Blog, culture and engagement | Ambition In Motion

by Grace Tripathy

Fri 26 January 2024

Change is inevitable and often necessary, but that doesn’t mean it’s easy—especially for your team of employees. When processes are updated or reworked, you may face pushback, confusion, and frustration from your team.

Even when a lot of work is done into analyzing and improving your processes, all that work is for nothing if people don't adopt and follow the new standards. That’s why it’s important to have a plan in place to implement new processes and get employees on board from the start.

How can you guide your employees through accomplishing tasks for their current responsibilities while adding in a new tool that the company has acquired for use?

Understanding the Dynamics of the New Tool

To effectively lead a team through the integration of a new tool, a manager must first gain a comprehensive understanding of its dynamics. Beyond merely grasping its functionalities, the manager should discern how the tool aligns with the current workflow. Workshops, training sessions, and identification of key features that enhance efficiency are essential steps in this understanding process.

Anticipating and Tackling Resistance

Resistance to change is a common hurdle when introducing new tools. A proactive manager anticipates this resistance and addresses it head-on by fostering an open communication culture. By highlighting the benefits of the tool, showcasing its ability to simplify tasks or improve outcomes, and encouraging feedback, a manager can mitigate resistance and build team buy-in.

In-depth training is paramount for a seamless transition. Managers should prioritize providing numerous opportunities for team members to acquire the necessary skills. This can involve arranging training sessions led by experts, offering online courses or certifications relevant to the tool, and creating a supportive environment for peer-to-peer learning within the team.

Tailoring Integration Plans to Team Roles

Recognizing the diversity of roles within the team, a manager should tailor integration plans accordingly. Collaboration with team leads to create role-specific implementation strategies and providing targeted training based on individual responsibilities are crucial steps. This approach ensures a more personalized and effective integration for each team member.

Integration of a new tool can potentially disrupt existing workflows if not managed carefully. Managers must anticipate these disruptions and develop strategies to mitigate them. Gradual implementation, starting with less critical tasks, and having contingency plans in place for unexpected issues can help minimize disruptions and maintain productivity.

Achieving a balance between ongoing responsibilities and the adoption of new tools is crucial for a smooth transition. Here's how you can manage this delicate equilibrium:

1. Prioritize and Delegate:

Identify critical tasks that require immediate attention and focus.
Delegate responsibilities effectively, ensuring the workload is distributed efficiently.

2. Monitor Progress:

Regularly check in with team members to gauge their progress with the new tool.
Address any challenges or roadblocks promptly to prevent disruptions.

3. Foster Collaboration:

Encourage collaboration among team members to share insights and tips on using the new tool.
Create a supportive environment where team members help each other navigate the transition.

Celebrating Milestones and Recognizing Efforts:

Acknowledging achievements and efforts throughout the transition is vital for maintaining team morale. Managers should take the time to celebrate milestones and recognize the hard work put in by the team. Establishing a system for acknowledging individual and collective achievements, organizing team-building activities, and reinforcing a positive mindset by emphasizing the long-term benefits of mastering the new tool contribute to a motivated and engaged team.

Successfully leading a team through the integration of a new tool demands a multifaceted approach. Managers must not only understand the tool's dynamics but also proactively address resistance, provide comprehensive training, tailor integration plans to team roles, manage potential disruptions, establish a support system, and celebrate achievements. By adopting these strategies, leaders can guide their teams through the challenges of change, ensuring a smooth and efficient transition in the dynamic landscape of Fortune 500 companies.

by Garrett Mintz

Thu 18 January 2024

Goal setting is a critical element to any successful team. If businesses fail to create an environment for team members and leaders to set goals, then they are firefighting.

Firefighting is the concept of having employees tactically react to emergencies that come up in the business as opposed to strategically creating long-term solutions for those challenges. Firefighting is exhausting, mentally draining, and leads to burnout for employees. Firefighting is also highly inefficient.

As opposed to strategically coming up with a process to handle common issues as they arise, firefighting is asking individual employees to create unique processes for handling the same issues. This means that the company is not leveraging the knowledge and experience from multiple employees that have already solved that issue. Instead, they are leaving an effective, easy solution on the backburner as challenges arise since nobody can find the time needed to implement it.

In most work environments firefighting is inevitable, but it shouldn’t be your team’s primary focus. Employees should be either following a proven process to solve that challenge, or they should be experimenting and tweaking potential solutions to create a proven process.

One of the best ways to combat a culture of firefighting is with goal-setting. Goal-setting is the practice of reflecting on the challenges one has faced over a certain period of time, ideating on what process or solution can be implemented so then that challenge is less painful or frustrating to handle in the future and then work on testing the best way to go about achieving that desired result.

Most business owners and executives may read this and think to themselves “Let’s start having our employees set goals” or “We have an HR system that allows us to set goals and we encourage our employees to set them”.

These comments miss an important fact: most employees suck at setting goals. And to be fair, that’s not their fault! Good goal setting takes practice, and many people let that skill atrophy if they ever learned it at all.

They have never been taught proper goal-setting techniques like setting goals that are specific, measurable, relevant, attainable, and time-bound. And even if they have learned about SMART goals, they probably haven’t practiced this skill enough to turn it into a habit.

And even if a couple people on the team are good at setting goals, you still need company support to ensure that goal setting stays as a high priority. If nobody at the company is holding those that struggle at setting goals accountable for setting good goals, those that are good at setting goals have little incentive to continue setting goals because those that struggle to set goals are not being held accountable.

This is even more critical at the managerial level.

If managers aren’t setting goals or are setting poor goals, this lack of skill in this area permeates to their entire team. This ripple effect causes the employees of a manager that doesn’t set goals or sets poor goals to have a culture of firefighting – because if businesses aren’t strategically thinking about how to build processes to handle the challenges that comes up, then they will be reactive to whatever challenges they encounter.

