leading by example

“Work Hard, Play Hard.” We’ve all heard this term countless times. Oftentimes, it’s plastered on core value statements and repeated by colleagues as a badge of honor, supposedly as motivation for balancing work and play.  

 

There is no argument with working hard - it’s vital for any company to succeed. Without unwavering determination and an auspicious work ethic, your competition will out shadow you in a moment's notice.

 

But employees today aren’t interested in playing hard. They are interested in balance and work/life integration. The concept of play hard can have many connotations. By saying work hard, play hard, we are directly or indirectly communicating that all of our time must be at work or with work colleagues. Essentially, if we are working hard and then spending our free time playing hard with our colleagues, we are not allocating any time for ourselves to reset and recharge. On top of that, the notion of “play hard” also has many connections to partying and drug use/abuse which is not conducive to a balanced culture. 

 

The term “work hard, play hard” is a major red flag when being stated as a part of a company’s values or mission statement. 

 

“Play hard” glorifies a degenerate culture. Picture a group of suited bankers wearing loose ties, in a loud nightclub, spending a lot of money on bottle service, and making morally questionable decisions; then, showing up to work the next day hungover and reveling in party stories while “working.” These actions only work against the employees, owners and investors of the company. 

 

“I have nothing against drinking and do my share. And there are plenty of TaskUs events where we serve alcohol. However, I do not want to promote constant partying as an important part of our company’s culture, whether intended or implied,” Jaspar Weir, President of TaskUs, said. 

 

It creates social pressure to drink with your colleagues or be left out. Not to mention that being hungover and tired at work is unproductive. In general, getting wasted around your colleagues just isn’t a great idea. 

 

It perpetuates the tech-bro stereotype that startups, and even well-established companies, desperately need to change. Companies fostering toxic work environments, especially poor treatment of women, and fraternity-like cultures of heavy drinking and partying play a role in this stereotype. Employees, amplified by media cycles, are screaming that this behavior will not be tolerated. 

 

So, no more play?

 

No, we should all have fun!

 

Work Hard, Play Hard connotes that work itself is not fun, and all play happens outside of the office as a way of evening the scales between the doldrum of work and the excitement of what play can entail. We spend way too much of our waking adult lives in an office. Therefore, it’s in every company’s best interest to focus more on creating fun work environments that people enjoy, and ultimately promote employee engagement and better business results. 

 

According to the Bureau of Labor Statistics, Americans spend nearly 40% of their day working - more than any other single activity in their day. Happiness makes people more productive at work, according to the latest research from the University of Warwick. Economists carried out several experiments to test the idea that happy employees work harder. In the laboratory, they found happiness made people around 12% more productive.

 

Employers must provide meaningful, quality interactions with employees where they can relate to one another on a personal level. This gives managers insight into why a normally productive teammate is falling behind due to underlying personal life stressors. It allows us to all be human together and enjoy time together at work.

 

Here are a few ideas for how to create a fun work environment: 

 

An essential aspect of a fun workplace culture is where people feel good about themselves and their work. While appreciating major accomplishments is necessary to increase employee morale, celebrating the small wins can be just as effective.

An employee has always been helpful to his team members. When an employee stayed late to cover a sick colleague’s work. When someone always comes to work on time. Or keeps his workplace immaculately clean. The tool AIM Insights measures this metric and calls it organizational citizenship.

Such day-to-day acts should not go under the radar and be appreciated as such.

It will indeed impart some positive vibes, laughter, team bonding and establish an overall fun working environment.

 
2. Ask employees what they want 

The best way to create a fun working environment is to ask your employees about what they want. There is usually a generational and positional gap seen between the manager and the team members.

Thus, what you may consider fun at work might not necessarily be so for the employees.

Therefore, consider it an excellent practice to ask or gather feedback from the team about what you should do to make the working environment more fun.

More often, you’ll find that they’ll be more than happy to help you since it benefits them as well. Also, it will provide an excellent bonding opportunity between the manager and the team members.

 
3. Team Building Fun Activities

Team building activities that involve some strategy, skills, and team members working together can be incredibly effective in creating a fun work environment.

Such fun activities provide a plethora of benefits, including:

 

●       Aids the team members into honing their strategic skillset.

●       Promotes team bonding through activities such as icebreaker questions.

●       Helping combat work pressure and stress.

●       Increase in creativity and confidence levels.

●       Inspires better communication between team members.

●       Such fun activities help to bring team members together and actually bond over something that all enjoy.

 

This creates a sense of camaraderie and that their colleagues can be friends. Perhaps, the most crucial benefit is that the learning and collaboration developed during such team-building fun games can help in the actual working environment.

 

Having fun without hard work does not promote good business. Ditching the “work hard, play hard” mantra and focusing more on creating a fun work environment doesn’t mean people are happy, but it is a step in the right direction to allowing employees a fun expression of their job, in a safe and responsible manner. 

With changes occurring in the economy, many companies are laying people off, many times in waves. This can impact the morale of those that are left.

 

When employees are spared, they feel relieved for a little bit before they start thinking and worrying about the next wave: “Will I be next? I better start looking for a job elsewhere; What am I going to do?”

 

Thoughts like these are the symptoms of a syndrome, the survivor syndrome. The effects of this syndrome will cause a sharp decrease in employee engagement and productivity. Recent research through Velas Coaching has shown that after layoffs, employees often report reduced commitment and performance.

 

While some may feel lucky to still be employed, others may experience mixed feelings. They may be relieved to still have a job but simultaneously guilt-ridden about the suffering of former colleagues who were let go. 

 

This type of “survivor guilt” is normally associated with the emotions people experience after facing a traumatic event or accident that looks at the lives of others, but it can also happen after corporate layoffs. 

 

It’s not uncommon for the employees left standing to wonder, “Why did I make it, but they didn’t? or “How am I going to face my friends who were released knowing that they’re in a bad financial situation while I’m still employed?” Survivor guilt may be made worse by a perception that the company failed to recognize or reward trusted colleagues and friends and instead eliminated them.

 

Studies by the Harvard Business Review show that nearly three-quarters (74%) of employees retained after a layoff saw their productivity decline after it, while 69% said that the quality of their company’s product or service deteriorated. When these respondents were asked why they felt that way, they expressed feelings of guilt, anxiety, and anger. 

 

The good news is that workers who felt that their managers were visible, approachable, and open were more than 70% less likely to report a productivity drop, and 65% less likely to report a decline in the quality of their organization’s offerings. These numbers show that leaders can make a big difference in helping retained employees deal with their survivor guilt.

 

As a leader you probably are asking yourself: “what can I do to help my team go through that dreadful layoff cycle?” Here are three suggestions:

 

 

You may have heard the story of Bob Chapman, the former CEO of Barry-Wehmiller, a family owned company. In 2008 at the bottom of the recession, the company was hit very hard, and they lost 30% of their orders very fast. The board decided that they needed to save money and pushed for layoffs. Bob refused, so he came up with an idea, a furloughs program. Everyone was going to take an unpaid vacation so everybody will suffer a little as opposed to a few who suffer a lot. Guess what happened to the morale of the employees? It went through the roof. If you have the chance, protect your team at all costs and make sure they know you are doing it.  

 

 

As employees process the layoff cycle, they start to believe that the company they work for does not care about them, that they are pawns, merely a piece that can be easily sacrificed for the company’s sake. But it doesn’t have to be this way. As a leader, your ability to communicate effectively and regularly with your employees is invaluable in the long term. Much of how employees perceive a layoff depends on how much information is shared, and where it is coming from; it should come from you.

 

●       Listen and acknowledge their fears

●       Ask how your employees are doing and respond with empathy

●       Make sure you validate or dispel the “rumors” out there, fast

●       Make sure you are available, open-door policy

●       Don’t hide the truth

 

 

When you perform a layoff, you’ve probably harbored feelings of regret for having to lose members of your team and feel anxious about the light in which survivors see you. Now you are managing a team of survivors, the lucky ones who didn’t get laid off. Therefore, you need to set a positive tone but also be realistic. Good fortune doesn’t make good performance. 

