Articles about 'Servant Leadership'

by Grace Tripathy

Fri 11 November 2022

The definition of what it means to be a great business leader has evolved and changed significantly over time. Today, the best leaders are less authoritative and more empathic, often displaying more vulnerability than leaders did in the past.

Servant leadership is a relatively new concept that many leaders are embracing due to its effectiveness in managing and guiding teams. Here are a few reasons why servant leadership is beneficial for a company’s success.

1. It Encourages Strategic Thinking and Innovation

A servant leader is willing to follow and does not need to always be in charge. They are civic-minded and ethical, and others are motivated to follow them. Servant leadership does not mean being submissive. True servant leadership encourages strategic thinking and innovation and helps develop others, which is why servant leadership is crucial for any large enterprise to embrace for success.

In the book Leaders Eat Last, Simon Sinek demonstrates how the best leaders will wait to hear everyone’s opinion on a subject before sharing their own. First because it allows them to better understand the creative perspective of their team members and second because they are self-aware enough to know that once they share their opinion, it will taint whatever is said after that.

2. Teams Accomplish Great Things Together

Servant leadership is simply about a leader understanding that they are there to serve. This model can be beneficial when the leader understands that it is about working with others to accomplish great things as a team versus simply directing or managing others. Servant leaders understand that completing the task at hand is more important than their individual success.

3. Everyone Learns How To Be Supportive

Servant leadership is humbly putting others before oneself through service and doing so without regard to one’s title, status, ego or expectations about the work a leader is “supposed” to be doing. A true servant leader goes to their people and asks, “What can I do to support you in this moment?” with the sole agenda of meeting the person’s need in whatever form it presents itself.

4. People Are Inspired To Take Personal Responsibility

Servant leadership is a humble style where leaders care for employees holistically and serve them by providing them with autonomy. The style is beneficial for every company because it inspires people to become leaders and take personal responsibility for all of their decisions and actions. Businesses that embrace servant leadership tend to have a great company culture with employees who go above and beyond.

5. Servant Leaders Build Other Leaders

The job of a leader, at the most fundamental level, is to build other leaders. To do that, you must operate in service of others to multiply growth and impact. Servant leadership is a leadership philosophy in which the goal of a leader is to serve. Isn’t that the heart of what leadership is all about?

In his essay, The Servant as Leader, Robert K. Greenleaf first coined the phrase "servant-leader," writing, "The servant-leader is servant first … That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions."

Even in the caring professions, money, power or day-to-day decision-making can cause leaders to lose sight of their altruistic goals. They may lead the organization without prioritizing service to the community. However, Greenleaf says, "The leader-first and the servant-first are two extreme types. Between them, there are shadings and blends that are part of the infinite variety of human nature."

The differences are:

• A servant-leader's focus is primarily on other people's (and their communities') well-being and growth.

• The servant-leader isn't a sole leader with power, but rather, a power-sharer.

• They put other people's needs above their own and enable their team to grow, develop and perform to the best of their ability.

How To Develop Servant Leadership

In Leadership: Theory and Practice, Peter G. Northouse describes 10 characteristics of servant leadership: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people and building community. How do you practice these? Whether you are at work, or in your family or community, servant leadership has a vital role to play, now more than ever. These are three ways that you can begin to develop your servant leadership skills.

Communicate and engage with others. Engage employees in finding solutions and working on projects that benefit those they serve, both in and outside of the organization. Being able to deliver clear-cut messages in a concise way is an important aspect of effective communication. As a servant leader, you need to communicate in a way that makes it easy for people to understand what you want to achieve. That means your instructions need to be clear, with no room for misinterpretation. In this way, you will be in a great position to get your team to accomplish the goals set with maximum efficiency. This consistent engagement will build resilience by sharing positive stories of what your organization and/or employees have been doing well!

2. Create a plan. It is important to prepare for potential challenges. Think of the things that need to happen, including obstacles that might get in the way and plan how you will respond. Include your team, and consider this to be a real, working risk assessment with practicable actions. Address all the possible scenarios: extended periods of lockdown, illness, loss of income streams, continued new ways of working or adapted business practices. How will you react to each scenario? Planning ahead, considering all eventualities and knowing what you'll do in each case will help alleviate anxiety, stress and panic, and enable you to act in a calm, measured way. Furthermore, communicating this information with candor builds trust and demonstrates transparency, which is especially important during times of uncertainty.

3. Model servant leadership. In times of perceived danger, the primitive "fight, flight, freeze" responses prevail and extraordinary behavior can manifest, like people hoarding toilet paper or reporting their neighbors to the police for taking a walk. In times of crisis, people often look to leaders for how they should respond. So lead by example. Demonstrate servant leadership by modeling the kind of attitude and behavior you want others to have in the face of crisis; one of calmness, sharing, gratitude and compassion for others. Encourage "we" before "me" and walk your talk.

by Grace Tripathy

Sun 20 November 2022

In the United States, 45% of businesses don’t make it past five years. 65% don’t make it past ten years. Yet everyone who ever starts a business backs themselves to beat the odds. Is it possible to predict if a business will be a success or a failure in its future?

Recently, there have been many layoffs in the US, specifically within technology companies. There are 159 million people currently employed in the US, and in the past month there were 1.3 million layoffs.

“There have been several thousand high-profile layoffs in the tech sector in the past couple of weeks. While this is unfortunate, it is useful to keep in mind that the labor market is significantly larger and has been overall healthy,” Bledi Taska, chief economist at labor market consulting and research firm Lightcast, said.

Today’s economic uncertainties have fueled an unstable job market and created an unsettling environment in the workplace – where the lack of transparency, internal politics, the growing number of siloed departments and hidden agendas have made it more difficult to trust yourself, let alone others. What appears to be an endless path of disorganized chaos is now “the new normal.” As such, we must become mentally tough and learn to anticipate the unexpected.

Employees must approach the workplace through a lens that can detect potholes of distrust while staying focused on seeing and seizing the next opportunity.

How Does A Company Decide Who Will Be Laid Off?

There is no one formula that companies use when they need to let go of staff to cut costs. Some organizations may subscribe to the “last one in, first one out” model. Management prefers to keep the long-time staff and pink slip the new employees who just started at the company.

Leadership wants to field the best team. They’ll protect the “A-players” and let go of those who are not top performers. People with highly specialized skills that are hard to replace may be overlooked for dismissal, whereas workers that possess talents that are easily replaced are not safe.

Will You be Affected by a Layoff?

If you are in a revenue-generating division, the odds are high that you’ll be safer than the people working in a cost center. It’s a cold reality that employees and groups that bring in the money generally have more leverage than others who can’t point to adding dollars to the bottom line. In tough times, businesses need people who can ring the register. Those who may be terrific workers, but are not revenue-centric, may have a more challenging time holding onto their job.

Human resources may weigh in on decisions of who stays and who will be shown the door. They’ll search through personnel records to review performance reviews, look for any recommendations and see if a person committed infractions, violated rules or has a history of causing problems.

The chief financial officer and accounting team may crunch the numbers and determine that senior employees will be culled. Older workers, on average, tend to earn more than younger staff members because of years of experience. It's not fair, but their higher compensation places a target on their backs.

It's convenient for the company to say they are just dissolving a unit that has many senior people with sizable pay packages. The business can downsize to fewer highly compensated professionals instead of many mid to junior staff members.

There needs to be a better way for employees to make more strategic evaluations of their employers. From an operational and business perspective, you should be able to predict that your employer will be able to pay your salary, commit to the number of hours per week that you sign on for, and be able to maintain your employment given the success of the company.

How To Identify an Employer You Can Trust

1. Reach out to current employees

Even though initiating conversations with current employees might feel a bit awkward at first, the payoff is well worth it. Talking with them is the absolute best way to discover if a company’s branding/messages are accurate and trustworthy. Plus, you’ll get a chance to learn if their interview promises align with their everyday actions.

For example, you might expect your potential employer to provide updated training to any employees affected by automation or innovation.

Don’t just network with your soon-to-be boss or hiring manager. Reach out to potential co-workers. Those who are in the trenches will be able to share if leaders follow through with employee feedback, honor their mission, fulfill promises, etc.

2. Research the company’s societal impact

Every prospective employer is vying for top talent, which means they’ll try to make the business look as appealing as possible. Many are doing this by expanding their employer brand and focusing on something all candidates agree on, making the world a better place.

