"AIM Insights"

Sun 26 September 2021
Attracting and retaining talent in the summer of 2021 has been incredibly difficult – so much so that LinkedIn and other news outlets have dubbed this time period as the “Great Resignation”. I have personally interviewed dozens of executives and consistently heard sentiments like this: 

“Business is booming, but we can’t find people to staff the demand we are receiving or keep the people we have!”

Some executives I have interviewed have blamed working from home and the general burnout from the increased uncertainty as reasons for this. Other executives blame generous unemployment benefits as the reason for these hiring struggles.

This article won’t serve as a deep-dive into why the Great Resignation is happening. Instead, I’m going to focus on solutions and highlight one major way we can handle this challenge to our businesses’ viability.

According to a Gallup survey, 75% of employees who voluntarily left their jobs did so because of their bosses, not because of the position itself. 

In other words, the adage ‘people don’t quit jobs, they quit bosses’ seems to ring true for people who are quitting – and with workers quitting at an incredibly high level at the moment, it is paramount that we, as leaders, do more to equip our managers with the tools and resources to be better managers.

There has been significant research into measuring work engagement and its impact on retention and productivity from teams – and if your team isn’t measuring engagement, I would highly recommend starting now. But new research is showing that there are 5 additional criteria that should be measured to understand the level of satisfaction employees have at work and their productivity.

1.       Team Cohesion – Employees’ self-assessment of how well the team has been working together in terms of their camaraderie
2.       Team Productivity – Employees’ self-assessment of how productive the team has been 
3.       Task Performance – Employees’ self-assessment of how productive, they personally, have been
4.       Manager Performance – Employees’ assessment of how effective their manager has been at leading them
5.       Organizational Citizenship – Employees’ self-assessment of their ability to be helpful to the team outside of their explicit work duties 

Caveats about measuring this data: 

1.       It should be measured monthly, at a minimum. Feelings about work and productivity change rapidly and asking annually, bi-annually, or quarterly is not enough to garner an accurate picture.
2.       It should be measured on a team-by-team basis, not a general overview of the entire company. The dynamics that occur within teams are more relevant and critical to an employee’s sense of belonging and willingness to stay at a company. Company-wide metrics are far too broad to be useful.  
3.       Managers should be provided with tools for enacting change based on these metrics. For example, conversation prompts and suggested questions for 1-on-1 meetings with direct reports can help managers address these issues early. Collecting data without immediate action diminishes the employee experience instead of enhancing it.

If you can measure this data on a month by month basis for each and every manager and their respective teams and equip your managers with suggested questions and conversation prompts to discuss with their direct reports based on the data, you are significantly better equipped to elevate the employee experience and feelings of belonging at work.

Why?

Because employees’ feelings of burnout and dissatisfaction with managers don’t happen because the manager is purposefully trying to sabotage the team or individual employees. These negative feelings typically happen because of poor communication between the manager and their employees. Most bad managers think they are good managers.

When an employee receives poor communication from their manager, there are consequences. It may cause them to do work that is not what the manager actually wanted, or to feel they are being treated unfairly, or to feel they aren’t receiving ample feedback (or too much unnecessary feedback), or just feel uncomfortable or dissatisfied with the manager in any way. When this happens, it is VITAL that the manager understands this frustration right away and have a conversation to rectify it (Kim Scott, the author of Radical Candor calls this “challenge directly while caring personally”).

If a manager doesn’t rectify the situation and this feeling of dissatisfaction from the employee festers, they are going to become actively disengaged, bring down other employees because of their dissatisfaction, and eventually leave. 

If you are a CEO and you believe that having an “open door policy” or “clear lines of communication” is enough to gather this information, you are making the MASSIVE assumption that your managers’ direct reports have the same level of psychological safety as your direct reports have with you. You are also assuming that your employees have personality traits in which they are comfortable being optimally objective with everyone they interact with across all levels of an organization. 

Overall, now is the time to equip our managers with the data and the tools necessary to build strong teams. Providing a robust system through conversation prompts helps managers understand how their direct reports are feeling about work in terms of their team cohesion, team productivity, task performance, manager performance, and organizational citizenship. If we can do that, we are much more likely to increase retention and the productivity of our teams.

A quick final note, my team and I at Ambition In Motion are working on tools and ways to research these 5 core areas that increase work satisfaction and productivity across all employees. If you are a manager that is interested in collaborating or learning more about our research, please feel free to send me an email at [email protected]

Mon 18 April 2022
What is a performance review?

Performance reviews are periodic processes in which you as an employer, or a manager, document and evaluate your direct reports’ work in a set of given time. These can feature either qualitative data, quantitative data, or a combination of both. An effective performance review recognizes both strong and weak areas of performance, provides solutions to some of these areas deemed to need improvement, and sets goals to achieve by the time of the next performance review. 

The term “Performance Review” primarily refers to the documentation or analysis involved in evaluating an employee’s performance. However, as mentioned before, the ideal review is also a process. Therefore, the term also includes any meetings or discussions in relation to this evaluation. 

Why is a performance review important?

Performance reviews are extremely useful for a company due to the potential impact that they can have. Through an effective review, a manager can successfully have an intentional conversation with an employee and help improve performance, and more importantly, keep a stream of feedback between the two tiers of hierarchy.  Compounded with regular discussions about employee progress, an individual can feel much more satisfied in knowing how their supervisor views their work, and how they can progress.

When should a performance report be written?

Many managers often struggle in recognizing when to write a performance review. To properly identify when to write such a device, it is important to realize the concept of Recency Bias. Recency bias is defined as a cognitive bias that favors recent events over historic ones. An example of this would be how a lawyer’s final closing argument in court is said to be one of the most important moments in law due to it being the last, and therefore favored, event that the jury hears prior to being dismissed to deliberate.

 To put this into the context of business, imagine that a worker has completed a very important project in January, with constant work through the rest of the year, and a below-average performance in December. Should a manager write this employee’s performance review in December, what would be the first thing to go through their mind? In most cases, it would be the latest event, which in this case would be the aforementioned poor performance in December. The report would probably focus on this, and therefore, would not be a good metric to evaluate an employee with.  Therefore, it is extremely important to remain cognizant of this bias and recall the other tasks, in this case, the project completion, and add them to the review. A performance review that is clear of recency bias is much more reliable, and also more accurate.

Once you have identified the concept of recency bias, and have taken steps to ensure avoidance of such, you can write this review at your convenience. Performance reviews are best written at the conclusion of a financial or business year but can also be written more frequently as well to create a constant stream of feedback – for leaders using AIM Insights, the data is optimized for monthly reviews. Regardless of when this report is written, it should not be the sole way that an employee is evaluated. The key thing to remember here is that an employee has no way to improve without receiving feedback or constructive criticism. If someone doesn’t know that there is a problem, how would they be able to fix it? The same applies to the employee review. Provide feedback, whether it be through a Slack message, or a text, or even a chat over coffee. This way, an employee would not get blindsided by a bad review. 

How should a performance review be conducted?

Ideally, a review is started from the very beginning of the period to be evaluated and defined by management. This boils down to recognizing what an employee has been assigned, and then what they are completing. Workforce performance management software such as AIM Insights can be used to help automate this process. The primary responsibility of the reviewer is to take notes throughout the entire period to ensure the best possible review. This helps with avoiding the aforementioned recency bias conundrum. As mentioned before, this review should be compounded with regular conversation or meetings, to allow for improvement. Once it is time for the actual written report, use benchmarks and performance indicators. In some businesses, it may be the number of sales, or the number of customers recruited. Regardless, quantitative data is objective, and can often assist in writing the rest of the report. Use thresholds and compare them to the employee’s progress to determine acceptability.  

After this review is written, a meeting should be set up to discuss this with an employee, with prior delivery of the review. While this discussion may be difficult, it is important to recognize that this is to help improve performance, as well as employee mood. Remember, keep it constructive, juxtaposing both praise and improvement recommendations. With these tips, you should be well on your way to writing the perfect performance review. Best of luck!

Tue 19 April 2022
Congratulations, you’re in charge of your team now! The dynamic at work is changing, but don’t worry, you got this! 
If you want your direct reports to respect you, it’s important that you first show them the respect that they deserve. 
Actively treating all of your workers fairly, demonstrating your value for them through your words and actions, listening to their concerns and addressing them as best you can will set you apart as a leader that they can trust and respect. 
Garrett Mintz, founder of Ambition in Motion, discusses the way that the best leaders are the ones who dole out credit and take accountability for things that don’t go the way that they’re supposed to. 
“It’s a beautiful thing when the leader doesn’t care who gets the credit,” said in a TikTok duet about leadership with Garrett Mintz and Josh Lewis, Management Consultant.
 
=> Want more videos like this? Join our Mailing List to be part of our Executive Mastermind Group. Click the link to sign up for our newsletter: https://buff.ly/3FZfhcq 
 
            At Ambition in Motion, we don’t control the content of one’s work but we can have an impact on how people interact with each other at work. 
            At your company, you are in charge of your direct reports! The respect that you receive from them must be earned, and it begins with your ability to be confident in your actions and malleable to your new work environment. 
 
How can I get my direct reports to respect me as a leader? 
-       Give out Credit 
-       Take Accountability
 
What does it mean to take accountability? 
            Being “accountable” is more than just taking responsibility, or being reliable. 
Several veins run through a truly accountable leader. 
Accountability is a skill that requires leaders to own up to a team’s actions, decisions, and mistakes. It’s also the ability to follow up on the commitments you have made within an organization and its people. 
As a leader of others, you are actively representing your organization, and promoting the quality of work that you aim to produce and to be produced by others. When things do not go according to plan, take the initiative to be the first to shine a light on the opportunity to grow, as a team.
 
