Posts

Burned out Managers Require Help to Recharge

/in /by

Chances are managers in your organisation are feeling burned out. Middle managers have felt the squeeze of having to execute strategy from above while coaching and developing their teams below them — often without receiving the same type of development or empowerment from more senior managers. Often under-resourced, they frequently roll up their sleeves to do the work alongside their teams, particularly given higher rates of turnover in the last few years.

Research from McKinsey revealed that some middle managers spend up to two days a week on individual contributor work and a day a week on administrative tasks, in addition to their management responsibilities. Too much work, combined with too little time and resources adds up to scores of exhausted managers, who are almost twice as likely to leave their employer, according to research from Microsoft.

Burned out employees goes well beyond simply being tired or stressed — thus, recovering from it is not a quick fix. It takes time, intention, and organisational support to not only regain a sense of equilibrium, but to also feel energised, engaged, and motivated again.

To be sure, each person’s experience of being burned out will be different, so various approaches to address it will impact them differently. Likewise, there is no silver-bullet antidote. Employing a multi-pronged approach that includes the strategies below will help your managers in their burnout recovery journey.

Recognise

There are two aspects to this strategy. First, recognising and showing concern that an individual is experiencing burnout can help them feel seen, understood, and even cared for. Acknowledging the burnout also puts it on the table so that it can be addressed.

The second aspect is to recognise the manager’s sustained efforts and positive contribution or impact on the business. In a study of more than 12,000 employees, Workhuman and Gallup showed a strong positive correlation between employee recognition and wellbeing, which also led to better business outcomes. Moreover, this recognition can show the individual they are making a difference, especially when their impact might not be as visible to them. This can help them to counter feelings of diminished efficacy, reduce their cynicism or mental distance from the job, and derive more meaning from their work.

“When we take time to recognise people, it not only has a positive impact on them but on ourselves as well,” shares employee appreciation and workplace culture expert Christopher Littlefield. “The act of noticing what is going well, celebrating progress, and sharing the impact of their work helps us generate meaning, hope, and a sense of belonging — all things known to promote wellbeing. This can be as simple as taking five minutes to write a meaningful thank you note, give a quick compliment, or even use reflective recognition.”

Reconnect

Creating opportunities for personal connection (both in-person and virtually) amongst managers as a group can counter feelings of isolation that are common with burnout, particularly for those working remotely. Creating a sense of community, where managers can share their challenges (and successes) with their peers not only facilitates support, but also reduces feelings of isolation that can come with burnout and creates a sense of being “in it together.”

Likewise, connecting one-on-one beyond the work at hand can also be powerful, and may be more meaningful to some. “Picking up the phone to check-in on a colleague can help remind someone that you are there for them,” shared Adam Smiley Poswolsky, a workplace belonging keynote speaker. “Reconnecting with a coworker you haven’t spoken to in a while can provide them with energy and inspiration – especially when they are struggling with stress or burnout.”

Poswolsky added: “A simple act of kindness — like remembering a coworker’s birthday, or buying a colleague their favourite coffee order, makes people feel like they belong. When we provide more time and space for human connection at work, we normalise talking about the full spectrum of human emotions, of which burnout is one of the most common. When we normalize talking about burnout or stress or loneliness, we help people feel less alone, which in turn can help them feel much better.”

Re-assess, Re-prioritise, and Re-distribute Work

When managers are burned out, it’s likely due in large part to an excessive, unrelenting volume of work, and as new priorities emerge, existing projects do not get de-prioritized. Everything has become important and stays on their plate, making the workload unsustainable.

Conduct an audit of what your managers are each working on and what’s consuming most of their time. Identify the top three areas that will make the biggest difference in achieving the organisation’s goals. Focus your managers’ effort on these and de-prioritise the rest. In doing so, determine what can be put on the back burner, what deadlines can be extended, or what can be cancelled altogether. Likewise, re-assess the level of detail or quality needed for certain work products or metrics for success.

As part of this re-evaluation, take time to understand each person’s workload and capacity and re-distribute work, as needed. Moreover, make this a regular practice to help your managers re-assess and manage priorities on an ongoing basis.

While you can’t create more hours in the day, you can make the case to adjust the scope of the work to be commensurate with the resources available (i.e., people, time, and budget) or advocate for more resources, such as budget to hire more people or engage outside contractors to share the workload, even if only temporary to manage a peak period.

Revise Team Agreements

Empower the managers on your team to help solve the problem of burnout by revising agreements about how you all work together. What boundaries can you and the managers on your team agree to respecting? This may include things like not sending evening or weekend emails or avoiding other micro-stresses. Looking for a better way forward together by creating new norms can help create a sense of agency that is often missing in cases of burnout.

As a team, you can decide things like how you will hold each other accountable to your respective commitments, give each other permission to push back or say no, and establish specific non-meeting days to do focused work. Making these types of agreements can reduce wasted time, energy, and frustration, as well as create a sense of empowerment and ownership for their experience going forward.

Regularly Check-In

Touch base one-on-one with your managers on a regular basis, particularly those who have exhibited signs of burnout. Check in to see how they are doing and how you can best support them. Ask them where they are stuck. Make it safe for them to speak up and tell you when they’re feeling overwhelmed so you can discuss how you can make their work less taxing by clearing obstacles or taking things off their plate, as appropriate.

Relax and Reset

While not sufficient alone to recover from burnout, taking a meaningful break from work to decompress is a necessary step to restore your managers’ energy level and help them reset, both mentally and physically. Set the expectation that they use all of their vacation time — it can be easy to put off or skip vacation when there’s so much to do. The reality is, there will always be more to do, so trying to wait until you feel caught up at work is like running a marathon with no finish line.

In addition, by making vacation mandatory, you can help counter any warrior mentality in your organisation’s culture that might be a contributing factor to burnout. This can be done in a staggered way amongst team members to avoid business interruption, or some organisations choose to shut down completely during selected weeks of the year.

Whichever approach you take, give your people permission to completely unplug while they’re away and role model this for your team. Research shows that working during time off (which, sadly, two-thirds of Americans do), reduces intrinsic motivation, which will already be at a low point if the individual is burned out to begin with.

