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#Leadership : Take These Steps To Boost Morale After #Layoffs …The #Employees who Remain After a Round of Layoffs will Likely have High #Anxiety. Here’s How to Lessen the Impact & Get Everyone Back on Track.

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You might think that employees who survive layoffs feel lucky or valued, but a study by outplacement provider RiseSmart finds that surviving team members have unique challenges that can hurt their productivity, and 43% of companies are not prepared for the impact.

“Most of the focus is on the employees who are leaving, and that’s understandable,” says Dan Davenport, president and general manager of RiseSmart. “Not enough attention is paid to the impact on the surviving employees by companies.”

Anxiety and a drop in morale are commonly felt, says Davenport. “Employees wonder what’s going to happen next,” he says. “They’re also worried about their former coworkers who are leaving the organization, wondering if they’ll land on their feet. This can lead to a loss of productivity.”

Companies need get in front of the potential impact by putting a plan in place, says Davenport. “You can’t eliminate the impact on productivity and morale when you have a layoff, but you can do a lot of things to minimize impact,” he says.

HAVE A GOOD COMMUNICATION PLAN

Start by sharing as much information about the layoff with the survivors as possible. Most managers aren’t adept at delivering this kind of information, so provide training when necessary, says Davenport. “They need to understand how to address the team,” he says. “Prepare them with messaging and notification training to make sure the process is a smooth one and doesn’t lead to legal liability.”

Be transparent about what is happening, how many people are affected, and how positions were selected, Davenport continues. “Reducing headcount is a business decision,” he says. “Explain how laid-off employees are being cared for, and be transparent about the future. Talk about what to expect when going through stages of transition and how work will be distributed, and discuss the possibility of future layoffs.”

Not delivering the right message or even ignoring it altogether can have a sizeable impact on business; 70% experience a negative impact on future talent acquisition efforts, and 81% report a negative impact on brand, according to the study.

 

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HELP EMPLOYEES DEVELOP RESILIENCY

Another tactic that can help surviving employees move forward is offering lessons in resiliency, suggests Davenport. Consider holding mindfulness training in the office, such as meditation or journaling classes. Learning how to “build in a pause” when reacting to situations will help employees learn how to process information and take out emotion before they react. Engaging in gratitude exercises, such as by journaling, can also increase positive emotions and reduce stress.

“It’s important to help employees keep their focus on the future,” says Davenport.

HOLD ACTIVITIES TO IMPROVE MORALE

Finally, arrange events where employees can get together and share feelings, suggests Davenport. “Employees need to feel safe and comfortable in sharing,” he says. “It takes three months or longer for your surviving team to return to productivity. If you don’t do anything, it can take longer.”

Share your vision of the company’s future and connect each individual employee to the goals you have set, Davenport says. Offer career development, provide coaching, and encourage mentorship programs.

“Employers need to understand that employees who remain will experience the same stages of grief and loss as the employees who were let go,” says Davenport.

FastCompany.com | February 21, 2018 | BY STEPHANIE VOZZA 2 MINUTE READ

#Leadership : Why Everyone’s Salary Should Be Revealed…Transparency in Pay Provides Employees with Reassurance that They are Being Treated Fairly in Relation to Their Peers.

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 When it comes to their salaries, Americans are pretty pessimistic.  Almost two-thirds of over 71,000 U.S. employees who are paid the market rate for their positions believe they’re underpaid, according to a PayScale survey. These workers also said they’re considering looking for higher-paying work somewhere else, and they’d still leave if you gave them a raise.
pay-check

That’s because employees at companies that didn’t practice transparency just assumed that their coworkers were making more money.

“It turns out that pay transparency—sharing salaries openly across a company—makes for a better workplace for both the employee and for the organization,” David Burkus, author of Under New Management: How Leading Organizations Are Upending Business as Usual, said in his TED Talkearlier this year. “When people don’t know how their pay compares to their peers’, they’re more likely to feel underpaid and maybe even discriminated against. Do you want to work at a place that tolerates the idea that you feel underpaid or discriminated against?”

Keeping salaries secret does exactly that. Since companies are often transparent about expenses like health care and travel that have skyrocketed over the past few years, “It makes sense to pivot from the old way of keeping pay grades under a veil of secrecy to a more transparent way by sharing the compensation information on all employees based on the different roles,” says Tim Tolan, CEO and managing partner of the executive search firm The Tolan Group.

In fact, being open about what you pay employees can have benefits that exceed the savings companies can have by negotiating with each individual employee.

IT BOOSTS EMPLOYEE SATISFACTION

“Transparency in pay provides employees with reassurance that they are being treated fairly in relation to their peers,” says Jeanne C. Meister, coauthor of The Future Workplace Experience: 10 Rules for Mastering Disruption in Recruiting and Engaging Employees. “They may still leave, but pay may not be part of the equation.”

Workers who are paid less than the market rate for their jobs were more satisfied if their employer was transparent about their pay, according to PayScale. And if someone sat down and openly discussed the reason behind the compensation, their job satisfaction rose from 40% to 82%.

 

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IT INCREASES EMPLOYEE PRODUCTIVITY

In a study from Cornell University and Tel Aviv University, researchers found that keeping salaries secret is associated with decreased employee performance. In an experiment, students were paid a base salary for completing three rounds of a computer matching game. While participants played the game individually, they were assigned to a four-person work group. Half of the participants were informed about only their own performance and bonus pay, while the other half experienced pay transparency, being told what the other team members were being paid. The study found the group that had pay secrecy also had decreased performance in the task.

