We Will Get Through This

When Covid-19 hit us last March, I sure didn’t imagine that we’d still be fighting an extremely complicated pandemic at the end of the year. But here we are, and despite all the good news of multiple vaccines, we now know there is still a long road back to what might be called “normal”. And most likely some of the changes we’ve made this year will now become the “new normal.”

Hard as it is, we have to admit that we can’t manage the way we used to. Alternatively, maybe it’s time to stop trying so hard to make things fit the old definition of what it meant to manage others.  A recent post on FastCompany.com had some good advice. If you didn’t see it, here are some nuggets that should make any manager’s job a little easier.

Gather information from your staff.  Ask what would work for them. Leaders used to make the decisions then tell people when the decision was final. But now we are all operating in the dark, so ask for input. Think about various situations. An employee whose kids are self-sufficient teens can work from home during what used to be called “work hours”. Conversely, a single parent with young children who has to monitor on-line school would be grateful if they could alter their hours to work later in the evening when the kids are in bed. Flexibility is a concept we all need to embrace. The phrase one size does not fit all has never been more appropriate, and FastCompany.com reports that employees who feel heard are 4.6 times more likely to feel empowered and successful. There are positive outcomes of being flexible.

Share what you know with your teams. Be as open as you can be with your staff members. With so much uncertainty, any bit of solid news can make a big difference. One important example, if you are still working remotely, keep people informed about your plans to return to the office. Some organizations have said they will be fully remote until the end of first quarter 2021. If you have yet to make a decision, be sure there are no surprises such as announcing on Friday that effective Monday, everyone is expected in the office.  A good practice is to let people know that they will receive at least six weeks’ notice before asking them to return to the workplace. There are a lot of moving parts to something that sounds as simple as no longer working remotely. Remember the chaos when everyone was suddenly sent home.

Recently we posted a blog on building trust. We reminded our readers that showing vulnerability is a great way to build trust. So, let your employees see that you are human and be there for them to the best of your ability. 

A final note on 2020, we are grateful for you and wish you a happy 2021. And remember, we will get through this.

Barbara & Cornelia 

Just Breathe

As we near the end of what has been an exceedingly difficult year in so many ways, one word keeps flashing in my brain—breathe. No doubt we all know that we must breathe to stay alive. We do it unconsciously. But 2020 has given the word new meaning.

Covid-19 impacts our lungs, and the sickest patients are placed on their stomachs to help them breathe—which seems counter intuitive but obviously works. As the months rolled on and the pandemic worsened, I was extremely grateful for the ability to take a deep breath anytime I want when so many other people can’t. 

Then there was the murder of George Floyd. We all watched in horror while he cried out that he couldn’t breathe. It was heart breaking and Americans of every race took to the streets to protest.

The good news that resulted, however, is we are having conversations about race which is encouraging. We’re not going to let this moment pass when so many of us have been awakened to what needs to change in our country so that we truly live up to these powerful words from our Declaration of Independence: “We hold these truths to be self-evident that all men are created equal…” 

We just completed a highly partisan election and are moving to a new administration. Lots of people seemed to be holding their breath as returns slowly came in and a decision was finally announced. Some people are now able to take a deep breath and move forward where others aren’t ready to do so yet.

Over the past few weeks, we’ve been able to take heart in the news of highly effective vaccines that should be available soon. This is such great news and brings us hope. Yes, this good news should help us breathe a bit better, but we still need to wash our hands, wear our masks, and stay at least six feet apart when we’re around others.

As the end of 2020 approaches, remember those who lost a loved one this year.  Be grateful that you can breathe.  And let’s keep working toward “a more perfect union” which we know our beloved United States of America can and will be again.

Barbara Mitchell

Year-End Gratitude

If there were ever a year that we are grateful to see end, it’s 2020. Yes, it started with some bright promise that quickly faded as COVID-19 invaded and took control. Let’s not focus on the dark side, however. Despite the cloud that’s hung over us, there are some things for which to be grateful.

Change was thrust upon us, and organizations learned that remote working can be successful. Once we do emerge from this pandemic, the workplace will change. Hybrid working arrangements – some days at home, some days in the office – are likely to be the norm in many industries, ushering in a new era for work-life balance and flexibility. And job seekers will have more geographic flexibility as the realization takes hold that workers don’t have to live in the same city where the employer’s office is located. This is just the beginning. 

