Employee Success Archives - The Third Zone

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

Aug 17 2022

Emerging from the Intrusive EMAIL Nightmare at Work

One’s email inbox has been a source of great frustration and complaint at least for the past decade at work. This has evolved into a challenge that has served to impact one’s productivity and sense of control. The inbox has become something to be dreaded and for many, an obstacle to getting needed work done.

The problem is simple. One can’t avoid the inbox as that became and has remained the overwhelming leading communication method within organizations. And when we consider the past three+ years living under the COVID umbrella, the situation has become worse. Under COVID and the related remote working, what used to be walking up to another person in the office to get an answer or information we wanted became much more reliant on email to achieve the same purpose.

So, what’s the big deal? The big deal is that it interrupts our being in our ‘flow state’ … a term devised by positive psychologists Mihaly Csikszentmihalyi and Jeanne Nakamura. Flow state describes a feeling where, under the right conditions, you become fully immersed in whatever you are doing. This is when one’s body and mind are fluid and allows us to be totally absorbed by and deeply focused on something beyond the point of distraction. It feels like time has slowed. You are completely absorbed by the task at hand and with heightened senses this creates an effortless momentum. It’s what some refer to as being ‘in the zone’. When working on something of importance, the resulting focus brings about intensity toward the task. It leads to a sense of clarity, and one knows exactly what he/she wants to do from minute to minute.

The problem arises when working in this ‘flow state’ and being productive as needed, along comes our email. Be it a ‘ding’ from our phone or computer or just conditioning that that has made us feel dependent on the need to check emails, our ability to focus and ‘flow’ is out the window. Therefore, the real question that must be asked is what one can do about this and regain more control over the things that must get done. Here are some ways to achieve this:

Allocate specific times on your calendar during each day for checking email.
Treating the email inbox like we treat an appointment or meeting brings the needed structure and related control. This will allow focus on key items that require our uninterrupted focus to complete. It also serves to set boundaries for oneself that, when adhered to will increase a person’s productivity.

With times scheduled on one’s calendar, turnoff notifications of incoming mail.
The dings on phone or computer are no longer needed once committed to a scheduled approach to checking emails. Leaving them in place only serves as a distraction and works against what one wants to accomplish.

View the email inbox as a place to receive and process messages … only.
As such there is a commitment to act in some way with each item present. Having several hundred emails in an inbox renders the inbox as useless. The impact on the individual that allows that to happen is a combination of overwhelm, frustration and anything but productive.

Create email folders that allow inbox emails to be moved to the appropriate file.
Sort inbox mail to the likes of ‘urgent response’ … ‘fyi’ … ‘industry info’ or any other category that is meaningful to the recipient. This will enable one to sort the inbox appropriately and reduce the emails requiring response or action that day to be receive the needed focus. This organized approach will provide a sense of control to the user.
Commit to touching an email ONLY once.
Making this commitment means that when an email is in our inbox, we will take some Thus, we deal with this just once rather than leaving it in the inbox to see repeatedly. We move it to another folder, or we immediately respond to it and it then moved. Too often it is read … and read … and read only to remain in that inbox.
Apply and follow a 1-minute rule.
Because you have allocated time on your calendar to this ‘email appointment’ when an email can be responded to and thus managed within one minute … do it. That email can then be moved to a client folder or any other one that is appropriate.

An email response is not always the most efficient response.
We have become so email prone that responding in the most efficient and effective way is overlooked. Differentiating as related to what the intention is can lead to communicating in the most effective manner. If the desire is simply to update a co-worker or customer on a situation, emails work well. If, however, you are looking to get or receive information that will enable you to proceed with your work at hand, a telephone call can prove to be faster and beneficial.

While email has become the glue that holds companies together, it also is one of our biggest distractions. The statics pertaining to the percentage of time that individuals spend dealing with daily emails is staggering. There is a clear value to any form of email-like communication that conveys needed information without the need to communicate in-person or via telephone. And yet, without self-control and management it can and does have a significant impact on the level of productivity experienced throughout the organization.

Sharing your personal plan with other co-workers might get their interest in taking this challenge for themselves. The issue is widespread throughout most organizations. If this were the beginning of the new year, taking steps as suggested above would make for a terrific resolution. Of course, there is nothing to prevent any of us from making a mid-year resolution. Why not? All will probably like it!
Mike Dorman

Aug 03 2022

“Seeing Our Own Potential Just Means We Haven’t Done It Yet”

There is much conversation about employees who are leaving their jobs and seeking employment in a different field. Traditionally, people looked to switch careers for the likes of more money, better benefits and more advancement opportunities. Whereas these are still important considerations they are not the most important ones any longer. The pandemic forced people to reevaluate what they want from their career. It provided the experiences that included a different interpretation of work-life balance. It made flexible scheduling an accepted norm and it created changes in the components of a ‘positive’ culture.