If you browse the company’s social feed or website, you might see stories sharing how they’ve served the local community, or posts featuring employees’ opportunities for volunteering. But it’s important to understand that they’re creating the narrative they want you to see. What’s their true societal impact?

Social media is good at distorting reality. So, turn to Google and do your own digging: Research the company’s title, leaders’ names, etc. to learn if your prospective employer presents accomplishments in an honest, trustworthy manner.

3. Compare reviews to the career site

Piggybacking off the idea that businesses want to appear as appealing as possible, be wary of company career sites. Each one is designed to draw you in and make you feel connected. A prospective employer will share its best features, such as:

● Competitive pay

● Amazing benefits

● Flexibility

● Work-life balance

● Paid time off

But before you get too excited at the thought of having found your dream job, check out a few review sites. Glassdoor, for example, is a great place to find company reviews from current and former employees. Compare those reviews to the career site promises to measure the truth behind employers’ claims.

4. Ask the right questions during an interview

The interview isn’t just about proving how well you fit with the company, they also need to prove that they’re a good fit for you. Use the time you have together to let them know that employee-employer trust is a critical factor in your decision-making process.

Be direct in your questions and focus on what’s most important to you. For example, if you want to know you can trust the employer’s promise to deliver career development and opportunities to advance, ask for specific examples of how they’ve done this in the past. Then, take things one step further and ask how they plan to provide the same to you (should you receive an offer).

Trust is a two-way street; be transparent in what you have to offer, and your prospective employer will likely do the same.

by Malhar Lakshman

Sun 20 November 2022

All successful managers have some form of personality trait or talent that predisposes them for leadership. Some of them may have attained this skillset through years of education and training, while others may have been naturally gifted with this, but at the end of the day, one factor holds true. These talents can be categorized into a Goleman Style.

Daniel Goleman is an American author, psychologist, and journalist, best known for writing a book in 1995 called Emotional Intelligence. Some of the topics in this book aren’t necessarily ones that pertain to managers, but they can still get value out of reading it. However, the main point of interest from this work is that of the descriptions of Leadership styles, more commonly known as the Goleman Styles.

Each Goleman Style has both good values and bad values associated with them, and Dr. Goleman has recommended that the most effective leaders make use of all six of these styles. The styles are as follows:

1. Commanding Leadership

2. Visionary Leadership

3. Democratic Leadership

4. Coaching Leadership

5. Affiliative Leadership

6. Pacesetting Leadership

Overviews of the Goleman Styles

Each of the Goleman Styles has been studied by psychologists and business leaders to determine their flaws and benefits. For more information about the stories, I recommend reading the book Emotional Intelligence. While some of the concepts in this book may not hold true today as a result of further research, the leadership styles are still known to be true.

1) Commanding Leadership can also be known as Authoritarianism or Directive Leadership and is most often viewed as a negative method of leadership. In this style, the leader is responsible for making all the business process decisions. Leaders must exert tight control over their workplace and workforce and have a very clear goal in mind with what to work with. This is especially effective within workforces where employees are low-skilled or inexperienced, as well as in situations in which a leader might be called upon to make quick decisions. Commanding Leadership can also ruin direct-report engagement, since no one other than a leader will generally have any input on decision-making. Therefore, it is often passed up on in favor of different styles.

2) Visionary Leadership is largely dependent on a leader having a final goal in mind. This leader can then go on to inspire their direct reports and harness their participation and goal setting to accomplish this goal. Examples of these leaders include Mahatma Gandhi and Nelson Mandela. While this form of leadership can completely allow for a corporate overhaul, it has a major flaw in terms of short-term problems. An example of this can be seen in Gandhi’s journey to free India from British Imperialism. While he was able to accomplish his goal in 1947, his marches were often divisive, prioritizing men over women, and Hindus over Muslims, along with upholding the Caste System, which are all problems that plague India to this day.

3) Democratic Leadership completely enables all members of a team to participate in the decision-making progress. Any member can come in with an idea and can determine whether or not the idea is worth going forth with by using a consensus amongst other members, along with a final ruling by a leader. Democratic Leadership is particularly useful at getting team member involvement and retaining staff, but has a flaw in its speed, often taking time to come up with decisions. This can be dangerous when quick decisions are required to be made.

4) Coaching Leadership is all about Service Leadership. In this rarer form of leadership, a leader’s primary responsibility and first priority is to coach team members to develop and improve over time. This can dramatically assist in retention and engagement and creates a more skilled workforce. However, coaching can often prove to be very difficult, and does not provide an immediate result. This form of leadership is highly synergistic with AIM Insights and the AIM Insights People Leader Certification.

5) Affiliative Leadership solely targets the feelings of direct reports. The main goal of this is to make everyone “feel good.” This is especially useful in situations where a pool of individuals are in disagreement. HR professionals are often highly adept at Affiliative Leadership and patching relationships between people. This relies on having a strong moral compass and a strong desire to avoid tension. One fatal flaw with this form of leadership is that these leaders are often avoidant of conflict and have trouble making difficult decisions that may cause someone to suffer. In business, there are sometimes difficult conversations that are well-needed, such as talking to underperforming employees. Affiliative Leaders may not necessarily be the best at addressing this.

6) Pacesetting Leaders are similar to Commanding Leaders in which they are both the primary driver of the workforce. The concept of the Pacesetting Leader is similar to that of a Pacesetter in a marathon. These individuals serve as an example and the epitome of the statement “do as I do.” Pacesetting leaders are often highly motivated, are good at clearly communicating tasks, and are talented at setting trends. These leaders have expectations of their subordinates and know exactly how much work they can do without failure. This style of leadership can also stress direct reports and does not allow for much feedback or engagement. Therefore, it has another similarity with Commanding Leadership in that it is poorly regarded by direct reports.

Understanding what situation to exercise each type of leadership is a benchmark of a talented leader. While Commanding and Pacesetting Leaderships aren’t to be used at all times, they have certain benefits in certain scenarios. The individual fallings and strengths in each style can allow for a balanced leadership style, and overall make a better leadership experience as well. Goleman Styles aren’t a panacea by any means, but they can come together to truly make a leader.

by Malhar Lakshman

Wed 21 December 2022

Generation Z, also known as Gen Z, is a term used to describe individuals born any time between 1995 and 2010. With over 61 million of these individuals slated to enter the workforce in the next five to ten years, it is natural that many of the older workers already present in the workforce are a little apprehensive on how to work with these newer –and younger- workers. However, almost a third of the workforce by 2025 will be Generation Z. Therefore, understanding how to work with them will prove essential for any manager. The first factor with managing this younger generation is to recognize their wants and needs.

The Wants and Needs of Generation Z

James Colino, the CEO of Sheetz, states that “(Generation Z) has been subjected to political, privacy, technological and gender issues that have shaped how they think. Rather than giving them a pass on performance, it is required that leaders take the extra time to acknowledge differences, be inclusive, and find solutions that work for both customers and employees.”

Sheetz has been noted to be within the top 50 workplaces for Generation Z at both the entry level as well as within the corporate side of management. Colino has correctly stated how Gen Z prioritizes topics and how they’re treated.

Gen Z is the least inclined to plan to stay in their job. In a study made by greatplacetowork in conjunction with Pell, only 77% of workers agreed with the statement that they would plan to stay at their job. In contrast, the next youngest generation, the millennials, are of a much more resolute mind, boasting a strong 88% stating that they plan to stay in their jobs. Generation Z workers tend to prefer jobs that have some form of additional meaning, rather than just a salaried position. In addition to this, they are less likely than older generations to accept profits and pay under the opinion that they receive a fair share of profits and pay. It is important to recognize why Generation Z works, and what they choose a job for.

Deloitte has researched several of the top reasons that Generation Z workers have chosen their current job. 32% of workers strongly prioritized a high level of work-level balance. 29% chose to prioritize learning and development opportunities. 24% chose to fight for higher salaries. Finally, 23% of these individuals chose a positive workplace culture. Many of these workers also have hefty expectations about diversity, equity, inclusion, and belonging, also abbreviated as DEIB.

For Generation Z, work doesn’t just have to do with a way to kill time, but rather a way to support both them and their hobbies, and often satisfy some form of larger desire they have, such as philanthropy or charity. Understanding how to enable these needs can be a way to connect to these younger workers and have more loyal workers. DEI in the workplace shares great insight on how to properly foster loyalty in teams.

