Blog - Page 3 of 50 - The Third Zone

Dec 08 2022

Today’s Business Equivalent to a Country’s ‘No Fly Zone’ … Employee No Contact Zone is Happening.

What seems like a l-o-n-g eight years ago I wrote a blog post entitled “From Germany … a Gift or a Wrench in the Machinery?” It referred to an article that definitely caught my attention … “Germany Examines Ban on Employees Checking Work Emails at Home!” I remember receiving reactions from readers in business who laughed and conveyed thoughts like … ‘can you even imagine?’ or ‘this can’t be serious!’. And serious it was as there were a few countries that passed laws around this.

These laws forbid leaders within organizations to email or call their reports on weekends or i.e., between the hours of 7pm and 7am the following morning during the work week. The results of such moves were seen as positive. Production was up. Turnover was down and overall satisfaction within the organizations making these moves was stronger.

That was then. And now … we soon enter 2023 and settle into new work environments created by needed adaptations to COVID. And whereas some countries introduced their ‘no contact time zones’ several years ago, the time has come for this to be considered and embraced within the U.S. Since 2020 there has been a shift to remote work in total or in part. This is the way that so many businesses have had to operate. It has also served to shine the spotlight on the needs and expectations of workers.

Employees were forced to work remotely from home. Initially this proved to be very disruptive to them, family members and roommates. Added to that was the tremendous sense of isolation that was created. However, with time, employees began realizing the benefits of having no commutes and could use this time to personally benefit themselves or their families. Being in a relaxed atmosphere was enjoyed by many. As such they have come to see that remote work in some form has and will continue to deliver benefits that they want to maintain.

Employers had to devise ways to create a meeting and communication method that would further the connection and drive success. This required significant investment in technology and programs that would allow workers to function from their residences as if they were in the office. In many cases purchasing the likes of desks, chairs and even computers added to the organization’s costs of doing business. Those who run companies were initially very anxious to see a COVID go away to enable the old ‘normal’ to return. Now, today they see and accept (perhaps reluctantly) a ‘new’ normal to which they must adapt to move forward successfully.

Here are the issues that exist today that have given potential life to the reality of having a legal ‘no contact zone’ in the U.S.

Some company leaders have blurred the line between work hours and personal time. Emails and calls are made at arbitrary times of evenings and weekends. As employees have come to realize the benefit of at least some portion of remote work, they have also come to resent the imposition of ongoing communication from the ‘boss’.

Mental health has become the focus of many employees which, in part, is blamed on the lack of respect for the juggling and adapting that this ‘normal’ has imposed. Having employers presume they had unlimited access to staff members contributed to the added stress with which they are left to contend.

Whereas the workforce has experienced a significant reduction in the past year, this has created the need and expectation that all the necessary work will be done by fewer. So be it, however, it is the ‘fewer’ that has had the effect of lengthening the workday and the expectation that employees will meet that need. Not so fast as this has given birth to quiet quitting or doing only what I know my job is and nothing beyond

The Philippines, Italy, Slovakia, Northern Ireland Portugal, France and most recently, Ontario, have also enacted “right to disconnect” laws and regulations to separate the blurred line between work and home. Is creating a law that legally defines the boundaries and circumstances related to being allowed to communicate with employees the solution? And to the extent that this is done, how realistic is it that it would ever effectively work? Personally, I don’t see this route as workable or desirable.

Firstly, the structure of our government makes taking such a legal approach somewhat of a dream. Rather, I believe and see a more realistic approach by just considering the potential of such action. Over many months the challenges on both sides began to arrive at places of comparative calm. Routines were created and established. Any business is aware of the need for discussion and compromise. This applies to dealing with our external customers and, as well, to the employees or the internal customers. Understanding and respecting the needs and desires of both sides of this challenge offers the strong potential of leading to a healthy and workable and solution and a win for all.
Mike Dorman

Nov 15 2022

Generational Differences Fade in the Post-COVID Workforce

Several years ago there was a movie entitled ‘The Intern’ starring Anne Hathaway and Robert De Niro. The story centered on the challenges of having a workforce made up of members of two significantly different generations. The extremes were those in their 60s and 70s versus those in their 20s and 30s. True it was a Hollywood movie and yet it addressed the reality of what was going on in businesses of all sizes and types.