Thus, today, many are questioning what they really aspire to do and achieve in their work careers. They are daring to think about and explore paths that they believe will be personally desirable, fulfilling and rewarding. These paths can be advancing in their current field or going in a different direction. They are exploring the potential of what going to a different direction will require and mean. And they are acting on the feeling of excitement that accompanies these possibilities. They are acting on the ‘potential’ that they personally possess and the positive impact on the lives they envision.

As I read much that is addressing this ever-increasing occurrence, I am reminded of the opportunity I had in hearing a commencement address at the University of Wisconsin. Russel Wilson, the quarterback, as football aficionados will know, has just moved from playing for Seattle to his new team in Denver. Although directed at graduates about to embark on their futures, Wilson made some very valid and important points that apply to any person navigating career ladder. As you read this, digest it in terms of where you are in your career as related to where you want to be.

Russell Wilson made five key points that I pass onto you.

Point # 1:
Wilson said … You can’t do it alone. You’ve got to surround yourself with good people … family, friends, mentors.

Ask yourself …Who is a part of the support team that you’ve created and how are you using them to help you achieve your vision of success? Is there someone missing who can help escalate your growth and gain?

Point # 2
Wilson said … All of us leave our schooling with the exact same mission: to make the most of whatever talents we were born with. The question isn’t whether you have something to offer to the world – you definitely have something to offer to the world. The question is how and whether you’ll do it.

Ask yourself … What talents and capabilities do you feel you have that are not being utilized today? What can you do to immediately put them on display so that others become aware of them?

Point # 3
Wilson said … Most of us have potential. Yet not everyone does what it takes to reach theirs. The difference isn’t the way the way that we manage ourselves when things go well. When you land the job you want, get the advancement you seek, or you achieve something a little bit earlier than you expected, go ahead and celebrate it, be happy. Enjoy it. But remember that the moments when life tells you yes aren’t the ones that define you. The moments that really matter are the moments when life tells you no. What do you do when life tells you no? When that happens ask yourself honestly: What am I capable of? And once you know the answer, don’t be afraid to let everyone else know it too.

Ask yourself … What potential do you know that you have that have not been displayed for others to see? Who needs to know about it thus enabling them to even consider you for jobs requiring these previously unrealized skills?

Point # 4
Wilson said … When life tells you no, stay ready. Always be ready.

Ask yourself … What skills should I be learning on my own that will make my job ready and able to move into the new role with little effort? Where can I go to learn them? We never know when suddenly and unexpectedly the door we are waiting to enter opens and we’re called upon to take that step. Being ready and focused, we’re totally prepared to grab the opportunity when it appears.

Point # 5

Wilson said … When life tells you no, find a way to keep things in perspective. That doesn’t make the painful moments any less painful. But it does mean you don’t have to live forever in the pain. You don’t have to live forever in that no. Because if you know what you’re capable of, if you’re always prepared, and you keep things in perspective, then life has a way of turning a no into yes.

Ask yourself … What previously heard ‘no’ can you use as a positive to motivate yourself to keep the faith and the focus?

Russell Wilson was only addressing a graduating class. That’s certain. And yet, his words seem very meaningful for those of us excited about and challenged to expand or alter our path. What is the focus that we dare to explore and pursue? Wilson was traded to Denver as the team for which he played and succeeded for 10 years felt like they needed a change. What enables him to move with enthusiasm and winning energy is the potential he sees for himself in being successful. It’s his commitment to work hard, surround himself with good people and never stop improving. As he said in his graduate address, his father often told him … ‘if we can see our own potential, it means that we haven’t done it yet.’ It’s evident that today, many are seeing their potential and that is what is allowing them to pursue their dream!
Mike Dorman

Jul 20 2022

Feeling Undervalued at Work? What You Can and Should Do About It!

Who has ever said that moving into a ‘new normal’ is or has ever been an easy transition? How to conduct a business in general, how to develop an effective hybrid or partially hybrid team is a challenge. And while this is an ‘in progress’ happening on the part of organizations, employees are becoming more vocal. About what? Many increasingly easily express how they do not feel valued and an important part of the business equation.

Of course, this is not beneficial from any vantage point. A team member who believes their work and effort is not seen as a valuable contribution to success becomes demoralized and if left unaddressed, digs a path to the door. My curiosity has me wondering to what extent there is truth and fact feeding this feeling or is the cause more in the minds of the ones experiencing this? In either case there are actions and evaluations that one can do to alter this course.