IT ENCOURAGES GROWTH AND RETENTION

Pay transparency provides an incentive for employees to climb the ladder, says Burkus. “The research shows that when people know how they’re being paid and how that compares to their peers, then they’re more likely to work to move up it,” he said in an interview with Harvard Business Review. “And even those high performers are more likely to work hard to stay high performers in order to demonstrate why they bring that much value to the organization.”

IT HELPS FIGHT GENDER BIAS

Transparency requires employers to justify their decisions, and makes it less likely that these decisions will be based on bias or discrimination, says Kate Mueting, a partner in the Washington, D.C., office of Sanford Heisler, LLP.

“For example, D.C. has one of the lowest gender pay gaps in the country (11%), and this is largely attributable to the fact that the federal government has lock-step, transparent compensation,” she says.

Earlier this year, Fast Company reported that President Obama had announced a proposal aimed at closing the gender wage gap by requiring companies with 100 or more employees to report their staff’s pay broken down by race, gender, and ethnicity to the Equal Employment Opportunity Commission (EEOC). This information would be an update to the EEOC tool that currently collects wage data from businesses and isn’t scheduled to start until September 2017.

BUT THERE COULD BE DRAWBACKS

“In reality, salaries remain a sensitive topic,” says Lauren Griffin, senior vice president for Adecco Staffing. “Before openly speaking about your income with peers, it’s important to consider whether those conversations would offer any benefit.”

For example, sales environments commonly share performance rankings, which hint toward a person’s paycheck. “In that situation, openly discussing pay could encourage teams to share best practices and drive them to get better,” she says. “In addition, it could help retain less tenured employees who want to know what to expect as they move up within an organization.”

While there may be justifiable reasons why one employee commands a higher salary, such as increased responsibilities or experience, pay discussions can cause team members who don’t have access to the big picture to become disgruntled and feel undervalued, says Griffin.

“Once you open this door, you can’t close it,” she says. “Employees who perceive that their salary isn’t fair when compared to a peer’s can spread those frustrations to other colleagues and teams, ultimately leading to poor engagement, turnover, and decreased productivity.”

HOW TO SHARE THE NUMBERS

Potential drawbacks make the way that you share the information important. Choosing a method that fits your company culture can help. For example, Buffer puts all of its salaries on its website for anyone to see. SumAll shares numbers within the company, and Whole Foods employees can make an appointment to view the company’s “wage report.”

Other companies post pay rates for certain positions and let employees figure out individual salaries based on the hierarchy or their organizational chart. Some companies share their formula for calculating pay rates, while others provide the median salary for key roles and make this transparent both inside the company as well as on the company’s Glassdoor page.

“Some executives are concerned about the privacy issues,” says Tolan. “A way around sharing exact amounts would be to use salary bands and provide ranges for each role—and while you would still know which band a coworker is in, you probably would have to guess at their actual salary.”

Sunlight makes it impossible to hide things, said Berkus in the HBR interview. “And so in a transparent culture, regardless of how you do it, you tend to find people who have a higher sense of the organization being fair,” he says. “You tend to see increases in collaboration and all sorts of other positive effects.”

 

FastCompany.com | STEPHANIE VOZZA  | 11.15.16 5:24 AM

#Leadership : Why My Company Started Helping Our Best Employees Quit…This Company Sits Down with Every Employee who’s Stayed for Three Years to Plan their Career Options—within the Firm and Without.

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 In a recent Wall Street Journal article, Superbosses author Sydney Finkelstein argues that some of the most successful leaders encourage their top-performing talent to leave. He also observes that some of the most transformative executives have the shortest tenures at the companies they reshape.
Free- Lock on Fence

The reason, Finkelstein says, is simple: It’s difficult to acquire and hold onto outsize talent, but far better to house it within your organization for a short time than not at all. Rather than fight turnover, companies may do better to embrace it—and instead focus on improving the quality of the people who cycle through its doors, as opposed to reducing the quantity of those who do.

THE CASE FOR BUILDING AN EXIT DOOR AND OPENING IT WIDE

This a concept my own company is taking to heart. After all, more money and bigger titles can only go so far, particularly for talented employees who aren’t primarily motivated by extrinsic incentives like those. Sometimes the next level up simply doesn’t match an employee’s aspirations, skills, or career timetable.

So the best thing for an employer to do is to help them find another great opportunity, instead of pouring time and resources into trying (and failing) to get them to stay. The companies that succeed will build reputations for launching leaders’ careers, which can help them attract the next wave of promising talent.

 

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That’s the theory, anyway, that recently led us to formalize the exit route as a key part of our staffing plan. The way it works is this: Throughout their tenures, we ask our employees to consider (and reconsider) their desired career goals for the next five to 10 years. We discuss possible paths to help them achieve those goals, and the skills and experiences they’ll need to acquire along the way.

Because we hire many younger professionals with limited work experience, we often have to invest heavily in developing their skills and expertise. Generally speaking, we hope that all high performers will stay with us for at least three years, both so our investment will pay off and so they’ll have time to thoughtfully consider what they want next in their careers. After that period, though, we work with them on advancement opportunities—inside the company and out.

To do that, we work with our employees to define three potential paths: two within the firm and one beyond it. If they choose the exit route, we make introductions to potential employers, serve as references, write LinkedIn recommendations, and even coach employees through the search process. Sure, these are resources we could be putting into retention efforts instead, but the preliminary results suggest we’re doing the right thing.

WHAT COMPANIES GAIN BY HELPING EMPLOYEES MOVE ON

Here are a few of the benefits we’ve already begun to see.