The remedy for feeling burned out is not an instantaneous single solution, nor is it one-size fits all. Using the aforementioned strategies in combination over time will allow you to not only support and recharge your burned-out leaders, but also to keep burnout at bay going forward.

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.limeade.com/resources/blog/how-to-reduce-burnout-in-the-workplace/
https://gradekmba.medium.com/managers-are-burning-out-how-to-help-them-recharge-b969eeaa1786
https://www.bizjournals.com/bizjournals/news/2023/04/10/managers-burned-out-workers-supports-experts.html

Can Hybrid Work Become Toxic?

/in /by

Toxicity at work — no matter where or how we do our jobs — is caused by a range of factors. It is important to recognize that some aspects of hybrid and remote work make toxicity more likely to occur.

First, though, let’s quickly outline what “toxic” actually means. It doesn’t refer to the misunderstandings, tensions, and conflicts that are a natural (and needed) part of any healthy organization. Nor does it refer to a one-off incident or a coworker who is a jerk every now and again. These kinds of irritations, for the most part, are best thought of as normal parts of (working) life.

So, what actually is considered toxic? A study by Donald Sull and his colleagues identified five attributes of a toxic culture: disrespectful, noninclusive, unethical, cutthroat, and abusive.

Toxicity carries a sense of inescapability, which is part of what makes it so painful to experience at work.

Undeniably negative as these attributes are, there is no absolute, uniformly accepted scale against which we can measure any of them — all five are subjective, anchored in each person’s experience. Making matters more complicated, a hybrid environment by definition means that employees are experiencing their work in very different contexts — some face-to-face, others remote — and those may vary by the day. As a result, hybrid workspaces aren’t uniform; some people may experience a hybrid environment as toxic while others do not. That does not make a toxic hybrid environment any less painful or damaging to those who experience it as such. However, it does mean that some behaviours may be toxic even as a result of well-meaning — or at least not ill-meaning — actions.

Remoteness changes dynamics

Working hybrid means that, compared with full-time in-office work, more communication will take place via technologies like email, text, phone, or video. One of the early findings in research on the effects of technology-mediated communication was that people become more disinhibited and exhibit less self-monitoring and self-control when communicating through technology. In other words, when we talk to one another electronically, we are more likely to blurt out things that might be hurtful. Think about heated exchanges you’ve had with colleagues both in person and electronically — chances are, you were much more tempted to try to slip in a sharp quip in an email than face-to-face.

This dynamic is not (necessarily) about being a nasty person. We all have moments of anger, frustration, or passion, and if handled badly, those feelings have the potential to turn toxic.

In face-to-face interactions, though, the human on the other side of the conversation is far more salient to us, leading most of us to recognize the potential costs of a less-careful word and bite our tongues. The point isn’t that we shouldn’t speak our minds (if we feel that we can’t, that’s bad for psychological safety), but that we should choose our words well. While the reduced self-monitoring and self-control that come with remote interactions do not necessarily cause toxicity, they certainly make it more likely for disrespectful or abusive (two of Sull’s toxicity characteristics) comments to come out.

Hybridity is fundamentally imbalanced

Hybrid also means different people are working in different contexts. Some may be at home, while others are in the office — and those locations have undeniable differences. People in the office have greater access to resources and higher visibility, often leading to more credit and quicker promotion as a result. Remote workers, meanwhile, often feel left out and shunned. Negative as these effects may be, they are not strictly toxic if everyone is equally disadvantaged at some point. The problem is when some people (likely remote/hybrid workers) feel consistently excluded — as was the experience of one manager I recently worked with.

Company policy was to allow all employees to work remotely two days a week, and the manager had allowed her team members to choose those days. She quickly discovered her team had effectively split on the basis of different (but consistent) patterns of which days people chose to come into the office. Compounding the issue, team members’ remote-work choices were heavily driven by commutes and children’s school schedules, which aligned them with demographic differences in the team. Problems arose when some team members felt they were being excluded from the discussions and meetings that occurred on the in-office days of the other group. The split led to interpersonal tensions and conflict, people feeling excluded and disrespected (two toxicity characteristics), and it ultimately resulted in turnover.

Hybridity can reduce cohesion and trust

Research shows that lack of close contact reduces connection and trust, which are key elements of a healthy culture. During the pandemic, I spoke to many employees who had started new jobs remotely, and I consistently heard that they hadn’t gotten to know their colleagues and felt disconnected. Research from Microsoft found remote working leads employees to have smaller, less-well-developed networks.

Remote (and by extension hybrid) working does not necessarily mean organizations will have a weak or inconsistent culture. Take Linux as an example. Its open-source software development from day one has been carried out by a loosely structured community of developers who have never met in person, yet extensive research on the group has found it has strong social norms governing behavior. However, it is hard to deny that the group’s structure (or lack thereof) removes or impedes many of the mechanisms we traditionally use to establish, transmit, and maintain culture. Note that Linux started with a remote, dispersed culture. While many companies have embraced remote and hybrid since the pandemic started, their cultures were already established and then adjusted to handle the crisis.

Culture is so important because it is the compass organizations use to eschew cutthroat and, in more extreme cases, unethical behavior. To be clear, hybridity does not inherently lead people to be more cutthroat or unethical (though one might argue the sense of distance between people makes them less aware of the negative ramifications of their actions). However, in every social system we find a range of behaviors, and culture typically helps us rein in the negative ones. On top of that, while people are less likely to exhibit toxic behaviors toward those they feel close and connected to, the distance that a remote/hybrid environment brings makes us more likely to view some of our colleagues not as “us” but as “them” — and it’s much easier to act poorly toward “them.”

Hybridity makes it hard to resolve issues

There’s one more key challenge in remote and hybrid work: We have fewer face-to-face interactions with colleagues, and research shows that it is harder to resolve disputes (like those around toxic behaviors) virtually. Think about trying to address a sensitive topic over Zoom with someone and worrying about everything from where they’re looking to how fast they reply. Are they giving me their full attention? Am I sure my sincerity is coming through over video? Was their slow response because they disagreed or are just lagging?