For us, we’ve enjoyed personal successes on the writing front, for which we are grateful. It started in February with a surprise package from our publisher containing The Manager’s Answer Book translated into simplified Chinese, and The Big Book of HR translated into Vietnamese. And while we haven’t received it yet, foreign rights were sold for The Conflict Resolution Phrase Book, which will be translated into Arabic. 

February also brought the opportunity from our publisher for a 10-year anniversary edition of The Big Book of HR. The ink was barely dry on the contract when the pandemic hit, making us totally rethink how some of the revisions will need to be addressed. But hey, who doesn’t like a challenge and the opportunity to stay busy.

A big thrill came in late May when we were notified that The Manager’s Answer Book was the winner in the career book category of the prestigious Next Generation Indie Book Awards, which our fabulous agent, Marilyn Allen, encouraged us to enter. Unfortunately, the awards ceremony, which we’re told is a magical night in the publishing industry, moved online like so many events. We watched it on Facebook Live while we were “together” on the phone. If nothing else, this year has been about innovation and creativity as we all coped with a new reality.

The writing success we are most grateful for is that last Tuesday, December 1, marked the release date and journey’s end for They Did What? Unbelievable Tales from the Workplace, which was finally published after years of work. Now we can look to 2021 for some new challenges. 

Finally, and most importantly, we recognize the many people who contributed to these successes. They include our families and friends, our readers, and our support teams who helped us get this book (and our blogs and social media) edited, finished, distributed, and promoted. We are especially grateful to them. 

Even in these trying times, take a moment to acknowledge your own personal successes and express gratitude to the people who touch your lives. We wish you a healthy and happy 2021.

Barbara and Cornelia

Journey’s End

 

Eight years ago, when we first discussed writing “the book every HR person threatens to write,” we never imagined it would be a journey. Okay, some of you are saying, “What took them so long? What about those contests to write your novel in 30 days?” Well, let’s share a bit about how this book came together and why it is coming out in 2020 and not in 2012 when it all began.

Our plan was simple, or so we thought. Interview a hundred or so (well, not that many) of our HR and business colleagues and friends. and ask them to share their zaniest stories of workplace behavior. With those stories in hand, all we would have to do is write them up just like we’d written The Big Book of HR. (“It won’t take us very long to write.”) After all, we wrote The Big Book of HR in less than six months. Once written, it would be edited and published – probably within a few months. 

It didn’t quite turn out that way. First, enter our publisher, who kept asking us for more books – three to be exact and a revised edition of The Big Book of HR. Next, we realized that gathering the stories was fun and easy, but we couldn’t tell them exactly as we heard them. We’d have to use the idea of the stories, but camouflage the details to maintain confidentiality and assure we’d have friends left when we were finished.

What to do? The answer was simple. Write a creative nonfiction book that is like historical fiction where you take a part of a story or fact and create a narrative around it. How to do it? That was our challenge.

Since the other books we’d written together were nonfiction, we had much to learn. So, we took classes, attended writer’s conferences, and listened to podcasts and webinars to learn about story arcs, writing dialogue and transitions, and creating characters. Then we created a fictional company and characters and used them to tell the stories. And don’t forget the endless reviews, rewrites, and edits – which every writer goes through. Finally, we have book that portrays the people issues that can arise in any workplace; tells stories that spotlight the world of HR leaders and how they keep things on an even keel; and provides a glimpse behind the scenes into compelling and relatable tales.

It’s time to announce that They Did What? Unbelievable Tales from the Workplace is finished. To say we are beyond excited is a vast understatement. It will be available on December 1 either directly from our publishing partner at https://store.bookbaby.com/book/they-did-what or wherever books are sold. See our website https://www.bigbookofhr.com/they-did-what for more information.

No matter your preference, ebook or physical book, there’s a copy available for you from your bookseller of choice. We hope you enjoy reading it as much as we enjoyed writing it. And positive reviews on Amazon are always appreciated.

Thanks for being on this journey with us.

