Best Ways to Counteract False Urgency Culture at Work

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Photo by Helena Lopes on Unsplash

In today’s fast-paced business landscape, characterised by heightened connectivity and relentless competition, the need to work with a sense of urgency is more prevalent than ever. However, not all urgency is created equal. False urgency, often disguised as high initiative and activity, can be counterproductive, leading to stress and burnout among leaders and employees. In this article, we’ll explore the signs of false urgency and how leaders can address this issue within their teams while fostering a culture of true urgency.

We are more connected and agile than ever, working at high speed to stay on top of workloads and remain competitive. A sense of urgency and scarce time permeates every day.

However, too often, much of the frenetic activity in organisations is false urgency: unproductive busyness that doesn’t lead to meaningful progress. While false urgency has always existed to some degree, the pandemic, heightened connectivity, and the expectation for rapid responses have stealthily solidified its presence.

Of course, you want your team to act with genuine urgency about what matters most. But it’s easy to mistake false urgency for true urgency — both look like high initiative and activity. As stress and burnout in leaders and employees remain alarmingly high, leaders must recognise the distinction and root out false urgency from their teams.

Recognise the Signs

False urgency can insidiously infiltrate an organisation, even without deliberate intent. Leaders may unknowingly create an atmosphere of chronic overwhelm and reactivity, causing their teams to constantly respond to perceived crises. This continuous “jumping” between tasks can hinder meaningful progress and drain team energy. To identify false urgency, leaders should look for signs such as apologising for frequent fire drills, working on evenings and weekends, and receiving feedback to prioritise more effectively.

Pinpoint the Source of Urgency

Understanding the source of urgency is critical to distinguishing between genuine and false urgency. False urgency often stems from anxiety or fear of negative consequences. For instance, an employee may rush to complete a task out of the fear of disappointing clients or damaging relationships with senior executives. Leaders should introspect and question their motivations, reframing limiting beliefs that may contribute to false urgency. Encouraging respectful challenges and spirited debate can help shift the focus from anxiety-driven urgency to a more productive work environment.

Prioritise Ruthlessly

One of the challenges in addressing false urgency is prioritising the important over the urgent. Research indicates that humans tend to prioritise tasks with shorter deadlines, often neglecting more significant long-term goals. To overcome this, leaders can create psychological distance by imagining the situation from a future perspective or by considering what advice they would give to another team. Focusing on the potential gains of abandoning efforts that have already been invested in can also be an effective strategy.

Creating psychological distance is one technique that can help you stay focused on the big picture. Imagine physical distance, a separation in time, or that someone other than you is involved in the current situation. For example, you might ask yourself, “If I imagine it’s a year from now, what is the most important thing for us to do now?” Or “If this was someone else’s team, how would I advise them to prioritise what’s on their team’s plate?”

Additionally, deliberately focusing on the potential gains of abandoning ideas and endeavours into which you’ve already invested time, money, or effort. Ask yourself: “What are the advantages of discontinuing? What will it cost us if we don’t suspend our efforts?” It can be helpful to create reminders that subtraction is an advantageous option. Challenge your team to develop a list of everything they think the team could subtract or stop doing in the coming year.

Employ Strategic Procrastination

Procrastination, when used purposefully, can contribute to better outcomes. Strategic procrastination involves starting a task and gradually working on it over time to allow for deeper thinking and creativity to emerge. This approach may require resetting expectations and repatterning relationships with stakeholders to ensure more sustainable work practices.

This tactic may require resetting expectations and repatterning relationships with stakeholders, as it did for Ram. As Ram allowed himself and his team more time to complete stakeholder requests, he effectively managed their expectations by proactively communicating timelines and articulating the reasons for them. Over time, this reset stakeholder expectations and reduced their dependency on his team to quickly solve their problems, allowing for a more sustainable pace and often better final product.

Vet External Requests and Buffer Your Team Leaders

often face a deluge of external requests that may contribute to false urgency. It’s essential to shield the team from unnecessary pressure by evaluating the true urgency of these requests. Leaders can engage in discussions with stakeholders to consider trade-offs and strategic thinking before committing to new demands. Empower team members to question requests that have unrealistic timelines or fall outside their scope, and offer support in delivering “no” or “not now” responses to external stakeholders.

For example, let’s say your boss makes a new request of you or your team. While you want to show willingness, leaders are often unaware of the effort necessary to fulfil their demands and the trade-offs required. Rather than quickly agreeing to the new request, you might say, “We’re willing to do what it takes, of course, but would you be open to discussing the trade-offs first?” After all, considering the costs and benefits of different courses of action is strategic thinking at its core and fundamental to effective executive leadership.

If your team members are juggling many outside requests, give them clear guidelines about which ones to accommodate and empower them to question requests that have unrealistic timelines or fall outside the team’s remit. Be aware, however, that team members may be reluctant to push back on external stakeholders and more senior leaders. Bolster their efforts by consistently offering to step in and convey a considered “no” or “not now” to external stakeholders.

Foster a Team Culture of True Urgency

Creating a team culture that promotes true urgency is key to combating false urgency. Define clear criteria for urgent tasks, such as strategic alignment or critical client needs, and schedule regular reviews to reassess priorities. Establish communication channels and response-time expectations to ensure efficient and focused work. Encourage team members to challenge the urgency of tasks, making it psychologically safe for them to do so. Leaders should actively listen and acknowledge their team’s input, even if they ultimately maintain a deadline.

Work with your team to create norms that foster a reasonable operational tempo. Consider defining specific criteria for what constitutes an urgent task — such as strategic alignment, critical client needs, or safety concerns — and schedule regular reviews to reassess priorities and identify instances of false urgency. Also, establish appropriate communication channels and define reasonable response-time expectations based on urgency levels. For example, you might set a 24- or 48-hour response time to emails unless marked “urgent.” Without an explicit norm, your team will likely drop what they’re doing to answer your emails, even if they aren’t urgent.

Conclusion

Managing urgency in the workplace is a delicate balancing act. Leaders must recognise the signs of false urgency, pinpoint its sources, prioritise effectively, employ strategic procrastination, vet external requests, and foster a culture of true urgency. By addressing these issues, leaders can create a more productive and sustainable work environment, ultimately benefiting both the organisation and its employees.

CURIOUS ABOUT THE IMPACT OF OUR UNBIASED HR SOLUTIONS?

Take the first step towards transforming your remote work culture by requesting a free demo assessment from Great People Inside.        

Our team of experts will guide you through the assessment process, showcasing the effectiveness and value of our tailored solutions for your organization.        

During the demo, you will have the opportunity to explore the comprehensive features and functionalities of our psychometric assessments, experiencing firsthand how they can empower your HR strategies and drive positive outcomes. From personality assessments to cognitive abilities and team dynamics evaluations, our assessments provide valuable insights to enhance talent management and foster inclusive remote work environments.        

Don’t miss out on this opportunity to test the power of unbiased HR solutions. Request your free demo assessment from Great People Inside today and embark on a journey of fair and effective talent management in the remote work era.        

Together, we can unlock the true potential of your remote teams and achieve remarkable success. Request a Free Demo Assessment.        

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Sources:

https://www.businessreport.com/business/how-to-combat-a-workplace-culture-of-false-urgency
http://insightswithimpact.org/2023/10/23/say-no-to-false-urgency/
https://www.africatalksbusiness.com/2023/10/18/what-is-false-urgency-and-how-to-combat-it/

The Forces That Are Changing The Way We Work

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The traditional boundaries of work that have confined many of us — cubicles, set schedules, and geographic limitations, to name a few — have essentially been shattered by the pandemic, by forces of globalisation, and by the rising gig economy, all while work is being augmented by Web3 and generative AI (GenAI) technologies. These seismic shifts are fuelling a new work model — a 24/7, boundaryless ecosystem of collaboration that spans continents, time zones, and cultures.

Whether it’s a software developer in Sao Paulo working with a designer in Singapore, or a data analyst in London working with an illustrator in Nairobi, they can now all come together in real-time to create and innovate. This shift toward decentralised, project-based roles is poised to turbocharge the gig economy and democratize economic opportunities globally. Blockchain-based technologies can offer a backbone to support these new models, offering tamper-proof work histories, which will serve as the new resumes showcasing a worker’s skills, achievements, and work history, enhancing trust and employability. What’s more, novel payment methods like digital tokens will push us toward an even more decentralised workforce.

This work era’s momentous transformation rests on four pillars: 1. the acceleration of productivity through artificial intelligence; 2. the introduction of Web3 business models; 3. an upcoming generation of workers who blur the lines between real and digital worlds; and 4. a societal shift in how we all perceive work.