 

Kick your leadership skills into high gear and focus on transitioning your surviving employees toward a new brighter future. Make employee engagement your number one priority, creating a safe space for your employees to succeed.

 

Organizations that invest time, money, and attention helping the remaining employees stay engaged are much more likely to succeed after a layoff than see diminished productivity. How your remaining employees perceive you are handling the process will set the tone for renewed trust in the relationship. If you handle it with integrity and empathy, you will minimize and perhaps eliminate adverse impacts of the survivor syndrome on your team.

Have your team members been acting differently or producing lower-quality work? Maybe there's an increase in requests for sick days or your direct reports seem disengaged during meetings? Unfortunately, all of these could be the early signs of team burnout. 

 

Burnout is quite common in today’s workplace. Two-thirds of full-time workers report experiencing burnout on the job, and it’s a phenomenon that impacts employees across all industries and roles, not just people in senior positions or traditionally high-stress jobs.

 

However, there’s hope: as a manager, there are several ways you can mitigate the impact of burnout on your team.

 

How do you identify team burnout? 

 

It’s critical that managers identify the signs of burnout early on. However, it’s important to note that they aren’t always easy to identify. 

 

You may assume that an employee has been missing deadlines or coming into work late because they are simply lazy. Or that the unusually negative, critical team member is simply in a “bad mood.” But these actions can be signs of burnout.

 

It’s also important to keep in mind that employees can experience burnout in their personal lives, which can carry over into their work. Managers shouldn’t assume that an employee is immune from burnout just because things at work aren’t busy.

 

To help you better identify the signs of burnout, look at the common physical, mental, and emotional symptoms below:

 

●       Feelings of energy depletion or exhaustion

●       Loss of productivity 

●       Fatigue

●       Loss of appetite or change in eating habits

●       Lack of sleep 

 

●       Constant worry and anxiety

●       Inability to focus clearly

●       Increased mental distance or apathy

 

●       Feelings of negativity or cynicism 

●       Irritability

●       Emotional fragility or heightened sensitivity

●       An increased tendency to start arguments or make harsh comments

 

While these signs can be used to identify burnout in individuals, the same evaluation can also be used to assess teams. If multiple team members seem to be suffering from any of these symptoms, or if your team seems to be experiencing a general loss in productivity, there’s a chance that they may be experiencing burnout. 

 

 

Once you think you’ve identified burnout on your team, how do you manage it before it becomes problematic or long-term? 

 

Before you take any action, take the time to understand the root cause of your team’s burnout. This will not only help you identify how to best help your team, but it’ll also demonstrate that you’ve noticed they’re not being themselves and want to help them overcome this obstacle.  

 

There are many potential contributing factors: a heavy workload, lack of leadership, no clarity around roles or expectations, and unfair treatment are common work-related causes of burnout. Of course, there could also be other factors outside of work that contribute to your team’s burnout such as financial or family-related stress.

 

Here are a few tips to help you identify the root cause: 

 

●       Have in-person conversations. Even though your entire team may be experiencing burnout, have conversations on an individual basis. 1-on-1 conversations are a good opportunity to address your direct reports' wellbeing. Addressing the entire group can be intimidating and make it difficult for members to open up. So schedule time for every employee and try to understand what they’re going through. Each person may also be able to share their perspective as to what’s happening at a team level.

●       Ask questions. Keep in mind that it may feel scary for employees to open up about their struggles in the workplace, especially to their managers. They may fear repercussions or worry about being perceived as less hardworking than other team members. If your employee seems to have a hard time starting the conversation, approach them with empathetic questions, such as, “What’s on your plate right now that’s overwhelming?” or “Where are you feeling the most stress?”

 

Other strategies can make it easier for people to open up about their experiences, too, such as ensuring confidentiality or connecting the employee to a third-party expert (such as a coach or therapist) that they may feel more comfortable working with. Sometimes, your employee may not feel ready to open up, and that’s okay too. Don’t force them to talk if they don’t want to but let them know you’re always available whenever they’re ready. Tools like AIM Insights can help leaders accomplish this goal.

 

As a manager, one of your most important roles is to serve as an advocate for your team. This means making sure your direct reports are well taken care of and supported. This is especially true when it comes to burnout. Depending on the reason for the burnout, the way you advocate for your employees can take on different forms. Here are a few examples to inspire ideas: 

 

●       Protect their time. If your team suffers from a heavy workload, one of the best things you can do is protect their time. What does this look like in practice? If someone approaches you to see if your team can take on a project, push back or say no. Also, let your team know that it’s okay to turn down work themselves if they feel overworked – this will empower them to regulate their own workloads.

●       Provide access to relevant resources. Regardless of the root cause, burnout can have very serious mental health consequences. Connecting employees with resources, such as information about wellness programs or wellbeing guides can be helpful. However, as a manager, you should also know that you’re not expected to be a mental health professional. So don’t hesitate to point your employees to an external source of mental and physical health support, whether that’s in the form of a healthcare professional or therapist. 

 

Compassion and empathy are useful tools for the workplace – especially when dealing with issues like burnout. There may be times you get frustrated with your team, or they get frustrated with you as you overcome this obstacle together. This is totally normal, so remind yourself to view the situation through a compassionate and empathetic lens. This will make it easier to get through the challenging times together. Below are ideas for how to demonstrate compassion and empathy: 

 

●       Don’t take it personally. It may be tempting to view your team’s burnout as a personal failing, but that’s not the case. At the end of the day, many factors can lead to burnout, no matter how hard you try to prevent it. So, when practicing empathy and compassion on your team, make sure you’re applying it inwardly, as well.

●       Think about what’s best for the team. A useful way to practice empathy is to ask yourself: what’s best for the team? The answer may vary by individual. What’s best for some employees is to take a vacation or personal leave and unplug for a bit. Others might need to clarify work priorities or have something taken off their plate. For some, it may be to support them if they decide to quit their job. This option can be challenging, but sometimes leaving an unhealthy work environment is the best thing employees can do for themselves and making sure that you’re supportive about their decision is the best thing that you can do for them. 

As an executive of your company, you are the face of the company or business you run. You are the one that everyone first thinks of when they hear or interact with your brand, you are the one they blame if something goes wrong, and you are the one they remember. 

Executive branding is important no matter what kind of business you are in, whether it be retail, construction, manufacturing, healthcare, technology, or any other industry. 

Branding is necessary for all aspects of your business; you want everything to be cohesive and be true to who you are and what you believe. Those values and beliefs should trickle down the pipeline of your employees, and as an entire brand, you should all feel similar in how you see the workplace and the world.

 

 

Executive branding starts with determining what you want your core message to be. Your message should coincide with what your target audience believes, and you need to use your message to grab their attention. For example, if you are the executive of an environmentally friendly packaging supplies business, your message should relate to the work your company does and how you do it. Your target audience would be business owners of all sizes who want to only use packing supplies that are eco-friendly. If you brand yourself properly and market your message to those people, you’ll have a loyal customer base in no time.

Even though you may not deal with your audience daily as other people within your company do, it’s still extremely important to brand yourself as the executive. Your branding is what helps you make connections in the business world, it helps get your name in front of people’s eyes, and it helps to boost your business more than you probably imagine.

Whether you’re in a new position as executive or you’ve been executive for 10+ years, there is always room for improvement when it comes to branding yourself.

 

 

 

As an executive of a company, you barely have free time as it is. So, do you really need to take the time to brand yourself? Here are 5 reasons why it’s necessary to establish a personal brand for yourself:

 

Executive branding is your one chance to show your audience what makes you and your business unique. What do you offer that others don’t? Why should they support your business over your competitors? What makes you unique?

These are all things you should answer when defining your brand as executive. People support those they align with, in all aspects. If someone can see who you are as a person and can see you truly care about a cause or believe in a product or service, they’ll see that and come to your business with their credit card ready. Authenticity and uniqueness are what drive people to your brand!

