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‘Imposter Syndrome’ in the Workplace

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

Price Increases & Why You Should Tell Your Customers

Covid restrictions are lifting in some parts of the world and the economy is booming in some sectors. Some labour and material costs are rising due to shortages, as is customer demand. Many brands have a high pricing power at the moment, making price hikes almost inevitable. Brand managers may be clued in on the size of their price increase, but it’s no easy matter to communicate this unwelcome news to customers.

Many companies, and even entire industries, routinely raise prices without ever telling customers. In the consumer-packaged goods space, for instance, it is common practice to reduce quantity (the grammage of a package, item count, etc.) and maintain the price. This increases the per-unit amount paid by shoppers but keeps the more visible package price unchanged. Alternatively, brands may cut down on trade promotions and other forms of discounting, raising prices indirectly. For instance, when faced with a shortage and soaring prices for chicken, KFC recently removed in-store promotions for its crowd-pleasing $30 fill-up bucket.

Whatever the reason for your price increase, how you communicate the news is just as important as planning the increase itself. Your communications need to provide clients with detailed information, address questions and concerns, and reinforce your value as their chosen service provider. 

However, these below-the-radar options are unavailable for products sold with subscriptions, leases, or contracts. In these cases, the manager must communicate to customers that prices have increased before the next billing cycle. This task is mined with pitfalls. When performed poorly, the news can lead to undesirable outcomes like customer complaints, social media outrage, and even worse, having to walk back the price increase, or losing customers altogether.

To avoid such fiascos and to blunt customer resentment, here are three actions that managers should take when communicating a price increase. They are backed by evidence found in academic research and shared experiences from working with companies.

Call the action what it is: a price increase

In emails and letters to customers, well-loved brands such as Netflix, Microsoft, Sling, and YouTube TV have all referred to a price increase as “updating price” or “adjusting price” in the past. This is common practice because managers are naturally reluctant to tell customers they are raising prices. While this may seem like a small thing, euphemistic messaging can cause serious harm, fraying the relationship with loyal customers. Decades worth of consumer psychology research has consistently found that attempts to obfuscate bad news rarely pay off for brands. Customers know that brands are trying to influence their opinions and behaviour and appreciate it when they use helpful, transparent, and informative influence methods.

Authenticity and honesty matter to customers, especially for bad news. When a brand uses a euphemism to convey a price increase, it does not distract customers or dilute the negative impact of the news, as managers may believe. Instead, it arouses suspicion, making recipients more vigilant and critical of the information contained in the announcement. Some customers may interpret the euphemistic phrasing as talking down to them. It may stoke indignation in others, leading to venting on social media and the potential to snowball into widespread anger. Even customers who are on the brand’s side may feel that they are being deceived. Where communicating price increases, it is best to call it what it is: a price increase.

Avoid apologising & over-explaining

Increasing prices is a standard part of running a growing business, and enables a company to continually provide better services over the long term. Rate fluctuations naturally follow a company’s growth plan. Nobody can grow by staying static. While it can be tempting to provide long-winded explanations and apologies for increasing your rates, giving too much information can take away from the key message you’re trying to communicate and ultimately confuse your clients. In addition, apologising could send a signal that the price increase will negatively impact your clients and/or that you’re not confident in the increased value you’re providing. 

When communicating a price increase to customers, ensure that your messaging only contains essential information and avoid adding unnecessary details. Don’t be afraid to own your decision! 

Offer plenty of advance notice

Although price increases are an expected part of doing business, it is important to give your clients sufficient time to process the information and potentially look at other service providers offering lower or competitive rates. (Depending on the significance of the increase, your clients may be required to secure additional approval or funding to continue to do business with you – especially if the business is facing challenges.)

To help your clients feel valued and give them time to make any necessary changes on their end, provide as much notice as possible before the price increase will come into effect. If you’re able to provide a few months’ notice, consider following up with a reminder closer to the effective date (either via email or over the phone) so the price change – and any consequential business changes – doesn’t turn into a last-minute disaster. 

Prove that the Price Increase Is for the Customers

The most effective price increase communications are customer-centric. They provide a value narrative — a vivid and compelling story for why the price is being increased that focuses on customer value. As an example, when United Airlines raised prices of its United Club membership, the company provided this explanation:

“To provide a more productive and relaxing experience, we’re investing more than $100 million in renovating existing locations and building new spaces with expanded seating areas, more power outlets and upgraded Wi-Fi. We’re also investing in a brand new complimentary food menu that you can now find at most of our hub locations across the U.S. and will be available soon at the rest of our locations.”

This explanation tells United Club members that prices are increasing to give them more benefits they’ve been asking for. A compelling value narrative establishes the sequence of actions for the price increase. It starts with customer feedback, then leads to identifying unmet needs, is followed by a significant investment by the brand, which results in new features, and finally culminates in the delivery of benefits that customers value.

As the United Airlines communication illustrates, the value narrative is concise — only a few sentences long. But it provides a credible explanation for the price increase that resonates with core customers. Most importantly, it places the customer at the centre of the price increase story, linking the price increase to substantial added customer value. A well-crafted value narrative conveys to customers that the brand has undertaken the effort to understand how its customers derive value and factored this knowledge into the pricing process.

At its essence that managers should approach the unpleasant task of communicating a price increase to customers with the same degree of sincerity, attention to detail, and customer focus that they bring to other brand-building projects like introducing new features or extending product lines. Such effort will be rewarded with a price increase that sticks and customers that feel like valued partners of an authentic brand with their interests in mind.

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.thebalancesmb.com/how-to-sell-a-price-increase-to-your-customers-2948463
https://www.workflowmax.com/blog/youve-decided-to-raise-your-rates-now-how-do-you-tell-your-clients
https://hbr.org/2021/06/if-youre-going-to-raise-prices-tell-customers-why

Re-Onboarding Your Return-to-Office Employees

At the beginning of the pandemic, employers quickly shifted almost every aspect of their business, including the onboarding of new employees, to take place remotely. Research from Glassdoor shows that organisations with strong onboarding practices improve employee retention by 82% and productivity by more than 70%. Yet, according to Gallup, only 12% of employees feel that their organisation does a great job re-onboarding employees — and this is under “normal” circumstances.