To clarify, what does it look like to be valued at work? There are 4 key factors or measurement tools that are particularly good indicators as follows:

Receiving verbal recognition.
They recognize contributions one is making toward the overall team effort is a strategy used by management. Certainly, this reinforces our sense of the value we bring to the effort.
Performance reviews that provide positive feedback.
These indicate positive ratings for various categories included in the review. These confirm the employee’s success in their efforts to contribute as needed and expected.

Receiving fair compensation for one’s work.
This should reflect for their contribution, skills, experience and learning they have successfully done.

Have clarity pertaining to opportunities for their advancement.
When employees know there is a path to growth and more responsibilities that can earn promotions, they know their skills and talent are valued by the company.

Let’s imagine that you are not receiving some of the above measures of being valued by others and you begin to question your worth. Here are some key tale-tale indicators that might validate your fear, concern, and actions you can take:

One sees themself as invisible as their opinions are not taken seriously.
Perhaps your thoughts are dismissed as unrelated, insignificant or unimportant. Or you hear your ideas passed off by another as theirs.
Action
Consider asking where others see that your thinking and approach went off course. This approach avoids someone else feeling challenged and the input received can be valuable.
Others on the team consider you the go-to for office work.
However, you are not receiving the projects/assignments that can result in advancement.
Action
Look for and identify aspects of the overall work that the leaders are doing and express your ability and interest in taking this over to their benefit. You may have been put into the category of the go-to person simply because you have always been so willing to respond positively. You can bring notice to yourself through taking such an active approach.

You are experiencing micro-management from those to whom you report.
This conveys a potential lack of confidence and trust on the part of the ‘boss’’ This can result in one’s diminished interest and passion for the work you are assigned.
Action
Point out that you are working to meet the deadline for the work for which you are responsible. Relate that the need to frequently update another as to where you are and undergo an examination of your work at frequent stages impacts your ability to meet the needed deadline. Ask for input as to what the concern is that leads to this tendency to closely monitor and ask if there is another way that one would prefer you approach the work.
You are doing an excellent job and yet believe you are being underpaid.
You are acknowledged for the work you do. You are praised for your contribution and your performance review is very positive. Still, you believe that your strong and valued performance is worthy of salary increase that are seemingly overlooked.
Action
Gather factual data related to the money being paid to others performing a similar role. Perhaps this comes from a trusted associate or someone at another company. Then, develop your presentation around your contributions, your knowledge and the growth you have done that justifies salary growth. Talk to the person able to bring about the change you believe is warranted. This could well be a case of the squeaky wheel. Managers are also busy and are not always sensitive to the needs and desire of those they oversee.

In the overall, it is critical that one communicates their concern pertaining to seeing themselves as undervalued. Taking these steps will put your thoughts, concerns and desires on the table where they belong before change can happen:

Make a list of the contributions for which you are responsible.
Provide very factual evidence of what you have achieved and your contributions to the overall effort of the team, department or organization overall.

Request to meet with your manager.
Work to find a time wherein both of you will be able to focus as opposed to having a rushed meeting.

Express your concerns.
Include your desire to feel of value and feel more appreciation for your contribution. Share some of the key contributions you have made that warrant acknowledgement. Share in what ways you feel you are undervalued in your job.

- - No pay increases since you started your current position
  - Little recognition for the job being done
  - Limited or no opportunities for growth
  - So-so performance evaluations

Provide your suggested solutions for this situation.
Offer your thoughts as to various ways this situation can be resolved as you see it encouraging discussion that leads to improvement.

Increase your visibility
Get involved in projects or related tasks that are technically outside of your normal work. Find ways to make yourself known as no one will seek you out if they don’t know who you are and what you can bring to the table

Openly and enthusiastically seek the boss’s perspective.
You are likely to be discussing an issue about which he has had no knowledge of. By being open to her/his view of your input you show your willingness and interest in finding a solution. It is the solution that is potentially going to alter your situation for the better.

Be your own best advocate.
Being able to speak confidently and directly to the strengths you offer and the related contribution to the overall success is key. If you differ in the way you have been evaluated on any given topic, you are the one to provide your perspective of the difference. It is likely that the leader will hear and willingly consider your input.

