Leadership Archives - The Third Zone

Jan 25 2023

Whats Grit Got to Do … Got to Do with It?

The word ‘GRIT’ and ‘GRITS>’ has been around for many years. Perhaps you first heard of it as a food of Native American origin, most commonly served in the Southern United States. Then ‘grit’ went Hollywood long ago in 1968. Then the book, True Grit, was made into an academy award winning movie starring John Wayne … a film that was re-made a dozen years ago in 2010. So, we know that ‘grit’ is something we can eat and watch. Yet is there more? Evidently so because now GRIT is studied and acknowledged as a very meaningful personality trait badly needed today.

What makes it meaningful these days is the work that many businesses are having to do to re-emerge. Working tirelessly to move on from COVID, it is grit that is being referred to and called upon. It is grit that can really make a defining difference in business, differentiating the successful and achievers from those who are less so. Actually, it’s exciting. Whereas IQ has often been considered a good measurement for how well one might do in a given field … or in life, grit seems to be giving that concept a run for its money.

A researcher, psychologist and educator Angela Lee Duckworth, identified six characteristics of GRIT several years ago.

having true passion and perseverance to drive to the long-term goal.
having the stamina to stay the course.
sticking with your future, not for the day, week or month. For a very long time.
working very hard to make the future happen.
viewing life … not as a sprint … rather a marathon.
is not IQ. In fact, it is seen as being inversely related to talent or capabilities.

Without question, businesses and those working as its employees or employers, have struggled for the recent 2-3 years in attempts to survive something with which they had no experience … COVID. And, it is possible that the individuals who have been most responsible for the survival of the organization at all levels possess the characteristics attributed to ones having grit! It appears that the individuals who have made the greatest contribution to survival are those who would be labeled as possessing the grit gene. It’s a gene that is available to leaders and employees alike

We have had the opportunity to witness leaders and employees as they navigate the rough waters of recent times. And do you know what? In most every case that we’ve witnessed or read about, each person possessed many of the six personality components above. Whereas those considered the brightest in terms of IQ offer a clear value to an organization, when push comes to shove it’s not the IQ about the industry or the product that saved the day. It’s about the survival of the ‘grittiest’.

To what extent do you have it and is it evident in your organization? Are you using it to your advantage and that of your company? Can you see ways to up your ‘gritty-ness’? Seems like a good topic to think about. Yet is there more? Evidently so because today GRIT is back at the forefront once again being researched, studied and acknowledged as a very meaningful personality trait. It’s a trait that is seen once again as one that can really make a defining difference in business. It has the ability to differentiate the successful and achievers from those who are less so.

Actually, it’s exciting. Whereas IQ has often been considered a good measurement for how well one might do in a given field today, once again and because of the challenges of these past few years, grit seems to be giving that concept a run for its money. If you’re curious to measure your own personal degree of GRIT, you might get a kick out of taking a short quiz here. To what extent do you have it and is it evident in your organization? Are you using it to your advantage and that of your company? Can you see ways to up your ‘gritty-ness’? Seems like a good topic to think about. Perhaps a good thing to be curious about?
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

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

Jul 06 2022

When Leaders Apologize and The Impact on Ones They Lead

The news has been filled with horror stories pertaining to airline travel throughout the industry. The percentage of cancelled flights is mind boggling to say nothing of the havoc it wrecks on unsuspecting travelers. It has resulted in people looking forward to long delayed vacations sad, disappointed and just angry.

One leader … the CEO of Delta Airlines, Ed Bastian … was motivated to deliver an apology via letter to the most loyal customers and on Delta’s website. Bill Murphy, contributing editor at INC.com, praised this action as ‘a lesson in effective leadership’. You can dismiss this simply thinking that this example is from the CEO of one of the major companies in the world. And as such it may be easier. Yet, the need to be able to apologize is of greater importance and of greater potential impact in smaller organizations.

Unfortunately, the apparent rarity of saying “I’m sorry” at the top of company, team or store is causing challenges especially today. Given the stress and insecurity that have been a by-product of the past two+ years the need and advisability of this has achieved new height. I believe there are few, if any, leaders that would claim they’ve made only right and good decisions especially during this time. Employees are often told of their errors and what they need to be doing better. It is important that these same individuals understand that errors and poor decisions can be and are made at all levels. They are not limited to position, organizational size, type of business or scope of operation.