Increased employee engagement and retention. Being able to openly discuss career routes is a great relief for many employees, and this openness contributes to a supportive, transparent culture. The program also encourages managers to think more like career coaches than micromanagers preoccupied by short-term needs. Managers learn how to engage with team members in thoughtful, authentic ways, building trust and loyalty and improving overall employee engagement.

And since managers actually understand their employees’ career objectives, we’re better equipped to assign meatier projects—even if they’re not directly tied to employees’ roles—to help them build their desired skills. This can help increase the odds that our most talented employees stick around longer, because they feel valued and see tangible advantages to doing so.

More predictable succession planning and smoother transitions. When exit paths are discussed forthrightly, managers can gain more time to plan employees’ departures. There’s plenty of runway to document all their projects and processes. There’s also more time to think carefully about contact changes for customers and partners, making the handover smoother and more thoughtfully carried out.

Outgoing employees benefit as well, getting to leave the company on a high note, feeling celebrated, appreciated, and grateful to the company for helping them land their next big role. Nobody’s blindsided or left feeling bitter.

Employer branding and recruiting benefits. In the age of Glassdoor, Yelp, and Quora, it’s more important than ever that employees leave feeling like their time with an employer was well spent. Companies that have built reputations not just for hiring well but for supporting talented people can get a major recruiting boost. Former employees are potentially some of your most powerful assets—people you can leverage for referrals or even consider rehiring later in their careers.

It’s far from intuitive for most companies to invest heavily in recruiting and professional development, only to actively facilitate employees’ departures. But after years of thoughtfully considering our employees’ needs as well as our own, we’ve come to the conclusion that sometimes the best path forward is out.

 

FastCompany.com |  MATHIDLE PRIBULA |  10.25.16 5:00 AM

#Leadership : 8 Bad Mistakes That Make Good Employees Leave…Managers Tend to Blame their Turnover Problems on Everything Under the Sun while Ignoring the Crux of the Matter: People Don’t Leave Jobs; They Leave Managers.

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It’s tough to hold on to good employees, but it shouldn’t be. Most of the mistakes that companies make are easily avoided. When you do make mistakes, your best employees are the first to go, because they have the most options.Free- Bubble on the Bubble

If you can’t keep your best employees engaged, you can’t keep your best employees. While this should be common sense, it isn’t common enough. A survey by CEB found that one-third of star employees feel disengaged from their employer and are already looking for a new job.

When you lose good employees, they don’t disengage all at once. Instead, their interest in their jobs slowly dissipates. Michael Kibler, who has spent much of his career studying this phenomenon, refers to it as brownout. Like dying stars, star employees slowly lose their fire for their jobs.

“Brownout is different from burnout because workers afflicted by it are not in obvious crisis,”Kibler said. “They seem to be performing fine: putting in massive hours, grinding out work while contributing to teams, and saying all the right things in meetings. However, they are operating in a silent state of continual overwhelm, and the predictable consequence is disengagement.”

In order to prevent brownout and to retain top talent, companies and managers must understand what they’re doing that contributes to this slow fade. The following practices are the worst offenders, and they must be abolished if you’re going to hang on to good employees.

1. They make a lot of stupid rules.

Companies need to have rules—that’s a given—but they don’t have to be shortsighted and lazy attempts at creating order. Whether it’s an overzealous attendance policy or taking employees’ frequent flier miles, even a couple of unnecessary rules can drive people crazy. When good employees feel like big brother is watching, they’ll find someplace else to work.

 

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2. They treat everyone equally.

While this tactic works with school children, the workplace ought to function differently. Treating everyone equally shows your top performers that no matter how high they perform (and, typically, top performers are work horses), they will be treated the same as the bozo who does nothing more than punch the clock.

3. They tolerate poor performance.

It’s said that in jazz bands, the band is only as good as the worst player; no matter how great some members may be, everyone hears the worst player. The same goes for a company. When you permit weak links to exist without consequence, they drag everyone else down, especially your top performers.

4. They don’t recognize accomplishments.

It’s easy to underestimate the power of a pat on the back, especially with top performers who are intrinsically motivated. Everyone likes kudos, none more so than those who work hard and give their all. Rewarding individual accomplishments shows that you’re paying attention. Managers need to communicate with their people to find out what makes them feel good (for some, it’s a raise; for others, it’s public recognition) and then to reward them for a job well done. With top performers, this will happen often if you’re doing it right.

5. They don’t care about people.

More than half the people who leave their jobs do so because of their relationship with their boss. Smart companies make certain that their managers know how to balance being professional with being human. These are the bosses who celebrate their employees’ successes, empathize with those going through hard times, and challenge them, even when it hurts. Bosses who fail to really care will always have high turnover rates. It’s impossible to work for someone for eight-plus hours a day when they aren’t personally involved and don’t care about anything other than your output.

6. They don’t show people the big picture.

It may seem efficient to simply send employees assignments and move on, but leaving out the big picture is a deal breaker for star performers. Star performers shoulder heavier loads because they genuinely care about their work, so their work must have a purpose. When they don’t know what that is, they feel alienated and aimless. When they aren’t given a purpose, they find one elsewhere.

7. They don’t let people pursue their passions.

Google mandates that employees spend at least 20% of their time doing “what they believe will benefit Google most.” While these passion projects make major contributions to marquis Google products, such as Gmail and AdSense, their biggest impact is in creating highly engaged Googlers. Talented employees are passionate. Providing opportunities for them to pursue their passions improves their productivity and job satisfaction, but many managers want people to work within a little box. These managers fear that productivity will decline if they let people expand their focus and pursue their passions. This fear is unfounded. Studies have shown that people who are able to pursue their passions at work experience flow, a euphoric state of mind that is five times more productive than the norm.