 

The only way to gain new clients or customers and create loyal ones is to get them on your side. Let’s go back to the eco-friendly packing supplies business example. If there is a small business owner that believes in your cause and can tell you truly care about saving and protecting our environment and they like you as a person, they are 10x more likely to continue supporting you even if your prices are higher. 

Relationships are crucial and maintaining them is an essential practice. 

In fact, 71% of consumers say they prefer to support companies that align with their own values. Why is that? Because they like you for you, not for your prices or products. You have similar values and that is what makes people loyal to one brand over another.

 

Going back to the stat that 71% of consumers out there prefer to purchase products or services from brands that align with their own values and beliefs, creating an executive brand is one of the best things you can do to show your target audience what you believe in and why you believe it. 

These days, people don’t just type in something online and purchase the first thing that pops up. They take time to research the company, see who runs it, and learn why they started it. If you don’t tell your story well enough or show potential consumers what you believe in and why, or what your values are in life, odds are they have already clicked off your page.

Why is that true? Because people like to see authenticity and they like to know you became an executive of a company for a reason other than to make a new income. Consumers don’t want to feel like you are using them to get a paycheck, they want to feel good about purchasing and investing in your business because your values and beliefs are the same as theirs. 

Make sure to tell the world what you believe in, what your value in both your personal and professional life, and why. If you hit this on the head, your loyal customer base is going to skyrocket.

 

Any high-up executive knows that no one is perfect, and you are bound to make a mistake at some point in your career. When you are in control of your executive branding, you can determine how people see you. Are you the nice boss that allows your employees to dress down on Fridays? Or are you the mean boss that doesn’t want to pay people’s healthcare?

When positioning your brand, you need to think about what you want people to think of you as. If you treat your employees right, you market yourself right, and your brand yourself properly, you can drown out the negative comments made. 

This can be sharing things about yourself, your life, or an experience you had with a customer. It can also be donating to a cause you believe in, or this can be showing off how you treated your employees to a team bonding experience. Whatever kind of boss you want to be, make sure you consider how people are going to see you from that. 

 

As an executive, you only want to be seen in a positive light, so make sure you brand yourself to receive only positive thoughts! Branding is one of the best business tools you can use and guess what? It costs nothing but time and energy! Branding yourself as an executive is something you should take your time 

Sometimes, one of the most difficult actions for a manager to take is to understand when to take a leave of absence. 66% of managers suffer from burnout, and according to Gallup, this number is only increasing. After all, managers often are in a unique position between direct reports and executives. Not only are they assisting their team below, but simultaneously assisting a team above. In addition to that, they have their own problems to face as well, including hiring, training, and retaining employees. This quote from Harry Levinson from the Harvard Business Review sums up the quandary faced by managers:

While we have explained how to manage burnout as a manager, there comes a point that it is important to throw in the towel, even temporarily. However, there are a few steps to take for the sake of professionalism and to help both your team as well as your senior leadership team. After all, a manager’s absence is a phenomenon that will have a drastic impact on the rest of the team. Therefore, planning for before, during, and after the leave will be the manager’s responsibility. 

Before your actual leave, one of the most important things to do is properly notify all of your coworkers, whether they be your direct reports, your peers, or your superiors. This is extremely important. Plan on assigning a point of contact as a substitute for you in order to make the most out of this break as well. Separation from work can be extremely valuable.

Notifying an executive team or any superior of a leave of absence can be daunting at times. The key here is to provide written documentation in conjunction with the human resources department explaining the following

·       What- Is this a leave of absence? Is this a step down and a break at the same time? Be sure to clarify exactly what steps are being taken during this break.

·       Why- Explain any reasoning as to why this action is being taken. No answer is an incorrect one but explaining the rationale behind mental health reasoning can add credibility to this report.

·       When- Clarify the dates as to when any breaks are being taken, as well as a timeline approximating a return to duties. While it is okay to have an indefinite duration, adding statements such as “no less than” or “no more than” can help senior managers in finding coverage.

Leave transition paperwork behind. While your leave may not necessarily be a permanent one, it is a leave, and staff contacting you should be unnecessary. This break is meant to refresh you and help with your mental health, as opposed to being on-call support. This paperwork should include team goals, some dossiers, and current tasks. A tool like AIM Insights can be a great way to document all of this information in real time. Hopefully, someone within your team is temporarily elevated to a managerial position. However, if senior leadership promotes someone unfamiliar with the team, they need to be well equipped to hit the ground running. Therefore, thorough paperwork will be extremely helpful. In addition to that, it will assist the team chemistry by allowing the substitute manager to understand individual personalities as well as specialties.

Many managers will struggle with the actual leave component of their planned leave. After all, their role is such an active part of the workplace that it ends up being very time consuming. Having this much free time can be somewhat daunting. So, what should a manager do with their time off?

1)      Log out of any work accounts- This break is meant for rehabilitation, as stated before. It is not meant to transfer you to remote work. Express that employees are not to contact you, unless there is an emergency, and only if there is an emergency.

2)     Get help- Taking a leave of absence is a drastic step. Simply taking a break for mental health and not taking further action is unproductive. Reach out to doctors, therapists, and mentors to look at further action.

3)     Take some time for yourself-  During this time, explore interests, and look at activities outside of the scope of the job. The goal of this is to reduce high levels of anxiety and stress. Use this time accordingly.       

4)     Contact superiors- If you are making any changes to your original planned break, let your superiors know, so they can then pass on further instructions to your substitute. In addition to that, keep them appraised on your projected return. This will assist them in reintroducing you to the workplace. In addition to that, let them know if you plan to reduce your duties in any capacity. It is okay to say that a job entails a little too much. Smart delegation can help with this as well.

5)     Prepare yourself to return- This seems a little straightforward, but it is a fairly important aspect of the leave. Work can be stressful, especially coming back off of a break. Imagine missing a few days of school. When you came back, it was a completely different unit being covered in math, a brand new animal to dissect in science, and somehow the school lunches got even worse. Returning to work after a mental health break can be extremely similar to this. Acknowledge that there may be changes, and that you may have a bit of work ahead of you in reacclimatizing to the work environment.

At the end of the day, being a manager is yet another job which will take up time and effort.  While this position is one of support and mentorship, sometimes it is in fact a manager who needs the aforementioned things. It is okay to ask for help, and more than okay to take time off to focus on returning stronger. 

 

As Henry Ford once said, “The only thing worse than training your employees and having them leave is not training them and having them stay.”

 

Henry Ford’s words have never been more pertinent as organizations struggle to hang onto their top performers in this economy. And though it’s tempting to instinctively go for that new external hire with a lot of ideas, what if there was already an internal leader poised for the challenge?

 

Leadership development strategies will not only prepare future leaders but improve talent retention across the organization. 

 

When evaluating your own leadership development programs and strategies, there’s only one approach that will set you apart and improve talent performance and retention – and it can be applied to any strategy you already have in place.

 

 

Leadership development is important because it helps your employees grow. It teaches them how to lead while developing leadership skills and qualities to become better leaders today - and for the future.

 

Leadership development aims to develop an individual's skills and abilities for leadership. It can be done in many ways, such as through on-the-job training, mentoring or coaching, and self-development.

 

Another reason leadership development is essential is that it helps organizations grow while they develop their employees' skill sets. In addition, it helps businesses better understand what they need to do to succeed in the future.

 

Furthermore, it helps individuals understand how they can advance in their careers, take on more responsibility, and become more successful while earning a higher salary.

 

Employees who can develop their skills and become more effective will be able to serve your organization and its customers better. They will also feel more fulfilled in their jobs, which makes them more likely to stick around longer.

 

Leadership development helps employees learn new skills and become more effective, which improves their performance as well as the performance of those around them. This can positively impact the bottom line if it leads to increased sales or improved customer satisfaction scores.

 

After all, high salaries are not the only thing that make employees want to stay. Top-performing employees want to be valued and appreciated for their hard work; relationships and continuous opportunities in the workplace to let their talent shine will motivate them to stay at a company, rather than to leave. 