Cornelia and Barbara

Celebrate Managers – Boss’s Day 2020

 

If ever there were a year where we needed an excuse to celebrate, it’s 2020. Our world has been turned upside down. We’ve all been thrown by the pandemic into work and life situations we weren’t prepared for by the pandemic.  

Last month we wrote a blog about Management by Walking Around – the concept introduced in the 1980s by Tom Peters and Robert Waterman in their book, In Search of Excellence. “How’s that working for you?” as Dr. Phil would ask. When we wrote the award-winning book, The Manager’s Answer Book, one piece of advice we offered for managing remote workers was to use technology. Let’s take a pause on that for a moment.  We’re all weary and stressed from screen time and Zoom meetings these days. If we can’t walk around (managers and employees alike), and if we’re stressed from technology overuse, maybe it’s time to return to some other old-school methods of engaging. 

I remember the year I joined the corporate HR team in a Fortune 500 company. That holiday season I was stunned to receive a holiday card from our vice president. We lived and worked on different coasts and didn’t have much daily interaction. It wasn’t the card itself that touched me; rather, it was the personal note he took the time to write. Every year thereafter I received a card with a note, as did every member of the staff.  The note was either something about a work project or a personal event that he was aware of.  All these years later, I can still remember what some of those notes said. Talk about a motivator and a real leadership quality.

A personal, hand-written note to staff members is a powerful way to keep them engaged. With texts and emails and social media, we’ve lost the art of letter writing. Time to pick it back up. Another old-school method is to simply pick up the telephone and have a one-on-one conversation. It doesn’t have to be long. Just take the time to check in, ask how someone is doing, and mention something positive about their work. 

Of course, this works both ways. Team members should recognize that their bosses are stressed these days as well. If there were ever a year bosses needed to hear how appreciated  they are, it’s 2020. Being a manager is hard work, and being a great boss is even harder. Normally, we’d advise doing something festive for Boss’s Day, which is this Friday, October 16; but remote work and social distancing take away the options of decorating offices and having team lunches. What if everyone sent cards to the boss’s home, or ordered a pizza lunch for the boss and their family? If you want to send them a gift, consider a copy of The Manager’s Answer Book for their library.  We’d be honored if you did so.

Ruth Bader Ginsburg—Role Model and Inspiration

 Like so many of us, I was saddened when I heard one of my role models had passed away on Friday, September 18 after a long battle with cancer. Somehow, even though I knew she was 87, I really believed she was timeless. She had been seriously ill several times over the past years and bounced back, but not this time. Pancreatic cancer is not something the notorious RBG could beat.

The morning following her death was a perfect day in Washington, DC—bright blue sky and temperature in the high 60’s. I love this time of year when it is warm but not humid. I decided I needed to join the crowds as the Supreme Court to honor Justice Ginsburg.

The atmosphere outside the beautiful Supreme Court building was respectful but sad. I saw countless women with their daughters. I saw lots of young women on their own or with friends. I saw fathers with their children. One young girl was riding on her dad’s shoulders holding a bouquet of yellow roses while her dad was clutching more flowers.

There were flowers just lying on the ground which bothered me at first. I’ve never understood why people take something living like a beautiful flower and just lay it down in front of a fence. I remember seeing this done was when Princess Diana was killed, and it seemed like such a waste. But, as I was standing quietly right in front of the building, a woman—a total stranger—handed me a long-stemmed white rose. 

It took me a few minutes to deal with the emotions that flooded my mind and then I leaned over and placed my rose on top of the other flowers. Tears were streaming down my face as I turned away from the crowd and started my walk back to the Metro to return home. I’m grateful to that stranger who helped me connect with what I was feeling by handing me the flower, and I am grateful to Justice Ginsburg for all she did for me and for so many others.

I read interviews with former law clerks of hers who had wonderful stories to tell. One resonated with me because as an author, I constantly struggle with using the right words and the right number of words. According to attorney Ruthanne Deutsch, she instructed her clerks when writing to, “get it right and keep it tight.” I’m putting that up on my computer as a new motto!

Ginger Anders who clerked for Justice Ginsberg said in 2004, “She didn’t tell war stories and she rarely talked about herself. She simply showed up every day and did the very best work she could.” Now that’s advice we call can take to heart.

One of the many homemade signs I saw on Saturday was a quote from the Justice that read, “I would like to be remembered as someone who used whatever talent she had to do her work to the best of her ability.”