What does it mean to give out credit?
            The best leaders give credit to others, they don’t take credit for themselves. 
            When you represent a team of people, one of your biggest goals is to encourage them to be the best that they can be. Just as your team is learning and growing, you are also learning how you can help them best grow and reach their highest potential by remaining malleable to their work processes. Every member of your term plays an important role in the execution of your overall goal; the more respect and power that you give to them, the more success you will find. 
            However, mistakes happen. A leader who assumes the blame, and passes the credit, send a message that mistakes are OK and that when they happen, it will be an opportunity to learn and grow. By inspiring those in your charge, your employees will emulate your best traits, which will include assuming the blame for themselves.
            The best leaders inspire others and give credit. 
 
Why is it important that I give credit and take accountability?
            Giving credit and taking accountability sets yourself apart from the team, as a guide toward your team’s overall success. The more emphasis that you put on guiding your team, rather than showcasing your leadership (by taking credit or blaming others for mistakes), the more respect you will gain from your direct reports. Check out these leadership tips: 
 
  1. Encourage your team 
            Earning your team’s respect starts with building a trusting and positive community within the team. 
Encouraging and promoting others to do their best and work together also boosts productivity because it makes employees feel less isolated and helps them to feel more engaged with their tasks.
By creating a positive and supportive work environment, your direct reports will not only trust and respect you, but they will also work harder to produce good results as they aim to live up to the high standards that you hold for them. 
 
2. Recognize and praise good work
Although it’s important to give credit to your team, public praise is great for both recognition and learning. When you publicly share specifically what was great and why it was great, not only does it have more meaning for the person being praised, but it helps the whole team learn something new.
Remember to provide details about what the person did, the impact, and the context so that the whole team learns.
When you recognize good work, you remind your team what you’re working towards, and what they’re doing right, which in turn, inspires them to keep doing better. This plethora of inspiration and praise allows for a more open-minded environment for idealization between you and your direct reports. 
Looking for a more efficient way to evaluate performance reviews within your company? Ambition in Motion offers the software, AIM Insights reports, ensuring visibility over all ongoing activities: task performance, manager performance, organizational citizenship, team performance, and goals for direct reports. Click here to learn more about how you can simplify your performance review process! 
 
3. Correct in private
Although praise is an extremely important part of your relationships with your direct reports, it is normal for things to go wrong sometimes! However, it’s important to correct people’s mistakes in private, and then later emphasize to the team what they should avoid, without calling anyone out personally. 
Private criticism is important in order to be kind and clear. Radical Candor is not the same thing as “front-stabbing”, and it’s much kinder to criticize someone in private. 
Public criticism can feel unnecessarily harsh. Private criticism will also be clearer because it’s much less likely to trigger a person’s defense mechanisms.
 
4. Acknowledge workplace adaptation
Yes, you have new direct reports! 
Yes, the workplace dynamic is different now. Own it! 
As a new manager, it’s important to remember that just as your team is learning to adjust to you, you are also learning to adjust to them and your new position.
Do not be afraid to emphasize this learning curve to your team. In order to create a culture of respect that encourages growth and high levels of success, it’s your job to make learning a part of your daily routine in the workplace. 
Learning helps people keep a broad perspective. 
An important part of your job is to know that your direct reports are counting on you to guide them. When mistakes are made, it is no one’s fault (including you), but as a manager, you make a promise to your team to lead them in the right direction as best you can, meaning you must learn to take accountability for team mistakes. However, this is a positive part of your job! Not only will you take accountability for mistakes, but you will do it with pride, and emphasize a learning curve in everything that you do, and everything that your team does; mistakes are OK! 
 
5. Be transparent about your motives  
            Transparent communication is the act of both good and bad information being shared upward, downward, and laterally in a way that allows all to see the why behind the words. 
A workplace with transparent communication is a more collaborative and trustworthy workplace, with information being openly shared between employees and across levels of the organization. 
Transparent communication also allows employees to be more innovative since they are more informed. Additionally, transparent communication encourages others to communicate openly and increases the sharing of ideas. 
When transparent communication is present between you and your direct reports, you allow the workplace to be collectively informed about the true happenings within the organization in order for them to align their actions accordingly, ultimately making your job easier and removing any confusion about the team’s overall goals.
 
 
            These leader tips will help you set the grounds for a positive, encouraging work environment. 
Real accountability requires leaders to take responsibility and pride in the art of encouraging and guiding their employees. Being an accountable leader is not as easy as it may sound, but it is necessary to bring genuine value to your team of employees and your organization as a whole. However, taking responsibility and giving out credit whenever possible will set you apart from other leaders, and enable your direct reports to respond positively to your leadership.
Mon 25 April 2022
Your team knows better than anyone what it’s like to work for you. But that doesn’t mean they’re going to tell you. When it comes to giving feedback, many direct reports figure, “Why risk it?” or “What’s the point?”
They’re cautious because they’ve heard about, or experienced managers lashing out, hurting people’s careers, or just plain ignoring them when they share what they really think. But it doesn’t have to be that way!
You can be a different kind of leader; one who understands that just about everything you do and say impacts your direct reports’ lives and performance; a leader who truly wants to hear their unpolished feedback; who proactively seeks out that feedback so that everyone can reach their highest potential, including you. 
 
Why is it important that managers receive feedback from their direct reports?
No one wants to offend the boss, right? But without input, your development will suffer, you may become isolated, and you’re likely to miss out on hearing some great ideas. 
The feedback you get from your direct reports can help to shape your management style, decision-making process, and the ways in which you interact with your team members. This kind of feedback can not only make you a better manager, but ultimately, it can also help to inspire a higher level of performance in your team.
So, how can you get your direct reports to give you HONEST feedback?
 
How can managers get honest feedback from their direct reports?
            Acknowledge the fear, and embrace your desire to be the best leader for your direct reports! 
            As the boss, you have to set the stage so people feel comfortable with you. You need to break through their fear. You know that everyone makes mistakes, even you! Tell them this. Explain, honestly and openly, that you need their feedback.
But at the same time, it’s important that you recognize how hard it might be to hear this tough feedback. It’s human nature to feel upset when you’re criticized. However, in order for you to be the best leader that you can be, and to help your team thrive, you need this feedback! Here are three ways to help you get there:
 
●     Establish a groundwork for high-trust feedback exchanges 
●     Conduct regular 1:1 meetings with your direct reports 
●     Use the right evaluation software: AIM Insights 
 
  1. How to establish a groundwork for high-trust feedback exchanges
 
Do you want your direct reports to give you honest feedback?
You can’t expect your direct reports to provide honest, open, and helpful feedback if you don’t provide it to them. It’s a two-way street. So take care to model best feedback practices that signal trust, respect, and fairness. 
Unless you already have a strong, trusting relationship with your direct reports, you likely won’t get far bulldozing your way straight into a sensitive task (e.g., “So, how am I doing as a manager?”). But most people, even new hires, will be comfortable and possibly even flattered if you initiate feedback exchanges over lower-stakes topics related to the team’s work. This will send a strong message that you care about, and rely on, your team’s opinions. 
Showing that you care about your direct reports through mutual feedback is essential! You won’t get honest feedback from your direct reports if they don’t feel safe. And they won’t feel safe if you react to the inevitable challenges of work-life with cringes, frustration, or anger. 
 
 
  1. Importance of regularly conducting 1:1 meetings with direct reports
With a loaded schedule like yours, you have limited time, your task list is endless and the goals are aggressive. And your calendar is already full of other meetings: Management meetings, Quarterly review meetings, Sync meetings, and much more…
But as a manager and leader, there’s one meeting you should have and follow: one-on-one meetings with your team.
A one-on-one meeting is a dedicated space on the calendar and in your mental map for open-ended and anticipated conversations between a manager and an employee. Unlike status reports or tactical meetings, the 1:1 meeting is a place for coaching, mentorship, giving context, or even venting.
The 1:1 goes beyond an open door policy and dedicates time on a regular cadence for teammates and leaders to connect and communicate.
 
 
 
  1. Am I using the most efficient evaluation software? 
What method do you use to conduct self/team evaluations? 
When conducting performance evaluations, things can often get messy. How often should you conduct them? What forms should be involved in the process? How long should it take everyone? 
Stress, no more! At Ambition in Motion, we’ve created AIM Insights, a software to help YOU conduct your evaluations with simplicity
AIM Insights is a tool utilized by fortune 500 companies to help teams set goals, measure performance, and engagement improvement, and create greater communication between direct reports and managers.
This software allows leaders to stay up to date on their direct reports’ engagement levels, productivity levels, and individual goals on a month-by-month rolling basis. 
 
How should managers respond to the feedback from their direct reports?
As a manager, it’s crucial that you respond to employee feedback. 
One of the biggest frustrations for employees who take the time to give thoughtful feedback is when this feedback is ignored by their peers, manager, or organization. Responding to feedback from your team members shows them that you take their ideas and opinions to heart.
Remember, it’s important to read, ponder and acknowledge all of the feedback given to you, but you’re not required to take all of it! 
Regardless of whether you decide to take the feedback or not, you owe it to the direct report who gave you the feedback to communicate your intentions. 
Sometimes it’s important that we have these conversations about our intentions in order to show our direct reports that we’re changing and growing every day. 
 
Example of what you might say if you choose to take the feedback: “Thanks so much for your feedback, John. You make a great point. I’m going to work on talking less during meetings and making sure others get the opportunity to weigh in. If it’s OK with you, I’d also like to check in with you in our 1-on-1s to see if you notice any progress.”
 
Example of what you might say if you choose NOT to take the feedback: “Thanks so much for your feedback, John. I’ve given it a lot of thought. While hearing your feedback about my meeting facilitation was helpful, I’ve decided to prioritize another behavior change right now: committing more time to coach the team. But it means a lot to me that you were honest, and I’m going to continue asking for your input.”
 
            Utilizing your 1:1 meetings to convey your thoughts and appreciation of your direct reports’ feedback is a great place to start! 
            Good luck! 
Tue 3 May 2022
Learning your company is being acquired can be a very scary revelation- especially if you don’t have any equity in the company. As Mergers and Acquisitions become ever so more frequent in today’s world, it is important to recognize what you as an employee can do to better your prospects under new management and make the most for yourself in a situation that may not only feel unfamiliar but terrifying at the same time. 