What does Generation Z want within their Workplace?

Generation Z has multiple aspects of a proper workplace that they feel is indispensable to their working career. According to Pew Research, Generation Z is more diverse than any other before it, especially in the professional working industry. One in five Generation Z workers identify as LGTBQIA and is less composed of Caucasians as previous generations. As mentioned before, this generation strongly prefers diversity, equity, inclusion, and belonging within the workplace. Generation Z also has a few other things that they like to be modeled within their workplace as well.

· A fair workplace- Gen Z has grown up with media and experiences explaining nepotism in great depth, such as in history classes, their part-time jobs, and elsewhere. Showing that promotions are awarded fairly, and that no employee is held in higher regard than everyone else for no reason can have a drastic impact on these workers’ perceptions of you as a manager.

· A fast-paced workplace- Generation Z has been through multiple major world events as they have grown and matured. This list of events includes multiple pandemics, such as Ebola and COVID-19, 9/11, the rise and fall of ISIS, multiple natural disasters, and so much more. Generation Z has been conditioned to be extremely flexible and adaptive to trauma and occurrences. Similarly, they expect a workplace that is quick and easy to adapt to challenges. This makes them much better with problem-solving, if everyone around them is equally willing to rise to a challenge and adapt.

· Involvement in major decision making- While not all decisions being made are ones that entry level workers should be involved in, there are certain decisions that anyone should be able to have a say in. This falls back to the Goreman Leadership styles, under the democratic leadership method. The democratic leadership styles state that any member can come in with an idea and can determine whether or not the idea is worth going forth with by using a consensus amongst other members, along with a final ruling by a leader. Democratic Leadership is particularly useful at getting team member involvement and retaining staff, but has a flaw in its speed, often taking time to come up with decisions. However, since Generation Z is such a fast-working collective, they can overcome this hurdle easily.

· Mentorship and Nurturing- Generation Z is by no means a “soft” generation, or unable to conduct networking. However, due to their fast paced and rapidly changing surroundings, they often need a hand in approaching certain cultures, or could be in use of a mentor. Fostering growth in these individuals can be rewarding and will make a dramatic difference to them. Remember that your experience is a privilege that not everyone has been afforded yet. Use it to help the person who may one day help others down the line as well.

All in all, Generation Z has a burning desire to work, but not just for themselves. With this in mind, and the resources stated above, use this information to make a workplace better suited to this younger demographic. By no means should this workplace exclude older people, but it should be a bridge between the two demographics. Understand that Generation Z will soon make up an even more significant part of the workplace, and that your actions could change the way that workplace looks.

by Grace Tripathy

Wed 21 December 2022

“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:

Celebrate Small Wins

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.

by Grace Tripathy

Fri 23 December 2022

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:

1- Before the layoff cycle starts – Fight for your team

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.

2- During the layoff cycle – Conduct them with empathy

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

3- After the layoff – Lead by example

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.

by Grace Tripathy

Thu 5 January 2023

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:

Physical symptoms of burnout

● Feelings of energy depletion or exhaustion

● Loss of productivity

● Fatigue

● Loss of appetite or change in eating habits

● Lack of sleep

Mental symptoms of burnout

● Constant worry and anxiety

● Inability to focus clearly

● Increased mental distance or apathy

Emotional symptoms of burnout

● 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.

How to help your team deal with burnout

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

1. Understand the root cause

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.

2. Be an advocate

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.

3. Demonstrate compassion and empathy

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.

by Grace Tripathy

Tue 17 January 2023

What is Executive Branding?

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.

According to Forbes, executive Branding drives sales and increases company visibility.

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.

What are the Benefits of executive Branding?

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:

1. Show off your uniqueness

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!

2. Gain more relationships

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.

4. Show off your beliefs and values

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.

5. Less negative, more positive

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

by Malhar Lakshman

Tue 17 January 2023

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:

“In my role, I’m the guy who catches it all. I don’t know how much longer I can last in this job.”

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 the Leave

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.

During the Leave

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.

by Grace Tripathy

Fri 20 January 2023

Do You Have an Intentional Leadership Development Strategy?

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.

Why Is Leadership Development Important?

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.

Customize your Leadership Development Strategy to Fit Your Organization

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.

by Malhar Lakshman

Fri 27 January 2023

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?

Why isn’t the MVP the best 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.

What skills does a good manager have?

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.

So how does a manager recognize potential managerial candidates?

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:

Educate these candidates- No entry level manager will be able to have every positive trait listed above, especially without prior managerial experience. Work with them and be a positive mentor for them.
Give them gradual increases in responsibilities or temporary promotions- Temporary promotions can expose a direct report to a manager’s chair without anywhere near as much stress. This type of exposure can help pique their interests without overwhelming them.
Regularly communicate with them about what they need to improve their likelihood of promotion- This can be critical in making a good manager. While they might feel that they are doing everything well to be a managerial candidate, only managers are truly aware of what upper leadership is looking for in a manager. Therefore, take that extra step to help polish off rough edges to create a better manager.

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.

by Grace Tripathy

Fri 27 January 2023

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.

Leadership Development

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.

What is executive coaching?

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.

Becoming a Better Leader

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.

by Grace Tripathy

Thu 23 February 2023

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.

Specific: Goals should be clear and specific, so that it's easy to understand what the goal is and what needs to be accomplished.
Measurable: Goals should be quantifiable, so that progress can be tracked and success can be determined.
Achievable: Goals should be realistic and achievable, given the resources and limitations available.
Relevant: Goals should be relevant to the overall objectives of the individual or organization and align with their values and priorities.
Time-bound: Goals should have a specific deadline, so that there is a sense of urgency and accountability to achieve the goal within a specific timeframe.

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

Clarity and Focus

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.

Prioritization

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.

Motivation and Engagement

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.

Measurement and Accountability

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.

SMART Goals: A Guide to Helping Your Employees Achieve 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.

Here is a 5-step guide on how to teach your employees to set SMART goals and help them achieve their objectives.

Teach Employees to Set Specific Goals

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.

by Malhar Lakshman

Thu 23 February 2023

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.

The Pros and Cons of Perfectionism

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.

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 10 March 2023

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:

Improved decision-making: Leaders are responsible for making critical decisions that can have a significant impact on their organization. When a leader is tired, stressed, or overwhelmed, their decision-making abilities can be impaired, leading to poor choices that can harm the business. Prioritizing mental health and energy levels can help leaders make better decisions that benefit the organization.
Better communication: Communication is a vital aspect of leadership, and when a leader is feeling drained or unproductive, their ability to communicate effectively can suffer. Prioritizing mental health and energy levels can help leaders communicate with their team members and stakeholders more clearly and effectively, leading to better relationships and improved outcomes.
Increased productivity: When a leader is feeling drained or unproductive, it can be challenging to motivate their team and achieve their goals. Prioritizing mental health and energy levels can help leaders boost their productivity, leading to better results for the organization.
Role modeling: Leaders set the tone for their organization, and their behavior can influence their team members' mental health and well-being. By prioritizing their own mental health and energy levels, leaders can role model healthy behaviors and promote a positive work culture.
Burnout prevention: Burnout is a common problem among leaders in the business world, and it can lead to significant consequences for the individual and the organization. By prioritizing their mental health and energy levels, leaders can reduce the risk of burnout and maintain their ability to lead effectively over the long term.

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.

Take a break

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.

by Grace Tripathy

Tue 28 March 2023

Managing your boss' expectations while keeping your team excited can be a challenging task, but it is essential for maintaining a productive and harmonious work environment. As a leader, you need to ensure that your team is motivated, engaged, and productive, while also meeting your boss' expectations and goals.

Finding this balance between your boss’ expectations and your teams’ engagement often becomes more challenging in ever-changing situations. For example, a Fortune 500 company acquired a startup company in hopes of expanding their reach and innovation.

The new team was thrilled to be a part of such a successful company, but they soon realized that the integration process was not going as smoothly as they had hoped. The leaders of the company tried several different approaches for the new team to focus on, but they kept changing the direction, leaving the startup team feeling burnt out and confused.

