Management Culture Archives

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

Jun 08 2022

The Emergence of Bulls In the China Shop

Chances are that as it relates to the work we do, we have come face to face with a version of the bull in the china shop. We can’t help but to be aware of it … its’ presence … and its’ impact. Although such a bull is not new, it appears that the various work-related stresses and challenges of the past 2+ years have contributed to more such personalities emerging.

As organizational leaders work to bring their organizations back to some form of normalcy some ‘bosses’ have taken the path of get tough and be firm. And how these traits are being demonstrated in some instances is resulting in creating more issues rather than fewer issues. Let me describe such an unsettling situation that actually has solutions.

Consider Bill, who is fulfilling a much needed leadership position in a large organization. He has been there for a 3+ years. He has always been considered to be doing an excellent job on the technical aspects of the position. In fact, he is being seriously thought of as worthy of promotion into the executive level of the company. Thought of … yes and here comes the ‘but’. He also has come to act like an enormous bull. He moves among others in ways that alienates co-workers, discourages interactions actually needed in the business. He has created a large group who work to stay out of contact with him unless absolutely necessary. This group is comprised of co-workers, reports and bosses. He justifies this change in his approach as needed to get his reports ‘back in line’ after the upset to established routines associated with COVID.

Maybe this works in some company cultures or at least, doesn’t stand out as much. In fact, Bill believes he has been very successful in this very direct and straightforward manner. However, for him, in this organization and at this time, it has the impact of the noise that results from scratching ones’ nails down the chalkboard. He understands that his success in this job absolutely requires that he alter his method and style of communicating. He is responsible to act in ways that will build positive and necessary working relationships. As such he has entered into a coaching relationship to resolve this issue once and for all. Have you ever experienced a Bill?

Before Bill can be successful in making change he needs to understand and recognize what he is doing or not doing that is creating the negativity he is experiencing. Here are the most prevalent ones and what needs to change:

Focusing on the individual rather than the issue at hand
Current Approach:
You did this job like this and you’re wrong. As such you’ve created a lot of unnecessary work for …. I’m very unhappy with you!
Altered Approach:
When the job is done in this manner it creates complexities down the line that aren’t necessary. It will eliminate this problem if done like this …… What do you need from me to make this change?
Picking the right time and place to address an issue involving another person
Current Approach:
When Bill is in a management or team meeting and has a criticism to deliver to one other participant he thinks nothing of blurting out his displeasure and criticism in front of all others. This creates embarrassment on the part of the target person while others are somewhat appalled while they watch in silence.
Altered Approach:
For Bill to be effective and have his message heard, he needs to wait until he is able to speak privately to the other individual. He often has valid points however choosing how and where to deliver them can avoid the negativity of others towards him.
Being unable and unwilling to accept his own errors and the criticism of others
Current Approach:
Although very able to point out shortcomings of others, when confronted with something that Bill has done incorrectly, he becomes very defensive. As such, he still manages to lash out at the person making the point and blaming them for not correcting the error.
Altered Approach:
As a company leader, one is watched by others to do their job in the ‘right’ way in conducting themselves in their roles. It’s an opportunity to demonstrate effective communication and leadership. The ability to graciously accept responsibility for his own work and make needed corrections going forward will result in enhanced respect from others.

Public email communication that is only designed to communicate with one person
Current Approach:
If Bill has a problem that involves just one other person the tendency is to deliver his message and related criticism via email. This email is copied to several others on the departmental or company team. This megaphone approach creates embarrassment and minimal acceptance from all recipients.
Altered Approach:
Emails should be sent to include only those to whom Bill needs to speak. Public lashing brings about an unintended reaction that has no positive aspects to it.

Just as having the technical skill to be successful in any particular job is key, so is the ability to meld into the organizational culture if one is to realize true success. Personal attacks that are delivered without sensitivity to how, when, where and in front of whom simply don’t work! They only work well to bring about blame, contempt, defensiveness and complete closing down in terms of good communication. As this is the untended consequence of such an approach, there is a real and positive payoff to giving moments of consideration to the audience and how one can best deliver their message to have it received, accepted and appreciated. Bulls do well in the ring … red capes and all. They are definitely out of place in that china shop and go there with significant risk.
Mike Dorman

Mar 23 2022

The Great Migration from the Workplace … Why and What?

One doesn’t have to go far to experience what the lack of needed employees does to our experience and the ability of a business to function effectively. For starters simply visit your local restaurant. You’ll find parties waiting in the lobby for an available table. You’ll also find many empty tables making it obvious that it’s not space that’s the issue. Rather it’s the inability to find people wanting the available jobs being offered.

