can force someone to change jobs with a greater frequency than planned.

    No one should ever be shamed for leaving a job that is unhealthy or for a job that disappears for reasons having nothing to do with one’s performance. And of course, people sometimes leave jobs for personal reasons that are even more important and rewarding than work, like starting or growing a family or caring for a loved one.

    The downsides of job-hopping

    By contrast, job-hopping is more about short-term gain and short-sighted behavior. It’s people leaving not because they are being mistreated or hitting a glass ceiling, but for a few thousand more in annual salary or a commute that’s a few minutes less. It’s sometimes about people becoming bored with the job they currently have. And when people start switching jobs because of the lure of a “shiny new object” or just because they feel like leaving, it can quickly become a pattern.

    One of the most corrosive aspects of job-hopping is that the damage it causes to careers usually isn’t obvious to the workers themselves. Candidates who are otherwise well-qualified for a position will be moved to the bottom of the pile by hiring managers who have been burnt in the past and don’t want to take a chance of it happening again. And in some cases, they won’t even get into the pile, screened out by software designed to pinpoint CVs with excess movement between jobs. But as a job-seeker, you won’t even be aware of opportunities you may be missing, because people just don’t contact you — all you get is silence.

    Related: How to Stop Job Hopping and Start Designing Your Dream Job

    There is no official line beyond which the normal cycling of positions turns into job-hopping, and for the youngest of workers, it’s hard even for seasoned HR professionals to get a read. Two jobs in someone’s first two years out of college might not mean anything. But if someone has been in a career for several years, the signs can be all too obvious. Five jobs in eight years? You could have trouble getting the sixth. Fifteen jobs in 20 years? You may be unemployable.

    For younger workers, a good rule of thumb is that anything less than a two-year commitment to a particular job can be troubling. And more than two or three jobs cut short is likely to have a meaningful negative impact on your prospects.

    One interesting aspect of the current narrative around job-hopping is the notion that employers have no loyalty to their workers and that this lack of loyalty is something employees, especially younger workers, should repay. But job-hopping most conspicuously demonstrates a lack of regard for colleagues. This might not matter greatly if one is content to be a contractor or to be treated as one. But it doesn’t work if someone is hoping to be valued as a full member of a team and treated loyally by their employer.

    There are other good reasons to resist the lure of job-hopping. Many positions become more rewarding over time, especially as they become more challenging. It is natural to assume that advancement in pay and title should come before an increase in responsibilities. But it is even more natural for successful organizations to give promising employees more responsibilities before they are officially promoted. In business life, it is often easy to forget that the best opportunities can be found by looking up, rather than out.

    Related: More Often Than Not Your Best Career Move Is to Stay Put

    [ad_2]

    Dmitry Nulman

    Source link

  • How to Become a Leader That People Actually Want to Follow | Entrepreneur

    How to Become a Leader That People Actually Want to Follow | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    Serving as the leader of a company is not just about holding a high position in the corporate hierarchy; it’s about leading and inspiring people to achieve greatness. Starting a business is difficult enough, but to be the leader that people want to follow, one must possess a unique set of qualities that go beyond technical expertise. There are key attributes and practices that can transform an ordinary leader into an exceptional one, capable of inspiring and motivating their team to success.

    In the ever-evolving landscape of leadership theories and styles, one characteristic that has consistently attracted employees is the presence of quiet and hardworking leaders. While charismatic and assertive leaders may grab attention, via grand gestures and bold statements, it is the humble leaders who often leave a lasting impact on their teams. Below are just a few reasons why employees gravitate toward such leaders, which highlight the benefits they bring to their respective companies.

    Related: 12 Character Traits Exceptional Entrepreneurial Leaders Have In Common

    Why employees gravitate toward quiet and humble leaders

    1. Authenticity and trust: Quiet and humble leaders tend to foster an environment of authenticity and trust within their teams. They eschew self-promotion and focus on building genuine connections with their employees instead. By demonstrating vulnerability, admitting mistakes and actively listening, these leaders create an atmosphere where employees feel valued and appreciated. The resulting trust allows employees to feel safe to express their ideas, take risks and contribute to the overall success of the organization.

    2. Empathy (emotional intelligence): These business leaders often possess a high degree of emotional intelligence. They are adept at understanding and relating to the emotions, needs and challenges of their team members. Through active listening and open communication, they create an environment that encourages open dialogue and collaboration. Employees appreciate leaders who genuinely care about their well-being. This fosters a sense of belonging and promotes a positive work culture.

    3. Recognition and development: Contrary to their spotlight-seeking counterparts, quiet and humble leaders focus on recognizing and developing the strengths of their employees. They understand that success is a collective effort and go out of their way to acknowledge the contributions of their team members. These leaders empower their employees, provide them with opportunities for growth and development and actively support their career advancement. By prioritizing the growth of their employees, they inspire loyalty and dedication, resulting in higher job satisfaction and retention rates.

    4. Effective communication and collaboration: Top executives excel in their ability to communicate effectively and foster collaboration within their teams. They prioritize active listening, allowing them to gather insights and perspectives from different team members. By encouraging open and honest communication, they create an environment where ideas are freely exchanged and diverse viewpoints are valued. This approach not only encourages creativity and innovation but also leads to better decision-making, as multiple perspectives are considered.

    5. Reduced ego (team-centric mentality): When leaders let the work do the talking for them, they learn to prioritize the success of the team above their personal recognition. They are not driven by ego or a need for personal glory. Instead, they embrace a team-centric approach, focusing on collective achievements rather than individual accomplishments. They don’t need their names on a marquee but opt to share successes with their company and its contributing teams instead. This selfless attitude resonates with employees who value a sense of unity, collaboration and shared purpose. It creates a supportive environment that encourages cooperation, mutual respect and teamwork.

    While charismatic and assertive executives may initially captivate attention, it is the quiet and humble leaders who inspire deep respect and loyalty from their employees. Through authenticity, empathy, effective communication and a team-centric mentality, these leaders create an environment where individuals thrive, while contributing to the overall success of the organization.

    By gravitating toward such leaders, employees find themselves in workplaces that value them, recognize their efforts and provide opportunities for growth and development. As organizations (and startups) continue to evolve, the demand for these types of leaders will likely increase, reinforcing their importance in fostering a positive and productive work environment.

    Related: The 5 Worst Traits a Business Leader Can Have (Infographic)

    How to be a leader that people want to follow

    But how can business leaders essentially light a fire in their employees? Below are just six simple ways to lead by example and traits that quiet and humble leaders exude to continue leading their companies effectively, efficiently and with empathy.

    1. Visionary leadership: A leader who people want to follow is one who possesses a clear and compelling vision for the organization’s future. They have the ability to articulate this vision in a way that resonates with the employees, instilling a sense of purpose and direction. By painting a vivid picture of what success looks like, they inspire others to share in their passion and actively work towards achieving the company’s goals.

    2. Transparency: Authenticity is a crucial trait for any leader. A leader who is genuine and transparent creates an atmosphere of trust and openness. By fostering a culture of transparency, they encourage open communication, honest feedback and constructive criticism. People feel valued when their ideas and opinions are considered, leading to increased engagement and a sense of ownership in the organization’s success.

    3. Strong communication skills: Effective communication is vital for a leader to inspire and motivate their teams. They must be adept at conveying their vision, goals and expectations clearly and concisely. A great leader is an excellent listener, encouraging open dialogue and creating space for collaboration and innovation. By fostering effective communication channels, they ensure that every member of the organization feels heard and understood, thus creating a sense of belonging and shared purpose.

    4. Adaptability: Regardless of one’s place in the business world, effective leaders are always learning. In today’s rapidly changing business landscape, a leader who people want to follow is one who demonstrates a commitment to lifelong learning and personal growth. They stay updated on industry trends, emerging technologies and best practices. They encourage their team members to develop skills and provide them with opportunities for growth. Establishing a learning culture shows that they are invested in the success of their employees, enhancing loyalty and dedication.

    5. Leading by example: Leadership is not about giving orders from the top; it’s about leading by example. A leader who wants to inspire others must embody the values and behaviors they expect from their team. By demonstrating integrity, resilience and a strong work ethic, they set the standard for excellence within the organization. Leading by example establishes a culture of accountability and inspires employees to strive for greatness.

    6. Rewarding success: An emphasis on the importance of acknowledging and appreciating their team’s achievements makes employees want to follow leaders. They recognize the efforts of individuals and teams, and they celebrate success openly. By providing meaningful recognition and rewards, leaders reinforce a culture of excellence and motivate employees to consistently perform at their best.

    Related: 9 Reasons Humility Is the Key Ingredient to Exceptional Leadership

    Becoming the leader that people want to follow requires a combination of leadership qualities, emotional intelligence and a genuine commitment to the well-being, both professionally and personally, of their employees.

    In embracing visionary leadership, authenticity, empathy and continuous learning, leaders can inspire their teams to reach new heights. By cultivating a workplace culture of open communication, leading by example and recognizing success, they create an environment where employees feel valued, motivated and empowered.

    [ad_2]

    Michael Stagno

    Source link

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

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

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

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

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

    What does an inclusive culture look like?

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

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

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

    Related: How to Create a More Inclusive Workplace

    The critical role of leadership in an inclusive culture

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

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

    Top-down vs. bottom-up inclusion

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

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

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

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

    Related: We Need Inclusive Leaders Right Now More Than Ever

    Creating an environment of psychological safety

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

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

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

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

    The rise of company culture as a differentiator

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

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

    Related: How Does Inclusive Culture Boost Company Performance?