When we’re face-to-face, we have more interpersonal tools at our disposal. We have better data, as we can more easily read facial expressions and can see off-camera behaviors. We also have better tools, as face-to-face interactions allow us to synchronously work together to resolve differences. And the propinquity effect (essentially, we like people we have more exposure to) means all of this happens from a starting point of a closer relationship.

One other issue it’s important to mention is microaggressions, which some people have argued happen less often in remote settings because we’re around one another less. However, I would caution leaders and employees alike to stay vigilant for signs of microaggressions (often reflected in toxic behaviors like noninclusion) in hybrid settings. While these settings may have fewer touchpoints where microaggressions can occur, they do not remove the underpinnings of why microaggressions happen — nor do they prevent them from coming out in other outlets, such as Slack, messaging apps, or videoconferencing. In effect, hybrid work can obscure the problem without resolving it.

Educate employees

The first step toward avoiding toxic behavior in hybrid teams is to help people learn how it can arise. You may think, “Of course they know not to be disrespectful, abusive, or noninclusive,” but that’s not the issue. Sit down with your employees and have a conversation about how these outcomes can happen as unintended consequences of hybrid work arrangements and decisions. Remind them that toxicity is about behavior — and that what matters isn’t what your intention was but how others perceive your actions. A good starting point is to ask employees to reflect on hybrid work behaviors they may have experienced as toxic (for example, feeling routinely excluded from a social group or reading comments on Slack that they found abusive or disrespectful). The goal of this step is not to identify particular issues or point fingers but rather to increase employees’ self-awareness and the number of eyes out there looking for toxic behaviors or their antecedents.

Lay a foundation

As Benjamin Franklin famously said, “An ounce of prevention is worth a pound of cure.” One of the most effective tools you can put in place is a culture with built-in antibodies against toxic behaviors. In particular, focus on promoting empathy and psychological safety. A culture with a core of empathy encourages employees to consider the impact of their actions on their colleagues, increasing the likelihood that employees catch themselves before behaving in a way another might find troubling. In turn, a culture that includes psychological safety is critical for those cases that empathy doesn’t prevent. We don’t always recognize the impact of our actions, and building psychological safety ensures that employees can speak up about the behaviors they perceive as toxic. Research has provided excellent practical advice for promoting both empathy and psychological safety.

Have ongoing conversations

Because the experience of hybrid work is different among employees and dynamic over time (someone may be in the office today, surrounded by colleagues, and at home alone tomorrow), toxicity is a moving target. The only truly effective way to manage such dynamism is with an ongoing process — and the cornerstone is repeated, ongoing conversations. I encourage hybrid teams and organizations to have periodic check-ins where everyone is encouraged to raise concerns or flag toxic experiences. There is no hard-and-fast rule for frequency, as it depends on how dynamic the organization’s hybrid environment is: The more and faster it changes, the more frequent those conversations should be. As a starting point, aim for a monthly check-in and adjust as needed. Make sure the psychological safety foundation is in place if you want people to share honestly, and treat these conversations as more than a superficial box-ticking exercise.

Intervene quickly

Even with a good understanding of the issues, a positive cultural foundation in place, and ongoing discussions, hybrid working may still lead to behaviors that your employees find toxic. A big problem with toxic environments is that they tend to get worse: Toxic behaviors either feed on themselves, breeding more toxicity, or cause disgruntled employees to disengage, creating new tensions due to workloads needing to be redistributed. To break the cycle, you need to not only keep an eye out for toxic behaviors but also be ready to move fast when you see them, help all parties engage in a dialogue, and work to reach a mutually acceptable solution.

Let’s say you notice a situation like that of the manager whose team was split over their WFH days. In a case like that, call a team meeting and share your concerns of how the situation might feel exclusionary. It may turn out your concerns aren’t shared — but you’re still creating buy-in and ownership of the issue, making it easier to address later if it does become a problem. If, however, you’ve recognized a budding concern for some of your team members, you have a forum to discuss and collectively resolve it before it gets too far along.

Toxicity can be an unfortunate reality of some work environments. While hybrid work does not necessarily cause toxicity any more than in-person work does, it is important to recognize that hybrid introduces some different mechanisms through which toxicity may arise. Keeping these in mind can help leaders recognize, guard against, and eliminate toxicity when it occurs — or ideally before.

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://bloomtalks.com/why-hybrid-work-can-become-toxic/
https://www.forbes.com/sites/carolinecastrillon/2021/06/10/10-red-flags-of-a-toxic-hybrid-work-culture/
https://www.tabny.com/blog/recognizing-the-warning-signs-of-a-toxic-hybrid-work-environment

You Want a Performing Team? 100% Effort Is Not The Answer

/in /by

100% effort never translates to an optimal performing team. Despite some companies’ attempts, we can’t fix today’s burnout culture with a wellness app. What it takes, instead, is a mindset and culture shift among managers and organisations everywhere.

The old management mindset

An outdated way of thinking about peak performance is “maximum effort = maximum results.” It doesn’t actually work that way in reality, but many managers still believe that it does. They might talk a good game about “practicing self-care,” but their core assumptions are often more akin to a bad 1980s motivational speaker. (Think: “No pain, no gain,” “No guts, no glory,” and “Give it 110%!”)

When managers expect 80+ hours a week from people while offering Friday yoga to combat stress, they unintentionally create a toxic contradiction. It’s a classic example of what we call in psychology a “double bind”: Employees can’t talk about the contradiction, and they can’t talk about not being able to talk about it.

As a result, many well-intended efforts to end the burnout epidemic don’t actually work. If you think individual overachievers are solely to blame for exhaustion, then you’ll only end up addressing the wrong problem. Consider McKinsey’s research on burnout, which showed that “in all 15 countries and across all dimensions assessed, toxic workplace behaviour was the biggest predictor of burnout symptoms and intent to leave by a large margin.”