Unfortunately, the ‘Great Resignation’, as it is being called, is knowing no boundaries. It is being experienced in restaurants and hotels. Education and health services, transportation and utilities, financial activities as well as professional and business services are in the same boat. The numbers of people who are leaving jobs and without necessarily having their next one is setting records. It is anticipated that even as we hopefully emerge from the threat that COVID has provided, being an employee’s world will remain with us for much of 2022.

WHY ARE WE HAVING THE RECORD RESIGNATIONS NOW BEING EXPERIENCED?

Higher pay, COVID burnout and a lack of career-development opportunities have been cited as factors. But that’s not the whole story. Marcel Schwantes, the founder of Leadership from the Core believes it’s a simple explanation provided in his contribution to INC. It comes down to four little words that provide the explanation for the job flight that has hit record numbers. Feedback that goes unheard.

To alter the current direction being experienced, a management solution organization (Explorance) surveyed some 2000 full-time and part-time employed adults seeking an understanding of ‘why’. The findings were clearly thought-provoking and motivating. As eager as employees are to share their feedback with employers hoping for positive change, their feedback goes unheard. As a result, there is no meaningful change.

These are other factors that play a large role is the exodus being experienced:

Working Remotely
It is well established that the remote work requirement that became a necessity during COVID also became preferred by many. With organizations now requiring workers to return to an office workplace, there are many not wanting to do that. They have learned to efficiently perform from home and that is how they want to continue their work lives.

Upset with the COVID work experience
Learning to be productive and function well in an often-imposed remote manner was a learning experience for all concerned. Some employees were unhappy with the ways in which they felt treated and valued especially in the early months. Feeling they were forced to put in longer hours by working at home, they speak to the resulting burnout.
Switching Careers
The changes that workers were forced to embrace led to some self-evaluation. What they missed related to their sense of accomplishment and satisfaction led some to make a switch. Understandably, healthcare workers experienced this. Feeling unchallenged and unfulfilled made this time ripe for change.
Work-Life Balance

Working remotely clearly blurred the line between ones’ workday and the remainder of a day. Having both one’s office and home be one and the same, blurred the lines of division. Thus, the desired and needed balance faded to the background bringing frustration and unhappiness.

WHAT CAN ORGANIZATIONS DO TO CURTAIL THE GREAT RESIGNATION?

As head-scratching as this question seems, the answer might be quite simple. Focusing on why people are resigning at a record-breaking rate through exit interviews is valuable to gain that understanding. However, the solution might well be in conducting ‘stay’ interviews. Sabina Nawaz in her article in the Harvard Business Review made some insightful suggestions. She sees as the key to stay interviews is asking questions that address what the exit interviews reveal. Having such one-on-one interviews with employees that remain will lead to potential solutions.

What’s your frame of mind today?
Encourage people to express a full range of emotions and don’t attempt to solve the problem or negate their experience. You want to encourage and acknowledge their honesty in sharing their experience and feelings.

Who do you feel connected to at work?
Friendships create a bond that work like gravity. And it has been found that friendships at work relate to enhanced productivity. Thus, once one knows of a connection that exists work to create situations that will deepen that friendship. With this information the leader can create work situations that allow this friendship to be furthered.
What barriers can I remove for you?
Having a manager remove barriers that inhibit employees from achieving their goals is very meaningful. Often praise or rewards are offered which makes the leader feel good however don’t impact the employee or their work. Then, with this information devise ways in concert with the employee that the identified things can be achieved.
What new thing would you like to learn that will excite you and aid your growth?
Doing this will demonstrate that you care about the employee. Not only for the work they produce but also for what the company can do to aid their growth and success. Doing this you demonstrate that you are their advocate for helping them achieve their personal goals.

Could the key to slowing the Great Resignation be as simple as employers or managers listening to and acting upon employee feedback? Combining exit interviews with ‘stay’ interviews will provide organizational leaders with balanced knowledge. As such, it is realistic to believe that the current ‘great resignation will diminish. And that likelihood is enhanced because of what will be learned from the ‘stay’ interviews. These will serve to make inroads into reengaging employees and halting the bleeding of talent from organizations. They will also strengthen skills of managers and the desire of employees to continue working with them.
Mike Dorman

Nov 16 2021

5 Words Define a Rule for Engagement and Our Capacity to Listen to Just 1 Voice at a Time

Much has been written about the inefficiencies of so many business meetings in this era of ongoing and advancing technology. Meetings that used to take an hour or a morning have too often lengthened. A key culprit is the varied technological advances that allow us all to bring greater speed and efficiencies to the way we work. Specifically, the speed of being able to respond to customers or coworkers who need our input to move forward themselves.