    [ad_2]

    Rachel Cubas-Wilkinson

    Source link

  • Why Employers Should Think Twice About Using Surveillance Technology | Entrepreneur

    Why Employers Should Think Twice About Using Surveillance Technology | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    Despite the vast amount of tech layoffs and the threat of recession, it’s still a job seeker’s market, and employers only hold so much power. A recent job trends report dug into this power struggle and found that 52% of job seekers in the U.S. believe they have the upper hand compared to employers. Companies shouldn’t tip the scales even more by adding reactionary rules and technologies — or they risk losing their top talent and hurting recruiting.

    The rise in surveillance technology, as employers try to crack down on how employees spend their workdays to increase productivity, is a controversial tactic that damages culture. And yet, 79% percent of companies that do not currently use these tools plan to deploy them in the next three years. Although a study found that 95% of IT managers say they’d be okay with employee productivity surveillance technology (EPST) if leaders were transparent about it, leaders must ask themselves: What are the real recruiting and retention ramifications given the current job market?

    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.

    What we know about EPST

    We’ve seen a spike (80%) in productivity monitoring implementation since the onset of the pandemic.

    We’ve specifically seen these tools take a toll on business leaders and IT managers. EPST forces them to make questionable decisions and spy on their coworkers. And yes, I deliberately use the word “spy” because that’s what we’re really talking about.

    Typically, EPST logs and produces data on keystrokes, clicks, time online and website visits. However, when it’s deployed, IT managers would likely defy company policy to inform colleagues about EPST, and 72% would help their coworkers find workarounds. How can this data be valuable with so many employees looking for workarounds?

    A third of IT managers also view EPST as an invasion of privacy, so the pushback will continue. The only way for leaders to stop putting their mid-level leaders in sticky situations is to forgo these tools.

    Surveillance technology is also known to decrease company morale. Thirty percent of IT managers indicate a decrease in company culture, a negative impact on employee mental health and even increased burnout on some occasions because of EPST. These factors could push employees to look for new jobs.

    Related: Your Boss is Watching You. Here’s Why Monitoring Workers is a Two-Edged Sword

    The generational divide

    Four generations make up today’s workforce — baby boomers, Gen X, millennials, and Gen Z — and they all have opinions on workplace etiquette and comfort with surveillance technology. Millennials and Gen Z (Zoomers) are the most critical generations to pay attention to as concerns EPST. Some of these employees entered the workforce shortly before or during the pandemic. They will also be the first to jump ship when an organization implements harsh requirements or suspicious monitoring technology.

    It’s more important than ever for businesses to understand how different generations will react to deploying tools like EPST. For example, half of IT workers (52%) acknowledged they would turn down an otherwise desirable position if they knew the company used EPST. Similarly, 30% of employees noted they’d begin applying for a new job if they found out EPST was implemented. Three percent would even quit immediately.

    EPST is backfiring on employers, and the generational divide only worsens this. It’s typically not millennials or Zoomers making these crucial technology decisions and affecting turnover.

    Baby boomers and Gen X see less of an issue with “harsh” workplace rules and regulations as they’re typically more loyal to their companies and managers. So, while one part of the labor market is comfortable with EPST, the other side sees huge ethical issues with the practice. With the average millennial staying at their job for only 2.75 years, companies shouldn’t give them another reason to leave.

    Leaders should consider who is entering the workforce before making rash decisions about invasive technologies. While the conversations around EPST are complex, the decision to deploy it isn’t.

    Related: You’ve Been Tracking Employee Productivity All Wrong

    With so many generational differences — and considering how much the pandemic changed work preferences and put the power into the hands of the employee — these tools are better left unused. As an alternative, employers that look for employee experience-enhancing tools have a better chance of driving productivity. Seventy-seven percent of companies that have put a focus on employee experience have seen an increase in retention. The number of job openings and voluntary worker resignations is reaching pre-pandemic levels.

    If organizations ignore reason and deploy surveillance technology, they risk damaging not only the employees’ experience but also their reputation and retention rates in exchange for sketchy, unreliable data.

    [ad_2]

    Mark Banfield

    Source link

  • How Leaders Can Create a Strong Cybersecurity Culture | Entrepreneur

    How Leaders Can Create a Strong Cybersecurity Culture | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    In today’s interconnected digital landscape, cybersecurity has become a paramount concern for organizations of all sizes and industries. The increasing frequency and sophistication of cyber attacks highlight the critical need for robust security measures. However, effective cybersecurity goes beyond implementing technical solutions; it requires the establishment of a strong cybersecurity culture within the organization.

    This article delves into the role of leadership in creating a cybersecurity culture and how it fosters awareness and accountability across the organization.

    Related: The Importance of Training: Cybersecurity Awareness like a Human Firewall

    Understanding the elements of a cybersecurity culture

    A cybersecurity culture refers to the collective beliefs, values, attitudes and behaviors within an organization that prioritize and promote the protection of digital assets and information. It encompasses several key components that work together to create a secure environment:

    1. Awareness and education: A cybersecurity culture starts with educating employees about the risks and threats associated with cyber attacks. By raising awareness about the potential consequences of security breaches, leaders can empower employees to make informed decisions and take proactive measures to protect organizational assets.

    2. Accountability and responsibility: Leaders play a pivotal role in instilling a sense of accountability and responsibility among employees regarding cybersecurity. By setting clear expectations, defining roles and responsibilities, and establishing policies and procedures, leaders can ensure that everyone understands their role in safeguarding the organization’s digital assets.

    3. Continuous improvement and learning: Cybersecurity is an ever-evolving field, and organizations must foster a culture of continuous improvement and learning. Leaders should encourage employees to stay updated on the latest security practices, share knowledge and experiences related to cybersecurity incidents and provide opportunities for professional development to enhance their skills.

    4. Integration into organizational processes and practices: A strong cybersecurity culture integrates security considerations into all aspects of the organization. By incorporating cybersecurity into decision-making processes, performance evaluations and rewards systems, leaders can reinforce the importance of security as a core element of the organization’s operations.

    The role of leadership in fostering awareness

    Leadership plays a crucial role in fostering awareness of cybersecurity risks and promoting a proactive approach to mitigating those risks. Here are some key strategies that leaders can employ:

    1. Leading by example: Executives and senior leaders should serve as cybersecurity advocates by demonstrating their commitment to security measures. This includes adhering to best practices, following security protocols and actively engaging in cybersecurity initiatives.

    2. Implementing regular training programs and workshops: Leaders should establish comprehensive training programs and workshops to educate employees about cybersecurity threats, best practices and the organization’s policies and procedures. These initiatives should be ongoing to ensure that employees stay updated on emerging threats and security measures.

    3. Communicating the importance of cybersecurity: Leaders should effectively communicate the significance of cybersecurity to all employees, emphasizing the potential risks and consequences of security breaches. Regular communication through various channels such as meetings, newsletters and intranet updates can reinforce the importance of cybersecurity as a shared responsibility.

    4. Encouraging a proactive approach: Leaders should encourage employees to be vigilant and proactive in identifying and reporting potential security threats. Creating a culture where employees feel empowered to report suspicious activities or vulnerabilities fosters a sense of collective responsibility toward cybersecurity.

    Related: 3 Ways to Make Employees Your Best Cybercrime Fighters

    The role of leadership in fostering accountability and responsibility

    Leadership plays a critical role in instilling accountability and responsibility for cybersecurity practices throughout the organization. Here are some effective strategies:

    1. Setting clear expectations and standards: Leaders should establish clear expectations and standards regarding cybersecurity practices. This includes defining acceptable use policies, password protocols and guidelines for handling sensitive information. Clear communication and documentation of these standards ensure that employees understand their responsibilities.

    2. Establishing policies and procedures: Leaders should work with IT and security teams to develop comprehensive policies and procedures that outline the organization’s approach to cybersecurity. These documents should cover areas such as data protection, incident response, access control and employee training. Regularly reviewing and updating these policies ensures that they remain aligned with evolving threats and industry best practices.

    3. Assigning roles and responsibilities: Leaders should assign specific roles and responsibilities to individuals or teams responsible for managing and overseeing cybersecurity initiatives. This ensures accountability and provides a clear framework for addressing security issues, incident response and continuous improvement.

    4. Implementing monitoring and reporting mechanisms: Leaders should establish mechanisms to monitor and track compliance with cybersecurity policies and procedures. This can include implementing security controls, conducting regular audits and assessments and utilizing technologies for threat detection and prevention. Transparent reporting mechanisms enable leaders to identify vulnerabilities and take proactive measures to address them.

    Continuous improvement and learning

    A key aspect of a cybersecurity culture is a commitment to continuous improvement and learning. Leaders can foster this culture by implementing the following strategies:

    1. Promoting ongoing learning: Leaders should encourage employees to stay updated on the latest trends, threats and best practices in cybersecurity. This can be achieved through providing access to relevant resources, organizing training sessions and webinars, and encouraging participation in industry conferences and events.

    2. Sharing knowledge and experiences: Creating opportunities for employees to share their knowledge and experiences related to cybersecurity incidents fosters a collective learning environment. This can be done through regular team meetings, knowledge-sharing platforms or dedicated forums where employees can discuss and learn from real-life security incidents.