The first few weeks after the acquisition were exciting, as the team worked on exciting new projects and was given free reign to explore their creativity. But as time went on, the team began to feel the pressure of the constantly changing direction. They struggled to keep up with the ever-changing expectations and goals, which left them feeling drained.

As the weeks went on, the team's frustration continued to grow. They felt like they were constantly spinning their wheels, trying to keep up with the latest directive from their leaders.

These are the 7 best practices to best help the manager of this team keep their team’s spirits high and stay on track with their new boss’ goals:

Understand Your Boss' Expectations:

The first step to managing your boss' expectations is to understand what they expect from you and your team. This requires clear communication and regular check-ins to ensure that you are on the same page. Your boss may have specific goals, timelines, or preferences that they want you to follow. Make sure you understand what is expected of you and your team, and communicate any challenges or concerns that you may have.

2. Keep Your Team Informed:

Once you have a clear understanding of your boss' expectations, it is important to communicate this information to your team. Share the goals and expectations with your team and ensure that they understand the importance of meeting them. Keep your team informed about any changes in direction or new priorities from your boss. This will help your team to stay focused and motivated, and it will also prevent any surprises that could impact their work.

3. Set Realistic Expectations:

It is important to set realistic expectations for your team that align with your boss' expectations. Don't overpromise and underdeliver. This can lead to disappointment and frustration, both from your boss and your team. Instead, set realistic goals and timelines that are achievable for your team. Work with your team to break down tasks into smaller, more manageable pieces, and set clear deadlines for each task. This will help your team to stay motivated and on track.

4. Encourage Feedback and Collaboration:

Encourage your team to provide feedback and collaborate with each other. This can help your team to stay engaged and motivated. It can also help to identify any potential issues or challenges early on, which can be addressed before they become bigger problems. Provide opportunities for your team to share their ideas and suggestions, and listen to their feedback. This will help to build trust and respect within your team, and it will also foster a culture of collaboration and continuous improvement.

5. Recognize and Celebrate Achievements:

Recognizing and celebrating achievements is a great way to keep your team excited and motivated. Celebrate when your team meets a goal or completes a project, and acknowledge their hard work and contributions. This can be as simple as a shout-out in a team meeting or as elaborate as a team outing or celebration. Recognizing your team's achievements will help to build morale and foster a positive work environment.

6. Provide Opportunities for Growth and Development:

Providing opportunities for growth and development is another great way to keep your team excited and motivated. Offer training, mentorship, or stretch assignments to help your team to develop their skills and advance their careers. This will show your team that you are invested in their success and that you value their contributions to the team. It will also help to keep your team engaged and motivated, as they work towards achieving their goals.

7. Communicate Regularly with Your Boss:

Regular communication with your boss is key to managing their expectations. Keep them informed about your team's progress, any challenges or roadblocks, and any successes or achievements. If there are any changes to the timeline or goals, communicate these changes to your boss as soon as possible. This will help to build trust and open communication between you and your boss, which is essential for maintaining a positive work environment.

All in all, managing your boss' expectations while keeping your team excited requires clear communication, realistic expectations, feedback and collaboration, recognition and celebration, opportunities for growth and development, and regular communication with your boss.

For the Fortune 500 company mentioned above, after reviewing these methods, the team manager called a meeting with the leaders of the company to discuss the challenges that the team was facing. The manager explained that while they were excited to be a part of the company, they were struggling to keep up with the changing expectations and goals.

After some discussion, the leaders of the company and the team came up with a plan to address the challenges. With a clear plan in place, the team began to feel more confident and motivated. They knew that their leaders were committed to their success and were invested in helping them achieve their goals. Over time, the team began to thrive, and their work began to make a significant impact on the company.

By working together, the leaders and the team were able to overcome the challenges they faced, and ultimately achieve success.

by Malhar Lakshman

Tue 28 March 2023

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.

On-the-Job Training- One of the most effective ways to upskill leaders is through on-the-job training. This approach involves providing leaders with opportunities to learn and develop new skills while they are actively engaged in their roles. This can include assigning them to new projects or tasks that challenge their abilities and providing them with feedback and support as they progress.
Mentorship and Coaching- Another effective way to upskill leaders is through mentorship and coaching. This approach involves pairing leaders with experienced mentors or coaches who can guide them through the process of developing new skills. Mentors or coaches can provide regular feedback and support, as well as offer insights into best practices and strategies for success. One way great tool to help upskill untrained leaders is AIM Insights which provides both coaching and metrics to help leaders better understand their teams.
Online Courses and Workshops- Many online courses and workshops are available that can help leaders develop new skills. These courses cover a wide range of topics, from leadership and management to specific technical skills, and can be completed at the leader's own pace. Online courses and workshops are particularly useful for leaders who may not have the time or resources to attend in-person training programs. Sponsoring manager’s further education can also go a long way in developing a leader and their loyalty.
Conferences and Networking Events- Attending conferences and networking events is another excellent way for leaders to upskill. These events provide opportunities to hear from experts, exchange ideas with peers, and build valuable professional connections. Leaders can learn about new trends and best practices and gain insights into how other organizations are approaching similar challenges.
Job Shadowing and Cross-Training- Job shadowing and cross-training opportunities can help leaders gain exposure to different areas of the organization and develop a broader range of skills. This approach involves temporarily switching roles with another leader or team member or spending time observing and learning from someone in a different part of the organization. Leaders can gain valuable insights into how different teams and departments operate and learn new skills that they can apply in their own roles.

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.

Encourage Collaboration and Knowledge Sharing- Encouraging collaboration and knowledge sharing among managers can also help unskilled managers improve their skills. Managers who have more experience and expertise can offer valuable insights and guidance to their less experienced colleagues. Creating a culture of collaboration and knowledge sharing can help managers feel more comfortable seeking advice and support from their peers and can facilitate the sharing of best practices and lessons learned.
Be a Role Model- One of the most effective ways to help newer managers learn about leadership is to lead by example. As a manager, you should model the behaviors and qualities that you want to see in your team. By demonstrating strong leadership skills, you can show newer managers what effective leadership looks like in action.
Provide Clear Expectations and Goals- Managers who lack experience or skills may struggle to meet the expectations of their roles. Providing clear expectations and goals can help managers understand what is expected of them and what they need to achieve. Setting goals that are specific, measurable, achievable, relevant, and time-bound (SMART) can help managers stay focused and motivated and can provide a roadmap for their development.
Offer Regular Feedback and Support -Another way to help an unskilled manager is by offering regular feedback and support. Managers who are new to their roles or who lack experience may struggle to identify areas for improvement and may not know how to address them effectively. Regular feedback and support can help managers understand their strengths and weaknesses, identify areas for improvement, and develop plans to address any shortcomings.
Delegate Responsibilities- Delegating responsibilities to newer managers can help them develop their leadership skills. By giving them ownership over projects or initiatives, you can provide them with opportunities to practice decision-making, communication, and other leadership skills. Be sure to provide clear guidance and support as needed but allow them to take the lead and learn from their experiences.
Provide Opportunities for Leadership Development- Providing opportunities for newer managers to develop their leadership skills can help them build confidence and improve their performance. Consider offering leadership development programs, mentoring, or coaching to help them build the skills they need to be effective leaders.
Encourage Continuous Learning- Effective leaders are always learning and growing. Encourage newer managers to seek out learning opportunities, such as attending leadership seminars or workshops, reading books on leadership, or networking with other leaders in their industry. By supporting their professional development, you can help them build the skills and knowledge they need to be successful leaders.

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.

by Grace Tripathy

Wed 12 April 2023

As a leader, one of the most powerful tools in your arsenal is the power of framing. How you frame a message can have a significant impact on how it is received and can ultimately determine whether or not you achieve your desired outcome. In this blog post, we'll explore the concept of framing and provide some informative tips on how to use it effectively.

What is framing?

Framing is the process of defining the meaning of a message by selecting certain aspects of it and highlighting them while ignoring others. This can be done in a variety of ways, including through the use of language, images, or other visual cues.

Upload your picture so we can use it for facial recognition software? Hard no. Upload your picture so we can show you what you will look like in 30 years? Yes. By framing their request in terms of wanting to see what you'll look like in 30 years, they are able to achieve their desired outcome of obtaining your photo, which they can then use for any purpose. However, if they had simply asked for your photo for facial recognition purposes, they may not have been as successful.

Why is framing important for leaders?