Although it’s safe to presume that all of us wish we could speak about a truly POST-Covid, it remains, Yet even in its’ current state we are all somewhat used to changes that have been required of the way we live our lives. The business world is one area that has been impacted significantly as the often referred to ‘new normal’ becomes defined and established.

Of interest is that the generational divide that existed and created challenges just a few years ago has been altered. No one in today’s workforce can claim any past experience of life during a pandemic regardless of age. Thus, accepting and adapting to the imposed changes has dulled any differentiating lines created by age. On the other hand, the way this has impacted various ‘generations’ and how business leaders have needed to move away from a ‘one size fits all’ approach is significant.

For clarity, here are the working generational divides as they are known and the related ages of each:

Baby boomers — born between 1946 and 1964
Generation X — born between 1965 and 1980
Millennials — born between 1981 and 1996
Generation Z — born in 1997 or later

There are several commonalities that are found to exist among the majority of all age groups of employees that the shared experience of COVID have created. These include:

The hybrid approach to work is here and viewed as the look of the future
Perhaps not surprising, younger employees prefer and want to work in an office and the socialization it provides is key. Conversely, the older employees prefer the hybrid approach that allows completely home-based or a combination approach of office and home.
Productivity on an individual basis is increasing
The older the generation the more positive the adaptation to remote work. They have come to see the related benefits of the ability to focus, spending less time commuting and greater flexibility. Still positive, however not preferred, is typical of the ‘Zs’ as they prefer the support of others around them as they are learning.
Across the board all express satisfaction with employers
They recognize the required rapid shift toward remote or hybrid work. That this entailed greater use of technology it only presented added challenge at to Gen Z level. Even then, and with time and training, this has become of reduced significance.
Flexibility, wellness and a growth mindset are considered mandatory
Remote work has made more in the workforce much more aware of their physical and mental wellbeing. Commuting has been replaced with exercise. The gained time has allowed for hobbies to be resurrected and enjoyed. This is especially the case for the ‘Boomers’ however the large majority of all age groups see flexibility as mandatory.

Perhaps a surprise added benefit is the large portion of employees who have shifted their thinking to one of envisioned growth. As such the willingness to strive to improve their knowledge and growth has become more of a front-burner focus.
The pandemic’s impact on work-life balance and mental health is significant
Employees have struggled with what, to many, is an overwhelming sense of isolation. Added to that is the blurred lines between work and home and the expectation to be available and reachable beyond work hours.
Remote work success is significantly enhanced with good communication
Maintaining a strong cultural bond is key for remote workers. This leads the ‘must have’ list even over regular meetings and a flexible schedule. The greater awareness of a focus on mental health is evident with the younger generations. Having a reliable form of communication … either group or 1 on 1s … brings a positive impact.
Team collaboration has become more challenging
There is little disagreement that along with the various benefits that have been realized with adjustments over time, teams have experienced added challenges. It has been a matter of devising ways to achieve collaboration with each working from varied locations. The likes of zoom have offered a solution however people are also feeling ‘zoomed out. This has been one of the drivers that have created the ‘hybrid’ approach within companies.

Summarizing, common to all workforces across the board, are the things they want and look for in today’s work environment that include:

A company that is strong and secure
Training to enhance value and increase the potential for advancement
Work that they feel in important to achieving the organizational goals
The ability to truly feel pride in the work they individually and collectively do
A positive work environment
The feeling that they are contributing to a positive societal impact

Clearly there are pros and cons to what today is an emerging normal regardless of age group. The ability to have more control over how one is able to split work vs. personal time and the flexibility to balance the various components of one’s life is a real positive. The negative aspects of today’s employment include the blurred lines between work and personal in the ‘boss’s’ approach. The added sense of social isolation and boredom that accompanies remote work add to diminished positives.