    3. Conducting regular assessments and audits: Leaders should conduct regular assessments and audits to identify areas for improvement in the organization’s cybersecurity practices. This includes vulnerability assessments, penetration testing and audits of security controls. The findings from these assessments should be used to drive enhancements and strengthen the organization’s security posture.

    4. Investing in professional development: Leaders should invest in the professional development of employees to enhance their cybersecurity skills and knowledge. This can be achieved through certifications, specialized training programs and opportunities for cross-functional collaboration. By equipping employees with the necessary skills, leaders empower them to contribute to the organization’s cybersecurity efforts.

    Related: 50 Things You Need To Know To Optimize Your Company’s Approach to Data Privacy and Cybersecurity

    Integrating cybersecurity into organizational processes and practices

    To create a robust cybersecurity culture, leaders must integrate security considerations into all organizational processes and practices. Here are some effective approaches:

    1. Incorporating cybersecurity into decision-making: Leaders should ensure that cybersecurity is considered in all strategic and operational decision-making processes. This includes evaluating the security implications of adopting new technologies, selecting vendors and defining the organization’s risk tolerance. By making security a core element of decision-making, leaders ensure that it becomes ingrained in the organization’s DNA.

    2. Including cybersecurity in performance evaluations and rewards: Leaders should incorporate cybersecurity performance metrics into employee evaluations and rewards systems. Recognizing and rewarding individuals and teams who demonstrate exemplary security practices and contribute to the organization’s security goals reinforces the importance of cybersecurity and motivates employees to prioritize it.

    3. Collaborating with IT and security teams: Effective leadership requires collaboration between leaders and IT/security teams. By working closely with these teams, leaders can ensure that security measures align with business objectives, provide the necessary resources and support, and establish effective communication channels to address security-related concerns.

    4. Developing incident response plans: Leaders should work with IT and security teams to develop robust incident response plans that outline procedures for detecting, containing and recovering from cybersecurity incidents. Conducting regular drills and simulations helps identify gaps and ensures that the organization is prepared to respond effectively to security breaches.

    Creating a cybersecurity culture is a shared responsibility that requires effective leadership. By fostering awareness and accountability across the organization, leaders play a crucial role in protecting the organization’s digital assets and maintaining trust. Through strategies such as promoting awareness, instilling accountability, encouraging continuous learning, and integrating cybersecurity into organizational processes, leaders can build a strong cybersecurity culture that permeates every level of the organization.

    Leaders must lead by example, demonstrating their commitment to cybersecurity through their actions and behaviors. By implementing regular training programs and workshops, leaders ensure that employees are equipped with the knowledge and skills to mitigate cyber threats. Effective communication about the importance of cybersecurity helps create a shared understanding of its significance and encourages employees to be proactive in identifying and reporting potential risks.

    Accountability and responsibility are key elements of a strong cybersecurity culture. Leaders should set clear expectations and standards for cybersecurity practices, establish policies and procedures, and assign roles and responsibilities to ensure that everyone understands their part in protecting the organization’s digital assets. Regular monitoring and reporting mechanisms help track compliance and identify areas for improvement.

    Continuous improvement and learning are vital to staying ahead of evolving cyber threats. Leaders should promote a culture of ongoing learning, providing employees with opportunities to stay updated on the latest security practices and encouraging knowledge sharing. Regular assessments and audits help identify vulnerabilities and drive enhancements, while investing in professional development empowers employees to contribute to the organization’s cybersecurity efforts.

    Integrating cybersecurity into organizational processes and practices is essential for embedding it into the organization’s DNA. By considering security implications in decision-making processes, including it in performance evaluations and rewards systems, collaborating with IT and security teams, and developing robust incident response plans, leaders ensure that cybersecurity becomes an integral part of the organization’s operations.

    In conclusion, the role of leadership in creating a cybersecurity culture cannot be overstated. By fostering awareness and accountability, leaders set the foundation for a secure environment. Through continuous improvement, learning and integration into organizational processes, leaders establish a culture where cybersecurity is prioritized at every level. With effective leadership, organizations can build resilience, protect their digital assets and maintain the trust of customers, employees and stakeholders in an increasingly interconnected world.

    [ad_2]

    Jim Koohyar Biniyaz

    Source link

  • How AI is Helping Society Break Free From The 9-to-5 Mold | Entrepreneur

    How AI is Helping Society Break Free From The 9-to-5 Mold | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    As someone who is a huge tech enthusiast, I have been privileged to witness the continuous evolution of technology throughout my career. From groundbreaking innovations like the iPhone to cutting-edge advancements like 5G, the pace at which our world changes never ceases to amaze me. However, amidst this ever-changing landscape, one particular technology has captured my attention and sparked my curiosity: generative artificial intelligence (AI).

    Generative AI, at its core, is a remarkable fusion of human ingenuity and machine learning. Its capacity to go beyond our preconceived limits and generate, imagine and produce is truly awe-inspiring. As someone who has always been captivated by the transformative potential of AI in various industries, encountering generative AI took my fascination to an entirely new level.

    When I first witnessed the capabilities of generative AI, I was left in awe. It’s almost as if the AI possesses its own inherent creative instincts, blurring the boundaries between the realms of human imagination and machine intelligence. While the notion of machines creating art, music, or writing that can rival human creativity might appear daunting to some, with fears of the automation apocalypse rampant, I think otherwise.

    In the 2023 edition of its annual Future of Jobs Report, the World Economic Forum reports that out of the 803 businesses that it surveyed from around the world, 25% believe that the integration of AI tech will lead to job losses, while 50% believe that it will create job growth. AI can only replace humans if you think it will and stop progressing and upskilling alongside it.

    The potential for AI to push the boundaries of what we thought was possible is truly inspiring, and that can be illustrated in the way that it can reimagine the 9-to-5 workday.

    Related: Why Are So Many Companies Afraid of Generative AI?

    Reimagining the 9-to-5 workday

    The traditional 9-to-5 work schedule has long been the standard in the corporate world, but with the rapid advancements in artificial intelligence (AI), the concept of “clocking in” and “clocking out” is undergoing a profound transformation. AI technologies are revolutionizing work, allowing flexibility, personalized schedules and reimagining the traditional workday.

    Every position within every organization holds the potential for reinvention. Accenture conducted a manual assessment of 200 language-related tasks to gauge the impact of generative AI. The aim was to identify which tasks were more likely to be automated or augmented through AI. The results showed that generative AI is projected to influence approximately 40% of individuals’ working hours.

    In this article, we will explore how AI is reshaping the 9-to-5 paradigm and empowering individuals to “flex out” of rigid work schedules

    Related: How ChatGPT and Generative AI Can Transform the Way You Run Your Business

    Embracing flexibility

    Within any given role, generative AI will help automate certain tasks while others will be assisted, freeing up individuals to focus on more meaningful endeavors. Rather than being bound by inflexible schedules, workers now have the chance to embrace flexible work setups that cater to their personal preferences and productivity patterns. Companies can optimize workflows, automate repetitive tasks and streamline processes, increasing employee flexibility.

    Additionally, there will be tasks that remain unaffected by the technology. The advent of generative AI will also usher in many new responsibilities for human workers, such as ensuring the responsible and accurate utilization of new AI-powered systems. This contributes to creating new job roles like AI system managers, AI ethics experts and prompt engineers.

    The rise of remote work

    AI has also played a crucial role in facilitating the surge of remote work, granting individuals the freedom to work from any corner of the globe. The advancements in communication and collaboration technologies, combined with AI-driven virtual meeting platforms, have simplified the process of remote collaboration for professionals.

    The flexibility offered by AI-powered remote work helps eliminate the need for lengthy commutes, reduces overhead costs for companies, and expands opportunities for individuals in remote locations. Moreover, AI-enabled remote work allows organizations to tap into a global talent pool, accessing a diverse range of skill sets and perspectives that can fuel innovation and foster growth.

    Related: How The AI Revolution Is Liberating Workers from the Office

    Redefining work-life balance

    The conventional 9-to-5 work model frequently falls short when it comes to striking a healthy work-life balance. AI is helping reshape this paradigm, granting individuals the liberty to manage their time in a manner that aligns with their personal obligations and outside responsibilities. Nobel Prize-winning economist Christopher Pissarides believes that AI can enable humans to work just four days a week.

    With the aid of AI, flexible work schedules empower individuals to allocate dedicated time to personal endeavors like quality family moments, pursuing hobbies, or prioritizing self-care activities. By nurturing a more harmonious work-life balance, AI isn’t just bolstering employee satisfaction and well-being but also improving productivity and overall job performance.

    A flexible and personalized approach to the 9-to-5 workday

    With the continuous advancement of AI, the inflexible 9-to-5 work model is gradually being replaced by a more adaptable and personalized approach. Professionals now have the chance to break free from the confines of the traditional workday structure.

    Embracing this transformation facilitated by AI can result in heightened productivity, increased job satisfaction, and a more balanced and fulfilling work-life equilibrium. As we progress, it becomes crucial for individuals and organizations to harness the potential of AI to reshape work hours and unlock the full capabilities of the modern workforce.