8. They don’t make things fun.

If people aren’t having fun at work, then you’re doing it wrong. People don’t give their all if they aren’t having fun, and fun is a major protector against brownout. The best companies to work for know the importance of letting employees loosen up a little. Google, for example, does just about everything it can to make work fun—free meals, bowling allies, and fitness classes, to name a few. The idea is simple: if work is fun, you’ll not only perform better, but you’ll stick around for longer hours and an even longer career.

Bringing It All Together

Managers tend to blame their turnover problems on everything under the sun while ignoring the crux of the matter: people don’t leave jobs; they leave managers.

What other mistakes cause great employees to leave? Please share your thoughts in the comments section below, as I learn just as much from you as you do from me.

Travis co-wrote the bestselling book Emotional Intelligence 2.0 and co-foundedTalentSmart.

Forbes.com | September 7, 2016 | Travis Bradberry 

#Leadership : How to Create a Cohesive Company Culture…Most Importantly, you Need to Live & Die by these Values if you Expect Them to be More Than just Lip Service & Words on a Wall.

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I’ve spent the past decade building a company that is now the largest patient-physician platform in the U.S., and I believe one of the reasons why it was so successful was because of the company culture we put in place from the day the company was founded. This is the same reason I laid out company culture first when founding my most recent company, iBeat.

Free- Stones stacked on each other

When starting a company, you have the opportunity to set it apart by building a winning and cohesive culture. Culture is crucial, and it can make or break a company. In my many years of growing startups, I’ve learned that building a cohesive culture ultimately rests on two major foundations — a company’s mission and its core values.

First and foremost, a company must have a compelling and inspirational mission. Before you even start your company, you should think long and hard about why you’re doing it. If it’s only to make money, I recommend you go back to the drawing board. Your mission should cover both how you are of service to others, as well as what is so compelling and unique about what the team is doing that would make you want to still be doing it ten years from now.

Stating the mission.
When crafting your mission statement, aim to be energizing, aspirational, and memorable. Don’t get bogged down with fluff and buzz words that are vague and meaningless. Get to the point. If your employees can’t relate to it, then your mission statement won’t mean much to your customers either. Also, make it concise. If you can’t say it in a sentence or two, you haven’t nailed it.

At iBeat, our mission statement is, “Empowering people with the freedom to be fearless, explore, and live longer lives.” Notice it’s not about us. It’s about how we aim to do something greater — empower people.

An exceptional mission statement captures your brand and persona. It helps you stand apart from competitors and simplifies your strategic direction, but some mission statements — the truly great ones — surprise, inspire and transform. They provide purpose. They guide and help unify organizations, and they go hand-in-hand with company culture. Take the time and do this right, and it will pay dividends over the duration.

Be sure to ingrain this mission into your team from day one. At Practice Fusion, learning the mission was not only part of new hire training, but one Friday a month, we gather all new team members and test them on our mission in front of the entire company — they’re usually prepared!

 

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Identifying core values.
Next, an exceptional company culture rests on a strong set of core values. A company’s core values are the attributes you want instilled in your team, as well as rules and guidelines covering everything from how the team treats and interacts with one another to how customers are treated. If implemented correctly, you should be able to hire and fire based on these values.

Core values form a solid bedrock for any organization and really matter to the individuals. Think about your company personality and how it will play into your core values. Are you innovative and witty or quirky and creative? Do you foster a work hard, play hard mentality? If so, create that balance of work and play. Are you a true collaborator? Then advance that behavior in your company and promote the people who get it.

iBeat has six simple and straightforward core values. They are:

We execute without excuses.
We are radically honest.
We put community first.
We are pros.
We are operationally ruthless.
We work to live, not live to work.
These values help us immensely when hiring but also help keep us grounded. We aim to hire intellectual athletes who want more than just a job and a salary. We hire individuals who were excited to be part of new technology that is helping empower people to live longer, fuller lives.

Delivering the message.
Once values are defined, they have to be explained and socialized. I suggest starting with a company-wide, all-hands meeting devoted to rolling out and discussing the values.

Also, bear in mind, values also need to be constantly reinforced. We do this in multiple ways.

For example, one of the first things you see when you arrive in our office is a large wall with the company mission and values emblazoned on it. We also start every new employee training with the values, and we make sure they are aware and aligned with our vision, mission, strategy and values. Additionally, we recognize employees every month for their exemplification of the values. As you scale, you can implement tools like Bonusly and gamify recognition based on these core values.

Taking the time to define a strong company mission and core values breathes life into your employees. It’s the first step in assuring your company culture thrives and survives for the duration. If done correctly, it will be the reason people join your company, and if done incorrectly, it will definitely be the reason most people leave.

Lastly, and most importantly, you need to live and die by these values if you expect them to be more than just lip service and words on a wall. If ‘integrity with no compromise’ is one of your core values, but you knowingly allow people to stay on your team that lie, cheat, or steal, then no one will take your values seriously, and the organization will be compromised.

In contrast, if you see behavior that violates your core values, and you immediately act to remove that person from your team, the rest of the team will respect that decision, as you are acting to ensure the company value system is held high.

We’re searching for top company cultures to be featured on our annual list. Think your company has what it takes? Apply Now »

 

Entrepreneur.com | July 18, 2016 | Ryan Howard

#Leadership : LinkedIn’s HR Chief says the Best Managers Exhibit these 7 Behaviors… The Best Managers Exhibit All of the Behaviors they Demand of their Employees.

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Microsoft may have recently announced that it is acquiring the professional social network LinkedIn for $26.2 billion, but LinkedIn will continue operating independently.