The other challenge in goal-setting for managers is isolation.

Even if a manager knows how to set goals effectively and consistently sets them, they still need to understand their company’s objectives to set great goals. If they are isolated, they will set goals based on unclear or out-of-date objectives that were determined internally from the past.

To clarify the difference between objectives and the typical goals set by direct reports. Objectives are top-down, publicly shared and ambitious goals that are strived for over a long period of time. They are set by company leaders to shape the company’s next months or years. Once a company has set an objective, teams will set goals that help achieve that objective. These goals are the steps in the process that determine a company’s ability to achieve the objective.

It’s important to note that objectives are typically broad and non-specific (e.g., optimize operational efficiency and scalability). So, for an objective like optimize operational efficiency and scalability, team members might measure its success with goals like reduce software deployment time by 30%, or enhance server infrastructure to accommodate a 20% growth in user base without performance degradation. At the end of a successful push, team members and leaders will know whether the objective was met because the achieved goals all contributed to optimizing operational efficiency and scalability.

An easy way to understand this concept is by following the format recommended by this article; a company will achieve an objective as measured by several key results. Check out a few examples below to see what this looks like. Also note that an objective is typically supported by 3-5 goals.

Objective: Drive Business Growth through Market Expansion.

1) Enter at least two new target markets, increasing the customer base by 20% in those regions.

2) Achieve a 15% increase in annual recurring revenue (ARR) through upselling and cross-selling to existing customers.

Objective: Drive Business Growth through Market Expansion.

1) Enter at least two new target markets, increasing the customer base by 20% in those regions.

2) Achieve a 15% increase in annual recurring revenue (ARR) through upselling and cross-selling to existing customers.

Because the world (and thus the company) is constantly changing and evolving, if managers don’t have any concept as to what innovations are coming within their departments, they run the risk of their goals getting stale and outdated.

Companies can combat this by having their manager join executive mastermind groups where they are exposed to leaders outside of their company and can learn from their experiences.

Companies can leverage AI to help their managers not only set effective goals, but set goals based on the goals set by other managers of similar teams in similar industries are setting. Through artificial intelligence, managers can glean suggested objectives and goals based on what other leaders of similar teams in similar industries are doing.

How?

AIM Insights has an AI integration that can identify the industry, title, and department of a manager and provide suggested objectives and goals to that manager based on what other leaders in similar roles are doing. AIM Insights also helps managers from across the company see what goals other team members and managers are setting so they can get a better understanding as to what other departments and managers are focused on.

Why is this important?

If companies have managers struggling to identify what is the most important thing that they should be focused on (this typically occurs after prolonged periods of firefighting), having suggestions based on AI can help managers quickly realign and get ideas. When used in conjunction with an executive coach and knowing the goals of other managers in other departments at the company (that are also using an executive coach), managers can combine cutting-edge technology with an experienced professional to get the best of both worlds.

When managers and teams have extended periods of firefighting, doing any work that is strategic can be really hard to pick back up. Employees can become so jaded by strategic work like goal-setting that they sometimes end up weighing the cost of time spent goal-setting as a sacrifice to their ability to put out a certain number of fires. This zero-sum thinking is devastating for a company’s long-term health.

“I can’t believe I just spent 15 minutes goal setting! I could have spent that time checking 5 emails or handling a customer issue.”

If employees develop this mindset around goal-setting, it creates a toxic environment and a culture that is too incentivized to put out fires without considering ways to preemptively stop the fires from ever starting.

There is a story about the early days of Amazon. Jeff Bezos was on the floor with some of his employees packing boxes and shipping them out. Bezos said to his employees “we should get knee pads.” Another employee chimed in “No, we should get packing tables.”

When employees and managers don’t take the time to regularly set goals, they are blinded by what they can do to put out their immediate pain (knee pads help alleviate pain from an uncomfortable position) instead of focusing on an innovative solution that can eradicate the challenge altogether with a side-benefit of increased productivity (getting packing tables).

AI suggestions for goal setting and objective setting can be a great way to quickly get employees thinking about what they can focus on to handle their issues.

Keep in mind, these are suggestions, not mandates. AI can be a great starting point for assisting in goal setting, but it is the human receiving the AI suggestions that needs to approve those goals and subsequently act on achieving them.

by Kayla Ambrose

Fri 12 January 2024

The success of an organization is heavily dependent on the collective performance of its teams. With these cross-functional collaboration dynamics, managers can encounter situations where the underperformance of teams outside of their direct oversight impacts their team's performance. Addressing and rectifying the underperformance of other teams may appear challenging due to the intricacies of organizational dynamics. Through embracing proactive strategies and creating a positive environment, managers can develop mutual support and elevate the organization's performance.

Identify the Issue

Determining that an inefficiency stems from the underperformance of another team may be easy, but it may prove difficult to identify the specific issue caused by this underperformance. Gathering data to specifically support observations can help to uncover the root of the issue. Data can be observational data or even the collection of performance metrics for the team/ projects.

Gathering data can also be conducted through receiving feedback from direct reports. Their sentiments and experiences working in conjunction with the underperforming team may yield important insights that are not reflected in the data. Feedback can be gathered outside of the team as well. It is possible that other teams that collaborate with the underperforming team are experiencing similar issues and may have a different perspective on the situation. Consider gathering as much information as possible to develop a complete understanding of the current problem.

Communicate with Team Leader

After gathering information and identifying the issue, communicating with the other team leader is an imperative next step. As a manager of an outside team, no feedback should be given directly to individual team members; any concerns should be directed to the manager of that function. Set up a one-on-one meeting with the other manager and transparently communicate the situation.