    Related: It’s Time to Prepare for the Algorithmic Workforce

    [ad_2]

    Asim Rais Siddiqui

    Source link

  • Entrepreneurs Are Role Models — How to Ensure You’re a Good One | Entrepreneur

    Entrepreneurs Are Role Models — How to Ensure You’re a Good One | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    Every impactful journey starts with a single step. As an entrepreneur, your actions, decisions and leadership style become the driving force behind your brand. You are the catalyst, much like the first drop of water that triggers a waterfall, and your actions can spark a cascade of positive change.

    Being a positive example means living the values you want your organization to represent. This extends to every aspect of your business — from the way you treat your employees to the way you engage with customers, from your operational processes to your marketing strategies. When your actions align with your mission and values, it becomes a powerful motivator for others to follow your lead.

    For instance, if your mission is to combat a significant global issue, such as climate change, poverty or food insecurity, your actions should reflect this commitment. This can take the form of content that showcases your work on the ground, the impact you’re making and the people you’re helping.

    Related: The Role Model Mindset: Being a Great Entrepreneur Is About Showing Others What’s Possible

    Why being a positive role model is important — and how to be one

    As an entrepreneur, you are a role model for your employees, customers, and community. Your actions and words have the power to inspire or discourage, motivate or demoralize. That’s why it’s so important to be a positive role model.

    Here are a few things you can do to be a positive role model for your business:

    • Live your values: What are the most important things to you? Honesty? Integrity? Compassion? Make sure your actions align with your values.

    • Be positive: Make an effort to be positive and upbeat even when things are tough.

    • Be willing to help others: When you help others, you make the world a better place and you also build goodwill for your business.

    • Be a good listener: Take the time to listen to your employees, customers and community members.

    Let’s dive a little further into some of these with more actionable strategies.

    Being authentic and true to your values

    Authenticity is integral to building trust with your audience, customers and team. In the age of digital transparency, consumers are becoming increasingly adept at distinguishing genuine brands from those that merely put on a show.

    When I started Great.com, I wanted transparency to be one of the core principles, so I made employee salaries public, posted every team meeting and pushed for a completely transparent and honest foundation. This set precedence for our team and cultivated a feeling of trust internally.

    When you live by your core values, it guides your decision-making process, influences your policies and shapes your brand. For instance, if one of your core values is to bring about positive change in the world, you should be willing to openly talk and share your philanthropic efforts internally and externally.

    This also extends to financial transparency. If your organization is funded through public channels like views, merchandise sales or direct donations, it’s essential to communicate how these funds are being used. By ensuring that the majority of generated revenue goes directly into the mission, you demonstrate a commitment to your cause that goes beyond lip service. This commitment can influence others to align themselves with your cause, whether that’s through direct support or by spreading your message.

    Related: Why Authenticity Is a Key Ingredient to Entrepreneurial Success, and How to Make Sure You Have It

    Trusting your team

    No entrepreneur can build a successful venture single-handedly. It requires a collaborative effort, and an essential part of this collaboration is trusting your team. When you trust your team, you empower them to contribute their ideas, take ownership of their responsibilities and play an active role in driving the organization’s mission forward.

    My company is a completely remote organization with team members across the globe and in many different time zones. We don’t force everyone to work the same hours and we don’t require teammates to log into any time tracking software or “show their work” — we built our culture on trust and lean on personal accountability rather than external mandates and policies.

    Trust breeds creativity and innovation. When team members feel their ideas and contributions are valued, they’re more likely to bring forward unique insights that could lead your organization to new heights. It also helps cultivate a positive work environment where team members feel invested in their work, increasing their motivation and productivity.

    Moreover, trust allows for effective delegation. As an entrepreneur, it’s easy to fall into the trap of wanting to oversee everything. But by trusting your team and allowing them to take charge of different aspects of the business, you free up time and energy to focus on strategic planning and growth.

    For instance, trusting a team member to lead a significant project or even front your brand’s public communication, can bring a fresh perspective and add another level of authenticity and relatability to your brand.

    Setting a positive example, being authentic and living by your values, and trusting your team are powerful strategies that can help any entrepreneur shape a successful and impactful venture. They not only contribute to the growth and success of your business but also inspire others to join your mission, creating a domino effect of positive change.

    Related: A True Leader Doesn’t Just Talk the Talk — They Walk the Walk. Here’s How to Lead from the Front.

    When you act as a positive role model, you set the standard for how your organization operates and how it interacts with the world. This means embodying your mission in every decision you make, every action you take and every message you send. It’s about practicing what you preach and showing others what your organization stands for.

    By implementing these principles, entrepreneurs can inspire others, create a loyal following and make a difference locally and throughout the world. They can turn their entrepreneurial venture from a simple business into a force for good, one that not only generates profit but also contributes positively to the world.

    [ad_2]

    Erik Bergman

    Source link

  • What CEOs Can Learn from Sports Coaches | Entrepreneur

    What CEOs Can Learn from Sports Coaches | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    Regardless of the size or industry of your business, the responsibility of creating success falls on the shoulders of the CEO. Although most CEOs have teams that work as a united front to achieve their company goals, everyone looks to the person in charge to lead the way.

    While there are many strategies you can use to drive success for your team as a CEO, one of the most effective approaches might be to learn from sports coaches. Yes, you heard that right.

    Sports coaches know a thing or two about team building, goal setting and strategic execution that can be applied in the corporate world.

    So, take a page from the age-old book of sports and start implementing some of the following rules and lessons into your business strategy.

    Related: 5 Lessons Entrepreneurs Can Learn from Pro Sports Teams

    1. Never start a game without a game plan

    Whether you’re talking business or sports, effective execution must start with a clearly defined strategy. Key business decisions, both long and short-term, are based on a strategic plan that guides your organization forward. But regardless of how strong your strategic plan is, it can only serve its purpose if all involved parties know and understand the plan.

    As a leader, your responsibility is to properly communicate the strategic plan from the top down to ensure all team members are on the same page. Everyone must understand what the end goal is and which steps they need to take to get closer to achieving it.

    2. A good game plan is flexible

    Like any nail-biting sports game, the market can change quickly and unexpectedly, as we’ve seen time and time again over the past few years. The businesses that survived the global pandemic of 2020 did not do so because of luck.

    Rather, they were able to quickly adapt to the changing circumstances and pivot during a time of crisis, the same way that sports teams must be able to assess the changing circumstances of the game and adjust their strategy as necessary.

    While it’s critical for all team members to know the primary plan, it’s equally important to be prepared to change it up. Plan B and C are just as important as Plan A.

    3. A team is greater as a whole than as individual players

    In every team, each member has a role that contributes to reaching the overall goal, but it’s the team’s ability to work together that drives real impact and creates value. A great team captain will give credit to the other team members when it comes to their success, as a cohesive team is better than a single great player on their own.

    Good business leaders know how to play to the individual strengths of team members and work out the best ways to help them utilize their strong suits to complement each other and perform as an aligned whole.

    4. Winners and losers are determined by score

    In sports, the score is the ultimate measure of success or failure. Similarly, in business, subjective opinions just aren’t enough to accurately gauge performance.

    Smart business decisions are driven by data, not emotions; therefore, it’s essential to collect and utilize data as much as you possibly can. Tracking progress on business goals with OKRs and KPIs (Objectives and Key Results and Key Performance Indicators) helps you know whether your team is on track or not. Regularly measuring progress toward your goals will help you make informed decisions and optimize your strategic execution.

    5. Check the scoreboard frequently

    Because the score determines the ultimate result of a game, the scoreboard is largely broadcasted and continuously relayed to players, coaches and fans so that everyone knows who is winning and by how much.

    In business, it’s equally important to provide visibility of progress to all team members so they can see how they are performing, which targets are on track and which may be falling behind. Lagging indicators help provide insight into why a team member might be behind on a goal, and catching these flags early will give them time to work with their manager to reassess the goal and tasks at hand, and course-correct as needed.

    Several businesses use software tools to create this kind of visibility. Align, for example, provides KPI dashboards that display all your data in one view, including historical data for each target visible to any and all team members.

    Related: 25 Ways to Lead, Inspire and Motivate Your Team to Greatness

    6. All team members must know their role (and each other’s)

    In sports, each player has a specific role and responsibility — the offense looks to score, the defense defends the goal and so on. Furthermore, all players understand how their specific role contributes to reaching the overall team goal.

    Clearly defining roles and responsibilities in a business helps ensure that all team members do their part and are aware of what each other is working on. Every task or priority should be covered by a designated team member, even though other team members might jump in to help. This clear assignment of roles helps eliminate the need to micromanage and lessens the likelihood of miscommunication about who is responsible for what.

    7. Trust your team, and teach them to trust each other

    Whether you are talking about sports, business or life in general, trust is the foundation of strong relationships. In sports, coaches must be able to trust that their teams understand the game plan and will do their best to execute it properly, while players must be able to trust one another as well.

    As a CEO, you must be confident that your managers are well-equipped to lead their teams, and that their teams are able to function as unified fronts. This involves providing your team members with the tools and resources they need to be effective and trusting that they are capable of functioning properly without micromanagement. Trust enables CEOs to foster a culture of collaboration, creativity and open communication, and it also helps build morale that drives strong performance.

    8. Motivation matters

    Imagine a sports game with no fans. No cheerleaders, no cheering, no noise. Seems awkward, doesn’t it?

    Cheering fans show support and appreciation to players, encouraging them and making them feel valued. People are motivated by this kind of peer encouragement and are more likely to perform well when they have a supportive and acknowledging fan base.