GenAI: The Domain of Cognitive Work

The impact of GenAI on the future of work, the future of the labour market, and the future of office professionals is going to be immense. While AI will certainly replace some repetitive tasks and jobs for humans, the real promise lies in how AI and humans will work together. A recent study conducted by the International Labour Organisation, a part of the United Nations, has indicated that AI is more likely to enhance job roles than eliminate them. IBM CEO, Arvind Krishna, said during an interview with CNBC that AI is “absolutely not displacing – it’s augmenting” white-collar jobs.

Yet, there are those who think otherwise. Edo Segal, the founder of Touchcast, a startup that reimagines the future of the Generative Web, told us: “We have never had a scenario where AI replaces the domain of a cognitive practice at this scale. Automation was originally intended to replace manual labour, but now it’s possible to scale the automation of cognitive roles. We had narrow AI for narrow use cases, but not broad solutions like the ones emerging now that can replace entire professions like programmers, certain types of lawyers, and management consultants.”

Recent research by Goldman Sachs supports Segal’s claims and reveals that AI could replace the equivalent of 300 million full-time jobs in the next 15 years, impacting office jobs that were once considered untouchable. As with any technological evolution, there are winners and losers. AI also has the ability to create 69 million new jobs in the next five years. Over the longer-term, AI could eventually raise global GDP by 7%, if Goldman Sachs Research’s AI growth projections are fully realised. With AI investment forecasted to approach $200 billion globally by 2025, the technology could support humans in ways never before imagined.

For now, most experts believe that AI will have a positive impact on the future of work, making companies more profitable and productive. But this shift is also coming at a time when the traditional business model will be spun on its head by Web3 applications.

New Business Models

The emerging decentralised work model hinges on the distribution of authority and tasks, which promises to make work more responsive to individual needs and collective goals. These technologies, often referred to as Web3, aren’t just marginal upgrades; they’re the very bedrock of a groundbreaking shift in our relationship with work. Our forthcoming book, titled Employment Is Dead (Harvard Business Review Press), illustrates that the old work models are rapidly unravelling, while the advent of Web3 technologies offers us a toolkit to redefine what a workplace can be, where workers — not employees — will move beyond the centralized frameworks that are now the limitation of modern corporations.

Web3 is introducing a range of novel business models, thanks to technologies such as blockchain, decentralised protocols (digital systems that operate without a central authority), and user ownership of data. The gig economy is evolving into a global talent marketplace, where individual, independent workers — not employees — will have more power and control over their earnings and livelihoods. And, with proper adoption, Web3 technologies will have the ability to solve a range of businesses problems and worker frustrations, such as the removal of intermediaries/managers, thus allowing people to work more directly with the client/customer; allowing for fairer compensation (smart contracts on blockchain can automate and ensure fair compensation for work and can reduce disputes, ensuring timely payments); and allowing for ownership of one’s work (workers could have true ownership of their digital creations, such as art, music, and content, through blockchain and NFTs, providing more control and fair compensation).

Web3 companies, for example, are forming into decentralised autonomous organisations (DAOs), where decision-making is distributed among contributors, or token holders. DAOs enable community-driven projects, allowing stakeholders to vote on proposals, investments, and governance matters. DAOs are like a digital democracy where you’re not just a customer, but a co-creator in the project.

Along with the rise of DAOs comes the transition of employees from mere cogs in the corporate machine to empowered contributors who have a tangible stake in their work. Through the use of governance tokens, members of a DAO can have a direct say in decision-making processes, from resource allocation to strategic direction. This not only democratizes the workplace but also allows employees to retain much more of the value they generate. In this system, every task completed, every idea contributed, and every project led can be directly attributed to an individual, who can then be fairly compensated and recognised. Unlike traditional setups where the fruits of your labour are largely harvested by the organisation, DAOs ensure that value flows back to the people who create it. In essence, DAOs foster a culture centred around verifiable, transparent, and equitable ownership, fundamentally reshaping what it means to truly engage with one’s work.  It is plausible, however, that even within a DAO framework, concerns related to individual recognition and fair compensation may emerge, such as laying claim to credit and compensation for work. Like any emerging technology or novel organisational structure, the practical implementation of DAO principles may encounter intricacies that require thoughtful navigation to ensure their full realisation.

With nearly 2 billion people around the world who are not part of the traditional banking system, DeFi (decentralised finance) offers a financial revolution without intermediaries — no banks, no brokers – just smart contracts facilitating transactions between buyers and sellers. You can lend your cryptocurrency to earn interest, trade assets 24/7, and operate in one global currency. This will democratize access to financial products and enable anyone with a smartphone to participate in global finance, bypassing traditional gatekeepers.

And who is best poised to evangelize and utilize these Web3 applications? Gen-Z — a new generation of workers who are already indoctrinated into digital technologies, decentralised systems, and a mindset of innovation and social consciousness.

Youthquake: A New Generation of Workers

The term “youthquake,” originally coined by Vogue magazine in the 1960s to describe the era’s fashion and cultural shifts, has made a comeback to embody Gen-Z’s impact in the workplace for two key reasons: 1) their size and 2) their innate digital fluency. Given that approximately 52% of the global population is under age 30, according to the U.S. Census Bureau, this digitally native generation has had a digital device in their hands since they were toddlers, which has profoundly shaped their values, interests, and worldview. Gen-Z often blends reality with the digital realm, sometimes even preferring to live, create, and work in the latter.

Consider Roblox, the gaming platform that allows users to play dozens of user-created games, which has amassed a staggering 66.1 million daily users who actively engage in buying, selling, designing, and innovating within its virtual universe. Many of these users, who have been actively playing open-source games for almost two decades now, already believe they have a viable job because of the value they produce to earn the virtual currency awarded in these games, which they can even exchange for “real” money on the Roblox Developer Exchange Program (DevEx). In that vein, if you were to offer the youth today the option of flipping burgers, or becoming a social influencer, the majority would take the latter option.

According to a recent Earth Web poll, 75% of kids ages 6 to 17 now aspire to be YouTubers, rather than traditional professionals, such as doctors or firefighters. This trend highlights the rising impact of the $250 billion influencer economy, where creative freedom often outweighs the appeal of traditional corporate jobs. As we look ahead, it’s crucial to consider what work will look like for a generation that has come of age with artificial intelligence, blockchain, and decentralization. The youthquake brings a fresh, unapologetically critical perspective to how work should be organized, compensated, and valued.

A Societal Shift in the Way We View Work

The Covid-19 pandemic has forever altered our relationship with work. We proved that work is doable beyond the traditional office setting, with home productivity up by 47% in 2020 according to a study by Prodoscore. Another report by Prithwiraj Choudhury, an associate professor in the Technology and Operations Management Unit at Harvard Business School, and fellow researchers suggested that remote workers were, on average, 4.4% more productive than their in-office counterparts due to quieter work environments, fewer interruptions from colleagues, and the ability to structure the workday to suit individuals when they are most productive.

What’s more, the gig economy — freelancing, temporary contracts, and project-based work — is becoming more prevalent, offering individuals greater flexibility in choosing their engagements, and in choosing when, where, and how they want to make a sustainable living.

And perhaps most importantly, we’ve also seen a major mindset shift in terms of what we’re willing to tolerate in our work lives going forward, as we place more emphasis on our well-being and purpose, in addition to environmental and social considerations for the world we inhabit.

The next iteration of workplaces will have an increased emphasis on employee well-being, mental health, and sense of purpose. Given that the summer of 2023 recorded the hottest temperatures on record, we can’t divorce workplaces from the responsibilities of environmental sustainability and social responsibility. Businesses now understand that having motivated and content employees significantly boosts productivity and sparks innovation. Today, there are established work practices that were once unconventional but are widely accepted. For instance, the use of Zoom meetings for remote collaboration, the flexibility to work from home during one’s most productive hours, and even relaxed dress codes — all of which were met with resistance before the Covid-19 pandemic and growing climate concerns, but which are now acceptable, normal practices.

By embracing the technologies and innovations of today and tomorrow, we feel confident that we will have a better future of work — from virtual reality meetings that dissolve distance, to better work/life balance, to artificial intelligence algorithms that amplify human ingenuity. However, it’s essential to use these tools intelligently and responsibly, as their misuse could potentially worsen the work experience for everyone.

Buckle up, because the world of work is on the verge of a seismic transformation. The 20th century norms that still govern our professional lives are about to be shaken to their core. Those who harness these forces will unlock new realms of productivity and creativity, while those who resist will risk becoming relics of a bygone era.

CURIOUS ABOUT THE IMPACT OF OUR UNBIASED HR SOLUTIONS?

Take the first step towards transforming your remote work culture by requesting a free demo assessment from Great People Inside.        

Our team of experts will guide you through the assessment process, showcasing the effectiveness and value of our tailored solutions for your organization.        