During this conversation, ensure that the productivity concerns are shared in an empathetic manner. Placing blame on the manager will not evoke a productive conversation as it will put them on the defensive. Clearly articulate the data that was collected to demonstrate how the underperformance is impacting the organization and other teams.

It helps to practice this conversation ahead of time. Having a coach to help practice and guide the conversation can be incredibly helpful in the message sticking.

This conversation is also an opportunity to collaborate on a mutually beneficial solution. Come prepared with potential resolutions that the other team manager could implement. Recognize that as an outside party, these solutions may not be feasible, so be conscious that the other manager may have a different perspective.

Setting clear expectations is another key component of communicating underperformance. Articulate key metrics that should be improved and actionable steps the team will take to make these improvements. Implementing changes can take time, so collaborate on a feasible timeline so that these steps can be accomplished. Making numerous drastic changes in a short period could worsen the underperformance.

Provide Resources

Recognize that an underperforming team can be incredibly difficult for the other team leader to navigate. As a peer, providing additional support and resources can create a more efficient route to resolution. At the intersection of functions, there may be areas where both teams can improve their processes to streamline performances.

With many team responsibilities, directly providing support to the other manager may be difficult. Sharing resources such as performance tracking software or external coaching can provide relief without personally assuming responsibility for providing constant support.

Document Everything

From the beginning stages of addressing the underperformance of teams, ensure that all information is documented. Specifically, when communicating with the team leader of the underperforming team, it is crucial to create a record. During the conversation, ensure that diligent notes are taken regarding the issue that is communicated, resolution steps, and future expectations. Following the conversation, share the meeting documentation with the other team leader to ensure both parties are on the same page and provide a reference for the future.

Documentation serves as a record if further steps are required. If collaboration with the other team leader is difficult or the resolution steps are not adhered to, reaching out to upper management may be the next step. Providing this record of previous communication and acknowledged expectations will allow upper management to have a better understanding of the steps previously taken to resolve the issue.

Reach Out to Upper Management

The previous strategies are good methods to work towards a solution, however, complications while collaborating on a solution can arise. After valiant efforts to solve the issue don’t prove successful, consider reaching out to upper management. If both managers have exhausted all potential solutions, involving another member of leadership can help to provide a different perspective.

Another instance that may require upper management involvement is if the other manager has extreme resistance to resolving the solution. Serious efforts should be made to collaborate with the other manager or even encourage them to independently consider strategies to increase performance. However, if they are unwilling to discuss the problem or refuse to make adjustments, involving management may be a more effective step. Using the extensive documentation of all the steps taken to resolve the issues, communicate what the problem is and potential solutions. Articulate that the other manager was contacted and share the records of attempts to resolve the issues with them before deferring to upper management.

Monitor Progress

Following the implementation of adjustments, monitor for improvements. Analyzing key performance indicators (KPIs) for the underperforming team's responsibilities for improvement can help track the impact of the implemented solutions. Gathering feedback from both teams can also serve as a gauge of the effectiveness of the solution.

Periodic check-ins with the other manager are another beneficial method for monitoring progress. Dedicating time to discuss the adjustments made and how it has affected both teams will help to make sure both teams are moving in a positive direction. Results from adjustments may not be observed immediately. After some time, if there is little improvement, consider finding an alternative solution.

Support a Positive Environment

When improvements occur, recognize and celebrate them. Continued positive reinforcement can motivate the team to sustain these improvements. Making changes can be difficult, so even the small success should be celebrated. Approaching the situation with understanding and a positive attitude will encourage everyone to truly help the team succeed.

The ability to address and help resolve the underperformance of teams outside of one's oversight is a testament to effective leadership. Communicating, collaborating, and problem-solving can contribute tremendously to overall success. Proactively addressing team underperformance will not only elevate their success but also develop a culture focused on collaborative success.

by Kendall Barndollar

Fri 12 January 2024

Most managers find it challenging to build a perfectly harmonious environment for a team. Accounting for different personality types within groups is critical to creating an environment of success.

Developed in the late 1940s by Donald Fiske as a psychometric tool, the five-factor model of personality traits creates a guide for leaders to better understand dimensions that heavily impact the personal and professional lives of every individual. Commonly, managers will use an online platform to gauge these traits in their direct reports however, grasping the foundation of this model will allow managers to make informed decisions based on observed behavior in the workplace. Managers may gain a better insight into organizational culture, work-life balance, psychological safety, leadership styles, and decision-making processes through an improved understanding of the dimensions within the five-factor personality model.

Using the five-factor personality model, individuals' traits will be measured on five distinct dimensions: extraversion, openness, agreeableness, conscientiousness and neuroticism. To better gauge individuals' on these dimensions, managers should consider utilizing a software or personality test that will provide a better insight into the makeup of a team. Additionally, in constructing a productive work culture, managers may consider a horizontal mentorship program that will expose them to other executives with invaluable experience. Horizontal mentorship will allow executive professionals to better connect with their peers and find innovative solutions for growth and change within a team. With clarity and identification of the five personality dimensions within a group, managers will be able to construct the culture most beneficial for their specific team. Here is how each of the big five personality dimensions impacts the workplace:

Extraversion

Direct reports ranking high in extraversion are outgoing, warm, and welcoming. These are great traits to improve camaraderie and community within a team. Those who are introverted may prefer to work independently, while extroverted individuals will seek work with others. However, managers should consider the efficiency of highly extroverted individuals who may err on the side of a relationship-oriented mindset. Many consider extraversion to be preferred yet, individuals on either end of this spectrum bring strengths to a team. Additionally, managers should be deliberate in the inclusion of professionals falling in either category. Managers should focus on personally engaging to ensure individuals feel satisfied and valued within a team.