As a leader, you are constantly communicating with your team, whether it's in the form of emails, presentations, or one-on-one conversations. How you frame your message can have a significant impact on how it is received and can ultimately determine whether or not you achieve your desired outcome.

Framing is essential for leaders because it helps shape how individuals perceive and understand information. A leader's ability to effectively frame an issue or situation can significantly impact how their team members respond, engage, and work towards achieving common goals.

A leader who frames an issue in a positive and productive manner can help to foster a sense of optimism, inspiration, and motivation within their team. Conversely, a leader who frames an issue in a negative, pessimistic, or divisive manner can create a sense of disengagement, apathy, and demotivation.

By framing your message in a way that resonates with your team and highlights the benefits to them, you can increase the chances of success and create a more positive working environment. For example, by highlighting the benefits of a project or task, a leader can motivate team members to work harder and more efficiently. Similarly, by framing challenges as opportunities for growth and learning, a leader can encourage team members to develop new skills and approaches, leading to increased productivity.

Effective framing also helps to create a shared sense of purpose and direction among team members, which can further enhance productivity. When everyone is aligned on the same goals and understands how their work contributes to achieving those goals, they are more likely to be motivated and productive.

Here are 5 tips for using framing effectively as a leader:

Know your audience

Before you start framing your message, it's important to know your audience. What are their needs, desires, and fears? How can you frame your message in a way that speaks to them and addresses their concerns?

For example, if you're trying to sell a new product to your team, you'll want to frame your message in a way that highlights the benefits of the product and how it can make their lives easier. If you're addressing a sensitive issue, such as layoffs, you'll want to frame your message in a way that acknowledges the impact on your team and highlights any support that will be provided.

Highlight the benefits

One of the most effective ways to frame your message is to highlight the benefits to your team. How will this message benefit them? What positive outcomes can they expect?

For example, if you're asking your team to work overtime to meet a tight deadline, you'll want to frame your message in a way that highlights the importance of the project and the positive impact it will have on the company.

Use positive language

The language you use can have a big impact on how your message is received. Using positive language can help create a more positive and motivating environment.

For example, instead of saying "We can't afford to fail on this project," you could say "We have a great opportunity to succeed on this project and make a real impact."

Address potential objections

Before you start framing your message, think about any potential objections your team might have. How can you address these objections in your framing?

For example, if you're announcing a new policy that might be unpopular, you could acknowledge the potential concerns and provide reassurance that you're working to address them.

Practice, practice, practice

Finally, it's important to practice your framing skills. Take the time to practice framing your message in different ways and getting feedback from your team. This will help you refine your skills and become a more effective communicator.

The power of framing is an essential tool for any leader. By using the right language, highlighting the benefits, and addressing potential objections, you can create a more positive and motivating environment that helps you achieve your goals. So the next time you need to communicate with your team, take the time to think about how you want to frame your message.

by Grace Tripathy

Mon 24 April 2023

Embracing mistakes is critical for leaders who want to build a successful team and a strong culture for several reasons.

First, it fosters a growth mindset. When leaders and team members are open to mistakes, they are more likely to view them as learning opportunities rather than failures. This mindset encourages experimentation, creativity, and risk-taking, all of which are essential for innovation and growth. In contrast, a culture that fears mistakes can stifle creativity and discourage team members from taking risks.

Embracing mistakes encourages transparency and accountability. When leaders share their own mistakes with their teams, it creates a sense of vulnerability and honesty. This type of transparency helps to build trust between leaders and team members and fosters a culture of accountability. When team members know that mistakes will be acknowledged and addressed, they are more likely to take responsibility for their own actions and work collaboratively to find solutions to problems.

It also helps to break down hierarchies and power structures within organizations. When leaders are willing to admit to mistakes, it sends a message that everyone is fallible and that no one is above making mistakes. This type of culture encourages open communication and collaboration, as team members feel more comfortable sharing their own ideas and perspectives.

When team members are encouraged to view mistakes as learning opportunities, they are more likely to bounce back from setbacks and failures. This resilience can help to strengthen the team's ability to overcome challenges and adapt to change.

After all, the way we respond to mistakes can have a significant impact on our personal and professional growth. In many workplaces, there is a culture of fear surrounding mistakes. Employees may try to hide their mistakes from their supervisors, or they may feel embarrassed and ashamed when they do make a mistake. This culture of fear can lead to a lack of innovation, low morale, and decreased productivity. On the other hand, building a culture that embraces mistakes can lead to growth, innovation, and a stronger sense of team unity.

So, how can leaders build a culture that embraces mistakes? One important step is for leaders to share their own mistakes with their teams. When leaders are transparent about their own mistakes, it sends a message that mistakes are not something to be ashamed of, but rather an opportunity for growth and learning. Sharing mistakes also helps to break down the hierarchy that can exist in some workplaces. When leaders admit to making mistakes, it shows that they are human and can help to create a more collaborative and supportive work environment.

Another way to build a culture that embraces mistakes is to recognize and celebrate when team members make mistakes. This may seem counterintuitive, but when we acknowledge mistakes, we take away the shame and embarrassment that can be associated with them. When team members know that their mistakes will be recognized and celebrated, they are more likely to take risks and try new things. This can lead to increased innovation and growth for both individuals and the team as a whole.

Of course, it is also important to learn from mistakes. When mistakes happen, it is essential to take the time to reflect on what happened and why. This reflection can help individuals and teams to identify areas for improvement and develop strategies to avoid similar mistakes in the future. Leaders can help facilitate this reflection by creating a safe space for team members to discuss their mistakes and share what they have learned.

In addition to reflection, it is important to take action to prevent similar mistakes from happening in the future. This may involve implementing new processes, providing additional training, or making changes to policies and procedures. When team members see that their mistakes are being taken seriously and that action is being taken to prevent similar mistakes in the future, it reinforces the message that mistakes are opportunities for growth, not something to be feared.

Building a culture that embraces mistakes requires ongoing effort and commitment. It is not something that can be achieved overnight, but rather a process that requires consistent attention and reinforcement. Leaders can help to reinforce this culture by consistently modeling the behaviors they want to see in their team members, recognizing and celebrating mistakes, and providing opportunities for reflection and learning.

To build this type of culture, leaders must be willing to share their own mistakes, recognize and celebrate mistakes made by team members, facilitate reflection and learning, take action to prevent similar mistakes in the future, and consistently reinforce the message that mistakes are opportunities for growth. With dedication and commitment, leaders can create a work environment where mistakes are not feared, but rather embraced as a natural part of the learning process.

by Malhar Lakshman

Fri 12 May 2023

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].

by Grace Tripathy

Fri 19 May 2023

In today's highly competitive business environment, exceptional leadership skills alone may not guarantee promotions. Many great leaders often wonder why their efforts and capabilities go unnoticed when it comes to advancing their careers.

Many outstanding leaders find themselves facing a common hurdle: effectively communicating their leadership capabilities to key decision-makers.

Leaders often encounter struggles when it comes to effectively communicating their leadership abilities. These challenges can hinder their ability to showcase their skills, connect with their teams, and gain recognition for their accomplishments.

However, by addressing this challenge head-on and employing strategies to enhance their communication skills, leaders can distinguish themselves from the crowd and increase their chances of promotion.

The key lies in their ability to effectively communicate their leadership prowess and demonstrate their impact. This is where AIM Insights, a cutting-edge performance management tool, comes into play.

Unleashing the Power of the AIM Insights Performance Management Tool

While possessing remarkable leadership skills, extensive experience, and a track record of success, great leaders may struggle to convey their true potential to key decision-makers. This communication gap can impede their promotion prospects, leaving them feeling undervalued and overlooked.

AIM Insights provides actionable insights and metrics to leaders and organizations to help them improve performance, enhance communication, and drive results. AIM Insights is a robust performance management tool designed to address the challenges associated with effective communication of leadership capabilities.

By harnessing the capabilities of AIM Insights, leaders can differentiate themselves and significantly improve their chances of promotion.