Rumors of acquisition may spread around the workplace, and at that time, it is important to appear to have no change in your work. While it is okay to start preparing for the worst, such as by polishing your resume or reaching out to friends in similar industries, 9 times out of 10, new management will not want to abandon ship with the current staff. There remains the slim possibility of layoffs though, and it is important to not appear to be slacking off with an upcoming acquisition. Ask HR or management as many questions as you need to about this. Some items that are important to ask about are stock options and benefits. These are the most likely to change during an acquisition.  It is also important to attend any required meetings. These could pertain to unfinished work, news about the acquisition, company news, or even future goals. Attending these meetings also show your dedication and passion for the role.

As the merger begins to commence, you may notice your managers or even new management holding meetings with staff in 1-on-1s, as well as host meetings. During these meetings, you have a golden opportunity to market yourself and advocate for a higher wage, more benefits, or even a promotion. Seizing growth opportunities is an integral part of the M&A process. Most companies will set up a transition structure or team, which is a temporary organization to help with merger technicalities. Being a part of this team can demonstrate your talents and abilities to any manager, past, present, or future. 

In addition to this, quantifiable data demonstrating your impact to a team as well as showcasing your individual skills can be very helpful. You may wonder how you might be able to get this data. Performance evaluation tools such as Ambition in Motion’s AIM insights can be worth their weight in gold. Tools such as this can track team performance, goal completion, manager performance, and task performance, as well as provide visibility from both direct reports and management. Due to these accountability trackers and task performance, you as an employee now have concrete proof as to just how useful you are. Also, start to understand what your manager does, or what other positions do. For example, I have a friend who works in a communications position. When he received the news that his company was to be acquired by a much larger company, he knew that this was his best chance to be able to get a promotion at the time. He started doing research into what his manager did on a day-to-day basis, learning how to file expense reports, purchase reports, and how to work with each individual vendor.  When it came time for his interview with the new management, he wowed them with his technical knowledge of the position and was offered a promotion with a $20,000 raise and a 15% sign-on bonus.

You may not always get an explicit chance to negotiate for anything during the merger. This is why managing up is so important. Explaining your goals of career advancement and success can demonstrate your dedication to your work. However, if you do get to negotiate in a meeting that is explicitly defined as such, using quantitative data, along with a polished resume will set you apart from other candidates. In studies regarding managers of companies that plan to acquire others, 75% of the time, they will attempt to hire and promote in-house, due to the higher knowledge and experience with company culture. Having good relations with your peers will also be helpful here, due to the potential references.  With all of these, you should be able to present a solid case for your promotion or whatever it is that you desire.

It is important to understand that you may not necessarily get exactly what you want. Compromise may be necessary. You may not get a $20,000 promotion. But the door isn’t closed to a $10,000 promotion. The key is to avoid burning any bridges and maintain an air of professionalism with your coworkers and managers. You will have more chances for advancement in the future, but only so long as you are regarded well, and your performance is high. If you so choose, you can always seek employment or a better-paid position elsewhere. As an employee in a company being acquired, you have more options than most people do in this time of transition.

Being acquired is scary, and even scarier when you don’t know what your next steps are, or when you don’t know what may happen to your job. Use some of these tips, and it should turn out for the best.

Mon 9 May 2022
Do you have a perfectionist on your team? The good news is that your direct report has high standards and a fine attention for detail. The bad news is that he fixates on every facet of a project and can’t set priorities.
Can you harness these positive qualities without indulging the bad? Can you help them become less of a stickler? Yes and yes. 
In fact, many people claim to be perfectionists because they think it makes them look good. But true perfectionism is a flaw more than an asset. In many cases, this compulsive behavior can be a thorn in the side of a great performer. 
Managing a perfectionist can be challenging but it’s not impossible. And when done well, you both will benefit. 
 
Discovering perfectionism in the workplace 
 
Recently, an executive from a Fortune 500 company was experiencing issues within his team; he felt that they were performing well but they were failing to give him feedback
As he dug deeper to find the reasoning behind this issue, he found that his team struggled with a competition issue. 
His team’s drive to be perfect and not show mistakes gave the executive a false sense that everything was going well. And in turn, his direct reports were hesitant to give honest feedback because they didn’t want to look bad or come off as imperfect. 
Fortunately, he had the group to work through his challenges. Just like his direct reports were fearful of going to him with issues, he was fearful of going to his boss with the issue that he built a culture that wasn’t psychologically safe and competitive which resulted in issues being hidden, and developing into larger issues. 
 
A perfectionist is defined as a person who refuses to accept any standard short of perfection. It’s not necessarily a bad trait! Striving for perfection means you care a lot about your task and your desired goal. 
There are actually a lot of pros and cons to perfectionism in the workplace: 
 
Pros and Cons of perfectionism from direct reports
 
Pro – Your direct reports go the extra mile with their tasks.
Con – Your direct reports often put in a lot more work than they may communicate with you or your team, creating an exclusive atmosphere in the office where people feel as though they are in competition with each other.
 
Pro – Your direct reports look as though they really have everything together. 
Con – Your direct report lacks honesty with you and the rest of your team because they are constantly trying to attain an image of perfection in order to hide the fact that they are actually imperfect, just like everyone else.
 
Pro – Your direct reports have motivation, determination, persistence, and drive; all qualities that most people find redeeming and can make a great candidate for a job.
Con – Your direct reports often stretch themselves thin trying to constantly exude these qualities in every aspect of their work, to the point where they create an environment of competition rather than togetherness. 
 
One of the most important pros and cons of them all happens to be a huge challenge of perfectionism that acts as both a pro and a con: 
 
Pro – You never accept failure from yourself.
Con – You never accept failure from yourself.
 
There are pros and cons to everything, but the challenges to perfectionism can breed a culture of competition where no one wants to admit their mistakes. Sometimes, people end up sabotaging each other rather than working together. And worst of all, when an issue arises, people hide it and try to solve it on their own, which in turn creates a much larger problem for the team to deal with. 
 
What is the biggest challenge of perfectionism? 
 
Some signs of perfectionism in the workplace include:
●     Very high standards (and the belief they must be achieved)
●     Highly self-critical
●     Fear of failure and making mistakes
●     Over-focused on minor details
●     Obsession with rechecking/redoing work
●     Difficulty completing a task or project
●     Overachiever
●     Stressed or anxious about performance or results
●     Too much competition
 
However, the biggest challenge when dealing with perfectionism is not wanting to make mistakes. If your direct reports are struggling with perfectionism, they likely are afraid of making mistakes, and even more afraid of others (including you) finding out that they’re capable of making mistakes. 
Just the word “mistake” is capable of striking fear in a lot of people’s minds when it really shouldn’t. It makes them anxious, indecisive, and at times, overwhelmed too.
It’s not a nice feeling to be regretful about something that you worked hard for and put a lot of time into. This is where direct reports may get caught up in either trying to be absolutely perfect or simply not reaching their potential by “playing it safe” and not trying new things out of the fear of making mistakes. 
As a manager of this team, it’s your job to encourage your direct reports to find a happy medium! 
It can be very easy for your direct reports to get stuck in the area between the paralyzing side of the fear of making mistakes and gathering the courage to give it a shot, or in the area of perfectionism where they’re too scared to admit to their mistakes.  
 
How to effectively manage the challenges within perfectionism 
 
Create an environment where it is mutually understood that you (the manager) take the blame when things go wrong. 
Mistakes happen! 
A leader who assumes the blame, and passes the credit, sends a message that mistakes are OK and that when they happen, it will be an opportunity to learn and grow. By inspiring those beneath you, your employees will emulate your best traits, which will include assuming the blame for themselves.
            The best leaders inspire others and give credit. 
Giving credit and taking accountability sets yourself apart from the team, as a guide toward your team’s overall success. The more emphasis that you put on guiding your team, rather than showcasing your leadership (by taking credit or blaming others for mistakes), the more respect you will gain from your direct reports.
Here are a few important tips for creating an environment with your perfectionist direct reports where it is assumed that mistakes are inevitable, and welcomed: 
 
  1. Appreciate the positives while recognizing the negatives
Working with perfectionists can be frustrating. They tend to be impatient with or hypercritical of others and they’re not good at delegating. 
However, it’s your job to recognize that while irritating, their behavior is not all bad. It stems from a place of care for their work
In fact, because of their insistence on excellence, they often raise the standards of those around them. Be sure to tell them that you appreciate the level of enthusiasm and drive that they bring to the team, and encourage them to work more with the team, rather than against the team, on their own. 
A perfectionist wants to do what is best for them and their goals; be sure to reassure them that they will reach the highest of their potential by sharing, communicating and working inclusively.
Every employee needs feedback. But perfectionists may have a harder time than others hearing criticism of their work. 
Since critique is difficult for them, perfectionists are likely to hear only the negatives. Instead, share your apprehensions first
An important aspect in giving feedback to a perfectionist is to ensure that they know they are appreciated and valued. Don’t be afraid to ask your direct report: “Is there a most efficient way that you prefer we exchange feedback with each other?” and “What aspects of your work could use greater clarity from myself or other team members?”
With this in mind, you can deliver the input in a way that won’t make them defensive or demotivate them. 
 
Looking for a more efficient way to evaluate performance reviews within your company? Ambition in Motion offers their software, AIM Insights reports, ensuring visibility over all ongoing activities: task performance, manager performance, organizational citizenship, team performance, and goals for direct reports. Click here to learn more about how you can simplify your performance review process! 
 
            Managing a perfectionist can be challenging but it’s not impossible. And when done well, you both will benefit!
Tue 10 May 2022
As a manager, it is extremely important to understand what type of workers or direct reports you have.  Each person has a unique archetype that they tend to fit into. These don’t necessarily refer to how they are motivated, which is also another important aspect of your direct reports to keep track of. There are six archetypes that are commonly identified. 