During the demo, you will have the opportunity to explore the comprehensive features and functionalities of our psychometric assessments, experiencing firsthand how they can empower your HR strategies and drive positive outcomes. From personality assessments to cognitive abilities and team dynamics evaluations, our assessments provide valuable insights to enhance talent management and foster inclusive remote work environments.        

Don’t miss out on this opportunity to test the power of unbiased HR solutions. Request your free demo assessment from Great People Inside today and embark on a journey of fair and effective talent management in the remote work era.        

Together, we can unlock the true potential of your remote teams and achieve remarkable success. Request a Free Demo Assessment.        

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Sources:

https://www.weforum.org/agenda/2018/09/here-are-seven-ways-your-job-will-change-in-the-future/
https://www2.deloitte.com/nz/en/pages/human-capital/articles/forces-change-future-of-work.html
https://www.pwc.com/gx/en/services/workforce/publications/workforce-of-the-future.html

Why don’t you trust your employees?

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Trust is one of the most essential forms of capital a leader can have. When employees trust their leaders, it unleashes higher performance. Employees are more engaged, productive, and innovative. They experience lower levels of stress and burnout and are more likely to stay in their jobs. Good leaders understand these benefits and actively work to earn and develop the trust of their team members and colleagues.

But sometimes, a lack of trust flows in the opposite direction, and leaders find themselves in the uncomfortable situation of distrusting someone on their team.

In this unique age of remote and hybrid work, it’s perhaps no surprise that a scarcity of trust among leaders for their employees is now at an all-time high, a perspective confirmed in the recently published Microsoft Work Trends Index. Lack of trust in an employee leads to troublesome outcomes. It can cause leaders to feel anxious and frustrated, hesitant to delegate, and prone to micromanaging. Unfortunately, the adverse effects of leader distrust can also extend beyond the specific leader-employee relationship, stealthily diminishing innovation, morale, and performance of the broader team.

Steps to Take When You Don’t Trust Your Employee

Two-way trust is paramount to a healthy and productive leader-employee relationship. If you find yourself in the uncomfortable situation of distrusting a team member, here are five steps to help you address the issue and move forward.

1. Pinpoint the source of your distrust

We often hear (and make!) comments like “I don’t trust them” or “They aren’t trustworthy.” We talk about trust in all-or-nothing terms, but trust is not some global entity — trust is situation specific. Rarely will you distrust everything about someone. For example, you may trust your team member’s technical expertise but not their ability to present their ideas to clients effectively.

Research shows that trust can be broken down into three components:

  • Competency
  • Consistency
  • Character

Trusting someone’s competence entails having faith in their ability to do the job. Consistency is the belief that the person is reliable — they do what they say they’ll do and perform as expected. Finally, trusting their character is believing that they have integrity and care about others and their needs as well as their own. Like the indispensable legs of a three-legged stool, each component of trust is crucial in a relationship.

To move past the black-and-white impasse of “They aren’t trustworthy,” ask yourself: Which component of trust is lacking here? What exactly did this person do or not do that has led to my distrust? Separate facts from assumptions and focus on specific problematic behaviours.

2. Identify the specific situations or assignments where you are willing to trust them

Make a list of the areas in which you do trust your employee, and consider how you might incrementally build on these areas in low-risk ways. Here’s how this might look like:

If you trust your employee to communicate effectively within the team, try involving them in cross-functional meetings or broader discussions.

If you trust your employee’s technical skills, try having them mentor a newer team member or guide them through a complex task.

If you trust your employee’s problem-solving abilities, try assigning increasingly complex tasks or providing more autonomy in tackling problems and coming up with their own solutions.

Focus on clear and frequent communication as you delegate and build on their tasks and responsibilities. Communicate the purpose and desired outcome of the task, your specific expectations and standards, deadlines, and their level of authority in making task-related decisions.

It’s also important to maintain regular one-on-one check-ins to ensure you remain aligned, offer the right amount of support, and create trust. To reduce hesitation in approaching you between these regularly scheduled meetings, share that you have an “open-door” policy.

When we feel like we can’t trust someone, we fear what might happen if we extend our trust, which often leads to more widespread micromanagement. So it’s critical that you give this person the opportunity to prove their trustworthiness. Excessive control and scrutiny will likely reduce their motivation, productivity, and feelings of ownership, which could result in behaviours that further erode your trust.

3. Provide feedback on the specific behaviours that are leading to your distrust

Recall which of the three components of trust is low (competency, consistency, and character) and specify the behaviours that have degraded your trust. For example, let’s say you identified that the source of your distrust is a lack of consistency. What exact behaviours have you observed that make you feel you can’t rely on them? Missed deadlines, failure to follow through on a stated commitment, or failure to respond to you in a reasonable amount of time?

Provide descriptive and specific feedback on the problematic behaviours, describe the resulting negative impact, and align on moving forward productively. For example, you might say, “For the last two weeks, you’ve missed the weekly project status report deadline. Consequently, I haven’t been able to provide a complete project update to the executive team. Can we discuss what’s causing the delay and create a plan to rectify the situation?”

High-quality feedback strengthens relationships with your team member and builds trust. Remember that no one considers themselves untrustworthy, so avoid using the “trust” word during your conversation.

4. Reflect on what you might be doing (or not doing) to contribute to the situation

Each person shapes a relationship’s dynamics and outcomes, so it’s essential to consider your role in the current situation. Trust can erode when employees don’t have a clear understanding of their roles, responsibilities, and expectations. Is it possible that you haven’t provided sufficient clarity or guidance?

Trust is inherently reciprocal. In other words, the more someone trusts you, the more likely you are to trust them in return. As such, try boosting trust in this relationship by shifting your focus away from what this person needs to do to regain your confidence to how you might signal your own trustworthiness. Again, recall the three components of trust. How might you demonstrate your judgment and expertise, integrity and care for them, and your dependability? For example, could you show your character by being honest, transparent, and accountable for a recent mistake?

Also, consider whether a lack of visibility might be contributing to your distrust. With sparser in-person interactions, there’s more room to make negative and baseless assumptions about others. Would scheduling more face-to-face time with this person be helpful? Alternatively, do you need to let go of “seeing” them work and focus on impact instead?

5. Ask yourself whether the breach of trust is irreparable

While trust is a tangible asset you can create in a relationship, sometimes a situation is severely beyond repair; for example, discovering that your team member has lied, breached confidentiality, or engaged in deeply disrespectful behaviour. If a team member has crossed certain boundaries, the right course of action — for the integrity of your leadership and the health of your team — might be to trigger an immediate investigation or consider dismissal.

This unfortunate situation can also develop when the behaviour is less severe, but your dedicated trust-building efforts haven’t led to improvement. In these cases, consulting with HR and considering parting ways may also be warranted. Bi-directional trust is a fundamental aspect of a healthy-employee relationship; without it, the leader, the employee, and the broader team suffer. Create a plan based on the steps outlined above, give it time, and know that trust can be rebuilt in most cases, leading to a happier, more productive workplace for all.

CURIOUS ABOUT THE IMPACT OF OUR UNBIASED HR SOLUTIONS?

Take the first step towards transforming your remote work culture by requesting a free demo assessment from Great People Inside.

Our team of experts will guide you through the assessment process, showcasing the effectiveness and value of our tailored solutions for your organization.

During the demo, you will have the opportunity to explore the comprehensive features and functionalities of our psychometric assessments, experiencing firsthand how they can empower your HR strategies and drive positive outcomes. From personality assessments to cognitive abilities and team dynamics evaluations, our assessments provide valuable insights to enhance talent management and foster inclusive remote work environments.

Don’t miss out on this opportunity to test the power of unbiased HR solutions. Request your free demo assessment from Great People Inside today and embark on a journey of fair and effective talent management in the remote work era.

Together, we can unlock the true potential of your remote teams and achieve remarkable success.Request a Free Demo Assessment.

This image has an empty alt attribute; its file name is B_txt_01.png

Sources:

https://www.thoughtfulleader.com/cant-trust-your-team-why-it-really-matters/
https://www.recruiter.com/recruiting/7-reasons-your-employees-dont-trust-you-and-what-to-do-about-it/
https://www.linkedin.com/pulse/why-trusting-your-employees-bad-need-earn-jacob-morgan

Communicating with Kindness

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Believe that in every interpersonal communication, leaders should be on the side of kindness. This statement is seemingly simple but it takes courage to live — especially now.

We live in a world in which a host of issues are eating away at our connections with each other. Take lack of focus: When was the last time you had a conversation without one of the people involved checking their phone or multitasking? Or speed: We run from one thing to the next without reflecting on the human implications of what we just did.

But the challenge becomes harder when you consider that people may not want to be kind. Of those who felt strongly about a particular social or political issue, only 30% of people said they would help someone who held a different point of view on the latest Edelman Trust Barometer survey. As a result of political polarisation, everything is becoming a political statement (think about masking coming out of the pandemic). Perhaps as a result of these factors, common incivility is rampant in the workplace.