Now, as organisations look at returning to the office in some capacity during the months ahead, there is an opportunity for re-onboarding employees who started remotely. Doing so will help create a continued positive employee experience and help further socialise them into the organisation’s culture, given that this group of employees will likely not have met their fellow team members in person, nor likely have ever been to the organisation’s physical offices.

In looking at the group of re-onboarding employees, you may also include employees who started a month or so before the sudden shift to work from home, as their full onboarding experience may have been cut short, as well as include internal hires into new roles or transfers to new offices. For brevity, I’ll call this combined group “remote hires.”

In addition to other onboarding best practices, here are six strategies for re-onboarding employees who started remotely:

Allow remote hires to bond as a cohort

This group shares a common, distinctive experience — starting a new job during what is, hopefully, a once-in-a-lifetime global pandemic. Laurie Tennant, VP of People at Norwest Venture Partners, shared that her firm has had about 20 people who started remotely, ranging in position from Executive Assistant to Partner, across all teams in the organisation. She said, “You have an emotional resonance with your start-group that just kind of lasts” and shared that she is planning to do something special for remote hires where they all meet live to help form an affinity group of people who started during this time. Judy Parkman, Director of Human Resources as The William and Flora Hewlett Foundation also plans to organise an additional in-person lunch for remote hires with the foundation president, which was previously held virtually.

During these events, consider creating structured opportunities for remote hires to interact and get to know each other, such as ice breakers or “speed networking” activities, especially when there are multiple levels of the organisation represented or power differentials than can create feelings of awkwardness for individuals, regardless of their position.

Be mindful

Make an extra effort to help these employees feel particularly welcome, as if it’s their first day at the office — because it is! Consider leaving something special at their desk, be it a personal note, company swag, or other small gift. This is a nice touch that will go a long way in making members of this group feel valued, cared for, and recognised for having started a new job during a uniquely challenging time. Also, be thoughtful in making sure remote hires’ desks are located in an area where they will be able to naturally interact with other colleagues.

facility tours

Being new to an office can feel awkward and intimidating when you don’t know your way around — sort of like joining a new gym and not knowing where specific equipment is located or how a new machine works (in this case, it might be trying to figure out where the espresso machine is and how it works or how to get a FedEx package sent). In orienting remote hires to the physical space, conduct these tours in small groups to provide additional opportunities for remote hires to meet and get to know others. Show them not only where the office pantry, break room, restrooms and fire exits are, but other things like security protocols, conference room sign up procedures, helpful short-cuts and specific potential hazards or things to avoid, such as getting locked in the stairwell.

Communication and regular check ins

Managers of remote hires may take for granted that since these employees have already been on the job for some period of time that they’re already part of the team and don’t need assistance. Remind these managers that it’s their job to help the re-onboarding process for remote hires to make sure they are adjusting well to the new environment and have everything they need. Encourage them to take their remote hires to lunch and conduct a one-on-one with them their first week in the office, as would have been the case if they had initially started their job at the office.

Make sure managers and someone from HR is constantly checking in with remote hires in the weeks that follow. In many organisations today there are employee experience managers also plans to check in regularly with remote hires, which account for about 10% of their total employees. In addition, they should also assess what re-onboarding experiences may need to be conducted once back in the office based on what they hear from this group during these check ins.

Create a solid buddy system

Creating a buddy system can increase employee productivity and satisfaction. Remote hires are not only working at a new company, but also will be working in a new situation once people go back to the office, which can make them feel insecure. Aim to pair remote hires with more tenured employees who are familiar not only with the physical office, but also the office culture, as this can be a key source of support for remote hires helping them to navigate new dynamics once they are back at the office, even if they only return onsite a few days a week.

Consider assigning them two buddies — one who is on their team who has a good understanding of the remote hire’s role and manager, and one who is not on their team to help broaden their internal network and provide useful context outside their department. Ensure that these buddies understand how important their role is in the remote hire’s experience coming into the office and in helping them to understand how “in office” culture might be different than virtual culture.

Create informal team-building opportunities

Creating opportunities for people to get to know each other better will help all employees to reconnect after being remote for over a year but will also help remote hires, in particular, to socialise and get to know both new and seasoned employees in a more relaxed and less intimidating environment. For example, Norwest Venture Partners are planning to do a summer picnic and a voluntary opening over the summer for anyone who would like to come back to the office before their official open date in September. This gives remote hires the option to get to know the office and other colleagues in a less hectic or intimidating environment. The firm also plans to hold open houses at their offices once they officially open to create more opportunities for employees to mingle and get to know each other. Of course, other activities can also be planned with your more immediate teams, such as team dinners or informal outdoor barbeque.

While going back to the office will be an adjustment for everyone, it will be an entirely new experience for remote hires. Don’t squander the opportunity to create a great employee experience and use the strategies for re-onboarding your remotely hired employees.

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.hrdownloads.com/blog/article/back-to-the-future-at-work-re-onboarding-employees-december-2019
https://www.growthengineering.co.uk/8-top-tips-for-re-onboarding-returning-employees-using-your-lms/
https://hbr.org/2021/06/how-to-re-onboard-employees-who-started-remotely

Pandemic-Induced Changes in Work Practices

As vaccines are being administered, the impact of the Covid-19 pandemic on people’s lives and the business environment will gradually lessen over time. This is a welcomed change, but organisations must resist the urge of a complete reversion to their pre-pandemic practices.

Given the fact that the crisis imposed severe restrictions, it also provided us with a unique opportunity to try thousands of alternatives and innovate with new practices, some of which are beneficial in any period. In addition, the crisis lowered the resistance to change and thus helped healthy organisations get rid of deeply entrenched, dysfunctional practices that would be difficult to shed in normal times.

Many organisations were forced to do things that would have been considered inconceivable not so long ago. In addition to many companies’ successful digital transformations and widespread remote work, courts started delivering justice online, healthcare providers shifted to telemedicine for many minor illnesses, banks paid out loans without meeting clients in person, and auditors conducted virtual company audits without visiting company premises.

But what will happen to these practices once the pandemic is over?

1. New practices should be sustained

In the early days of the pandemic, circumstances forced companies to react and experiment in swift and pragmatic ways. Most companies followed one unequivocal dictum: Keep pace and survive. Now it’s time to make space to reflect.

