Articles about 'Business Mentor'

by Garrett Mintz

Fri 10 January 2020

When an employee mentions to his manager that he has received an offer from another company, how does the manager, and the company for that matter, typically respond? Often, they will respond with a counteroffer to keep that employee on the team.

Why?

Because the expense of having to pick up the pieces of where that employee left off is substantially higher than the expense of paying them more.

But…

What if we lived in a world where money wasn’t the only factor for choosing whether to stay in a job or accept a new role?

What if we discovered that there is another factor that plays a HUGE role in whether or not people stay or go?

Most business roundtables and experts will say “you must invest in your culture!” What does that even mean? Does it mean providing lunches and ping pong tables at the office? Maybe.

Company culture is the combined makeup of how each individual employee feels about their work, whom they are doing that work with, and how attached their identity is to the work they are doing at that company. Company culture is the way that each employee feels when he/she comes to work.

You can’t force employees to feel a certain way, but you can create environments and opportunities where ideally, your people are creating deeper bonds with each other. When deeper bonds are built between people, a chemical in our brain called oxytocin fires. Oxytocin is why we feel good being around other people we like.

When oxytocin is consistently firing when we are around our co-workers, our desire to not lose that feeling is high. Essentially, we, as humans, can form a chemical dependency to a group of people we enjoy being around in which money cannot easily persuade us to leave.

If people are using words like “we” and “us” vs. “you”, “they”, and “I”, that is a good start. But are there is 1 strong way to boost company culture.

Carve time for employees to have intentional one-on-one conversations with each other (can be about work or not about work).

Why can this activity be so powerful and impactful to the company?

This activity creates an environment for deep relationships. When deep relationships are formed between people, oxytocin builds between those people. When people have oxytocin with their colleagues, they desire to be around those people that make them feel good.

Does it have to be one-on-one or can it be in a group?

It is best to be done one-on-one because people are less likely to be vulnerable when more people are around. Vulnerability is the key to building trust and trust is required for oxytocin to build. To make an example, think about holiday parties (or any other corporate gathering) – are people comfortable having deep, intentional conversations or are the conversations about the weather, sports, work, or any other surface-level topic? Typically, it is the latter. When people are one-on-one, they feel more comfortable opening up to each other.

Is it possible to provide a structure that leads to deep relationships?

Yes. 2 things are critical to this. First, people that are meeting with each should have aligned Work Orientation. Work Orientation is how you view your work and is a spectrum between “job”, “career”, and “calling”. When people share Work Orientation, their likelihood of getting along in these relationships is much higher because their value systems are aligned.

Second, these conversations should be focused on discussing the past, not the future. When we discuss the future, we are more inclined to embellish our goals and less likely to share our past vulnerabilities for fear that our past mistakes will not be consistent with our future goals. When we discuss the past, we can focus on the missteps we have taken and how we have learned from them.

To build trust, you must be vulnerable first, not the other way around.

How can I measure if deep relationships are being built?

You can assess your employees’ engagement levels. If engagement rises, you will know that employees’ level of connectedness to the company culture is growing.

How often should people be meeting?

It can be once per month for an hour each meeting. This intentional time away from work and focused on another person can create bonds that last a lifetime.

Should people switch up whom they are meeting with?

Yes. Variety in these relationships helps further intertwine employees so then they are consistently building deep relationships with multiple people. As long as the relationships formally last for at least 6 months, that should be plenty of time for people to get into rapport and continue that relationship.

In conclusion, creating environments in which colleagues are building deep relationships with each other can increase oxytocin firing in their brains when they come to work and subsequently increase the alignment of their identity with the company’s culture.

If you are interested in learning more about research on mentor relationships for companies, check out ambition-in-motion.com/companies.

by Garrett Mintz

Fri 17 January 2020

Building a company culture that is engaging for people to join and work with is not a simple task. Ping pong tables, meditation rooms, free lunches, open work spaces, and open budgets for professional development are nice and have varying degrees of effectiveness, but for this post, the focus is on corporate mentor programs.

Corporate mentor programs are created to connect people on teams together for deeper relationships. When implemented properly, the results can lead to greater employee engagement, productivity, retention, and sense of pride in working for your company.

When not implemented properly, this can lead to people feeling like the mentor relationships are forced, the mentor relationships are taking time away from their typical work, and/or the mentor relationships are giving too much power the more senior participant.

There are 3 types of corporate mentor programs that have great intentions but unfortunately, more often than not, end up with results that are consistent with improperly implemented mentor programs.

Open Door Policy Mentorship

Open Door Policy Mentorship starts with companies that enact an open door policy to encourage employees to meet with each other. The goal is that when an employee would like guidance from another employee, she can feel comfortable going into the office of that other employee and ask for advice.

The reality is that most people don’t take advantage of this Open Door Policy Mentorship. Does this mean that the team isn’t interested in mentoring relationships? Possibly, but probably not (Current research indicates that employees are interested in mentoring relationships. If you are interested in finding out for yourself, you should ask your employees in a survey if they are interested).

So why don’t employees take advantage of this? Because most people don’t feel comfortable opening the door. Whether that be not knowing exactly what to talk about, fearing that what you have to ask isn’t relevant to what that person is working on right now or that you might be interrupting her day, or not feeling like the person would have a good answer for you even if you asked the question.

Ultimately, this type of mentor program becomes lip service for HR to say to prospective candidates to try and lure them to their company through the guise of a culture that cares about your development.

Mentorship from the Executive Team via an employee application process

This type of mentorship starts with the goal of spreading the culture of the company when it was small and only the Executive Team to the employees as the team has grown.

There are 3 issues with this type of mentorship.

First, the Executive Team doesn’t have the time to mentor every employee. This leads to:

Second, not everyone gets to participate. Trimming down the list of who gets selected to participate in this mentor program is typically accomplished through some form of application process. This leads to:

Third, the Executive Team member participant getting way too much control over the relationship. Mentorship should be mutual, where both participants come with insights to share and receive. When one participant has too much dominance over the relationship, they will typically come to mentor meetings unprepared expecting the other person to drive the agenda of the entire meeting. This leads to one-sided relationships where one person feels like they are only giving and not receiving anything (and can justify showing up unprepared because of their status in the company) and the other person doesn’t know what to ask because they don’t feel like they are contributing anything.

Informal Mentorship

Informal Mentorship is similar to Open Door Policy Mentorship but this is even less structured. At least in Open Door Policy Mentorship, there is a formal policy in place. Informal Mentorship is a term typically used by people in HR that have observed that some people in the office have more than the typical “How was your weekend?” or “How’s your day going?” conversations and assume that both people are having deep, connected conversations in which both people are learning and growing from the relationship.

None of the results from Informal Mentorship can be confirmed because there is no structure to establishing who is in these relationships and how these relationships have effected anyone’s engagement level in the company.

In conclusion, mentorship can be an extremely effective tool for engaging employees, growing company culture, and increasing productivity if done properly. But, if done improperly, it can lead to the opposite result.

If you are interested in learning more about research on mentor relationships for companies, check out ambition-in-motion.com/companies.

by Garrett Mintz

Tue 21 January 2020

Participating in mentor relationships is extremely valuable and can open up opportunities for both professional and personal growth.

But what happens when we don’t do the things we said we would do in our previous meeting or the person we are mentoring doesn’t accomplish what he said he would do the previous meeting?

You are faced with a crossroads. If you didn’t accomplish your goal, were you too ambitious with how you would spend your time or did you drop the ball? Can you be honest with yourself to recognize where you messed up?

If the person you are mentoring didn’t accomplish his goals, why did this happen? Do you feel comfortable with applying enough pressure to show that you care but not so much that you turn the person you are mentoring off?

This article covers some helpful tips towards building a mentor relationship that is healthy and productive.

Set expectations upfront

When setting goals in a mentoring relationship, it is extremely important that you both set expectations. If you don’t put on guardrails for tasks not getting accomplished, the relationship has a high likelihood of fizzling out because if there isn’t accountability for the goals set in the relationship, there likely isn’t much accountability for the relationship overall.

It is great to set goals that are months or years away but the problem with this is that it is difficult to assess of you or the person you are mentoring is on the right track. Ideally, once you set a longer term goal, you set goals for you to accomplish between meetings that create a path towards your end goal.

If you don’t accomplish these tasks between your mentor meetings, it is important for you to assess what is realistic and what might be too ambitious.

Challenge with questions not statements

If your mentor or the person you are mentoring doesn’t achieve his goals, it might be tempting to be frustrated. In a mentor relationship, you are investing your energy in seeing this person succeed. If they can’t accomplish the tasks they set for themselves, it can feel depleting or frustrating.

The key to properly challenging the person you are mentoring to ask poignant questions that help them come up with solutions. Saying things like “you need to do this...” or “I can’t believe you didn’t get that done…” doesn’t help you and may turn the person you are mentoring away.

Asking questions like “since you weren’t able to accomplish this, is there something you can do this week/month to help you get back on track?” or “do you feel like you can still accomplish your goal even though you missed your task this week?” or “if you aren’t able to achieve your goal, what will be the outcome of that?”

Once the person you are mentoring has answered these types of questions, the number one most important question to ask is:

How can I help you?

This shows empathy and your accountability to them achieving this goal.

Reevaluate the goal for changes

You or the person you are mentoring may determine that the goal set initially is not as important as it once was and that there is a new goal that has taken precedence.

This is completely fine and normal!

The key to properly handling this situation is sharing this information with your mentor. They will support you in this transition because they care about you accomplishing your goals, not that the original goal gets accomplished.

You aren’t letting your mentor down by changing your goal but you are letting your mentor down if you don’t share this new goal with him.

As a mentor, you can ask the question “is this still the most important goal on your plate?” or put another way “what is your biggest concern with the work you are doing right now?” Sometimes it is easier to answer questions about concerns than goals and prioritize them because people are more willing to do things to avoid pain than gain pleasure.

