Simply Engaging

 Engaging employees is one of the many challenges for today’s managers. This has always been true but never more so than in 2021.

Here are a couple of suggestions for you to try to increase employee engagement:

• Solving all the issues facing your team at any one time can be exhausting for any manager. Ask your employees for suggestions to improve productivity or resolve a particularly tricky issue with a customer or client. Take time at each staff meeting or in one-on-one meetings with your employees to ask for their ideas. Simply put—give them a voice.

• Consider asking your employees what processes, reports, or paperwork gets in their way. You may learn that some of what you think is motivating them isn’t and is counterproductive. You certainly don’t want to be a demotivating manager. 

• Refrain from immediately rejecting ideas. Nothing will shut down new ideas quicker than being told “that won’t work” or “we’ve tried that before.” Instead, take the time to consider or even brainstorm these ideas. You might be surprised at the results.

It may take a while for them to be comfortable making suggestions, but give it time. You may solve a problem while finding a new way to energize your staff.

You’ve probably heard that people don’t leave organizations. Rather, they leave managers. Look at the people who manage or supervise others in your organization. 

• Do they listen to their employees? 
• Do they know how to counsel employees who are underperforming? 
• Are they providing coaching to their superstars? 

If the answer is no to any of these questions, the managers and employees may need professional development.

What engagement ideas work for you? We’d love to hear your best engagement ideas so send them on, and we’ll share them in future blogs. In the meantime, you can find additional information about employee engagement in The Big Book of HR which is available on Amazon  https://tinyurl.com/ya5vheak has a chapter devoted to the subject. 

Barbara Mitchell

Tackling 2020 Challenges in 2021

 

Every new year gives leaders the opportunity to reset and look forward. What did we learn last year that will shape this new year? This year the question will be: What did the pandemic teach us, and what do we need to change?

Everyone who worked in an office went home in 2020, dramatically changing how work was accomplished. Leaders collectively realized that remote workers are productive, and the nature of the workplace and the workforce can and should change. Expect 2021 to bring more flexibility: flexible space and flexible schedules. Forget occasional telecommuting. Some fashion of remote work is here to stay.

Eliminating specific geographic places as absolute workplaces removes a barrier to talent acquisition. With location no longer a hindering factor, workers may choose to relocate elsewhere. For organizations, removing specific geographic places, much wider and diverse talent pools become available. Of course, this opens challenges in employee compensation. Should salaries be cut if employees choose to move to, or are recruited from, less expensive places? Do we provide remote employees home office allowances since they cannot take advantage of on-site perks?

Then there are the challenges of managing a workforce that is remote, whether that means people who are never in the office, or those who are in the office on a limited basis. One example of a challenge: the pandemic experience has been a very individual one for each employee. Managers will need to sharpen their listening skills to understand the needs of each team member.

The workspace, for organizations where workers will still come together regularly or occasionally, will also undergo change. A greater emphasis will be on health and safety: sanitation stations, social distancing, and personal protective equipment. Expect to see a reduced use of common areas, such as kitchens (yes, no more smelly leftovers in the communal fridge) and recreational areas, if they continue to exist at all. One thing the pandemic taught everyone is the importance of mental health, and organizations will likely assign this a greater priority. Other likely operational changes are reductions in business travel and more virtual meetings and conferences. 

If there was any winner in 2020, it was technology. Everyone struggled to learn collaborative tools and how to be effective over video platforms. Many workers struggled with unstable Internet connections, and these networks were, at times, overloaded. One challenge for leaders will be reskilling the workforce so they can work effectively with new technology. Another is managing the privacy of workers in their homes. During work-from-home pandemic restrictions, the constraints of household space and responsibilities were often in full view of coworkers. Finally, reimagining where and how work is performed requires that all workers, such as field and service workers, customer service, or general staff, have access to the technology they need.

The 2020 pandemic also brought to light many issues we face as a society—issues that impact organizations. These include the need for income stability, paid sick leave, and paid family leave, and access to affordable child care. All of these issues can’t be addressed in one newsletter or blog, but we can address them throughout the year. As we all embark on 2021, we would love to hear about the challenges your organizations are facing. 

Cornelia and Barbara

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 

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.”

What Do Top Workplaces Look Like?

Best workplace contests and surveys extend beyond Great Place to Work’s “World’s Best Workplaces.” Local surveys of workplaces likely take place in cities and states around the country, and New Mexico is no exception. The Albuquerque Journal partners with Energage of Philadelphia, PA to conduct an annual survey of top workplaces in the state. This year’s survey, which closed just before the first case of COVID-19 was reported in New Mexico, offers a unique insight from employee’s perspective. What makes an organization stand out in the eyes of its employees? No surprise to our readers – it’s being appreciated, challenged, coached, and invested in by their employer. These are qualities in an organization’s culture that management has to build authentically and deliberately. They are qualities that differentiate an organization. 