As a first step, companies should identify which new practices were successful, why they were successful, and under which circumstances they’re expected to continue to succeed. New practices are more likely to be retained and sustained if managers and employees consciously identify and recognize them, then establish them. Survey employees to understand what they did differently during the crisis and then conduct follow-up discussions about what succeeded for them and what didn’t. Distill the efforts that were successful into common organizational procedures, translating them into documentation and communicating new expected practices to employees.

2. Reduce any connection to old practices

We’re notorious creatures of habit. Given two choices, we’ll almost certainly opt for the more familiar one. Old habits and their signals are not only ingrained in our brains, but they’re also embedded in our surrounding environment. Language, spatial arrangements, rules, and work systems are preservers of knowledge in organizations that can trigger relapse. Manipulating or removing those symbols facilitates sustained change.

Organisations should be encouraged to unlearn dysfunctional practices by reducing influences of old knowledge structures that can hinder the adoption of new ones. This requires three easy steps:

  1. Question and reconsider the explicit and implicit criteria by which employees are evaluated — for example, whether they come to the office regularly and on time.
  2. Scrutinise and eliminate activities that were considered a norm previously but are no longer required — for example, daily in-person morning meetings held in a conference room at the office.
  3. Identify and change triggers that make people retrieve old norms — for example, if you had a tradition of having a group pizza lunch on Friday, host it in a video conference­-enabled room so that people working from home can join.

3. Openly discuss and explain the new procedures

Even after changes have been implemented, employees continue to carry deeply embedded assumptions about routines and practices before Covid-19. As long as these old assumptions are ingrained in individuals’ memory and there are disagreements about them going forward, the risk of failure remains high.

For example, one company initiated a dialogue among employees about the work-from-home mandate that was implemented during the pandemic. Now that conditions are becoming conducive to a return to offices, the company is discussing a permanent remote work policy.

In our analysis, we identified three distinct groups of employees based on their perceptions of the original change. One group was enthusiastic about it and demanded that it be sustained. Another group was comfortable with the change given the extraordinary circumstances but believed that it should be reversed once the pandemic is over. The third group never wanted the change and couldn’t wait for a reversion to the old practice. Although the shift to remote work was initially implemented on an organisation-wide basis, management didn’t know about the differences in people’s hidden perceptions about them. Unearthing these ideas and their different assumptions helped the organisation reflect on, transparently discuss, and set uniform expectations for each other, which allowed them to create more nuanced work-from-home policies that balanced the needs of all three groups.

Letting different viewpoints clash after change has been implemented does more harm than good. In order to make change sustainable, everyone must have a similar, if not the same, understanding of the reason, merits, and punishment and rewards associated with new procedures. For example, if physical, in-office meetings shouldn’t be held on days employees are allowed to work from home, make that clear. If an in-person meeting on one of those days is unavoidable, make sure employees understand that they won’t be penalised for participating virtually. Bringing varying opinions and perceptions to the surface, openly discussing divergent assumptions, and settling them will help align those expectations.

4. New practices should become habits

New practices can be sustained only if they’re turned into habits. In the final step of our framework, organisations must make sure that good practices are cemented into the organisational setting. The tendency to fall back into established routines is always one step away. It’s important, therefore, to go beyond initial rollouts and information sessions to regularly reinforce the new practices. This involves reminding people what the new procedures are until they don’t feel new anymore. It’s almost like reminding drivers about new speed bumps and lane changes for a period of time until they get used the new quirks. Instead of hoping that employees will automatically internalise changes as new routines, organisations must repeatedly communicate their benefits while providing incentives for their adoption and potential disincentives for their non-adoption. After several trials, new routines will become the familiar ones, and change will be sustained.

In places where pandemic restrictions are easing, companies must embrace this unique opportunity to retain the beneficial practices they adopted during the crisis. To do so effectively, leaders must be thoughtful about identifying which have been successful and deliberate in ensuring that the changes stick.

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.businessreport.com/business/resist-old-routines-when-returning-to-the-office
https://v-teamwork.com/change-in-the-workplace/
https://www.liquidplanner.com/blog/why-is-organizational-change-so-hard/

Organisational Change: High-Risk – High-Reward & How to Do It Right

Most organisational change efforts take longer and cost more money than leaders and managers anticipate. In fact, research from McKinsey & Company shows that 70% of all transformations fail. Why does this happen though?

For many reasons: a weak culture that isn’t aligned with the mission, leadership misalignment, lack of participation and buy-in, under-communicating a powerful vision, over-communicating a poor vision, competing priorities, not enough training or resources, and so on. But one very critical roadblock standing in the way of bringing a change vision to fruition is what experts call ‘change battle fatigue’. Change battle fatigue is the result of many elements such as past failures plaguing the minds of employees, the sacrifices made during the arduous change process, and rollout strategies taking longer than anticipated. When a transformation is poorly led, fatigue can set in quickly.

And not only do 70% of organisational change fails, but that failure rate may even be increasing. According to older but still very relevant 2008 research from IBM, the need to lead change is growing, but our ability to fulfill a change vision is shrinking. Hence why people often get discouraged and eventually give up. Even when companies make great strides while building a change culture and preparing for the ‘change battle’, fatigue can derail even the most valiant efforts for change—essentially leading to losing the ‘change battle’.

It’s difficult for managers and staff to get motivated when they believe that the latest ‘new initiative’ being preached from above is going to die just like the last one—no matter what they do. Furthermore, fear makes change intensely personal. People become concerned about their jobs, families, and long-term career path. When people are afraid, most can’t hear or think as well. It’s much harder for them to absorb important information when panic starts to set in. This can be a big distraction that undermines the team’s ability to focus and stay productive. And times of change are when you need them more focused than ever.

Thus, the often-cited failure rate of organisational change continues to hover around 70%. If you’ve got a major change on the horizon, here’s how to avoid the most common ‘saboteurs’ of organisational change.

Underestimating the work

Simply put, most leaders want organisational change to be easier than it is. By its nature, transformational change creates discontinuity because it touches the entire company. In the case of a financial services company, shifting from product to service centricity meant every aspect of the organisation, from sales to operations, is going to be touched by the need for change.

By contrast, incremental change — for example, implementing a new technology platform or launching a new product — touches discrete aspects of the organisation. Most companies makee the same mistake: They assume that a larger volume of incremental changes would add up to a complete transformation. Henceforth, they spray the organisation with numerous, disconnected initiatives whose efforts weren’t coordinated, that were actually under-resourced for what they were expected to deliver, and whose project leaders lacked the authority to make material decisions or impose consequences on those unwilling to cooperate. Instead of accelerated change, the result was obstructed change — a system clogged with an overload of disparate efforts that everyone stopped caring about.