And yet, we have learned that such advances have come with a price. Longer meetings because of the need to repeat valuable information because someone absolutely needed to step outside and answer a customer’s call. Or someone just wanted to get back to a fellow team member and it would only take a couple of minutes. Therefore, we too often are spending valuable time waiting on others who have found something else more important in a certain moment.

Multi-tasking was once the thing that many strived to be able to do. It was seen as a way to enhance the amount of work one could manage and that would supposedly make that person more valuable. Not so fast … as it has since been shown that the multi-tasker is less productive and less efficient. So, to the extent that meeting behaviors are a form of this it explains the need for extended meeting time … and waste.

Professor Patrick Winston taught at MIT for almost 50 years. Although he died in 2019 one of his lectures entitled “How to Speak” was posted on YouTube shortly thereafter. It has now been viewed close to five million times. It was Justin Bariso … an author and Emotional Intelligence guru … who came upon the article and although it is of value, it was what Professor Winston said in the first 5 minutes that provided an invaluable lesson. It is Justin Bariso’s article from INC. on-line magazine that I relate here.

Winston put forth what is considered a ‘priceless gem’ he refers to as the ”rule of engagement.” It’s a simple, non-negotiable policy and it’s just five words long. “No laptops. No cell phones.” Although simple, this is a rule that almost no one today follows, and that is what makes it extremely valuable. Winston’s rule of engagement is also a perfect example of emotional intelligence in real life: the ability to make emotions work for you, instead of against you.

HOW THE ‘RULE of ENGAGEMENT’ MAKES YOU a BETTER LISTENER

Winston goes on to explain the reasoning behind his rule of engagement. “Some people ask why no laptops no cell phones is a rule of engagement,” says Winston. “The answer is, we humans only have one language processor,” explains Winston. “And if your language processor is engaged…you’re distracted. And worse yet, you distract all the people around you.” We can only listen to one voice at a time. And the question becomes how can the “no laptops, no cell phones” rule of engagement helps you and your organization? We, as people are accustomed to and in the habit of responding immediately to electronic messages and that’s good. In doing so you provide information they need to move their work forward. Additionally, you show that you value them. However, in your efforts to respond quickly, you might also be making a big mistake.

By constantly checking your phone, even when you’re in a meeting or conversation with others, you leave your conversation partner feeling that you aren’t really “present”–and that you don’t care about them or the conversation. Also, just think of all the lost time in meetings in which someone repeats something that’s already said or goes off on a tangent because they were distracted and missed a key point. True listening and collaboration require complete attention. And if you’re speaking with another person, that person thought you were important enough to give you their time and attention. Why not return the honor?

In fact, because so many people are in the constant habit of checking phones, imagine what happens when someone comes to you, and you ask them for a second to put your phone away or put it on silent so you can focus on them. That gesture alone will signal how important they are to you. A “no phone” rule can be applied for specific times or places. No additional devices for collaboration meetings, for example. Or certain meetings (or parts of meetings) where all devices are put away.

A FAIRLY SIMPLE FIX

So, if you’d like to increase the quality of your meetings, conversations, and even your relationships, take a page out of Patrick Winston’s playbook: No cell phones, no laptops. And the reason? Because you can only listen to one voice at a time. You’d be surprised at the positive benefits these actions reap and the depth and quality it adds to your relationships.
Mike Dorman

References:
Inc. On-line Magazine … A Respected MIT Professor Had a Simple 5-Word Rule for His Classroom, and Every Company Should Follow It – by Justin Bariso

Feb 23 2021

Effective Communication in A Remote World Must Be Different

For the past year what was considered ‘normal’ in most aspects of our lives flew out the window. In fact, we have spent this time working to understand and adapt to the life we were forced to live. And now … finally … with a vaccine here and real we can begin to dream and envision the ability to resume some recognizable forms of living. Yet this doesn’t mean a return to the normal of our past. In fact, it is fair to anticipate that some of what we have come to know … thanks COVID – 19 … is going to remain as we emerge to yet another ‘normal … by choice.

This is especially apparent in the business world as it relates to finding so many businesses have been forced to operate remotely. Although not by choice or ever anticipated, many organizations have successfully learned how to effectively conduct and thrive in business with a team scattered throughout and among individual residences. This was not an easy transition as viewed from either the management’s or employee’s standpoint. And yet, almost one year later, it appears to have moved from being a temporary need and solution to an ongoing and even preferred method of operating.