Not only does this old mindset not produce high performance, it also creates a downward spiral of toxicity begetting burnout begetting toxicity. What we need instead is a new management mindset, supported by data, for how to really get the best out of our people. Instead of “maximum effort = maximum results,” a better formula is: “optimal effort = maximum results.” Less effort can actually lead to more success.

The new management mindset

Here’s what actually works: the 85% rule. The 85% rule counterintuitively suggests that to reach maximum output, you need to refrain from giving maximum effort. Operating at 100% effort all of the time will result in burnout and ultimately less-optimal results.

For example, when sprinters are told to accelerate to their 100% level too soon, they end up running a slower race overall. As Carl Lewis, who won nine Olympic gold medals, explains, the notion of “no pain, no gain” is ridiculous. He says, “Your training should be sensible. In many cases it is more important to rest than it is to drive yourself to the point of pain.” Lewis’s coach, Tom Tellez, suggests that the peak performer in sprinting relax their jaw, face, and eyes. “Don’t grit your teeth,” he advises. “If you do, that tension will run all the way down your neck and trunk to your legs.”

How to build a high-performing team — without burning people out

Create a “done for the day” time

Where possible, managers should establish a “done for the day” time. When managers are ambiguous about the length of workdays, they risk introducing decision fatigue, diminishing returns, or even getting negative returns from their employees.

Toxic managers see setting a reasonable hard stop for the day as impossible. A colleague told me that their boss said in no uncertain terms: “You can’t get ahead here if you want to be home for dinner with your family.”

Transactional managers see employees having a done-for-the-day time as a necessary evil: “I suppose you need to do what you need to do.” They let people keep to the schedule begrudgingly.

Transformational managers insist upon a reasonable time for employees to leave work. For example, when a new employee at a private equity firm was eager to make a good impression, he stayed late. After all, he had been trained at previous companies to expect kudos for the extra effort. But this company and manager were different. When his manager saw him still sitting at his desk after everyone else had gone home, he said, “Why are you still here? We don’t stay late here unless there is an absolute emergency. We want you to be fresh tomorrow morning. Please go home.”

Ask for a little less than maximum capacity

Effort and fatigue can create confusion for people regarding the quality of their performance. People can mistake the perception of maximum effort with what actually produces maximum results. However, the highest effort doesn’t always equal the highest performance. Managers can take advantage of this by inviting team members to work a little below what they perceive to be their maximum capacity.

To help coach employees to get to and stay in this sweet spot, managers can ask, “What does it feel like to be at 100% intensity?” and then follow up with: “How can you keep this closer to the 85% level?” This type of perceived level of exertion is a concept used in physical rehab to prevent latent — or hidden — fatigue, but it can also be used by managers to help their employees stay in their sweet spot.

Ask “how am I making your work more stressful than it needs to be?”

Top performers are typically already self-motivated, so managing them like everyone else will only exhaust them, leading them to become a flight risk. A study at the Yale Center for Emotional Intelligence and the Faas Foundation of over 1,000 U.S. employees found that 20% of employees reported being both highly engaged and having high burnout.

This “engaged-exhausted group” were passionate about their work, but also had a high level of stress and frustration. These were the employees with the highest risk of quitting their jobs — higher even than unengaged employees. This suggests that companies may lose their most capable employees not due to a lack of engagement, but rather because of their high stress and burnout levels.

To avoid this, managers can ask their top performers a simple but powerful question — “How am I making your work more stressful than it needs to be?” — and then take the necessary actions to improve upon the situation.

Encourage 85%-right decisions

When making decisions as a team, don’t push for “100% perfect.” Let people know when an 85%-right decision is acceptable.

Research has uncovered two distinct types of perfectionists. The first is “excellence-seeking” perfectionists: people who hold high standards for themselves and others. The second type is “failure-avoiding” perfectionists: people who are consistently anxious that their work is not sufficient or adequate, who fear losing the esteem of others if they fail to attain perfection.

Asking for 85%-right decisions takes unnecessary pressure off your highest-performing employees — and it keeps your team moving forward, rather than waiting for the 100%-right decision before they take action.

Watch out for high-pressure language

As a manager, it is vital to be mindful of the language you use when communicating with your team. The use of high-pressure terms such as “ASAP,” “NEED,” or “URGENT” in emails or meetings can create excessive stress and pressure for your team members.

To avoid this, it’s essential to foster open communication about genuine deadlines, the reasons behind them, and the potential trade-offs. Instead of expecting employees to always agree to every request, consider asking them, “What do you need to say no to in order to say yes to this?” By granting autonomy in choosing their projects, you can ensure that your star employees maintain high performance levels while also avoiding burnout.

End meetings 10 minutes early

A manager shared this with me recently: “If you can be any kind of manager, be the kind who ends the meeting early.” It struck me as both funny and true.

Many employees still feel like they live the “Zoom, eat, sleep, repeat” life that was so common during the pandemic. Certainly, far more meetings are now held on video than ever before. And we know that video “exhaust(s) the human mind and body” faster than in-person meetings or just being on the phone.

Research from Microsoft’s Human Factors Lab found that our brains work differently when we take 10-minute breaks between meetings. That small break stops stress from building up, while back-to-back meetings decrease people’s ability to focus and engage.

Set your own intensity level to 85%

It’s important that managers also set their own minds to 85% intensity to model to their team that it’s okay not to be stressed out of their minds all the time. When managers say that employees should not work late nights or on weekends, but then send emails at 2 a.m. on Sunday morning, their actions speak louder than their words.

Research shows that employees look to their bosses for cues far more than many managers realize. In a curious finding, researchers found that baboons look to their alpha male “boss” every 20 to 30 seconds, and humans may not be so different. So, if you’re going to write emails late and on weekends, at least schedule them to be sent at 9 a.m. Monday morning.

The 85% rule may seem counterintuitive. However, in this time of ongoing, persistent burnout, it has the power of relevancy. As Dr. Stephen Ilardi, a psychologist at the University of Kansas, has written, “Human beings were never designed for the poorly nourished, sedentary, indoor, sleep-deprived, socially-isolated, frenzied pace of 21st-century life.”