Free- Stones stacked on each other

Its management culture has been shaped by its founder and chairman Reid Hoffman, its CEO Jeff Weiner, and its head of HR, SVP of Global Talent Organization Pat Wadors.

Wadors spoke with Business Insider earlier this year, and she told us that there is a set of criteria that every manager at LinkedIn is judged on. They apply to any leader at any organization.

These are the behaviors the best managers at LinkedIn exhibit.

1. They support their employees’ professional development

In his 2014 book “The Alliance,” cowritten with Ben Casnocha and Chris Yeh, Hoffman rethinks the relationship between managers and employees, explaining how employers can attract and retain the best employees through the formation of alliances where everyone wins.

Key to this approach is managers recognizing that the days of lifetime employment are long over, and that their employees won’t stay with them forever. At LinkedIn, Wadors said, the best managers push their employees to constantly grow and develop with new challenges and learning opportunities.

 

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2. They continually review performance

Rather than waiting for the annual review to reveal insights into an employee’s performance, managers constantly keep a dialogue open with their team members.

“Reviews should not come with any surprises,” Wadors said. “They should be actually quite boring.”

3. They clearly set expectations

The best managers ensure that their employees know what is expected of them, and communicate them through discussions rather than a list of demands.

4. They foster an entrepreneur’s mentality

The best LinkedIn managers empower employees, telling them that they should always be thinking of new and better ways of doing things.

5. They encourage measured risk-taking

Wadors said that all employees should be able to say, “I have the autonomy to use my own judgment in getting the job done, within a framework. I’m encouraged to take intelligent risks for the better of LinkedIn and learn from my mistakes.”

LinkedIn’s culture incorporates the Silicon Valley ethos of not being afraid of failure, in the sense that if an experiment fails, it should be evaluated for lessons that can be immediately acted on, without stopping to mourn the loss.

6. They explain the company’s direction

The best LinkedIn managers are transparent, communicating the direction of the company to their team and explaining how they fit into its overall mission.

7. They walk the talk

And finally, the best managers exhibit all of the behaviors they demand of their employees.

Wadors said that employees have the best possible role model with their CEO Jeff Weiner, who is a strong and supportive presence within LinkedIn.

6. They explain the company’s direction

The best LinkedIn managers are transparent, communicating the direction of the company to their team and explaining how they fit into its overall mission.

7. They walk the talk

And finally, the best managers exhibit all of the behaviors they demand of their employees.

Wadors said that employees have the best possible role model with their CEO Jeff Weiner, who is a strong and supportive presence within LinkedIn.

 

Businessinsider.com | June 18, 2016 |

 

#Leadership : Are You Hurting Your Career With Corporate Jargon?…When we have to Dedicate Time & Energy towards Figuring out What someone is actually Talking About, we(your Team) is Inherently taking Away Time & Energy we Could be Putting Towards our Work.

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Mindshare? Sticky wicket? Straw man? Power alley? Can you improve your credibility and achieve better results simply by eliminating corporate jargon from your vocabulary?

Elegant business partners holding blank papers on green background

James Sudakow had declared war on the use of stupid corporate lingo. In his new book, Picking the Low Hanging Fruit…and Other Stupid Stuff We Say in the Corporate World, Sudakow not only advocates for speaking in plain English for his own sanity but articulates compelling reasons why doing so can have positive impacts on the work you do, the relationships you form, and even counterintuitively can help you be perceived as more credible.

Having held leadership roles in multi-billion dollar global technology companies and now serving as the Principal of CH Consulting–a boutique organizational transformation and talent management consulting practice–James is no stranger to the perils of swimming through murky jargon and the unintended consequences of its overuse.

If you are a leader of people, ask your teams for help monitoring your corporate jargon violations. It will likely be met with enthusiasm and move you one step further on the path of relatability. Corporate jargon bingo, anyone?

Picking the Low Hanging Fruit is a humorous glossary where we find strange but surprisingly common business expressions from burning platforms and paradigm shifts, to tissue rejection and open kimonos. Sudakow defines these terms and takes a witty jab at the corporate culture by calling out exactly what these terms do not mean, and also sites real examples from his own experiences that show the consequences of overusing these expressions.

People might not understand as much of what you are saying as you think

Most of us move so quickly in the corporate world that we might not recognize that the number of employees who are scratching their heads and simply don’t understand these expressions is larger than we think. As a young consultant working for a Big 4 global consulting firm, Sudakow would find himself sitting quietly in a state of confusion but hesitant to mention that he was lost.

“We all figure it out sooner or later. But why put ourselves through that?” Sudakow states. “Figuring out how to do the work amidst corporate politics and culture is hard enough without throwing a language barrier into the gauntlet.”

When we have to dedicate time and energy towards figuring out what someone is actually talking about, we are inherently taking away time and energy we could be putting towards our work.

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Relatability and Credibility–Corporate jargon doesn’t help

It doesn’t stop with simply not being understood. Credibility is at stake. In some ways, the credibility of the person using the terms can be damaged because his or her language feels inauthentic and doesn’t connect or resonate with people—even if the speaker actually has something very valuable to say.

Why is this so important? More and more have been written recently about the importance for leaders, in particular, to be relatable to their people–this relatability serving as a way to build common ground with the very teams they are asking a lot of. Many factors contribute to how successfully anyone can be in their goal of becoming a relatable leader or colleague, but overusing corporate jargon doesn’t establish anyone as “the common person.” It’s much more powerful to speak in plain English.

So what can we do about it?

Think about what you might say if you were talking to friends outside of work where corporate jargon simply wouldn’t fit. When preparing for formal presentations to groups, think about where you might slip into a corporate jargon violation and think about how you might replace it with a normal word.