 

Investing more time to tailor your leadership development strategy though is necessary to stay competitive and increase retention rates. The generic classes and training programs that have been a product of traditional leadership development strategies are not going to cut it. You must intentionally invest in each leader you’ve identified as a top talent. One way you can do that is provide them with executive coaching and metrics via AIM Insights.

 

Take the 70:20:10 Model for Learning and Development. The learning and development model corresponds to a proportional breakdown of how people learn effectively, based on a survey asking nearly 200 executives to self-report how they believed they learned:

 

●       70% from challenging assignments

●       20% from developmental relationships

●       10% from coursework and training

 

This illustrates that every leader learns differently. It’s important to customize your leadership development strategy based on how a top performer processes information. Not only will this better prepare your internal leaders for their career trajectory within the organization, but it’s also a unique benefit that will improve your organizational retention and offer them an incentive to refuse external offers.

 

 

Customizing your strategy should build on what you already have in place. For example, pair your top performers with a leadership consultant who can give real-time executive coaching in the moment, whether for general leadership development or while integrating into a new leadership role.

 

Companies often spend a lot of time, effort, and money investing into their technology, operations, and facilities. While these areas are important places to invest, these companies often end up ignoring the best investment opportunity: leadership development. 

 

Businesses that invest in their employees achieve more success more often than those businesses that do not invest consistently in their people. Studies have shown that employees who went through leadership training programs increased their capability by 25% and their performance by 20%. 

 

During the age of the “Great Resignation,” initiatives that focused on retaining employees were more important than ever. As referenced in this Cornell post, 94% of employees say they would stay at a company longer if it invested in their learning and development. 

 

Having effective leaders who invest in their people’s development is one of the best ways to reduce turnover rates and improve employee satisfaction. Happy employees are more productive, and that energy will resonate throughout the rest of the company. 

 

By training employees in best leadership practices throughout the organization, you create a culture that shows you are invested in the success of employees. 

 

Hayden Brown, CEO of Upwork, who is passionate about “re-engaging and activating the managers in the business,” especially with so many employees working remotely.

 

Upwork holds a monthly Zoom gathering called One Upwork Forum, where managers can share information with each other about changes their driving, DEI initiatives, and anything they’re struggling with. While this is a candid, peer-to-peer gathering, it’s sponsored by a rotating executive, someone “who’s willing to kind of nurture and be the voice and the champion” of the group, Brown told me.

 

As Brown put it: “I think that’s been a really great way to drive that engagement and have that group kind of helping each other as they’ve gone through so much change.”

 

Peer support, as opposed to top-down feedback, offers several benefits, including “insight into diverse perspectives,” “opportunities to practice new skills in a safe space,” and an “enduring support network.” Having managers practice their skills together is also another opportunity for professional development.

For many teams and managers, one of the greatest hurdles that they face is what happens in the absence of their current manager. After all, a manager is often able to unify the team, set common goals, and manage morale. However, another responsibility that managers should have is to develop leaders. Managers are often the first reference a direct report has towards promotion, especially if the report is interested in leadership. But how does a manager know who could be a good leader?

Not every worker is cut out to be a manager. A common fallacy within the professional world is to promote high-performing employees to positions of leadership. This oftentimes has resulted in poorly-performing managers, since they generally lack the skills associated with leadership. What brought them success might not necessarily be able to have the same result for other coworkers. In fact, Google conducted internal research and found that this was the number one overall pitfall with managers.

 Once a member of a team turns into a leader of a team, their selling point- which was the ability to complete their tasks- becomes somewhat irrelevant. They still may be asked to perform previously held duties, but their most important task is now leading and empowering their teams.

 The best leaders often have a skillset specializing in soft skills, such as communication, empathy, people skills, and being a team leader. While some individuals happen to have these qualities, there is a difference between utilizing these from a peer-to-peer perspective versus that of a leader to subordinate perspective.  

 In addition to this, good managerial candidates are those who often try to improve circumstances for their peers and clients at the same time. This means that they strive for overall quality, as opposed to just making sure that their own component is satisfactory. A good leader should be able to also adapt with change. Throughout the past ten years, there have been many different phenomena such as COVID, The Great Recession, and a complete overhaul of how mental health is viewed in the workplace.  Managers have been forced to adapt how they handle both their work as well as personnel as a result of this.

 Emotional intelligence is also a quintessential part of a good manager. Professor John D. Mayer of the Harvard Business Review defined it as follows.

“From a scientific (rather than a popular) standpoint, emotional intelligence is the ability to accurately perceive your own and others’ emotions; to understand the signals that emotions send about relationships; and to manage your own and others’ emotions. It doesn’t necessarily include the qualities (like optimism, initiative, and self-confidence) that some popular definitions ascribe to it.”

 Managers are in a position of power over other workers, and often hold a significant amount of sway in how they will affect their direct reports. Managers are often the unifying cog within a team as well, and if they are insecure, their team often follows suit. Therefore, they also must be able to recognize how their actions and emotions may affect others, and how they can influence their teammates.

 The first thing to take note of is how hard a direct report works to ensure that their work is satisfactory. While it is indeed true as mentioned above that the best workers don’t always make the best manager, someone who is personally sloppy or constantly turning in unsatisfactory work may not necessarily be the best manager. Utilize tools such as AIM Insights to determine how their work is in terms of satisfaction and punctuality.

 AIM Insights can also tell you about the results of Direct Report 1:1s. A good manager should be holding regular 1:1s with their staff in addition to performance reviews. During these, you can find out how direct reports feel about each other. Is there a specific individual who all of their peers appear to look up to? Do they serve as a point of contact before the manager is contacted? Is there a sense of mutual respect? If so, consider looking at this person for managerial potential. Their individual 1:1s should also lend a lot of information. Someone who is willing to take credit for their work, but also split credit shows promise. Humility is a good value, since hubris can result in a negative impression with other coworkers.

 Ambition is also a good quality for a manager. Managers are often planning for the future, especially for organization-wide success. However, without the sense of delegation, they may face burnout, so prioritize that as well. 

 In order to help candidates achieve their potential, there are a few things to consider:

Creating a manager doesn’t happen overnight. It’s a long and tedious process and starts with identifying a good candidate. After that, with some empathy and education, a team can be much better equipped for the future, with both an in-house managerial candidate, and one that knows them very well. 

The word “layoff” is a word that sparks unease in any workplace. After all, it’s associated with a loss of income for the worker, as well as a sign that doesn’t bode well for a company. While a layoff is primarily a defensive management move, it is important for a manager to understand how to properly lay a set of workers or an individual worker off. 

 A layoff is not the same as termination of an employee. It is an involuntary separation from work initiated by an employer or manager. It is through no fault of the employee, and keeps them eligible for unemployment insurance, but losing other benefits. Most of the time, laid-off workers also still get to keep their investments in a company retirement plan such as their 401k. 

  A layoff differs from a furlough as well, in the sense that it is generally permanent. A furlough is when workers are idled for a time as a result of repairs, or another event requiring a temporary work halt, while also continuing to receive their benefits with the expectation that they will eventually return to work. Layoffs are genuinely utilized to remove groups of people at a time, ranging from several individuals, or even thousands. They are generally prompted by bankruptcy, financial hardships, or even being bought out by a larger company. 

 Layoffs often correspond with significant economic events. In the U.S, employers laid off employees en masse due to the drastic downturn in demand during the COVID-19 Pandemic, as many areas closed down travel, dining, and service. According to the U.S Bureau of Labor Statistics, over 20 million jobs were cut in April 2020 alone.

 Understanding what makes a layoff is critical to being able to conduct one. But there are a few steps to take before signing the final papers to let go of a series of workers, including a meeting, as well as several other steps.

Before the meeting, a gameplan needs to be established. To start this gameplan, what positions are slated to be cut? Is there any alternative besides completely laying off these positions? In addition to this, finances of a layoff need to be considered. 

Removing workers with a layoff requires a severance payment, and sometimes also advance notice. It is extremely important to consult human resources or any form of legal department to determine if legal advance notice is required. Violating this can result in serious fines.