Openness

Highly open individuals are curious and independent. These individuals can be easily identified by their willingness to try new things and their innovative ideas. Individuals demonstrating high openness will strive in a culture that promotes autonomy. On the other hand, individuals lower on this scale may be more practical and conservative in their thinking. Both are great assets to teams. Those with low openness are generally task-oriented and will ensure a practical completion of a task. In contrast, those with high openness find new and innovative solutions to bring to a group. In considering different levels of openness within a team, leaders should deliberately search for a balance of openness and utilize feedback when implementing changes.

Agreeableness

Highly agreeable individuals are trusting and compassionate. These individuals are great assets to improve camaraderie and the community feeling within a team. However, managers should be aware that individuals demonstrating high agreeableness may internally struggle with sharing their own opinions and speaking up for themselves. When working with direct reports that demonstrate high agreeableness, managers should focus on asking direct questions and communicating the importance of genuine feedback to these individuals. If an individual demonstrates low agreeableness such as being overly critical or harsh, their personality may detriment psychological safety within a team. To monitor potentially harmful personality types, managers should collect feedback and work with professionals to develop SMART goals in moving forward with a collaborative, productive, and compassionate team.

Conscientiousness

Highly conscientious individuals are generally well-organized, dependable, and hard-working. These members are an incredible asset to a team and will likely improve efficiency and outputs. However, if a team member exhibits low conscientiousness, they may be more impulsive and flexible. Nevertheless, people with low conscientiousness bring strengths to a team. For example, these individuals may be more creative, outside-of-the-box thinkers and more willing to take risks than those who exhibit high conscientiousness. In working with professionals who demonstrate high conscientiousness, managers should promote a healthy work-life balance. Highly conscientious professionals may struggle with perfectionism, and extreme focus on details and may have a hard time walking away from tasks.

Neuroticism

Individuals expressing high neuroticism may have a tendency to be easily stressed, overwhelmed, or anxious. With the factor of neuroticism, managers should be deliberate because topics of anxiety and mental health are personal and sensitive in the workplace. Yet, mental health heavily impacts the success of professionals. Although many think it unfavorable, individuals demonstrating high neuroticism bring invaluable strengths to a team. Generally, individuals ranking high in neuroticism are detail-oriented and, have a heightened sense of empathy for others. Additionally, professionals demonstrating high neuroticism have displayed a correlation with an increased motivation to change with feedback, which is an extraordinarily favorable strength in the workplace. Those low on the scale of neuroticism are calm and even-tempered but, may not be as prepared and cautionary as those with high neuroticism. In addressing neuroticism within teams, managers should focus on feedback and the promotion of work-life balance to ensure a healthy environment.

Across the above big five personality traits, each dimension is good in moderation. To develop an outstanding team, managers need to find the balance and ideal work environment that accounts for the team chemistry of the above traits. Managers should carefully consider the big five personality traits when determining project assignments and task prioritization.

Furthermore, the most impactful measure in determining an ideally structured work environment for a team is gathering and analyzing feedback. The best method of utilizing feedback is conducting continuous reviews rather than an annual performance review. For an improvement in the feedback process, managers should consider using software such as AIM Insights that will provide continuous feedback across all levels. In addition to this software, AIM Insights provides executive coaching and tools for SMART goal setting that will drastically improve the growth of teams.

by Grace Tripathy

Fri 12 January 2024

Throughout history, forces such as globalization have reshaped most employees’ jobs. Technology, including AI, stands to revolutionize those positions even more. Soon, some jobs may no longer exist, while many will look different than they do now. Other roles companies haven’t dreamed up yet will be necessary. These are solid reasons businesses can’t afford to grow complacent.

Fortunately, leaders have two highly effective talent development tools available to them: upskilling and reskilling.

Upskilling and reskilling employees are learning techniques that prepare companies for the changes happening now. Continuous learning is the foundation for success.

Key Differences Between Upskilling and Reskilling

While there is some correlation between the two approaches, upskilling differs from reskilling in that it doesn’t seek to move someone into a new role. Upskilling enhances an employee’s existing abilities by teaching them new tricks of the trade. A position may require brand-new knowledge, but there’s still a business need for it. An example of upskilling is an IT technician who takes certification courses on newly released software.

In contrast, reskilling prepares current workers for different roles. The positions they’ve been doing for several years might be on their way out. While there’s no longer a market demand for the employees’ existing skills, the business doesn’t want to replace them. Instead, the company can train these workers to embark on altered career paths.

The emergence of artificial intelligence is one clear driver of this phenomenon. If AI eliminates receptionist jobs in the next few years, HR departments could identify employees in receptionist positions and offer to prepare them for various customer service specialist roles. The training these workers receive equips them with the skills they require to transition. Reskilling doesn’t simply build on existing abilities but may augment transferable ones.

The Benefits of Upskilling

Many managers believe talent walks out the door because of money. Although they’re not necessarily wrong about that, low pay isn’t the only contributing factor. A lack of career growth is one of the main drivers of turnover in organizations, regardless of industry. Employees don’t want to feel stuck in a dead-end job. They want to be challenged, take on stretch assignments and advance in their careers.

Advancement doesn’t always mean ascending to management. Bumping an employee to a senior specialist role with new responsibilities can keep them committed to the organization. Upskilling is a way to give workers the learning opportunities they crave. It also builds an internal talent pipeline, saving the company from having to find external candidates for senior positions.

When employees see a business investing in their career growth, it can boost productivity. Learning opportunities tend to increase job satisfaction, which leads to better outcomes. And the improved skill sets themselves contribute to more desirable business results.

The Benefits of Reskilling

Disparities in the skills roles demand and the knowledge employees have is creating internal problems. Staff members won’t be proficient enough to transition into roles businesses need to function. And finding skilled talent outside the organization will become more expensive than it is today.

