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Team Management Archives - Moellering

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In Leadership

Why People Quit Their Boss, Not Their Company

[nectar_dropcap color=”#2d8d9b”]T [/nectar_dropcap] hink about previous jobs you’ve had. For one reason or another, you decided that a particular job was not for you and you moved on. Now that you’ve had time to think back and reflect, why, exactly, did you leave that company? Was it money related? Did your core values not align with the company’s values? Or, did your relationship with your manager simply run its course? So many times, workers don’t quit organizations, they quit their boss.

 

Purpose and relationships

Former Pearson COO and leadership expert Ziggy Liaquat believes two things need to happen for workers to remain happy and stay with an organization. They need to connect their personal purpose to the purpose of the organization and workers need to be inspired by the management to really succeed and to stay. In other words, there needs to be a people-connection.

If, as a leader, you can connect your purpose in the world to your purpose at work, then your passion for what you do will course through your veins.

Liaquat’s hypothesis states, “If, as a leader, you can connect your purpose in the world to your purpose at work, then your passion for what you do will course through your veins. You will inspire and motivate people with ease and you will make tough decisions with courage. Why? Because you are being authentic and true to your purpose.

So it’s something of a two-way street. Workers need to be inspired by management and management needs to be authentic and true to their purpose. What happens when one of these things do not align?

Who you work with matters

Eric Reed of thestreet.com received some sage advice during his school years. “Pick the people you want to work with, not the position. How much you like your coworkers will determine 90% of your happiness at the office.” Reed’s article went on to state that according to Accenture, research showed that of the top four reasons people gave for leaving a firm, all four had to do with management and the personnel environment. The four reasons were: they don’t like their boss (31%), a lack of empowerment (31%), internal politics (35%) and lack of recognition (43%).

This ties back to a study conducted by Harris Interactive that states 74% of people today would consider finding a new job, with 32% of those actively looking. In a supposedly stable job market, that’s a lot of potential movement. And so much of that movement could be avoided if the worker/boss relationship was given a little more attention.

What can be done?

When it comes to aligning a person’s purpose with the company’s, that’s something that should be well researched and established during the interview process and, at worst, cemented by the end of the onboarding process. If it’s apparent that the two are not a fit, moving forward is not beneficial for either party.

When it comes to the boss/worker dynamic, the responsibility lies on both sides of the desk. However, the human element should always reign supreme above the work details. Not every project will make the deadline, go as planned or be of the utmost quality originally envisioned.

The key is to learn from mistakes and move forward a little smarter from the experience, but always preserving the two-way relationship.

The key is to learn from mistakes and move forward a little smarter from the experience, but always preserving the two-way relationship.

It’s easy to be a great manager, or employee, when things are going good. When stress hits and the work seems insurmountable, that’s when the true test of a leader’s ability to keep people-first will be tested.

While some projects will succeed and others will fail, a manager will thrive when he or she treats workers as human beings first and, as employees, second. Learning from mistakes is easy, but it’s not nearly as easy to recover from a personal condemnation when something goes awry. Treating people with respect at all times is paramount for leaders to retain the interest and dedication of those who report to them.

 

Conclusion

Does your manager understand and respect what is truly important to you? Do you connect on a human level? Is your manager someone you would willingly have a beer with after work? If you answered yes to these questions, you’re probably working for someone that understands and embraces the human element of the boss/worker relationship. If you answered no, it might be time to dust off that resume.

Article written by Dave Clark, Staff Writer and Editor at TTI Success Insights

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In Leadership

When It Comes to Developing Your Organization, Do Your Numbers Add Up? [Infographic]

[nectar_dropcap color=”#2d8d9b”]W [/nectar_dropcap] hen it comes to training your current workforce, including your next generation of leaders, having a first-rate training plan that employs assessment solutions is key. Assessments can be used to uncover the how and why behind behaviors, soft skills, and EQ, producing results and increasing engagement.