A multifaceted transformational change needs to be appropriately scoped, resourced, and integrated. Every initiative must be linked to every other initiative. In the case of most organisations, efforts to market the benefits of newly positioned services need to be synchronised with the efforts of operations people to actually deliver those services. Messages to customers needed to sync with new skills those delivering the services needed to acquire. Centralised services from corporate needed to work closely with local branch offices’ ability to customise services. And it all needs to be sequenced and paced in a way the organisation could productively absorb. Once these efforts are appropriately integrated, means and ends will begin to match, and real organisational change eventually aligns with the messages.

Creating Cultural Experiences That Support The Vision

Cultural experiences are imperative to instill the proper mindsets and beliefs that drive actions that get results. What are cultural experiences? They can be anything from how people interact, the work environment, how the company approaches its customers, company meetings and events, hiring mechanism, to where people sit.

There are four types of cultural experiences as they relate to organisational change:

(1) positively impact change and needs no interpretation;

(2) positively impact change but needs more interpretation to engage the team;

(3) has no positive or negative impact the change effort;

(4) has a negative impact on the organisation.

Type 1 and type 2 cultural experiences help drive engagement and belief in the mission. They keep the team energised.

Emotional Intelligence & Increasing Situational Awareness

In combat, situational awareness is an obvious necessity. Not always easily achieved but a constant priority requiring good communication and leadership at every level. Situational awareness at the individual level could also be described as self-awareness – a key component of emotional intelligence.

Emotional intelligence is widely known to be a key component of effective leadership, especially when navigating change and uncertainty. The ability to be perceptively in tune with yourself and your emotions, as well as having sound situational awareness, can be a powerful tool for leading a team in VUCA (volatile, uncertain, complex, ambiguous) environments. The act of knowing, understanding, and responding to emotions, overcoming stress in the moment, and being aware of how your words and actions affect others is described as emotional intelligence. Emotional intelligence consists of these four attributes: self-awareness, self-management, social awareness, and relationship management.

For example, a study of over forty Fortune 500 companies showed that salespeople with high emotional intelligence outperformed those with low to medium emotional intelligence by 50%. The same study showed that technical programmers who fell in the top 10% of emotional intelligence competencies were producing new software at a rate three times faster than those who fell in the lower ratings.

Emotional intelligence also improves employee satisfaction, something vitally important during any change effort. A West Coast bank was forced to cut almost one-third of its staff due to the economic downturn back in 2008. Determined to survive the ‘change battle’, the leadership team invested in assessing the remaining staff for their levels of emotional intelligence. The results supported their transformation goals to ensure they not only had the right people on the bus but that those people were in the right seats—doing jobs best suited to their capabilities. The company survived and is now more productive and more profitable with fewer employees.

It’s hard to make organisational change turn out the way you want to. But by doing your due diligence and creating the plan that makes the most sense for your company, you’ll increase the chances your change management efforts are successful. As a result, you’ll have a strong, healthy company that’s well-positioned to keep dominating for some time to come.

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/2021/04/how-leaders-get-in-the-way-of-organizational-change
https://www.pulselearning.com/blog/6-steps-effective-organizational-change-management/
https://www.tinypulse.com/blog/sk-successful-organizational-change-examples

Overwhelmed at Work? Here’s What You Can Do

Isaac Newton’s Third Law of Motion states that “what goes up must come down.” However, stress and feeling overwhelmed is not bound by the constraints of physics—it just goes up and up and up. Psychotherapists say that many of us wind up amplifying the mental health harms already placed upon us by our jobs and relationships—even when it’s the last thing we want.

In 2015, the American Psychological Association’s annual Stress in America survey revealed more and more adults were feeling “extreme stress,” and that average stress levels were slowly increasing. With that stress came increased stress-related symptoms and overall poor health caused by such a huge mental strain. Many respondents admitted to partaking in unhealthy eating habits, not sleeping well or losing patience with loved ones because of the stress, too.

When you feel overwhelmed, you may react in ways that not only don’t help the situation, but that even make it worse. Maybe you’re oblivious to these patterns, or you know what they are but struggle to do anything about them.

Feeling overwhelmed at work can make you feel stressed, confused, trapped, and at risk of burnout.  When you experience overwhelm at work it can be difficult to manage your time, energy, and focus. Overwhelm can affect your ability to think and act clearly and rationally.  Feeling overwhelmed at work can also prevent you from making effective decisions and taking appropriate action.

To stop feeling overwhelmed at work it’s important to understand the triggers.  When you feel overwhelmed at work, causes include having too much too to do, tight deadlines, work pressure, or stress. Some of the best ways to handle feeling this overwhelmed actually fall into two camps—neither of which have anything to do with working until your brain melts: taking action to get a handle on your work, and taking a break so you can keep working to the best of your abilities.

The following are common self-sabotaging mistakes overwhelmed people tend to make. There are practical solutions for each that will help you feel like you’re on top of things and do a better job of navigating your most important tasks and solving problems.

1. You think you don’t have time for actions that would help you

People often have great ideas about things that would help them feel better and more in control — for example, hiring someone to help around the house, practicing self-care, seeing a therapist, taking a vacation, or organizing a game night with friends. However, they dismiss them because they think they’re too busy or that it’s not the right time, waiting to take those actions until a more ideal moment that typically never arrives.

Instead of thinking about what would be ideal, choose the best option that’s easily available to you now. Perhaps you don’t have time to research the best therapists by interviewing multiple candidates, but you do have time to pick someone who meets a few of your criteria and try a couple of sessions with them.

When you have good ideas but don’t act on them, it can lead to a sense of powerlessness or incompetence. You may also have endless open loops of “shoulds” and waste time and energy thinking the same thoughts over and over again. Plus, when you don’t act, you miss out on the benefits you’d accrue from trying your ideas. By acting to help yourself, you’ll get practice finding doable solutions, feel more self-efficacy, and reap those benefits sooner.

2. You interpret feeling overwhelmed as a weakness

Lots of times, we feel overwhelmed simply because we need to do a task we’re not very familiar with, or because a task is high stakes and we want to do a superb job of it. By itself, this isn’t necessarily a problem. We can often work through the task despite those overwhelmed feelings.