Overall, when it comes to mentor relationships and holding people accountable, it is key to be transparent, create protocols for not accomplishing tasks on the way to a goal, and be empathetic.

If you are interested in learning more about research on mentor relationships for companies, check out https://ambition-in-motion.com/companies.

by Garrett Mintz

Thu 23 January 2020

Most companies are interested in increasing the engagement level of their employees, improving retention, and growing the productivity levels and likelihood of collaboration of their teams and implementing mentor programs is garnering popularity as a catalyst for these outcomes.

The next steps is to think about how to best match participants in this mentor program together. This is a commonly overlooked aspect to mentor programs but has a critical impact on the success of the program.

Without a proven system for matching people together for mentorship, your mentor program is not likely to succeed.

Why is the match so important?

Mentorship is a relationship-based activity between two people. If the two people matched in a mentor relationship are not compatible, forcing the relationship to work is going to create resentment among both parties.

This would be like being put into an arranged marriage by your parents with somebody you hate but as opposed to having parents (who will always be your parents and you can’t get rid of) who put you together, you have your company…which you can leave…creating the opposite effect of what a mentor program was meant to accomplish.

Common Pitfalls

1. Matching people based on years of experience

2. Matching people based on status in the company

3. Matching people based on area of expertise

These are great secondary factors for matching people together for mentorship, but if they are the sole basis for matching people, our research has indicated that these relationships have an 18% likelihood of lasting 6 months and being considered both productive and quality by both participants.

Why?

None of these factors consider who the individual is. Mentorship is a relationship-based activity. One’s years of experience, status in the company, or area of expertise say nothing about who an individual is. All it says is what they have accomplished.

If your mentor program matching methodology in only about what somebody has accomplished, your only incentive to both participants is the transactional outcome of achieving that experience, gaining that status, or learning that skill and once that outcome has happened the relationship is over…or if the outcome doesn’t happen within the expected time frame of both participants the relationship fizzle’s out because the participants didn’t get what they were looking for.

Work Orientation is critical to matching people for successful mentor relationships.

Work Orientation is how you view your work. Some people view their work as a job, while some view their work as a career, while others view their work as a calling. Work Orientation is fluid, meaning it can change throughout your life. There is also not a right or wrong Work Orientation.

When Work Orientation is aligned for matching people together for a mentoring relationship, the likelihood that the relationship lasts for 6 months and is considered both productive and quality goes from 18% to 72%.

The point: what motivates people at work has a huge impact on the advice they give in a workplace mentor program and the insight they want to learn.

If you are interested in learning your Work Orientation, go to https://ambition-in-motion.com/ and complete the 1-minute Work Orientation Assessment and your report will be sent to you.

by Garrett Mintz

Mon 30 March 2020

Horizontal mentorship is a mentoring relationship between employees across or within departments free from the influence of the workplace hierarchy.

Horizontal mentorship is the premier way to implement an employee mentor program.

This article serves to show the benefits of horizontal mentorship and the issues with traditional vertical mentorship.

In theory, the idea of vertical mentorship makes sense. A more experienced/knowledgeable person providing wisdom to a less experienced/knowledgeable person.

But, what vertical mentorship alone doesn’t account for is the personal drivers of each person in the relationship and its impact on the longevity and quality of that relationship over time.

Vertical mentorship opens the door for ego and ego is the biggest deterrent to successful mentoring relationships.

To show this point, let’s discuss the story of Shawn. Shawn is the CFO of a major company. He loves the idea of mentorship and believes that he has a lot of wisdom to share with somebody else. But, because Shawn is an executive, he doesn’t necessarily see the relationship being mutual. He’s fine with only providing his wisdom without any expectation of anything in return.

On the surface, this seems altruistic of Shawn…but in reality, Shawn is a nightmare for the other person he is in a mentoring relationship with.

The issue is that Shawn sees himself as an altruistic provider of information. What Shawn doesn’t realize is that his lack of willingness to listen and learn from the other person he is in a mentoring relationship with cripples the relationship. The person Shawn is in a relationship with cannot feel fully connected to Shawn because all Shawn does is spout advice. Shawn doesn’t come prepared with questions to meetings because Shawn perceives himself as a “reactive mentor” meaning that he can excuse himself from preparing for mentor meetings because his reactions to the other person’s questions should be enough to make the relationship valuable.

The result, the relationship fades away because the other person is frustrated with Shawn not being open to learning something from him while Shawn has no idea why the relationship ended and perceives the other person as being ungrateful for not taking full advantage of his wisdom.

The point is that vertical mentorship exaggerates workplace hierarchies and dehumanizes the mentoring relationship.

As opposed to the mentoring relationship being mutual where two people can give to and take from the relationship, it creates an awkward relationship where one person feels belittled and the other person feels disrespected. Vertical mentorship feels more like a transaction and less like a mutually beneficial relationship.

Horizontal mentorship leverages the inherent drives and values people have at work (Work Orientation) and matches them based on those drives.

No matter the matches’ age, years of experience, or area of expertise, when people are matched together in horizontal mentorship, they are on a level playing field.

This means that both participants come prepared to each mentor meeting with questions for each other and stories to share.

This means that both participants are willing to be open-minded enough to learn from somebody else regardless of their age or experience, willing to ask questions, and willing to share past mistakes.

Horizontal mentorship removes the transactional nature of vertical mentorship.

Horizontal mentorship breaks through communication barriers and creates empathy between employees at work.

For building an employee mentor program, horizontal mentorship is the way to go.

Even if the goal is for a junior employee to learn a skill from a senior employee, if the perception is vertical mentorship, the senior employee is going to perceive the relationship as a hassle while the junior employee is going to feel belittled. If the perception is that this type of mentor relationship is horizontal, it empowers the junior employee and gives the senior employee motivation to engage in the relationship because he now stands to gain something from the relationship.

by Aaron Grady

Wed 19 August 2020

When I met with my mentor this month, we talked a lot about changing focus. We discussed our career aspirations, our current workload, and our personal endeavors as well. In each one, though, change was the major factor.

We discussed changing careers, both past and future planned shifts. Sometimes you change careers because you are tired of doing the same old thing and sometimes it’s because you have a passion for something new. Regardless of why you’re changing, you can always take skills from your past roles with you. No job is really a waste of time, as long as you learned something new or learned something about yourself. Sometimes it takes a change of scenery to see that though.

Change can also come in the form of quickly shifting focus during your day-to-day work. Some days, I find myself deep in the middle of a project and then a major HR issue comes up that I have to deal with on the spot. It can be jarring to have to switch back and forth between priorities quickly, but exercising that muscle is one of the most valuable things I’ve learned in my professional career. Both my mentor and I have recently had to deal with this often. It’s reassuring to understand that everyone has ongoing projects and sometimes you just have to stop and fight fires. If you take a moment to regroup and reassess your priorities after the urgent task is completed, you’ll be in much better shape to continue your project work.

Changing focus can sometimes seem like a waste of time or a failed effort as well. We recently discussed that, at times, we have projects that just get dropped altogether. When that happens, it can be pretty devastating when you’ve put notable effort into something and then it comes to nothing. At the very least, it’s annoying. Projects get laid by the wayside for many reasons - management changing priorities, personal priorities changing, environmental changes - sometimes a project is just deemed infeasible or unviable after extensive research. There’s always something to be taken from a dropped project though. I always learn new skills, or sharpen old ones and that’s the main personal reason for most any project anyway. In addition to changing focus externally, focusing on lessons and skills learned is just as valuable as anything.

by Dolores Wuepper

Fri 19 February 2021

I recently met with my new peer mentor and really didn't know what to expect. I joined Ambition in Motion to stay vulnerable while continuing to grow personally and professionally, but I didn't really know how the journey was going to start off. It felt like I was jumping into the ocean, but not really knowing how deep the water was going to be or if there were any nearby resources around that I could use to stay afloat. Regardless, I jumped in with open eyes, and am glad I did!

I learned that we have A LOT in common! Our paths and motivations were slightly different, but we both joined Ambition in Motion to grow as people and as leaders, and I respect her just for making that important observation and decision. We both have a passion for people, teams and helping them be effective and transform into different versions of themselves.

I'm proud of how I've done this in the past and am excited to hear how she has done so as well. I tend to see my career as a "challenge" with milestones that I can accomplish along the way like building teams, structures, systems, programs, and other relatable items that improve or enhance a company's ability to attract, hire and retain the best talent.

Accomplishments for me are "wins" that I can tout and be proud of along the way, only to jump right into the next challenge and "win" all over again. I'm a little competitive with myself! :) She thinks of her career as a "calling" as she was meant to do the things and career she has based on her passion in life. I think of life as a game with obstacles to overcome that I need to "win", but haven't thought of my career as a purpose before. A very interesting way of thinking!

Needless to say, I'm excited to continue this discussion with my peer mentor as I believe different minds can come together to make beautiful things happen to those around you. Even though you may think differently, find the commonality that you have with someone and see where that takes you as a person or at work. Your approach may work, but others may work as well - and maybe better.

Don't discredit those that are different than you, or think in a way that is not your own. When you do this, you close your mind to different possibilities that you would've never thought of or pursued before. Keep your eyes wide open when you meet new people. This is how you learn and continue to grow!

by Grace Tripathy

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

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.

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.

For more information on how to have an effective 1:1 with your direct reports, click here.

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.

If you're aiming high we'd love to hear from you.

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!

by Malhar Lakshman

Mon 27 June 2022

Offices are often set up to be diverse, with employees differing in age, gender, race, mindset, work orientation, and many other aspects.

While we have previously discussed how to best foster entry-level direct reports, another demographic that is often ignored are the most experienced workers. According to the Bureau of Labor Statistics department, 22% of the current professional workforce is above the age of 55. However, there is an ongoing movement where older workers and their knowledge are treated as obsolete and are let go.