Determining if some employees will be needed for a transitional period can be critical for the business. Not every layoff conversation will be identical, since some employees may have information that would be valuable towards the rest of the company. For example, if you are removing about a quarter of an operations team, the remaining three-quarters might not necessarily have had the removed’s responsibilities.  Therefore, keeping that quarter temporarily  to train the remainder of the team, with compensation of course, would be very valuable.   

As stated before, meetings need to be scheduled with any staff members potentially being laid off. The amount of members in a business could qualify it for the Worker Adjustment and Retraining Notification Act, which legally mandates that employees laid off receive at least two months’ notice. Therefore, the date of this meeting may be flexible depending on when the business is obligated to give notice.  

When scheduling the meeting, consider days before a weekend or a holiday to give the employee time to cope afterward. Being laid off is a painful experience, and understanding how to alleviate some of the pain associated with this can be valuable. Remember the following- for the manager, this is just less people to pay, but for the individuals being cut, this means the end of a regular income, no 401k, and no other perks, such as health insurance. All in all, this is a very stressful time. 

When actually meeting with the employee, there are a few things to consider. Pick a time and place that is both private and neutral, such as a conference room. This time should also allow for an employee to leave the building privately. Layoff meetings might also need to include other people, such as an HR representative, or potentially security as well. 

 Have any paperwork or materials needed for this meeting before the employee gets to the meeting. This allows it to be as concise as possible. This often includes termination letters, COBRA papers, a final paycheck, severance paperwork, and other items related to the severance packet. 

 Remember what the objectives to this meeting are. For the manager, as well as the company, the goals are the following:

While keeping these goals in mind, deliver the message as quickly as possible, while still being kind. Have a box of tissues on hand as well. Praising previous accomplishments can help the employee’s ego. If the company has the ability to do so, provide outplacement services and job counseling. Outplacement services can help with job-searching and resume writing, as well as consulting. This shows that the company can truly care about the employee.  

At no point should there be anger or disappointment displayed towards the employee. This is a painful time already for the employee, and it doesn’t need to be further compounded by adding more negative sentiment into the meeting. Be ready to address questions and objections to your statement. Always provide some form of support for the employee. After all, you may be able to hire them in the future, so avoid burning a bridge with them. Finally, don’t hesitate to offer to write a letter of recommendation for their next job, or act as a reference. Being laid off can put someone into a stupor. Understanding how to care for them can really make a difference. 

Being a busy person is a challenge in many aspects, especially finding time to develop leadership skills. Such skills are essential to making it to the top of the professional ladder. Whether you’re a business executive, entrepreneur, college student, or stay-at-home parent, having great leadership skills can open up new opportunities. 

First, it is important to identify a key leadership area you want to develop. You’re already limited on time, so don’t try to tackle too much at once. Review any data or feedback that you have, such as performance reviews or results of a recent 360 survey. Identify no more than two competencies or skills you want to improve.

Second, set yourself a time limit. It’s common for leaders to make critical mistakes by trying to do too much, too fast. You will get excited, watch an hour’s worth of content in one day, get overwhelmed by too many ideas and tips, and either lose your motivation or try to implement and get discouraged by the lack of results. Instead, remember this is a long-term game. Small actions you do every day will be much more effective in the long term, than short bursts of activity. And in every busy leaders’ life, getting help to enhance and encourage leadership development is easy with Ambition in Motion’s executive mastermind groups. 

Mentorship programs are a great way to continuously invest in leadership development throughout the organization. The program does not have to be complicated, with some basic content it can provide both people in a horizontal mentorship exposure to valuable development content.

One highly-rated professional mentorship program is the AIM Insights Executive Mentorship program. The key part of this program is that your mentor acts as a source of guidance and coaching, customized to your individual needs.

Luckily, this mastermind mentorship program has short videos, meaning that you only need to invest three to five minutes a day. Find a course that matches a developmental area you have identified. Commit to watching one or two short videos a day. And the customized coaches that you’re paired with guide you to make physical and mental notes of key takeaways and ideas for how to implement into your day.

Executive coaches work with business leaders to enable their rapid development in the workplace. They also assist with specific problems that a board member, or senior manager, wants to work through outside of the normal business framework. 

This coaching focuses very specifically on the issues that an executive wants to work through. Thus it becomes a speedy way to improve skills and to achieve personal and professional objectives.

The executive coach gives the executive feedback and a new perspective that enables them to set goals and work towards them. The coaching sessions use objective feedback to drive the executive's thought processes forward through their issues.

Leadership development should be recognized as an ongoing part of professional life. And while dipping in and focusing on it when time allows is great, as we all know, time doesn’t always allow. That doesn’t mean that you can’t develop your skills. All it takes to become a better leader is dedication and a small investment of time.

If this still feels overwhelming, remember this: We mistakenly think that leadership development only occurs in the workplace. However, research suggests that most effective leaders learn all the time and everywhere. 

As a manager or executive, having a support system such as an executive mentor is crucial. But be aware of your own need for support and friendship in the work environment and make a conscious effort to seek them out in the appropriate places. 

In today's fast-paced and competitive business world, organizations must continuously strive to improve their efficiency and productivity. One way to achieve this is through the use of SMART goals. SMART goals provide a framework for employees to set specific, measurable, achievable, relevant, and time-bound objectives that can help them focus their efforts and achieve their goals efficiently. 

SMART is an acronym that stands for Specific, Measurable, Achievable, Relevant, and Time-bound. It's a widely used framework for setting goals that helps to ensure that goals are well-defined, realistic, and achievable.

 

Here are the benefits of using SMART goals and how they can increase efficiency and organization in the workplace.

 

The first benefit of using SMART goals is that they provide clarity and focus for employees. When employees know what they need to achieve and have a specific goal to work towards, they are better able to focus their efforts and avoid distractions. This increased focus leads to greater efficiency and productivity, as employees are better able to manage their time and resources.

 

Another benefit of SMART goals is that they help employees prioritize their tasks and activities. When employees have a clear understanding of what is expected of them, they can prioritize their work and ensure that they are working on the most important tasks first. This reduces wasted time and effort on less critical tasks, leading to better use of time and resources.

 

SMART goals also increase employee motivation and engagement. When employees have a specific goal to work towards, they are more likely to be engaged in their work and motivated to achieve their objectives. This increased motivation leads to greater productivity and efficiency, as employees are more committed to their work and focused on achieving their goals.

 

The 'M' in SMART stands for measurable, which means that progress towards the goal can be tracked and measured. This provides a sense of accomplishment and progress, which can motivate employees to work more efficiently. It also provides a basis for accountability, as employees can be held responsible for meeting their objectives.

 

 

 

Goal-setting is a critical component of success in both personal and professional life. However, setting goals is not enough; they must be well-defined, measurable, and achievable in order to be effective. By setting SMART goals, individuals and organizations can focus their efforts, track their progress, and increase their chances of achieving their desired outcomes.

 

 

The first step in the SMART goal-setting process is to ensure that the goals are specific. Employees should be encouraged to define exactly what they want to achieve and the outcomes they are hoping for. Specific goals help to provide clarity and focus, making it easier for employees to determine what they need to do to achieve their objectives.

An efficient employee 

 
2. Emphasize the Importance of Measurable Goals

The next step is to ensure that the goals are measurable. This means that employees should be able to track their progress and determine whether they are on track to achieve their goals. Measurable goals also provide a sense of accomplishment as employees see the progress they are making towards their objectives.

 
3. Encourage Achievable Goals

Goals should be achievable, meaning that they should be realistic given the resources and limitations of the employees and the organization. Helping employees to set achievable goals can increase their confidence and motivation, as they see that their efforts are making a tangible difference.

 
4. Focus on Relevant Goals

Goals should be relevant to the employee's job and the organization's objectives. Relevant goals help to ensure that the employee's efforts are aligned with the organization's priorities, and that their goals are contributing to the overall success of the company.