Here are 5 reasons why AIM Insights is the tool to help you best communicate your leadership capabilities:

Comprehensive Performance Metrics:

AIM Insights provides leaders with a comprehensive array of performance metrics, enabling them to track their achievements and demonstrate their impact. These metrics encompass key performance indicators (KPIs), employee engagement levels, project success rates, and financial performance, among others. By utilizing AIM Insights, leaders can quantify their contributions and showcase their ability to drive tangible results.
2. Objective Self-Assessment:

AIM Insights facilitates objective self-assessment by allowing leaders to evaluate their strengths and weaknesses with precision. This valuable feature empowers leaders to understand their leadership capabilities better, identify areas for improvement, and capitalize on their strengths. Armed with this knowledge, leaders can refine their communication strategies to effectively highlight their competencies and achievements.
3. Goal Alignment and Progress Tracking:

AIM Insights facilitates alignment with organizational goals and tracks progress towards them. By clearly demonstrating how their leadership initiatives directly contribute to overarching objectives, leaders can position themselves as valuable assets to the organization. This alignment showcases their strategic acumen and reinforces their commitment to the company's mission, setting them apart as leaders who comprehend the bigger picture.
4. Real-Time Feedback and Coaching:

AIM Insights incorporates real-time feedback mechanisms, enabling leaders to receive timely insights on their performance. This feature facilitates continuous improvement by highlighting areas that require attention or development. Through constructive feedback and targeted coaching, leaders can enhance their leadership communication skills, making them more effective at conveying their capabilities to decision-makers.
5. Dynamic Reporting and Visualization:

AIM Insights offers dynamic reporting and visualization tools that transform complex data into compelling narratives. Leaders can leverage these tools to create visually appealing reports and presentations, effectively conveying their accomplishments and impact. By presenting data-driven insights in an accessible and engaging manner, leaders can make a lasting impression and capture the attention of key stakeholders.

Leaders face the challenge of effectively communicating their leadership capabilities to secure promotions and recognition. By acknowledging and addressing these communication struggles head-on, leaders can distinguish themselves from the crowd.

Employing techniques such as crafting compelling narratives, emphasizing results, fostering effective listening, embracing authenticity, and continuously honing communication skills will enhance leaders' ability to communicate their unique leadership capabilities.

AIM Insights, a powerful performance management tool, empowers leaders to overcome these obstacles and distinguish themselves from the crowd. By utilizing AIM Insights' comprehensive performance metrics, objective self-assessment, goal alignment, real-time feedback, and dynamic reporting features, leaders can enhance their communication of leadership capabilities.

Through the utilization of AIM Insights, leaders can position themselves as high-impact performers, increasing their chances of promotion and ensuring their exceptional leadership skills are recognized and rewarded accordingly.

by Garrett Mintz

Wed 7 June 2023

Thomas Edison tried roughly 1,200 experiments before discovering the light bulb. When asked what it felt like to fail 1,200 times, he responded that he didn’t fail 1,200 times, but rather he learned 1,200 ways to not make a light bulb.

Good thing he was the CEO of his own company!

Imagine the workplace today. How much grace and patience do we give people to succeed?

More importantly, how much grace and patience do leaders say they give their people compared to reality? Most leaders are quick to state they support this idea, but it’s rare to see them follow through.

Instead, we see that being a “perfectionist” is the real preferred character trait from leaders that are hesitant to embrace taking chances.

When thinking about the best, most innovative companies in the world, the core theme that aligns them all together is this emphasis on progress, not perfection.

The companies that thrive, regardless of what is going on the economy, are the ones that are nimble enough to run multiple experiments at the same time, diagnose which experiments are achieving progress, and then experiment further until a desired result is achieved.

This article overviews what both employees and companies can do to build a culture that embraces mistakes.

Employees:

As an employee, regardless of whether you are in a leadership position, you might wonder how much of an impact you, individually, can have on your company’s culture. You might also be wondering if these ideas run the risk of getting you fired.

Disclaimer: Applying these ideas may get you fired.

If you are at a company that would fire you for following the suggestions below, you are likely miserable at this company, and it is time for you to move on. Following these tips will expedite that process and help you move into a better work situation. Also, applying these principles effectively, and documenting them, will make you an extremely attractive candidate to any organization that does in fact embrace mistakes.

Be a scientist

Being a scientist means that you run a series of experiments. To experiment means to introduce one new variable while holding all other variables constant to observe if a different (either positive or negative) result is achieved.

Examples:

● Experimenting within the company

o Handling a frustrating boss – Infrequent feedback from your boss can be frustrating, especially when your only chance to learn about your work is during an annual performance review. It’s nerve-wracking waiting to find out how they view your performance when feedback is so rare. If you’d like to change this, try different and unique ways to gather their feedback – perhaps ask them for help, ask them if you are making a mistake, or flat out ask for feedback.

▪ Pro tip – Try documenting this process. Write down your current behavior, note what behavior you are changing, and then what your hypothesized results will be. Then create a timeline for when you will evaluate the results and use this to measure the change. Most people give up after half-heartedly trying one thing and assume their situation is doomed. By writing down the experiment, it is easier to be objective about the results and be willing to try new experiments.

o Handling a frustrating direct report – If your direct report isn’t listening to you or not getting all of the work that you would like accomplished, you are going to have to try something different. Try a new method for better understanding their priority order, their concerns, and their roadblocks – perhaps ask them different questions to help you better understand their situation, schedule more frequent 1:1’s, or communicate why achieving whatever task needs to get done is important to you.

● Experimenting Externally

o Sales – If you are struggling to meet your sales numbers, allocate a certain amount of time every week to trying something new that could work. Follow the pro tip above for some help on how to effectively evaluate your experiments.

o Operations – If you are discovering that there is a communication gap with the handoff of work between departments, communicate to both departments a new strategy for increasing the efficiency, what your hypotheses are, what the timeline of the experiment is, and what success will look like if success is achieved. Also explain that if success isn’t achieved, that a new strategy will be implemented until the desired result is achieved.

This is just the framework for how to experiment. The actual strategies you deploy for working through your work scenario are likely different and better than the strategies I proposed because you know your work situation and yourself best.

2. Communicate your experiments, hypotheses, and results throughout the company

People at your company may wonder why you are acting differently. By writing down your experiments, hypotheses and results, it is easier to communicate with others why you are acting differently.

However, if your experiment involves other people you are working with, you can’t inform them that you are changing your behavior. If you do, you will be altering multiple variables, rendering your experiment moot.

For example, if you want your boss to stop showing up late to meetings with you so you decide that you are going to ask your boss’s secretary to schedule their meeting with you for 5 minutes before it is actually supposed to start, if you tell your boss you are doing that, your boss is going to adjust their behavior because they now know this information.

3. Document results so others can learn from you

This is especially important for helping convey why you have an opinion on a matter moving forward. If you properly document your experiments and your results, your perspective will hold much more weight than somebody who is just giving their opinion.

Advice for Leaders at Companies:

Remove “perfectionists”

Anyone who refers to themselves as a perfectionist should be approached with caution and wrangled appropriately. A perfectionist is somebody, based on their current knowledge base and skill set, that will perform the same activity over and over again the exact same way. These people are not interested in learning new ways of doing things because the amount of knowledge they would need to alter their behavior is too great, so any time spent learning a new behavior isn’t worth it. These people are also unwilling to experiment as the fear of making a mistake or not having an experiment align with the hypotheses is too great to overcome.

Perfection is the enemy of progress. Perfectionists will do everything in their power to not change anything because they have spent all of their time and energy becoming “perfect” at one way of acting.

2. Be collaborative when diagnosing failed experiments

When an experiment is tried and it is determined it didn’t work how you were expecting, invite the entire team to participate in the evaluation process of why it failed and what can be tried in the future to achieve different results.

This also communicates that failure is okay.

This is particularly important for leading global teams, especially global teams that were raised in societies with different norms and perspectives on mistakes and failed experiments.

For example, a technical executive was leading a team of software developers, mostly from India. He ended up learning that a member of his team made a mistake months ago but told nobody. He tried to fix it himself, but the problem got worse and eventually the client called him to inform him that they were pulling their contract because of the technical difficulties they were encountering. Some learning lessons he took from this were that he needs to have a process for identifying these errors and that he needs to build a culture where his team feels comfortable being vulnerable, honest and open when a mistake is made.

3. Document then celebrate the learning lessons

Once a failed experiment has been diagnosed, document it for the entire company to learn from. Holding an experiment and learning that the hypothesis didn’t work is fine. But running the same experiment over and over again and achieving the same undesired result, is not fine. Failed experiments shouldn’t be locked in some vault where only the experimenters can reflect on. Failed experiments should be celebrated! This communicates that learning from failure is endorsed by the organization and creates positive memories associated with lessons learned.