Is there good that the pandemic forced upon us related to the generational divide in organizations? To the extent that it lessened the divisive aspects that previously existed the answer is yes. How each group interprets and responds to any reality is going to be different simply because of where they are in their age and experiences. And yet, as this experience has been and is something new to all, it has served in many ways to lower the wall of differentiation effectively.
Mike Dorman

Nov 01 2022

The ‘New Normal’ and Redefining Employee Engagement

Employee engagement within any business organization has always and remains a key aspect of overall success. And, it has taken on a new importance in our post-COVID world. Whereas COVID has not been declared a thing of the past by any means, it has been the basis for major changes. How an organization functions … how and where the needed work is accomplished … what employees demand and need from their leaders. These are all issues that have and will impact the extent and degree of employee engagement that exists in any organization.

Companies have been forced to evaluate and alter several aspects of doing business. Making certain that a top priority includes how to increase the reality of employee’s desire and drive to be enthusiastic, productive contributors has become foundational. Within a company it is felt that the engagement of employees was excellent in the past. However, in today’s changed environment … the new normal … it deserves and needs ‘front-burner’ evaluation and focus.

For the sake of clarity, employee engagement refers to the level of emotional commitment an employee has to their organization and the others within it. It is not about employee satisfaction or high salaries or being shown appreciation after completing a long day at work. Rather than this being a focus and issue related to human resources, it is actually a business one. Thus, it demands attention and is the job of upper management. It is management who must employ work methods and policies that further emotional connections between employees and the workplace.

There were several ways in which the pandemic affected employee engagement:

A forced shift to remote work … something that remains at least part-time for a significant percentage of businesses.
- Isolation from co-workers and disconnected from the company’s mission was real
- Distractions at home have made it challenging to maintain consistent focus on work
Distractions in the home environment
- From other family members also working remotely
- From children who return from school well before one’s workday is complete
Economic uncertainty
- Furthered with actual or anticipated pay cuts
- Having a partner who has lost their job creates critical concern and worry
Bringing meaningful stress into the lives of many
- The need to juggle things that simply were not an automatic part of one’s workday like juggling parenting and teaching responsibilities. The impact is on the employee’s accomplished work and the company’s bottom line.

According to a recent Gallup poll, two key realities were revealed:

The extent to which employees are happy at their jobs really matters. Engaged employees work harder, put in longer hours and stick with a company longer which offers increased expertise and efficiency. These employees are more likely to go the extra mile for customers, drive teams to accomplish more and be mentors and train new employees.

Companies who poll in the top 25 percent of organizations having engaged employees enjoy 21% higher profitability than those in the lowest 25%. This is of major significance Less engagement translates to working less, experiencing more workplace accidents and greater likelihood of leaving.

There appears to be little disagreement around the importance of seriously evaluating the current state of employee engagement in one’s organization. And, along with that, believe in the value of conducting a review of the extent to which your team is truly engaged for all the related benefits. Here are some areas worthy of evaluation and potential change:

Focus on the company culture
A strong and positive culture improves morale and engagement and makes workers feel like their company cares about them. It builds and sustains both enthusiasm and optimism.
Provide both growth and learning opportunities
Offering a culture that promotes continuous development helps build the skills needed for the employee to be successful in their job. However, it also communicates that the organization values that person and believes in their potential.
Offer flexible schedules

The initial challenges that remote work carried have clearly been improved upon and employees do remember the advantages that working remotely included. Thus, developing a system of bringing various teams into the office together and not necessarily daily combines the best of both worlds. Productive efficiency of working with teammates while able to maintain the convenience and advantages of remote work is both beneficial and attractive.
Timely recognitions
Employee appreciation is extremely important in our ‘new normal’ era. Providing time recognition will continue to remain one of the most motivating factors to drive engagement and commitment. Incentives and bonus programs impact one’s productivity. Recognition programs i.e. star of the month appreciating one’s effort reinforces bonding with the company and further motives employees to perform better and meet goals.
Touch base with employees with periodic check-ins
Showing personal caring and interest in everyone goes a long way in building goodwill between you. Interest in how they are doing overall or what challenges they are experiencing will go a long way to build and maintain goodwill. It will also help the leader gain insight of changes they want to make that will have a positive effect on others as well.

As Gautam Kumar has expressed, modern workplace culture demands an innovative approach and flexible mindset. With time, employees have adapted themselves to the new ways of working and technologies. The key is to understand employee needs through constant engagement, feedback, conversations on managerial levels, better interpersonal communication, and driving a sense of belonging and call to action. By focusing on effective practices around employee satisfaction, wellness, and productivity, companies can nurture a sense of pride in their employees, which in turn will encourage them to contribute towards sustainable growth.