However, sometimes we get self-critical about the very fact that we feel overwhelmed. We think: “I shouldn’t feel overwhelmed by this. It’s not that hard. I should be able to handle it without it stressing out.” When you’re self-critical, you become more likely to procrastinate, because not only does the task trigger feelings of overwhelm, it also triggers shame or anxiety about having those feelings.

Some people react to this shame and anxiety in other ways. They might approach the task with extra perfectionism, or they might become more reluctant to ask for tips and advice from others. It’s important to replace your self-criticism with compassionate self-talk, which I’ve provided specific strategies for previously.

3. You navigate towards your dominant approaches and defence mechanisms

When we get stressed out, we tend to get a bit more rigid. Because we have less cognitive and emotional bandwidth to consider other options, we become less flexible about adapting to the demands of the situation and default to our dominant ways of handling things.

We all have values, but we don’t always use them to our advantage. For example, thoughtfulness can turn into overthinking, self-reliance can morph into micromanaging or doing everything yourself, having high standards can lead to being picky or perfectionistic, and resourcefulness can steer you toward doing things in unnecessarily complicated or unconventional ways.

When you’re overwhelmed, make sure you’re matching your values to the demands of the situation. Does the particular task or problem need…? (Insert your dominant attribute, such as thoughtfulness or self-reliance.) Or would a different approach be better suited to the circumstances?

4. Wasting time and energy on things you have no control over

No one controls everything. It’s impossible. Some things are simply beyond our influence. Don’t waste your time on those things. Instead focus on areas that you can influence or change. For example, you can’t control whether the company you work for will merge or not.

Don’t waste your energy or time worrying about it. Allot yourself 5 minutes of worry time, then shift gears. Move on and get over it. Focus on what you can do to make the situation better. Figure out what skills would make you more valuable to the organization. Explore different options so that you are prepared when the decision is finally made and announced.

5. You’re Multitasking

When you feel like there’s way too much on your plate, your first instinct will probably tell you to knock out more than one task at once. But that, my friends, is an urge to ignore. While we’re multitasking we may feel as though it makes us high-achieving, it actually makes us prone to even more mistakes and increasing our feelings of being overwhelmed. Even though answering emails and writing up a project at work may make you feel productive for, like, 10 minutes, it pays to give each task (and, more importantly, yourself) some room to breathe.

Finally, just remind yourself—it will all get done. There is a light at the end of the tunnel, and with the help of these strategies, you’ll be sure to get there with your work done well.

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.huffpost.com/entry/feeling-overwhelmed-4-mis_b_9266878
https://www.baofootspa.com/blog/2020/2/21/the-3-most-common-mistakes-you-make-when-youre-stressedand-what-to-do-instead
https://www.themuse.com/advice/5-unexpected-ways-to-deal-when-youre-overwhelmed-at-work

Decision-Making Myths – Debunked

Decision-making is not fortune-telling, and good decisions do not always result in predictable outcomes.

Can you imagine life without your smartphone? So many of us can’t. We depend upon them for everything from directions to telling us the temperature outside to tracking our daily steps and heart rate. Our “Hey, Siri” culture has conditioned us to equate speed with efficiency and efficacy — and it’s changing how we process information. Our brains have become conditioned to respond with pleasure to the bings, pings, and dings our phones and computers provide.

While Siri and Alexa and Google are great when we’re jonesing for Italian food and want help finding a restaurant, they’re not great, or even desirable, when it comes to complex decision-making. In fact, they help enable a series of counterproductive ideas and reactive behaviors that actually impair your ability to make informed decisions. For example, let’s say you want to buy a car. Maybe you’re weighing a Prius versus a Crosstrek. Siri and Google can give you all sorts of information, such as fuel efficiency or the current interest rate on your loan. But a search engine won’t know why you’re buying the car, how you intend to use it, or what impact the purchase will have on your budget. Ultimately your decision needs to come from a clear understanding of your needs, values, and goals — information that’s outside the reach of their algorithms.

The most important things you need to learn often aren’t formally taught when you’re young. For example, many lament that teenagers aren’t educated on how to manage money. It’s a fair criticism. Evidence suggests a severe lack of knowledge around basic personal finance; a 2018 survey found that less than 50 percent of respondents could correctly define what interest is, the concept of bankruptcy, or how inflation works. In the absence of knowledge, myths creep in. One example that gets attention this time of year is the “benefit” of receiving a tax refund. This is a myth. In almost all cases, receiving a substantial refund isn’t a good thing. After all, you lent the government money—interest-free— throughout the year. 

Another myth: All college degrees are a sound financial decision. Data suggests that some people spend way too much money on a degree that won’t land them a job with a salary sufficient enough to make the investment worthwhile. It’s part of the reason why there’s a student debt crisis. Like personal finance, management isn’t something most people study formally—although HBS Online offers a Management Essentials course. Most people learn management “on the job,” and in fits and starts. As with personal finance, myths often develop for those who’ve never received management training.

On January 15th 2009 the world witnessed an unusual incident. The press called it ‘Miracle on the Hudson’. On that unforgetable day, an Airbus A320 aircraft with 150 passengers and crew members on board, encountered multiple bird strikes. They damaged the turbofan engines to the extent that both the engines of the aircraft became immobile.

In that situation, Captain Chesley B. Sullenberger took a bold decision to land the unpowered aircraft on the Hudson River. Fortunately, it was a safe landing and the lives of all 150 passengers and crew members were saved. This was truly unprecedented. Such events allow us to appreciate the criticality of making the right choices in times of crisis. It proves that a decision can be a life changing one and that too not just for an individual, but for an entire nation. Though decision making is a critical survival skill, research shows that it is prone to biases. Hence, it is worthy of deep study.

Myths About Decision-Making

1. I like to be efficient

So many of us think efficiency means jumping right in and making a decision. But to be truly effective, we need to be clear on what we are solving for. Rushing can lead you to make a decision based on the wrong factors, which ultimately will lead to regret. For example, walking into a car dealership and buying the first car you see may feel efficient, but may mean you end up with the car the salesperson wants to get rid of, not the car that best fits your needs and budget.

2. I just need to solve this problem at this moment

This is the classic example of “losing the forest for the trees.” Our problems sit in a context. A narrow focus may solve the wrong problem, or only partially solve the problem. If your car breaks down unexpectedly and you rush out to buy a new one, are you considering your needs beyond the present?