Certainly, we can do better. Managers who adopt the 85% rule as their new mindset can help to reduce this frenzy while actually improving their team’s performance.

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.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/high-performing-teams-a-timeless-leadership-topic
https://gigazine.net/gsc_news/en/20230613-top-performing-85-effort/
https://www.linkedin.com/pulse/how-achieve-high-performance-your-team-aiming-85-effort-ansari

Communicating with Kindness

/in /by

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

Laura Dragne is a dedicated PR enthusiast deeply committed to championing CSR initiatives and advocating for impactful social involvement. Her PR journey has instilled in her a profound belief that every interaction holds the potential to broaden one’s understanding of both oneself and the world. A proud graduate of Social Communication and Public Relations from the University of Bucharest, Romania, Laura seamlessly merges her academic knowledge with a heartfelt dedication to effecting positive change through purposeful communication strategies and community engagement.

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

Delegating Is Crucial & It’s Time to Stop Feeling Sorry About It

/in /by

Delegating and its payoff is understood by most leaders: You free yourself to focus on higher-priority work while offering your team opportunities for growth and development. Whilst this is an excellent idea in theory, many good leaders struggle to put it into practice.

There are many reasons leaders don’t delegate. Some believe they’re the only ones who can do the job properly, or that it will take longer to explain than simply doing it themselves. Others don’t want to give up their role of go-to expert or fear being upstaged by their team. More recently, however, guilt about adding more work to a team member’s to-do list has been the primary obstacle voiced by the leaders I coach.

Take Kendra, a CMO at an advertising technology company, who stated, “I am so overwhelmed, but so is my team. I feel guilty asking them to do any more work.” Or Miguel, founder of a successful fashion brand, whose concern for his team led him to continually take on work he should have delegated.

Caring about the welfare of your team and managing their workload is part of good leadership. But when unchecked guilt gets in the way of delegating, it’s a no-win situation. Increased leader workload results in anxiety, burnout, and higher-value work going undone. Further, it can have damaging effects on the very team you are trying to protect. Employees can feel they aren’t trusted, which decreases morale and engagement, and a lack of growth opportunities leads to employee turnover.

Here’s how to alleviate your guilt and delegate more while still caring for your team.

Challenge your guilt

There are two types of guilt: justified and unjustified. When we have transgressed a moral norm, the uncomfortable but justified feeling of guilt activates our sense of responsibility and encourages us to make amends. Guilt also provides preemptive feedback, enabling us to be proactive in preventing misdeeds and boosting prosocial behaviour.

But when we wrongly assume responsibility for a situation or overestimate the suffering we might cause, guilt becomes irrational and unhealthy. Persistent unjustified guilt is associated with decreased self-esteem, increased anxiety, depression, and physical symptoms.

To distinguish whether the guilt you’re feeling is justified or unjustified, ask yourself, “What is stopping me from delegating this task?” and write down whatever thoughts come to mind. For example, Miguel wanted his team to like coming to work, so he took on more tasks (“I could be the one doing this”) rather than delegating them.

Challenge your thoughts. Ask yourself: How might I be wrong? What else could be true? Miguel realised that while it was true that he could do the work, it was not the right solution for the team or the company. If you’re not hurting someone or contradicting your morals, your guilt is likely unjustified.

Fact-checking your thoughts is especially important if you are guilt-prone, when any sign or possibility of another’s suffering and discontent can spur you to take undue responsibility.

Naturally, there will be times when delegating doesn’t make sense. However, you hold yourself and your team back when guilt results in a blanket approach of holding onto responsibilities that should be distributed.

Flip your script on delegating

People who feel guilty about delegating worry they’re burdening their team. They can also feel responsible for the happiness of others or believe the needs of others supersede their own.

Instead, recognise the benefits of delegating and reframe your thoughts. For example, consider that rather than burdening your team, you are giving them the chance to grow. Instead of believing that not delegating will promote team happiness, understand that people love feeling trusted by their leader. Allowing greater contributions and more meaningful work boosts engagement, commitment, and job satisfaction.

Hoarding work at the top is also a no-win situation for your company. Doing it all means you neglect work only you can do, and opportunities are lost. Delegation shifts work to the most appropriate level and pushes out the work that matters least. With the rapid pace of change today, leaders must frequently evaluate and eliminate work that is no longer relevant.

Improve your delegation skills

If you know you don’t delegate effectively, and this contributes to your guilt and reluctance, take action. The purpose of “healthy guilt” is to trigger positive change and make amends.

This requires intention and a reallocation of your time. Instead of doing, you lead and support. Start by assessing what’s on your plate and determining what you can delegate or delete altogether. Then consider who should take it on: Who has the need or desire to develop these skills or is ready for a new challenge?

It’s also helpful to involve your team in this process. For example, Kendra began regularly reviewing all areas of responsibility with her direct reports, asking “Where am I too involved?” and “Where do you need me to get more involved?” to ensure that her team members felt both empowered and supported.

Effective delegating extends far beyond the initial clarifying of desired outcomes and handoff. Set regular checkpoints for feedback, provide coaching along the way, and acknowledge team members for their contributions and achievements. Your improved delegation skills can help team members feel empowered, supported, and motivated.

Protect your team in different ways

When guilt prevents you from delegating, it often connects to an empathetic but misplaced desire to protect your team. Fortunately, there are other ways for you to safeguard your team, without the costs that accompany a lack of delegation.

For instance, help your team members ruthlessly prioritise their work. Proactively engage them in discussions about what work is currently on their plate and quickly eliminate low-value work from their list. Help team members work through competing priorities by clarifying and anchoring in the most important goals for your organisation and that person’s role and evaluating each task in terms of its importance and urgency.

Additionally, be mindful of shielding your team from external demands. Especially when more senior outside stakeholders make requests of your team members, it can be hard for them to say no. Be willing to step in where necessary to communicate a judicious “no” or “not now” to the stakeholder making the request.