    The same goes for business — team members need moral support and recognition for the work they do. As a company leader, recognizing and rewarding your team members for their achievements is a great way to show appreciation and encourage strong performance. Celebrating wins as part of company culture motivates team members to reach higher goals and drives morale.

    9. Communicate constantly

    As mentioned in the first point, a strategic plan has no value unless it is properly communicated to all team members. But communication does not stop after the initial plan is relayed.

    Coaches often coach from the sidelines, giving their players feedback and advice as the game goes on. Players must also be in constant communication with one another on the field. It’s their responsibility to call out for help when they need it and offer help when they are open.

    Most errors in business are caused by miscommunication or a lack of communication altogether. An easy way to improve communication and make a habit out of doing it constantly is to hold frequent, well-structured check-in meetings. Whether it’s a team meeting or a 1:1, having a time on the calendar creates a recurring opportunity to provide feedback and engage in an open dialogue to help ensure team members are in sync and on track.

    Encourage your team members to ask for help when they need it and to help one another when they have the time and capacity to do so.

    Related: 15 Quotes on Success From America’s Top CEOs

    10. Always be improving

    Win or lose, sports coaches close every game with a debrief and a pep talk. They discuss what worked, what didn’t work and what needs improvement for next time.

    Similarly, in business, regular debriefs and retrospectives can help you identify areas for improvement and set new goals for the team. This involves reviewing progress on goals at least once per quarter, addressing lagging performers and adjusting your strategic plan as needed to ensure you hit your targets.

    Continuously striving for improvement and growth is essential for long-term success.

    No team can win without a good coach. As a CEO, you are responsible for setting up your team for success by capitalizing on their strengths, improving their weaknesses and creating alignment and motivation around a common goal.

    [ad_2]

    Doug Walner

    Source link

  • I Made My Company Boss-Free. Here Are 3 Lessons I Learned. | Entrepreneur

    I Made My Company Boss-Free. Here Are 3 Lessons I Learned. | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    Bosses are taking a lot of heat these days. How bad? A 2022 GoodHire survey paints a pretty bleak picture: Eighty-two percent of respondents said they’d resign because of a lousy boss. The same percentage claimed they could do their job without any supervision at all.

    Maybe it’s time we let them.

    If the idea of a boss-free business sounds preposterous, you probably haven’t been introduced to teal leadership principles as identified in Reinventing Organizations by former McKinsey & Co. player, Frederic Laloux. The teal framework is based on three pillars — evolutionary purpose, wholeness and self-management — and teal businesses follow what’s called servant (or conscious) leadership, a decentralized style that’s not based on hierarchy, status or formal power. Instead, self-direction built on fluidity, trust and experience drives a teal company forward.

    Morning Star is a prime example of a teal organization that’s made significant in-roads (as well as headlines). Morning Star, a global powerhouse among tomato processors, is entirely driven by self-management. Workers don’t report to higher-ups at Morning Star — they report to each other, and the result is significant profitability.

    When my own company implemented this style, we quickly learned that teal organizations look vastly different from their top-down counterparts. Instead of “listen and obey” leadership, employees feel empowered to participate in decision-making. Since there are no silos, transparency and innovation become the norms. As a result, people feel psychologically safe and accountable. We noticed our employees sharing more ideas and taking more risks, which naturally positions the organization to evolve.

    For many of us, myself included, the shift to teal away from other colors can feel awkward and even counterintuitive at first. Most are familiar with companies that value pyramid-structure hierarchies and processes. Nevertheless, we were able to flip the script with teal leadership, and you can too.

    Here are just a few of the lessons I learned along the way:

    Related: Psychological Safety in the Workplace Is More Than Being Nice

    1. Prepare yourself to lead in a different capacity

    Because the move to teal is often a radical shift, you’ll need to prepare yourself. The teal model works, as evidenced by the success of our own company and others, such as Patagonia. However, teal can’t be successful if you’re not 100% behind it.

    I admit that getting rid of direct-report meetings and changing the traditional hierarchy felt uncomfortable initially. In time, however, I lost my feelings of uneasiness. As employees opened up and pushed their performance, I saw a surge in organizational learning, creativity and productivity. Give yourself the time and grace to do likewise, and see for yourself.

    Therefore, spend some time educating yourself on what teal organizations look and feel like. Afterward, you can prepare yourself to lead in a different capacity. For me, preparation looked like asking myself important questions: What can I let go of? What don’t I want to let go, and why not? Then I examined my answers and discussed my concerns with others.

    Becoming more aware of the perception I create within others was also a critical step. My German directness, for example, can sometimes be perceived as stern or demanding, which isn’t always constructive when trying to shift away from old leadership structures. Being aware of how others might respond to my tone or actions has helped me embrace and adjust to teal leadership and build some new skills in the process.

    2. Seek out resources, coaches and mentors

    Coaches and mentors who’ve “been there and done that” were incredibly valuable on my journey to become a teal leader. Remember: We’re not superhuman. Personally, I’ve found it’s always easier to reflect on the self with the help of others. Trying to leave my own biases behind and reflect on myself honestly is so much harder when I’m alone. If teal isn’t something you’ve been taught or have lived before, finding others to bolster your learning is a game-changer.

    Moreover, seeking out resources from people who’ve been in similar leadership or transitional situations can provide much-needed assurance and validation. Hearing someone you respect was also apprehensive when they switched to teal leadership gives you permission to feel uncomfortable as well. It also helps adjust your expectations and coping strategies to best support yourself and others.

    The more you understand the teal “lay of the land,” the more you can help others around you understand it, too. Most employees would enjoy more autonomy, less bureaucracy and a more human-centered working experience. Gallup research from last year shows that 58% want to be able to leverage their unique talents. Teal can give your team members those key opportunities to stretch their skills.

    Related: 5 Famous Business Leaders on the Power of Mentorship

    3. Don’t be afraid to change up internal assessment tools

    You probably have an established way of assessing current employees at your organization. So, what happens when you become teal and no longer have manager check-ins or direct reports? Well, the assessments you relied upon would no longer be necessary. The true game-changer is when you find out that traditional performance evaluations lead to the opposite of valuable feedback — and honest peer feedback without a penalty attached makes it much easier to be honest and help each other grow.

    Accordingly, you’ll have to replace these assessments with any number of diverse alternatives that thrive within teal structures. For instance, because teal companies are self-directed, feedback between peers is a crucial part of the process. Constant feedback helps provide a better sense of whether teammates are working well together and following up on promised commitments. Tracking time spent on projects can also help keep everyone aware of what’s happening and how responsibilities are being handled.

    Changing your company to a non-traditional structure won’t happen simply or quickly — but it can be done. To become a transformative leader of a transformative organization, you must think beyond the boss ethos. With teal, you might just find the agility you’ve been missing to propel you and yours to the next level. And even if you don’t want to go completely teal in the end, these three steps will undoubtedly help you and your organization.

    Related: 5 Reasons Companies Thrive When Everyone Gets to Lead

    [ad_2]

    Timm Urschinger

    Source link

  • How to Close Your Wage Gap and Open Equity at Work | Entrepreneur

    How to Close Your Wage Gap and Open Equity at Work | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    The wage gap might seem like old news, but things aren’t improving. For some populations, the wage gap has even widened since the pandemic.

    Women and people of color were disproportionately impacted by unemployment and more likely to experience an “earnings penalty” when returning to work. According to Payscale’s 2023 State of the Gender Pay Gap Report, women of color in particular experience the widest pay gap. For every dollar white men earn, American Indian women make 72 cents, Hispanic women make 79 cents, and Black women make 80 cents.

    This means that women of color are more likely to occupy lower-paying jobs or be paid less, even if their experience levels are identical. They’re also more likely to face hiring biases and become targets of discrimination, racially driven prejudice and reduced advancement opportunities. Is it any wonder that women have been exiting the workforce so much more than men?

    Pay equity is a key approach in combating how people are treated differently at work. You must first address any wage gaps to progress your diversity, equity and inclusion goals. Without pay equity, DEI goals are unreachable because old systems will limit the people you’re trying to help. That’s why 63% of organizations surveyed by Payscale are planning a pay equity analysis in 2023.

    By identifying and solving unfair salary distribution, your organization will become a more welcoming place with fewer barriers to attracting and retaining diverse talent. Here’s how you can close your wage gap:

    Related: 5 Ways Women Can Fight the Gender Pay Gap (Besides Asking for More Money)

    1. Acknowledge the reality of conscious and unconscious bias

    Even today, a lot of bias exists. This is especially true in recruitment. Many women and people of color are still overlooked for jobs and promotions. Case in point, from the Payscale report: Women are systematically penalized for résumé gaps (a common phenomenon among working mothers). They’re also less likely to get the chance to climb the corporate ladder as they age.

    Any kind of bias will present a roadblock to pay equity. Therefore, talking about bias and pinpointing instances of concern is essential. Listening to your employees is the first step in discovering where biases and inequities exist.

    Give employees a platform to provide anonymous feedback and ask questions to determine if and where they see growth opportunities. What is the company doing to support and uplift employees seeking upward mobility? Does everyone have equal access to those resources? Some biases may not be as clear depending on your position within the company. A good first step is asking the right questions.

    2. Undergo an annual pay equity analysis

    A pay equity audit compares how benefits and salary packages line up with outside industries across similar job roles and expectations. It’s impossible to have any pay equity impact if you don’t know your pay gap numbers. That’s why organizations conducting a yearly pay equity analysis are better positioned to measure and close their pay gaps.