 
5. Emphasize the Importance of Time-bound Goals

Finally, goals should be time-bound, meaning that they should have a specific deadline. This provides a sense of urgency and helps to keep employees focused on their objectives. It also allows for regular check-ins and progress updates to ensure that the goals are on track to be achieved.

 

AIM Insights is an online platform designed to help managers and employees collaborate more effectively on goal-setting and performance management. It provides managers with tools to help employees set specific, measurable, achievable, relevant, and time-bound (SMART) goals, track progress towards those goals, and receive feedback and coaching throughout the process. Here are some ways AIM Insights allows managers to help their employees set and achieve their goals:

 

●       Facilitates goal setting: AIM Insights provides a structured process for setting goals, including prompts for identifying areas of focus, creating measurable objectives, and setting timelines for completion. Managers can use this process to guide employees in setting meaningful goals that align with the organization's overall objectives.

●       Tracks progress: The platform allows employees to track their progress towards their goals and provides managers with visibility into that progress. This enables managers to identify potential roadblocks and provide support and guidance to help employees overcome them.

●       Provides feedback: AIM Insights encourages ongoing feedback and coaching between managers and employees. Managers can use the platform to provide feedback on employee performance, offer suggestions for improvement, and recognize progress towards goals.

●       Supports performance conversations: AIM Insights facilitates regular performance conversations between managers and employees. This allows them to review progress towards goals, discuss any challenges, and adjust goals as needed.

 

The use of SMART goals is an effective way to increase efficiency and organization in the workplace. By providing clarity and focus, prioritization, motivation and engagement, measurement and accountability, and organization and planning, SMART goals help employees achieve their objectives efficiently and effectively. Organizations that encourage the use of SMART goals can expect to see increased productivity, improved performance, and greater success in achieving their goals.

By using AIM Insights, managers can help their employees set goals that are aligned with the organization's objectives, track progress towards those goals, and provide ongoing feedback and coaching to support goal achievement. This, in turn, can improve employee engagement, motivation, and overall performance.

Once employees have set their SMART goals, it is important for leaders to review their goals and help them achieve their objectives. This can be done through regular check-ins and progress updates, as well as providing resources and support to help employees overcome any obstacles they may face.

Teaching your employees to set SMART goals is a valuable investment in the success of both the employees and the organization. By providing clear guidelines and support, leaders can help employees achieve their objectives, increase their satisfaction and motivation, and contribute to the overall success of the company.

Perfectionism is a trait that many managers struggle with. On the surface, striving for excellence and attention to detail can seem like positive attributes, but when taken to extremes, perfectionism can lead to negative outcomes, such as burnout, micromanagement, and missed deadlines. Managers will be challenged to properly strike a balance between achieving perfection and being overly attentive.

It is important to note that being a perfectionist is not entirely negative- here are some reasons why being a perfectionist can be advantageous for a manager:

·        High standards can lead to better quality work: When a manager has high standards for their team, it can encourage team members to put in the extra effort to produce higher quality work.

·        Attention to detail can prevent mistakes: When a manager is focused on achieving perfection, they are more likely to catch mistakes or errors before they become bigger problems.

·        Perfectionism can drive innovation: A manager who is always looking for ways to improve and achieve better results can inspire team members to think outside the box and innovate.

·        Perfectionism can set a positive example: When a manager holds themselves to a high standard, it can inspire team members to do the same and strive for excellence in their own work.

·        Perfectionism can enhance the company's reputation: High-quality work can help establish the company as a leader in its field, leading to increased customer satisfaction and loyalty.

On the contrary, being too much of a perfectionist can have negative consequences, such as the following:

·        Perfectionism can lead to a lack of progress: When managers are too focused on perfection, they may spend too much time obsessing over details instead of moving forward. This can lead to missed deadlines and missed opportunities.

·        Perfectionism can lead to burnout: Managers who are perfectionists may put excessive pressure on themselves and their team members, leading to burnout and stress.

·        Perfectionism can hinder creativity: When managers are too rigid in their expectations, team members may be less likely to take risks or suggest new ideas for fear of falling short of impossible standards.

·        Perfectionism can damage morale: Team members may feel discouraged and demotivated if they feel they can never meet their manager's high expectations.

·        Perfectionism can be expensive: Striving for absolute perfection can result in unnecessary expenditures of time, money, and other resources.

So with all of this in mind, it isn’t surprising that many managers struggle to find the ideal balance for just how perfect they should be. Here are some tips on how to do so-

 

1)     Set Realistic Goals

One of the main reasons why managers become perfectionists is that they set unrealistic goals for themselves and their team. While it's important to aim high and challenge yourself, it's equally crucial to be realistic about what can be achieved within a given timeframe.

To avoid falling into this trap, managers should start by breaking down larger goals into smaller, more manageable tasks. They should also ensure that each task has a clear deadline and is achievable within the given timeframe.

Use SMART criteria to set goals that are Specific, Measurable, Attainable, Relevant, and Time-bound. This approach helps ensure that goals are focused, measurable, and achievable within a given timeframe. SMART goals are a core component to how leaders can manage their team using AIM Insights. Here is an article on how to set SMART goals. 

 

2)     Prioritize Tasks

Another way to avoid perfectionism is to prioritize tasks according to their level of importance. Managers should focus on completing the most critical tasks first, and then move on to less urgent ones. Prioritizing tasks can be daunting at first, so the key in prioritizing is as follows:

a.      Identify the most urgent tasks that require immediate attention.

b.      Determine which tasks will have the greatest impact on the organization's goals and objectives.

c.      Consider the resources available, including time, budget, and personnel, and allocate them to the most critical tasks.

d.      Break down larger tasks into smaller, more manageable steps to help manage time and resources more effectively.

e.      Regularly review and adjust priorities as circumstances change.

 

3)     Embrace Mistakes

Perfectionists often have a hard time dealing with mistakes or failures. They tend to view these as a reflection of their own inadequacies, which can lead to self-doubt and anxiety.

To avoid falling into this trap, managers should try to adopt a growth mindset. This means embracing mistakes as opportunities to learn and grow, rather than as a sign of failure.

By viewing mistakes as learning opportunities, managers can become more resilient and better equipped to handle challenges in the future.

4)     Delegate Tasks

Another way to avoid perfectionism is to delegate tasks to team members. Managers often feel like they need to do everything themselves to ensure that it's done correctly, but this can be a recipe for burnout and inefficiency.

Delegating tasks not only helps managers to free up their time, but it also empowers team members to take ownership of their work and develop new skills. Using tools such as AIM Insights can also assist in determining how much a direct report already has on their plate before delegating further tasks on to them. Furthermore, it is important to make sure that these members are okay with additional responsibilities or are being adequately compensated for the increase in their role.

5)     Set Boundaries

Perfectionists often have a hard time setting boundaries around their work. They may feel like they need to be available at all times and respond to every email or message immediately.

To avoid falling into this trap, managers should set clear boundaries around their work hours and availability. This means turning off their work phone and email outside of work hours and being clear about their response times.

Setting boundaries can help managers to create a better work-life balance and avoid burnout.

6)     Focus on the Big Picture

Finally, managers can avoid perfectionism by focusing on the big picture. While attention to detail is important, it's equally crucial to keep the larger goals in mind.

By focusing on the bigger picture, managers can avoid getting bogged down in minor details and maintain perspective on what really matters.

Perfectionism can be a challenging trait to overcome, but it's essential for managers to find a healthy balance between quality and efficiency. By setting realistic goals, prioritizing tasks, embracing mistakes, delegating tasks, setting boundaries, and focusing on the big picture, managers can avoid falling into the trap of perfectionism and become more effective leaders.

Leaders can lose energy on off days due to various reasons, such as stress, overwhelm, lack of sleep, physical illness, or personal issues. These factors can drain a leader's physical and mental energy, making it challenging to focus on their responsibilities and make effective decisions.

Leaders who prioritize their energy levels can maintain their focus and motivation, leading to better decision-making, communication, and productivity. They can also avoid burnout, which is a common problem among leaders. Burnout can lead to physical and mental health problems, decreased job satisfaction, and reduced performance.