What are the archetypes of workers?

In 2022, Forbes and Bain & Company worked together to determine how to organize workers and what characteristics each of these groups would have in common. Similar to the ubiquitous Enneagram tests or Myer Briggs tests, an aptitude test will suffice to test which group an individual fits into. The six most commonly identified archetypes are operators, givers, artisans, explorers, strivers, and pioneers. Each one of these groups has a uniquely defining trait, along with a few advantages and disadvantages.

Operators are individuals who are not really work-oriented. In the culinary world, there is a saying that there are two types of people. Those who eat to live, and those who live to eat. Operators are much closer to the former. They understand that there is more than work, and primarily work to be able to achieve other goals. Operators are excellent team players due to them not seeking recognition with every move they make and are extremely dependable. Conversely, they can lack proactivity, or will not take initiative frequently. According to Forbes, 23% of the working class in the United States are operators. This type of individual tends to align with having Job Work Orientation.

Givers are the exact opposite of the operators. They are highly results-oriented.  These individuals are often selfless and feel rewarded by making an impact in their organization or by helping others. They are a little rarer than operators, making up about 20% of the American workforce. You will often find these workers in service positions, such as in hospitality, customer relations, or even human resources. Their selflessness makes them great team players, but the amount of work they may take on could be impractical and can lead to burnout. This type of individual tends to align with having a Calling Work Orientation.

Artisans are even rarer than both operators and givers. They make up 15% of the workforce in the United States. These individuals are extremely common in fields requiring meticulousness and precision, such as in many STEM-related fields. The key identifier of an artisan is someone who is always pursuing some form of mastery in their field or a way to improve something at all times. They can be relied on to solve some of the hardest challenges out there but can get lost in the minute details and may have trouble keeping final goals in focus. They can also be aloof. Similar to givers, artisans fall into the dangers of burnout due to their need to perfect any work that they put out.  Artisans are especially common within the computer science industry, in positions such as developers or consultants. 

Explorers make up a tenth of the workforce and are frequently overlooked in favor of Operators or Artisans. Explorers typically seek out excitement and variety from work and are excellent multitaskers. However, they are not the best at finishing individual tasks. They are versatile, either being excellent team players, as well as good individual workers. Resourcefulness is a quality any explorer will have, along with a strong sense of individuality. The fashion industry is filled with explorers, with some of note being Levi Jeans and the North Face. At the same time, there are brands that allow creativity such as Starbucks which also welcomes explorers. 

Strivers can make some of the best managers in the world. Making up about a fifth of the workforce, these powerful workers are highly competitive and set high standards for themselves and their coworkers. In any successful team, you will find a striver at the forefront.  They are less risk-tolerant and are much more comfortable taking actions that are much more likely to yield success. However, having multiple strivers can lead to disaster due to their urge to be at the front of whatever project is ongoing. While they are disciplined, their competitiveness can be unproductive or worse, disruptive, in a team environment. Culinary environments such as Michelin star-rated restaurants are frequently run by strivers, such as Gordon Ramsay. This type of individual tends to align with having a Career Work Orientation.

Finally, are the rarest of the archetypes- the Pioneer, making up 8% of the workforce. These individuals frequently have a vision in mind and will stop at no end to achieve these goals. Pioneers are strong-minded and will do their best to create lasting change. However, they are uncompromising and may have trouble seeing anything other than their own view.  Many entrepreneurs are pioneers, along with activists. In today’s world, Greta Thunberg is known as a pioneer, with her strict views on climate change and global activism. She is seen as a leader throughout the world of sustainability but is often thought of as harsh due to her strict views.

Why do these archetypes matter?

                These archetypes are important to track due to the appeal of creating a cohesive team, as well as understanding what tasks are best assigned to which worker. For example, giving something that is extremely meticulous to a giver will end in success, but won’t necessarily be the best for their mental health, since they may try to do too much and burn out. Similarly, giving a task that is a gamble to a striver is a contradiction of what they will naturally want to do, and will not be the best possible task for them. 

In baseball, coaches frequently tell players to “play their natural game”, meaning that they should do what feels comfortable for them. In this case, you’re the coach. How will you choose to give tasks to your workers? By enabling them to do what they do best. 

Software such as AIM insights will be invaluable in this case by allowing you to understand your employees on a much better level. By using task completion rates and success rates, you can deduce what archetype of worker your employee fits in, and then assign better fitting tasks going forth. Archetypes will help you understand your workers, give better tasks, and get better results. 

Mon 16 May 2022
Retaining employees is an important part of building a successful team. When managers and supervisors work to make their teams feel valued and motivated, employees are more likely to stay with a company that can contribute to the company’s overall growth and prosperity. 
Every company has a mission statement and a running list of goals to work towards. Should employee retention be the next goal added to your list? 
In this article, we discuss the importance of employee retention and why it is crucial to enforce overall comprehension of Work Orientation within your company. 
 
What are the benefits of employee retention?
●     Build a strong workforce
Steady employee retention allows managers and supervisors to invest in their team members and helps them develop into more productive employees. When employees stay with a company long-term, they often accept more responsibilities, seek professional development, and help the company grow.
 
●     Increase productivity
Instead of spending time looking for and training new employees, managers and supervisors can focus on helping employees be more productive. A stable staff knows what needs to be done and how they can achieve it. They have a strong foundation for advancement based on institutional knowledge and developed skills.
 
●     Improve employee morale
Employee retention strategies are designed to increase employee happiness and job satisfaction. When managers regularly implement these strategies, they help increase employee morale overall. Employees who feel happy at work are often more willing to work toward the company's mission and contribute to a positive work environment.
 
            Although these are great benefits to retaining your employees, what is the key to achieving employee satisfaction and retention? 
            Work Orientation! 
 
Why is it important to know your employees’ Work Orientation? 
Injecting meaning into work is a new mission that companies are willingly taking on in order to attract, retain and motivate employees. Under these conditions, finding meaning in one’s work becomes an additional aim for the employee and the manager.
Everyone has their own way of deriving meaning from work. We call this your Work Orientation. According to research done by Ambition in Motion, it is evident that people generally fall into one of three major categories based on how they find meaning at work. The categories are as follows:
●     Career Oriented – which means motivated by professional growth like getting promoted or learning new skills that support career advancement. 
●     Calling Oriented – which means motivated by the fulfillment from doing the work and making a positive impact on the world with their work.
●     Job Oriented – which means motivated by gaining greater control over work/life balance and gaining material benefits to support their life outside of work.
 
When managing a Job Oriented employee, it is important to understand that they are more motivated by work/life balance and using their professional development to gain greater control and freedom over their life. Oftentimes, in a work setting, it is comforting to know that one’s company considers their workload and balance before pushing additional responsibilities onto them. 
When making long-lasting connections with your Job Oriented employees, make sure they know that you and the company value their life outside of work, and the benefits from their work will resemble that. 
 
When managing a Calling Oriented employee, know that they are motivated by changing the world through their work; making a difference in others’ lives. Essentially, their professional life and personal life missions are intertwined and it’s extremely beneficial for them to be understood and encouraged through their aspirations. Even when they’re at their peak of challenges and ongoing tasks, they find comfort in reinforcement. 
When making long-lasting connections with your Calling Oriented employees, make sure that you have regular conversations with them about why their work is meaningful, and work to find ways that reinforce and build more meaningful work practices. 
 
When managing a Career Oriented employee, remember that they are most motivated by learning new skills and gaining promotions within the company and their work. It helps them to know that they are working towards a clear path with promotions and opportunities. 
When making long-lasting connections with your career-oriented employees, it is critical that you clearly communicate your goals with them and listen to their goals within the company in order to reach fulfillment for both of you within the company. 
 
How can you determine your employees’ work orientation? 
            Click here to take this free, 5-minute assessment created by the Ambition in Motion team, to find out what your work orientation is, and how to better understand the different types of work orientations: Work Orientation Assessment | Ambition In Motion 
 
 
What are quick tips for retaining employees with your new Work Orientation strategies?
It's important to choose employee retention strategies that make sense for your workplace. The secret to retaining employees starts with understanding each employee’s work orientation. When implementing your strategies, use these tips:
  1. Ask for employee feedback
Send out anonymous surveys to learn what your team members’ Work Orientation is as well as what their goals are within the company and within their personal lives. Ask them what changes they would like to see in the workplace. Have them also list any incentives that would help them feel more satisfied and valued and stay longer. By directly sourcing team members, you can customize employee retention strategies more effectively.
            Looking for a more efficient way to evaluate performance reviews within your company? Ambition in Motion offers their software, AIM Insights, ensuring visibility over all ongoing activities: task performance, manager performance, organizational citizenship, team performance, goals for direct reports. Click here to learn more about how you can simplify your performance review process! 

2. Create a work culture that’s inclusive to everyone’s Work Orientation
Promote wellness and kindness to create a stronger work culture. When people feel you value their well-being, they may feel more comfortable coming to you when they feel overwhelmed at work. Give your team opportunities to relax and recharge after a challenging task. Let them know it's acceptable to take mental health days or to take a break when they need it.

3. Be a mentor to all
Offer your team support, advice, and guidance for their careers. Give them opportunities to take on more responsibilities when they are ready. Ask them what they would like to improve and then create ways for them to reach their goals. Share your own career journey with your team, including your successes, setbacks, and greatest career advice.
 
