ReportWire

Tag: Managing Employees

  • Zoom’s New AI Tech Will Help You Skip Video Meetings | Entrepreneur

    Zoom’s New AI Tech Will Help You Skip Video Meetings | Entrepreneur

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    Finally, a company is using generative AI to help us, not replace us.

    Zoom announced the fall release of Zoom AI Companion, a new generative artificial intelligence tool that promises to deliver “powerful, real-time digital assistant capabilities to help users improve productivity and work together more effectively.”

    So what does that mean in non-press-release speak? Here are some of the highlights of what it will be able to do:

    • Recordings of Zoom meetings will have autogenerated highlights and smart chapters that viewers can quickly zip through. They’ll also have review summaries and next steps.
    • If you’re late for a meeting, instead of bringing things to a screeching halt with questions (or sitting there clueless), you’ll be able can catch up by submitting questions into a side panel and receiving AI-generated answers.
    • After a meeting, hosts will receive a meeting summary that they can share with people who were unable to attend (or people who were clearly sleeping with their eyes open).
    • Zoom says by spring 2024, AI will give attendees real-time feedback on their presence in meetings, even offering coaching to improve their conversational style and presentation skills. (That’ll be fun to have a robot tell you your brainstorming ideas were asinine, right?)

    Related: Zoom, the Company That Took Remote Work By Storm, Is Telling Employees to Return to the Office

    Zoom says that AI Companion will be available at no additional cost if you’re already a paying customer. “We are transcending the hype in generative AI by delivering tangible products and disrupting the industry’s pricing model, making it easy for businesses and people like you and me to leverage generative AI’s full benefits in our day-to-day work,” said Zoom’s chief product officer Smita Hashim in the company’s statement.

    Now, if any of this has you feeling queasy about privacy, the company says that it does not use any customer audio, video, chat, screen-sharing, or attachments to train its AI. Plus, they say that AI Companion is turned off by default — it will need to be activated each and every time by users. So no recordings of meetings you didn’t want preserved for the ages. And also, no recordings of important meetings that someone forgot to press record on. So here’s a free business idea for all the techies out there: develop AI to remind us to turn the AI on.

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    Dan Bova

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  • 10 Rules for Coaching Your Team to Greatness | Entrepreneur

    10 Rules for Coaching Your Team to Greatness | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

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

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

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

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

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

    Here are 10 rules for coaching your team to greatness.

    Related: 6 Effective Ways To Coach and Support Your Team

    1. Lead by example in all you do

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

    2. Be positive in all circumstances

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

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

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

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

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

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

    Related: Coaching Over Managing: Motivate Your Team

    5. Communicate what you want and expect

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

    6. Be honest in your life

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

    7. Become a lifelong learner

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

    8. Always look for a better way forward

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

    9. Embrace change, especially technology

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

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

    10. Take one for the team

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

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

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    Ray Titus

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

    9 Traits to Watch for When Hiring in 2023 | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

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

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

    1. Personable

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

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

    Related: 10 Strategies for Hiring and Retaining New Employees

    2. Goal-Oriented

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

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

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

    3. Problem-solving

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

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

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

    Related: What to Consider When Hiring Employees

    4. Technically proficient

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

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

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

    5. Confident

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

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

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

    6. Teachable

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

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

    7. Trustworthy

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

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

    Related: The Best Employees Have These ’31 Flavors’

    8. Collaborative

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

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

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

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

    9. Loyal

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

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

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

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

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    Shawn Cole

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

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

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    Opinions expressed by Entrepreneur contributors are their own.

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

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

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

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

    Fostering a culture of innovation

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

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

    Enhancing employee engagement and satisfaction

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

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

    Empowering leadership development

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

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

    Driving organizational agility

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

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

    Nurturing continuous learning

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

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

    Related: 5 Ways to Integrate Employee Autonomy Into Your Culture

    Mitigating entrepreneurial burnout

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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    Michael Stagno

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

    3 Strategies to Boost Employee Engagement at Your Company | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

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

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

    Related: 6 Employee Engagement Tips for Strong Retention

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

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

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

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

    1. Build engagement responsibilities into leaders’ profiles

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

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

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

    Related: Top 10 Employee Engagement Strategies That Matter

    2. Make time for recognition and celebrations

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

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

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

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

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

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

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

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

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    Eric Watkins

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

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

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    Opinions expressed by Entrepreneur contributors are their own.