Therefore, if you are in a managerial role in which you are overseeing older individuals, there are certain considerations you can make to ensure that you are best leading older Direct Reports.

What can Older Employees offer?

Older direct reports tend to have great experience and perspective that many younger employees lack. They tend to understand the structure of your office better than anyone else there. Many managers often pair them with entry-level workers as a mentor to help them understand the soft skills of being in an office.

When I entered my first office job, I was incredibly lost since it was an entry-level and client-facing position. Consequently, I made a few mistakes, as one does on their first job. Unfortunately, I got a very angry phone call from a customer, and regardless of what I was able to offer them, they gradually became more aggressive.

As I was crying in the break room, an older gentleman named Jim noticed and came over. After exchanging a few pleasantries, I learned that he had worked for the company for 37 years and was about to retire. He asked what had put me in such a bad mood and was shocked to hear what had happened.

As soon as I got a call from the next customer who was known to get irate easily, Jim sat next to me and started typing notes as he listened to what they had to say. He gestured at me to use some of the phrases he had typed up, and to my pleasant surprise, worked without a hitch. I received a high customer satisfaction score and learned a lot from Jim about how to communicate with customers.

Jim continued to coach me and taught me skills such as customer-facing techniques, along with how to communicate and correspond with my managers and coworkers. I can confidently say that without Jim, I would’ve quit that job.

People like Jim exist all over the working population. Understanding how these older direct reports can teach and mentor younger direct reports can dramatically improve your employee’s efficiency.

Why the diverse perspective an older employee brings is beneficial to the business?

In addition to the potential mentorship opportunities that older employees provide, they also have a few aspects unique to them that lend them a perspective that younger employees may lack.

First, they are often very cost-effective. Due to the fact that they are more settled in their industry, you do not need to worry as much about turnover costs. According to the Wharton School, there is a common misbelief that older employees may need more time off due to health restrictions and incur higher health insurance. This is untrue. On average, health costs are less for older workers due to them no longer having dependents on their healthcare plans. In addition to that, Medicare can further reduce healthcare bills after an employee passes the age of 65.

Second, older employees also have a bigger focus on customer-facing skills. Due to their years of experience, these workers tend to have much better communication skills, with not only customers and vendors, but also with their coworkers.

They also have extremely high problem-solving skills. Since they have encountered so many problems of their own, older employees can draw upon some of the solutions that they have used in the past to help solve current problems. A key part of problem-solving skills is to learn from past mistakes. These employees have made mistakes in the past, and typically do not harbor fears of making more mistakes, unlike younger workers. Their angles and techniques can be drawn upon without any problems.

Should employers be worried that older Employees are outdated?

A current argument for hiring younger workers is that older workers simply don’t have the knowledge needed to survive in the current industry. An example of this could be in the technology industry, which is changing every day, and even newer employees struggle to keep up with it.

This argument isn’t the best in my opinion, on the grounds that there are multiple areas in which an employee can be used. Not only can older employees be used in mentorship roles, but also in positions other than just the skills portion.

It is important to remember that these employees grew up during a time when the internet and even smartphones weren’t as ubiquitous as they are now. Therefore, these employees grew up in a time where personal interaction and memos were mandatory for success.

Due to the many changing environments that they’ve already been through, older employees are often extremely flexible and work hard. In addition to this, the power of a good network will never diminish. They can often set up future ventures for you that results in a large profit. Certain industries also have structures that have been in place for years, regardless of how trends develop. New workers may have trouble adjusting to these, but older workers thrive in them.

How can you best utilize these older and more experienced workers?

For starters, it's important to understand that these employees might even have more experience than you, regardless of your position. As such, you should acknowledge this, and be willing to learn just as much from them as they do from you. Give them fair treatment as well. It is completely okay for an older person to make as much or more money as a younger person if they have more experience.

Instruct your younger workers about the concepts of horizontal mentorship. Just like your younger workers may have biases, older workers can have the same biases. You can instruct and help your older workers in the same way that you would the newer workers. Give them opportunities to learn and develop, just like you would a younger direct report.

When recruiting, as mentioned before, try and eliminate race, gender, and age from your recruiters’ strategies. Longevity and age can be buzzwords for your strategies. It's important to recognize that not everyone has the same financial checkpoints at the same time. What one might accomplish by 65, might not be accomplished by someone else until the age of 70. According to the Harvard Business Review, it costs about a million dollars to retire at the age of 65. Understand that everyone will have some form of motivation to work.

by Malhar Lakshman

Thu 5 January 2023

A manager is a key part of the workplace in almost every company. These individuals help delegate tasks, deal with interpersonal issues, and often determine the goals of the team. However, a manager can often serve as more than just a taskmaster. Managers often boast a wealth of experience which can be passed on to their direct reports.

The Oxford Review referred to mentorship as “knowledge management.” Such a description couldn’t be more apt. Sharing information between both manager and direct reports can be a challenge, which can be rectified with a few different actions.

How to be a Mentoring Manager

1) Learn to ask good questions- good teachers and mentors don’t necessarily always give the answers to their students. Asking effective questions can lead a mentee to a solution without being spoon-fed the answer. It will allow them to become more solution oriented rather than dependent on you.

2) Limit how much time you have available to your direct reports- This might seem counterintuitive, but an open-door policy will never be beneficial in an operations aspect for your company. This will not only leave you overwhelmed, but not allow your direct reports to be self-sufficient. However, scheduling time to meet with your direct reports can be very beneficial as well, since it can give them a feeling of loyalty and being noticed.

3) Be smart with delegation- a good manager should recognize what tasks to give their direct reports, and what tasks they should take responsibility for by themselves. In addition to this, great managers understand to never give a direct report a task that they would avoid themselves.

4) Understand growth- at the end of the day, while a manager will no doubt want to retain as many members of their team as they can, they need to realize that not every direct report will want to remain a direct report for perpetuity. Foster their growth whenever possible, and they will reward you with better quality work, as well as more loyalty. And if they so choose to leave, that’s okay. More individuals will come later down the line.

5) Assume responsibility for your direct reports- If they do something well, acknowledge them. If they don’t necessarily do something well, help them see how they did something incorrectly, and then don’t leave them out to dry. Take responsibility as well.

6) Grow personally as a worker as well- Every bit of knowledge you have as a manager can and should be passed down to your direct reports.

How does a manager appeal to all age groups?

Great managers will often prove to be the best facilitators and mentors within their organization. Different age groups can all have vastly different interests and methods, but with the right helmsman, they can come together and work with high degrees of success. Here are some ideas on how to properly manage this workplace

1) Hold regular 1:1s and foster the prioritization of communication within your workplace. For the first time ever, four generations are in the workforce at the same time. Each of these generations have different expectations and methods to use. This can easily lead to conflict when colleagues are unaware of these differences and try to work by themselves or cooperatively. Employees need to be able to communicate these differences in a healthy manner and choose how to approach a task.

2) Recognizing different peoples work orientations is a vital skill to be an effective manager. Just because someone has more experience doesn’t mean that they want to be a project lead, nor does it mean that they have the necessary skills and personality. Put individuals in positions that they want to be in and will succeed in, rather than positions that they have potential to be in. While learning is a part of a direct report’s job, it should be at their own pace, rather than being thrown into the metaphorical deep end of a pool and being told to swim.

3) Identify that different generations perceive respect differently. Regardless of who they are, no member of a team deserves to feel obsolete or disrespected within the workplace. Fostering a workforce with a wide sense of understanding and mutual respect is critical. The Platinum Rule can be enforced throughout the workplace as well. The more common Golden Rule explains to treat others as (you) would want to be treated, but this is deficient. A generation Z worker may not like to be treated in the same way that a Boomer would. The Platinum Rule says to treat others as they would like to be treated. This creates a better team dynamic and a respectful environment.

While the workforce may be expanding to a scale unimagined before, this can be a good thing for your team. Proper communication and management can allow a team, regardless of age barriers, or any other times of barriers, to be a much more successful team.

by Malhar Lakshman

Fri 10 March 2023

Leading a team can be challenging, especially when you are not an expert in the type of work being done. It's essential to have a clear understanding of your role as a leader and how to build a strong team that can work together to achieve success.

While it might seem a little daunting to have to lead a team that does something you have no ideas on how to do, it is important to remember that this is common practice in all sorts of industries. Captains of cruise ships do not necessarily know how to operate the galley, but are often required to oversee the entire operation, including the cooks. The concepts travel across all sorts of businesses.

Business magnate Elon Musk used the phrase “ I didn’t go to Harvard, but I employ people who did.” This phrase should embody your mindset with this problem. In the context of a manager who isn't an expert in the type of work being done, this phrase suggests that the manager may not have the same level of technical knowledge or experience as their employees, but they recognize and value the expertise of their team members. The manager understands that their role is to lead and support the team, rather than to be the expert in every aspect of the work.

By acknowledging the strengths and expertise of their team members, the manager can leverage those skills and knowledge to achieve the goals of the organization. The manager can also provide guidance, mentorship, and resources to help their team members succeed, even if the manager doesn't have the same level of technical expertise.

This article will go into a few ideas on how to manage despite inexperience with a task.

Build a Strong Team

As a leader who is not an expert in the type of work being done, it's crucial to build a strong team. Look for individuals who have the necessary skills and experience, and who can work well together as a team. Hire people who are passionate about the work being done and who have a strong desire to learn and grow. Encourage your team members to share their knowledge and expertise with one another and create an environment where everyone feels valued and respected.

2. Be a Good Communicator

Effective communication is one of the most important skills a leader can have. As a leader who is not an expert in the type of work being done, it's essential to be clear, concise, and consistent in your communication. Keep your team informed about what is happening and be available to answer their questions. Regular communication helps to build trust and fosters a sense of teamwork and collaboration. Have frequent 1:1s with your direct reports to determine how to keep moving forward with your tasks.