Great leadership is all about connecting with people by making them feel seen and heard. That means standing against all of these trends and impulses and instead practicing what we can call “gracious communication.”

This involves small gestures and an overall demeanour that allow for connection. For a senior leader — as well as any aspiring leader — this kind of communication is important in day-to-day interactions as well as in big, difficult conversations. You’ll find yourself enjoying stronger relationships and a respected leadership presence, as well as more creativity, resilience, and, ultimately, stronger leadership.

Break down defensiveness with KINDNESS

When you go into a tough environment always start by saying, “Thank you so much for inviting me here today.” Wear a smile when you say this, and I mean it. It shows that you’re there to listen and contribute, not to stonewall anyone. And that’s disarming: It lightens the mood and opens the ears. At the same time, it takes courage and shows your maturity. That allows for more creative, productive problem-solving.

To be clear, we’re not saying that there is no place for showing anger to someone. If they hurt you or your family, for example, anger is an appropriate response. But it’s not the most effective tool for opening minds and moving hearts. Anger shuts the other person down; kindness opens them up.

And, as a leader, others are always watching your communications, and if you are known to be someone who blows, you will be isolated from important negative news. An angry or volatile organisational culture makes it less likely that people will speak up about important risks or problems. That makes your organisation less able to respond quickly to crises.

Give credit where credit is due

People like to be seen and appreciated. Recognising those who deserve it engenders enthusiasm, hard work, trust, and loyalty.

Practicing gratitude and kindness also spurs your creativity: Reflecting on your interaction with someone after the fact often sparks an idea for another opportunity with them, or another way to continue the conversation. It helps you to slow down long enough for those ideas to emerge.

Giving recognition is as powerful for your peers as it is for those you lead. Every time you see someone in a group getting recognition, you must circulate it to the rest of the group. Do this because you admire the people you work with, and honestly believe what you are saying. Believe that it makes you, the credit-giver, look good too: It communicates that you have the maturity and self-confidence to appreciate someone else.

This is a surprising move because claiming credit is the big thing in the corporate world these days. Think about humblebragging: the trend in which someone bemoans how many horrible nights they stayed up late to finish an important project (the point for the audience being how important the project was and how big their role on it). Or posting on social media about how blessed or humbled they are to have achieved a huge promotion. It’s endless and nauseating, because the need to claim credit for everything is destructive and counterproductive in the end.

The urge to claim recognition can be particularly strong if someone has just taken credit for your idea or your work. But before you step in to correct the record, think twice. People are observant; they can often see who is doing the work. Staying silent in that moment, rather than rushing to say “No, I did it!” shows a lot about how confident you feel about yourself and can keep the door open for a connection with the other person.

Of course, there are situations where you should raise your hand and take a bow, such as when you are leading a team that achieved a stretch goal (in which case, say “we”) or when your company reputation is at stake. In the end, giving credit to others can be more powerful for you than taking it.

Give the other party space and clarity

No matter what conversation you want to have with someone, don’t catch them off their guard or off their game. Whether it’s an innocuous quick question or a serious piece of bad news, always ask if it’s a good time and try to give them a sense of what you want to discuss.

This gives your counterpart an opportunity to prepare themselves for any surprises or tough news that you need to share, and makes it clear that you are interested in listening to their response. It can also calm them down — they go from not knowing what to expect to understanding the lay of the land. It gives them a roadmap for your ramble.

This can be as simple as reaching out to a colleague and saying “Is now a good time to discuss our fall campaign?” (rather than just FaceTiming them at odd hours, which I used to do). It could be giving some emotional context for news that could be perceived in different ways.

For big issues this can require a little more preparation: I had something important to talk to my boss about the other week. I told him, “I’d really appreciate it if we could find a few minutes during the offsite to talk about this issue I’m having related to my team,” and sent him a few slides so he would know what it was about and knew to find me when he had 15 minutes, not two.

You won’t always have time to prepare, but there are still ways to give the other person space. If the need to push back on something or deliver bad news comes up in the moment in a conversation, you can say “lLet’s stop right there” and be candid. But if it is a group situation, if possible, wait until the meeting is over and then call them back. Let’s say they said something offensive. Give them a call and say, “You may not know how that landed,” and discuss it from there. Shaming people publicly is not a good idea, but trying to educate others in private is a great idea.

Whatever tactics you choose, the idea is not to burden the other person in your conversation, and instead to be outward focused — on the other person, not yourself. However hard that is, especially in today’s polarized and fast-paced world, it pays big dividends toward your relationships, your leadership, and your own well-being.

CURIOUS ABOUT THE IMPACT OF OUR UNBIASED HR SOLUTIONS?

Take the first step towards transforming your remote work culture by requesting a free demo assessment from Great People Inside.

Our team of experts will guide you through the assessment process, showcasing the effectiveness and value of our tailored solutions for your organization.

During the demo, you will have the opportunity to explore the comprehensive features and functionalities of our psychometric assessments, experiencing firsthand how they can empower your HR strategies and drive positive outcomes. From personality assessments to cognitive abilities and team dynamics evaluations, our assessments provide valuable insights to enhance talent management and foster inclusive remote work environments.

Don’t miss out on this opportunity to test the power of unbiased HR solutions. Request your free demo assessment from Great People Inside today and embark on a journey of fair and effective talent management in the remote work era.

Together, we can unlock the true potential of your remote teams and achieve remarkable success.Request a Free Demo Assessment.

This image has an empty alt attribute; its file name is B_txt_01.png

Sources:

https://www.spreadingkindnesscampaign.org/personal-kindness/communication
https://www.linkedin.com/pulse/your-tone-matters-strategies-communicating-kindness-diane-a-ross
https://www.corporatewellnessmagazine.com/article/the-power-of-small-acts-of-kindness-how-to-encourage-a-supportive-work-environment

Practice Sharing Emotions as a Team

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Today’s tumultuous environment — the pandemic, the economy, war, divisive politics, the changing nature of work, and continued uncertainty — generates emotions in just about everyone. And those emotions undoubtedly have an impact on people’s engagement at work. According to Gallup, employee engagement has dropped over the last several years to 32%, and 17% of employees are actively disengaged.

To address this issue, some organisations are prioritising caring for employees. But despite innumerable well-intended efforts, a Deloitte survey of 1,000 professionals found that companies are missing the mark. The top driver of burnout is a lack of support or recognition from leadership in terms of emotions.

A simple but powerful way to connect with and care for employees is to recognise their emotions — especially negative ones. Research shows that identifying or recognising others’ emotions builds trust. Here’s why recognition is so impactful.

Why Recognition Matters

Positive feedback or recognition makes community members feel valued, reduces power and status differences between them, and may increase everybody’s sense of belonging. Although recognition costs virtually nothing, it’s a tool leaders and organisations underutilise. In a survey of over 20,000 people conducted by Tony Schwartz for Christine’s book, “Mastering Community”, some important data had been found – a mere 42% believed that their manager recognised and appreciated their work, thus impacting employees’ emotions.

When we’re recognised by members of our community, we feel a tighter tie to them. This is also what Schwartz, Founder and CEO of the Energy Project, which focuses on corporate wellness, found (pre-pandemic) when his organisation interviewed heart surgeons and their intensive care nurses at a large, well-known hospital where understaffing, long hours, and burnout were widespread. Schwartz’s team asked dozens of nurses what was the biggest challenge they faced at work. Given the intense demands these nurses face, the team assumed the answer would have something to do with exhaustion or how little time they had to recover and catch their breath. Surprisingly, the nurses said it was insufficient appreciation from the surgeons whose patients they served with such devotion.

Schwartz and his team then went to the surgeons, who were far better compensated than the nurses, but worked under difficult, high-stress conditions. What was their biggest challenge? Again, the team was surprised. The most common answer was a lack of appreciation from the hospital administrators. “I save lives every day, but I sometimes feel like I’m working in a factory,” one surgeon told them, echoing several of his colleagues.

It makes sense that caring cultures matter. Receiving praise releases dopamine, which is associated with well-being and joy, while gratitude gives the giver and receiver a mood boost. With an increase in people feeling disconnected and lonely, recognition is both harder to come by and more necessary because it helps build relationships and improve emotions.

Researchers Sigale Barsade and Olivia O’Neill studied “companionate love” — what they described as “feelings of affection, compassion, caring, and tenderness for others” — at a large, long-term healthcare facility and hospital over the course of 16 months. Compassionate love is manifested by workers “expressing caring and affection towards one another, safeguarding each other’s feelings, and showing tenderness and compassion when things don’t go well.”

Employees who felt caring from colleagues had less emotional exhaustion, less absenteeism, better teamwork, and higher satisfaction. The benefits flowed to patients, who reported more-positive moods, improved quality of life, better health outcomes, and fewer trips to the accident and emergency department. Families reported greater satisfaction and willingness to recommend.