    Unfortunately, only 47% of companies that conduct gender wage gap analyses release information about their performance, according to JUST Capital. Microsoft, for example, recently announced that it added to its pay equity analyses to review pay for women in its five biggest markets outside the United States. The company now reports salary ratios of 1.001 (with 1.00 being perfect parity).

    Remember that wage gaps aren’t just a pay discrimination issue; they’re an inclusive workforce issue. Being transparent about and resolving pay equity concerns enables your company to level out the playing field.

    Related: From Meta to McDonald’s, Here’s How Major Companies are Working to Close the Gender Pay Gap

    3. Encourage pay transparency to close existing pay gaps

    After noting where pay gaps and other barriers exist, you’ll want to address them. Not only does this take an investment of resources, but it also requires dedication. Shifting long-standing workforce cultures can be daunting. However, leaning into your DEI initiatives can help break the workplace biases stemming from long-held beliefs that no longer fit the current climate.

    You can better align yourself with the changing marketplace by encouraging people to talk about their pay. Although salary has long been treated as a taboo subject, being open about salaries can break down pay gaps by exposing pay inequity. It can also make your company more appealing to Gen Z.

    According to Beqom, seven of 10 Gen Zers say pay transparency is important enough to consider switching jobs. It’s nearly impossible for companies to ignore a glaring pay gap if everyone speaks up, which is one of the benefits of pay transparency.

    4. Normalize talking about pay gaps and pay equity

    When interviewing potential candidates, don’t shy away from talking about salary expectations. It’s only fair for candidates to advocate for a salary based on their years of experience, job function, broader market conditions and the regional cost of living. Embracing these early conversations will help you improve pay equity. And if you can’t meet a candidate’s expectations, you can explain why and develop a plan to reach their goal through measurable milestones.

    If you have direct reports, examine their salaries regularly, and alert your HR department if there’s a wage gap. The more motivated you are to be a champion for your team, the more you’ll influence others to follow your lead. Ultimately, you’ll help foster a diverse culture where no one fears retaliation or criticism when discussing wages.

    The wage gap is a real issue today, presenting roadblocks to achieving DEI success. However, if you work to achieve pay equity, you can make your organization a better place for all.

    Related: How to Drive Concrete Change in a World Where Unequal Pay Is Still the Norm

    [ad_2]

    Claire Anderson

    Source link

  • Limited PR Budget? Here’s How Employee Advocacy Can Help. | Entrepreneur

    Limited PR Budget? Here’s How Employee Advocacy Can Help. | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    Startups and small businesses know that creating effective PR and marketing strategies can be challenging, especially when working with limited budgets. Traditional advertising can be expensive, and reaching new customers through social media can take time and effort. However, there is a solution that you may have yet to consider: employee advocacy.

    Explore how employee advocacy can help you overcome the challenges of limited budgets by turning your employees into powerful advocates for your business. I will discuss employee advocacy, why it’s essential and how you can implement a successful employee advocacy program for your business.

    Related: Employees Are Your Biggest Brand Advocates

    What is employee advocacy?

    Employee advocacy encourages employees to promote your business through their personal and professional networks. This can include sharing your company’s content on social media, attending industry events and conferences to represent your brand and referring new customers or clients to your business.

    When your employees become advocates for your business, they can help increase brand awareness, boost engagement on social media and even drive sales. But employee advocacy is about more than just getting your employees to talk about your business. It’s about building a culture of engagement and empowerment that benefits your employees and business.

    Why is employee advocacy important?

    There are several reasons why employee advocacy is essential for your business. Here are just a few:

    1. Trust: According to Edelman’s Trust Barometer, people trust employees more than they trust CEOs, journalists or government officials. Employees sharing positive messages about your business can help build trust with potential customers.

    2. Reach: Your employees have networks of friends, family and professional connections. When they share your content, they can help extend your reach to new audiences.

    3. Authenticity: People are more likely to believe recommendations from people they know and trust. When your employees share their experiences working for your business, it can help build an authentic and relatable brand image.

    4. Engagement and satisfaction: When your employees feel empowered to share their opinions and ideas about your business, it can help increase their engagement and job satisfaction.

    Related: Here’s How Employee Advocacy Benefits Brands

    How can you encourage employee advocacy?

    Encouraging your employees to become advocates for your business can be a challenge, but there are several strategies you can use to make it happen:

    1. Provide training: Many employees may feel uncomfortable sharing information about your business on social media or in other settings. Providing training on social media best practices and company messaging can help build their confidence and expertise.

    2. Recognize and reward participation: Recognizing and rewarding employees participating in your advocacy program can help incentivize others to get involved. Consider offering prizes or other incentives for employees who refer new customers or share a certain number of social media posts.

    3. Make it easy: Provide your employees with pre-written social media posts, email templates and other content they can share with their networks. This can make it easier for them to participate in your advocacy program without feeling like they need to create content from scratch.

    How can employees connect with customers and share their knowledge?

    One of the most significant advantages of employee advocacy is that it lets employees connect with customers personally. Employees who share their experiences and insights about your business can build trust and establish relationships with potential customers.

    Here are a few ways that your employees can connect with customers and share their knowledge:

    1. Customer service: Your employees who work in customer service can share their knowledge and expertise with customers with questions or concerns. This can help build trust and establish a reputation for excellent customer service.

    2. Industry events and conferences: Send your employees to events and conferences to represent your brand and share their knowledge with others in your industry. This can help position your business as a thought leader and build relationships with potential customers.

    3. Internal knowledge sharing: Encourage your employees to share their knowledge and expertise. This can help build a culture of collaboration and innovation within your business, ultimately benefiting your customers.

    Related: 5 Ways to Make Your Employees Your Greatest Brand Advocates

    Measuring the success of your employee advocacy program

    Measuring the success of your employee advocacy program is essential to ensure that you are achieving your goals and getting the most out of your investment. Here are a few metrics you can track to measure the success of your program:

    1. Engagement: Track the number of employees participating in your program and the frequency of their participation. You can also track engagement on social media by monitoring the number of likes, comments and shares on your employees’ posts.

    2. Reach: Track the number of people reached through your employees’ social media posts and other advocacy activities.

    3. Referrals: Track the number of new customers or clients referred to your business by your employees.

    4. Sales: If your employee advocacy program is focused on driving sales, track the sales generated through your program.

    By tracking these metrics, you can measure the success of your employee advocacy program and adjust as needed to ensure that you are getting the most out of your investment.

    The saying goes, “When employees win, we all win.” This rings true when it comes to employee advocacy. When employees are willing to speak highly of their company, its products or services, and its overall mission, it can significantly impact its success.

    Companies that recognize and value their employees’ advocacy efforts are more likely to attract and retain top talent while reaping the benefits of increased brand awareness and revenue. In this way, when employees win, we all win.

    [ad_2]

    Diana Gauthier

    Source link

  • How to Identify and Handle a Toxic Leader | Entrepreneur

    How to Identify and Handle a Toxic Leader | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    Toxic business leaders are the danger of modern corporate life. Unfortunately, they may hide behind good reputations. The danger itself lies in the public image of “good guys” that they often build by talking about the public good in the media, donating funds to charities and positioning themselves as top industry experts who they definitely are. However, it doesn’t change how destructive their behavior might be to their employees, which can affect the mental and physical health of their team members and decrease the overall performance at the workplace.

    No, I am not being dramatic. These are real consequences of toxic leadership in business we all should be cautious about. Let’s consider four behavioral patterns of toxic business leaders.

    [ad_2]

    Dana Kachan

    Source link

  • How Hybrid Work Benefits Your Employees and the Planet | Entrepreneur

    How Hybrid Work Benefits Your Employees and the Planet | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    While the debate over returning full-time to the office rages, one thing is worth further consideration: The five-day commute may be harmful to your people and the planet.

    There’s certainly value to being in the office, particularly as you look to the future. Employees under 30 are the least likely to favor fully remote work, which has come with a cost. Gallup shows that Generation Zers and millennials are now as disengaged as their elders, in part due to the lack of social connection and encouragement the office provides.

    Yet overwhelming research says a full return spurs turnover, saps creativity, limits the talent pool and lays waste to productivity — all when you could have the best of both worlds.

    Related: Welcome to the Hybrid Work Era

    Lazy leadership

    Begin with the simple math of a five-day commute. Add the average time spent in a car or bus to the many minutes burned on interruptions and watercooler distractions, and your employees automatically start the week with a 10-hour deficit. This is just the beginning of the harm inflicted by command-and-control management, where you need to see people sitting in their seats to know they’re working, and where attendance counts more than output.

    To put it bluntly: It’s lazy leadership. Watching people “working” is a poor replacement for clear performance outcomes and accountability. If you insist on this arrangement, you’ll have to forgive employees for feeling like you’re operating a daycare.

    This outdated form of leadership is based on the assumption that the old way of working boosts culture and productivity. On the contrary, as the Harvard Business Review notes, the Great Resignation began well before the pandemic. And in a recent survey by Mercer, 94% of companies with remote workers said productivity was equal to, or greater than, pre-pandemic levels.

    Cisco took a deeper dive. In a survey of 28,000 people, 61% of the networking company’s remote employees reported improvement in the quality of their work. Nearly the same found self-improvement in job knowledge. Half saw leaps in working relationships and attitudes.