If you are interested in continuing the dialogue, the Ambition In Motion YouTube channel will be hosting weekly live panel sessions until July 27th, 2023 with executives discussing this topic of How to Build a Culture of Embracing Mistakes.

by Kendall Barndollar

Fri 14 July 2023

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.

How do you deal with this? How do you find enough patience to continue working with someone? What do you do if this person is not your superior or subordinate but a peer working at the same level as you?

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:

Lead by example

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.

by Grace Tripathy

Mon 31 July 2023

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.

But curiosity is key to growth and discovery for leaders.

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.

Five Strategies To Grow Curiosity In Leaders:

Understand the Importance of Curiosity

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:

Evaluating how they stack up to the current skills required in their field
Choosing an interest that fascinates them that may add to their leadership toolbox
Asking colleagues what experiences or knowledge could help them become stronger performers
Joining a networking group that shares information about their industry.

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:

Help leaders see possibilities and even connect them with interesting leaders.
Discuss helpful skills and experiences to grow their careers
Share their powerful stories of missteps and mistakes
Guide leaders how to best approach difficult obstacles

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.

The Ripple Effect of Leadership Behavior

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.

by Kendall Barndollar

Thu 17 August 2023

It is challenging to demonstrate your company's culture in an interview yet, the hiring process is fundamental to organizational success, growth and innovation. The makeup of your team determines productivity, efficiency and the culture practiced in the workplace.

In interviews, candidates are considering if this is the company for them, if their values align with your firm, and if they will be able to thrive on your team. As the interviewer, you should evaluate the same things. Recruiting “matches” for your company is a crucial part of the sculpting of your company culture.

You may also struggle with how to be genuine and inclusive of all different backgrounds and experiences. Working towards embracing differences allows companies to enhance problem solving and creativity, encouraging employees to work together in growing through different sets of strengths and weaknesses. In addition to bettering the current workforce, practicing inclusivity will help attract candidates to strengthen the team.

Using the hiring process as a mutually beneficial proceeding allows both you, as the recruiter, and the candidate to have insight on the potential and future possible. This allows both parties to better understand how aligned their future paths and values are. Being analytical and intentful throughout the process can help you better identify strong candidates who will fit in as a teammate and colleague, both professionally and socially.

Here are 4 steps on being able to demonstrate your company culture throughout the recruiting process:

1. Get Employees on Board

To best demonstrate your company's culture throughout the recruiting process, start by focusing on getting employees on board with your decided culture and values. If every employee is able to effectively demonstrate your cultures, it will be reflective in recruiting. If employees fail to follow set culture practices and examples, it will be challenging to express the culture your firm either has or is working towards.

To help find employees that will hop on board with your company culture, carefully select behavioral interview questions that will reveal if this person's ideal workplace culture and values are aligned with your companies. To best get employees to follow new goals, select values that a lot of employees already believe in or prioritize at work.

2. Be Transparent about your Opportunities and Challenges

In exhibiting company culture, many recruits will find honesty, transparency and authenticity in the recruiter to be important. In hiring, you should be open and willing to talk about future opportunities, learning and development that may be available to participate in. Take this as an opportunity to demonstrate the firm's dedication to its employees and that they are valued members of the team.

This also brings the counter, being honest about your challenges. Whether it be within culture, technology or any other aspect of your operation, share what you see needing work to help pinpoint your strengths while acknowledging you may still have some weaknesses and opportunities for growth. To help clarify this step, consider using cultural terms and values in the job description. This will help filter to those who are aligned with your values.

3. Engage Outside of the Interview

Consider bringing candidates to lunch or to a more casual event other than an interview. This will help you showcase the authentic culture of your company. Instead of explaining your culture and values, show it. Allowing you to get a better look at some of your recruiting candidates, see how they act and if they will fit in socially and professionally with your current workforce. Teamwork is key in all offices and having a difficult team member can heavily detriment projects or discourage teammates.

4. Seek Feedback

For improvement in recruiting, seek feedback from all parties involved. Just as your firm may provide potential hires with feedback, you should ask the same. Ask what could have run smoother or been done differently and if they have enjoyed their interactions with all of the firm's personnel. Internally, seek feedback from interviewers, new-hires and executives that are involved in the process. Find new ways to improve and exhibit the culture you have cultivated. Additionally, requesting feedback builds a culture of transparency and openness from an executive level. Being available to hear new ideas or revisions to the process can sincerely aid you in further growth.

Moving forward in the hiring process, be intentional and cognizant of your actions. It is crucial to consider your potential recruits’ perspective and outlook on the process and how an executive outlook may differ in intentions and perspective.

Consider references and establish a pipeline of candidates, whether that be at the university level or on hiring from within. Being able to have a reliable network of potential candidates will allow you to be more selective with their hiring and lead to better fits.

Another aspect that executives can sometimes struggle with is finding a genuine way to approach diversity, equity and inclusion in hiring. Be conscious of diversity in all aspects, diversity of thought, background in addition to physical forms of diversity. Focus on genuine hiring practices, and prioritize finding value in diverse experiences that allow your company to grow and for new backgrounds to influence for a better future with your team. Be authentic and genuine, be inclusive and be considerate of others' experiences.

The key to having a strong recruiting process and good experience is investing in your people, creating an authentic culture and being transparent in your conversations. Be intentional with the impact you leave with each candidate and focus on your company brand to produce an appealing and accurate image to those in the job market.

by Grace Tripathy

Thu 17 August 2023

Being a great individual contributor doesn’t equate to being a great leader. As you advance in your career, you’ll need to continually enhance your leadership skills. Prove to your boss that you have what it takes to lead and inspire your team members whenever a new opportunity comes your way.

For example, if you’re a Director looking to become a VP, you should also work toward developing specific qualities that will make you a better fit for a leadership role. These include delegating tasks effectively, prioritizing assignments, setting clear goals, empowering team members, and helping motivate others at work.

Oftentimes, the path towards being an executive requires being a player/coach - meaning that you have to both lead a team and accomplish individual goals. It's crucial to maintain a delicate balance, avoiding burnout and overwork along the way.

When you’re passionate about what you do, or maybe you just really want that promotion, it can be easy to forget that long hours, nonstop work, and saying yes to extra assignments may boost your career in the short term. But in the long run, it can send you into a terrible spiral.

You may not even see that burnout coming; it creeps up on you as you drive yourself to physical and emotional exhaustion.

The best way to avoid it—without sacrificing your commitment to success? Take a few proactive measures while your star is rising, and when you get to the top, you’ll have a great set of career best practices that will take you wherever you want to go.

Embrace the Journey of Growth

To embark on this exciting journey, embrace a growth mindset—one that celebrates the transformative power of dedication and hard work. Visualize the path ahead as an opportunity to grow both personally and professionally. This mindset not only fuels your motivation but also demonstrates to decision-makers your capacity to adapt, learn, and thrive in the face of challenges.

Unleash the Power of Prioritization

It's easy to get overwhelmed by a sea of tasks and responsibilities. However, the key lies in mastering the art of prioritization. Channel your focus into areas that align with your long-term goals and resonate with the organization's vision. Embrace delegation as a means of empowering your team while you concentrate on tasks that genuinely propel you forward. Remember, it's not about doing more; it's about doing what truly matters.

Lead from Within

As an aspiring VP, the journey isn't solely about attaining a title—it's about leaving an indelible mark through your leadership. Lead by example, guiding your team with unwavering dedication and passion. Showcase your unwavering commitment to excellence, and you'll inspire others to do the same. Authentic leadership not only makes you stand out but also paves the way for your team's collective success.

Embrace Feedback

The road to greatness is paved with feedback and self-improvement. Invite constructive criticism from peers, team members, and mentors. Let go of any defensiveness, and instead, view feedback as an opportunity to refine your skills and approach. By humbly embracing growth areas, you demonstrate your commitment to becoming a more effective leader—one who is attuned to both successes and areas for development.

Nurture Meaningful Connections

As you ascend the corporate ladder, never underestimate the power of relationships. Cultivate strong connections within and outside your organization. Engage in meaningful networking, driven not solely by ambition but by a genuine desire to learn and support others. Building relationships fosters a supportive environment, one that recognizes your potential and fuels your pursuit of success.