3. Be a Problem Solver

A good problem solver can be useful in many different situations. When faced with a challenge, work with your team to find creative solutions that are feasible and effective. Don't be afraid to try new things and take calculated risks. Encourage your team to do the same, and create an environment where failure is seen as a learning opportunity rather than a mistake.

4. Learn from Your Team

As a leader who is not an expert in the type of work being done, it's important to learn from your team members who are. Take the time to understand what they do and how they do it. Ask questions, listen to their ideas, and be open to feedback. By doing this, you can gain a better understanding of the work being done and the challenges your team faces. It also helps to build trust and respect with your team members, as they will appreciate your interest in their work.

5. Set Clear Expectations

It is essential to set clear expectations for your team. This includes goals, deadlines, and performance expectations. By setting clear expectations, you can help your team stay on track and achieve success. Make sure your team understands what is expected of them and what success looks like. Provide regular feedback and celebrate successes along the way.

6. Be Humble

It's okay to admit when you don't know something. As a leader who is not an expert in the type of work being done, it's important to be humble. Acknowledge your limitations and rely on your team to fill in the gaps. This approach not only shows your team members that you value their expertise, but it also creates a sense of trust and respect.

7. Focus on Leadership Skills

As a leader who is not an expert in the type of work being done, it's especially essential to focus on your leadership skills. This includes skills like delegation, decision making, and problem-solving. It's also important to develop your emotional intelligence, as this will help you understand and relate to your team members.

8. Be a Visionary

As a leader, it's important to have a clear vision for your team. This includes understanding the goals and objectives of the organization and how your team fits into that vision. Communicate your vision to your team and inspire them to work towards achieving it. By having a clear vision, you can create a sense of purpose and direction for your team. Understanding your leadership style and work mentality can assist with this.

9. Be a Coach

As a leader who is not an expert in the topics that you are attempting to manage, it is vital for you to stick to the topics that you have more credibility in, or topics that you are also more comfortable in. Attempting to show expertise in a topic you have no experience will make you look worse in your direct reports’ eyes. Be a mentor to your staff. In addition to that, assist them in setting SMART Goals, and utilize AIM Insights with them. Improve their overall office skills, and assist wherever you can.

In conclusion, leading effectively when you are not an expert in the type of work being done requires a combination of humility, strong communication skills, problem-solving ability, and the ability to build and empower a strong team. By focusing on these key elements, you can overcome the challenges of leading in an unfamiliar field and achieve success.

by Grace Tripathy

Fri 14 July 2023

Finding a sense of inclusion and belonging is critical to finding belonging in the workplace. Without it, employees and employers can feel stagnant and disconnected from their professional growth path. It’s natural to face a myriad of challenges within the workplace, from feelings of isolation to limited career development opportunities.

Organizations are constantly seeking innovative ways to foster growth, engage employees, and cultivate a positive work culture. One effective strategy that has gained significant recognition is the implementation of mentorship programs within Employee Resource Groups. These programs not only contribute to the personal and professional development of employees but also play a pivotal role in enhancing overall work culture.

ERGs play a crucial role in fostering a community where employees can connect with others who share similar backgrounds, experiences, or interests. By joining an ERG, employees gain a support system, find like-minded colleagues, and receive the validation and respect they deserve.

ERGs provide an invaluable platform for mentorship, networking, and skill-building programs. Through these initiatives, employees can connect with experienced mentors who guide them in their career journey, offer insights, and provide advice. ERGs also offer training opportunities and workshops that equip employees with new skills, enabling them to take on new challenges and advance in their careers. By actively participating in ERGs, employees have the chance to unlock their full potential and embark on a path of continuous growth and development.

The Role of Mentorship Programs within ERGs:

Employee Resource Groups (ERGs) are voluntary, employee-led communities formed to foster inclusion, support, and advancement of individuals sharing common interests, backgrounds, or experiences. By integrating mentorship programs into ERGs, organizations provide their employees with invaluable opportunities for growth and development. Here's why these mentorship programs are so essential:

Knowledge Transfer: Mentorship programs facilitate the exchange of knowledge, expertise, and skills between experienced employees (mentors) and those seeking guidance (mentees). This transfer of knowledge enhances employee performance, improves job satisfaction, and ensures the development of a competent and skilled workforce.
Career Advancement: ERG mentorship programs create a supportive environment that promotes career growth. Mentors offer guidance, insights, and advice on career paths, professional development, and overcoming obstacles. This guidance helps mentees gain confidence, acquire new skills, and navigate their career trajectories effectively.
Diversity and Inclusion: Mentorship programs within ERGs actively contribute to diversity and inclusion initiatives within organizations. They provide a platform for employees from marginalized groups to connect with mentors who can provide support, share experiences, and help them overcome challenges unique to their backgrounds. This fosters a sense of belonging and creates an inclusive work culture.

The Importance of Employee Resource Groups (ERGs) in Work Culture:

Employee Resource Groups (ERGs) are integral to shaping a company's work culture. Here are some reasons why ERGs are essential:

Community Building: ERGs foster a sense of community by bringing together employees with shared interests or identities. This enables individuals to form meaningful connections, build relationships, and create a supportive network within the organization. Such communities contribute to employee engagement, satisfaction, and overall well-being.
Talent Retention and Recruitment: ERGs play a vital role in attracting and retaining diverse talent. Prospective employees are drawn to organizations that demonstrate a commitment to diversity, equity, and inclusion. ERGs provide a platform to showcase the company's inclusive culture, making it an attractive workplace for potential candidates.
Innovation and Collaboration: ERGs encourage collaboration and innovation by providing a space for employees to share ideas, perspectives, and insights. These diverse viewpoints foster creativity, problem-solving, and drive business innovation. ERGs also serve as a resource for organizations to tap into the collective intelligence and experiences of their employees.

Horizontal Mentorship Programs at Ambition in Motion:

Ambition in Motion, a leading organization in mentorship initiatives, sets an exemplary standard for horizontal mentorship programs in the workplace. Here's why their approach is commendable:

Breaking Hierarchies: Ambition in Motion's horizontal mentorship program challenges traditional hierarchical structures by promoting mentorship across all levels of the organization. This inclusive approach allows employees to seek guidance from colleagues in different departments or with varying levels of experience. It fosters cross-functional collaboration, encourages diverse perspectives, and promotes a culture of continuous learning.
Skill Development and Growth: Ambition in Motion's mentorship programs focus on skill development and career advancement. By providing opportunities for employees to learn from peers who possess different expertise or skills, these programs facilitate holistic growth. This emphasis on diverse skill sets empowers employees to broaden their knowledge, strengthen their abilities, and explore new avenues within the organization.
Enhanced Employee Engagement: The horizontal mentorship program creates an environment of shared accountability and mutual learning. Through these programs, employees feel more connected, valued, and engaged. The opportunity to mentor and be mentored by colleagues fosters a sense of purpose, boosts motivation, and enhances overall job satisfaction.

Ambition in Motion's horizontal mentorship programs exemplify the success of such initiatives, breaking hierarchies and emphasizing the importance of diverse skill sets. By effectively employing mentorship programs within ERGs and recognizing their significance, organizations can empower their workforce, cultivate talent, and thrive in an ever-evolving business landscape.

Mentorship programs within Employee Resource Groups (ERGs) are invaluable tools that contribute to the personal and professional growth of employees. They enhance work culture, drive diversity and inclusion, and provide platforms for knowledge sharing and career development. When combined with the establishment of ERGs, organizations can create an environment that fosters collaboration, innovation, and employee engagement.

by Grace Tripathy

Fri 17 November 2023

There are many ways to lead a company, but most leadership styles tend to be either transactional or transformational.

Understanding Transformational Leadership

Transformational leadership is characterized by leaders who inspire and motivate their teams to achieve beyond the expected, encouraging innovation and fostering a sense of collective purpose. These leaders are visionaries, capable of articulating a compelling vision for the future and instilling a sense of passion and commitment among their followers.

Steve Jobs, co-founder of Apple Inc., exemplifies transformational leadership. Known for his visionary approach, Jobs inspired his team to create groundbreaking products, shaping the technological landscape and setting new industry standards.

Transformational leaders often require a support system to help them navigate the complexities of their role and maintain their innovative edge. Mastermind groups, consisting of like-minded individuals who collaborate and share insights, play a crucial role in fostering creativity and providing valuable perspectives.

Mastermind Groups for Transformational Leaders

Mastermind groups serve as a forum for transformational leaders to exchange ideas, challenges, and experiences with peers who understand the unique demands of visionary leadership. Ambition in Motion Mastermind Groups, in particular, offer a structured platform where leaders can engage in thought-provoking discussions, receive feedback, and gain fresh perspectives from a diverse group of professionals. This collaborative environment empowers transformational leaders to refine their strategies, overcome obstacles, and stay at the forefront of innovation.

Mentorship for Transformational Leaders

In addition to mastermind groups, mentorship is another crucial element for transformational leaders seeking to enhance their skills. Mentors provide guidance based on their own experiences, offering valuable insights that can help leaders navigate complex challenges. Ambition in Motion, recognizing the importance of mentorship, facilitates connections between experienced mentors and transformational leaders, creating opportunities for personalized guidance and knowledge transfer.

Understanding Transactional Leadership

On the other hand, transactional leadership is characterized by a more structured and task-oriented approach. Leaders employing this style focus on the day-to-day operations, using a system of rewards and punishments to motivate their teams. Transactional leaders ensure that tasks are completed efficiently, and they are often concerned with maintaining order and adherence to established procedures.

Jack Welch, former CEO of General Electric, is a notable example of transactional leadership. Welch was known for his emphasis on performance metrics, setting clear expectations, and implementing a system of rewards for high-performing employees.

Transactional leaders thrive in environments where efficiency and productivity are paramount. However, this style may lack the innovation and long-term vision associated with transformational leadership. While transactional leaders excel in managing routine tasks and achieving short-term goals, they may benefit from a broader perspective to adapt to changing business landscapes.