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

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

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

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

    Why is organizational alignment important?

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

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

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

    Step 1: Build the right team

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

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

    Step 2: Rally the team around a shared purpose

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

    Step 3: Set and track collaborative goals

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

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

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

    Consider using OKR software tools for optimal goal management.

    Step 4: Implement good communication habits

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

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

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

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

    Step 5: Encourage teamwork

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

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

    6. Focus on employee engagement

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

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

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

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

    Related: How To Align Your Company Goals To Breed Success

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    Doug Walner

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  • Want to Onboard Like a Pro? Here are 5 Ways to Retain Good Clients and Staff | Entrepreneur

    Want to Onboard Like a Pro? Here are 5 Ways to Retain Good Clients and Staff | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In my many years of running my own PR agency, I’ve experienced a lot of hiccups when it comes to onboarding. And if I’m being honest, I must admit I caused most of those hiccups. I’m just not particularly good at it — it’s not one of my strong suits.

    Though fine-tuning my onboarding techniques is a work in progress, it doesn’t come naturally to me. Once I find a potential team member I like or I’ve got a hot lead on a potential client, my tendency is just to jump into the deep end, all enthusiasm and “we’ll figure it out as we go along” and very little step-by-step processing that would pave the way for a mutually beneficial and lasting connection.

    On occasion, the “winging it” approach might work. But usually, it doesn’t. So I recently looked closely at my firm’s onboarding procedures from the inside out, which yielded some interesting insights. Before I share them, it’s important to note that the objectives here could not be more straightforward: Regarding internal onboarding, the goal is incorporating a new staffer into a welcoming and positive work environment. When it comes to external onboarding, the goal is as simple as keeping the client happy. That’s it. That’s the end game. Here’s how to win it.

    Related: The Secrets Behind Successful Employee Onboarding

    Winning steps for internal onboarding

    1. Immediately upon bringing a new staffer on board, express gratitude for their contribution. Acknowledge the skills that led you to hire them, tell them how those skills will bolster team efforts and make them feel like you’re lucky to have them, not vice versa. Everybody wants to feel valued at work, even from the very first day.
    2. Pay on time and pay above-market rates. This one may sound like a no-brainer, but small businesses sometimes don’t have automated payroll in place to ensure timely payment. Landlords and banks don’t accept delays, so don’t chase promising new hires away with delays of your own making. As for salary, a higher-than-market rate will often secure you better-than-average talent, but if you can’t afford that right now, other forms of compensation work equally well to solidify employee buy-in, like half-day Fridays, remote work options, the use of company equipment, and a results-based bonus plan.
    3. Provide an overview of the organizational structure, preferably in the form of an org chart. This is essential. People need to know where they fit in to feel like they fit in.
    4. Allow the individual’s abilities to shine bright by supplementing and supporting their output. Here at RPR, every piece of content that is written for our clients passes my desk and is copyedited/proofed by our editorial support people. At first, my content writers sometimes balk at being reviewed, but it’s a win-win for everybody when our customer reviews come back glowing about error-free and accurate assets. Teach your team to, lead your team to and support one another in their roles, not just fulfill their own.
    5. Check in with your people for no reason. For no reason at all. Just send a text, write an email or call to regularly reach out to them to (a) ask how things are going — do they need any support and (b) reinforce continual messaging of how fortunate you feel to have them on board.

    Related: Are You Guilty of Poor Onboarding? The Consequences Are Worse Than You Think.

    Winning steps for customer/client onboarding:

    1. Send a warm introductory email detailing what the client can expect for your initial engagement. Having this in writing can avoid many explanatory phone calls, provide a tangible form of your commitment, and assure the client that they’ve entered a functional, efficient workflow.
    2. Continue to send a chain of emails to follow up; first, to ask the client to confirm that they received the last communiqué you sent them; second, to always open a window for them to write back with questions or concerns.
    3. Go beyond the to-do list. It may be enough just to do your job or what you were hired to do. But to retain long-term B2B clients, why stop there? Be exceptional by exceeding expectations with unanticipated gestures, like forwarding an article of interest, sending the client something that reminded you of them, providing them with referrals or having flowers or lunch delivered for a special occasion.
    4. Speaking of which, recall step #1 for your internal onboarding: Showing gratitude to your client base, as well, is a little action that generates a big reaction. Sending a thank-you note is the simplest but tremendously significant way to let someone know how much you appreciate their business.
    5. Finally, another repeat: Check-in for no reason. You can never go wrong with any contact in the business world by being reliably present, open-eared, and always interested in how they’re feeling about your relationship status. Some people are afraid to initiate unnecessary contact if they receive negative feedback. Better to catch any lapses that are occurring so you can attend to and remedy them than to lose the client based on a lack of authentic communication.

    As I see it, onboarding is the “honeymoon phase” of any business relationship. Once you’re united with this business partner under mutually agreed-upon terms, you want to have fun with them, go places with them in a favorable climate and create and sustain a memorable impression that will fuel and ground your future interactions. Basically, you want to start things off on the best possible footing to point the way toward a smooth and successful venture ahead together.

    So put some effort into planning every onboarding process per new contact, just like you would map out your honeymoon destination and activities. The advanced planning and customized blueprint will lay a strong, solid foundation on which the relationship can continue to grow and expand in positive, productive, and fruitful ways for years to come.

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    Emily Reynolds Bergh

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

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

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    Opinions expressed by Entrepreneur contributors are their own.

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

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

    Reasons to be transparent with employees

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

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

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

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

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

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

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

    The pitfalls of not being transparent

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

    Related: Wearable Tech Is Improving Employee Productivity and Happiness

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

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

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

    Taking care with the truth

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

    • Stay positive while sharing current challenges

    • Share your vision for remedying the issue

    • Offer thoughts on actionable steps the company can take

    • Ask employees for their input

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

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

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

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

    How do you decide?

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

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

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

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    John Boitnott

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  • How to Encourage Individuality Within a Cohesive Team | Entrepreneur

    How to Encourage Individuality Within a Cohesive Team | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

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

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

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

    The symphony of individuality in a sea of conformity

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

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

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

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

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

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

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

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

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

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

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

    Embrace conflict – the hidden power of “ME”

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

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

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

    Related: 6 Steps to Building a Great Team

    Facilitate effective communication — the lifeline of “ME”

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

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

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

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

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

    The power of delegation — trusting in “ME”

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

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

    Related: How to Create a Culture of Diverse Thinking

    The “ME” in the “WE”

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

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

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

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

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

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    Chris Kille

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

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

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    Opinions expressed by Entrepreneur contributors are their own.

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

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

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

    Related: 8 Reasons You Should Give Your Employees More Control

    Be inspiring, not challenging

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

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

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

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

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

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

    Invest in creativity across your company

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

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

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

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

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

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

    Embrace design thinking

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

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

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

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

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    Brad Rencher

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  • Empower Your Team with $59.99 Training for Management, Design, and More | Entrepreneur

    Empower Your Team with $59.99 Training for Management, Design, and More | Entrepreneur

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

    Making sure your employees are well trained on a variety of difficult tasks and jobs isn’t just vital to your daily operations. A recent TeamStage report found that 68% of workers consider training and development opportunities to be an employer’s most important policies. If your employees value good training, then you can give them access to a lifetime of it.

    With an International Open Academy (IOA) eLearning Lifetime Membership, you get access to all 200+ IOA courses across disciplines and categories. Normally, this eLearning membership would cost $400, but you can get it for $59.99 while it’s on sale.

    A lifetime of training for your team.

    This lifetime membership gives learners access to an extensive library with more than 5,700 hours of material to study. Courses are spread across categories including business and professional development, technology, graphic design, event management, hospitality, teaching, arts, design, and many more.

    Courses are all taught by experienced professionals, and lifetime access gives learners the chance to study and enjoy at their own pace. Your employees can take their training into their own hands and cultivate new skills that could qualify them for new job opportunities.

    IOA courses are not the same as a formal education, and certificates only show course completion. However, they still give your workers the chance to immerse themself in new practical skills that they can apply in their current or future roles. The courses are even ICOES-certified.

    Train your employees without losing resources.