KEY ELEMENTS THAT TAKE A REMOTE FORCE FROM JUST OKAY TO SUCCESSFUL

Like any new approach or innovation changes need to be considered and

made to maximize the benefits already being realized. Based on numerous conversations it appears that fine tuning the approach to communication within, among and to a remote workforce is something to begin now. Here are some of the ways to finetune the methods being used that will enhance the emerging reality and effectiveness of a remote workforce going forward:

Embrace the critical importance of ‘trust’ and being ‘trusted
When all were working within the company office it was easy to observe and monitor what it appeared people were doing. They were at their desks or in a meeting and check-ins were readily accessible. The leader could and did observe activity. In this sense it was easy.
Remotely … the visual on an ongoing basis is no longer possible. Letting all know that they are trusted to work effectively and to produce what is required for overall success is key. If an individual is not contributing what the organization or team needs when needed it becomes an issue to be addressed. However, all involved need to operate with the responsibility that being trusted carries.
Establish communication guidelines
In the office environment many approaches to communicating information and messages are rather easily tolerated and work. Some people are wordy in their message while others provide ‘just the facts’. Some are inclined to walk over the another to convey the message and others use the phone, text or email to deliver the communication. Although there are differences in efficiency and effectiveness, they all work … in the office.
Remotely … Streamlining the approach to communication is a critical element of success. In a remote world one cannot simply or easily ask another to explain or to clarify in the moment. Taking the extra time to make certain the communication via any method is clear and concise will enhance the chance of it being received and understood as intended. Whatever the guidelines, they need to be communicated to all with the expectation that they will be followed. Clear and concise communication is a good place to begin. Change is never easy for many and once the new approach is learned and becomes second nature the payoff will be success and appreciation.
Flexibility of work times is a needed recognition and acceptance
The 9 to 5 work schedule and mentality is very much a part of the office environment. Within this structure it is the norm that we show up and leave at certain times on specific days. All that is involved in performing specific jobs generally takes place within these margins.
Remotely … For many, working at home is filled with potential interruptions as related to our total focus on the job. Getting children off to school which will eventually again be the norm now can involve either one or both working parents. Having them return home add an element of distractions that simply can’t easily be ignored. Transporting others to where they need to before various activities can become a part of one’s home-based routine. Thus, although one willingly puts in a full workday, it likely will not happen within the same 9 to 5 time and this new ‘standard’ must be okay.
To micromanage is to work against those on whom one relies for productivity
Of course all managers are not of this category however micromanaging is something that some leaders feel is needed to assure getting desired results. It has much to do with a management style and personality. The degree of how doing this insures or enhances results is questionable and yet, in the office, it is how some oversee and manage.
Remotely … to micromanage is to work against conveying both the trust and flexibility that will contribute to a remote work force success. Having expectations related to productivity continue as appropriate. One’s success in carrying out the responsibilities of their position will have to be judged on timely output.
Effective use of video calls and meetings adapted to the remote workforce
In the office it’s quite easy to walk by a desk or send out an email asking those deemed important to assemble in a conference room at a certain time. Structure related to when a meeting will be held or who is expected to attend or the subject matter to be discussed isn’t often an element that is needed as an absolute.
Remotely … success requires a more consistent and structured approach in a general sense. Setting a specific time daily or weekly to gather and review a project allows the remote team to plan and set aside the specific time. Making certain that those requested to attend are needed due to a contribution they will make or information to be imparted supports all who are working to deliver the desired progress. Having a defined agenda sent out to attendees in advance allow for preparation by all.
Schedule and plan for regular informal ‘social’ times to build connection within the team
In the office, the water cooler is nearby. Getting coffee/water in the lunchroom frequent. Going to lunch with a co-worker is easy. As a result, intermingling with others in the organization can happen multiple times a day or week and does. It’s a form of connection that is important as an organization attempts to build a sense of belonging and alignment within a work family that impacts the attitudes and enthusiasm for the jobs to be achieved.
Remotely … Although working from home has clear-cut advantages for many individuals, there is also a feeling of isolation and aloneness. This can and does impact the energy, enthusiasm and drive to deliver the elements that job success requires. Thus, scheduling a remote form of i.e., let’s go for a drink after work helps to supply some of the interactions and socializing that give balance to our days and to what we deem important in terms of relationship. Being weekly or monthly is less important that making such zoom style gathering a part of the approach and plan.

A REMOTE WORKFORCE IS A CARRYOVER BENEFIT THAT IS EMERGING FROM COVID

In the early months of 2020 there were few is any positives related to the inability to have people come to the office. The rush to provide access to all the needed tools and documents needed to perform the job was a challenge. The need for employees to function ‘at home’ … a home that was often filled with distractions and no clear dedicated workspace was frustrating for sure. And still, a year later, what has been achieved by both the organization and the employee is a desire to carry forward into the new normal the benefits we have learned to really like and enjoy.

Work areas have been created in one’s residence. Routines have been established. Work related tools have been developed and provided. And although change is always a challenge and it appears that for many organizations, some form of a remote workforce is no longer just tolerated … it is an integral and chosen part of the emerging working world.
Mike Dorman

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