To prioritize their energy levels, leaders can take breaks throughout the day, engage in physical activity, practice mindfulness or meditation, and prioritize rest and sleep. By taking care of themselves, leaders can improve their well-being and maintain their ability to lead effectively over the long term.

Leaders need to prioritize their mental health and energy levels, even when they're having an off day, for several reasons:

Taking care of oneself is not only beneficial to the leader but also to the entire organization. Leaders who prioritize their mental health and energy levels will be better equipped to handle the challenges of their role and achieve their goals over the long term.

Here are 6 top suggestions for prioritizing your mental health and re-energizing yourself through your leadership role. 

The first step in re-energizing yourself as a leader is to take a break. Sometimes, all you need is a few minutes of quiet time to reset your mind and clear your thoughts. Take a walk outside, practice some deep breathing exercises, or simply sit in a quiet room and relax for a few minutes.

2. Get moving

In the opposite respect, physical exercise is an excellent way to re-energize your body and mind. When you exercise, your body releases endorphins, which can improve your mood and help you feel more alert and focused. You don't need to spend hours at the gym to reap the benefits of exercise. Even a short walk or a few minutes of stretching can be enough to boost your energy levels and help you refocus.

3. Connect with others

Leadership can be a lonely job, but you don't have to face it alone. Connecting with others can be an excellent way to re-energize yourself and gain some perspective on your situation. Talk to a trusted friend or colleague, join a professional group or network, or seek out a mentor or coach who can offer guidance and support.

4. Try something new

If you're feeling stuck in a rut, trying something new can be a great way to re-energize yourself and gain some fresh perspective. Take a new class, try a new hobby, or simply explore a new part of your city or town. Getting out of your comfort zone can be intimidating, but it can also be a powerful way to re-energize your mind and body.

5. Practice self-care

As a leader, you're responsible for taking care of others, but it's essential to take care of yourself too. Practicing self-care can be an excellent way to re-energize yourself and regain your focus and productivity. This might involve getting enough sleep, eating a healthy diet, taking regular breaks, or indulging in a favorite hobby or activity.

6. Focus on the big picture

When you're having an off day, it can be easy to get bogged down in the details and lose sight of the big picture. Focusing on your long-term goals and vision can be an excellent way to re-energize yourself and gain some perspective. Take some time to reflect on why you're in your leadership role and what you hope to achieve in the long term.

Leadership is not an easy job, and even the most accomplished leaders have their off days. 

It is crucial for leaders to prioritize their energy levels when they're having an off day. Leaders are responsible for guiding their teams and making critical decisions that can impact the organization's success. When a leader is feeling drained or unproductive, it can affect their ability to lead effectively and achieve their goals.

Leadership is a critical aspect of any organization, and the skills and abilities of its leaders can significantly impact its success. However, not all leaders have had the benefit of formal training, and many may find themselves struggling to keep up with the demands of their roles. Fortunately, there are several effective ways for managers to upskill leaders who have received minimal formal training. Some of these include opportunities, while others include actual education.

In addition to the actions mentioned above, there are a few actions that direct reports and leadership can take, along with senior managers. As a leader, you have a responsibility to help newer managers learn more about leadership. Effective leadership is essential to the success of any organization, and providing guidance and support to new managers can help them develop the skills they need to be successful in their roles.

Helping untrained managers develop the skills they need to succeed is critical to the success of any organization. Providing training and development opportunities, offering regular feedback and support, encouraging collaboration and knowledge sharing, providing clear expectations and goals, and offering coaching and mentoring are all effective ways to help unskill managers improve their skills and become more effective leaders. By investing in the development of their managers, organizations can improve their overall performance and achieve greater success. 

On March 30th, 2023, Ambition in Motion hosted an executive symposium with panelists Laura Iannelli, Syriac Joswin, and Chris Mashburn. These symposiums are an effective way to network with successful executives and get to learn some of what makes them good leaders. High-level executives and thought leaders come together to discuss industry trends, share insights, and best practices, and engage in strategic discussions. The symposium typically features keynote speakers, panel discussions, and networking opportunities for attendees to connect and exchange ideas. 

The purpose of an executive symposium is to provide a platform for executives to learn from each other and gain new perspectives on the challenges and opportunities facing their industries. The symposium is usually organized around a specific theme or topic, such as emerging technologies, industry disruption, or global business trends.

During this symposium, an interesting point was brought up by Chris Mashburn.  Every month Chris and his team have a meeting involving a "mistake of the month" where everyone, especially him, shares a mistake they made. In Chris’ opinion- which was soundly endorsed by Laura and Syriac- the best companies have cultures where people can feel open to being honest and owning mistakes. Now, we’ve gone over the process of building and maintaining- a company culture that embraces mistakes, but how much is this actually used, and what else can companies use to enhance not only their culture but their public image as well? 

When a company acknowledges its mistakes openly, it can earn the appreciation of the public in several ways. First, it demonstrates honesty and transparency, which can build trust with customers and stakeholders. Second, taking steps to rectify a mistake and prevent it from happening again can improve customer satisfaction and loyalty. Third, openly acknowledging mistakes can lead to a strengthened brand reputation, positioning the company as a leader in its industry and a trusted partner. Finally, increased employee morale can result from a company committed to doing the right thing and creating a positive impact, which can lead to long-term benefits for the company.

One example of a company that openly acknowledges its mistakes is Buffer, a social media management platform. In 2013, Buffer suffered a major security breach that resulted in the exposure of its users' passwords. Rather than trying to sweep the incident under the rug, Buffer's CEO, Joel Gascoigne, published a detailed blog post explaining what had happened, how the company was responding, and what it was doing to prevent similar breaches in the future.

Gascoigne's transparency and accountability earned him praise from both customers and industry experts. Buffer's users appreciated the company's honesty and commitment to fixing the problem, and the incident ultimately strengthened their loyalty to the brand.

Another example is Starbucks, which famously closed all of its stores for a day in 2018 to conduct anti-bias training following an incident where two black men were arrested in one of its Philadelphia locations. In addition to the training, Starbucks issued a public apology and announced a series of policy changes to prevent similar incidents from happening in the future.

By acknowledging its mistake and taking swift action to address it, Starbucks demonstrated its commitment to creating a culture of inclusivity and respect for all customers. The incident prompted a national conversation about racial bias in public spaces and positioned Starbucks as a leader in the fight against discrimination.

In 2015, Volkswagen admitted to cheating on emissions tests for its diesel cars. The company's CEO, Martin Winterkorn, publicly apologized and resigned shortly after. Volkswagen also agreed to pay billions of dollars in fines and compensation to affected customers.

In 2016, Wells Fargo was fined $185 million for opening millions of fake customer accounts. The company's CEO, John Stumpf, faced intense criticism and eventually resigned. The company also launched a public apology campaign and implemented new policies and procedures to prevent similar issues from occurring in the future.

In the 1970s, Nestle faced a boycott over its marketing of baby formula in developing countries, which was found to be contributing to infant malnutrition and mortality. The company responded by introducing new marketing practices and donating millions of dollars to infant nutrition programs. Nestle also established the Nestle Infant Formula Audit Commission, which monitors the company's compliance with international marketing standards.

In 2018, Facebook faced intense criticism after it was revealed that Cambridge Analytica had accessed the personal data of millions of Facebook users without their consent. The company's CEO, Mark Zuckerberg, publicly apologized and testified before Congress. Facebook also launched new privacy controls and policies to prevent similar incidents from occurring in the future. We are also currently seeing settlements for users as a result of this.

What most of these companies have in common is that they are all massive companies that are present to this day, despite suffering from major accidents and public relations events. By acknowledging these mistakes, they were able to salvage their reputation and preserve their customers.

Mistakes happen, and that’s okay for the business, so long as they are handled appropriately. Ambition In Motion believes in this so strongly that they are hosting an Executive Symposium on How to Build a Culture of Embracing Mistakes.