Offering an apology that motivates and encourages those being led

The foundation of an apology is the ownership it conveys saying that “I was and am responsible”. A mature and responsible leader knows that in some way they are a good part of the problem, and they willingly claim their share of anything that goes wrong. Here’s the bottom line. If ‘the boss’ makes an error or has made a decision that results in errors, an apology is in order. It is thus acknowledged and the steps that will be taken to ‘fix it’. It builds trust and a closer relationship with those who report to you as leader. Here are come suggested ways to do so effectively:

First, reflect on what was done or said.
Think about and analyze the overall situation and the impact the action had on an individual or team.
Deliver the apology in person if possible … however don’t delay.
Where the apology is directed at just one person, looking them in the eye and owning the leader’s
contribution to the issue is important for the leader’s credibility. This will allow the employee to feel more comfortable and confident to express themselves during the meeting. If in-person not immediately possible contact the individual in another way asap.
Take responsibility for your actions as leader.
After expressing remorse, provide specific actions and/or behavior that was done and the impact on the person or persons involved.
Lead the acknowledgement of the problem by going first.
Doing this serves to break the ice and make it okay for others to own their share of the issues and the situation becomes immediately better.
Be direct as to what went wrong and what you, as leader, did.
Vague doesn’t work. Given that the leader has examined what went wrong, convey in specific, direct terms what he/she did to contribute to the problem is key. It also makes this leader more effective as a leader.

Don’t defend what has been done.
A defense is often failing to accept responsibility. Leaders should avoid self-defense and blaming of others. Simply own it and apologize.

Make amends with the individual or group of employees as appropriate.
After explaining clearly what you as leader has done wrong, detail how this will be corrected and how the error will be avoided in the future. It demonstrates one’s willingness to both correct and overcome the issue. Doing so encourages reports to do the same.

Don’t confuse explanations with justifications.
There may well be reasons things happened or didn’t happen that caused the issue. However, the bottom line is there was still failure that occurred and that is never good. Take responsibility as this helps the other person feel better by allowing them to gather their dignity and confidence. In turn, this makes it easier for them to heal after the situation, which allows you to remain respected and appreciated as a supervisor.

Give them time to provide an appropriate response.
After presenting your apology, allow the employee time to take in your information and devise a response. They may need time to process what happened in the conversation. This may cause them to simply accept your apology or tell you they need time to think. Accept the response they give you and allow them some time to process the situation. They may approach you later with their own apology, or they may express their feelings with a thought-out speech.

Generally speaking, finding oneself in the position of needing to apologize for words or actions expressed to others is not a comfortable place to be. Especially, as a leader, this can and does provide a challenge. To some, being direct and acknowledging responsibility for an error that had trickle-down effect isn’t easy. To some, it is seen as conveying weakness for as a leader one should know better. Of course, that’s not true. To the extent that all leaders see themselves as ongoing learners, mistakes are going to happen. And that is what learning is all about in any position … even the leader. The bottom line is: a good boss should apologize after making a real error that offends or misleads their reports be it one or many. It does NOT undermine his position or make him seem weaker
Mike Dorman

May 18 2022

Retaining Customers – Added Challenges in the Emerging New Normal

Attracting and retaining customers has forever been the drive and the key goal for business of any type. And as the goal it has often presented challenges that have been created by various circumstances not always in the control of the organizations. This has definitely been the situation of the past 2+ years. Now, in May of 2022, we are hopefully emerging out of the pandemic that in various ways hijacked the best plans and intentions. And, as has often been stated, in emerging we are not returning to the business atmosphere that was. We are emerging to an environment of the new normal. So, in terms of attracting and retaining customers, what does that mean?

First, let’s explore how various organizations have looked at the loss of a customer(s). Perhaps it was the oldest, biggest or most profitable and the reactions regardless of the customer varied. I’ve seen some try to laugh it off. Another was simply angry … at the client given all ‘we have done for them’. A third reaction was just being sad and puzzled. Yet regardless of the initial reaction actually examining the situation generally takes all to a place of concern.