Mastermind Groups for Transactional Leaders

Transactional leaders, too, can benefit from mastermind groups as a resource for professional development. Ambition in Motion Mastermind Groups provide transactional leaders with a platform to connect with peers facing similar challenges, enabling them to share best practices, streamline processes, and enhance their leadership skills within the context of their operational focus.

Mentorship for Transactional Leaders

Mentorship is equally valuable for transactional leaders looking to expand their leadership capabilities. Ambition in Motion recognizes the diverse needs of leaders and offers mentorship opportunities tailored to the specific challenges faced by transactional leaders. Through personalized guidance, mentors help transactional leaders refine their operational strategies, adapt to changing circumstances, and foster a more collaborative and dynamic team environment.

Understanding the differences between transformational and transactional leadership is crucial for effective decision-making. While transformational leaders inspire innovation and vision, transactional leaders excel in managing day-to-day operations. Recognizing the unique demands of each leadership style, Ambition in Motion Mastermind Groups emerges as a valuable resource, providing a platform for leaders to connect, collaborate, and grow.

Whether one leans towards transformational or transactional leadership, the support systems offered by Ambition in Motion, including mastermind groups and mentorship opportunities, present invaluable resources for leaders seeking to refine their skills, overcome challenges, and stay ahead in an ever-changing business landscape. By leveraging these resources, leaders can cultivate a more comprehensive skill set, ensuring success in their respective leadership roles.

by Kayla Ambrose

Fri 15 December 2023

Mergers and acquisitions present opportunities for companies to streamline their operations, develop economies of scale, create synergies, and establish various other growth opportunities. Despite all these beneficial changes a company may experience, mergers and acquisitions can be a stressor for employees as there are many uncertainties.

Undergoing mergers and acquisitions can create structural and cultural changes for organizations, leaving employees unsure of what to anticipate. Organizational changes and redundancies within the workforces of both companies can lead employees to have serious concerns about their job security.

Even minor changes that result from mergers and acquisitions such as cultural shifts, slight process adjustments, or changes in communication channels can enhance the anxious environment and threaten psychological safety. Recognizing the emotions arising from these changes is essential for a smooth transition and continued team success.

Here are some ways to create a more people-focused approach to navigating a team through a merger or acquisition:

Develop a Communication Plan

When conveying the news of a merger or acquisition it is important to consider how to best articulate the intentions of the decision. Communicating the overarching vision, company beliefs, and future of the company that led to the decision can help employees better understand the motivations for undergoing such changes. Presenting an optimistic vision for the company will encourage employees to support the new direction of the company.

Lack of communication or poor communication can lead to the spreading of misinformation and decreased employee engagement. To prevent issues from arising with employees drawing inaccurate conclusions about future steps, ensure that there is constant communication as the process evolves. Immediately when information is allowed to be shared with direct reports, communicate the information to demonstrate that all employees are valued and informed.

2. Ensure Transparency

Simply communicating updates to the team isn’t sufficient during uncertain times. Honest and frequent updates are most suitable for ensuring all members of the team understand how the changes will personally impact them.

When permissible, communicate as much detail as possible about the deal's implications. Although it may feel obligatory to reassure team members that everything will work out and they won’t be negatively affected, it is important to communicate the truth. If there is a risk that the team will be impacted by layoffs or structural changes, communicate that uncertainty and work with them to develop action plans. If the team does experience negative changes as a result of the deal, it is best to avoid a complete blindside.

3. Positive culture

Continuing to celebrate team successes can help to improve team morale and motivation. Amidst these big changes going on within the organization, recognizing the achievements of individuals or the team as a whole can help empower the team and reinforce a positive future outlook for the team.

Connecting these celebrations to the core values of the merged company. Aligning the celebrations to organizational values reinforces their importance within the organization. Drawing these parallels will ultimately help reassure the team that their efforts are valued and key attributes of the entire organization.

4. Involve and Empower Team

During times of uncertainty, it is crucial to allow direct reports to be involved wherever possible. Opportunities to share concerns, feedback, or other insights will allow employees to feel heard. Providing such opportunities will allow for a smoother transition to the new organization since adjustments can be made to best support the team.

Team involvement develops a sense of ownership. During times of uncertainty, employees may begin to search for outside opportunities. Allowing employees to make an impact on the organization through their input and inclusion in the decision-making process, will increase their sense of commitment to the firm.

5. Provide Resources

As a manager, providing ample resources for team members to navigate these changes is a necessary step. Mentorship initiatives, training programs, or external professional development opportunities can help employees prepare for potential future steps.

Directing team members to consult with human resources or other applicable internal resources can serve as a good reminder of the readily available options they can contact. Continuing to identify various resources that can support team members will help ensure that they feel more in control of their future and can make more informed decisions.

6. Lead by Example

Increased stress is inevitable when transitioning through a merger or acquisition, however, employees look to their manager as an example of how to handle these unpredictable times. Remaining composed and adaptable will encourage the team to exemplify these characteristics as well, and embody the vision of the organization.

Exemplifying other characteristics such as prioritization of work-life balance is another key way to guide a team to stay on track. During periods of change, ensuring all team members take care of their well-being and not overworking themselves can help to prevent additional stress. When direct reports see their manager balancing their personal life and their work obligations, they will feel more comfortable making balance one of their priorities which will ultimately lead to a more sustainable work environment.

As a manager, it is important to continue to advocate for the team and take steps to support their best interests. During these periods of uncertainty, managers serve as a guide for their team to help them understand what is going on around them.

Determining the best method to navigate these organizational changes can be incredibly difficult. Utilizing horizontal peer mentor groups can be a powerful tool to gain insight into how others in similar situations manage their teams. Within these groups, peers can share strategies they found to be successful and advice specific to the situation at hand.

Remember that managing a team through large organizational changes such as mergers and acquisitions is specifically difficult for managers as they must balance personal stress resulting from the changing environment along with team concerns. Strategies on how to best lead a team depend on the team dynamics and the changes the organization is experiencing. Keep in mind that big changes are stressful and personal mental health should be prioritized. A sound-minded manager will be most suitable for leading a successful team through mergers and acquisitions.

by Kayla Ambrose

Fri 9 February 2024

As a new hire, entering a new environment can be incredibly intimidating. Especially during the first few months, it is crucial for new hires to have sufficient resources to support them in their new role. A smoother transition to a new culture and new responsibilities can be achieved through effective mentorship.

Why is mentorship important in the workplace?

Mentorship provides many benefits to the mentee, the mentor, and the organization as a whole. As a mentee, mentorship serves as an opportunity to gain insider knowledge of the culture and the internal processes of the organization. Assimilation to workplace culture can be a struggle for many mentees. Having a resource who has worked for the company longer to ask questions about the workplace environment can help ease some of the initial awkwardness. Mentors can also help mentees navigate the simple issues that a mentee faces such as feedback on a deliverable, or even larger scale situations such as what future opportunities to explore within the organization. A more experienced perspective on how to handle these issues both big and small can truly help ensure that new hires are set up for success.

From a mentor perspective, mentorship is a great opportunity to make an impact and demonstrate leadership. Effectively communicating constructive feedback, improved time management, and opportunities for self-reflection can further provide professional development for mentors. This commitment to supporting others within the organization is a great demonstration of responsibility and may increase the chances of promotion consideration.

Organizations benefit from mentorship as it can help to reduce unhappiness and turnover rates.

Given all the benefits of mentorship, what is the best way to be a successful mentor?

Dedicating One-on-one Time Early On

If possible, set up an in-person coffee chat or lunch early on. An early opportunity to get to know each other and allow the mentee to ask any burning questions. During this conversation an important topic to discuss is what this mentorship relationship will look like. Frequency and means of communication as well as what can be done to set them up for success within the organization are great things to establish within the first meeting.

2. Encouragement of curiosity

Recognize that mentors are supposed to be a stress-free resource to help mentees. Create a safe space for asking questions that is free of judgement or harsh criticism. Mentees may pose questions that seem to have an obvious answer. Recall that everyone comes into an organization with different skill sets and experiences, and there may be gaps that a mentee needs additional guidance for.

Early on after joining a new organization, employees may be interested in learning about other careers and future opportunities. Encourage the exploration of other career paths within the organization and share personal career path experiences.

3. Sharing Personal Experience

Building a relationship with a mentee that has open communication can be difficult. Sharing personal stories and experiences can help to break the initial uncomfortability. Reflecting on areas of personal struggle during the early stages of joining the firm can identify different areas to provide insider tips/ information to ease initial difficulties for a mentee. Providing specific tips and feedback based on personal learning is the best way to both help a mentee and develop a stronger relationship.

4. Facilitate Relationships with Seniors

Developing relationships with senior members within an organization may be daunting to new employees. As a mentor, it is extremely important to help mentees communicate and develop relationships with senior or experienced employees. This can be a pivotal component of a mentee's future success within the organization as the networking may open opportunities for future positions that align with their interests.

5. Hold Frequent Check-ins

A successful practice for effective mentorship is frequent check-ins. Waiting for mentees to reach out may prove difficult as sometimes mentees may hesitate to reach out about their concerns. Periodically sending messages and regular meetings with mentees can ensure that there is ample opportunity for questions and the development of a relationship.

6. Gather Ideas from Peers

When mentoring a new employee, it can be helpful to gather insights from peers on mentorship tactics that were successful. Reaching out to colleagues or even previous personal mentors can be a great way to learn about mentorship. Another way to gather insights from peers is through joining a horizontal mentorship group to also experience the mentorship experience from a different perspective. Groups such as horizontal mentorship groups are great opportunities to learn from peers within the industry and to learn how to be a more effective leader. Within these groups, ideas can be shared and real-time feedback can be received.