    Training your employees for a new job or skill doesn’t have to require lost resources and time. Instead, they can study on their own time with lifetime access to thousands of hours of material.

    Get the International Open Academy eLearning Lifetime Membership for $59.99.

    Prices subject to change.

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    Entrepreneur Store

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  • How to Motivate Your Unmotivated Employees | Entrepreneur

    How to Motivate Your Unmotivated Employees | Entrepreneur

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    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

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    Eric Watkins

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  • What is Loud Quitting | Entrepreneur

    What is Loud Quitting | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    This story was originally published on Under30CEO.com

    Recently, workplace dynamics have undergone significant changes, and the rise of social media has introduced a new trend known as “loud quitting.” This phenomenon involves disgruntled employees expressing their frustrations publicly on platforms like TikTok and Instagram Live, making a spectacle of their decision to leave their jobs. While this approach may seem enticing to some, human resources experts caution against engaging in such behavior due to the potential long-term consequences it can have on an individual’s career.

    Related: Quiet Quitting Is Dividing the Workforce. Here’s How to Bring Everyone Back Together.

    Niki Jorgensen, the managing director of client implementation at Insperity, told Under30CEO that it highlights that although loud quitting may be a new name, it is not a new concept. She points out that almost one in five employees participate in this practice, while disengaged “quiet quitters” constitute 59% of the workforce, according to Under30CEO. The allure of sharing resignations on social media is understandable, especially in a world where digital natives feel comfortable expressing significant life changes online. However, the implications of such actions can be far-reaching and may leave lasting negative impressions on both the company and its leadership.

    Job experts unanimously agree that loud quitting is not a recommended approach to resigning. Instead, they emphasize the importance of acting professionally and gracefully, particularly when seeking to maintain one’s reputation in the workplace. Mike Steinitz, senior executive director for Robert Half in Washington, D.C., told Under30CEO that it underscores the potential risks involved in loud quitting, highlighting that it may lead to burning bridges with employers, resulting in severed ties that can be detrimental to future career opportunities, according to Under30CEO.

    In contrast, taking a more positive approach can yield better results. Jorgensen told Under30CEO she advises employees to initiate conversations with their managers when feelings of disengagement arise. This approach allows for constructive discussions and opportunities to effect change in the workplace. Resigning professionally is essential for preserving one’s professional reputation and network of connections, as the business world is relatively small, and news of a less-than-ideal exit can spread quickly, impacting future career prospects.

    Related: Some Workers Aren’t Just ‘Quiet Quitting’ — They’re ‘Fast Quitting’ and Leaving Companies Earlier Than Ever Before

    When contemplating resignation, it is vital to schedule a meeting with the manager to discuss the decision formally. Providing the resignation in writing and adhering to the standard two-week notice period is customary in most workplaces. During the meeting, employees can also discuss how to handle the transition of pending work, notify clients of the departure, and ensure coworkers are trained on critical processes.

    Furthermore, being mindful of social media posts is crucial, as it can significantly influence how potential employers and colleagues perceive individuals — negative content about employers, whether current or past, can be detrimental to one’s professional image. Steinitz reiterates the importance of maintaining a cordial and professional online presence, as social media posts are readily accessible to the world and can have lasting implications, according to Under30CEO.

    While the allure of becoming an online sensation through “loud quitting” may be tempting, job experts emphasize the value of maintaining professionalism, grace, and dignity when resigning from a position. This approach not only safeguards one’s reputation within the industry but also leaves the door open for potential future opportunities. By understanding the potential risks and consequences of loud quitting, individuals can make more informed decisions when navigating their careers in the digital age.

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    Joe Rothwell

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  • How Leaders Can Effectively Navigate Layoffs in the Tech Industry | Entrepreneur

    How Leaders Can Effectively Navigate Layoffs in the Tech Industry | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    The layoff wave that rocked the tech industry has begun to recede, but with tech capital markets still locked down, layoffs, shutdowns and other tough changes are still in the offing for many companies.

    Senior and middle managers generally have no control over the economic forces that cause painful employee decisions — but what they can control is how those decisions are handled and communicated. And how they’re handled can make all the difference between lasting damage to their organizations versus paving a clear pathway back to healing and regrowth.