Upon reflection and examination, what created the puzzle and lack of understanding as to why the customer was lost included:

They didn’t recall any negative conversations and viewed this as an easy customer.
They may have done a poor job of really listening to their contact and missed some warning signs of discontent.
They realized they had no real relationship or interface with any people in higher positions if the customer was a company, thus making them vulnerable.
They viewed this customer as a long-term relationship requiring little attention.

Do you see any red flags? I bet you do. Even though doing things to change the above pitfalls seems so logical we find that getting comfortable … too comfortable … is not a rare occurrence.

HOW THE CHALLENGE HAS INTENSIFIED SINCE 2020

Now consider today and what might be different that can intensify the threat of losing our customers. It has much to do with what the customers have had to endure and what adapting has required. Regardless of a particular business thriving in a COVID impacted world or suffering, it is the customer’s lives that have been turned upside down. For us to retain past/current ones or attract new ones we need to focus on and understand what they have endured.

The answer is defined in two simple words … CUSTOMER SERVICE. Most people do understand that the places they like to go to do business have also been challenged. Most people have also been extremely frustrated in adapting to the changes that have been imposed … just as the business has. However the one thing that customers see as in their control is the level of service they receive when working with a company of any type.

Shep Hyken is a customer service and experience expert and a New York Times and Wall Street Journal bestselling author. Perhaps logically, he has explored and researched this very issue and the experience of customers navigating the challenges related to doing business. Here are some of his key findings as presented in his Forbes report:

There was a major jump in customer inquiries, complaints and support calls. Companies adapted with digital support—some better than others.

At first, customers were a bit more understanding about long wait or response times, but quickly lost patience as they realized the companies and brands weren’t making an effort to adapt to their changing needs, which were based on the rapidly changing times.

A survey of more than 1,100 consumers found that 50% have prioritized customer service as a deciding factor about whether or not to do business with a brand. If you’re a company that focuses on customer service you could have a competitive advantage.

One third (33%) of the consumers surveyed claimed they had switched brands due to poor customer service since the beginning of COVID-19.

Sixty-four percent would switch after just two or three bad interactions. Furthermore, 67% report having the same or less patience for bad service since COVID-19 began.

STEPS TAKEN TO RESOLVE THIS THREATENING SITUATION:

Concerning? For sure and it should be. And the question becomes what to do about it that will resolve this very real and threatening situation? Here are some very practical steps to be taken within the entire organization as it relates to customers:

Adopt the mindset of ”NEVER AGAIN” and communicate this to all in the organization
Look at a loss as a signal of other potential problems within the customer base. Attributing it as just being ‘that’ customer is a serious oversight.
Create a litmus test to perform on each relationship to uncover weaknesses and vulnerabilities. Accept every customer comment as delivering a message that may need to be addressed and improved.

Openly share each incident with the organization and certainly the management group to discuss changes that can avoid this going forward regardless of how big or small the issue appears to be.

Resolving an issue or answering a problem on the first call makes sense. Nobody wants to keep calling back regarding the same issue a second or third (or fourth or fifth) time. Nobody wants to wait on hold wondering when they are going to get to someone who can help them. That’s customer effort.

Shep Hyken concludes his findings like this. Eighty percent of customers say that when their problems and complaints are managed well, they feel more emotionally connected to the company. Note: You can’t have customer loyalty without an emotional connection.

So, how do you lose customers? Even more important than price or product quality, just give them a bad customer service experience. Make them work hard to get to someone who can help. Waste their time with long hold times, not giving them an option to have a callback. Connect them with people who haven’t been properly trained or don’t have the knowledge to answer questions. If you’re guilty of any of these (or other related customer service blunders), it’s time to change course. In these times of heightened customer expectations and demands, you have to be good enough for them to say, “Even when there is a problem, I can count on them. I’ll be back.” Otherwise, say, “Goodbye.”

The longer we have a relationship with a customer the more relaxed and comfortable it becomes from all sides. However, when easier and comfortable spills over the line wherein we take the relationship for granted we risk finding ourselves on a rocky and unstable path. Clearly the past recent years have left their mark. It becomes the job of every business to respect and respond to this reality. Does it make sense to take inventory in your customers? Litmus paper is VERY inexpensive and a great tool for an on-going check-up.
Mike Dorman

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