Channel your protective instincts into safeguarding your team from low-value work. In supporting them and ensuring the work they do is meaningful, you can boost team member growth and satisfaction and assuage your guilt.

Prepare for temporary discomfort

Overriding guilt around delegation is not easy. Especially when you and your team are already time-strapped, it can feel misguided to invest in delegating. But remember this investment will unlock longer-term benefits: time savings and more capable, engaged employees.

No doubt there will be discomfort and setbacks as you and your team adjust to your new leadership style. Accept that mistakes will be made. When you’re prone to guilt, you may be quick to beat yourself up and question your decision to delegate. Instead, practice self-compassion, see these missteps as learning opportunities, and move on.

Delegating is a crucial aspect of good leadership; it demonstrates your trust in your team and gives them the opportunity to stretch and grow further in their roles. With some effort, you can learn to move beyond delegation guilt — and free yourself to lead more effectively.

Delegating is an artful dance between the manager and the employee, an intricate choreography that holds immense importance for both parties involved. It is a strategic practice that not only lightens the load for managers but also cultivates a fertile ground for growth and empowerment among employees. In this symbiotic relationship, the benefits ripple far beyond mere task distribution.

For managers, effective delegation is the key that unlocks the door to higher-priority work and strategic focus. It grants them the invaluable luxury of time—the most precious resource in today’s bustling business landscape. By entrusting capable team members with responsibilities, managers free themselves from the shackles of day-to-day minutiae, enabling them to elevate their gaze and delve into the realms of visionary thinking and impactful decision-making. Delegating becomes the gateway to unlocking their true leadership potential.

However, the significance of delegation transcends the realm of managerial convenience. It stretches its arms towards the employees, offering them a ladder to ascend in their professional journey. When entrusted with meaningful tasks and granted the autonomy to make decisions, employees are invigorated by a sense of ownership and purpose. The act of delegating communicates trust—a powerful catalyst for unleashing their full potential and driving motivation. It becomes a potent stimulant for growth, as they sharpen existing skills and acquire new ones, expanding their horizons and broadening their expertise.

Delegation also fosters a culture of learning and development within organizations. By affording employees the opportunity to tackle new challenges and stretch their capabilities, it ignites a spark of curiosity and hunger for continuous improvement. As they step out of their comfort zones, employees embark on a transformative journey, honing their skills, acquiring knowledge, and cultivating a deeper understanding of their own potential. With each delegated task, they become more versatile, adaptable, and resilient, fortifying the very foundation of their professional prowess.

Moreover, delegation cultivates a sense of shared purpose and collaboration. As managers entrust employees with meaningful responsibilities, they forge a connection rooted in mutual dependence and collective success. The manager becomes not just a boss but a mentor, guiding their team towards achievement while nurturing an environment of support and camaraderie. Team members, in turn, feel valued and acknowledged, fostering a sense of belonging and loyalty that transcends the boundaries of a mere employment relationship.

However, the art of delegation is not without its challenges. Managers must tread carefully, balancing the scales between empowering employees and providing necessary guidance and support. Effective delegation requires clear communication, well-defined expectations, and a genuine understanding of each team member’s capabilities and aspirations. It necessitates a willingness to step back and let others shine, knowing that their success is intertwined with the manager’s own accomplishments.

In conclusion, delegation is a represents a basket full of trust, growth, and collaboration, shared between managers and employees. It is an essential ingredient for managerial success and a catalyst for individual and organizational development. By embracing delegation as an art form and mastering its intricacies, managers can unlock untapped potential, while employees are granted the wings to soar to new heights. Together, they co-create a harmonious work environment, where each note resonates with purpose, engagement, and unparalleled achievement.

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.

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

Sources:

https://www.hcamag.com/asia/specialisation/leadership/how-to-delegate-properly-without-feeling-guilty/426819
https://enterprisersproject.com/article/2021/5/how-delegate-without-guilt
https://womentakingthelead.com/you-need-to-delegate/

Practice Sharing Emotions as a Team

/in /by

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.

Unmasking Proximity Bias in Remote Work: Shattering the Illusion of Objectivity

/2 Comments/in , , , , /by
Read more

Making Performance Reviews Fairer in a Hybrid Workplace

/in /by

Performance reviews are an essential aspect of workplace culture and have become even more critical in the age of hybrid work. A fair and impartial evaluation of employee performance can drive motivation, increase engagement, and lead to overall better results. However, conducting fair and accurate reviews can be challenging in a hybrid environment where employees are working from both in-person and remote locations. To ensure a fair process, companies must be consistent, objective, and inclusive in their approach, while also fostering open communication and encouraging employee input. By taking these steps, organizations can create a performance review process that is both effective and equitable, helping to drive business success and improve employee satisfaction.

Emphasise Culture and Values

It is crucial for hybrid workplaces to have all employees understand and act according to the values of your organization — regardless of where they work.

One way to reinforce a common set of values is through your approach to performance appraisal. For example, online retailer Zappos evaluates employees both on performance and whether they are promoting Zappos culture in their day-to-day work. According to founder and former CEO Tony Hsieh, “We’ll fire people if they’re not good for the culture, even if they are doing their work perfectly fine.”

Similarly, the performance evaluation program at Johnstone Supply, a New Jersey based HVAC supply company, places its values front and centre. According to CHRO Chris Geschickter, “When we do performance reviews, our values are our leading criteria. The majority of how we do performance evaluation is by reflecting on our core values, and then assessing whether an employee’s behaviour is aligned with them, in terms of customer service, teamwork, and such. To us, performance evaluation is a conversation throughout the year, with a lot of self-evaluations.”

Values-based approaches to evaluations create a common platform for assessing performance of differently situated employees while promoting a unified workplace culture. While incorporating values into performance evaluation isn’t necessarily new, redoubling efforts towards this seemed to resonate particularly strongly in hybrid environments.

Continually Track the Most Important Metrics

Dallas-based tax services firm, Ryan, LLC, shifted to a Results-Only Work Environment in 2008, allowing employees to work from anywhere and at any time. Their transition has been a huge success — turnover has plummeted; morale, engagement, customer satisfaction, and financial performance have soared.