3. This is my decision alone; I don’t need to involve others 

Our important decisions do involve other stakeholders. Avoiding this bigger picture of who else is affected by a decision can, at best, only partially solve the problem, and may exacerbate it. For example, if your spouse or child can’t drive a stick-shift, do you really want to buy a manual transmission car that no one else in the family can get out of the driveway in an emergency?

4. I know I’m right; I just want data or an opinion to confirm my own thinking

Also known as “confirmation bias,” this decision-making flaw has been behind notorious failures from the Bay of Pigs to the subprime loan market implosion to the NASA Challenger explosion to the Deepwater Horizon environmental catastrophe. In each case, disconfirming data was available and should have raised concerns, but groupthink set in, and no one wanted to raise the red flag. To better understand and define the limitations of what you think you know, look for contrary examples and evaluate rival explanations. These techniques can prevent “frame blindness” to keep you from seeing what you want to see rather than what may be present. For example, maybe you’ve settled on the Crosstrek in your car search, but you decide to look around anyway. Could your preference for the Crosstrek influence how you evaluate the other cars? Could you be looking to confirm your inclination rather than buy the best car for your needs? To pry open cognitive space, first consider your needs and then look for cars that fit those parameters.

5. Decision-making is linear

In fact, good decision-making is circular; it needs a feedback loop as we gather information and analyze it and our thinking. At times we need to go back to find information we’ve glossed over, or to gather new information or conduct a different kind of analysis. When buying a car, for example, you might think that doing your research first and then going to a dealer and negotiating a price is enough. But there are many dealers, and they each have leeway to negotiate a price, so circling around and comparing offers may get you a better price.

6. There’s just one way to do this

Whether it’s how the bed should be made, which diet to follow, or how to divide up your retirement account, there’s always more than one way to get to “yes.” We’ve been conditioned out of listening to other voices, siloed in our information, environment, and social (media) circles. But getting outside your routines and patterns leads you to seeing things differently. You may always have gone into the dealership to buy cars, but more and more, people are negotiating car purchases online and through texting and email.

7. I have all the information I need

 While we may want to forge ahead, we can improve our decisions — and our satisfaction — by investing in a little bit of research and confronting assumptions with evidence. Your best friend might love her car, but that doesn’t mean it’s the car for you, particularly if it won’t fit your daughter’s hockey equipment. Looking to the experts, such as Consumer Reports, which does substantive research, can help you make an educated decision that’s also right for you.

8. I can make a rational decision

Psychologists far and wide, such as Amos Tversky and Daniel Kahneman, have demonstrated that as much as we’d like to believe it, none of us are rational. We all operate through a dirty windshield of bias based on past experiences and feelings. You might think you won’t get taken in by a car dealer, but they are professional salespeople who know how to evoke an emotional response.

For all our talk about the importance of management, it seems to be one of the most mysterious business disciplines. As with any realm shrouded in mystery, myths develop to help individuals understand what they know little about. But beware of believing them. While some myths point to the truth, many don’t. The best anecdote for knowing which myths are helpful shorthand and which are falsehoods? Education.

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.johnolivant.com/2020/07/16/the-myths-surrounding-decision-making/
https://www.greenbook.org/mr/market-research-news/4-common-myths-about-human-decision-making/
https://eugenie.ai/3-myths-about-decision-making-busted/

Working Parents and How They’re Dealing with Time

The stress and uncertainty brought on by a year of the COVID-19 pandemic has left working parents struggling to find a child care solution that not only meets the expectations of their employers, but also the social and educational development of their children.

A new survey of working parents done by Bright Horizons revealed that over three-quarters (78%) of parents whose children are not in a child care centre or school setting are worried that their child is missing out on social and other developmental opportunities. Almost half of parents (46%) with a nanny or in-home care provider agree that a child care centre or school setting would provide more opportunities to socialise with other children, and 4 in 10 believe it would provide educational opportunities (41%) and/or more engaging activities (38%) for their child. On the other hand, two-thirds (67%) of parents with children in a child care centre or school environment feel their arrangement supports the social development of their child.

In light of these results the CEO of Bright Horizons, Stephen Kramer said: ” Working parents have spent the past 10 months being very nimble, pivoting on a daily basis as the world follows the course of the COVID-19 pandemic. But after almost a year of living, working and caregiving from home, parents are in need of a consistent, reliable child care solution that enables them to focus on their work while keeping their children safe and healthy and also supporting the social, emotional and intellectual growth of their children.”

According to the aforementioned survey, the majority of parents (97%) with children in a child care centre or school setting feel their arrangement allows them to focus on their work. The survey also revealed that most parents (89%) whose children do not attend a child care centre would consider this option for their child in the foreseeable future. The inability to juggle parenting and work (34%), along with children becoming increasingly bored at home (29%), are the factors that will weigh most heavily in parents’ decision to enrol in group education settings.

There is often talk about the “balancing act” of managing work and parenting, which assumes that the solution is a combination of compromise, multitasking, and choosing an understanding employer. But there are limits to compromise, and multitasking is exhausting. And we do not all have the good fortune or opportunity to choose a flexible and understanding employer. Even if we do, this choice can be undermined by the inherent demands of the work or the realities of who gets promoted, whose role is made redundant, and who gets pay raises.

Empathising with and supporting your employees with children during these difficult times can help set up your organisation for long-term success. Not only can it help you retain top employees, but it can also help these employees be more productive and can improve your employer brand and broader brand perception. Here are a few specific examples of ways employers are supporting working parents at this time, along with best practices your organisation can consider. Not every organisation will have the financial resources to offer a full range of support, but some of the practices outlined here can be implemented regardless of company size and resources.

Top employers offer working parents added support

Some technology companies and other larger organisations have recognized that overseeing virtual learning is challenging even for the most tech-savvy parents. To support parents during the ongoing pandemic, Accenture partnered with Bright Horizons, the childcare provider, to offer employees access to small-group, part-time school day supervision at a subsidized cost. Other organisations such as Microsoft and Bank of America are also offering this benefit to employees.

Bank of America is also offering employees benefits such as $100 in childcare reimbursement per day and virtual experiences for school-aged children. School-aged children of employees can participate in tutoring, virtual field trips and after-school programs through the non-profit online learning tool, Khan Academy. Working parents also have access to an online hub that features information about childcare, virtual education resources and opportunities to connect with other parents.