Doug Claffey, Founder of Energage, reported in a May 11, 2020 article in the Albuquerque Journal that “Energage has surveyed more than 20 million employees across 60,000 organizations over the past 14 years. We’ve learned that one of the things that matters most to employees — what truly motivates them — is feeling appreciated.” In the New Mexico survey, appreciation ranked only second to confidence in the direction that the organization was headed. 

Don’t be surprised to learn that appreciation far outranks pay, especially if you’re a manager. Claffey said pay is low on the list – and this has been trending for years. He suggests showing appreciation in the same way we do – offering a simple Thank You. “The simplest and sometimes the most effective form of appreciation is giving positive feedback or praise. “Thank you for your effort” or “You’re doing a really good job” goes a long way, whether delivered in person, electronically, or in a handwritten note.” As we say in The Manager’s Answer Book on page 91, a simple thank you may be all the recognition your employees need, and it’s cost effective as well.

There’s another point that Claffey makes that echoes our advice. “Managers are most familiar with their employees’ roles. Employees like to know their manager understands and values their contributions.” In The Manager’s Answer Book we talk about the importance of motivating employees. On page 89, we say, “Today’s workforce needs to know their work matters, so spend time with each staffer to educate them on the value their work brings to the organization.”

Recruitment and retention have important issues in organizations, and they are going to continue to be important. Employees and applicants will continue to look at the organization’s values and whether or not it demonstrates open-mindedness and innovation, their own ability to do meaningful work and make a contribution, and their own ability to develop and grow. Being a top workplace is more than how you rank in a survey. It’s how your organization’s culture and its climate impact your employees and your broader community.

No April Fools Here

“Did you ask them, Jason, if they know why they have two ears and one mouth? It’s because they’re supposed to spend more time listening than talking,” said Ellen Cooper.

Jason Edison was delighting the networking group with a tale about intervening with a client who had two teams that couldn’t communicate with each other.  So they decided to form a committee of four people, two from each team, to try to solve the problem. Things went downhill from there. When Jason joined the committee’s first meeting, everyone was talking over each other and him. 

“First I had to whistle to get their attention. Then explain I’m a coach, not a referee,” he said. “Once I got control, I laid down some ground rules. No interruptions, especially when someone’s talking. Respect all viewpoints. Listen with an open mind.”

That’s the thing about conflict.  Often the people involved get embroiled in their emotions.  They don’t see issues clearly.  That’s where a third-party facilitator can move the conversation forward.  And Jason is a terrific facilitator, so I asked him what happened next. 

“I had each team appoint a spokesperson, then gave the first one a chance to state her team’s concern. Then I asked the other team’s spokesperson, ‘What did you hear her say?’ This allowed the receiver to summarize what was said from his viewpoint and gave the initial speaker the opportunity to confirm or clarify what she said.  Then, I reversed the process and the second spokesperson stated his team’s concern followed by summary and clarification. Before long we had a list of issues written down.”

“Now what?” said Ellen. “How are you going to resolve their concerns, Jason?”

“That’s the thing, I’m not. It’s their problem to solve. Someone said he liked the ground rules I set and asked if they’d work if both teams were brought together.”

“Sounds like they want to brainstorm, Jason,” I said.

“Exactly,” he said, explaining that the committee members will take the list of issues back to their respective teams. Once the teams review them, the committee will convene a meeting of both teams, communicating ground rules in advance and asking for agreement. 

• No interruptions.  
• Everyone should contribute an option to resolve the conflict, and all options are encouraged.
• Listen with an open mind. No criticizing.
• All options are written down. Nothing is discounted or ignored.
• Options will be evaluated at a separate meeting.

“The committee members asked me to facilitate the brainstorming session, which I agreed to do, provided everyone agreed to the ground rules. If all goes well, I’ll also facilitate the second meeting when they evaluate options. I’ll let you know what happens next month.” 

This discussion reminded the group of essential elements of managing conflict.  The parties involved 1) have to own it and have to solve the problem; 2) should create multiple options for resolution is important; and 3) separate the process of creating options and evaluating them. It was really timely, too, since April is Workplace Conflict Awareness Month.

Maryanne Robertson 

P. S. Who is Maryanne Robertson and why is she writing this post? If you missed our January newsletter, you can find out more about Maryanne at

http://makingpeoplematter.blogspot.com/2020/01/meet-maryanne-robertson.html.