Tue 17 May 2022
Ever since the onset of COVID-19 and all of its variants, in order to abide by health department constraints and in the interest of public safety, more and more companies required their employees to work remotely. However, despite the distance between employees, efficiency rates skyrocketed, and more and more employees are now advocating for the ability to continue working remotely in the future. According to the Pew Research Center, 54% of employed adults want to continue to work from hope after the coronavirus outbreak ends, while only 20% of them worked from home pre-pandemic. Many workers claimed that the removal of a commute allowed them to have more flexibility with task completion. On the contrary, other workers noted that despite the many benefits of remote work, they had trouble with a few different aspects of their job. Several Americans noted some of the following problems:

·         Lack of necessary equipment or technology
·         Meeting Deadlines on time
·         Missing Adequate Workspace
·         Lack of Motivation

Some of these reasons can boil down to the type of orientation the employee has. This does not refer to any political or personal orientation, but rather how an employee derives meaning from work. Research has shown that the three following major categories generally encompass most workers. An individual can either be career-oriented, job-oriented, or calling-oriented. This article will not go into excessive detail about these orientations but will give a slight introduction to them. 

Career Oriented individuals are driven by professional growth, such as promotions, raises, or learning skills that may help them advance in the future. 

Calling Oriented individuals are motivated by the fulfillment of doing the work and making a difference or impact with their work. 

Job Oriented individuals are driven by using material benefits to support their life outside of work.  

Understanding how each of these orientations prioritizes their work/life balance can be instrumental in making the decision to allow remote work or not, as well as measuring performance success. 

How can working remotely benefit a Career Oriented individual?

                                Career Oriented workers are always striving for advancement. A remote working opportunity allows them to devote more time to work by eliminating any possible commute. It also allows them to learn different skill sets such as how to properly communicate and collaborate online. However, there is a drastic difference between the workplace environment and a remote environment. Due to the lack of proximity to others, career-oriented workers may not be able to network with their peers and superiors and may feel frustrated as a result. In addition to that, it can be hard for them to see the fruits of their labor, and consequently, to see how their superiors perceive their work. This can be countered by properly communicating with them about their goals and your goals as a manager for them. Keeping Career Oriented workers appreciated and feeling like they fit in with the team will allow them to weather any storm that may come their way, and stay in the position that they are in.

How can working remotely benefit a Job Oriented individual?

                                Job Oriented individuals know how to prioritize work/life balance, and often have goals outside of work. Arguably, they benefit the most from working remotely, due to the elimination of their commute, as well as the flexibility of working when they want to. They will also benefit mentally due to the ease of setting up professional boundaries and being able to work on personal projects. However, they may become easily distracted due to the temptations of side projects at home, as well as their other interests, such as playing video games. As a manager, it is important to be clear on what you would like them to do, and not suddenly add more onto their plate, which can disrupt their expectations and leave them frustrated. It is best to give them autonomy since they will achieve whatever goals you have of them as long as they have been communicated ahead of time.

How can working remotely benefit a Calling Oriented individual?

                                      Calling Oriented workers have a personal and work life that is extremely intertwined. They want to see how their work benefits the world, and similar to Career Oriented Workers, can easily burn out if they do not see the results of what they are doing, especially if it doesn’t appear to benefit the world. It is important to properly delegate tasks to them such as ones that directly impact the team or clients. This way, it is much easier for them to see that their work is benefitting them. While online or remote, this becomes a little more difficult, and you as a manager will need to be in communication.

                                      Without a doubt, all three of these orientations and individuals who fall in them require proper communication and management to make the most out of them, especially while remote. However, after acknowledging how remote work can affect them, as a manager, you need to figure out if remote work is worth it. The key is being able to compare success rates both before and during remote work. This comparison can be made extremely simple with performance measurement software such as AIM insights. With proper insight, you can easily determine the utility of remote work. 
Mon 30 May 2022
             If you recently received a new position at your company and were handed a portfolio of various reports and charts regarding overall past performance analysis, and told to analyze them and start your position, what would you do? 
            Of course, you can analyze the charts, and look at the trends of performance over time within the company. But what does that tell you about your position, or how you should perform to receive the best results from your new direct reports? 
            There’s simply no training for a new position in analyzing charts. 
            What do the charts mean? Sometimes trends are low, and sometimes they are high. But that doesn’t tell you what the employees were thinking or experiencing when they filed these performance reviews. 
            Charts and reports are not training. 
            In my last article, How to get your new managers to be more effective faster, I discussed the flaws within the current way that we equip new managers. 
 
The current way that we equip new managers to lead with data is flawed
Joining the leadership team is a great accomplishment, but it could also lead to the demise of a person’s career if not managed properly. 
It’s important to be able to recognize the right employee to transition into a first-time manager, but it’s crucial to help them become the skilled leader that the organization needs. But more than likely, these new managers won’t have all of the skills they need right away.
Even if someone is excellent at their job, being a new manager comes with an entirely new skill set. They are not just responsible for themselves anymore; they have an entire team to manage.
The biggest flaw when equipping new managers is the outdated protocol for transitioning positions within the company. 
When anyone is given a new position, they must go through the transition process of paperwork and assessments to assure that they are fully aware of what the job entails and what their new duties are within the company. 
Are charts and reports the proper training protocol? Or does this only confuse and lengthen the process of transitioning into a great new manager? 
 
            In order for performance reviews to be effective and accurately represent a product that is meaningful to the viewer, there needs to be more training for employees and new managers regarding the importance of performance reviews. 
            If new managers are properly trained on the importance of performance reviews, they will be able to conduct more effective evaluations and produce responses that they can work with, and build off of. 
            If employees are properly trained on the importance of performance reviews, they will continue to stay engaged and give honest feedback, knowing that it will be used for the betterment of their time at the company. 
            With proper training for both new managers and employees, new managers will be able to look at the performance reviews and analyze what needs to be changed and continue to benefit their direct reports and the company, overall. 
            
Challenges include… 
  • Managers aren't trained in why the tool is being used, diminishing response rates from employees
  • When data is collected and shared with the managers, managers aren't trained in what the data means or what to do with the data, so response rates from employees diminish. 
  • Managers are busy so asking them to sift through a "knowledge base" of helpful tips based on the data that comes in does not actually lead to them doing anything with the direct reports with the data, even if the knowledge-based was curated for them using artificial intelligence. 
  • When managers don't do anything with the data that has been requested of them from the direct reports, the direct reports become frustrated and disengaged
  • When employees don't complete the regular surveys, the performance management tools are rendered useless because there is no data to review
 
All in all, the key to new managers effectively leading their teams starts with proper training. The duties of a manager include much more than just understanding how to direct their employees in a certain direction of goals that the company aims to accomplish. 
In order for a manager to fully have an impact on their new employees and the overall change of the company, they need training in more than just the protocol transition charts.
Understanding how to effectively make an impact as a manager, make close connections with their new direct reports and emulate a positive workplace are all things that must be implemented into the new manager transition period. 
After the proper training to understand what the position entails and how the new manager can get creative with their new implementation to the job and the company, it’s important for the new manager to understand the performance review process. 
The performance review process should accurately portray evidence from employees of likes/dislikes/struggles/strengths within the company so that the manager can identify strengths, weaknesses, and goals for their team. 
So how can a company get the most out of its performance management? 
 
Performance reviews must deliver meaningful results 
            After you’ve properly trained your new managers, it’s your company’s job to provide your new managers with meaningful performance reviews to analyze. Meaningful reviews include honest feedback from employees; a product that your new manager can use to effectively lead their new team. 
            Traditional performance reviews lack meaning. Charts measure trends, but trends don’t tell a new manager how to make a difference, and how to best lead their new team. 
            Minimize the learning curve of new managers becoming effective leaders and use AIM Insights to conduct performance reviews. 
 
AIM Insights Performance Review SOLUTIONS include… 
  • All managers are trained and onboarded in a live training coordinated with the host company
  • All managers receive custom walk-throughs with an executive coach of their team's data every month with the executive coach providing guidance for each direct report a manager is in charge of
  • Managers receive unlimited email coaching to help guide them as they encounter challenges and roadblocks with their direct reports
  • When managers have effective 1:1's with their direct reports based on the data their direct reports are submitting, response rates increase and stay high, creating immense value and tracking for the company
 


 
 
  • Increased employee retention and satisfaction
  • Enhanced productivity and goal achievement
  • Improved work-life balance 
  • Streamlined communication
  • Seamless accountability
  • Greater transparency between you and your direct reports 
  • Zero prep time performance reviews
  • Alignment between employee goals and organizational goals
  • Monthly personalized tips on your team from an executive coach
Mon 30 May 2022
Previously, we’ve talked about Performance Reviews in great detail.  One of the key aspects of a good Performance Review Process is to have periodic one on ones with your direct reports. As a new manager, this is especially important since it will help you make an impression on not only your direct reports but also on your peers and upper management. An effective one-on-one is the best way for a manager to not only share feedback but also engage with their employees.

What is a 1:1?

A 1:1, or One on One, is a meeting between two individuals, most frequently between a manager and an employee. This can be about a range of topics but is generally about work-related topics such as goals or tasks. However, it is also a personal space where you as a manager can help develop your employee’s professional skills and help them with issues that may be plaguing them in their personal or professional lives. It is beyond what a work meeting will go into, by delving into personal matters and allowing for venting if necessary.  

When should a new manager host a 1:1?

Knowing when to host one-on-ones as a new manager could definitely seem intimidating. One of the most important tasks of being a new manager is getting to know your team members in respect to your new relationship. In addition to that, you should be having at least two or three of these meetings with your team members each month. Some companies like to have 1:1s every week! These meetings need to be regularly scheduled and held to allow for increased communication between yourself and your direct reports. Each of these meetings should be scheduled for between 30 minutes to an hour. Finding that perfect amount of time can be tricky. If it’s too long, neither if you will be efficient and will get bored quickly. Too short, and you may rush through a meeting and not sufficiently discuss all of your planned topics on the itinerary. I recommend starting with a 45-minute meeting and adjusting from there depending on how the two attendees felt the meeting went.

What should a New Manager say in a 1:1?

Generally, a good 1:1 will have a few different topics discussed. Some of these goals can include goal setting, previous tasks, current tasks, future tasks, as well as personal issues. Keep in mind that communication of any type is important. However, the first 1:1 should definitely be for you to set goals, introduce yourselves, and get to know each other. The tone of this meeting can set the tone of your entire working relationship for the future. This especially applies to new employees, since this is how you create a first impression and introduce them to company culture.