To say, “She will be missed,” seems like such a trite way to end this memory, but it’s the truth.  Since she was all about the truth, I will stop here and just say thank you to a wonderful woman who definitely will be missed.

Management by Walking Around

 

Some of you may remember Tom Peters and Robert Waterman’s wonderful book, In Search of Excellence. If you don’t know it, I highly recommend it. It’s filled with good business practices that, while from the last century (and yes, the last Millennium), still hold up.

I was reminded of this book while on one of the many Zoom calls this week. When an applicant, responding to a question about his management philosophy, he mentioned he was a fan of managing by walking around. Simply put, MBWA, as it’s sometimes known, is getting out from behind your desk or out of your office and being seen by and talking with your employees face-to-face in their environment.

Great idea and smart managers were doing this a long time before it had a name. However, this started me thinking if and how this concept can work in our current (and maybe forever) remote environment. Today, managers may be thinking, “If I’m not seeing my employees, other than on a screen, how will I have the connection I want, a connection which used to happen when I walked around the office or spent time on the factory floor?”

I used to work for an organization where the CEO was the best at managing by walking around. Every day, and I do mean every day, he started the day by speaking personally to every employee while walking around the office. The employees loved it and were comfortable talking with him and sharing ideas and concerns. (I think some of the middle managers were less fond of this practice because he learned things they didn’t know, but that’s a subject for another blog.)

I’m thinking that in our remote world when managers don’t see people in person anymore, the only way they can have that personal, one on one connection is to call each one and have a chat. I know this is time consuming, and I’m not suggesting it is something to do every day.  However, maybe it’s a practice that might create that all important connection we crave in our remote world.

What do you think?

Sharpen the Saw

 

Life for the last six months has been anything but normal. So much of what is happening around us is negative and frightening. However, there is one positive thing. It has provided me with time to renew my acquaintance with some of the classic business books, including The Seven Habits of Highly Effective People by Stephen R. Covey.

While this book was first published in 1989 and has sold over 25 million copies worldwide, the concepts Covey writes about hold true today.  Over the next few months, we plan to blog about the seven habits from Covey’s book and to get started, we’re actually beginning with number seven—Sharpen the Saw. The reason for starting with the last one will be obvious when we consider what our lives are like in this time of a pandemic, heightened racial tensions, and a highly divisive presidential election in 2020.

Habit 7 is all about self-renewal. Covey talks about “preserving and enhancing your greatest asset, yourself, by renewing the physical, spiritual, mental, and social/emotional dimensions of your nature.”

Self-care is now what used to be referred to as self-renewal. Self-care is described as a conscious act people take to promote their own physical, mental, and emotional health. Sounds like what Stephen Covey wrote about over 30 years ago. Especially now, self-care is critical to managing stress. Unfortunately, even though we know it’s important, many of us still see self-care or self-renewal as a luxury rather than a priority.

How are you doing at Sharpening the Saw? 

• A healthy diet and regular exercise are necessary to take care of our physical health. But have you thought about how important sleep is to your physical health?  

• This time of quarantine has reminded us of the need for social interaction. Have you found ways to stay in touch with friends and family—even when we can’t be together in person?

• How are you nurturing your spirit? Maybe it is religion or meditation or whatever works for you, but don’t overlook this important part of self-care.

Covey tied self-renewal to something that highly effective people made a habit of doing. This is a good time to think about how you Sharpen the Saw.

Trust, Transparency, and Vulnerability

 

Sometimes, people link trust to transparency as if they are either interchangeable or one is dependent on the other. I do believe a successful leader must be trusted by their followers and that a leader should be as transparent as humanly possible -- especially when so much of our work is being done remotely.

We know that trust isn't something a leader can demand or even build. Trust must be earned. Trust is earned when we demonstrate competence, reliability, honesty, and kindness. According to Rachel Botsman, an academic and author at Oxford University, "trust is earned in the smallest moments, not through heroic deeds or highly visible acts."

We also know that employees always seem to want to know more than they probably need to or should know. And if you say you are being transparent and then legitimately hold back information the staff thinks should be shared, will their level of trust be diminished? Maybe yes, and then what?