Key to making it work is a performance appraisal approach that uses a set of agreed-upon performance metrics that are consistently tracked, and can be accessed at any time on a convenient intranet dashboard. Former CHRO, Delta Emerson, explained, “Managers and employees can log on and see their dashboard. It displays their revenue targets and other performance goals, as well as where they stand and how their performance feeds into incentive pay. Finally, we hold managers accountable by tracking turnover and engagement scores in their groups.”

It’s important to note that Ryan’s approach — which provides clarity on goals and continuous measurement of performance — translates perfectly to hybrid work environments. Their system is fair and transparent for both those employees who mostly work at the office and those who mostly work remotely, and, importantly, creates accountability for managers in engaging and retaining employees.

Leverage Technology

With agreement on which metrics of employee performance to track, companies can then leverage technology to further level the playing field. General Electric, for example, uses an app-based system that allows employees to share performance milestones with their teams and managers.

While the company once prided itself on its process of formal, competitive annual performance reviews, this new approach encourages collaborative performance conversations. Managers use it to provide frequent feedback through performance “touchpoints” to employees. And peers use it to provide real-time developmental feedback and recognition.

This approach focuses employees and managers on continuous improvement and development, bolstering decisions on raises, promotions, and developmental opportunities which now occur year-round. As a result, the app-based system helps level the playing field by ensuring employees, managers, and co-workers can better “see” each other’s work and provide feedback no matter where work gets done.

If your workplace has changed, your evaluation process must too

The move to remote or hybrid environments for many companies has been a bumpy one. What I saw in my research though is that traditional good management including frequent goal-setting, peer feedback, and progress reporting, still mattered. The difference was in how companies now need to apply these principles. And while I saw companies applying them in the variety of ways I outlined above, they all were successful for three reasons.

First, they defined performance in terms of customer satisfaction, company values, core activities, and project completion. Second, they incorporated regular goal-setting and feedback sessions. Finally, they encouraged collaboration and team building by sharing performance assessment responsibilities across the workforce.

The lesson, then, is that creative approaches to performance evaluation are not only possible, but required at hybrid workplaces. It is the only way to ensure that all employees are evaluated and developed according to their merit, regardless of where they do most of their work.

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: 

B_txt_14

Sources:

https://headtopics.com/us/making-performance-reviews-fairer-in-a-hybrid-workplace-34961716
https://lattice.com/library/how-to-successfully-conduct-performance-reviews-in-a-hybrid-workplace
https://content.mycareersfuture.gov.sg/how-conduct-fair-transparent-performance-appraisals-hybrid-workplace/

What Do You Still Like About Your Job?

/in /by

The pandemic led many people to consider why they work, and millions of people changed jobs during the resulting Great Resignation. It’s not clear, though, that changing jobs actually allowed people to increase their happiness or satisfaction with the work they do.

Leaving your job because you’re dissatisfied with the work you’re doing seems reasonable, but if you haven’t given thought to what would actually make you happy, you might end up in the same dissatisfying situation. It’s worth spending some time figuring out what you actually like about your job before making any moves.

To engage in that exercise, start by distinguishing between happiness and satisfaction and exploring which aspects of your job relate to each of these emotions. From there, figure out which parts of your job are the ones that bring you the most joy. That way, as you think about your future, you can best strategise about new positions you might want to aim for. To help you along the way, here are three questions that will provide you with valuable insight into the best parts of your work life.

1. Where do I find the most satisfaction? Is it in the process of doing my work or in the final outcome?

We often use the words happiness and satisfaction without reflecting on the differences between them. Happiness is a momentary experience that reflects the positive feelings that result from pursuing some desirable outcome. Satisfaction is a positive feeling that reflects a longer time horizon in which you’re pleased with what you’ve achieved over a period of time.

These emotions are related to two components of your work: There’s the day-to-day work that you do (the process of your work), and then there’s the set of things you achieve as a result of your efforts (the outcome). The process of your work affects your daily happiness with what you do, while the outcome is typically associated with your sense of satisfaction.

Because the process of your work is associated with happiness, it affects your day-to-day interest in the work you’re doing. When you like the particular tasks that are part of your job, you look forward to engaging with those elements of your work, and you’re motivated to increase your skills in the areas where you find the specific duties enjoyable. Conversely, if you find a lot of the tasks unpleasant, you may dread those aspects of the work. There’s a particular satisfaction that comes from performing well on elements of your job that you find intrinsically rewarding.

The outcome of your work relates to the mission of the organization you’re working for. Do you believe in that mission? Do you believe your efforts are making the world a better place? When you work toward a significant outcome and make progress on it, you feel a sense of satisfaction with the work you’re doing.

Research suggests that taking pride in the outcome of your work provides long-term satisfaction with it. Even on the days when you know you have to engage in some unpleasant tasks, the knowledge that you’re doing them in service of an important outcome is a valuable motivator. Paradoxically, if you engage in a lot of tasks you don’t enjoy in service of an important goal, you may feel a lot of satisfaction in your work, even though it doesn’t bring you much happiness.

Ultimately, when you reflect on your work, you should think about both the happiness it brings you as well as the long-term satisfaction.

2. How do my values align with my work?

After you identify the aspects of your job that you like, try to understand why those aspects of work are appealing. This evaluation is rooted in your values.

Values reflect key aspects of what people think is important about their life and work. Your work needs to align with your values. If you value helping others, then the mission of the work may be a critical component to whether you appreciate your job. If you value pleasure in life, then your daily happiness at work (reflected in the particular tasks you do) will be central to helping you to live up to that value. If you value achievement or power, then your personal accomplishments at work will influence your satisfaction with your job.

Shalom Schwartz identified 10 core human values that are consistent across many cultures: self-direction, stimulation, hedonism, achievement, power, security, conformity, tradition, benevolence, and universalism. The ones people adopt and the ways they act on them reflect both the culture in which they were raised as well as individual decisions they make. Taking a values survey can help you understand the aspects of your job that bring you satisfaction. In addition, because research suggests that values can evolve, it’s important to track yours over time. For example, early in your career you may value achievement, so you might enjoy aspects of your job that bring you individual recognition, while later in your career, you may value benevolence and derive more satisfaction from aspects of your job that enable you to help others. That shift in values will alter which parts of your job you find enjoyable.