This first 1:1 should allow you to really create a personal connection with your employees. One of my mentors used to say that “They don’t care what you know until they know you care.”  This applies to your management relationships as well. According to Forbes, Employees who feel their voice is heard are 4.6 times more likely to feel empowered to perform their best work.  Some of the questions that you could ask are, “What can I help you with?”, “What makes you feel valued at work?”, “How do you work best?”, or “What do you want to know about me?” Personal Connections can really help you understand what makes your employee unique, such as their talents, interests, or skills. However, it is important to still maintain professional boundaries. Keep your wits about you to not only protect yourself and your company but also to avoid making your direct reports uncomfortable. Remember, the goal is to make your employee feel welcome and brought into the company culture, not to scare them away. According to Forbes, disengaged employees can cost U.S companies up to 550 Billion dollars per year. Try to engage them, but don’t scare them off. This doesn’t mean don’t be vulnerable with your team. It just means that you shouldn’t gossip or share personal information that isn’t pertinent to your role as a leader or the role itself. 

With these tips on the ideal starting 1:1, you should be able to begin these meetings with your staff, even as a new manager. Start slow and be friendly. You were made a manager for a reason; you have the skills. You just need to apply them to these meetings and without a doubt, you will be able to start a very fruitful working relationship.

Tue 7 June 2022
Todd is an executive for a high-growth tech startup that has 400 employees. His biggest challenge in optimizing his team’s performance is the ever-changing nature of the business.
Todd’s CEO and board regularly come to him with changes to the company’s operations. Sure, he is involved in many of these decisions, but often by the time the conversation gets to him, the CEO and board have already made up their mind and changes are already in the works and he has to catch up. 
The challenge is that his team has been spending the past 3 months working on a completely different plan and now, much of that work has to be scrapped for this new plan.
As a mastermind group, the Ambition in Motion team asked Todd questions to clarify his situation and then we provided some suggestions.
One of the big suggestions was getting ahead of the trends so that he and his team could be a part of the change management process as opposed to having the change happen to them. 
This requires better data collection and access to user feedback information as well as the freedom to begin experimenting with new ideas as the new information comes in.
The other big factor in all of this is properly setting expectations both for his team and for his board and CEO as the ideas he and his team come up with may not work, but at least it gives them a lens into what they are trying and gives them an opportunity to experiment.
Ultimately, the ability to set expectations both for your team and for your leadership is critical to having work where the expectations meet reality and people are excited to come to work. When people feel unclear about their role or the changes happening at work and they feel powerless over them, stress ensues and people leave or worse, become actively disengaged.
Oftentimes, this confusion of beginning a new role with a lack of understanding, training, or data, occurs most frequently amongst new managers beginning the role as a leader of a new team. 

Why is data important in an ever-changing workplace?
 Data in a workplace is absolutely essential. Data includes performance reviews, employee values, wants, and needs, as well as information about what previous employees implemented and how it impacted their teams. 
 The amount of data connected to an organization today is on an unprecedented scale and impossible to process manually; this is why it is important to invest in an effective data management system.
This is why data is seen as one of the most important assets of an organization; it is the foundation of information and the basis on which people make decisions. Hence it would follow that if the data is accurate, complete, organized, and consistent, it will contribute to the growth of the organization. 
Most importantly, the right data alongside proper training is what will lead a new manager thoroughly into the position of effectively leading a new team. 
These are some of the additional and undeniable benefits of effective data and how it can effectively improve a rapidly changing workplace.

1. Increases productivity
If data can be accessed easily, especially in large organizations, your company will be more organized and productive. It reduces the time that people spend looking for information and instead ensures that they can do their job efficiently. 
Employees will also be able to understand and communicate information to others. Furthermore, it makes it easy to access past correspondence and prevent miscommunication due to messages lost in transit.
For new managers, being able to access and identify information about past performance can boost effective leadership faster than having no data at all.

2. Smooth operations
A seamless operating system is every business’ dream and data management can make that a reality. It is one of the determining factors in ensuring the success of an organization; if one takes too long to respond to their customers or to the changing trends around them, they run the risk of falling behind. Heightening the data within performance reviews will allow for quick transitions of productivity for teams. 
A good data management system will ensure that you respond to the world accordingly and stay ahead of the competition.

3. Cost-effective
If you have a good system in place, you will spend less money trying to fix problems that shouldn’t have occurred in the first place. 
 Most importantly, improperly training new managers will lead to a decrease in productivity and ineffective leadership, which will ultimately lose time and money for the company. 

4. Better decision making
When everything's in its place, and everyone knows where to look for it, the quality of your decisions improves drastically. By nature, people have different ways of processing information, but a centralized system ensures a framework to plan, organize and delegate.
Additionally, a good system will ensure good feedback, which in turn will lead to necessary updates to the process that will only benefit your company in the long run.

Get ahead of the struggles that come with change; engage in the best management practices 
Performance review data must deliver meaningful results.
After you’ve properly trained your new managers, it’s your company’s job to provide your new managers with meaningful performance reviews to analyze. Meaningful reviews include honest feedback from employees; a product that your new manager can use to effectively lead their new team. 
 Traditional performance reviews lack meaning. Charts measure trends, but trends don’t tell a new manager how to make a difference, and how to best lead their new team and minimize the learning curve of new managers becoming effective leaders.
 So why do managers need more than just data to effectively lead their team? 
 There’s simply no training for a new position in analyzing charts. 
 What do the charts mean? Sometimes trends are low, and sometimes they are high. But that doesn’t tell you what the employees were thinking or experiencing when they filed these performance reviews. 
 Charts and reports are not training. 
 However, putting effort into detailed and trustworthy performance management with coaching will enhance training for new employees in new positions as well as guide your company in tackling the changes that occur within a workplace, and quickly making effective leadership decisions. 


Tue 7 June 2022
As a manager, it is particularly important to understand the value of DEI, also known as Diversity, Equity, & Inclusion.  This is especially highlighted in June, which is known as LGBTQIA+ Pride month. 

During this time, it is extremely common and almost expected that companies do something to acknowledge gay diversity, often combined with public statements, image management, as well as events. However, during the other 11 months out of the year, it is often that these very same companies fail to be as inclusive as they claim to be. Some even refer to this as “Performative Activism.” While LGBTQIA+ pride often falls victim to this act, performative activism can also include racial diversity, as well as gender diversity. 

The key question to ask is, how can managers foster diversity, while at the same time avoiding committing performative activism?

Understanding Your Biases as a Manager

                Bias doesn’t always manifest itself in terms of outright action. According to the Open Society Foundation, “Implicit bias occurs when someone consciously rejects stereotypes and supports anti-discrimination efforts but also holds negative associations in his/her mind unconsciously.” In other words, this bias is not described by outright action, but rather by microaggressions. More than 85% of all Americans consider themselves to be unprejudiced, but in actuality, the majority of United States Citizens hold some degree of implicit bias (Open Society Foundation). 

                Implicit bias is hard to spot easily, but it is often shown through microaggressions or actions that are driven by subtle or unintentional discrimination. 

Some examples of this are how judges have been found to grant longer sentences for darker-skinned defendants than fairer-skinned defendants. 

Lesser managers have been shown to not invite certain demographics in for job interviews or to not give the best performance reviews. 

Implicit Bias can often even be seen in the medical field. A growing issue within recent culture is that women have had to advocate for themselves when in severe pain. Doctors have been more likely to brush off female pain and chalk it up to menstrual pains. 

                With all of this in mind, avoiding implicit bias is trickier than you think. A great way to start is to take the Project Implicit Quiz. This is a test designed by Harvard, Yale, Washington, and Virginia researchers. This survey can help show implicit attitudes that you may not have been aware of at first either. 

An example of this would be how you may believe that men and women should both be prominent in the scientific world, but at the same time, commonly associate men with science over women. 

After taking this assessment, it is a great idea to review your actions and figure out the source of them. Did your second-in-command receive his promotion because of his merit, or because he looked like you? When making a decision on who to terminate out of two direct reports, what was the deciding factor? 

Allyship as a manager

                Understanding how to make the office the safest place for all of your workers can make a difference in their lives, as well as help them feel safe and understood. Once again, in the effort to avoid performative activism, it is important to truly believe in what you are doing and make an effort to stand by what you preach. While this could start by posting signage expressing support for certain groups, there are other ways to show support.  

Speaking of bias once again, try to figure out what biases may be in your company. The most common areas that biases tend to be within a company are hiring, promotions, giving raises, and delegating tasks. Self-analyzing this bias can help you see where you can improve as a company.  

                Additional structure improvements can also add a lot to your company’s success. A standardized interview process, with the same questions, asked to applicants regardless of gender, status, race, or any other colors, can help find you the best candidates for the job. Blind application processes can also be successful. If you’ve ever seen the Voice, a hit TV music reality show, you’ll notice that the judges start a performance with their back to the auditionees. This allows them to disregard gender, race, and anything else about the applicants. 

In the same way, if you can remove information about the applicant that is extraneous to their qualifications, you can minimize unconscious bias in the hiring process.

Business management software such as AIM Insights can be very handy in your decision-making as a manager. By removing any sentiment from this process, and solely relying on data, you can make the best decisions on who to promote. If you notice your management is staffed by a certain type of person, unconscious biases may be in play. Using the data, and that alone can help you determine who is the best person for a job. 

                Holding your employees accountable is one other way that you can show your allyship. Actions speak much louder than words. If you notice that the best performance reviews are all going towards a certain demographic, it may be time to review the process, as well as to have a one-on-one with each of the reviewers. Being attentive to what is being said in the workplace is important too! While it is important to let Human Resources do what they do best, you as a manager can set the tone for how your employees interact with each other. Lead by example! Avoid using targeted language, and do your best to make others welcome. 

In an elevated position, you are at the forefront of what your employees deem appropriate and inappropriate.  