Citigroup is adding new employee benefits to help working parents balance their day-to-day work and virtual learning. The organisation is offering employees discounts on test preparation and tutoring services to kick off the new school year. Employees can receive assistance with finding an educational caregiver to supervise their children’s online learning and if they prefer small group learning, they can be matched with other families and educators.

Supporting flexible scheduling

The uprise in remote work since the initial COVID-19 outbreak in March 2020 leaves many individuals wondering whether they’re ‘working from home’ or ‘living at work.’ In the absence of set times in the office, employees across organisations are often taking a different approach to their working hours. Some start the day earlier or work later than they did before the pandemic because they don’t have to spend the extra time commuting. Others need to take a break during the day to help children with virtual learning or to run an errand for an at-risk relative. Due to this shift, employers should consider placing less emphasis on gauging success based on showing up at a certain time and instead embrace flexible, employee-driven scheduling.

Starting with new hire onboarding, encourage employees to block time on their calendars when they might have personal conflicts – such as supervising virtual learning or preparing lunch for their children. Foster a culture in which this type of time blocking is widely accepted and employees do not face negative repercussions for not being available at specific times. Encourage new hires to speak up as soon as possible if they’re struggling to balance their home and work schedules. This can help you identify solutions to set up for immediate success your new employees who are working parents, rather than only having this discussion if the employee’s performance noticeably suffers.

Rethinking performance reviews

Many employees who have faced challenges with juggling work and parenting responsibilities are concerned that this balancing act will lead to poor performance reviews. Google, for example, suspended performance reviews due to the pandemic in March and recently decided to reinstate them. In a recent survey of 870 Google employees who are parents, many indicated they expect the upcoming assessments to show that their job performance suffered in recent months. Others are asking Google for an option to opt out of this review cycle, which determines raises and promotions.

Other organisations are taking different approaches to performance management. Facebook suspended its usual performance ratings in early 2020. Instead, all employees who exceed expectations will receive bonuses. Facebook and other tech companies like Netflix and Google have also implemented performance management initiatives such as providing constant feedback, the ‘Keeper Test’ (in which a manager is asked, ‘Would you fight to keep that employee?’), and separating performance reviews, salary discussions and peer reviews.

A recent survey from Willis Towers Watson found that 66% of employers are not planning to alter performance expectations or career development and promotion processes for workers dealing with childcare issues. Whether employees are working parents or not, they have spent the past six months adapting to this new normal while doing their best to perform well in their roles. The unusual circumstances surrounding the pandemic need to be taken into consideration during performance reviews. This might mean setting up more frequent, informal check-ins instead of formal annual reviews for the time being or having a more open, two-way conversation rather than gauging success based on measurable numbers. By showing understanding, companies demonstrate that they truly care about their employees, not only generating higher productivity in the near term, but also strengthening employee loyalty in the long term.

In conclusion, about 41% of US employees between the ages of 20 and 54 have a child at home, meaning two in five employees are currently managing work and childcare or education in one way or another. By understanding the strain the pandemic has put on all employees – including working parents – your organisation can put a plan in place to better support your team, retain employees and drive results that will support long-term business success.

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.parents.com/parenting/moms/healthy-mom/time-management-tips/
https://www.businesswire.com/news/home/20210119005073/en/Working-Parents-Prioritize-Social-Development-in-Considering-Pandemic-Child-Care-Solution
https://qz.com/work/958747/the-eisenhower-box-helped-me-balance-parenting-and-work/

Developing Better Apprenticeship Programmes

As economies recalibrate from the shocks imposed by the COVID-19 pandemic, leaders in the public and private sectors are swiftly trying to reimagine how people should navigate the labour market, whether it is an apprenticeship, mid-level or corporate level management.

Among other things, the economic tumult has exposed a clear disconnect between higher education and workforce development. In this new age of precarity, consumers will need sure-fire means to acquire the skills necessary to become productive employees, while employers will require reliable information to compare and hire the right talent. 

This has motivated providers, non-profits, and policymakers alike to create new models and mechanisms that will increase trust and accountability between education providers and employers and allow consumers, employers, legislators, and investors to navigate the postsecondary marketplace with confidence.

The Education Quality Outcomes Standards Board (EQOS) has created a robust Quality Assurance Framework in order to address these key issues. By pioneering a universal, outcomes-based standards framework for postsecondary education and training programmes, EQOS is strengthening the connection between higher education and workforce development and empowering all stakeholders to make informed choices.

During 2020, EQOS launched a number of partnerships with innovative postsecondary providers to pilot the Quality Assurance Framework by collecting and reporting their student outcomes data. During 2020, EQOS launched a number of partnerships with innovative postsecondary providers to pilot the Quality Assurance Framework by collecting and reporting their student outcomes data. The framework provides a clear, consistent way to compare the results data of all kinds of postsecondary programmes. Having that data allows learners, states, employers, and others to identify and support the most successful programmes.

There is strong evidence that work-based learning helps to equip young people with the skills that can improve their employability and ease the transition from school to work. Onsite work and mentoring are the core of the training model that today’s entry-level workers need in order to build and sustain lifelong careers. Strategically designed apprenticeship programs aggregate, monitor, and streamline the changing inputs and relationships required to promote workers and pave paths of sustainable employment. University graduates have become unemployable in some countries, even while jobs go unfilled.

Businesses worldwide lack skilled workers, even as unemployment—particularly among the young—is high. Too few skilled workers means that projects sit idle and revenue growth falls short of potential. Therefore, an apprenticeship combined with on-the-job training programmes make good sense for companies that need middle-level skilled workers.

An apprenticeship that involves mentoring provides young people with the frame of reference they need to forge a sustainable path, including networks and training resources. Hybrid training, from one-on-one development to being on the job, bridges school and the world of work. Programmes keep individuals motivated and plugged into hiring employers.

Not only does an apprenticeship help equip a workforce with the practical skills and qualifications needed within an organisation, they can also contribute to the productivity, growth and overall success of a business. Here are four ways a business could benefit by getting on-board apprenticeship programmes:

Career-focused development

Apprenticeships provide a great opportunity for employers to develop, nurture and grow a more qualified workforce aligned to their future strategy. Using a combination of best practice, theory and on-site application, leadership and management capabilities within your business can be improved, so that your people will lead in new and improved ways.