Here's a thought. What if we didn't link transparency to trust but instead coupled it with vulnerability? How might that help leaders earn trust?

Patrick Lencioni, author of The Five Dysfunctions of a Team, says that strong leaders are the ones who aren't afraid to show vulnerability -- especially when they admit they don't have all the answers. When we show vulnerability to our employees and it is authentic, we're going a long way toward earning the trust of our teams. A vulnerable leader can inspire greatness and engender trust.

Showing vulnerability can also encourage questions that might lead to workplace solutions. When the leader acknowledges they don't have all the answers, it encourages others to share their ideas and maybe even share their own vulnerability. 

Other ways to build trust are:

• Live your values every day
• Listen more than you talk
• Get to know your employees and trust them to make good decisions
• Operate in a way that encourages openness and transparency
• Treat everyone with respect
• Show your employees that you value them as individuals -- not just for their work
• Communicate often
• Set clear expectations and hold people accountable

Be transparent when you can, trust your team, and let them see your "not so perfect" side from time to time, and odds are you will earn the trust of your staff. 

Imagination & Creativity - A Tip From The Manager’s Answer Book

Did you ever think about what gives you a different perspective?  Is it a new setting, or situation, or circumstance? Did you ever hear people say that they’re most creative when they are not at work? There’s something about stepping out of your usual routine and environment that allows new ideas to flood our brains.  When you expand your perspective, you expand your horizons as well. 

In 2020, we’ve found ourselves in new and different situations and circumstances. These days people are not at their usual place of work, but are still working, and working amidst distractions and interruptions. Enough to stifle anyone’s creativity, but it’s certainly bringing a new perspective to the way we do things. To paraphrase the title of a Tony Schwartz book, the way we used to work isn’t working anymore. 

Manager’s Tip:  During these difficult times, don’t lose your perspective. Opportunities can grow out of chaos and crisis. Potential can be unlocked creating positive and lasting change for your organization. It’s the time for new ideas and energy, for taking action, and for putting people first. You just have to expand your perspective. One silver lining I see from this pandemic, it will retire, forever, that tired phrase we’ve always done it that way!

As leaders in your organization, you recognize that creativity and innovation are critical – whether it’s developing new products or services or just finding improved ways of doing things.  You want nurture that innovative self inside each and every employee. You

need to start by letting your employees know that you are open to new ideas and suggestions and that you value their creativity. However, recognize that in these times, idea generation is going to take more time and effort. Be patient. Let the process be organic. 

You can read more about imagination and creativity on page 98 of The Manager’s Answer Book a proud 2020 Winner of the Next Generation Indie Book Award. The Manager’s Answer Book is available from Amazon -- https://tinyurl.com/y8umaqpz - Barnes & Noble or your local independent bookstore.

And remember “What you imagine you create.”

A Tip From The Manager’s Answer Book: Your Management Brand

 

As a manager, all eyes are on you.  You bring knowledge, skill and experience to the job. Managing in our current environment is and will continue to be different. As work gradually moves back into offices, managers will have to manage differently and trust their employees. Now more than ever before, the quality of output and results must be the focus of performance measurement, rather than the number of activities or amount of time spent at work stations, in order to sustain productivity, avoid burnout and produce results. 

Successful managers have to show they are not only competent in their area of expertise, but they have to show they are credible, agile, and empathic.  So how do you do that, and why is it important.  

Manager’s Tip:  You do it by creating your personal brand. Your brand is how you present yourself – how you communicate, act and interact with others. As a manager, you are representing the organization – whether interacting inside or outside – so you always want to be mindful of how your actions uphold the organization’s positive culture.  There are critical traits that illustrate a positive personal brand. Clearly at the top of the list are ethics and integrity – being true to your values and principles. You demonstrate this by making decisions that don’t contradict your values, seeking out people with common values and respecting the people around you. Trustworthiness is a close second to integrity.  You show other people that they can trust you by maintaining confidences, exercising discretion and avoiding rumors and gossip.  Listen to your staff and be as transparent as you possibly can. Be fair and consistent with your staff and admit when you are wrong.  And finally courage – having the confidence and integrity when you see something is wrong or not moving in the right direction to say something. Confront wrongdoing no matter where it’s occurring. Step up and do the right thing. Finally, courageous leaders not only speak out and take an opposing point of view, they also advocate for ideas and positions that may not appear to be popular.