                Eliminating bias and opening your company up to diversity can be challenging at first. But keeping an open mind, being self-reflective, and leading can set you up for success. The harder you look at yourself, the better the results will eventually be. The best things are never easily acquired, so be prepared for difficulty. Best of luck!

Fri 10 June 2022
LinkedIn News recently published an article about Walmart’s $200k store manager problem. The article shines a light on the fact that simply paying higher salaries doesn’t necessarily create great leaders. 

Leaders at Walmart realized that they needed a multi-pronged approach to developing reliable, effective managers, so they started investing in manager training and coaching to help develop their managers.

Walmart is learning the same lesson as many businesses: great leadership requires investment and effort. I’m going to cover how we got into this position and what we, leaders in organizations, need to do to minimize the learning curve of a new manager becoming an effective leader.

How did we get here?

The rapid increase in job transitions over the past few years (sometimes called The Great Resignation) has caused people to rethink their priorities for work. 

Some people qualified for leadership roles have learned that they just don’t like the responsibilities of being a leader.

Some new managers from outside the company fail to understand or adapt to the culture, and therefore struggle to get buy-in from the new teams they are inheriting.

Some new managers have never managed before. Their promotion to a management role is an opportunity for growth, but instead, they aren’t provided the guidance on how to effectively lead. 

These are just three examples of how manager development can go wrong. Without a strong system for training managers, replacement and resignation can rapidly spiral out of control and have long-term consequences on company culture and productivity. 

I recently wrote about how to maintain you’re a-game as a leader, where I described how many universities have downgraded degrees in management into co-majors or tag-along credits instead of being its own degree path. This happens because most recent graduates aren’t being hired to manage people so for universities to boost their placement rates and starting salary rates, it is more advantageous to train students in degrees that companies need from recent graduates right now. This shortsighted approach to management training is one of many contributing factors to the very issues facing companies today. 

The dearth of up-and-coming managers has led to greater turnover for both managers (e.g., they struggle with the transition) and the direct reports in their charge (they aren’t going to put up with a bad boss). This self-sustaining cycle of turnover can wash away company culture in months and take years to rebuild. 

What can we do about it?

1.       Equip managers with the tools and data to better understand their direct reports

There is no such thing as an effective one-size-fits-all management philosophy. That mode of thinking contributes to turnover.

Why?

Because people are driven by different motivations at different stages in their life.

One metric that we measure at Ambition In Motion (AIM) is Work Orientation. Our custom assessment measures what drives you at work and helps you understand how your work should fit into your life.

Some people are motivated by professional growth (Career Oriented), some people are motivated by work/life balance (Job Oriented), and some people are motivated by the value of their work for changing the world (Calling Oriented). Everyone has a mix of these motivations, but one type usually stands above the rest for an individual.

If you understand the Work Orientation of each of your direct reports *at that moment in time*, you can craft your leadership style for that person based on what drives them.

And that “at that moment in time” is important because Work Orientation is fluid. Unlike personality, which is generally consistent throughout life, Work Orientation is constantly in flux. Life events (starting a family?), professional events (getting a promotion?), epiphanies (deciding to start your own business?), influence from friends and colleagues (friend’s company has gone completely remote while yours hasn’t?), and more will mold your Work Orientation over time. Our job as managers is to be on top of these changes and adjust our leadership style and actions to manage your direct reports at that moment in time.

A good start for preparing to manage direct reports is reading about it. I’ve written about How to Manage Career Oriented Direct Reports, How to Manage Calling Oriented Direct Reports, and How to Manage Job Oriented Direct Reports in the hyperlinked articles.

The other big tool to equip managers with is a system for observing whether their perception of the workplace, productivity, and culture is shared by their direct reports. When leading a team, it’s difficult to get out of your head. This tool gives them the ability to observe and understand whether the team members agree (or disagree) with the manager’s assessment of individual productivity, team cohesion, and other metrics.    

This information is critical because perception gaps cause people to become disgruntled. People tend to judge themselves on their intentions and others on their perceptions. I was five minutes late because traffic was absurd today and nobody could predict it; you were late because you don’t care about being on time. Finding and understanding your perception gaps help you find real solutions.  

Managers need to understand where their people are coming from and empathize with their direct reports (and provide clarity) when there are gaps.

My team and I developed AIM Insights to identify the most important metrics for managers to understand their direct reports and cut through the noise. AIM Insights collects and measures everyone’s perception of their: task performance, team cohesion, team productivity, organizational citizenship, and manager performance.

If a direct report feels like they aren’t performing well, but a manager thinks they are performing great, this indicates that the direct report lacks clarity as to what success looks like in his role. Once the manager has this information, they can clarify expectations for that team member and help support long-term productivity and engagement.

And vice versa, if a direct report feels like they are performing great, but the manager disagrees, that indicates that the direct report lacks clarity as to what success looks like and that the manager must clarify expectations and help the team member improve their work.

2.                   Train managers how to act on that data and make their direct reports feel heard

The number 1 issue with any performance management tool in any HRIS platform is equipping managers with the training to interpret and act on the data to make tangible improvements. 

If a company surveys its employees but then doesn’t equip managers to do anything with that data, that company is wasting its employees’ time, creating frustration, and depleting engagement. 

Why? 

Because that data isn’t just for the executive team to review quarterly or annually. That data needs to be acted on!

If managers don’t identify productive actions from the data, there is no incentive for the direct reports to give an honest response, if they bother to respond at all. 

Therefore, it is critical that companies, if they ask for survey data from their employees, train their managers on how to interpret the data and have effective 1:1’s with their direct reports based on that data.

3.                   Actively coach managers throughout their tenure and support the need to adapt to the ever-changing nature of leadership

Leadership is an ever-evolving field. Economies are changing. Consumer demands are changing. Employee demands are changing.

Reviewing the employee salaries and benefits packages of companies even as recently as 5 years ago has drastically changed between now and then. What might have been thought of as outlandish and unnecessary is turning out to be required of job postings (my local Uhaul has a billboard that says “start today. Get paid today.” which was unheard of 5 years ago). 

Managers should be coached throughout their time as a leader with an organization, not just when they attend random offsite training. Leaders can’t just wait for the company to hire a speaker or host an event when they need to handle difficult circumstances. Life doesn’t consider the optimal timeline for you to get the training just in time. Sometimes stuff happens you need to be ready to handle it. 

Building rapport and offering consistent guidance helps managers handle the seemingly insignificant issues and builds the foundation for ensuring they won’t turn into massive issues.

Getting new managers to become effective leaders takes time. It isn’t easy and it isn’t obvious. Hopefully, these tips help your company excel and thrive in the future.
Mon 13 June 2022
A good office is diverse in many ways, and a good manager has picked his staff with a sense of diversity in mind (or if the team was inherited, ideally diversity was considered when picking the team members). Race, Sex, Creed, Religion, and Work Orientation are all important aspects to keep in mind. However, one aspect of employees that is often understated is age.

According to the Bureau of Labor Statistics department, 34.9% of the working population is below the age of 30. With this age comes equally diverse amounts of experience. An effective workplace will have employees of vastly differing ages, from high-school-age interns, all the way to individuals contemplating retirement.   

Therefore, the key question that you may ask is, “how can I as a manager foster growth for entry-level employees and help them contribute regardless of their lack of experience?” The answers to this question are far simpler than you think.

Why are Younger employees so useful?

Younger and entry-level employees bring a lot to any company they work for. Firstly, entry-level positions pay less than more senior positions. Please recognize that less pay typically equates to fewer responsibilities. It is perfectly acceptable to expect a certain amount of work from your younger employees, but you should expect more work from your senior employees. 

Entry-level workers are also a clean slate for the most part. A very frequent issue while hiring is encountering certain philosophies or ingrained ideas. For example, if I had to hire for a data management job between John, who has 1 year of experience, but uses cloud-based storage, and Dave, who has over 20 years of experience and uses physical hard drives, I’d probably pick John. Industries are always adapting and evolving, and stagnancy can be harmful.

Finally, what entry-level workers lack in experience, they can make it up in enthusiasm and engagement. They are often willing to put in extra time to ensure the quality of their work and will be in constant communication with you and their coworkers to be the best they can be.

What should a manager teach newer direct reports?

Skills that a manager can best impart to a new direct report are primarily soft skills. Direct reports are often very knowledgeable about the topic or tasks that they have been assigned but may lack office etiquette or may also have trouble understanding workplace dynamics.

                 When you were an entry-level worker, what did you struggle with? According to Glassdoor, many entry-level positions are client-facing, and often also require intra-office communication. What tools of the trade do you use to pacify angry clients? How do you coordinate a meeting with your entire team? How did you learn to delegate all of the tasks your bosses gave you?

                Teach them about how to properly communicate with your coworkers. Should they email someone directly, or would it be better for them to call a secretary? How do they need to request time off? Does it have to go through Human Resources? Through a direct manager? Does their team need to know? All of these answers just went through your head in the blink of an eye. Entry-level workers don’t have those answers yet. 

                In addition to this, there are often tricks that you use in your daily work that not everyone has the knowledge to be able to utilize. Imagine the following scenario. Microsoft Excel has a feature where users can fill a cell and its contents down a column or in a row. This is especially useful in relation to formulas and expressions utilizing other cells since it can allow you to finish an entire table in minutes. 

                However, if a user were to manually enter data into every cell, it could take drastically longer. Simply teaching a worker this small trick could make their work more efficient and could allow them to work on other tasks. 

                Remember that your experience is a privilege that not everyone has been afforded yet. Use it to help the person who may one day help others down the line as well. 

Why should you help foster these younger workers?

1.       It’s the right thing to do. When you entered the workplace, I’m sure you had troubles at some point and had some form of mentorship. Without that initial leg up, how else do you think you succeeded in the workplace?
2.       Younger workers may often have a few ideas that in spite of their experience can be extremely valuable. Have you ever heard the saying “The way to solve an impossible task is to give it to someone that doesn’t know its impossible?” 