Reskilling shows that leaders are thinking about the future. Once a role becomes irrelevant or redundant, it’s an unnecessary expense. Staff members who hear rumors of downsizing are more likely to jump ship. Those who stay may grow increasingly dissatisfied as their roles lose meaning, making it challenging for the business to remain competitive. When companies prepare employees for what’s coming, they can avoid layoffs, voluntary departures and loss of morale and productivity among employees who stay.

How to Develop New Skills

From courses to new qualifications, taking charge of your own development is vital. As both upskilling and reskilling both take time and commitment, it’s important that you have the necessary motivation to seek out these new opportunities.

Here are five ways for you to better your skillset, whether you’re looking to grow your career in your current company or branch out into something new.

1. Become More IT Literate

Despite technology’s increasing prevalence in our lives, many of us are not as IT literate as we could be. Studies from PwC show that 40% of workers successfully improved their digital skills during the pandemic. With many of us having to work remotely, this was of course a necessity, but there is still always room for improvement.

With the increasing reliance on technology in our society, growing your career in a more IT centered direction can help you to future proof the path you’re on, and create exciting and rewarding new career opportunities.

2. Enhance Your Soft Skills

Soft skills are essential for self-improvement, and they’re something that you can work on in your own time, and often and minimal to no cost. They’re not technical skills that require a specific qualification, typically soft skills are the skills you pick up along the way over the course of your education and career.

Being able to communicate effectively, work as part of a team, self-motivate, and manage your time are all valuable skills that are sought after in all workplaces. Including them on your CV is of course important, but you need to be able to demonstrate them in action, from the day of your interview and throughout your career to come.

There are tools out there to help you develop these skills, from apps that make planning your time easier, to self-help books that can teach you how to communicate well with others. Start dedicating some of your free time to these soft skills and you’ll see an improvement in your work and become a more attractive prospect for a business.

3. Advance Your Qualifications

If you feel like you’ve reached as far as you can go with your current level of education, then your next step in your upskilling and reskilling journey might be furthering your qualifications.

Returning to school or university isn’t easy for everyone, especially if you’ve already embarked on your career. However, with remote mastermind learning programs like AIM Insights, you can study on your own time with real executive mentors guiding you, allowing you to fit your education among your other responsibilities.

4. Attend Conferences, Seminars, and Workshops

Attending conferences is now easier than it ever has been before, with many of them now often having the option to attend online, limiting the amount of time that you need to take off work. It is also a great way to learn from the experience of experts in your field.

Similarly, there are numerous online resources that can provide you with valuable tools for your self-improvement, from YouTube videos, to LinkedIn Learning, where you can access a variety of business, creative, and technology oriented courses.

5. Shadow Others in Your Company

Upskilling and reskilling are not only beneficial to you, but also to your employer. Having multiskilled employees can aid in a company’s growth and expand the type of work that your organization can take on.

If you’re interested in learning another role within your industry, then speak to your employer about shadowing one of your colleagues. This way you can gain first-hand experience in other aspects of your field and help you take the next steps towards taking on more challenges at work and enhancing your performance.

As the workforce transforms, so must the approach to leadership and learning, creating a path toward a future where innovation and adaptability are a priority.

by Grace Tripathy

Thu 28 December 2023

In 2021, employees held unprecedented power, their every move capable of instigating a wave of resignations. This era was characterized by a constant game of one-upmanship, with companies trying to outdo each other in offering the best benefits and perks to attract and retain talent. Job loyalty seemed like a never-ending battle, as the workforce conveyed the luxury of choice, leading to a culture of job-hopping that became the norm.

However, the dynamics have shifted in favor of the employers. Companies, no longer dominated by the constant threat of mass resignations, began to reassess their organizational structures. Layoffs became the order of the day, leaving many employees with a sense of overwork. The burning question that arises amidst this transition is whether organizations were, in fact, overstaffed for an extended period, and the current sensation of overwork is merely a consequence of employees not being accustomed to being utilized to their full potential.

The Burning Question: Was the Market in 2021 Overstaffed and Underutilized?

A critical question emerges: were organizations overstaffed all along, and is the current sensation of overwork merely a consequence of employees not being accustomed to being utilized to their full potential? The answer lies at the intersection of organizational strategy, workforce optimization, and the ever-evolving nature of the job market.

This transition prompts a detailed examination of the pros and cons inherent in both the employee-driven market and the employer-dominated market. In the former, where employees held substantial power, the workforce was motivated, and competition for talent spurred innovation. However, a culture of job-hopping and a lack of loyalty posed considerable challenges for long-term planning.

On the other side of the coin, the employer-dominated market introduces the potential for an optimized workforce, strategic resource allocation, and increased efficiency. Yet, the process of restructuring may lead to layoffs, causing uncertainty and impacting employee morale. Employees may also feel overworked initially as they adapt to the demands of a more optimized structure.

As organizations move with this new reality, the imperative is to strike a balance that transcends the constraints of an employee-driven or employer-dominated market. The pros and cons of each scenario underscore the intricate dance between employee satisfaction, organizational efficiency, and strategic resource allocation. The challenge, then, becomes a battle between creating a work environment where employees feel valued, engaged, and utilized optimally, and organizations can meet their goals without succumbing to the pitfalls of either extreme. It is a narrative of balance, where the flow of workforce dynamics converge to create a sustainable and thriving workplace ecosystem.

Employee-Driven Market

Pros:

Motivated Workforce: Employees felt empowered and motivated, knowing their skills were in high demand.
Innovation through Competition: Fierce competition for talent led to innovation as companies sought to distinguish themselves.
Emphasis on Well-being: Companies prioritized employee satisfaction and well-being to attract and retain talent.

Cons:

Lack of Loyalty: The culture of job-hopping eroded loyalty, making long-term planning challenging.
Constant Turnover: High turnover rates made it difficult for organizations to maintain stability and continuity.
Short-Term Focus: Companies often focus on immediate benefits to retain employees rather than long-term strategies.