A key component of being a successful mentor is being a strong role model for mentees. Following correct practices within an organization, recognizing when other resources are necessary to help solve a problem, and an overall positive attitude go a long way in effective mentorship. Remember that this role requires commitment, so before volunteering to be a mentor consider the time required for the role and if it is manageable. Another consideration is that Mentorship doesn’t have an expiration date. A good mentor-mentee relationship can extend past the company-mandated timeline. Also, feel free to serve as a mentor to any new hire that asks for additional mentorship. Mentorship doesn’t require a formal written title in order to build a mentor relationship with new hires.

A mentor’s goal is to provide assistance to new employees and guide their experience throughout the organization at an appropriate pace. Keep in mind that all mentorship relationships look different and developing strong mentor skills takes time and trial-and-error. Be patient and attentive to mentees, and there will be growth.

by Kendall Barndollar

Fri 5 April 2024

It is crucial for managers to advocate for their team in a deliberate and intentional manner to promote a positive work environment. In meeting with executive leaders, managers should prioritize the needs of their team as a whole in order to be optimally productive.

However, sometimes executive leaders can be a bit out-of touch on the day to day details of teams activities. Unrealistic expectations can lead to burnout, turnover and massive inefficiencies, producing problem areas for all levels of an organizational hierarchy.

How can managers advocate for the needs of their team without compromising their own ability? How can direct reports voice their needs to their manager without affecting their work ethic or commitment?

To better analyze the impacts of this situation, consider Alex who is a manager of a mid-size team at a large accounting firm. Alex’s superior is Sophia, a director, who is responsible for eight groups similar to Alex’s across the office. In meeting with his team, Alex realizes that his team has been asked to work significantly more hours this past month compared to previous months. In continuing the conversation, Alex is stunned to hear that many members of the team have felt overworked and exhausted over the past month. Individuals on the team voice their concerns and request for a reduction in work, lowered expectations, a clear plan to help them achieve some semblance of balance, or a combination of these outcomes.

Now, Alex must meet with Sophia and explain the circumstance, while trying to demonstrate that this is not a representation of ability or willingness to work, but a result of the psychological safety and productivity expectations set for Alex’s team.

When Alex has his meeting with Sophia, there are a couple of important factors he should keep in mind in order to find the best results for his teams productivity and contributions to the company. Rather than beginning the meeting with an accusation of overworking employees or assigning too heavy of a workload, Alex should explain this situation to help Sophia better understand the effect on the team.

When Sophia begins to discuss the new work assignments for this month, Alex could ask a question like “Where should this be on the priority list?” This question respectfully points out that his team is working on several assignments and puts the responsibility on Sophia to recognize the tasks the team is already working on. Additionally, this gives Sophia an opportunity to explicitly state what the main focuses are, enabling Alex to prioritize these goals across his team. In any circumstance, it is crucial for managers to advocate for their teams while still prioritizing the needs of the business.

Here are 5 tips for managers to be better advocates for their direct reports:

Encourage Communication

Encouraging communication enables managers to better understand their direct reports. Through increased communication, managers should be able to find fixes and suggestions to improve the experience, lives, and workload of their direct reports. For example, in the scenario above, Alex’s team could have previously shared their feelings of burnout and exhaustion, allowing Alex to discuss with Sophia in advance and better plan the workload for his team. Communication between managers and their direct reports will optimize productivity and quality of work throughout a team.
2. Collect Feedback

As always, a crucial part of success in a leadership role is collecting feedback. If managers work to collect constant feedback, they will better understand the lives of their direct reports. Managers could consider utilizing software such as AIM Insights to collect continuous feedback on performance measures and goal attainment. With a tool like this, managers can view the work put in by their direct reports and alter expectations to meet the needs of the team and business.
3. Set Goals

Setting goals sets an expected standard for a team. With these goals, members of the team can have a better understanding of the work they should be inputting. In the case of Alex and his team, if he had set an hours-based goal for the team, these members may not be experiencing such burnout. Setting goals is a great method of communication for managers to set clear forecasts for direct reports. In practicing SMART goal setting, managers could consider using software such as AIM Goals to help set specific, measurable, attainable, relevant, and timely goals.
4. Use Quantitative and Qualitative Data

In serving as an advocate for their team, managers' use of employee data and feedback is an extremely impactful tool for guiding a discussion. In the case of Alex and Sophia, Alex should bring the monthly productivity or hours worked reports as a demonstration of the work that his team has been inputting. With this quantitative data, Sophia will better understand the pressure and workload put upon these individuals.

5. Prioritize Work-Life Balance & Psychological Safety

In working as an advocate to create an ideal team environment, it is crucial for managers to put work-life balance and psychological safety at the forefront of their focus for teams. Psychological safety focuses on ensuring a compatible and inclusive environment in the workplace and throughout teams. With psychological safety prioritized, individuals will feel encouraged and valued to share their opinions and thoughts, even if they oppose those of the group. In focusing on promoting work-life balance and psychological safety, managers should work to lead a team that values learning from mistakes, innovation, sharing ideas, and setting transparent goals for growth.

Serving as an advocate is not easy. It is challenging for individuals to represent and speak on behalf of others but, working in the best interests of their team, advocacy is a crucial component of leadership. In learning to advocate for other individuals, it is essential for professionals to prioritize transparency and accountability along the process. Additionally, if managers feel they need additional assistance, they should consider joining an executive mastermind group. Joining an executive mastermind group allows individuals to discuss scenarios with leaders with similar experiences in the workplace. As always, managers need to remember that change may not happen immediately and will take time to see the effects across a team. However, when individuals feel valued within a team, they are more likely to demonstrate increased job satisfaction and organizational commitment. Serving as a representative for a team is an integral component of leadership and allows great opportunities for managers to grow as well.

by Kendall Barndollar

Fri 28 June 2024

Welcoming new hires into company culture is an integral part of sustaining a productive workplace environment. Through integrating new hires into organizational norms, values, and expectations, the workplace culture built by today's leaders is carried into future generations of professionals. The process of cultural integration promotes continuity and bolsters growth within an organization.

However, new hires face challenges when the company culture is not accurately communicated to them. A misrepresentation of a firm's work culture can create an alarming environment for new team members. Effectively communicating and integrating new hires into firm culture is paramount for long-term success and organizational commitment. Ensuring that each member of a team embodies the groups culture will testify to the importance of upholding a positive work environment. Furthermore, when leaders emphasize the value of firm culture, their direct reports will follow suit in working to continuously build and integrate company culture.

Additionally, it is crucial for company professionals to authentically demonstrate workplace culture. Although challenging for many, it is necessary to display culture in an authentic manner rather than creating a company profile that is not necessarily an accurate representation. Integrating new hires into a developing culture can be a challenging task, here are 7 tips leaders should consider to streamline new hires into company culture:

Structured Onboarding Processes

Through structured onboarding processes, new hires can better grasp company culture, group norms, and expectations. In structured onboarding, companies will have planned timelines and content to share with incoming professionals. On their first day, a new hire may receive a training timeline, a list of their expected role competencies, and human resources information. Pieces of training in onboarding could include a basic skill overview, speeches from human resources, or even professionalism training. After receiving this information, individuals in a structured onboarding process will have a firm lead training to slowly walk through different procedures and office norms to help new members better grasp the company culture. Discussing company expectations and benefits is a great way to exhibit a company-wide culture or initiative.

2. Buddy or Mentor Pairings

In addition to helping train individuals, buddy or mentor pairings serve as a fantastic tool to communicate a company's norms. Suppose a new hire mentor is outgoing and willing to answer any questions. In that case, this experience will provide a different understanding of culture for new hires compared to a mentor who is closed off and not very easy to communicate with. Additionally, mentors aid in demonstrating company culture by telling stories and building genuine connections that make someone new feel welcomed in a new and intimidating environment.

3. Social Events

Company-wide orchestrated social events can be a great way to help demonstrate workplace culture and facilitate connections. Through out-of-office social events, individuals tend to come out of their shells, talk to new colleagues, and build friendships. Social events can display company culture through professionals enjoying discussing with their colleagues and spending time as a group whereas, without these opportunities to openly converse, new hires tend to feel isolated.

Social events enable employees to connect with each other beyond their responsibilities within an office. Through social events, new employees are able to openly discuss and learn from professionals within the firm who will help them transition into their new roles. By providing opportunities for new hires to connect with their colleagues, organizational culture will strengthen, a benefit to both employees and the company.

4. Live the Culture

Many companies' culture and their advertised culture do not align. Every employer markets themselves to have great working environments and cultures yet, only some actually fulfill these claims. Ensuring that all employees embody the company culture throughout the workday is paramount to effectively integrating new employees into the firm culture. New employees observing the attitudes and behaviors of professionals embodying the values of firm culture is an outstanding method to foster informal learning of both technical and interpersonal expectations.

5. Cross Team Collaboration

Cross-team collaboration is a great way for firms to showcase a company-wide culture. Individuals willing to discuss, collaborate, and learn from each other create a welcoming culture that supports new hires through stages of onboarding and learning. Lack of cross-team collaboration can leave new hires both lacking education in certain subject matters and isolated from other groups within the company. To best encourage new hires to integrate, managers should consider assigning projects that will move them slightly out of their comfort zone, encouraging meeting new individuals in building connections.

6. Open Communication

Open communication is crucial to creating a harmonious alignment of new hires' values and norms within a group. Through open communication, company leaders are enabled to share their expectations and experiences that shape the work environment. Additionally, in a positive work environment, open communication encourages learning, growth, and embracing mistakes.

Through open communication, leaders are able to effectively set clear expectations and establish cultural norms from the start of a new hire's career at a firm. Furthermore, open communication promotes psychological safety within the workplace, creating an environment that promotes discussion, asking questions and learning from feedback.