 If you are a leader of people, ask your teams for help monitoring your corporate jargon violations. It will likely be met with enthusiasm and move you one step further on the path of relatability. Corporate jargon bingo, anyone? At the very least, be a good corporate citizen and help someone who might be a corporate jargon abuser by simply pulling him or her aside and constructively mentioning that the message might have resonated better in plain English.

For many of us, using corporate jargon has simply become a habit resulting from being immersed in the corporate world. In Picking the Low Hanging Fruit…and Other Stupid Stuff We Say in the Corporate World, Sudakow helps us understand in a fun and lighthearted way that the words we choose are important and that we can all make ourselves better understood by staying away from jargon.

Forbes.com | June 17, 2016 |  Kevin Kruse

#Leadership : Employee Retention- When Achieving True Success Means Letting Go… It Seems Counterintuitive to Give your Employees Every Opportunity to Leave. But by Helping your Team stay Engaged in their Role, Aligned in their Personal & Professional Goals, & allowing Them to Leave if it Isn’t a Good Fit, you’ll Ensure that Those who Choose to Stay Will be Committed to Doing their Best Work for You, for a Long Time to Come.

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The war for talent. The age-old battle waged by HR teams across the country, each vying to secure and retain the best people to help them achieve organizational success. The eternal effort to create systems, process, and benefits to help keep them once you’ve recruited them.

Free- Blowing a DandiLion

At the epicenter of the war for talent resides the tech industry, where many talented engineers and other highly-skilled workers have no problem jumping to another employer for a minor bump in pay or benefits. The result? Companies are forever trying to outshine each other with baubles, beer kegs and nap pods to try to entice this demographic to join them.

What this approach fails to do is inspire loyalty. Despite all the money that these companies pour into perks, at the end of the day, it’s just job hopping.

A Better Way to Retain Talent

What if, rather than doing everything possible to keep people no matter what, you took an alternative approach? That’s exactly what Rami Essaid, co-founder and CEO of Distil Networks, has done.

“It’s almost a fool’s errand to try to hold onto people,” Essaid suggests. “Why work to retain people when the only solution becomes offering more outrageous benefits? It’s an unsustainable cycle where people end up leaving anyway. Why not rethink the way work is designed where we acknowledge people are going to move around over the course of their careers?”

And Essaid has some first-hand experience with this phenomenon. His Silicon Valley-based cybersecurity firm helps customers identify and block malicious website traffic while letting legitimate users do what they need to do. Distil is able to find the “bots” that attack websites and police them before they can do damage to your brand.

The success of the company over the last five years has resulted in the rapid expansion of his team, now 150 strong. Here are some of Rami’s secrets to success:

 Be intentional about the culture you are creating from the start.Rami started Distil Networks with a small group of longtime friends and many of their initial hires included additional friends from their social circles. “This had the potential to create a dynamic of ‘haves’ and ‘have-nots’ based on whether or not you were a personal friend or not, so we made a very intentional choice that we were going to build a company where everyone was treated with a kinship and in a transparent and honest way,” Essaid explained.

The founders of Distil took care to create a fundamental way of working together that was deeply rooted in the values that they shared as a result of this friendship. And by extending those values out to the team as they grew, they were able to keep the same feeling and way of operating over the years.

Really commit to providing developmental opportunities. “We are constantly investing in our employees.” Essaid described how Distil Networks takes great care in providing robust and comprehensive development to its employees. Be it executive coaching support, job rotations to different functional areas, or training and development, this approach aligns with Essaid’s belief that the company can play a role in helping people achieve their own personal definition of success.

Helping people to grow professionally and personally plays a significant role in ensuring that Distil is the right place for them at that time in their journey. And, if it turns out that a great opportunity presents itself outside of Distil, trying to hold people back is not in anyone’s best interest.

 

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Structure career progression to include lateral mobility.Organizations that only afford career progression through promotion to levels of management dramatically limits opportunities. By finding ways to move people across the organization, Distil Networks has found another way to help provide people with the maximum opportunity for development.

Help people spread their wings and prosper, even if that means leaving your company. This is based on a few of the fundamental beliefs and assumptions that the leaders at Distil Networks hold to be true about the world of business. If people leave to pursue opportunities that present massive growth and development potential, keeping them would only hinder them. By letting them go forth and prosper, the company helps them succeed while also ensuring that the remaining workforce is in their place of most potential, doing their best work. If this is the case, Distil will become a much more attractive place to work—for the right people at the right time.

Essaid believes that helping people figure out their path and providing plenty of opportunities to achieve their vision of success is a much more productive, positive and effective cycle than trying to keep people who are not in their “zone” employed for as long as possible until they wind up leaving anyway.

Distil’s method doesn’t come without its challenges. Essaid is the first to admit that it can sometimes be difficult to get people to really think about, or articulate, where they want to go in life and in their careers. But this is not unique to Distil by any stretch.

It is incumbent upon leaders to both develop their own coaching skills and understand and acknowledge that some employees may have given little to no critical thought to their more long-term career goals. In these situations, engaging in frequent developmental coaching discussions can help guide employees in their progress so that they can be more intentional about setting and achieving their goals.

You can’t keep everyone around forever. As Richard Bach famously said, “If you love someone, set them free. If they come back they’re yours; if they don’t they never were.” It seems counterintuitive to give your employees every opportunity to leave. But by helping your team stay engaged in their role, aligned in their personal and professional goals, and allowing them to leave if it isn’t a good fit, you’ll ensure that those who choose to stay will be committed to doing their best work for you, for a long time to come.

Chris Cancialosi, Ph.D., is a Partner and Founder at gothamCulture.