Employer-Dominated Market

Pros:

Optimized Workforce: Companies can strategically allocate resources, ensuring each employee is fully utilized.
Increased Efficiency: A more efficient organizational structure has the potential to enhance overall productivity.
Strategic Resource Allocation: Employers have the autonomy to allocate resources based on strategic goals.

Cons:

Layoffs and Uncertainty: Restructuring may lead to layoffs, causing uncertainty and impacting employee morale.
Adjustment Period: Employees may feel overworked initially as they adapt to the demands of a more optimized structure.
Risk of Burnout: The push for efficiency may inadvertently lead to burnout if not managed effectively.

Contrary to the perception that an employer-dominated market signals a lack of staff, a closer examination reveals that it may be a pursuit of workforce balance. This shift challenges long-held assumptions, urging organizations and employees to reconsider their perspectives on efficiency, engagement, and optimal resource utilization. The shift from the employee to the employer-dominated workforce showcases the balance of fewer employees being used at their potential rather than many employees being used at partial potential.

Not a Lack of Staff, but Workforce Balance

One of the primary challenges in understanding the nuances of an employer-dominated market lies in dispelling the notion that it is synonymous with a dearth of staff. Instead, it should be viewed as a strategic endeavor to achieve a harmonious equilibrium in the workforce. Companies are recalibrating their structures not due to an inadequate workforce but to align resources more precisely with the organization's goals. This shift emphasizes the need for a lean, agile, and finely tuned workforce, rather than an outright scarcity of personnel.

Mindset Shift Required

As organizations pivot towards a more optimized workforce, a shift in mindset becomes imperative. Employees, who may have grown accustomed to a culture of potential underutilization during the employee-driven era, now find themselves in a landscape where being fully utilized is the new norm. This adjustment period demands a recalibration of expectations and work habits. A proactive approach to embracing challenges, acquiring new skills, and contributing to the organization's overarching objectives becomes paramount for individual and collective success.

Opportunities Amidst Challenges

While the transition to an employer-dominated market brings its share of challenges, it also brings a load of opportunities for personal and professional growth. Employees, once accustomed to the comforts of a less-demanding workload, can now seize the chance to showcase their skills, take on more significant responsibilities, and contribute meaningfully to the organization's success. This shift offers a platform for continuous learning, skill development, and career advancement as individuals adapt to the evolving demands of the workplace.

by Kayla Ambrose

Thu 28 December 2023

Effective communication is a key component of successful leadership, and an important contributing factor to developing effective communication is word choice. Carefully chosen words when communicating can help to empower, motivate, and guide teams more effectively. While many managers recognize the importance of word choice, it can be difficult to identify areas of improvement.

When communicating with a team or direct reports there are two main considerations: what to say and how to say it. While the message is incredibly important, how the message is communicated can directly affect how it is received and interpreted. Being conscious of how words can be used to properly communicate messages is an important skill for managers to develop.

These are some strategies to consider when communicating with a team and direct reports:

Use Confident Verbs

Replacing words that undermine a leader's confidence is an important word choice consideration. Weak verbs should be substituted for more confident phrasing such as “we will”, “I know”, or “I believe” to convey reassurance and empowerment to a team. Dedicating time to developing more assertive language will help to improve team buy-in and can even contribute to improved self-confidence.

A common way that managers compromise their confident word choice is through over-apologizing. While it is important for managers to be conscious of when they have made a mistake and to own their actions, over-apologizing can be a detrimental habit. Continuously apologizing for a mistake can present miscommunications and decrease credibility tremendously. Ultimately, over-apologizing spends unnecessary time and shifts managers away from their confident word choices.

2. Be Concise

Avoiding overly complex language and unnecessary jargon is a great practice for creating concise wording. Simplifying word choice can help ensure all team members understand and avoid confusion. Choosing specific words that are simple yet effective will also make communication more efficient.

When developing more concise language, eliminating idioms and metaphors can also prove beneficial. If a team member doesn’t understand a figure of speech or is unfamiliar with it, the phrase can lose its meaning and cause a lot of unnecessary confusion. Working to avoid such phrases can help ensure that everyone understands the message while eliminating unnecessary words that take up additional time.

3. Take Time

Devoting time to consider proper word choice is an underutilized practice. If an instance occurs that seems difficult to navigate and may not have a ‘right answer’, don’t feel pressured to respond right away. Stepping back and communicating that more time is needed before providing a firm answer can help to ensure ideas are communicated correctly.

Taking time to carefully consider a response can be done with both written and verbal communication. While more commonly implemented for written communication, stepping back from a conversation can be used with verbal communication similarly. During the conversation, indicate that more time will be needed to properly consider the next steps and provide a specific timeline of when they can expect a response. Clearly articulating the future steps is necessary to ensure that both parties understand when the situation can be resolved.

4. Specify Terms

When communicating with a team, specificity is key to ensuring everyone is on the same page. Terms such as ‘commitment’ may be interpreted differently across a team. To one team member commitment to a project may mean staying over time until completion, others may interpret commitment as delaying other projects until further notice. Being specific about how the team should be committed to the project would provide more unified results. Similar terms such as punctuality can also have varying interpretations across a team (or even between a manager and an individual). Clarifying expectations and being conscious of these words can help to ensure everyone has the same understanding.

Avoiding standardized responses to team members can also work to improve specific word choices. Rather than telling a team member “I will look over your work and get back to you”, more concrete language should be used “I will review your work and provide feedback by Wednesday”. Articulating more specifically what the team members can expect will help them to feel more valued. Using generic language will leave increased ambiguity for team members and create an uneasy environment.

5. Positive Intent

Articulating a positive intent when communicating with a team is vital to improve morale. Even during difficult times, shifting language to have a positive frame will motivate employees.