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In Leadership

The New Super Hero Team – Business, IT and HR

The ongoing disconnect between business, HR, and IT is legendary and many managers and even some executives may believe this thrilling threesome has nothing in common. Business can no longer operate without good talent management and HR can no longer be effective without IT. Why do these three bickering siblings need to get along for a more successful future?

One might say that business is the hero that built America.

The Business of Business

America, unlike many believe, was not founded for political or religious reasons. When Queen Elizabeth I of England sent people to explore the New World, it was in pursuit of riches. Business helped grow those riches for England and America. Business has spawned many other heroes in the building of America. The United States is still one of the few places on the planet where anyone can build their own empire.  One might say that business is the hero that built America.

The business of business is all about another hero, its people. There will be no numbers to crunch, no products to sell, and no services to deliver without people. While there are giant heroes in America’s past, these are the everyday heroes who continue to build organizations. Boards and CEOs are staying awake at night worrying about recruiting and hiring good talent. This is particularly troublesome for organizations that are not born digital. Many an article has been written about the need for in-depth recruiting, good hiring processes, and fitting the right people to the right job. Oftentimes, an organization will get all that right but fall short once their valuable heroes are on board.

“The workforce continues to change, and people today need different requirements for recognition, communication, engagement, and motivation. A more individual approach is necessary to address these needs and ensure that every worker realizes his or her hero value. The other side of this coin is that organizations need talent that can adapt, be agile, and embrace changes brought about by the market, the economy, customer demands, and of course, technology.”

IT is It

Years ago, I remember the sales department arguing that nothing would happen in business without them. They thought they were the business hero. HR would argue that if it wasn’t for them, there wouldn’t be any jobs because there would be no one to fill them. They thought they were the business hero. Today, IT may very well be the hero because neither sales nor HR can function efficiently without them. Technology touches every part of our lives and is now recognized for making valuable contributions to business success, customer service, including making life easier for HR. Indeed, technology touches every part of business playing a significant role in keeping every department operating smoothly. That’s a heroic feat if ever I heard one.

Many of the jobs available today didn’t exist just a few years ago and many new jobs are not too far away on the horizon.

While everyone is smart to keep abreast of trends, IT must do it on steroids. While change is rampant, changes in technology come at blinding speed. Technology not only changes how we work, but the jobs we do, as well. Many of the jobs available today didn’t exist just a few years ago and many new jobs are not too far away on the horizon.

 

HR The Caped Crusader

Having been in HR, I can appreciate the effort it takes to walk the fine line between the dictates of business and keeping up morale. Or, between dishing out discipline and building a friendly culture. And finally, between building diversity and being fair to everyone. Any manager who has forgotten to dot an “i” and cross a “t” who has had HR swoop in, bail them out and, magically make all the distress go away, will call HR a hero. However, HR must now enfold business and IT under its collaborative cape as “friendlies.”

Now HR must become a business partner. It’s not enough to know the organization sells stuff, money comes in and everyone gets paid. Now HR must understand business strategy, marketing, sales, and profit margins. Now HR must understand a lot of technology and partner with IT to operate efficiently, attract hero talent, and use technology to help the business grow and prosper. Technology is changing every aspect of business including HR. It’s changing the way jobs are posted, the way people apply, and employee development.

 

Stay in Your Own Lane

Recently I was at an international conference and the audience had the opportunity to ask questions to a panel of executives. I asked for their thoughts on the CEO, the CHRO, and the CFO becoming business partners. I was told that everyone should stay in their own lane.

Business heroes who might not have thought about being collaborative in the past must change their thinking pattern must solve problems together.

Business heroes who might not have thought about being collaborative in the past must change their thinking pattern must solve problems together. The same can be said for business, HR, and IT.

Article written by Diane Bogino, President of Performance Strategies, Inc.

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In Leadership

7 Keys to Successful Organizational Development

Business is no longer business as usual. In fact, those who don’t embrace change in the modern workplace run the risk of becoming yesterday’s news. Today, the organization needs to be working in unison, aligned with a strategic plan that has the buy-in from all members of the team, regardless of position.