You can read more in The Manager’s Answer Book a proud 2020 Winner of the Next Generation Indie Book Award.  Section Four is devoted to creating your personal brand.  Ethics and integrity is discussed on page 111, courage on page 113 and trustworthiness on page 120. The Manager’s Answer Book, is available from Amazon -- https://tinyurl.com/y8umaqpz - Barnes & Noble or your local independent bookstore.

Judge a Book by its Cover

Yes, that’s right. Ignore the old adage that you can’t do so.

Book covers have been consuming our time recently as we move along in our self-publishing process for our up-coming book, They Did What? Unbelievable Tales from the Workplace. There is so much to consider: artwork, font type, color. Will the thumbnail image stand out online? At one of the first Writer’s Digest conferences we attended, we heard a presentation by a designer who said you wanted to keep one word in mind, crap, and keep it in mind for a good reason. 

CRAP is an acronym for C=Contrast; R=Repetition; A=Alignment; and P=Proximity. These are all important elements of book cover design, in addition to the others we mentioned. It was at that point—over seven years ago—that we vowed to each other that when (not if) we finished and self-published what we thought would be our next book, we would definitely turn to the professionals and abandon any DIY thoughts.

Does the advice of don’t judge a book by its cover apply to people in the context of making first impressions? Perhaps, but let me share a recent experience.  

Since the spring of 2020, living and working from home has been a reality for all of us. Is working in pajamas, sweats, t-shirts and, shorts effective? You’ll have to judge that for yourself. Recently, I was getting ready for a day where I had two calls scheduled. The first an informal Zoom meetup with friends, and the second, an interview for a podcast on the Go To Meeting platform. I put on a nice, but plain, turquoise top and realized that some jewelry, which I’ve hardly been wearing lately, would dress it up. This was accompanied by, yes, a pair of shorts.

When I got on the Go To Meeting platform, I realized there were both audio and video components.  Although only the audio would be recorded, while I was talking to the host during the interview, I could see myself on camera. It gave the experience a more personal touch. The addition of the jewelry, I realized, gave me a more professional look and put me in the right mindset for the interview. I was judging myself by my own appearance, positive and professional. 

In these times, sometimes the little things, like a different shirt or the addition of accessories (other than a mask) can make the world of difference in how you feel about yourself. It’s an individual experience. For me, on that particular Friday, I can say that I didn’t look nor feel like, well, CRAP.

P. S. In the coming weeks, we should have a book cover for They Did What? Unbelievable Tales from the Workplace to share. 

A Tip From The Manager’s Answer Book: Beyond People Management

I was once asked during a radio interview: When I think of being a manager, I think of managing people. Can you comment on other things a manager deals with, managers, and/or has to understand?

Wow. This takes on a whole different dimension in 2020. As a result of the COVID-19 pandemic, systemic change was thrust upon us without notice, and without the benefit of planning. The future of the workplace became the present overnight. Managers are finding they have more of a role in managing technology with the proliferation of virtual meetings and use of collaboration tools. They have to create, manage, and implement new processes. They also have to manage change – the challenges both they and their staff are struggling with as they work from home. 

Manager’s Tip: Depending on your organization, you may be called on to manage a special project or program from time to time. This may involve bringing together a team of people from different departments – people for whom you have no direct authority over – to work on a new initiative. This is where your influencing skills are helpful. You are also responsible for managing resources in your organization. You may have to manage materials if you are manufacturing a product. Most managers have a budget and have to manage financial resources. If your organization has proprietary assets – information or products – that must be protected you and your staff must follow procedures to keep the intellectual property safe. And you may find yourself managing customers and outside business partners. The key to managing service providers is to set clear expectations and hold them accountable – just as you would your internal partners and employees. Likely there are contracts in place with these providers, so become acquainted with the terms and conditions of those contracts. 

You can read more about managing budgets, projects, and resources in Section 1 of The Manager’s Answer Book starting on page 15. The Manager’s Answer Book is a proud 2020 Winner of the Next Generation Indie Book Award. It’s available from Amazon -- https://tinyurl.com/y8umaqpz - Barnes & Noble or your local independent bookstore.