7. Aligned Opportunities

When company opportunities promote firm initiatives, new employees can clearly understand the culture within the workplace. Aligned opportunities for learning and growth convey the value of a long-term, sustainable, company culture. Additionally, cultural immersion through training opportunities generally involves exposure to executives within a firm along with further explanations of how each individual may contribute to firm culture.

Changing workplace behavior requires a sustained effort and is a daunting task. Leaders must prioritize their values and find creative methods to create an environment where employees embrace change in the workplace.

Many leaders face challenges in shifting from negative or counterproductive workplace habits to favorable workplace practices. Once a group or team has routined unfavorable work habits, it is significantly more challenging to pivot behavior. As always, it is essential to be patient in orchestrating workplace activities and changes, specifically in changing culture. Leaders should be prepared to readjust and pivot their efforts based on employee receptiveness. Nevertheless, if leaders remain diligent and dedicated to promoting positive change, they will inspire confidence through cultural changes.

by Grace Tripathy

Fri 26 July 2024

Transitioning into a leadership position at work can be a challenging yet rewarding experience. For John, who recently took on a new role in his company, this journey has been filled with both excitement and nervousness. As he steps into his new position, he understands that taking control of his transition is key to making it successful.

John’s transition began with a mix of enthusiasm and anxiety. He knew that to make the most of this opportunity, he needed to be proactive and dedicated. The initial phase was overwhelming, filled with new faces, unfamiliar processes, and a steep learning curve. However, John’s drive to excel fueled his determination to turn this challenge into a triumph.

Taking Ownership of Your Transition

John's first step was to take ownership of his transition. He understood that waiting for guidance wasn’t an option; instead, he had to actively seek out the resources and support he needed. Here’s how John approached this:

Be a Proactive Mentee and Trainee: John reached out to his mentors and colleagues who were well-established in the group. He asked questions, sought feedback, and showed a genuine interest in their experiences. By positioning himself as an eager learner, John was able to gain valuable insights and advice.
Build Relationships with People: Understanding the importance of networking, John made it a point to connect with those who were in roles similar to the one he aspired to. These connections not only provided him with practical knowledge but also helped him feel more integrated into the team.
Invest Extra Time: John knew that the transitional phase would demand more from him than his usual workload. He dedicated extra hours to understand the nuances of his new role, attending additional meetings and working late to get up to speed. While it was exhausting, John remained focused on his long-term goals.

Transitioning into a new group or position often demands additional time and effort, and understanding why this is crucial, as well as knowing when to start delegating, is key to a smooth and successful adjustment. Initially, extra hours are essential due to the steep learning curve associated with a new role. This period involves mastering unfamiliar processes, systems, and the company culture, all of which require a significant investment of time. By putting in extra hours, employees can better absorb information, gain familiarity with their tasks, and develop the skills needed to perform their job effectively.

Additionally, this time investment is crucial for building relationships with new colleagues, mentors, and stakeholders. Engaging in networking opportunities and attending meetings can help in establishing rapport and integrating into the team, which is vital for long-term success.

Demonstrating a willingness to invest extra time signals commitment and dedication, positively impacting how one is perceived by the new team and supervisors. As one progresses in their transition and gains a solid understanding of the new role, it becomes important to assess when to start delegating tasks.

Knowing When to Start Delegating

Assessing Workload: As John progressed in his transition and became more familiar with his new role, he made it a priority to evaluate his workload. He realized that when he consistently felt overwhelmed or noticed that his additional hours were starting to affect his work-life balance, it was a clear indication that it might be time to start delegating tasks. John understood the importance of recognizing these signs early to manage his stress and maintain his efficiency.
Achieving Competency: John worked diligently to gain a solid understanding of his new role and to handle his core responsibilities effectively. Once he felt confident in his abilities and had a firm grasp on the nuances of his position, he began to assess which tasks could be delegated. John knew that reaching a level of competency was crucial before sharing responsibilities with others.
Prioritizing Strategic Focus: John observed that spending excessive time on routine or operational tasks was detracting from his ability to focus on strategic goals and higher-priority projects. He recognized that delegating these routine tasks would allow him to concentrate on areas where he could add the most value, thereby enhancing his contribution to the team’s success.
Building Team Capability: For John, delegation was not just about alleviating his own workload; it was also an opportunity to empower his team. He saw that by entrusting capable team members with additional responsibilities, he could help them grow professionally. John found it rewarding to watch his colleagues take on new challenges and become more effective contributors to the team’s overall success.
Setting Up for Success: Before delegating tasks, John ensured that his team had the necessary resources, training, and support. He understood that successful delegation required clear communication, setting expectations, and providing guidance. By doing so, John aimed to ensure that tasks were completed successfully and that his team was well-prepared for the responsibilities he assigned.

Initially, John invested significant time to acclimate to his new role and build a strong foundation. He knew that this extra effort was important for understanding his responsibilities and establishing himself within the team. As John became more settled and established in his position, he began to focus more on delegation. This shift allowed him to manage his workload efficiently, concentrate on strategic goals, and support the development of his team members.

By balancing the extra hours required at the start of his transition with effective delegation, John was able to manage his responsibilities more effectively. This approach set the stage for long-term success by enabling him to focus on strategic objectives and foster his team’s growth, ensuring a smooth transition and sustained achievement.

by Grace Tripathy

Fri 10 January 2025

Mentorship is often seen as a cornerstone of personal and career growth. However, to truly unlock the potential of a mentorship relationship, it is critical to establish mutual respect, value each other's time, and foster an environment of growth and collaboration. By examining the perspectives of mentors, mentees, and the dynamics of their partnership, we can uncover the principles that make mentorship thrive. Additionally, these principles align with the values of mastermind groups, where professionals come together as equals to accelerate collective growth.

The Mentor’s Perspective: Guiding with Intentionality

A good mentor recognizes the privilege and responsibility of shaping another’s professional journey. Key attributes of effective mentorship include:

Respect for the Mentee’s Goals: Tailoring advice and guidance to align with the mentee’s aspirations fosters trust and ensures relevance. A mentor should take the time to understand the mentee’s long-term objectives and provide guidance that bridges the gap between current skills and future ambitions. This approach ensures that the mentorship remains focused and meaningful.
Consistent Availability: Being present and honoring scheduled commitments demonstrates respect and professionalism. Mentors who consistently make time for their mentees signal that they value the relationship. This consistency builds trust and sets the tone for productive interactions, even when schedules are demanding.
Constructive Feedback: Providing actionable insights helps mentees navigate challenges and hone their skills. Constructive criticism, when delivered thoughtfully, can inspire growth and encourage mentees to embrace new opportunities. A mentor should also celebrate the mentee’s progress, reinforcing confidence and motivation.

Beyond these traits, mentors should remain adaptable, as each mentee brings unique needs and challenges. By cultivating empathy and remaining approachable, mentors can create an environment that fosters open dialogue and shared success.

The Mentee’s Perspective: Learning with Humility and Drive

Being a good mentee goes beyond absorbing wisdom; it involves active engagement and respect for the mentor’s time and expertise. Key qualities of effective mentees include:

Preparation: Coming to meetings with clear questions or updates maximizes the mentor’s time and creates productive conversations. This practice signals that the mentee values the mentor’s guidance and is willing to take the necessary steps to benefit from the relationship.
Gratitude: Expressing appreciation for the mentor’s efforts strengthens the relationship. Small gestures of acknowledgment, such as a thank-you note or verbal recognition, can go a long way in reinforcing a positive dynamic.
Accountability: Following through on advice or agreed-upon actions demonstrates dedication to personal growth. Mentees who consistently act on their mentor’s guidance show that they value the relationship and are committed to improving their skills and achieving their goals.

Effective mentees also embrace a growth mindset, viewing challenges as opportunities to learn rather than setbacks. By staying curious and maintaining a proactive attitude, mentees can deepen the relationship and derive greater value from the mentorship.

Working Together: Building Mutual Respect

The mentor-mentee relationship thrives on mutual respect and shared effort. Common pitfalls, such as rescheduling meetings last minute or failing to show up prepared, can erode trust and diminish the partnership’s value. To cultivate a healthy dynamic:

Value Each Other’s Time: Both mentors and mentees should honor commitments and communicate proactively if changes arise. This mutual respect helps establish a professional tone and ensures that both parties feel their time is appreciated.
Set Clear Expectations: Define the purpose, frequency, and boundaries of the relationship to avoid misunderstandings. Regularly revisiting these expectations ensures that both parties remain aligned and can adapt to evolving needs.
Celebrate Progress: Acknowledge milestones and successes to reinforce the partnership’s impact. Celebrating achievements, no matter how small, can strengthen the bond between mentors and mentees and maintain momentum in the relationship.

Moreover, both parties should prioritize open communication. Addressing concerns or challenges directly and respectfully can prevent minor issues from escalating and ensure a productive partnership.

The Mastermind Group Connection

Mastermind groups offer a unique space where mentorship principles intersect with peer collaboration. Defined as small, focused groups of professionals who meet regularly to support and challenge each other, mastermind groups operate on the mantra that all members are equals, regardless of career stage or experience level. The only prerequisite is the willingness to add value to others’ journeys.

Ambition In Motion (AIM) exemplifies the power of mastermind groups in professional development. These groups prioritize diverse perspectives by bringing together members with varied experiences and insights, enriching discussions and broadening viewpoints. This diversity fosters creativity and innovation, exposing members to ideas they might not encounter in their immediate professional circles. Structured accountability is another cornerstone of AIM, as regular meetings with defined goals encourage participants to stay on track and make meaningful progress. By holding each other accountable, members create a supportive yet challenging environment that drives growth. Additionally, collaborative growth is achieved as members share challenges and solutions, accelerating each other’s learning and professional success. This approach ensures that all participants benefit, regardless of their career stages or industries. In AIM mastermind groups, participants are encouraged to be both learners and contributors, mirroring the essence of mentorship where mutual respect and shared effort drive success.