Organizational development can be defined as the theory and practice of planned, systematic change in the attitudes, beliefs and values of employees.

Organizational development can be defined as the theory and practice of planned, systematic change in the attitudes, beliefs and values of employees. How does an organization get all of its employees to be part of the process? These seven strategies proposed in a recent humanresourcesmba.net article can help an organization create a unified company direction, rallying around a strategic plan created and embraced by all employees.

Involve all employees in decision making

In the days of old, leaders and managers sat in boardrooms and created strategic plans. Once they were done planning, employees were expected to follow the newly implemented plans and be fully on board, even if they had nothing to do with the plan or no say in it. It’s pretty easy to see how that might not be the most successful way to go about it.

“Involving employees in the entirety of the planning process serves the single-most important purpose of giving them input into the company plan. If they have a say in the plan, how could they not be on board with it? By believing they are part of the change, they are more engaged and more willing to go along with the plan, even portions of it that they may not necessarily embrace.”

The key is to empower employees with the tools, including the necessary decision-making abilities, to do their job unencumbered. Let them own their unique part of the company’s universe and be fully responsible for it.

Change should focus on groups and departments

Each specific department should be analyzed to see where it is highly functional and where it can be improved. The change should be department wide, not necessarily put on the shoulders of certain individuals. Look at the whole of the group and try to identify common themes. Are certain deadlines not being met consistently? What might be the cause of this? Are there recurring bottlenecks that are inhibiting a smooth work path? What can be done, department-wide, that might improve these workflows?

Build trust throughout the organization

Employees simply will not give their full effort and attention to a company that they do not trust. Building trust with the employee is paramount to getting the employee’s buy-in to the company’s strategic plan. Trust and respect are the building blocks upon which all good company/employee relations are built.

Trust and respect are the building blocks upon which all good company/employee relations are built.

Building trust should not be an afterthought. Without this important component, nothing else really matters. Everything starts and ends with mutual trust.

Encourage collaboration over competition

It used to be common to create internal competitions to spur action. But for every competition, there needs to be a loser. When someone loses repetitively, they may eventually decide to stop competing. A better alternative is to create an environment of collaboration over competition.

When people work together, they all have a part in the success and no one has to lose. Of course, ensuring a smooth workflow free from bottlenecks is paramount to ensuring the success of the collaboration, but as long as safeguards are put in place, a collaborative work environment can produce higher quality work with less stress on individual employees.

Invest in education, benefits and incentives

Helping your employees become masters of their own personal universe empowers them to excel at their activities. Investing in education to help them learn the necessary skills to do their jobs to the best of their ability. On or off-site training can help improve specific skills and keeps employees current on new methods, techniques and information.

Helping your employees become masters of their own personal universe empowers them to excel at their activities.

Create the opportunity for employee feedback

Having open channels of communication is key for an organization to ensure it’s strategic plan gets carried out. Not only should employees have an unrestricted ability to give meaningful feedback, including constructive criticism, during the planning stages, but they should also have the ability to openly communicate all along the way should unforeseen problems arise.

This two-way communication should not be restricted to annual performance reviews or monthly one-on-one meetings. Employees should be able to voice their opinions at any time in order to ensure that operations continue to run smoothly.

Involve all members of the organization

It’s important to showcase the importance of diversity of thought, and the need for every member of the organization to participate in strategic planning sessions. The greatest ideas may not always come from the person with the most prestigious title.

It just may be the janitor that sees something that needs attention that others may miss. It may be the receptionist who talks with people on a daily basis that has the true pulse of the organization and some of its customers’ concerns. Never discount a person’s opinion simply because of their position within the company and get feedback and input from every single member of the organization.

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In Uncategorized

3 Easy Steps to Building a Solid Company Culture

It’s readily accepted that having a positive company culture provides advantages in the marketplace. If developing a company culture that attracts and retains employees is the goal, then how does a company go about making that happen? It all starts with appreciating the value a company’s employees bring to the organization.