When developing more positive word choice while relaying constructive criticism, avoiding the negative construction of sentences should be implemented. Words such as just, try, and maybe are passive words that aren’t empowering to a team. Using phrases like “we will’ gives a much more positive energy.

6. Inclusive and Respectful

Specifcially when communicating within a team setting, leaders must be inclusive of everyone. Utilizing words that address the group as a whole will ensure that everyone is prioritized throughout the meeting.

Avoiding unintended microaggressions is another key aspect of developing inclusive and respectful word choice. Addressing personal unconscious bias can work to consider how they may be present within word choice and help to take steps for more inclusive wording. Employee engagement and sense of belonging can be diminished when there is a lack of inclusivity and respect from their managers. By carefully considering word choice, managers can ensure everyone feels comfortable within the workplace.

Identifying strategies for improving communication is incredibly important in making adjustments, however, it is equally important to develop a plan to ensure consistency and proper application. An effective way to improve word choice is to model communication off of executives who are well-known for their communication skills. Finding executives with styles of communication that are effective can give inspiration on how to handle difficult situations or even more day-to-day examples.

A word choice reminder is another method that can be used to ensure consistency. Designating certain items such as a bracelet or ring as a word choice reminder can be a way to constantly form these beneficial habits. Even more directly writing a note or daily phone reminder to keep word choice in mind throughout the day can effectively make these adjustments.

When considering these strategies it is important to develop tangible ways to

Practicing the implementation of proper word choice strategies is one of the most effective ways to ensure improvement. Role-playing a scenario with a peer or coach can help to thoroughly consider the precise wording to use when tasked with communicating difficult messages to a team. During these practices, peers or coaches can help to provide feedback and continue to ensure effective communication.

Managers who recognize the impact of word choice can positively contribute to the improvement of their work environment. By developing strategies and concrete improvement steps, managers can enhance their communication skills and build a stronger team. Remembering that the words managers choose can have a direct impact on the productivity of their team will guide the team to be more effective and cohesive.

by Kendall Barndollar

Fri 15 December 2023

“Give a man to fish and you feed him for a day; teach a man to fish and you feed him for a lifetime.” Learning has always been the foundation for success. In creating a successful culture of autonomy, managers must prioritize learning, development, and experiences to build a team of self-sufficient, well-prepared employees.

Autonomy in the workplace may lead to improved engagement, job satisfaction, and productivity. Allowing professionals to be entirely responsible for their work will create a team of individuals committed to their work. Autonomy and task follow-through improve job satisfaction. Seeing a project from start to finish makes a role more meaningful, leading to increased job satisfaction and in turn, job performance. Finally, a culture prioritizing autonomy produces a highly productive team of well-versed individuals. By creating faster decision-making processes and well-prepared individuals, productivity will skyrocket in autonomous teams.

As managers, many struggle to build a culture of independence for their direct reports. When managers do not promote an autonomous environment, their team members lose learning opportunities, and managers become overworked. A crucial part of learning is having the ability to make decisions that lead to mistakes. A crucial part of leading is learning how to be flexible in correcting these mistakes and learning from past experiences.

A culture prioritizing autonomy teaches direct reports to be resourceful and thorough in their work. Rather than an individual asking their boss or team leader, they should first use every resource available as a tool in completing their task. Promoting a culture of autonomy continues beyond task performance and enables managers to build strong employees. As individuals gain decision-making experience, they grow into thoughtful, experienced, self-sufficient leaders.

Managers commonly struggle with transferring decision-making responsibilities to other leaders in a firm. However, without autonomous professionals, managers become overworked and burnt out over time. To build a culture of autonomous employees, managers must consider the following factors' impact on the workplace.

Embrace Mistakes

It is impossible to grow without feedback. Creating a culture that embraces mistakes as learning opportunities will contribute to role autonomy. As managers, many will eventually forget the hard work, mistakes, and learning opportunities it takes to reach an executive position. Creating a culture that views errors as areas for growth is crucial for team success. To build an autonomous team, it is vital to cultivate a culture that approaches mistakes as opportunities for learning. In a culture that does not encourage risk-taking, emerging leaders struggle to get the experience necessary to succeed after making a poor decision. Most importantly, leaders need practice to efficiently and effectively identify solutions after making inevitable mistakes.

2. Encourage Team Development

Encouraging team development produces autonomy within teams. Allowing independent development through the four normative stages of team development (forming, storming, norming, and performing) enables a team to succeed. Team development puts priority on direct reports working amongst each other, without consistent involvement from executive management. Teams foster a habit of learning from others, and communicating amongst peers, rather than relying on managers. Thus, enhancing the autonomy and capabilities of direct reports and, enabling individuals to learn from their colleagues. Although challenging, managers practicing limited involvement in team development enables professionals to make mistakes and rehearse the required skills to become outstanding leaders.

3. Prioritize Psychological Safety

Prioritizing psychological safety in the workplace is crucial to building a team of autonomous and responsible individuals. Allowing employees to make mistakes and learn from them is what builds a resilient, sustainable team. Allowing for problem-solving skills to be practiced and rehearsed equips direct reports with the skills to succeed. These crucial skills develop with experience and time, allowing direct reports to practice in a safe environment and enabling great workplace success. Focusing on psychological safety creates an environment where it is okay to fail. While failing seems counterproductive to success, managers have to weigh the cost of a few failures with the benefit of building strong and experienced professionals in a team.

4. Encourage Horizontal Mentorship

Mentorship is a building block to a culture of autonomous employees. Building mentorship programs in a firm enables those with more experience to learn from others, rather than creating a dependence on executive management. Horizontal mentorship enables employees to learn from their peers at all levels, from entry-level to executive management. Building a mentorship program brings value to autonomous culture by teaching professionals the steps through a decision-making process and factors to be accounted for rather than relying on a manager to make the decision. Managers may also benefit from horizontal leadership by learning how others relinquish control and put trust in their team.