3. What do I want to be able to say I’ve accomplished?

You’ve probably heard the saying that nobody lies on their death bed wishing they had spent more time at the office. But whether that’s true for you depends a lot on your answers to the questions in the previous sections.

Alignment of your work with your values means considering not just the particular tasks you do daily, but also the accumulated influence of those tasks over time (or what you might think of as your legacy). To think about legacy, take advantage of the remarkable human ability to project yourself mentally to your retirement and look back. What do you want your work to have been about? Do you think that the path you are on currently will support having that impact? Will this impact fit with your values?

You should use this alignment between your values and the processes and outcomes of your work to evaluate your current work trajectory. You should focus both on whether you currently feel like your work aligns with those values, but also to explore what future positions might also help you to be satisfied with your work. If you feel like your work and current trajectory will enable you to continue feeling that alignment between your job and your values, then focus on your current career trajectory. But, if you have a significant mismatch, that’s a good indicator that it’s time to think about alternatives. If you’re unsure about how to find a path that fits with your values, it might be time to talk to a career coach. Just make sure to find one who is committed to helping you find that alignment.

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: 

B_txt_14

Sources:

https://www.ziprecruiter.com/blog/what-do-you-love-about-your-job/
https://www.nijobs.com/careeradvice/what-did-you-like-most-about-your-job
https://www.proactiveinsights.com/article/articledetail/5

Why Managers & Employees Clash Over Remote Work

/in /by

The shift to remote work has brought about many changes for both employees and managers. While remote work can offer flexibility and the ability to work from anywhere, it also introduces new challenges and opportunities for disagreement between managers and employees. Here are some common areas of disagreement and ways to address them.

Remote work, hybrid work, distributed work, flexitime… Work flexibility takes many forms. But employee centricity is essential to sustain a successful business. Consequently, an important shift such as changing the entire way your workforce works requires considering both points of view: the employer and the employee. Is your staff ready to do all their meetings online? How are you going to maintain a corporate culture? The working model must reflect the business’s needs and fulfill your team members’ expectations. Getting their feedback and discussing the best strategy to put in place is fundamental. Is switching to a remote work schedule the right move? What are the advantages and disadvantages of remote working? This article details the pros and cons of remote work for employees and employers. Hopefully, this will give you a better idea about if prioritizing a “work from anywhere” policy is the right approach for your flexible company.

Communication and collaboration

One of the main challenges of remote work is maintaining clear and effective communication and collaboration. Without the ability to meet in person or have impromptu conversations, it can be more difficult for employees to stay up-to-date on projects and for managers to ensure that work is being completed effectively.

To address this issue, it is important for both managers and employees to establish clear communication channels and protocols. This may include setting regular check-ins via video call, using project management tools to track progress, and setting up virtual meeting spaces for team collaboration. It is also important for both parties to be proactive in communicating any issues or concerns they have, and to make an effort to be responsive to communication from the other party.

Work-life balance

Remote work can blur the lines between personal and professional time, which can lead to disagreements over boundaries and expectations. Some employees may feel that they are expected to be available at all times, while others may feel that their manager is not respecting their personal time.

To address this issue, it is important for both managers and employees to establish clear boundaries and expectations around work hours and availability. This may include setting specific times for meetings and check-ins, and allowing for flexible scheduling within certain limits. It is also important for both parties to be mindful of the other’s needs and to communicate openly about any conflicts that arise.

Performance evaluation

Evaluating the performance of remote employees can be more difficult than evaluating in-office employees, as managers may not have as much visibility into the day-to-day work of their team. This can lead to disagreements over how work is being measured and how to fairly evaluate the performance of remote employees.

To address this issue, it is important for both managers and employees to establish clear goals and expectations, and to regularly communicate about progress towards those goals. It may also be helpful to use a variety of methods for evaluating performance, such as self-assessments, peer feedback, and objective measures of output. By using a diverse range of evaluation methods, managers can get a more complete picture of an employee’s performance and avoid any potential disagreements.

Productivity is not the only place where managers and employees disagree. They also have very different ideas about the disciplinary consequences of not coming into the office. We asked both managers and employees what happens to workers who stay home on “work days.” Employees were far more likely than managers to answer “nothing,” while managers were more likely to say that the worker was risking termination.

These differences in opinion reflect the need for more clear-cut policies on working from home. The best available approach for most companies is organized hybrid. Employers should choose two or three “anchor” days a week that all employees come into the office — typically between Tuesday and Thursday because Monday and Friday are the most popular work-from-home days. These in-office days should include the bulk of meetings, group activities, trainings, and lunches so that employees see the value of coming together. And attendance should be enforced the same way it was pre-pandemic: Not coming to work on anchor days is not acceptable, except in the case of emergencies, like a sick child or a burst water pipe. Finally, managers should actively encourage working from home on non-anchor days, so employees can enjoy the benefits without fear that they’re missing out on something at the office. 

Conclusion

Remote work can bring about many challenges and opportunities for disagreement between managers and employees. By establishing clear communication channels and protocols, setting boundaries and expectations around work-life balance, and using diverse evaluation methods, both parties can work together effectively to overcome these challenges and ensure the success of their remote work arrangement.

It’s natural that a massive shock to working conditions like working from home would cause disagreements between employees and managers, but we’ve had more than two years to navigate this change and the outlines of the new era are coming into focus. The best evidence we have suggests that organized hybrid raises employee and firm productivity. Managers and employees need to get on the same page.

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: 

B_txt_14

Sources:

https://headtopics.com/us/research-where-managers-and-employees-disagree-about-remote-work-33689105
https://www.washingtonpost.com/technology/2022/09/01/remote-work-culture/
https://www.bbc.com/worklife/article/20210908-what-bosses-really-think-about-remote-work