The pandemic disrupted life, but it also created an inflection point for organizations to redefine what they want to be and where they want to go. Organizations must seize this moment to transform ambiguity into opportunity across their work, workforce, and workplace. To succeed in the future of work, the time for change is now.
Mike Dorman

Sources:
1.What Employee Engagement Looks Like In The New Normal Workplace –TenSpot
2. How To Build Employee Engagement In The ‘New Normal’ – Roy Lipton
3. The 2022 Guide To Employee Engagement – Gallop
4. 4 Tips To Increase Employee Engagement in the Organization – Gautam Kumar in Voices

Oct 19 2022

Grit …. the Secret Sauce of Thriving In A Post-COVID Work World

A few years ago, I was referred to a book entitled ‘GRIT: The Power of Passion and Perseverance’ by Angela Duckworth. The author makes her convincing case for the role that one’s grit plays in what we are able to truly accomplish. This is clearly differentiated from ‘natural talent’ or ‘superior intellect’ in any specific area. Rather it is fueled by our sheer drive and determination to achieve whatever our passion … one that might be aided by, however is not dependent on, any obvious or natural talent.

For the past three plus years lives in general and certainly in our working world have been seriously impacted. It has created our need to adapt, juggle and learn to function in our COVID- related reality. Our challenges have been exacerbated. Thus, it seems very beneficial to consider the development of true grit and consider how this could help us thrive in today’s ‘new normal’.

There have always been some who have placed or at least seen obstacles that stand between them and what they truly desire to achieve. Perhaps we don’t believe we have the ability. Or, maybe we see a lack of ‘natural’ talent that will allow us to pursue the dream. Thus, we move onto something else. In a way, we have allowed our passion and avid interest to be hijacked by self-doubt and insecurity.

To understand how finding our ‘gritty’ self could help in today’s ‘normal’ we need to understand the personal beliefs of one having grit:

Success is driven by effort over talent
Grit is a far more reliable predictor of success than intelligence. If you have grit, you’re brave and strong enough to do what it takes to succeed in business and life. It’s a powerful force that allows you to stand out from the crowd even though your skills may not be exceptional. Professor Duckworth finds that grit — defined as passion and perseverance for long-term goals — is an important predictor of success. In fact, grit is unrelated, or even negatively correlated, with talent.
How to make it work for you: It takes more than talent and it takes more than skill. It takes effort. Without effort, even the most skilled and talented people in the world will never accomplish anything.
Effort must be accompanied by a true sense of purpose

Skill alone without grit leads to being satisfied with what one considers ‘good’. One may have the talent, however, without one’s heart being in it they eliminate the grit ingredient. They are not motivated to go beyond what can easily be achieved with their talent alone.
How to make it work for you: Take the time to connect with your higher purpose. Purpose will require you to find value in yourself and discover how you can contribute to the well-being of others.
Never stop in one’s drive toward continual improvement
A grit mindset never forgets that there are always opportunities to improve, no matter how good you may already be. This way of thinking gives people a leg up when confronted with an obstacle because defeat is never the default. A setback is not looked at as an opportunity to improve themselves; instead, it unfolds as their new path.
How to make it work for you: Once you’ve found a pursuit that fills you with purpose, put in the work to get better at it every day. Compete with yourself so that you’re a bit better today than yesterday.
Learn to fail well

Trying a new approach or solution can’t be viewed as failure. Rather each such experience brings us closer to finding a solution. View failure and trying again was simply part of the learning process. Failure presented a “problem” to be worked out and it was often a game of trying something new that might work.
How to make it work for you: Look at your failure as fertile training ground for future improvement. List everything you learned from the experience. List all the insights and lessons gained as well as all that went wrong, and why. It’s only a painful memory if you don’t grow from the experience.