Whether in one-on-one mentorships or mastermind groups, respect and intentionality are non-negotiable. By valuing each other’s time, honoring commitments, and fostering open communication, professionals can create relationships that elevate everyone involved. Mastermind groups, like those offered by Ambition In Motion, take this principle further by creating a platform where equals collaborate to achieve unparalleled growth.

by Kayla Ambrose

Fri 21 February 2025

Within a team, employees tend to possess varying levels of intention and capabilities. Managers can use frameworks to help categorize employees based on two factors, the skills they can contribute to the team and the motivations behind each employee. Within this matrix, an important yet frequently overlooked group is employees who are highly motivated but lack the capabilities needed to effectively support the team. While these individuals are highly ambitious, they require additional training, support, and mentorship from their managers in order to truly recognize their capabilities.

A common situation managers encounter team members with high intention and low capabilities is seen with employees who just started their first career post-graduation or international team members who may have received different training. Take for example Joe who is an American working with an Italian team. Joe is excited to join a new team and is motivated to demonstrate his skills to his new manager. Despite his solid career background and success in his previous team, Joe is unfamiliar with Italian regulations and has a slight language barrier. Since Joe has high motivation to succeed and contribute to his team, his manager should implement strategies to support Joe and guide his growth within the team.

Recognizing High Intention, Low Capability Employees

Many employees join a company or transition into new roles with high intentions to be successful. Although they are highly motivated, these employees may lack the necessary skills or experience that will help them become successful in this new opportunity. Recognizing these individuals is important for managers who want to increase their contributions to the team and promote a culture of growth.

Individuals who have high intentions within their team often exhibit the following behaviors:

Incredibly enthusiastic about learning opportunities
Strong commitment to organizational goals
Willing to take on new challenges
Open to feedback and guidance

Given their strong intentions to help the team achieve their goals, it’s crucial that managers retain these team members and support them. Retaining team members who are incredibly driven will empower other team members to buy into the team's goals.

Low capability may be exhibited in different ways; managers should be aware of the following signs:

Difficulty completing tasks independently
Struggles to meet deadlines and/or targets
Frequently makes mistakes or misinterprets instructions
Hesitation in decision-making and lack of confidence

Rather than perceiving these employees as underperformers, managers should view them as underdeveloped potential that can thrive with the proper guidance.

Exhibit Self-Reflection

Effective managers conduct self-reflection when they realize that a team member is struggling under their guidance. If a team member is not achieving their full potential despite their high motivation, a manager should consider what steps they can take to align their employee’s abilities with their strong efforts.

Something important to consider is the expectations that are set for this employee. An employee who recently joined the organization or this team may need some time to properly adjust to the new environment. Sometimes, employees simply need more time to work out some of the initial issues when joining a new team.

Another consideration is what resources and training opportunities are available for team members. If someone is continuously struggling with the same tasks, it may not be a lack of capability but a lack of guidance. Ensuring ample opportunities for team members to develop their skills can drastically improve their capabilities.

Since managers set the tone for their team, reflect on whether there is a culture of learning or if there is a culture solely focused on performance. Team members who are focused on achieving success without learning the proper skills to get there may struggle to expand their skillset, thus limiting their capabilities.

Managers who take ownership of their team's development can transform high-intention employees with low capabilities into high-performing team members.

Manager's Role in Supporting Growth

A manager's responsibility is to support their employees through proper training, sufficient resources, and mentorship opportunities. If an employee is struggling due to a lack of capabilities is often a reflection of an ineffective management style and not the effort exerted by the employee. It’s imperative that their manager takes accountability for this disconnect and implements changes to properly support their employee. Here are some strategies for how managers can bridge the gap between intention and capabilities:

Provide Training Resources

Incorporate structured training programs that all employees to learn tangible skills needed to complete their assigned tasks. Hands-on training and continuous learning opportunities can drastically improve the technical and soft skills of team members.

2. Foster a Growth Mindset

Although high-intention employees are highly motivated, continuing to fail at a task may discourage their efforts. Managers should encourage the notion that skills can continue to be developed over time through practice and consistent effort. Helping employees to frame their setbacks as a growth opportunity can help them persevere through their challenges.

3. Provide Feedback and Coaching

Conducting regular meetings, structured coaching sessions, and constructive feedback gives valuable direction an employee may need to expand their capabilities. Rather than waiting for periodic performance reviews, managers should actively implement mechanisms to constantly provide feedback and actionable advice.

4. Create a Mentorship Connection

Connecting high-intention and low-capability employees with highly experienced employees may allow for more accelerated advancement. Mentorship or peer coaching from a peer is a more natural way for employees to develop their skills. A mentorship connection may also have reciprocal benefits for the highly experienced employees because they may have less motivation resulting from them being on the team for a while.

With the proper training and guidance from his manager, Joe was able to take his strong intentions for success and develop skills that help him be successful within his new team. Like Joe, underperforming employees sometimes just need a bit of guidance from their managers to unlock their full potential.

High-intention, low-capability team members represent a growth opportunity. By recognizing their enthusiasm for team success, assuming ownership of their development, and implementing support systems, managers can strengthen their abilities and enhance the team. A manager who nurtures their employees ultimately builds a team that is both high in intention and highly capable.

by Kayla Ambrose

Fri 4 April 2025

Louis is a French manager working at an international clothing company. While working in the French branch of the firm, Louis has been recognized numerous times for his strong leadership and effective communication. Due to his successes, Louis got relocated to the American branch of the firm to assist with the implementation of a new clothing line. After 2 months of managing in the United States, Louis is astounded to hear from a colleague that Louis’s team members have complaints about his leadership style. While Louis was an effective leader for his French team members, his incredibly direct leadership style comes across as cold and abrasive to his American team members. To effectively manage his new team, Louis must adjust his leadership style to accommodate the new cultures represented in his team.

Louis, like many managers of multicultural teams, relied on his home country’s culture and management styles when working with individuals from different cultures. While this management style may be effective in one's home country, it's crucial that managers adapt to the cultures within their teams. Whether relocating to another country or managing a cross-cultural team in one's home country, these are some strategies to leverage to effectively lead a multi-cultural team.

Increase Cultural Intelligence

When leading a cross-cultural team or managing in a foreign country, it’s important to conduct research about the other culture(s) to develop a deeper understanding. Cultures may vary drastically in their communication styles, views on hierarchy, methods of handling conflict, and other critical interpersonal aspects. Learning about these variances will allow managers to better understand how their team members think about and perceive the world.

There are various cultural frameworks that provide detailed breakdowns of differences between cultures that can enhance management effectiveness. Trumpenaars, Hofstede, and GlobeSmart are a few of the many existing frameworks that outline key cultural differences. Each framework has different dimensions that are used to evaluate cultures. Breaking down the different dimensions to understand them and thinking holistically about the differences in cultures will build a strong foundation for managing a cross-cultural team.

2. Acknowledge Cultural Differences

After researching different cultures to learn more about them, collaborate with the team to further understand critical cultural differences. While it may seem uncomfortable, encouraging open communication about cultural differences will take away some of the guesswork of trying to navigate a multicultural setting. Asking questions and learning about other cultures outside of the work environment will create an open space that embraces the variety of cultures.

While conducting research on other cultures creates a solid background of different cultures, recognize that learning from the team members is the best way to truly understand a culture. Furthermore, each person is different and may not entirely fit into the norms of their culture. Being curious and creating time to discuss these differences will demonstrate a desire to learn and grow together.

3. Establish Team Norms

Once cultural differences have been identified and discussed, establishing team norms will allow for improved workplace performance. Collaborate with the entire team when building these norms. Forming these norms as a group increases group buy-in and ensures all team members feel committed to the team norms.

Consider the variances in cultures and how they may shape the team norms. Some cultures tend to be extremely rigid with deadlines, while others have more flexible timing. Cultural differences in hierarchy may mean that some team members will seek more frequent approval from management while others may operate more autonomously. Make sure to establish clear norm expectations that take into consideration these different ways of working.

4. Overcommunicate

Within a cross-cultural team, overcommunicating can be a key to success. While it may seem redundant to constantly check in with team members, ensuring frequent communication will make sure everyone is on the same page. Especially at the beginning of team formation, prioritizing communication will prevent team members from making their own assumptions.

Cross-cultural teams may be comprised of individuals who have different first languages. It can be difficult to communicate when there is a language barrier within a team, so simplifying communication can prevent interpretation issues. While using less complex words and slowing down communication can make sure everyone understands what is being said, actively make sure to avoid foreigner talk. Foreigner talk is characterized by using slower and louder speech, which can be offensive to non-native speakers.

5. Avoid Assumptions

While it’s natural to have a perception of different cultures, actively make sure it avoid assumptions about individuals based on their cultural identity. Furthermore, avoid assuming that everyone on the team is in agreement or has a shared understanding. Cultures vary on how people indicate they agree with something, so assuming that everyone is on the same page simply because there is no vocal disagreement is not a reliable strategy. Leveraging strong communication and feedback mechanisms will help to avoid making incorrect assumptions.

Another assumption that is often made in cross-cultural settings is based on language ability. When someone is more fluent in a language, they are often perceived as more capable than individuals who are less fluent. Make sure to avoid making assumptions of cognitive ability solely based on language skill as the team may over or underestimate team member abilities.

Incorporating these strategies can be challenging, as there are many dynamics involved in culture. Recognize that it takes time to adjust management styles and its a constantly evolving process. To gain insights on effective strategies for managing a cross-cultural team, leverage performance management software. Managers may also find it helpful to discuss challenges with peer mentors to learn about the strategies they found most effective when dealing with similar challenges.

Through the use of these 5 strategies, Louis was able to adjust his management style to fit the needs of his new team. Recognizing that Americans have a strong preference for less direct criticism and a stronger sense of team camaraderie, Louis implemented more team bonding activities and conversational feedback mechanisms. After shifting his management style, Louis saw a positive change in his team's productivity and was able to better support his team.

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