Forbes.com | May 31, 2016 | Chris Cancialosi

 

#Leadership : 14 Signs your Employees Secretly Hate You…If you’ve Been Labeled a “Bad Boss,” you’ll Probably Be the Last to Know.

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“Your staff will be very adept at making it a well-kept secret because they will do everything to keep their job security intact,” says Lynn Taylor, a national workplace expert and the author of “Tame Your Terrible Office Tyrant: How to Manage Childish Boss Behavior and Thrive in Your Job.”

Free- Bench on a Lonely Beach

“But if you decide to boost your emotional-intelligence radar and look for subtle signs that your team may be unhappy, you’ll uncover a wealth of actionable feedback.”

Michael Kerr, an international business speaker and author of “The Humor Advantage,” agrees that it’s important to know how your employees feel about you. When they don’t like you, there are consequences, he says. For instance, they’ll be less happy and more stressed (which affects things like their productivity and creativity); they may quit on you (which will cost you and your company time and money); they may give you bad reviews or complain to HR (which puts your job in jeopardy); and you’ll have trouble earning their respect, being viewed as credible, and getting them to listen to your opinions.

“Your goal as a manager is not to be liked by everyone; if it is, you won’t be making the best decisions for the company,” says Taylor. “But if you’re an insensitive manager, no amount of intelligence or business skills will ever take you far in your own career advancement. You will always need a strong team and following to thrive in your career.”

So to avoid having to deal with those consequences, among many others, you’ll need to recognize the signs and make changes to your behavior, attitude, and approach to leading.

Here are 14 subtle signs your employees may secretly hate you:

 

You’ve got a (bad) gut feeling.

You've got a (bad) gut feeling.

Soon/flickr

“The very first sign that things are going awry in your relationships with employees is a general gnawing feeling that you can’t put your finger on,” Taylor says. “No manager can be liked by everyone, but there are far too many bosses who are not respected by enough of their staff.” If you’ve got that gut feeling something is off, be aware and start looking for other signs.

 

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They can’t maintain eye contact with you (but can with everyone else).

They can't maintain eye contact with you (but can with everyone else).

Bradley Gordon

It’s difficult for an employee who is angry to look you straight in the eye, says Taylor. “They’re afraid that you may be able to detect hostility, so the path of least resistance is for them to look away or avoid being around you wherever possible.”

 

They avoid you like the proverbial plague.

They avoid you like the proverbial plague.

Andy Morales/flickr

If you notice they take the stairs every time you’re waiting for the elevator, or they manage their schedules in such a way that they rarely overlap with your primary work hours, that’s a good sign they’re avoiding you. And employees typically only avoid people who intimidate them or who they don’t like, says Kerr.

 

They call in sick a lot, especially due to stress-related reasons.

They call in sick a lot, especially due to stress-related reasons.

Flickr/Laura Taylor

Having an employee who goes on “stress leave” or constantly calls in sick could be a sign that they are not comfortable working under your direction, Kerr explains.

“Your employee(s) may not be showing up at work as often, may come to work late, leave early, or are just seemingly never at their desks, because of long, needed breaks,” adds Taylor. “Leaving the scene can take many forms — and it’s a common way that your staff copes with stress. A bad boss-employee relationship is a leading cause of stress and illness,” she says.

 

They don’t smile around you.

They don't smile around you.

Flickr / Leo Hidalgo

We’re not talking about the occasional bad day or mood swing. If one or more of your employees seem to look miserable every time they’re around you — but you’ve seen them smiling while talking to others in the office — something isn’t right.

“It’s difficult for any employee to put on a happy face when they’re talking to someone they [fusion_builder_container hundred_percent=”yes” overflow=”visible”][fusion_builder_row][fusion_builder_column type=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none”][dislike],” says Taylor.

 

They stop laughing and bantering the moment you walk into the room.

They stop laughing and bantering the moment you walk into the room.

Daniel Goodman / Business Insider

Not smiling when they’re around you is one thing — but clamming up when you step into the office kitchen or conference room is a pretty strong sign that your employees reallydon’t like you and don’t consider you part of their inner circle, Kerr says.

 

They seem less passionate about their work than they used to be.

They seem less passionate about their work than they used to be.

Flickr/sunshinecity

You may not be the reason for this (so many things affect one’s level of motivation or enthusiasm at work) — but you could be.

“If their level of enthusiasm has waned, and you’re not seeing your staff jump at the opportunity to help out on new or existing projects anymore, it may be a sign you’re disliked,” says Taylor.

 

They never invite you to social events.

They never invite you to social events.

Flickr / beyrouth

If your employees don’t include you in any after-work social events or happy hours, it very well may be because they don’t want to spend any more time with you than they absolutely have to.

 

They communicate with you via email, when they talk to others in person.

They communicate with you via email, when they talk to others in person.

Shutterstock

“Your unhappy employees may change the way they communicate with you, such as through email, voicemail, or IM, instead of in-person communications,” Taylor explains. “You may detect less personal contact, so that there is less of an opportunity for potential confrontation.”

 

They’re short with you.

They're short with you.

Vancouver Film School/flickr

If you ask, “How’s it going?” and they always respond with “Ok” or “Fine” — or if their emails to always get straight to the point, and never begin with a friendly “Hello” or “Good afternoon,” this may be a sign they’re not a huge fan of you.

“If your employees are beginning to sound like your moody teenager, then that’s a pretty big red flag,” says Kerr.

 

They give off negative body language.

They give off negative body language.

YouTube

Whether it’s a subtle eye roll or constantly assuming a closed-off position with arms folded across their chest, your employees’ body language will often reveal their true feelings towards you, Kerr says.  