    The pure number of layoffs peaked in January, with companies ranging from Amazon to Meta making large-scale cuts. Smaller, money-losing tech companies that can’t raise additional capital are still hitting the wall in high numbers, so the pain isn’t over yet.

    Related: 8 Effective Tips for Conducting Layoffs

    How to approach layoffs

    But managers can’t let their own stress and fear affect the way they communicate with their teams. Bad news isn’t easy for anyone. Managers’ own stress and anxiety often leads them to oversee layoffs with a business-like approach, treating employees as numbers on a spreadsheet. But in doing so, those executives and managers — and their organizations — come across as harsh and heartless.

    This de-personalized, lacking-in-empathy approach tends to have a negative ripple effect on employees who are spared, which in turn negatively affects the future trajectory of the company. When Google coldly laid off 12,000 people via email in January, you can bet the remaining employees lost a big chunk of their sense of loyalty and job dedication.

    The aphorism that “People don’t remember what you said or did — they remember how you made them feel,” applies here in spades. Google’s layoffs failed to honor everyone’s contribution to the company, and trust was broken. And when employees no longer trust their managers, it can create an underlying panic for those still at the company, fearing they may be next.

    When there’s a glaring lack of empathy, remaining employees feel disposable, and they are more likely to look for other jobs.

    The two critical steps for managers who must implement tough cutbacks are twofold:

    1. Navigate the delicate balance of laying off people while ensuring they leave the company feeling appreciated and fairly treated.

    2. Invest time and attention in those who remain so they are more likely to stay committed. That might seem like a tall order, but it can be done.

    Related: The 7 Worst Mistakes Companies Make When Laying Off Employees

    How to build trust with remaining employees

    If things aren’t going well within a company, its industry or the broader economy, managers should proactively talk to their people to get a sense of how they’re doing. Managers should also actively address rumblings or rumors that are concerning and see how team members are processing them. It’s okay for managers to admit to their teams that they, too, are feeling concerned.

    Even if they’re not sure what is coming down the pike, they can help build trust by saying things like, “I can promise you this: I don’t have all the answers, but I’ll share them as soon as I do, and I’ll keep you in the loop.”

    Trust is also formed with the understanding that uncertainty and mass layoffs take a toll on employees’ well-being and mental health. Many managers don’t seem to realize this. Today, more than ever, it’s crucial to remember that the world is going through post-pandemic periods of uncertainty that breed fear and anxiety.

    Managers need to know that some of their workers could be struggling with depression. It’s important for managers to be aware of changes in performance and behavior. Psychological and financial pressure stems from layoffs, which can increase the risk of suicide.

    Even if managers can’t reveal details, they ought to let employees understand why a layoff was necessary. They can take responsibility and outline what is being done to prevent them in the future.

    Shared adversity can create strong bonds, too. When setbacks are handled correctly, interpersonal trust among team members can actually grow, laying the groundwork for a company to make it through the hard times, emerging better and stronger.

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    Dr. Laura Hambley Lovett

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

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

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    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.

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    Gloria St. Martin-Lowry

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  • Why Hybrid Work Will Win Out Over Remote and In-Person | Entrepreneur

    Why Hybrid Work Will Win Out Over Remote and In-Person | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    The Covid-19 pandemic has handed us a Rubik’s cube, transforming how and where we work. With the gift of hindsight, we can start to solve this complex puzzle, understanding what works best for productivity working from home, per a new white paper on this topic by researchers from Stanford University, University of Chicago, and the Instituto Tecnológico Autónomo de México.

    This compelling research provides a new and definitive level of insights that I will be sharing with clients who I help guide in figuring out the future of work.

    The discordant notes of fully remote work

    When considering work from home, it’s crucial to differentiate between two distinct styles: fully remote and hybrid work.

    Studies by Emmanuel and Harrington (2023) and Gibbs et al. (2022) highlight the discordant notes of fully remote work. To illustrate, imagine workers as runners on a track. When the gun fires, and workers go fully remote, our sprinters stumble, tripping over an 8% to 19% reduction in productivity.

    Challenges in communication and innovation — likened to a game of telephone where messages get distorted — can stifle productivity. Like playing Jenga in the dark, building new connections becomes more challenging in a remote setting (Yang et al., 2021).