To test whether this was unique to healthcare, the researchers then surveyed 3,201 employees in seven different industries, from financial services to to real estate, and found similar results: Employees who felt free to express care, affection, and compassion for one another were more satisfied with and committed to the organisation.

10 Empathy Exercises

While calls to reduce burnout, implement systemic fixes, and increase retention mount, managers in any industry can implement these 10 strategies immediately to listen deeply for emotions, reflect that understanding, and provide appreciation, connection, and community. These tactics can be used in both in-person and virtual environments, on a regular basis or as needed, in whichever order works for your team.

1.Appreciation round

One person completes the following sentence about a colleague and then tags the next person, or the next person volunteers:

“What I appreciate about you, John, is…”

The more specific and detailed you can be about the behaviour or attribute, the better.

2.Complete-me exercise

Have people complete one of these sentences, either verbally or written:

“Compassion is hardest when…”

“I made a difference yesterday when I…”

“I show up every day because…”

3.Step-in circles

Get everyone together in a circle and ask them to step in when they agree with a statement. After each statement, ask people to step back to the original circle.

Step in if you prefer the beach to the mountains.

Step in if you have not had a chance to exercise in a week … a month … a year.

Step in if you feel like you are not enough some days … most days.

Step in if you worry you are a failure.

Like a funnel, you start superficial, then increase vulnerability. When doing this exercise in a remote environment, ask people to use the hand-raise feature instead of stepping into the circle.

4.Raising your hand

Isolation amplifies shame and guilt — both destructive emotional forces. Knowing that other people can relate to your emotions (by raising your hand in this case) removes that isolation.

Consider the following hypothetical example: A hospital employee notified the wrong family about a patient’s death. The family was devastated. When it was later recognised that the wrong family had been informed, a new family had to be called, a disclosure to the original family had to be made, and a root cause analysis (RCA) was launched.

At the RCA, pain hung heavy in the air as the caregiver described how they felt like a failure, and shame followed, growing heavier with every passing second of silence. Someone asked if anyone in the room could imagine the heartbreak of making a mistake that caused harm to a patient and their loved ones when you’ve dedicated your life to healing others. They were asked to raise their hand if they could. Every hand went up, and the room erupted in tears.

5.The pause

Created by Jonathan Bartels to foster meaning, “The Pause” is a brief spoken recognition followed by 15 to 30 seconds of silence at the bedside to honour the passing of a patient.

However, the practice can be used in any industry. If there’s a workplace accident or shooting, if a colleague or one of their family members pass, or on the anniversary of a loss, make a brief statement about who the person was and their impact, express appreciation for those who cared for the person, and then hold a short, collective silence. These consistent rituals around what matters bind us together.

6.Personal notes

Provide note cards for employees and leaders to use to recognise someone, express gratitude, or acknowledge an emotional event. There is magic in the feel of a card in your hands and the thoughtfulness of a penned note. Remote employees can post their cards or use e-cards.

7.Creative storytelling and gratitude

Many employers read customer, employee, and patient comments or letters about employees at huddles, meetings, and town halls. Even better, ask employees to read the letters aloud. Fill the senses by playing joy-filled recorded customer calls. Ask customers or focus groups to make homemade appreciation videos for staff. Have the executives make some pop-up calls for recognition.

8.Rant exercises

When we’re put in situations that compromise our values, we experience moral distress, which contributes to burnout. Checking in on and identifying what people value helps us expand our capacity for empathy when someone is upset.

Pair people up and ask everyone to think of a frustrating situation at work or in life. Give each pair two minutes to discuss, with the speaker giving a friendly rant about the situation. The rules are that:

No rant should be personal (i.e. about a shared colleague) or inappropriate.

The details will not be shared outside of the room.

The ranting stops when the facilitator’s hand raises.

The second person should listen for what values are at stake for the speaker. For example, if someone feels angry, hurt, and afraid after being shouted at by a customer, they value respect. A person who feels betrayed or hopeless when their organisation says safety is really important, but staffing and training are inadequate — they value integrity. Someone who describes feeling excluded because they weren’t a part of a key executive meeting about their project — they value inclusion.

After two minutes, have the pairs switch roles and then ask everyone what values they heard. The rant allows us to find our collective common ground in the face of strong emotion.

9.Check-ins

Put pictures of different things on a table. For example, we’ve included pictures of a family, the beach, fairy lights, a trail in nature, a labyrinth, a smiling child, a bench in a garden, a sunset with clouds, a storm, and a large dumbbell. Ask everyone to pick one and, in 30 seconds, explain why. People might speak to what they lack, what they enjoy, how they’re feeling (hopeful, heavy, or joyful), or even share a dream. To set an example, you go first.

One-word heart check: “Give me one word that describes how you’re showing up today emotionally.”

Then simply acknowledge the range of emotions people are experiencing.

10.Wow moments

Create fond memories through unexpected “wow” gestures of recognition. For example, after hiring someone, send their family members a thank-you note for being a part of your community and supporting their loved one. Walk long-term employees to their car on their last day. The idea is to make the person feel special in a meaningful way, which will remain in their memory, and might even become the story they tell about your brand for years to come.

Ready to Experience Unbiased HR Solutions?

Great People Inside understands the unique challenges faced by remote workers and teams and has developed a range of customizable psychometric assessments to address these needs.

We believe that by leveraging the power of data-driven insights and objective assessments, companies can eliminate bias and make more informed decisions when it comes to talent acquisition, development, and team optimization. Our remote-ready assessments are specifically designed to cater to the nuances of remote work environments, ensuring accuracy and relevance in evaluating individuals and teams.

Curious about the impact of our unbiased HR solutions?

Take the first step towards transforming your remote work culture by requesting a free demo assessment from Great People Inside.

Our team of experts will guide you through the assessment process, showcasing the effectiveness and value of our tailored solutions for your organization.

During the demo, you will have the opportunity to explore the comprehensive features and functionalities of our psychometric assessments, experiencing firsthand how they can empower your HR strategies and drive positive outcomes. From personality assessments to cognitive abilities and team dynamics evaluations, our assessments provide valuable insights to enhance talent management and foster inclusive remote work environments.

Don’t miss out on this opportunity to test the power of unbiased HR solutions. Request your free demo assessment from Great People Inside today and embark on a journey of fair and effective talent management in the remote work era.

Together, we can unlock the true potential of your remote teams and achieve remarkable success.Request a Free Demo Assessment.

Career Goals May Prolong Feeling of Overwhelmingness

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In many organisations, it’s the season for individual and team goal-setting. Deciding on career goals is generally something we want to be a rational and evidence-based exercise, combining a careful consideration of possibilities, resources, and obstacles with just the right amount of stretch. But what do you do when you feel like you have a very limited sense of what’s possible? When new obstacles seem to pop up around every corner and the sands are always shifting? When the idea of stretch seems laughable given how stressed and overwhelmed most of us are?

Setting goals in times of uncertainty and burnout can feel pointless, but it isn’t. Research shows that to engage our motivational systems and direct our brain’s energy to the right actions (both consciously and below our awareness), we need to have a clear sense of where we are, where we’re going, and whether we’re closing the gap between the two at the right rate. Without goals, we make bad choices and miss opportunities to act. But just as important, we can’t feel effective, which many psychologists believe is the most powerful source of life satisfaction and well-being humans have.

To set goals that make sense and motivate ourselves and others in such strange and often discouraging times, we need to set them with a growth mindset. And by that I don’t mean just “believe you can improve” or any of the other common oversimplifications of growth mindset. Having a growth mindset is a bit more nuanced (and more powerful) than simply believing that improvement is possible.

Your mindset is what you believe to be the larger meaning or purpose behind the work you do every day. A growth mindset is about believing that developing and making progress is the point of what you’re doing. As I’ve said before, it’s about getting better as opposed to just being good. And it’s about engaging in specific growth mindset strategies and habits to help keep you focused on the potential for growth in everything you do.

When you approach career goals through the lens of a growth mindset, you become more comfortable with uncertainty and more willing to entertain the idea of longer-term career goals. Here are two strategies to help you get there that you can use for yourself or with your team.

Use growth-mindset trigger words to frame your goals

When researchers want to study the effects of a growth mindset, one of the ways we do this is to describe the goal or task that someone is about to perform using certain words that evoke the idea of getting better rather than being good: improve, develop, over time, progress, become, and of course, grow.

These words serve as both explicit and implicit “primes” to your thinking. In other words, they shift the very meaning of the goal to being about developing, and they shift your mindset along with it. To use them, start by writing out your goal the way you would normally think about it. For example, your goal might be to “be an effective communicator” or to “increase sales by 5%.”