In the aforementioned steps, managers need to be cognizant that building a culture takes time. Resistance to change is common, especially in transforming from a culture dependent on executives to a culture that operates independently from executives. Creating autonomy in a team is challenging when managers have been heavily involved in the day-to-day tasks of employees so, learning to delegate and trust team members is a challenging process for most managers. Prioritizing learning and development within a team will enable leaders to promote autonomy. Adaptability will lead to a thriving, autonomous culture in adjusting to change and promoting flexibility in the process.

Throughout an autonomous culture, it is necessary to promote communication among team members. Without feedback and open dialogue, it is challenging to grow. As always in the workplace, it is imperative to establish systems for feedback. Rather than an annual performance review, consider using a platform such as AIM Insights that will provide continuous feedback at all levels to aid in the development of a strong team, prioritizing goal setting and achievement.

by Kayla Ambrose

Fri 15 December 2023

Communicating layoffs to employees is a tough situation that requires considerable thought and compassion. Layoffs can have a dramatic effect on the organization and steps must be taken to help preserve workplace culture when relaying such changes. When informing employees about these difficult decisions, creating a strong communication plan can assist in lessening the emotional turmoil resulting from layoffs.

Here are 4 steps to developing a strong initial communication plan:

Be Transparent

Employee response to layoffs is largely determined by the perceived fairness and transparency utilized throughout the decision-making and communication processes. Clear messaging regarding why the decision was made, alternative solutions considered, and the future of the organization will help prevent employees from creating their assumptions. Increased transparency works to build trust with employees and reduces damage to company morale.

2. Include Employees in the Process

During the process of determining layoffs, all possible solutions are often exhausted prior to reaching a decision. However, if appropriate include employees from all levels in identifying solutions. Motivations for layoffs are most often to take cost cutting measures. Engaging with employees to gather feedback and consider alternative areas to reduce costs can help empower employees and increase collaboration. Inclusion within the problem-solving process also helps to gain a better understanding of the process that was utilized to come to the solution of laying off employees.

3. Consider Word Choice

An important, but often overlooked, consideration is word choice. Being sensitive to nuances will avoid a negative tone. Phrases that sound voluntary such as “leaving” or euphemisms like “restructuring” detract from the situation at hand and can diminish the hard work contributed by the employees who are laid off. Consider the feelings of the employees who are being let go and develop a tone that is sensitive to these emotions.

4. Consistent Messaging

Regardless of whether a message is intended solely for employees, information may get leaked to media outlets or other outside sources. When developing internal and external messages, messaging should be consistent. Conflicting information will increase confusion and cause distrust among stakeholders. All messages should be crafted with the idea that any stakeholder may see the information. Additionally, all stakeholders should be addressed when communicating the news of layoffs. Since, likely, all stakeholders will eventually hear about the layoffs, creating specific content for each audience can ensure that no group of stakeholders is left out of the loop

Transparency, inclusion, word choice consideration, and consistency are key elements that can guide the communication process across all stakeholders. Since employees are personally being impacted by layoffs, increased consideration of how to approach communication with this group of stakeholders is vital. Whether the employee is being laid off or one of their peers is being let go, all employees will feel the effects of the organizational change.

When communicating with laid-off employees and remaining employees, here are some important considerations to best support both groups:

Support Laid Off Employees:

Individualize the Process

Conducting one-on-one meetings with laid-off individuals is an empathetic approach to communicating the difficult news. Individual meetings communicate respect for the employees who are laid off and serve as an opportunity to support their emotional needs. During this time, laid-off employees can feel heard and ask questions that will help them get a better understanding of reasoning and future steps.

Share Support Resources

When initially receiving the news that they are laid off, employees may not fully process the news and may have questions they fail to ask during the individual meeting. Providing additional support resources for employees following these meetings is a key way to address concerns and continue to demonstrate empathy. Support resources may include a contact within the company that can be used to answer further questions regarding the layoffs or details about benefits and severance packages.

Address Remaining Employees:

Clarify Effects Going Forward

While layoffs are particularly difficult for employees losing their jobs, the remaining employees also endure emotional hardship. The remaining employees are tasked with the ramifications of the layoffs and will need to navigate the new environment. Providing specific operational changes that will be implemented can help to reduce the uncertainty for remaining employees.

Recognize Productivity May Decrease

Following layoffs, it is common for teams to work at a lower capacity. This lower productivity can result from increased workloads for remaining employees as well as the emotional toll from losing team members. While it may seem effective to continue to motivate employees to work at 100% efficiency, allowing employees time and space to grieve these changes will provide more significant benefits. Allowing time for positive adjustments to change will work to strengthen employee morale and engagement as they will be able to better process these changes.

Assure No More Layoffs

When undergoing layoffs, there will be increased fear of future layoffs for the organization. While assuring there won’t be future layoffs certainly shouldn’t be done if there are plans for continued layoffs, if there aren’t plans for additional layoffs that should be communicated to the remaining employees. It is natural for employees to stress about their jobs when they see peers losing their jobs. Offering support to team members through open communication and availability for questions can help ease the minds of remaining employees.

Anytime a company has to lay off employees there are a lot of hardships. Ultimately, effective communication with all stakeholders is important to best navigate the changing environment. While layoffs have many negative implications on the employees leaving the company, consistency, honesty, and empathy must be utilized through all phases of communication to prevent the company image from being damaged and best guide the company toward future success.

by Kayla Ambrose

Fri 15 December 2023

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

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

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

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

Develop a Communication Plan

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

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

2. Ensure Transparency

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

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

3. Positive culture

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

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

4. Involve and Empower Team

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

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

5. Provide Resources

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

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

6. Lead by Example

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

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

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

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

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

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