Additionally, they also provide an effective way to ensure the future leaders and managers of your organisation develop the right skills to contribute to the growth and improvement of the business. After all, leadership and management are key to helping businesses achieve sustainability.

Greater innovation

Apprenticeships can help all types of business, big or small, across a range of sectors harness fresh new talent. As apprentices come from a range of diverse backgrounds, from aspiring managers to those with more experience under their belt, new innovative ideas and approaches are often brought to the business which help drive it forward.

Additionally, throughout an apprenticeship, individuals are encouraged to develop creative thinking skills and strategies, enabling them to think outside of the box. Leaders are responsible for the environment they create; they are the role models of the behaviours they want in their teams.

Therefore, it goes without saying that leadership and management development is a key driver in embedding a culture of innovation into an organisation.

Increased staff loyalty and retention

Investing in the development of employees can have a real positive impact on the morale of the workplace. Apprentices have an appetite for development, and when given that opportunity, they are likely to be more eager, motivated and loyal to the company.

This motivation and positivity from business leaders will cause a radiating effect amongst other employees, meaning the whole business will benefit as a result.

Additionally, offering existing staff the opportunity to develop through a leadership and management apprenticeship demonstrates that you are willing to invest in their future. This can help employees to see their job as a career and prolong their time at the company, increasing retention.

Improved bottom line

Developing staff through apprenticeship programmes can generate a real return on investment for many businesses. An apprenticeship is a great way to grow your team while keeping staff costs down, proving to be more cost effective than hiring skilled staff due to lower overall training and recruitment costs.

Additionally, as staff become better skilled and gain greater understanding of the wider business throughout the programme, confidence and independent thinking will develop. This can contribute to the generation of new ideas and suggestions such as improvements to business processes or strategies. Which, in turn can have a positive impact on productivity and efficiency in the business, thus reducing costs.

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/gradsoflife/2021/04/06/tracking-outcomes-toward-better-apprenticeships/?sh=649293113252
https://www.gov.uk/government/news/building-back-better-with-apprenticeships
https://www.skillsforcare.org.uk/About/Blog/Article/Apprenticeships-a-valuable-approach-to-developing-your-workforce.aspx

2 Questions that Are Vital If You Want to Be a Better Leader

Being a leader is a great privilege that brings with it great responsibility. As a leader, you are often the first to receive the credit and almost always the first to receive the blame. Your position is both demanding and rewarding and requires great skill and balance. You are expected to build authentic relationships, maintain confidentiality, develop your team and meet your goals. Your communication must be strong, and your time management must be masterful.  You need to effectively delegate, problem solve, strategise, manage conflict and prioritise. People expect you to be engaging but serious, charismatic but sincere, confident but humble, and transparent but discreet. It is one of the most challenging and rewarding positions you can have, and it is replete with great joys and deep challenges.

The few leaders who are lucky enough to receive training on how to be a leader often attend a one-time seminar or class that focuses heavily on skill acquisition. This is a good place to start but an insufficient one to begin and end. The development of leadership skills is most certainly necessary to become a strong leader, but it is hardly a one-shot deal. Mastering the skills required of leadership is a lifelong endeavour and should be treated as such with consistent training, application, support and coaching. Further, honing these skills is just one of the components of becoming a strong leader. The other component is comprised of mindset, desire and investment required of a leader. Without a leader’s mindset, skill mastery becomes largely irrelevant. Being a leader requires the mindset of a leader.

In 2017, after nearly a decade spent building Uber into a household brand, Travis Kalanick yielded to pressure from investors who demanded that he step down as CEO. Shortly before offering his resignation, the scandal-plagued founder issued a statement: “For the first time I’ve been willing to admit that I need leadership help.”

That was too little too late. And for such once-great commercial giants as Kodak, Blockbuster, and Blackberry, the unwillingness to solicit advice or consider potential pitfalls resulted in not only personal but corporate catastrophe.

Two thousand years ago, two great academies of study debated the ancient laws of the Judean commonwealth. History records that the scholars of the House of Hillel and the House of Shammai argued with one another so passionately it was as if “they fought with swords and spears.” Each school had its own angle on higher truth, and each was committed to preserving the integrity of Jewish legal tradition.

But when they left the study hall, they were fast friends. They married their sons and daughters to each other. Their different visions never became personal. And, occasionally, one school convinced the other that it was wrong.

Ultimately, it was the opinions of the House of Hillel that prevailed, and later authorities explain why. Not only did the scholars of Hillel always record the opinions held by the scholars of Shammai along with their own—they always recorded the opposition opinions first.

Only when we understand the other side of any argument can we truly understand our own. That’s why intellectual integrity demands that we ask ourselves these two questions:

  • If I don’t understand why you believe what you believe, how can I be sure that you’re wrong?
  • If I don’t understand why you might reasonably disagree with me, how can I be sure that I’m right?

It’s important to note that leadership is not management. And the satisfaction you derive from being a leader has nothing to do with monetary bonuses and everything to do with purpose.

Why do you want to become a leader?

If you lack purpose or drive, there’s no reason for you to become a leader. You might as well do something else. Because at its core, leadership requires sacrifice, and if you don’t have a strong sense of purpose and an unfailable drive, none of the things you sacrifice will mean anything.

Without these two quintessential characteristics, you’ll come to resent the role as well as the people that you lead. For those who have a strong sense of purpose, they are more than willing to go the extra mile — to go out on a limb for those we lead. It’s an inexplicable feeling, but all great leaders have it.

Many people realise that they’re not leadership material. And that is ok, don’t let anyone judge you because that’s indicative of great self-awareness. It’s also one less person who will potentially take a leadership position to use it for selfish gain.

As a leader, when you encourage underlings to propose new ideas, challenge conventional thinking, and argue against the status quo, you are not promoting insurrection. Just the opposite. You are forging a culture of creativity, mutual respect, and intellectual integrity, one in which every contribution is valued and where a commitment to sound decision-making overrides investment in ego or personal prestige. And that will drive you and your organization relentlessly toward success, not occasionally, but always.

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.bngteam.com/blog/top-4-leadership-questions-ask-every-day/
https://letsgrowleaders.com/2019/11/07/7-questions-to-ask-yourself-to-be-a-better-leader/
https://www.coburgbanks.co.uk/blog/assessing-applicants/21-tough-interview-questions-that-reveal-true-leadership-potential/