Then, rewrite it again using one or more growth mindset triggers. “Be an effective communicator” is now “become an effective communicator,” and “increase sales by 5%” is “develop our network of leads to improve our sales by 5%.”

This way of framing your goals isn’t about lowering the bar or being okay with poor performance. In fact, research shows that people who approach their goals with a growth mindset set more challenging stretch goals for themselves, not less. For example, in one study of medical supplies salespersons, researchers found that those who approached their work with a stronger growth mindset set more ambitious sales targets, put in more effort, engaged in more territory and account planning, and ultimately sold more units.

Establish progress and pivot points

In such uncertain times, it’s important to explicitly establish progress and pivot points on a timeline right at the outset, so you can monitor both your rate of progress and the need to shift in light of new information along the way.

It can be all too easy to lose track of your goals, or to not think much about them until you get closer to the time you expected to reach them. When that happens, you may fail to adjust when progress is slow, or cling to a goal you should have revised when resources or customer expectations started shifting. For example, you may set a goal for yourself of developing a specific skill or reaching a particular sales target by year’s end. To succeed, what should you accomplish in the first month? At six months? If you don’t know, you won’t be able to course correct and, if necessary, try a different strategy or set a revised goal to have the impact you want to see for yourself or your team.

By using these two strategies to prepare for and engage in your goal-setting conversations, as a leader or a team member, you start out with a firm growth mindset foundation that you can then sustain as you pursue your goals through uncertainty, setbacks, and challenges of all kinds — something we all need now more than ever before.

Given our current situation knowing that your colleagues or employees are best suited for this new scenario we find ourselves in. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It is now important to find out whether your managers or your team is well-equipped of working together from various locations. It requires deep knowledge of their personalities, strengths, weaknesses, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you discover if your people are resilient during times of hardship, if they are autonomous, if they are team players, without actual human contact. Given that our platform is cloud-based, everyone can use it from home as well. Humanity finds itself at a crossroad for various reasons now, why not help people discover and develop themselves from the comfort of their own homes?

Request a free demo:

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Sources:

https://story-level.com/setting-career-goals-when-you-feel-overwhelmed/
https://hbr.org/2022/09/setting-career-goals-when-you-feel-overwhelmed
https://headtopics.com/us/setting-career-goals-when-you-feel-overwhelmed-30317001

Building Everlasting Resilience

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Over the last decade, a complex web of economic, social, political, and environmental crises has challenged the conventional laws of organisational physics, calling into question our resilience and relentless pursuit of operational efficiency. As a result, many leaders who spent their careers operating and investing in relative stability were caught off-guard, and many enterprises may not have survived the Great Recession or the Covid-19 pandemic without massive government support.

However, in our research, we have discovered a category of family businesses that are naturally more resilient — those who understand the existential need for sustained investment in organisational agility, even at the expense of efficiency and profitability. Their unique approach to managing risk provides an innovative playbook for leaders everywhere as we enter what everybody is calling a new Age of Uncertainty.

Many of these families have operated for decades and even centuries in emerging and frontier markets, where uncertainty is the rule rather than the exception. In these more volatile environments, threats to property and security are more pervasive, access to capital more limited, corruption more rampant, supply chains more fragile, planning horizons much shorter, and talent harder to find. This is in addition to the familiar organizational challenges that all businesses must manage in terms of operations, finances, marketing, and leadership.

Over the last eight years, thorough research has been documented on how enterprising families survive and even thrive in the face of these chronically-elevated risks. What follows are three simple lessons that we’ve seen families deploy successfully that can help all leaders cope with the sustained uncertainty that lies ahead.

Resilience requires intention

Family businesses that operate in more volatile conditions understand and anticipate that tomorrow could be materially different than today. In these environments, public markets and institutions are often weaker, less efficient, and more opaque. There is a natural scarcity of capital, resources, and talent, since all three prefer the predictability that comes with the rule of law, freedom of information, and reliable infrastructure. Family leaders can wake up one morning to discover that their companies have been nationalized, or their profits regulated, or that their work force is facing sniper-fire on their daily commute.

Having the foresight to anticipate and plan for such volatility requires a fundamental shift in organizational design — treating operational inefficiency as a feature, not a bug. I’ve observed that family enterprises who thrive under these conditions follow the wise advice of the Stoic philosopher Epictetus that “Neither should a ship rely on one small anchor, nor should life rest on a single hope.” Their managerial mantra is “just-in-case” rather than “just-in-time.” Consequently, they actively invest in organizational redundancy — frequently observed in resilient biological systems — to ensure that they can bounce back quickly from adverse shocks and sustain operations whenever they lose access to critical capital and infrastructure.

Consider the example of a Middle Eastern family that built back-up manufacturing facilities and an entire residential neighbourhood in a nearby country in anticipation of a devastating civil war. Or the Haitian hotel operator who invested in backup generators for their backup generators and multiple internet connections to cope with persistent blackouts and network failures. Or the Japanese soya sauce manufacturer who rescued the local community from famine countless times over the centuries by sharing the company’s strategic grain reserves — earning cherished access to the Imperial Court. Or the Hong Kong family that built an expensive offshore nest egg in Canada as a hedge against rising regulatory risks to their Chinese operating business.

Though each of these investments in redundancy required substantial time and resources — precious commodities for any organization — being intentional about foregoing profits to build resilience helped these families prepare for, withstand, and recover from serious disruptions and chronic stress. Like keeping a spare tire and a jack in the trunk of the car, these adaptations become a form of continuity insurance and are particularly valuable in uncertain environments, despite their additional cost. As the old military saying goes: “Two is one, and one is none.” In other words, always have a back-up plan.

In contrast, many leaders who have spent their careers operating in relatively stable markets often view these investments as wasteful or inefficient — until they are blindsided by Black Swan events like the recent conflict in Ukraine and are forced to reimagine their global supply chains, foreign currency exposure, and interest rate risk. After all, when conditions are relatively predictable — as they have been for most of the last half-century in the world’s most advanced industrialized economies — optimizing for efficiency can be one of the most reliable drivers of profitability and prosperity, so it’s no surprise that this strategy has become ubiquitous even if it is short-sighted.

Consequently, effective leaders in the Age of Uncertainty need to be more intentional about investing in resilience — paying the “tax” of organizational inefficiency to help prepare for the broad array of risks that lie ahead. 

Resilience is a systems-level challenge

For many leaders operating in more stable developed markets, the last few years have been a painful reminder that our external context can’t be fully controlled, and many outcomes can’t be reliably predicted, despite our best efforts. These investments must extend beyond internal structures and processes and project outwardly beyond the enterprise — aligning with broader efforts to support social and environmental resilience.

In the Age of Uncertainty, enterprising families need to understand that their long-term health and continuity is even more dependent on the ecosystems within which they are embedded — a form of symbiosis often observed in resilient biological systems. As in nature, neglecting or failing to adequately support the health and development of all their key stakeholders only undermines their own resilience. In other words, retreating behind the castle walls and hoping for the world to set itself straight is not a durable strategy for surviving a political revolution or an environmental catastrophe.

Once again, all family leaders should take inspiration from their peers in developing markets who have seen this all before. These resilient family enterprises are more inclined than their peers to invest in and care for their communities, in many cases funding critical infrastructure when public institutions fail to do so. Some of our client families have built roads, bridges, hospitals, schools, community centers, housing, news agencies, and even telecommunications grids, in the absence of government investment in these critical public goods. This not only fosters a loyal and trustworthy source of local labor, but also increases the likelihood of long-term success as norms of reciprocity emerge to sustain and expand the healthy ecosystem. In contrast, when companies and citizens don’t have reliable access to these resources, or they are willfully undermined by populism and campaigns of misinformation, trust in third parties is diminished, transactional costs increase, and the economic machine inevitably slows down.

Additionally, any efforts to invest in systemic resilience must also extend inwardly — by nurturing the familial and personal resilience of internal stakeholders. Chronic uncertainty generates a particular type of psychological distress that can significantly affect the wellbeing and performance of individuals and teams. Family business leaders who are dealing with this issue for the first time should draw wisdom from the vast literature on managing prolonged stress both personally, within families, and organisationally. They must also acknowledge that not all family members and business leaders will have the same exposure to risk, or cope with stress the same way. Finally, they should take comfort in the natural resilience of their peers in emerging and frontier markets, where strong family ties are often a powerful source of both individual and collective wellbeing.

Family matters

Extended kinship networks have been the dominant socioeconomic unit since the earliest human civilizations first emerged. Our primate DNA enabled and even encouraged us to form deep relationships with genetic strangers beyond our own kin to better manage resource scarcity and existential threat — sustaining the first durable micro-climates of trust. Bad actors in this context were quickly expelled from the extended family and left to navigate a sea of uncertainty on their own, while the increased chances of survival and growth for those who remained help to reinforce norms around trust and reciprocity.