Champion Your Own Journey

Your accomplishments deserve recognition, and advocating for yourself is crucial on this journey. Celebrate your achievements while humbly sharing them with key decision-makers. Articulate how your contributions align with the company's vision and values. Be confident, poised, and authentic in showcasing your potential and aspirations.

Balance and Thrive

As you strive for success, don't lose sight of the importance of a balanced life. Avoid the trap of overworking yourself to exhaustion. Remember that sustainable achievement stems from a foundation of well-being. Make time for hobbies, relaxation, and loved ones, as these elements provide you with the resilience and clarity needed to thrive on your journey to VP.

In your pursuit of the VP role, you'll inevitably encounter obstacles and challenges. Rather than being deterred, approach these hurdles with a solutions-oriented mindset. Your ability to identify innovative and strategic solutions will set you apart as a leader who thrives under pressure. Embrace challenges as opportunities for growth and showcase your resourcefulness when faced with complex situations.

The path from Director to Vice President is both thrilling and transformative. Embrace the journey with a growth mindset, prioritizing meaningful tasks, leading with authenticity, and embracing feedback and challenges. Nurture relationships and be your own champion, advocating for the recognition you deserve. Most importantly, maintain a balanced approach, caring for your well-being along the way.

By mastering the art of climbing the ladder with purpose, you'll not only ascend to the VP level but also leave a legacy of inspiration and leadership.

by Garrett Mintz

Wed 18 October 2023

Leadership happy talk is the propensity for leaders to paint a rosy picture of how the business is performing to their team when the business is struggling.

Oftentimes, business owners and executives engage in leadership happy talk because they think it is the more mature thing to do. They’d rather hold onto the stress and frustration of business struggles and not put it on other people.

This might seem like a laudable motivation: why stress out your team? But refusing to share and be vulnerable with team members ultimately creates missed opportunities for the team to tackle problems together. This leads to poor outcomes like surprise layoffs, outbursts from leaders, and misallocated priorities during crucial periods.

This article covers some of the causes of leadership happy talk, how to catch yourself engaging in leadership happy talk, how to overcome it, and why it is critical to not engage in this behavior.

Leadership happy talk stems from pressures, both real and perceived, to show the world and one’s team that everything is going great. Many startups engage in this behavior because they need to put on a show and generate “buzz” so investors perceive their company to be the next hot business. Many business owners engage in this behavior because they fear their employees will leave if the business isn’t performing well. From a business owner’s perspective, they would rather wait and hope their business turns around. They’d rather risk a surprise layoff than inform their employees that the business is struggling and engage them in a potential solution. Many executives for large companies engage in this behavior because they have shareholders and quarterly goals to meet, and they would rather keep up an obvious charade rather than risk looking ineffectual. But only luck can save these leaders from near-certain failure if they aren’t willing to open up.

There’s also the egotistical explanation: They want everyone to think they are a success.

As a leader, you might be reading this and thinking to yourself, “what if the news of our business struggling has nothing to do with my employees’ work? How will that help?”

The answer: if this person is at risk of getting laid off, being asked to work reduced hours or for reduced compensation, or having their work impacted in any way at all, they should know about it.

Why? This initial worry assumes that your team can’t handle the truth or that they may leave upon learning the news. That risk pales in comparison to the possible reward from including them in a solution that saves your business.

By not sharing the truth of the business’s situation with the entire team, leaders are communicating to their team that they don’t trust them to work together on identifying a solution or that they aren’t smart enough to have any good ideas on how to solve the issue.

No business is going gangbusters all the time every day. Businesses tend to oscillate between up periods and down periods. As a leader, it may be tempting to paint the down periods with a rose hue because things could turn around. However, when leaders find themselves in a position of identifying some negative trends, the best decision is transparency and collaboration.

By being vulnerable instead of stoic, leaders are communicating that they trust their team and that they value their perspective. Sure, some investors may choose not to invest, some employees may leave at the first sign of bad news, the stock price might go down temporarily, but leaders that engage in openness, transparency, and collaboration lead to healthier more resilient businesses. Strong, resilient businesses are much more likely to succeed long-term compared to businesses run by leaders that engage in leadership happy talk and can’t tell their employees the truth. Next time business is slow, take a chance and open up to your team. The solution could be right in front of your eyes, all you had to do was ask.

by Grace Tripathy

Fri 15 December 2023

We all have life events that distract us from work from time to time: an ailing family member, a divorce, the death of a friend. You can’t expect someone to be at their best at such times. But as a manager what can you expect? How can you support the person to take care of themselves emotionally while also making sure they are doing their work (or as much of it as they are able to)?

Emily, a dedicated team leader, found herself facing a challenging situation. One of her team members, Charlie, was grappling with personal turmoil, juggling the complexities of an external affair leading to a divorce that was tearing apart his family. Balancing the demands of the workplace while carrying such a heavy emotional burden, Charlie was struggling to meet performance expectations, leaving Emily in a delicate position as a leader torn between empathy and professionalism.

Understanding the delicate nature of Charlie's situation, Emily knew that leading with empathy was crucial. However, maintaining a professional work environment was equally important. Striking the right balance required a thoughtful and nuanced approach.

First, Emily decided to initiate a private conversation with Charlie. She wanted to create a safe space for him to share his struggles without judgment. Instead of immediately addressing performance concerns, she began by expressing concern for his well-being and acknowledging the challenges he might be facing outside of work.

During their conversation, Emily demonstrated active listening skills, allowing Charlie to open up about his personal life at his own pace. This approach helped build trust and allowed Emily to gain a deeper understanding of the emotional toll Charlie was experiencing. In doing so, she learned about his fears, uncertainties, and the difficulty he faced in separating personal issues from his professional responsibilities.

Understanding that Charlie might find it challenging to communicate openly in a face-to-face setting, Emily subtly introduced the idea of using AIM Insights, a platform designed for non-face-to-face communication among team members. This platform served as an online forum where employees could share their personal struggles, ambitions, and non-work-related goals in a comfortable and confidential manner.

Emily emphasized the benefits of AIM Insights, explaining how it could provide a supportive space for team members to express themselves freely. The platform allowed individuals like Charlie to share their experiences, offering insights into their lives outside of the office, making it easier for leaders like Emily to comprehend the challenges faced by their team members.

Without explicitly revealing Charlie's personal situation, Emily encouraged the team to use AIM Insights as a channel for open communication about their non-work-related struggles and aspirations.

These 3 tips are also used to ensure that the workplace is a confidential, empathetic and supportive environment.

Listen First, Suggest Second

When you speak to an employee about their current struggles, listen first instead of immediately advocating for some particular course of action. They may just want a sounding board about the difficulties of caring for a sick relative or an opportunity to explain why a divorce has affected their attention span. If you immediately suggest they take a leave of absence or adjust their schedule, they may be put off if that’s not what they were thinking. Instead, ask what both of you can do together to address the issue of performance during the difficult period.

2. Know What You Can Offer

You may be more than willing to give a grieving employee several weeks of leave, or to offer a woman with a high-risk pregnancy the ability to work from home. But the decision isn’t always yours to make. If you have the leeway to get creative with a flexible schedule, an adjusted workload, or a temporary work-from-home arrangement, do what you think is best. But also be sure you understand your company’s restrictions on short- and long-term leave, and what, if any, bureaucratic hurdles exist before promising anything to your employee. Explain that you need to check what’s possible before you both commit to an arrangement.

If the employee needs counseling or drug or alcohol services, there may be resources provided by your company’s medical insurance that you can recommend. But investigate the quality of those resources first. The last thing you want to do is send a suffering employee to avail themselves of a program or supposedly helpful people who then fall short.

3. Consider Workload

You also have to consider whether prolonged absences will adversely affect clients or team members. If so, mitigate those risks by easing the person’s workload. If there are people who are willing and able to take on some of the individual’s projects, you can do that temporarily. Just be sure to reward the people who are stepping in. And then set timelines for any adjustments you make. If the person knows that their situation will last for 6-8 weeks, set a deadline for you to meet and discuss what will happen next. Of course, many situations will be open-ended and in those cases, you can set interim deadlines when you get together to check in on how things are going and make adjustments as necessary. Whatever arrangements you make, be crystal clear about your expectations during this time period. Be realistic about what they can accomplish and set goals they can meet.

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