Truly feeling undervalued at work is not a place anyone wants to be. There can be a wide range of warning signs that this is the case in your workplace and not all are immediately obvious. When you think you notice any such signs it is particularly important that YOU take action. Keep in mind that only YOU own your career and the related growth. Do you want change? Just take needed steps and you open the door to money, advancement and job satisfaction.
Mike Dorman

Apr 06 2022

The Courage to Look Regret in the Eye

A week ago, much of the world had the chance to witness someone act in a way that brought about very real and heartfelt backlash. People willingly and openly expressed varying opinions as to what was right or wrong. And very unfortunately, this became what is and probably will continue to be a lasting memory of this event and the individuals involved.

From any vantage point witnessing a regrettable action becomes a cringe worthy happening. And rather than feeling very disassociated from seeing or hearing this, I wonder who among us hasn’t been ‘there’? Who has not, in the course of living, done something at some time that we regretted? Perhaps, it was something we said or some physical act we did. Regardless, our action left us with wishing we could have handled ‘it’ differently and avoided the resulting and very unintended consequences.

Regret is defined as a feeling of sadness, repentance or disappointment over something that has happened or been done. One place that I have experienced and continue to see this occur is within organizations. There, things can be and are done by someone that quickly replaces an initial sense of satisfaction with true regret. And rarely is a workplace act of a physical nature. It’s more often something said … or not said … that brings about an undesirable reaction or action.

Deborah Grayson Riegel is a leadership consultant who sees ‘work as hard … which is why it’s called ‘work’. Every day, we face challenges that range from solving difficult technical issues and making hard choices between competing priorities. We need to know what we should delegate and decide on new solution to old problems. And we are expected to do all of this while staying calm, cool and collected. Riegel sees the need for us to maintain a professional demeanor in the face of daily workplace stress can feel like it’s own full-time job or what she calls ‘emotional labor’. This is where we actively manage our feelings and the expression of those feelings. Doing so enables us to have professionally appropriate interactions with customers, clients, co-workers, and higher-ups. It includes both the expression of emotions and the suppression of emotions that are felt but cannot be expressed.’

As Riegel sees this, the expectation to consistently express positive emotions at work can feel difficult. But not managing to suppress negative emotions can be damaging — especially when these emotions trickle out in other ways. And when they do ooze out, they often lead to behaviors that may feel good in the moment as we release some pent-up negativity. However, doing so tends to cause a “shame hangover” the next day. Here are some examples:

Giving someone the silent treatment, hoping they’ll take the initiative and ask you, “Hey, did I do something wrong?”
Making cruel comments about someone’s appearance.
Telling someone “I need to talk to you” and then letting them worry until the meeting.
Speaking negatively about someone behind one’s back (a boss, colleague, or client).
Playing devil’s advocate just because you enjoy it.
Taking credit for someone else’s idea.
Telling someone why the idea she’s really excited about won’t work, without offering helpful insights.
Saying “I told you so” (or its equivalent).
Sharing what you really wanted to say in the meeting after the actual meeting.
Asking lots of people for their opinions until you get the opinion you want.

These behaviors are both credibility and careers killers. So, what do you do if you recognize one or more of these in yourself? Here are some strategies:

Become emotionally fluent
Emotional labor can feel compounded without having the words to describe what feeling you’re working to express or suppress. Start naming what you feel and you experience an increase in your emotional fluency.

Find a healthy emotional outlet
When you don’t have a safe or appropriate place to express how you feel, your emotions are likely to come out in destructive ways — to you and to others. Find a person with whom you can share openly and honestly. Find an activity that allows you to release your emotion, whether it’s yoga or a book club. Do something that lets you express yourself directly, honestly, and regularly.
Make a deal with your future self
Badmouthing your boss might feel terrific today — but it won’t tomorrow. Playing devil’s advocate with your colleague might feel like a victory today — but it won’t tomorrow. Before you engage in any behavior that might give you instant emotional relief, think about your last “shame hangover”. Think about how you’d prefer to feel tomorrow. Your future self will thank you for considering her emotional needs.

Emotional labor is work, indeed. And it’s worth doing the work to make sure the behaviors that emerge from managing emotions are ones that boost rather than break a career. Writer Omar Itani has been quoted as saying ‘I cannot regret something that has taught me valuable and worthwhile lessons in life”. And further, author Dan Pink who has recently written a book on the topic of regret defines courage as looking regret in the eye and doing something about it. Personally, I like it!

And one more thing. Just in case you hunger for more, Inc. published an article this week that sees the apology that a certain actor issued following a much regretted behavior as being a ‘Master Class in Emotional Intelligence’. Regardless of one’s position, if he/she has made a major mistake, the related apology serves as a case study with invaluable takeaways.’ It’s definitely an interesting interpretation and good read and maybe helps to put this to bed.
Mike Dorman

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