Many echoes of this ancient tribal orientation persist in emerging markets today — from guanxi in China and blat in Russia, to wasta in the Middle East and compadrazgo in Latin America. In these countries, webs of familial connection help lower the frictional costs of doing business and provide an essential lubricant for the economy — conditions we have historically taken for granted in the developed world, where institutions like the judicial system and free press are (mostly) reliable and ensure that others will (mostly) follow the rules. As public institutions around the world continue to be undermined by populism, campaigns of misinformation, and budgetary constraint, family leaders will need to increase their strategic use of familial networks to ensure continued access to capital and opportunity. In short, the Age of Uncertainty will demand a fresh approach to continuity planning — one that extends beyond the conventional strategy, operations, and leadership frameworks taught in every business school and deployed in every boardroom. To succeed, families will also need to make deliberate investments to better prepare for, withstand, and recover from frequent shocks and chronic stress, develop a systems-level view of risk that considers both outward and inward resilience, and nurture deep familial ties to local communities to help sustain an oasis of stability amidst the chaos. Despite the inherent inefficiency and material cost of these investments, in uncertain environments like the ones that lie ahead, it will be much wiser to have them and not need them, then to need them and not have them.

Given our current situation knowing that your colleagues or employees are best suited for this new scenario we find ourselves in. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It is now important to find out whether your managers or your team is well-equipped of working together from various locations. It requires deep knowledge of their personalities, strengths, weaknesses, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you discover if your people are resilient during times of hardship, if they are autonomous, if they are team players, without actual human contact. Given that our platform is cloud-based, everyone can use it from home as well. Humanity finds itself at a crossroad for various reasons now, why not help people discover and develop themselves from the comfort of their own homes?

Request a free demo:

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Sources:

https://hbr.org/2021/01/the-secret-to-building-resilience
https://hbr.org/2016/06/resilience-is-about-how-you-recharge-not-how-you-endure
https://hbr.org/2022/09/building-resilience-into-your-family-business

Questions To Ask Your New Boss

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No matter how many years you’ve worked, starting a new job is often nerve-racking. There are so many unknowns to figure out, and one of the biggest questions are about your new boss. How can you set your relationship up for success?

Understanding Your New Boss’ Expectations

When you get a new boss, things are bound to change. Your new boss will most likely have different expectations for you and your team, a different view of your department’s direction, different ways of communicating, and different priorities than your previous boss. Part of managing your career is taking a proactive part in understanding what is expected of you by your new boss.

Beginning a new job is always a little overwhelming. Not only are you adjusting to a whole new project, office, and set of coworkers, you’re also trying to figure out what your boss wants and how to deliver it. The answer is the same as with getting to know anyone new in your life, whether socially or professionally—you start a conversation, you ask questions.

Of course, it’s not always easy to be the one starting a conversation, but establishing good rapport with your new boss will go a long way toward creating and maintaining a positive work environment. Talking with your boss is the best way to get valuable feedback on your performance, even when it is not annual review time. And, more times than not your relationship with your boss is one of the key factors in advancing your career.

While there’s no universal or simple formula for improving your ability to get along (and work effectively) with your new boss, the good news is that you will make a great deal of progress if you can ask the right questions. Here are a few questions you may want to take into consideration.

1. Who should I meet with outside of our team?

This is why office politics are so important; your ability to figure out how to influence others will improve if you can get to a quick understanding of the unspoken or informal networks that govern the social dynamics of your new team or organization. Your boss is ideally placed to provide you with this intel. 

2. What’s the best way to ask for your input and feedback?

Establishing a cadence where you can get regular feedback on how you are doing, even via 15-minutes weekly chats or regular email check-ins, will help you regulate and calibrate your efforts to improve your performance. 

3. What would you do if you were in my shoes?

This question will not just invite your manager to empathize with you — allowing them to see things from your perspective — it will also show them that you respect them and appreciate their expertise. No matter how logical or insightful their advice may be, it can create a good connection between the two of you and further deepen your understanding of how your manager thinks, feels, and acts.

4. How can I further develop my potential?

Great leaders excel at coaching and mentoring their people. You can nudge your boss to play this role by asking them to assess and develop your potential. This means going beyond your performance to focus also on what you could do. In a world that is increasingly pushing us to reskill and upskill, it is hard to underestimate the importance of expanding our horizons and being open to reimagining or reinventing our talents to future-proof our career. Incidentally, this question will also clarify the existing criteria for promotion and advancement, which will help you be objective and pragmatic about your plans (and will keep your boss honest).

5. What could I be doing better?

After a few weeks on the job, asking this question may encourage your boss to provide you with much-needed guidance for closing the gap between how you are performing and what your boss expects from you. In their attempt to avoid conflict and maintain positive morale, many managers find it hard to provide employees with negative evaluations, so wording your feedback request in this way can help them focus on your improvement areas. It also signals that you are eager to understand how you can get better, even if you are doing well. 

A final point to consider: every person is unique, including you and your new boss. Invariably, this means that some of these questions might not be be applicable given the situation and your growing relationship. But the general rule still stands: you will accelerate your career success if you can manage your boss better. This requires you to understand them better, and a deliberate strategy that starts with smart questions can help. 

Given our current situation knowing that your colleagues or employees are best suited for this new scenario we find ourselves in. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It is now important to find out whether your managers or your team is well-equipped of working together from various locations. It requires deep knowledge of their personalities, strengths, weaknesses, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you discover if your people are resilient during times of hardship, if they are autonomous, if they are team players, without actual human contact. Given that our platform is cloud-based, everyone can use it from home as well. Humanity finds itself at a crossroad for various reasons now, why not help people discover and develop themselves from the comfort of their own homes?

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Sources:

https://hbr.org/2021/10/7-questions-to-ask-your-new-boss
https://leadhonestly.com/blog/9-questions-to-get-to-know-your-boss
https://www.donnaschilder.com/blog/leadership-blog/questions-to-ask-your-new-boss-to-quickly-create-a-productive-relationship/

How to Handle Major Change In Your Life

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Many of us believe that unexpected events or shocks create fertile conditions for major life and career changes by sparking us to reflect about our desires and priorities. That holds true for the coronavirus pandemic. A bit over a year ago, in an online poll numerous people were asked how the pandemic had affected their plans for career change, 49% chose this response: “It has given me downtime to rest and/or think.” That’s a good start. But if you’re thinking about a (successful) career change, it’s that thinking on its own is far from enough. Yes, events that disrupt our habitual routines have the potential to catalyse real change. They give us a chance to experiment with new activities and to create and renew connections. Even in the seemingly “unproductive” time we spend away from our everyday work lives, we conduct important inner business — asking the big existential questions, remembering what makes us happy, shoring up the strength to make difficult choices, consolidating our sense of self, and more.

Yes, events that disrupt our habitual routines have the potential to catalyse real change. They give us a chance to experiment with new activities and to create and renew connections. Even in the seemingly “unproductive” time we spend away from our everyday work lives, we conduct important inner business — asking the big existential questions, remembering what makes us happy, shoring up the strength to make difficult choices, consolidating our sense of self, and more.

Enough has happened during this past year to make many of us keenly aware of what we no longer want. But the problem is this: More appealing, feasible alternatives have yet to materialise. Basically, we’re stuck in limbo between old and new. And now, with most Covid restrictions at last falling away and a return to the office imminent (in some capacity anyway), we confront a real danger: getting sucked back into our former jobs and ways of working.

How can those of us who want to make a career transition avoid that? How can we make progress toward our goals by building on what we’ve learned this past year? Research on the transformative potential of a catalysing event like the coronavirus pandemic suggests that we are more likely to make lasting change when we actively engage in a three-part cycle of transition — one that gets us to focus on separation, liminality, and reintegration. Let’s consider each of those parts of the cycle in detail.

Separation Benefits

Research on how moving can facilitate behaviour change suggests that people who found a new and different place to live during the pandemic may now have better chances of making life changes that stick. Why? Because of what’s known as “habit discontinuity.” We are all more malleable when separated from the people and places that trigger old habits and old selves.

Change always starts with separation. Even in some of the ultimate forms of identity change — brainwashing, de-indoctrinating terrorists, or rehabilitating substance abusers — the standard operating practice is to separate subjects from everybody who knew them previously, and to deprive them of a grounding in their old identities. This separation dynamic explains why young adults change when they go away to college.

Recent research has shown how much our work networks are prone to the “narcissistic and lazy” bias. The idea is this: We are drawn spontaneously to, and maintain contact with, people who are similar to us (we’re narcissistic), and we get to know and like people whose proximity makes it easy for use to get to know and like them (we’re lazy). The pandemic disrupted at least physical proximity for most of us. But that might not be enough — particularly as we rush back into our offices, travel schedules and social lives — to mitigate the powerful similarities that the narcissistic and lazy bias create for us at work. That’s why maintaining some degree of separation from the network of relationships that defined our former professional lives can be vital to our reinvention.