National Ask a Stupid Question Day

Now I know for sure that there is day for everything!  Who knew there’s a National Ask a Stupid Question Day?  It’s celebrated on September 28 or, if that date is a weekend like in 2019, it is officially on the last Friday of September.

Ask A Stupid Question Day was created by teachers in the 1980’s to get kids to ask more questions in school. It started in the United States, but is now celebrated in lots of other countries including India and Britain.

I have to admit that this day might have been started by those who taught me in Cleveland Heights, Ohio. As a student, I thought that it was better not to ask questions for fear of sounding stupid—and I hate the word stupid.  Now I know that was not a good learning strategy!

These days, I love asking questions, and I really love answering them.  As you may know, Cornelia Gamlem and I co-authored The Manager’s Answer Book in 2018. The tag line of that book is “Powerful Tools to Build Trust and Teams, Maximize Your Impact and Influence, and Respond to Challenges.”

In our book, we respond to questions around these topics:

• You’re a new manager, now what?
• Developing your management skills
• Building and managing your team
• Creating your personal brand
• Managing up, down, and around
• Avoiding potential land mines
• Recognizing legal pitfalls

When we were working on this book and collecting questions to answer, we never considered a question too stupid to include in our book. If something is one your mind or if there is something you don’t understand, odds are many other people have the same question and they may be like me in school—not brave enough to ask it.

So, ask as many questions you want. Don’t worry about what other people think and don’t wait until September 27, 2019 to ask them. We’d love to answer more of your questions anytime you’d like to ask.

The Manager’s Answer Book, along with our other books, is available on Amazon, at Barnes & Noble, or you can order it through your local bookstore.

Namaste

“Imagine what impact this single word – Namaste – could have on the world if every day you looked each person that you passed in the eye and said in effect: I salute the Divine within you. I salute what you do best. I salute your natural gifts. I honor your uniqueness and your specialness.” Kevin Hall

This traditional Indian greeting is a gesture of respect, and respect is at the core of understanding diversity. Each of us possesses many unique characteristics that are often described as dimensions of diversity. They include obvious characteristics such as age, ethnicity, sex, mental or physical abilities, and race.  They also include other, not so obvious characteristics, such as education, military experience, religious beliefs, work experience, work and communication styles and, yes those special talents and gifts that we all possess.

At a time when we are experiencing so much divisiveness in our society, wouldn’t it be wonderful if we could all take the time to heed Kevin Hall’s advice and incorporate it into our daily routine. It may not be realistic to stop and say it out loud to everyone you pass - but take the time to mentally honor the uniqueness and special gifts of others, especially people who appear to be different from you. Listen to colleagues in meetings. Hear what they have to say. Don’t make assumptions about people around you. 

We’ve gathered a number of blogs we’ve written over the years into a new e-booklet entitled “Diversity & Discrimination”. You can find it at www.bigbookofhr.com. Feel free to download a copy. 

Namaste. 

Is Managing a Popularity Contest?

Is it possible to be a respected manager and well-liked? Yes. I don’t think these two are mutually exclusive but if you must choose one, my suggestion is choose respect!

While it is human nature to want to be liked, sometimes being a successful manager means you need to make unpopular decisions.  You must be the adult in every situation that impacts your staff and your organization.

Managers have a clear role to play. You’ve been tasked with managing a staff in order to accomplish the work to meet your organization’s mission.  Managing people involves giving clear direction and setting expectations.  Frequently, this involves resolving conflicts and having difficult conversations which may not make you win any popularity contests.

If you are hesitating to take needed action because you are afraid your staff won’t like you any more, you really need to consider if you’re cut out to be a manager. Some people aren’t and do much better as individual contributors. But, if you want to succeed as a manager, focus on being the best manager you can even if that means you may not be always beloved by your staff.  

What you really want is your team to respect you as their leader because they know the actions you take are in the best interests of the organization and in the best interest for them as individuals.

Focus your attention on helping your staff members meet their goals. Set reasonable expectations and hold people accountable for their commitment.  This also means you need to keep your commitments so that your team knows they can count on you to support them in achieving their full potential.

If you build their trust, support them in their personal development, and reward them for their accomplishments, they will, most likely, respect you.  And, respect is something that you really, really want from your team. If you have their respect, whether they “like” you or not will not matter and you will be successful!

Helping Employees Deal with Workplace Stress Tips From The Manager’s Answer Book

Managers in our fast-paced business environment face many challenges but none perhaps greater than how to help employees deal with ever changing priorities and the stress it can cause.  Many people don’t respond well when, just as they’ve started a big project, they’re told that that work is being discontinued or put on hold and now they have to switch to a whole new set of deliverables.