                The same concept can apply to these entry-level workers.  Due to the fact that they haven’t been with your company for a long time, they may approach problems in a different way than your coworkers that you may have been with longer. As a result, you then have a different perspective that can be very helpful.

3.       You need to realize that you and your coworkers will not be around forever. New opportunities arise, retirement beckons, and situations occur. Entry-level employees can be developed into senior positions, and the improvement in their skills can only help the company. 

                All in all, younger workers can be a tremendous boon to your company, but only if you can properly nurture them. Set them up almost like a sapling. Continue to help them, and eventually, they will grow into an asset that will change the way your company thrives. 

Even if they don’t stick around, be a reference for them. Let them use the experience that you have given them to help more and more people, and keep the training chain going. It will only help.

Mon 13 June 2022
Brian is the Vice President of engineering for a high-growth startup with 800 employees. His company pays way above the market average but they hold an “earn your seat” mentality when it comes to the work. 
The challenge that he is facing is that his team will follow instructions and do everything they are asked to do, but won’t move the ball forward. They are always waiting for him to tell them what to do, rather than aspiring to set goals to impact the company on their own.
He would like for his team to better understand the company’s vision, both because it develops them and because most of his direct reports are interested in the compensation that comes with transitioning from a senior engineer to a staff engineer (the highest level software engineer at this company with almost a $200,000 increase per year).
Some of his direct reports want parity promotions, meaning that because they have been at the company for longer than others (which for everyone is less than a year), they deserve to get promoted.
The promotion process at his company is also really convoluted. Essentially, to get promoted, a manager has to sponsor the direct report with a 10-page overview as to why the direct report deserves the promotion.
It has gotten to the point where Brian will actually recommend his direct reports leave the company for the role they want (at a different company) for 6 months and then come back and interview for the role they wanted in the first place because it’s very difficult and time-consuming to move up in the workplace. This contributes to the job-oriented mentality that incentivizes employees to only do the bare minimum to get their paycheck.
As Brian is sharing his company’s processes with the Ambition In Motion mastermind group, he is realizing that the company may not be setting its employees up for success.
The well-above-market pay paired with the “earn your seat” mantra incentivizes people to sabotage each other, do the minimum work that doesn’t get them fired, and leave the company if they want to get to the next level.
The group suggested that Brian chat with his leadership team to discuss his thoughts because if things don’t change, they could have a bunch of people that are only there for the money and aren’t focused on the vision of the organization.
 
How does company culture impact employee motivation?
Employee motivation is the fuel that propels the organization forward. When motivation levels are high, there is growth; when it’s down, the momentum stalls. 
So, what motivates your employees? 
There are various reasons and needs that motivate employees. And your company culture has to address these reasons and needs to foster employee motivation and engagement.
Before we get into this any further, let’s start with the basics. Why do people work?
 
●     Purpose – They want to contribute to the company’s success.
●     Potential – They want to benefit in the long run in terms of promotions, salary hikes, or greater responsibilities.
●     Play – They enjoy their daily work as it ignites passion and curiosity in them.
●     Economic Pressure – The financial factors motivate them, such as a desire to earn more or fear of losing their source of income.
●     Inertia – They work because they have to; they have no goals or reasons to work.
 
If you notice, the first 3 reasons are positive, and the rest are negative. Employees with positive reasons to work tend to be productive and engaged at work. 
Companies with growth-oriented cultures encourage these positive reasons and build a culture around it.
 
How you can incentivize your employees to care about more than just salary 
Although Brian is part of a fast-growing startup, 8x growth in employee headcount within their first year, his desire for employees to care more is actually a quite common question that we hear from leaders of all company sizes; how do you make people care? 
It’s a more common problem than we’d all like to believe. It happens in every industry and workplace. This problem affects all of us. 
Unfortunately, you can’t make people care. But, you can provide all of the right elements that inspire them to choose to care about your business, your team, and their job. Here are four strategies for successful leaders that can skyrocket the results of your employees.
 
1. Share your care with your employees. 
As simple as it sounds, many leaders, even when they do care about their people, aren’t always very good at sharing that appreciation. Your employees won’t care about your company or your goals unless you care about them and their goals first. 
Learn, practice, and get good at recognizing your employees because appreciation is the number one thing that managers can do to inspire their teams to produce great work.
 
2. Cheer for effort, because it deserves it. 
As we travel and speak to organizations, we often find that many managers are confused by the difference between appreciation and incentives. Incentives can be seen as a transaction; if you accomplish “a-b-c”, then you receive “x-y-z.” 
Oftentimes incentives are presented before a project or assignment. 
Appreciation, on the other hand, isn’t solely focused on the outcome. Instead, it’s an acknowledgment of a person’s intention, hard work, and their results. When efforts and results are recognized, employees report:
a) increased confidence in their skills,
b) an understanding that they are on track and in good standing with their manager, and 
c) it creates an improved relationship with their leader.
 
3. Be crystal clear about what you value. 
Telling your employees that you expect the best from them doesn’t actually mean much to them because they don’t understand what that means to you. Employees want to know exactly what they value and appreciate.
 
4. Show them how they can make a difference 
Most people don’t apply for jobs and assume they’ll be mediocre at best. They apply for jobs at companies where they believe their skills and experiences will make an impact; where their thinking and effort will make a profound difference. 
Still, we’ve spoken with many struggling managers who can’t understand why a certain employee isn’t satisfied by simply becoming the mirrored version of a job description.
When employees are not shown that they have the capability to utilize their skills to make a difference, they may get in the habit of doing the same thing every day, without the incentive to do more. 
Encourage your employees right off the bat and throughout their time at your company to do the most that they can do, to benefit themselves and the company. AIM Insights can help you with suggested encouragement and questions you can ask your team to help convey this message. 
 
While it may seem frustrating that you can’t force your employees to care about your company, your goals, your customers, your teams, or even their own jobs, you have the ability to give them reasons to care
And, in our experience, when your employees care about more than just their salary, they’ll achieve at a level that surpasses anything you could have ever imagined.
Wed 29 June 2022
Employee Turnover is one of the most irritating and damaging problems that a business may face. There are a few reasons that this can occur, but luckily, most of these reasons can be easily rectified or ameliorated. 

What exactly is Employee Turnover?

                Employee turnover is the phenomenon in which an individual leaves their position for another position, or to be free of the workforce. There are traditionally two types of this. The first type of turnover is voluntary turnover, which is when someone chooses to leave their position. Examples of this can be retirement, seeking a higher position, or taking time off to take care of a family.

                The second form of turnover is involuntary turnover, which is when someone is forcefully relieved of their duties. This is often initiated by an employer or human resources. This can include being let go, fired, demoted, or a few other actions. 

                According to the Bureau of Labor Statistics, most industries have a turnover rate of 19%.  A turnover rate is calculated by taking the number of employees that leave within a specific period of time by the average number of employees working in that time frame. The lower this rate is, the better it is for the employer. 

Why is turnover so bad?

                The hiring process is not an easy one for a manager, nor is it inexpensive. The process of hiring the best possible candidate includes a few tasks. Not only does this job have to be posted and then advertised, but then needs to be screened for and interviewed. All of these cost large sums of money, estimated to be on average about a third of the employee’s yearly salary, which equates to around $16,500 in many cases. In addition to that, it costs time and money to train new employees and then set them up with corporate devices, insurance, and any other plans they elect to sign up to.  Turnover also has the unfortunate aspect of reducing productivity due to fewer hands on deck. 

                Turnover is often easily avoidable as well.  According to the Work Institute’s 2017 Retention report, 75% of the reasons for employee turnover can be prevented, many of which can be blamed on poor management. Employees often choose to leave because of a lack of challenges, feeling underappreciated, or bored. However, they also leave due to poor communication, lack of advancement, mistreatment, or being overworked. 

                Fixing some of these problems can help increase your retention rate, and consequently decrease your turnover rate. However, understanding that the fault can fall mainly on management is key to helping improve retention. Executive coaching programs such as Ambition in Motion’s AIM insights can help your managers learn about commonly made mistakes, along with how to avoid them. AIM Insights also offers executive mastermind groups, which function similarly to Masterclasses. 

Increasing Retention Rate

                The following problems are three of the reasons that most frequently cause employees to leave, along with some suggested solutions.

1.       Unclear Job Descriptions that do not portray a position accurately
This can be rectified at the source of the problem. Have your current direct reports have a hand in designing these job position descriptions. They understand these positions the best since they work in them every day.
2.       Poor compensation
This is often difficult to fix since your company may not always be able to simply add more money to the payroll budget. However, it is important to understand how to give fair and adequate compensation. This should be given based on experience, skill, and how much you expect out of them. Do not expect someone for who you are paying the bare minimum to go above and beyond in every task you give them
3.       A Lack of career advancement opportunities
There is a certain type of employee known as a career-oriented worker. These individuals strive to gain advancement and continue working. Without any promotions or opportunities for advancement, they tend to lose interest and will look elsewhere for jobs. Do not be afraid to give more opportunities to your employees. Have faith in them.

 Better communication will also almost always help with issues related to trouble retaining employees. According to a report made by TinyPulse on employee retention in 2018, there is a 16% retention rate decrease for employees who aren’t receiving or giving feedback. 

A good 1:1 can not only give your employees feedback and a feeling of appreciation and recognition but also show you as a manager what you need to improve in order to retain your employees. Regular and honest communication will show your employees that their help is valued and that you care about their growth as a direct report as well as a person.

A good onboarding program can work wonders as well. In a survey by CareerBuilder, 9% of employees who have left their company blame it on a poor onboarding experience, and 37% of those employees say that their managers weren’t even present during the onboarding.  More details will follow about how to create an effective onboarding process, but at the very least, make it as thorough as possible for your newer direct reports, and be present and attentive at these meetings.

Through communication and improvement, you can keep your turnover rate as low as possible, and succeed in the workplace. 

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