Liminal Interludes & What You Can Learn

Taking advantage of liminal interludes allows us to experiment — to do new and different things with new and different people. In turn, that affords us rare opportunities to learn about ourselves and to cultivate new knowledge, skills, resources and relationships. But these interludes don’t last forever. At some point, we have to cull learning from our experiments and use it to take some informed next steps in our plans for career change. What is worth pursuing further? What new interest has cropped up that’s worth a look? What will you drop having learned that it’s not so appealing after all? What do you keep, but only as a hobby?

Reintegration: New Beginnings On The Horizon

Most executives and professionals who have shared their pandemic experiences have said that they do not want to return to hectic travel schedules or long hours that sacrifice time with their families — but are nonetheless worried that they will.

They are right to be worried, because external shocks rarely produce lasting change. The more typical pattern after we receive some kind of wake-up call is simply to revert back to form once things return to “normal.” That’s what the Wharton professor Alexandra Michel found in 2016, when she investigated the physical consequences of overwork for four cohorts of investment bankers over a 12-year period.For these people, avoiding unsustainable work habits required more than changing jobs or even occupations. Many of them had physical breakdowns even after moving into organisations that were supposedly less work-intensive. Why? Because they had actually moved into similarly demanding positions, but without taking sufficient time in between roles to convalesce and gain psychological distance from their hard-driving selves.

Our ability to take advantage of habit discontinuity depends on what we do in the narrow window of opportunity that opens up after routine-busting changes. One study has found, for example, that the window of opportunity for engaging in more environmentally sustainable behaviours lasts up to three months after people move house. Similarly, research on the “fresh start” effect shows that while people experience heightened goal-oriented motivation upon after returning to work from a holiday, this motivation peaks on the first day back and declines rapidly thereafter.

The hybrid working environments with which many organizations are currently experimenting represent a possible new window of opportunity for many people hoping to make a career change, one in which the absence of old cues and the need to make conscious choices provides an opportunity to implement new goals and intentions. If you’re one of these people, it’s now up to you to decide whether you will use this period to effect real career change — or whether, instead, you’ll drift back into your old job and patterns as if nothing ever happened.

Given our current situation knowing that your colleagues or employees are best suited for this new scenario we find ourselves in. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It is now important to find out whether your managers or your team is well-equipped of working together from various locations. It requires deep knowledge of their personalities, strengths, weaknesses, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you discover if your people are resilient during times of hardship, if they are autonomous, if they are team players, without actual human contact. Given that our platform is cloud-based, everyone can use it from home as well. Humanity finds itself at a crossroad for various reasons now, why not help people discover and develop themselves from the comfort of their own homes?

Request a free demo:

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Sources:

https://www.huffingtonpost.ca/cheryl-muir/3-ways-to-prepare-yoursel_b_7295334.html
https://possibilitychange.com/major-life-decision/
https://www.flashpack.com/wellness/life-change-how-to-happiness/

‘Imposter Syndrome’ in the Workplace

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Many business professionals suffer from what is widely known as “imposter syndrome” at least once during their careers. Comparing yourself with peers and feeling like you don’t stack up can give birth to crippling self-doubt, which can then result in negative consequences for your business operations. Imposter syndrome is a phenomenon that was discovered in the 1970s, but is only more recently being publicly acknowledged in workplace culture. Employees can express imposter syndrome in various ways, such as acting insecure about their abilities, second-guessing decisions, and being afraid of taking on new challenges.

In today’s fast-paced workplace, it’s hard not to feel inadequate at times when there’s always something new to learn or a new skill set to master. Digital technology and social media also make it easier than ever before to compare our success to others’, perpetuating a cycle of self-doubt. It’s understandable then why imposter syndrome has been dubbed the “workplace anxiety du jour.”

While imposter syndrome does come with its fair share of difficulties, it’s a sign that you have a team of highly intelligent, driven individuals. In order to overcome imposter syndrome in the workplace, it’s important to build your confidence in yourself and your abilities. The sooner you are able to accept yourself for who you are, the easier it will be to lead you and your team toward your goals and celebrate the milestones you’ve reached along the way.

1.Keep Yourself In Check

The first step to overcoming imposter syndrome is to pay attention to your negative thoughts. You know, the ones where you assume that your co-workers think you’re clueless and interpret their every frown or lack of lunch invitations as confirmation of said reality. When this type of thought surfaces, it is important to recognise it as a thought, instead of a fact. Instead of getting sucked into negative thought quicksand, make a self-affirming statement.

It is recommended telling yourself something like: “I am having this thought because I am not feeling so confident in myself. The reality is that I have tons of education and experience. I also put a lot of effort into my work.”

Remember that our emotional state affects our perception. If you’re anxious about a tight deadline or a challenging project, your go-to emotion might be anxiety and self-doubt. It is essential you accurately observe your emotions and triggers so you know the appropriate coping mechanisms to use. If you are anxious about the project, remind yourself that your anxiety may trick you to believe that you are a fraud—but you are not.

2.Be Your Biggest Fan

They say “nothing succeeds like success.” You can find your confidence again by remembering all of the ways you’ve made a positive impact. List your biggest accomplishments. Where have you made a difference? When did you contribute something meaningful? What was your latest big win? Doing so will help you see yourself as others see you—as a powerful contributor who deserves to be in the room. The good news in being a perfectionist means you care deeply about the quality of your work. The key is to continue to strive for excellence when it matters most, but don’t persevere over routine tasks and forgive yourself when the inevitable mistake happens. 

3.Feedback Always Leads To Development

Use tools like 360 assessments and retrospectives to unearth opportunities for learning and development in a growth-oriented way. Empowering teams through the use of feedback makes sure expectations are understood, which helps reduce unnecessary self-doubt among individual contributors.

It takes emotional honesty, introspection, and feedback from others to achieve the self-awareness and self-acceptance needed to combat imposter syndrome. Support yourself and your team in taking an inventory of their strengths, perhaps with the assistance of a coach, who can help them leverage their strengths fully. A good coach will help pull out unique attributes that make a person shine in their work, and support them in taking consistent action to develop habits that help them succeed to their full potential.

Because identifying opportunities for development can introduce self-doubt, because there are four stages of learning a new skill, known as the conscious competence ladder. It’s important to realise that undertaking a challenge or assuming a new responsibility can be a vulnerable experience, so encourage yourself and others to approach it with a healthy dose of self-compassion.

Approaching development as a series of low-stakes experiments can also help. Confidence is a learned skill, after all, so adding playfulness to the process helps develop resiliency, so that everyone can bounce back a little easier when setbacks inevitably occur.

4.Reasonable Expectations

To overcome imposter syndrome, you need to stop setting unattainable standards and expectations for yourself and thinking that factors such as luck or help are responsible for your success. You also need to stop blaming your own limitations for mistakes or failures. Failures are part of life and we all deal with them. At the same time, learn how to accept a compliment and draw strength from it. 

5.Work Support Network

The worst thing that people with imposter syndrome can do is to isolate themselves from receiving accurate and validating feedback from other people. Work hard to build relationships with your co-workers, so you have people to go to lunch with and lean on for support, especially as you navigate being the newbie. People can often normalise your experiences and reassure you that your belief about yourself isn’t accurate. You’ve got this!

Another relationship you’ll want to nurture? The one with your boss. Don’t wait for an annual performance review to get your boss’s assessment of your work. Ask for feedback on what you’ve done well and ask for what you could improve upon. When you’re starting a new job or a new career, it’s expected that you don’t know everything. Managers very much appreciate someone who is inquisitive and is wanting to grow, and asks good questions.

Once you’ve built a trusted network, you won’t be afraid to ask your coworkers for guidance if you’re unsure how to tackle an assignment. Instead of getting stuck in feeling like an imposter, ask for help if you are not sure what to do.

Given our current situation knowing that your colleagues or employees are best suited for this new scenario we find ourselves in. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It is now important to find out whether your managers or your team is well-equipped of working together from various locations. It requires deep knowledge of their personalities, strengths, weaknesses, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you discover if your people are resilient during times of hardship, if they are autonomous, if they are team players, without actual human contact. Given that our platform is cloud-based, everyone can use it from home as well. Humanity finds itself at a crossroad for various reasons now, why not help people discover and develop themselves from the comfort of their own homes?

Request a free demo:

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Sources:

https://www.forbes.com/sites/forbescoachescouncil/2019/06/07/15-ways-to-overcome-imposter-syndrome-in-the-workplace/
https://www.businessinsider.com/5-ways-to-overcome-imposter-syndrome-in-the-workplace-2020-2#what-can-leaders-do-to-counteract-imposter-syndrome-3
https://hbr.org/2021/07/end-imposter-syndrome-in-your-workplace