    It’s not hard to understand why. While a one-size-fits-all approach works well for machines, it’s disastrous for humans. Pillars of health including exercise, sleep and stress levels improved when the world went remote. In other words: Give employees the flexibility to navigate their own circumstances, and they’ll be happier, more motivated and less likely to leave.

    Related: How to Balance Employee Happiness and Business Expectations

    Getting the most from your employees

    Hybrid is the optimal model for workers, the organization and the Earth. The ideal office time, based on nearly two decades of research and practice, seems to be two to three days a week. Humans need that sense of connection and collaboration at the office. But they also require uninterrupted time to focus, to create and to think deeply. Grant them the flexibility to work in a way best suited to them, and better performance is the natural result.

    In this new age of inclusivity, hybrid work is more respectful of different types of workers, including mothers, single parents and persons with disabilities. By thinking outside the idea of the prototypical worker, company executives can create a more inclusive environment for everyone.

    Rather than issue a company-wide mandate, scheduling decisions should be made on a team-by-team basis. Accounting, for example, doesn’t have the same in-person needs as human resources. This allows teams to optimize their intentional time together while showing employees the trust to do the same with their focus time.

    We know that healthy workers make more productive workers. Especially in a knowledge economy, they need time to think. Take away the waste of pointless commutes and office interruptions five days per week, and build in the ability to work remotely on certain days. In doing so, you can reap the best of both worlds — focus and deep thinking balanced with collaboration and connection at the office.

    You’ll also be addressing what McKinsey calls the “purpose hierarchy gap.” Only 18% of employees feel a sense of purpose that gives their work meaning, compared with 85% of executives.

    Related: 5 Steps to Implement the Ideal Hybrid Work Model

    By stressing the environmental savings of pulling all those cars off the roads, you give purpose through a shared mission of doing less harm to the environment. All the better if it allows you to reduce your office footprint. Interestingly, buildings account for nearly 40% of greenhouse gas emissions. The largest source of emissions of carbon dioxide, the most common greenhouse gas, is the transportation sector, led by cars and pickups.

    Finally, there’s an extra bonus in all this: You’ll become a better manager. The hybrid system ups the game on communication. That’s because you can’t rely on chance encounters to interact. When you’re working at a distance, you have to be more intentional with one-on-ones. So, those who do this well will be on their way to mastering one of the most fundamental skills of great leadership.

    [ad_2]

    Dr. Laura Hambley Lovett

    Source link

  • Why Executives Need to Work on the Ground With Employees | Entrepreneur

    Why Executives Need to Work on the Ground With Employees | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    In today’s highly competitive business environment, executives are often caught up in their day-to-day responsibilities and lose sight of what is actually occurring “in the trenches.” However, this lack of connection with the rest of the company can be detrimental to the success of the business. To stay ahead, executives must work on the ground and “in the trenches” with the rest of the company, understand their challenges and provide support and leadership to overcome them.

    One notable example of executives working on the ground is Starbucks, which has had tremendous success with its CEO, Kevin Johnson, working in the company’s stores. In an article published in Business Insider, Johnson discussed the benefits of his hands-on approach and how it has helped him better understand the needs of his customers and employees.

    Another example is Uber’s CEO, Dara Khosrowshahi, moonlighting as a driver for several months. He was surprised to learn how many issues were present and how rude some of the riders could be. He also learned of inefficiencies with the company’s application and implemented improvements for drivers, including sign-on features.

    There is also the two-time Emmy Award-winning series called Undercover Boss, where high-level executives slip anonymously into their businesses for weeks or months at a time. Some of the key benefits of executives and CEOs working “in the trenches” include:

    • Gain fresh perspectives on the business, market and health of your business

    • Improve team morale

    • Understanding clients

    • Becoming a better leader by breaking down hierarchies

    Related: What I Learn by Going ‘Undercover’ at My Company

    Why executives need to get in the trenches

    One of the primary benefits of executives working on the ground is that it creates a culture of accountability. When visible and engaged with employees, executives set an example for others to follow. This culture of accountability can help improve employee morale and productivity, as they feel supported and valued. Moreover, when executives are on the ground, they are able to detect areas where improvements are needed and adjust accordingly.

    Another critical benefit of executives working on the ground is that it fosters innovation. By engaging with employees and customers, executives can learn about current trends and ideas that could benefit the company. This approach encourages creativity and helps the company stay ahead of the competition. As executives observe customer behavior and gain insight into their preferences, they can better inform the company’s strategy.

    Executives working on the ground can also help build a stronger team. By collaborating with employees, executives can build relationships and create a sense of camaraderie. This approach helps break down barriers and promotes collaboration, which is crucial in a fast-paced and competitive environment. When employees see executives collaborating with them, they feel appreciated and inspired to do their best.

    Finally, executives working on the ground can help improve the customer experience. By observing customer behavior and interacting directly, executives can better understand their needs and preferences. This approach can help the company create a more personalized customer experience, increasing loyalty and repeat business. When your clients believe they are appreciated, they are more likely to be loyal to your company and recommend it to others.

    Related: 4 Lessons Every Executive Can Learn from Hourly Workers

    How executives can get the most value out of working on the ground

    Here are a few key considerations for executives who want to start working on the ground with the rest of the company:

    1. Set clear expectations: Executives should have clear goals and expectations for their time on the ground. This methodology will help them stay focused and ensure all parties get the most out of their experience.

    2. Engage with employees: Executives should take the time to interact with employees and learn about their challenges and successes. This approach will help build relationships and foster a culture of accountability.

    3. Listen to customers: Executives should listen carefully to what customers say and note their feedback. This approach will help the company better understand its customers and create a more personalized experience.

    4. Build a formidable team: Executives should work to build a resolute team by promoting collaboration and creating a sense of camaraderie. This approach will help improve morale and productivity.

    5. Stay flexible: Executives should be prepared to adjust their strategy based on what they observe on the ground. This approach will help the company remain ahead of its competition and adjust to shifting customer needs.

    In conclusion, executives working on the ground can significantly impact a business’s success. By creating a culture of accountability, fostering innovation, building a stronger team and improving the customer experience, executives can help their companies stay ahead of the competition. To obtain the maximum value out of this methodology, businesses should set clear expectations, engage with employees, listen to customers, build a formidable team, and stay flexible. By doing so, executives can build a stronger, more successful company.

    Related: Get Better at Your Own Job by Doing Someone Else’s

    [ad_2]

    Steve Taplin

    Source link

  • 5 Steps to Building a Strengths-Based Workplace Culture | Entrepreneur

    5 Steps to Building a Strengths-Based Workplace Culture | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    In today’s fast-paced and competitive business world, organizations constantly seek ways to maximize employee performance and productivity. One proven approach to gaining traction is building a strengths-based culture at work, where employees are empowered to leverage their unique strengths to achieve personal and organizational success.

    In this article, we will explore the key steps to take in building a strengths-based culture in the workplace. Here are the five steps to follow:

    Related: This Is What Happens When You Focus on Employees’ Strengths

    Step 1: Unlock unique superpowers — Discover and harness strengths

    The first step in building a strengths-based culture is to assess and identify your employees’ strengths. This can be done through various surveys, assessments and feedback sessions. The goal is to understand the unique strengths and talents that each employee brings to the table. Strengths include skills, knowledge, abilities and personal characteristics that make employees excel.

    Surveys and assessments can effectively gather information about employees’ strengths. Various validated assessments can provide valuable insights into an individual’s strengths. These assessments typically include questions or statements that help employees identify their strengths. The results can then be used for further discussions and development plans.

    Empower growth through insightful dialogues — elevate your team’s performance with dynamic feedback sessions that drive success: Feedback sessions allow employees to reflect on their strengths and receive feedback from their managers, peers or mentors. Encouraging employees to share their thoughts and experiences about their strengths can help them gain self-awareness and better understand how their strengths can be applied in their work.

    Unleash the full spectrum of superpowers — recognize and nurture the diverse abilities, talents and qualities of your team, from skills to personal traits, for unprecedented success: When assessing strengths, it’s essential to consider a wide range of factors, including skills, knowledge, abilities and personal characteristics. Strengths vary significantly among individuals, including technical skills, leadership abilities, problem-solving skills, creativity, adaptability, etc.

    Unlock hidden talents — see the true potential in every individual, beyond job titles, and ignite a thriving culture of innovation: It’s important to remember that strengths may not always align with an employee’s job title or role. Sometimes employees may have untapped powers that could be more utilized in their current positions. Therefore, looking beyond job titles and traditional roles is crucial when identifying strengths.

    Step 2: Unleash your inner superpowers — embrace and amplify your strengths

    Once employees’ strengths are identified, it’s essential to recognize and celebrate them. Recognition can come in various forms, such as verbal praise, awards, certificates or even small tokens of appreciation. Ensuring that recognition is genuine and specific is essential, and linking the strengths to their impact on the individual and the organization is critical.

    Organizing team-building activities that leverage employees’ strengths can also be a great way to celebrate and reinforce a strengths-based culture. For example, if an employee has a strength in communication, organizing a team presentation or brainstorming session can allow them to utilize and showcase their skills.