    Now, imagine trying to cook up a Michelin-star meal in a cluttered kitchen. The ingredients of creativity are there, but the chaos makes it harder to focus. Brucks and Levav (2022) found that fully remote teams struggled in this cluttered kitchen, producing lower-rated product ideas.

    An orchestra without a conductor might start playing out of tune. Similarly, in a remote setting, it’s easier for employees to deviate from tasks, leading to the “shirking from home” phenomenon. It’s the proverbial battle between the allure of your Netflix queue and that daunting spreadsheet.

    Thus, fully remote work is best for individual contributors who are self-motivated. Those employees who work in more collaboration-focused roles, or individual contributors with poor motivation, would best work in a hybrid setting.

    Related: Remote Work Skeptics Are Forgetting Their Most Valuable Asset: Their Customers. Here’s Why.

    The harmony of hybrid working

    The researchers find the rhythm of hybrid working more harmonious. As though conducting an orchestra with precision, hybrid work schedules allow employees to strike a balance between remote and in-office work. The recent research sings in its favor.

    An early study by Bloom et al. (2015) serves as our overture. Picture employees as instruments in an orchestra. In a hybrid setting, our instruments were 13% more melodious. They hit more notes (9% more working time) and hit them with more finesse (4% greater efficiency per hour).

    Additionally, studies by Choudhury (2020) and Choudhury et al. (2022) demonstrate that the sweet melody of hybrid work can increase productivity and job satisfaction. Employees not only produced more (a 5% to 13% increase in productivity) but also felt happier doing it.

    Furthermore, Bloom, Han, and Liang’s (2022) randomized control trial lends more support to this tune. It revealed that productivity either stayed the same or increased by around 4%. A perfect harmony, you might say.

    Our encore is the positive self-assessments of hybrid workers. As if applauding their own performance, hybrid workers reported 3% to 5% increases in productivity (Barrero et al., 2023). The international echo was similar, with positive reports from around the world (Aksoy et al., 2022).

    Conducting the future of work

    Blanket return to office mandates, especially for full-time in-office work, harm productivity by decreasing employee engagement. That’s why I see so many clients adopting a flexible hybrid work model as the most harmonious tune for productivity. Like a symphony that hits all the right notes, it’s poised to become the standard performance for advanced economies.

    So why, you might ask, would an organization choose the discordant notes of fully remote work? The researchers find that it boils down to cost savings, like tuning your business guitar to play more economically. Remote employees require less office space and can be hired at lower wages.

    So overall, depending on the organization and business model, you might get a higher return on investment from remote workers even for collaborative roles. In other words, the reduction in productivity per employee might be overcome by the reduced cost of each employee.

    Moreover, the researchers only evaluated remote work productivity where managers used traditional, office-based collaboration and leadership methodology. I’ve seen fully remote teams and even companies succeed when they apply new techniques and effective technology stacks to work remotely; it does take more discipline and effort to do so, and requires training managers to manage remote teams.

    The researchers themselves suggest that as technology improves, the number of people working remotely will increase. Still, at this stage, for most clients, I recommend a hybrid-first, flexible model, where teams make the decisions on when they need to come in together based on the activities best done in the office: synchronous collaboration, mentoring and training, socializing, and nuanced conversations. That approach results in the highest engagement and productivity while boosting retention and wellbeing.

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

    Final bow

    Let’s take our final bow and appreciate this: Remote work is here to stay. But let’s be discerning conductors, choosing the most harmonious tune – the hybrid work model. Not only does it strike the right balance for productivity, but it also sets the stage for a more dynamic, adaptable, and resilient business environment.

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    Gleb Tsipursky

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

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

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    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.

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    Michael Stagno

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  • How Executives Can Develop Effective Managers | Entrepreneur

    How Executives Can Develop Effective Managers | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Effective managers are the backbone of any successful organization, driving performance, employee engagement and overall company growth. They are responsible for guiding and supporting their teams to ensure alignment with organizational goals, creating a more efficient and productive workplace. This article explores the importance of effective managers and provides actionable strategies to enhance their skills and abilities.

    Why effective managers are essential

    If it wasn’t obvious already, effective managers are critical for numerous reasons. First and foremost, they contribute to increased employee satisfaction. Managers who are approachable, supportive and communicative create a positive work environment that employees are happy to be a part of. This leads to reduced turnover rates, as employees are more likely to stay in a job where they feel valued and supported.