The past few years have clearly added challenges for anyone part of most any type of organization or business. The advantages to those who have found their ‘grit’ is that they have called forth their determination and perseverance. In no way does this mean success comes easy to them. In fact, the opposite is more likely to be true. They may face extreme challenges and hurdles while working towards their goals. But what makes them different from the non-gritty is that these challenges don’t hold them back. They display …

MORE CONFIDENCE … IMPROVED FOCUS … LEARN FROM MISTAKES

So do you buy this? Can you see how developing more grit can help you both adapt and thrive in today’s changed environment? Then you might find these four grit related ingredients to be worthwhile additions to your diet.

Get out of your routine
Challenge yourself. If you’re comfortable, you’re not doing enough to move forward.

Understand the ‘why’ related to the goal you work toward
Knowing your reasons for the goal you have established will help both remain focused on it and maintain your eye on the prize.
Check in with your feelings
Ignoring them or paying them too much attention can hold us in place. Learn how to recognize and validate and process them and respond as needed.

Know and accept that you can’t control everything

Part of grit is knowing what to do when things don’t go according to plan. When it comes to working towards your work goals with grit, it’s not about the cards you were dealt. It’s how you play them. Rather than focusing on the end goal, set smaller goals. Persevere through them and finish strong.

Coinciding with my reading Duckworth’s book on Grit were stories of two individuals who defied the logic and odds in achieving their individual success and achievement. The first was Bethany Hamilton. She was an avid surfer and at the age of 13, lost her entire arm to a shark while practicing her sport. Of course … the game was over for most however not for her. With undeterred drive at the age of 26, she placed 3rd in the World Surfing Women’s Pro League competition in Fiji. And, this as an unseeded ‘walk-on’. Surfing minus one full arm and placing among the winners goes against the grain of conventional wisdom. For us maybe, however for Bethany, simply a little obstacle. Her magic ingredient? It has got to be grit to the nth degree.

The second example involves 26 year-old Nyle DiMarco. He is totally deaf and has been since birth into a family of 25 other deaf members. He had won a dance competition on the TV show … Dancing with the Stars. That’s right. He won and he doesn’t hear a solitary sound. That he actually dared to even enter is admirable and yet he went on to WIN! From what I’ve read and although total deafness is the only thing he has ever known, it hadn’t stopped him from it graduating a university or traveling the world on his own. Enter and win a dance competition … why not? Sheer grit!

Think about it. Nyle or Bethany didn’t win a dance or surfing trophy because it made any logical sense … to us. Neither of them have all of the physical attributes to obviously support their skill and drive. Yet what they did have was their daring grit that fueled their passion and propelled them forward … initially to try and ultimately to win. They simply refused to be defined by what others would see as obvious limitations.

If ever there was an appropriate time to find our inner grit, it seems so valuable a drive and skill to be activated and developed now. For most it is just a matter of mindset rather than overcoming physical limitations. Making this our personal new normal becomes our personal secret sauce for success.
Mike Dorman

P.S. Are you interested in seeing where you fit on the Grit Scale developed by Professor Duckworth? Click here: https://angeladuckworth.com/grit-scale/

Oct 19 2022

COVID Fades … Quiet Quitting Surges

COVID is on the wane and likely the result of more people being vaccinated and boosted. At last … finally. However, there is a new resulting twist and although not new to the working world, it does have a new name. It’s called ‘Quiet Quitting’ and is impacting numerous businesses and throughout the organizations. A very recent Gallup poll found that about half of US workers could be described as “quiet quitters,” meaning they fulfill their job description but are psychologically detached from their work.

Although it sounds like it refers to someone resigning from their position, it is not that. Rather, it describes a person pulling back from the hustle culture of going above and beyond what a job requires. COVID is given as the motivation and clearly it upended employees’ priorities and companies’ workplace policies. COVID has resulted in what is referred to as the ‘great resignation’. This saw over seventy-one million people leaving jobs within one year … April 2021 to 2022. it is also the force behind the employee who stayed at their job and yet made the conscious decision to do the bare minimum to satisfy their job requirements … or Quiet Quitting (QQ).

One contributing reality was the remote work environment that accompanied the pandemic. It helped to put the spotlight on a work-life balance. As workers learned to adapt to this it also allowed them to appreciate and even enjoy this outlook on life. It is one that many felt they had been missing. And, along with this appreciation, came the awareness that their leaders were less focused on the balance aspect. They just appreciated those who went above and beyond. Although the individual team members were still fulfilling their job responsibilities, they were much less inclined to buy into the ‘work is life’ culture. Enter the clash of these two mind-sets.