Loyalty is a two-way street. When your employees feel that they are a part of the process, the building of the culture, and the business as a whole, they will feel they are a part of the success.

According to a recent article from blogger Nick Kasik, he states, “Loyalty is a two-way street. When your employees feel that they are a part of the process, the building of the culture, and the business as a whole, they will feel they are a part of the success… As they should. Because they are. As simplistic as that sounds, it is a radical departure of the cultures of past.”

Kasik cites three components that are integral to building a solid company culture. And, it’s hard to disagree with his assessment.

Be relevant and meaningful

Employees want their employer to understand them as human beings, having a firm grasp of what is important to them. They want a relationship where they feel as if they are a part of something meaningful, playing an important part within the organization. Treating all employees the same simply doesn’t work because different employees value different things.

Regardless if an employee values money, time, recognition, or otherwise, there is something that makes every employee tick. Think of how you feel if you take part in an event and win, and then come to find that everyone who participated got a trophy. It makes winning kind of pointless, right? The same thing holds true at work.

“If everyone gets the same bonus, pay, or treatment for different outcomes, then it’s not personal. And if it is not personal, it’s not meaningful. Companies should instead explore ways to create flexibility in their rewards programs that allows employees to apply them in ways that are personally fulfilling.”

Looking at it from a personal perspective, nothing is more valuable to me than time. Sure, I value money highly, but I understand that time is the most valuable asset in the universe. Once time runs out, the money really doesn’t mean much, does it?

For me, the way a company can appeal to me personally is by understanding how much I value time and reward me for a job well done with time off. Some people may prefer a bonus check while others may prefer to be publicly recognized in front of their peers. We are all different. I couldn’t care less if someone gets up in front of the room to tell me I did a good job, but I would be ecstatic if I could earn an extra day off here and there because I applied myself and produced quality work. That’s what is relevant to me. Companies need to think in these terms to truly make a long-lasting connection with their employees.

Appeal to the individual

I am unique. So is every other employee. Companies would be wise to get to know their employees on a personal level and find out what is truly important to each and every one of them. Then, create a unique plan for each person that helps the employee achieve what he or she strives to achieve.

Maybe one employee desires a four-day work week, while another one wants to make more money. The third employee may crave professional development in hopes of a better job title. Why can’t each employee have their own pay scale, work hours, ability to work from where they work best and under conditions that are ideal for maximum production?

Companies need to reimagine how they attract – and retain – employees by giving them what they desire, resulting in keeping them happier and more engaged.

Companies need to reimagine how they attract - and retain - employees by giving them what they desire, resulting in keeping them happier and more engaged.

Invest in fun

I’ve met a lot of people in my life and almost all of them have jobs. The funny thing is, I never met anyone who works because they want to; they work because they need to. While working may be a necessary way of life for those not born into a fortune or gifted with the ability to regularly hit a baseball 400 feet, employees will eventually lose interest if their interests don’t align with the company’s way of operating. Eventually, without alignment, employees will lose interest and look elsewhere for employment opportunities. Who wants to work at a place where they are miserable most of the time?

Kasik made another notable point when he said, “Any culture that integrates having fun as equally important as getting things done, is set up for a culture of employee productivity, engagement, and loyalty. Who would ever do anything to leave a job that they absolutely love coming to every day? Don’t just make time for fun, but invest in having fun. Make it a priority.”

Don’t just make time for fun, but invest in having fun. Make it a priority.

When work is fun, it really doesn’t feel like work at all, and that’s the difference between creating a culture that attracts versus having a culture that repels.

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In Leadership

How the Difference Generations Stack up in the Workforce [Infographic]

According to Pew Research Center data of 2017, the most recent year for which the data is available, Millennials are the most populous generation in the workforce, having surpassed Generation X’ers in 2016. The numbers will change significantly in the coming years as Baby Boomers retire and more members of Generation Z join the workforce.

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