 

Their door is always closed.

Their door is always closed.

A National Acrobat/flickr

“Many employees don’t have the luxury of their own office these days, but if they do, and their door appears closed more often than not, they may be commiserating with friends, family, or even other colleagues,” Taylor says. “They may be seeking advice, or worse, checking out greener pastures.”

 

They constantly disagree with you.

They constantly disagree with you.

Leonid Mamchenkov/flickr

“Not all employees shy away from confronting the personality clashes as they pertain to business, thankfully,” says Taylor. “You may find that your staff seems increasingly more difficult and disagreeable, whereas before you were never questioned. This may be because before, they tolerated a more dictatorial management style — but now they’ve realized that they have nothing to lose by challenging you, in the hopes that they will see changes.”

 

They resign for no good reason.

They resign for no good reason.

YouTube/Marina Shifrin

Scads of surveys indicate that “the boss” still ranks as a top reason for employees leaving a job. If they don’t provide a good excuse or reason for leaving, there’s a good chance it’s you.

 

Businessinsider.com | September 2, 2016 |  

 

 

 

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Your #Career : The Top 10 Skills that Will Be in Demand by all Employers by 2020…In Fewer than 4 Years, Employers will Seek Employees with Very Different Skill Sets than They do Today. In Fact, on Average More than One Third of the Desired Skill Sets of Most Occupations Will be Comprised of Skills That are Not yet Considered Important to the Job Today

/in /by

In few The report, called “The Future of Jobs,” surveyed executives from more than 350 employers across nine industries in 15 of the world’s largest economies to come up with predictions about how technological advancements will force the labor markets to evolve.

Free- Iphone with Gadgets

Over than four years, employers will seek employees with very different skill sets than they do today. In fact, on average more than one third of the desired skill sets of most occupations will be comprised of skills that are not yet considered important to the job today, according to a recent report from the World Economic Forum.

The report, called “The Future of Jobs,” surveyed executives from more than 350 employers across nine industries in 15 of the world’s largest economies to come up with predictions about how technological advancements will force the labor markets to evolve.

Here’s a look at the top 10 skill sets respondents said will be most in demand by 2020.

 

10. Cognitive flexibility will continue to be an important skill.

Cognitive flexibility is the ability of being able to think about multiple concepts simultaneously.

It wasn’t even a skill in demand in 2015, but will become more important during the next four years.

According to the report, respondents said that a wide range of jobs will require a higher level of cognitive abilities—which include creativity, logical reasoning, and problem sensitivity—as part of the core skill set.

 

9. Negotiation skills will still be in demand.

In general, social skills are going to become ever more important in the workforce. This makes sense because social skills are still something that, at least for the time being, are uniquely human.

By 2020, negotiation skills will particularly be in high demand in computer and mathematical jobs, such as data analysts and software developers, according to the report.

It will also be key skill in the arts and design job category, which includes commercial and industrial designers.

 

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8. Service orientation skills will be important.

Service orientation is defined in the report as actively looking for ways to help others and it also falls under the social skills umbrella.

According to recent research paper by the National Bureau of Economic Research,strong social skills will continue to become more important as robots and automation take more jobs.

“The reason is that computers are still very poor at simulating human interaction. Reading the minds of others and reacting is an unconscious process, and skill in social settings has evolved in humans over thousands of years. Human interaction in the workplace involves team production, with workers playing off of each other’s strengths and adapting flexibly to changing circumstances. Such nonroutine interaction is at the heart of the human advantage over machines,” the paper states.

 

7. Judgment and decision making will become a highly desired skill.

Judgment and decision making was ranked as the 8th most in demand skill in 2015, but it will move up to the 7th spot by 2020.

This particular skill set is considered a “system skill,” which is the ability to analyze data to be able to make decisions.

As organization increasingly collect more data, there will be a greater need for employees who have the ability to analyze data and use it to make decisions.

 

6. Emotional intelligence is another social skill that will be in demand.

Robots may be able to do a lot of jobs, but they still can’t read people the way other humans can, at least not yet.

That is why it will become more important for employees to have a higher level of emotional intelligence. The ability to be able to be able to be aware of others’ reactions and to understand why they react certain ways will become a necessary skill for workers by 2020.

5. Coordinating with others is another thing robots haven’t perfected yet.

Again, this one also falls under the social skill umbrella and entails the ability of being able to adjust actions in relation to others and to collaborate.

4. People management is an ability that will be sought after.

People management entails being able to motivate people, develop employees, and identify the best people for the job.

The report notes that this skill set will be especially in demand for managers in the energy and media industries.

3. Creativity will become a huge quality employers look for.

Creativity will move from the 10th spot in 2015 to the top three skills employers are seeking in 2020.

With the onslaught of new technologies, creative people will be in demand to figure out ways to apply the new technology and create new products and services.

 

2. Critical thinking is a basic skill that will remain in high demand.

Being able to use logic and reasoning to identify strengths and weaknesses of different solutions and approaches is a skill that will still be needed even though automation is becoming more prevalent.

1. Complex problem solving continues to be the top skill employers will seek.

SpaceX CEO Elon Musk speaks after unveiling the Dragon V2 spacecraft in Hawthorne, California May 29, 2014

Even with the increase in data to help make decisions, people will still need the basic skill of being able to solve complex problems.

Respondents to the survey ranked this skill as the most in demand in 2015 and it will remain the number one most desired skill in 2020.

In fact, 36% of all jobs across all industries are expected to require complex problem-solving abilities as a core skill by 2020, according to the report.

 

Businessinsider.com | January 21, 2016 | Cadie Thompson, Tech Insider