What are signs of quiet quitting that leaders can see as indicators of this? There are several:

Scheduled meetings that a person does not attend … although they were expected.

A noticeable reduction in one’s productivity measure in daily output or as related to a team project.

Unreliable attendance most often demonstrated by ones’ arriving late or leaving early with regularity.
Feeling less attachment to or interest in team projects … wherein the overall success requires this from all to maximize success.

Failure to be an active participant in needed planning.

An overall lack of interest, passion or enthusiasm related to the expected and needed work.

There are three questions that company leaders should be asking themselves. First is ‘what do the employees want from me in order to reverse this current trend?’ Here are some key desires and needs:

The manager’s ability to build a relationship with their employees where they are not counting the minutes until quitting time.

The manager’s ability to balance the push for results with a concern for other’ needs.
The manager’s ability and drive to create a work environment that is a place where people want to go the extra mile. All giving 110% the efficiency and results are elevated.
Making certain the one’s reports clearly know that they and their work is both valued and appreciated. This enhances ones’ motivation to be actively engaged and thus, ones’ lack of this receiving this leads to QQ.

Another question a leader needs to consider and explore is ‘what habits must I incorporate into how I work with my reports in order to reverse this disruptive trend?’

The initial question considers when examining those reports that one feels are demonstrating QQ is whether this is a problem with the direct reports. Or … is it with me and my leadership abilities?
Take a hard look at your approach toward getting results with your team members. When asking your direct reports for increased productivity, do you go out of your way to make sure that team members feel valued? Open and honest dialogue with colleagues about the expectations each party has of the other goes a long way.
Question the degree to which you as leader demonstrate the trust conveyed to the employee. This is the number one behavior that impact the reports willingness to be an active team participate. When trust is present, they also presume that their manager was concerned about them and their well-being. Trust is conveyed with these three components:

- The positive relationships with all of ones’ direct reports. This means the leader enjoys connecting and enjoy interactions with them. With some this is easier than with others however looking for and discovering common ground will build mutual trust.
- Consistency in being totally honest and delivering on what has been promised are ways to earn the desired trust.
- Demonstrating ones’ expertise through being current on all aspects of the work is necessary. Knowing that your opinions and advice are trusted and provide a clarity and a clear path forward further trust.

The third question for a manager/leader to ask themselves is ‘what are the ways I can manage QQ’ that can improve both employee happiness and protect workplace productivity?

No Sunday emails. This may be an attempt to get a head start on one’s week however it serves to elicit anxiety, stress, and resentment. It’s a firestorm. Then sure otherwise wait until Monday.
No weekend work. The firestorm strikes again? Then sure and understandable however firestorms don’t occur often nor should the request for weekend work.
Reduce the number of meetings and their length. Meetings should be work sessions or about strategy—not status checks. Managers need to ask themselves why they are calling for a meeting and whether it is truly productive.
Limit workplace “fun activities”. For all that has been written and suggested about allowing for a fun time with the team remember that many workers want to do yoga and have happy hour on their own time and with their own friends. Don’t go overboard.
Set goals based on achieving milestones and quality of work. The fact is that with remote working you can’t know if your employee is working a full week or full days, but does it matter? If they know what is the assignment is and when it is due and the work is top-notch, isn’t that enough?

Here’s the bottom line of this surge in Quiet Quitting. There is going to be an employee who is unhappy or not doing adequate work. This being the case parting ways is the right decision, especially with those who spread negativity and disharmony throughout the team. Quiet quitting can affect other employees who might still want to give 110% and move up through the company. While workers may have the desire, and the right, to be happier in their jobs than in the past, they don’t have the right to have a detrimental impact on their employer, especially when that employer is a smaller business.

Leaders need to willingly accept the confront the reality of the QQ surge. This means altering their actions and incorporating things that are important to their reports. In doing so they will have successfully transitioned into a leadership style that is prudent in today’s business environment. And, will help to silence the form of ‘quiet quitting’ currently gaining steam with undesirable and unwanted impact.
Mike Dorman

Contact

Subscribe to our newsletter