A Tip from The Manager’s Answer Book: Mentoring and Millennials

Remember when we thought that mentors had to be older people with many years of experience? Well, those days are over. A better definition of a mentor is “anyone who has knowledge you don’t have.” This new take on mentoring is playing out in organizations today as Millennials mentor Baby Boomers in how to get the most out of technology as often as Boomers mentor Millennials in how to survive office politics!

If this pandemic has shown us anything, it’s that we can learn a lot from the Millennials.  We’ve a younger colleague who had worked to get her organization up and running on Microsoft Teams—well before the pandemic hit. Her efforts were resisted at first, but lauded when the rest of the management team realized that the transition to working from home was seamless. The new normal that we’re facing isn’t necessarily hard, it’s just different, and we’ve got to adjust to the differences.  This is where the Millennials can help. They can show us how to use new tools and upgrade our technology and skills if we’re willing to listen and expand our point of view. 

Mentoring is the classic win/win situation. The mentee gains knowledge they didn’t have, and the mentor has the satisfaction that comes from doing something to benefit another. Those who are challenged by the new technology will come to realize that it’s taking business to the next level and it’s Millennials who are driving that path forward. Take them seriously and learn from them.

Manager’s Tip: If you want more ideas on mentoring, The Manager’s Answer Book answers this question: “I’ve had wonderful people during my career who served as mentors and helped me get to the management level. I’d like to start a formal mentoring program and have the support of senior management to do so. Can you give me some ideas on how to get started?”

“Answer: Good for you to want to ‘pay it forward’ and encourage mentoring in your organization. Mentoring is an excellent tool to develop staff that doesn’t cost much (or any) money but it can pay huge dividends for the individual and your organization, including your ability to hire talent employees. Smart job applicants ask if they might have a mentor to help them be productive if they join your organization. Other benefits of mentoring programs include the development of cross-organizational connections as people mentor employees from other departments and build channels of communication—often between people who might not have otherwise worked together.”

For more information on designing a formal mentoring program or selecting a mentor go to page 138 of The Manager’s Answer Book, a proud 2020 Winner of the Next Generation Indie Book Award. It’s available from Amazon -- https://tinyurl.com/y8umaqpz - Barnes & Noble or your local independent bookstore.  

Lifelong Learning – An Evergreen Concept - A Tip from The Manager’s Answer Book

“Lifelong learning is fundamental to building strong communities, companies, and economies.” This is a quote from a Harvard Business Review article published in its May-June 2018 issue entitled Why Lifelong Learning Matters More than Ever. In 2018, we could not have foreseen the circumstances under which we’d be managing in just two short years.

The article discusses how life long learning can go a long way toward helping us solve the skills shortage. There are more and more learning possibilities available to our employees, and during the pandemic we currently find ourselves in, everyone is having to get up to speed on technology and doing things virtually. That includes learning. People have been using their time in isolation to brush up on numerous learning opportunities. We’re all learning how to be more effective in virtual meetings. With webinars becoming more frequent events, there’s an opportunity to learn how to be an efficient presenter and an active participant.  

Manager’s Tip:  Life-long learning is a critical issue which we discuss in The Manager’s Answer Book:

Question: “I want to encourage my employees to continue to learn and grow. What can I do to help them see the importance of continuous learning?”

Answer: “Share what you’re learning with your staff. You can do this in a staff meeting by taking a few minutes to share a book, article, or other resource you’ve found to be helpful. If your employees seem receptive, it is a great idea to ask everyone to read a particular article or watch a specific video and then discuss it when you next meet. This is an easy way to get your employees interested in expanding their knowledge or skill base.”

There are so many ways to learn using available technologies, including:

• Webcasts
• Podcasts
• YouTube
• Online articles
• Audio books
• TED Talks

For more on this subject, see page 99 of The Manager’s Answer Book, available from Amazon -- https://tinyurl.com/y8umaqpz - Barnes & Noble or your local independent bookstore.

Finally, a shoutout to Next Generation Indie Book Awards. The Manager’s Answer Book is a proud 2020 Winner in their Career Book category.  The staff did an excellent job of conducting a virtual awards ceremony last month on Facebook Live. A learning opportunity for them.