    Related: The 4 Pillars of Employee Appreciation

    Step 3 — Unleash your potential: Explore thrilling pathways to personal growth and success

    Providing growth opportunities is critical in building a strengths-based culture at work. It creates an environment that nurtures employees’ strengths and provides avenues to develop further and utilize their unique abilities. Here are some ways to implement step 3:

    Training programs: Offer training programs tailored to employees’ strengths, and provide them with the tools and resources to further develop their skills. These programs can include workshops, seminars, online courses and certifications that align with employees’ strengths and help them hone their abilities.

    Mentoring and coaching: Implement mentoring and coaching programs that pair employees with experienced mentors or coaches who can provide guidance and support in leveraging their strengths. Mentors and coaches can help employees identify opportunities to apply their strengths in their current roles and explore new avenues for growth.

    Job rotations and stretch assignments: Employees can apply their strengths through job rotations or stretch assignments in different contexts. Job rotations allow employees to gain exposure to other areas of the organization and expand their skill sets. At the same time, stretch assignments challenge employees to step out of their comfort zones and take on tasks that require their strengths.

    Aligning strengths with roles and responsibilities: Ensure employees’ strengths align with their organizational roles and responsibilities. Assign tasks and projects that allow employees to leverage their strengths rather than focusing solely on their weaknesses. This can increase employees’ motivation, engagement and performance as they are more likely to excel in tasks that align with their strengths.

    Recognize and celebrate strengths: Recognize and celebrate employees’ strengths and impact on the organization. Acknowledge and reward employees who excel in their areas of strength, and highlight their contributions to the team and the organization.

    By nurturing employees’ strengths and empowering them to develop and utilize their unique abilities, organizations can create a supportive and engaging work environment that fosters employee growth, productivity and overall success.

    Step 4 — Ignite synergy: Fuel teamwork and amplify success with collaborative partnerships and constructive feedback

    Collaboration and feedback are essential elements of a strengths-based culture. Encouraging employees to work together and leverage each other’s strengths can lead to greater creativity, innovation and problem-solving. Team members can complement each other’s strengths and create synergies that drive success.

    Providing regular feedback is also critical in a strengths-based culture. Managers and leaders should provide constructive feedback highlighting how employees’ strengths can be further utilized and developed. Feedback should focus on identifying and building upon employees’ strengths rather than just pointing out weaknesses.

    Related: To Motivate Your Employees, Give Honest Feedback

    Step 5 — Inspire with your brilliance: Be a trailblazer of excellence and lead the way by setting a powerful example

    Leaders play a crucial role in building a strengths-based culture. They must lead by example and demonstrate the value and importance of leveraging strengths in the workplace. Leaders should strive to understand the strengths of their team members and provide them with opportunities to utilize those strengths effectively. They should also model the behavior of recognizing and celebrating strengths, giving feedback and fostering collaboration.

    [ad_2]

    Chris Mayfield

    Source link

  • 5 Things Tech Employers Can Do to Mitigate Employee Fatigue | Entrepreneur

    5 Things Tech Employers Can Do to Mitigate Employee Fatigue | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    To say the U.S. is home to an enormous labor market, specifically technology, would be a gross understatement. According to data published by the International Trade Administration, an agency in the U.S. Department of Commerce that promotes the export of non-agricultural products and services, the U.S. is home to one-third of the $5 trillion global information technology market, thus making it the largest tech market in the world. But that’s not all; there is far more to it than that.

    The same International Trade Administration data revealed that the tech industry accounts for nearly $2 trillion of the U.S. value-added gross domestic product (GDP) and some 12 million jobs. Yes, you read that correctly — 12 million jobs. The software and electronic devices we use in our professional and personal lives helped make the U.S. a leader in the global tech market.

    As far as tech companies go, the U.S. is home to more successful ones than any other nation. And these are the same ones that have created the roughly 12 million tech jobs that help keep unemployment numbers low and the country’s economy chugging along nicely. Based on market cap, some of the largest and most successful tech companies in the U.S. include the following:

    • Apple

    • Alphabet (Google)

    • Microsoft

    • Meta

    • Dell Technologies

    • Intel

    • IBM

    • HP

    • Tesla

    • Cisco Systems

    The one thing these companies have in common is that they are all highly competitive. And that competitiveness is the mechanism that drives their marketing strategies, fuels their innovations and enables them to bring to market the software and devices that most of us use in our day-to-day lives.

    To achieve these things, many companies offer tantalizing financial incentives to compel employees to work harder and longer than they otherwise would. Some go as far as to make working overtime compulsory. Studies show that an estimated 18% of employees in the U.S. work 60 or more hours per week. And instead of the usual 40-hour work week, many are working 47 hours each week. These long workdays can and often do take a toll on an employer’s workforce.

    Related: How to Deal With Employee Burnout

    Employees in some of America’s largest tech companies report feeling fatigued and burnt out

    According to ZDNet, an esteemed business technology news website, roughly 2 in 5 tech employees say they want to quit their tech jobs due to excessive stress, exhaustion and poor work-life balance. A separate study published by CNBC echoed the same as it detailed the state of affairs at Microsoft, a multinational technology corporation and the world’s largest purveyor of computer software. The study revealed that roughly 50% of employees and 53% of managers said they frequently felt burnt out at work.

    In the fast-paced world of technology, employee burnout and fatigue have become increasingly common. With long hours, tight deadlines and a constant need to stay updated with the latest technologies, tech employees can quickly become overwhelmed and exhausted. Here are some ways to mitigate tech employee fatigue in 2023:

    Related: Become a Better Leader By Helping Your Team Manage Stress

    5 things tech employers can do to boost employee morale and combat workplace fatigue

    1. Encourage work-life balance: It is essential to encourage tech employees to maintain a healthy work-life balance. This can be achieved by setting reasonable work hours, providing flexible work arrangements and encouraging employees to take regular breaks. I am also a big believer in offering employees extra days off as needed, especially when they have stressful personal life issues they are dealing with.

    2. Promote a positive work culture: A positive work culture can significantly reduce employee fatigue. By fostering a supportive and collaborative work environment, tech employees are more likely to feel valued and motivated. I like to do employee game meetings with prizes, where the sole goal of the meetings is to have fun and not discuss work.

    3. Offer training and development opportunities: Regular training and development opportunities can keep tech employees engaged and motivated. It can also help build their skills and knowledge, reducing the likelihood of fatigue caused by feeling overwhelmed or unprepared. These training opportunities can be directly related to their jobs or personal skills that they would like to develop. I once paid for a cooking class for an employee because they were stressed out about cooking dinner for their family every night. The fact that this class had nothing to do with their job made it even more rewarding for this person.

    4. Provide mental health support: It is essential to prioritize mental health and provide resources and support for employees struggling with burnout or fatigue. This can include access to counseling, stress-management workshops and other resources to help employees manage their mental health. I also allow my employees to have additional days off as needed to help them decompress and not be as stressed about their job responsibilities.

    5. Recognize and reward employees: Recognizing and rewarding employees for their hard work and contributions can help to boost morale and reduce fatigue. This can be achieved through bonuses, promotions or other incentives recognizing employees’ efforts and contributions.

    In conclusion, mitigating tech employee fatigue is essential for maintaining a productive and healthy workforce. By encouraging work-life balance, promoting a positive work culture, offering training and development opportunities, providing mental health support and recognizing and rewarding employees, tech leaders can help employees stay engaged, motivated and energized.

    Related: High-Stress Companies Need to Invest in Employee Mental Health

    [ad_2]

    Steve Taplin

    Source link

  • Poor Working Conditions Can Impact Your Mental Health: Report | Entrepreneur

    Poor Working Conditions Can Impact Your Mental Health: Report | Entrepreneur

    [ad_1]

    Crummy working conditions aren’t just bad for morale.

    Late shifts, job insecurity, and a lack of sick leave can negatively impact employees’ mental health, according to a new study published in April 2023 by the CDC.

    The study, which is based on the respondents (ages 18 to 64) of the 2021 National Center for Health Statistics National Health Interview Survey, found that one in every 37 working adults (2.7%) “experienced serious psychological distress” that was significant enough to cause “moderate-to-serious impairment” to everyday functioning and required treatment.

    RELATED: I Worked From Vegas Without Telling My Boss. It Was Perfect — Until I Had a Surprise Zoom Call in a Casino.

    The rates of mental distress varied by working conditions. The study found that one in 17 people (5.8%) who worked while sick reported “serious psychological distress,” which is three times greater than those who did not work when ill.

    Courtesy of the CDC – Figure 4. Percentage of working adults aged 18–64 reporting serious psychological distress in the past 30 days, by availability of paid sick leave and report of working when physically ill: United States, 2021

    Additionally, late-night shift workers and those with less-flexible scheduling were two times more likely to report mental distress than day workers with day shifts and flexible schedules.

    Courtesy of the CDC – Figure 3. Percentage of working adults aged 18–64 reporting serious psychological distress in the past 30 days, by work schedule characteristics: United States, 2021

    The study noted that those will inconsistent earnings and people who feared losing their jobs were also at a higher risk for reporting serious physical distress.

    RELATED: Retirees Are Earning Up to $20,000 Per Month With One Fully Remote Side Hustle

    Overall, the study found that autonomy in the workplace is important to mental health.

    “People need to have a sense of agency in order to avoid having a stress response,” Dennis Stolle, senior director for applied psychology with the American Psychological Association, told CNN. “When people don’t know what’s going to happen and they don’t have any control over what’s going to happen, it can lead to anxiety and to increase levels of stress.”

    [ad_2]

    Sam Silverman

    Source link