    Moreover, effective managers improve team performance by setting clear expectations, offering constructive feedback and helping team members develop their skills. They foster a sense of camaraderie and collaboration that boosts morale and productivity.

    Related: How to Become a More Effective Leader and Manager

    Strategies for enhancing managerial performance

    Regular training and development:

    Invest in ongoing training and development programs to help managers stay up-to-date with the latest industry trends and best practices. Continuous learning encourages managers to refine their skills, adapt to changes and become more effective leaders. Encourage managers to attend seminars, workshops and conferences to gain new insights and perspectives.

    Clear communication:

    Promote open and transparent communication within your organization. Encourage managers to communicate expectations, share feedback and discuss progress with their teams. Effective communication fosters trust, collaboration and a better understanding of individual and team goals. Establish regular check-ins to ensure that managers are communicating effectively and offering support to their team members.

    Encourage employee feedback:

    Create a culture that values employee feedback. Encourage managers to seek input from their teams regularly and address any concerns promptly. This not only helps managers identify areas for improvement but also boosts employee engagement and satisfaction. Encourage managers to use surveys, focus groups and one-on-one meetings to gather feedback from employees.

    Empower decision-making:

    Empower your managers to make informed decisions by providing them with the necessary resources and autonomy. Trusting managers to make crucial decisions instills confidence, enhances their problem-solving skills and fosters a sense of ownership in the company’s success. Encourage managers to involve their team members in decision-making processes, promoting a sense of inclusivity and collaboration.

    Lead by example:

    Effective managers should embody the values and work ethic they expect from their teams. By demonstrating integrity, commitment and a strong work ethic, managers can inspire and motivate their teams to achieve higher levels of performance. Encourage managers to set an example for their team members by adhering to company policies and leading by example.

    As an executive, your role in guiding your managers is crucial to fostering a successful work environment.

    Related: To Drive Business Success Invest in Your Managers

    Here are additional strategies to help you support and enhance your managers’ performance:

    Promote effective communication:

    Encourage open dialogue between yourself and your managers. Regular check-ins and discussions create an environment where managers feel comfortable sharing their ideas, concerns and progress. By actively listening and offering constructive feedback, you can help your managers refine their communication skills and better lead their teams. Make sure to offer regular feedback on managerial performance and provide support for improvement.

    Establish measurable goals:

    Help your managers set clear, measurable goals for their teams. By defining objectives that are specific, achievable and time-bound, your managers can better track progress and identify areas that need improvement. This also helps to ensure that each team’s efforts align with the overall company objectives. Encourage managers to involve their team members in the goal-setting process, promoting a sense of shared ownership and accountability.

    Connect teamwork to company purpose:

    Guide your managers in conveying the importance of each team’s work in relation to the company’s purpose. By connecting individual tasks to the bigger picture, employees can better understand their contributions to the organization’s success. This sense of purpose boosts motivation and encourages employees to take pride in their work. Encourage managers to hold regular team meetings to discuss how individual projects and goals contribute to the overall mission of the company.

    Encourage a coaching and development mindset:

    Inspire your managers to adopt a coaching mindset and focus on developing their team members. By providing the necessary resources and support for individual growth, managers can create a more engaged and skilled workforce. Encourage managers to identify strengths and areas for improvement in their team members, offering tailored guidance and development opportunities. Provide regular training sessions, mentorship programs and job shadowing opportunities to help managers build their coaching and mentoring skills.

    In conclusion, the importance of effective managers in an organization cannot be overstated. By providing guidance, promoting effective communication, setting measurable goals, connecting teamwork to the company’s purpose, and focusing on coaching and developing team members, executives can contribute to the overall success of the organization. Remember, investing in your managers’ growth and effectiveness is an investment in the future of your company. With the right strategies and tools in place, your managers can lead their teams to greater success and create a positive and productive work environment.

    Related: Here’s How Google Trains World-Class Managers (Using A Bit of Data Science Helps)

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    Doug Walner

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

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

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    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?

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    Rachel Cubas-Wilkinson

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

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

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    Revenge is a dish best served…via cyberspace?

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

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    Amanda Breen

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