If you are interested in going to the next Ambition in Motion Executive Symposium, click here! Our next event will be on Thursday, July 27th, 2023, from 5-8pm CDT. Participants will be able to enjoy hors d’oeuvres while networking with leaders, practice working through case studies with other executives, and get to learn from 3 distinguished panelists on how they have been able to effectively build a culture of embracing mistakes, and what mistakes they have made to get to the point that they are at now.

Unable to attend this event? No worries! Click here to stay updated on future events, and to see information about our previous events. For any questions regarding these symposiums, please contact [email protected]. 

At some point in your career, you will have to deal with a problematic colleague. Someone who is negatively impacting your day, having a bad attitude, or a detriment to your company's culture. 

Being able to maintain a valuable workplace culture is challenging when having to deal with a disagreeable teammate. Nevertheless, it will happen to just about everyone sometime in their professional career. Being able to shift away from this disruptiveness, promote a positive attitude and encourage your company culture identifies outstanding leaders. 

A pessimistic co-worker can be the cause of several problems affecting a wide variety of professionals. A defeatist attitude can impact productivity, teamwork, communication, and morale within a company in addition to personally affecting team members' mental health and work-life balance. If you notice a colleague with a consistently unfavorable attitude, it is important to address it to minimize the disruption and reduce the impact of their demeanor. Focus on open communication and balance to help foster a healthy and comfortable work environment for everyone. 

Dealing with a supervisor or subordinate with an unpleasant attitude is strenuous, but dealing with a negative peer presents a whole new challenge. Superiority and titles no longer impact the relationship, one of you does not directly report to the other one, but collaboration is crucial. Understanding a discouraging or disruptive coworker is exhausting but here are some tips that may help you better conduct a beneficial relationship with a fellow employee that has a poor attitude:

Although it may be challenging, it is crucial to keep an optimistic attitude when dealing with a difficult coworker. Even if this colleague is not your superior or subordinate, they may still learn from the work environment you are fostering compared to theirs. Being able to successfully lead people and create a warm and welcoming culture demonstrates your leadership and attitude. Being able to lead by example and exhibit a positive attitude changes the dynamic, especially when you need someone's cooperation to finish a project or meet a deadline, ensuring you are maintaining a positive attitude is important. 

2. Practice empathy

We all can get caught up in emotion. Being empathetic and working to understand where a peer's attitude stems from. Nothing can create an adverse environment like an uncooperative and adverse leader. When working in a professional environment, consider perspective vs. intent, and take a closer look at what the situation may be. You may understand a workmate to be abrupt or hasty but, maybe they have another meeting to attend. Examining a situation from the other's point of view and being able to further break down your perception of someone's attitude and actions compared to the intent behind it will help you understand how to best move forward in dealing with a teammate you perceive as hostile. 

3. Offer constructive feedback 

While it may be awkward, getting feedback is what allows us to professionally grow. Professionals may have an unpleasant attitude but do not realize how they present it, how they communicate, and how they disrupt the culture and attitude of others in their company. Work on cultivating a culture that embraces mistakes and allows employees to grow through feedback. Being able to effectively communicate constructive feedback is a great skill for all leaders. In preparing to give constructive feedback, be sure to consider timeliness and be specific in your feedback so they know exactly what they are doing that portrays them as uncooperative. It is also important to find a balance between criticism and appreciation for the work they do and ask if they have any feedback for you. Requesting feedback for yourself is crucial because not only does it allow you to grow, it creates a conversation between the two rather than a scolding of the person with a poor attitude. If this seems too overwhelming, consider talking to human resources and seeing if feedback can be worked into a performance review. 

4. Focus on self-care 

When working with a resistive colleague, be sure to take time to focus on keeping up your positive outlook to foster a productive work environment and, celebrate the small success within that relationship. Working with a troublesome coworker slowly damages your resilience and patience. It is crucial to take the time and recuperate and rebuild so you can put your best foot forward in maintaining a positive attitude and encouraging the company culture you would like to see. Some steps you could take to focus on your self-care could be setting work boundaries to make sure this doesn’t affect your personal life or setting transition times before or after your meetings with this team member to debrief and decompress. Build time into your day to do whatever will help you realign after working with this challenging teammate. 

5. Seek mentorship  

Dealing with a negative attitude can be emotionally draining. Finding a mentor who has had similar experiences that will be able to provide specific advice and guidance can help you maintain your productive attitude and continue to foster the workplace environment you want to have. To avoid gossip, seek connection with professionals outside of your company in a horizontal mentorship program to learn how others in the same position are dealing with problems similar to your own. 

When working with a frustrating peer, it is important to maintain professionalism, gossip is inappropriate in a professional environment. However, being able to vent about these problems is a great way to release some frustration. Consider reaching out to your company's human resources department, you can request an off-the-record meeting, and explain you do not want to have this person notified but just need someone to talk to about the situation. 

Remember that moving on from a difficult co-worker takes time and effort, do not expect to see changes overnight, stay focused and committed to maintaining your optimistic attitude and fostering a productive and healthy work environment for those around you, and do not let others' negativity hinder your happiness. 

When we think about curiosity many of us revert back to our childhood. We are reminded of the freedom to discover new characters in books or find different approaches to attacking a math problem or fun ways to cause an explosion during a science experiment. We may even think about playing in the sand and exploring the perfect mixture of water and sand to build our best castles. Being curious comes naturally to children. It’s part of childhood.

Curiosity is the secret ingredient to helping leaders understand new trends and grow their leadership skills. Being curious empowers leaders to take risks, deal with failure and regroup to make a comeback. 

How curious are you? 

It may seem easier to just keep doing the same things over and over that we have mastered through the years, yet eventually that thinking will just get us stuck and bored. To remain relevant in our fields, leaders must develop a keen sense of curiosity and commitment to continued learning.

Curiosity is essential for leaders to grow as it drives continuous learning, adaptability, innovation, and creativity. Curious leaders listen actively, empathize with others, and make better-informed decisions, fostering engagement and motivation within their teams. 

By seeking out diverse perspectives and investigating problems deeply, they develop a growth mindset and build a learning culture, leading to personal and organizational development. Ultimately, curiosity empowers leaders to navigate complexities and embrace change, staying relevant and effective in an ever-evolving world.

2. Identify An Area To Grow

No matter where we are leading from or what point we are in our career trajectory, leading is synonymous with learning. The first step in developing our leadership curiosity is to decide on the area we need to grow. Leaders can do this by:

3. Look For a Mentor

Another great way to cultivate our curiosity is by reaching out and finding a mentor. Mentors can be bosses in or outside of our departments or they can be friends or even relatives. 

Ambition in Motion's executive mastermind group is a valuable resource for executives and managers as it provides access to experienced mentors who offer personalized guidance, networking opportunities, and valuable insights for navigating leadership challenges. The program enhances leadership skills, emotional intelligence, and self-awareness while promoting continuous learning and professional development, ultimately empowering mentees to achieve greater success and fulfillment in their roles.

The magic of a mentor is that they can:

4. Practice Your New Discoveries 

Of course, the best way to master what our curiosity has led us to is by using the new- found knowledge, experience or skills. Try applying it on the job or in a volunteer position. Test it out with colleagues or incorporate it into a project you are working on. Even think of sharing it with a co-worker because if we can teach it we have truly learned it.

Curious leaders are always on the lookout for new ideas and approaches. When leaders encourage curiosity among their teams, they create a culture that fosters innovation and creative problem-solving. As team members feel empowered to explore different possibilities, the organization as a whole becomes more adaptable and can respond better to challenges.

Additionally, when leaders judge themselves based on their intentions rather than only the outcomes, they can better understand their actions' impact on their team. This self-reflection enables them to admit mistakes and learn from them openly. Such vulnerability and transparency contribute to creating a culture of trust and psychological safety, where team members feel safe to voice their opinions without fear of judgment.

A curious leader is naturally more inclined to listen to their team members actively. By showing genuine interest in their employees' perspectives, ideas, and concerns, leaders can boost employee engagement and foster a sense of value and appreciation within the workforce. Engaged employees are more likely to be motivated, productive, and committed to the organization's goals.