Manager’s Tips:  We address that topic in our latest book—The Manager’s Answer Book.  The question is” This organization moves quickly and priorities shift frequently. This puts a lot of stress on our teams. As a manager, what can I do to mitigate stress for my team?”

Here’s some of the answer:  “I am so glad you recognize that the work environment can be highly stressful to your team—and to you as well. In addition, there’s the reality that your employees are trying to balance work needs with family and life needs. You’re probably not going to be able to change the fast pace of change in your organization, so what can you do?”

• Encourage your employees to take breaks during the day. Even a minute of deep breathing can reduce stress and anxiety.
• Exercise is an important factor in reducing stress. Stretch breaks can work wonders, as can short works outside. Fresh air can be invigorating.
• Be as flexible as possible about time off so that employees can take care of issues in their personal lives. It will give them peace of mind.

For more ideas on how to help your staff deal with stress, see page 84 of The Manager’s Answer Book.

Will You Take Returns?

 

Many organizations are finding the competition for new hires to be challenging at best so why not consider bringing former employees who left in good standing?  These are sometimes referred to boomerang employees and are typically people who left  you to pursue a job they thought was perfect—but maybe it didn’t work that way so they might be willing to return.

The good news is you know the quality of their work and they know your culture.  They will return having had new experiences and hopefully, new ideas but before you go after former employees, you will want to give this some serious thought and consider:

• How will your current employees react to a former employee returning? 
• How will the returning employee react to perhaps having to report to someone who was a peer (or even a direct report) before they resigned?
• Will you grant them their original hire date for benefits purposes? If yes, is this fair to people who’ve stayed with you?
• How will you bring the returning employees up to speed on changes you’ve made since they left? Caution: they may think everything stayed the same as before.

Re-hiring former good employees might be part of your overall recruiting strategy so you may want to give it a try.  In today’s highly competitive war for talent, you want to be sure you are casting a wide net for new hires. Some other sources might include using social media including 

Twitter and LinkedIn as well as networking and your own career page on your organization’s website.   And we have more information about recruiting former employees on page 62 of The Big Book of HR.  

Don’t overlook a highly cost effective source—a well crafted employee referral program which we will discuss in future blogs.

Big Sky – Big Ideas

“There’s so much sky here,” my friend exclaimed.  “No more than where you live,” I answered.  “The difference is that you can see more of it in the west.”  Where I live now – with wide open spaces and the ability to see over 100 miles from my backyard – is much different from where I used to live – where he still lives – with trees obscuring your line of site and blocking the ability to see as much of the sky or distances as far as I now can.  

Here in New Mexico the topography is different than the topography in Virginia.  The first time I lived here I used to say that I’d never seen the horizon on land – just at the beach where the water met the sky.  That probably wasn’t true, but I marveled at how wherever I looked, I could see the sky touching the earth.  This new horizon – or view of it – gave me a different perspective.

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. 

What do you do to expand your perspective? How do you break free from your routine and environment in order to find your creative self?  Some people crave solitude and serenity, others the bustle of big cities. The fact is, you can find energy and creativity in different places and situations – you just have to expand your perspective!

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. One way you can encourage that is to have tech-free zones within the workplace, or tech-free times such as no emails or texting at certain times, days, over weekends, or on vacation.  Insist that your team members take the time to clear their minds and broaden their individual perspective.  

You can read more about innovation on page 98 of The Manager’s Answer Book.  And remember “What you imagine you create.”

Successful On-Boarding Programs: Tips From The Manager’s Answer Book

Somewhere along the way you’ve probably heard that “you never second chance to make a first impression.”  This is certainly true when it comes to on-boarding you new staff members. So, take the time to do it right the first time because a well-crafted and well-executed on-boarding process is the first step toward engaging and retaining your new hires. 

You spend a lot of time and money you spend on hiring great new people. You want them to know they made the right decision to join you and to be productive as quickly as possible.

On-boarding starts as soon as the candidate accepts the job offer.  Continue to communicate with new hires during the time before they start. Send them benefits information so they can make good decisions. Include them on press releases or any other events your organization has—even before they start.  Send important information they need to make their first day an easy one including arrival time on day one, where to park or what commuting options are available, whom to ask for when they arrive, and a schedule of the day’s activities.  

Manager’s Tips:  In our book, The Manager’s Answer Book, we pose the question: “When I was hired, my on-boarding session was focused on administrative issues and it took me a long time to learn about the culture. I want to do a better job for my team.”

Part of the answer is: “Be ready for a new employee’s first day. Have their workspace ready with all of the tools and equipment to do their job. Managers should spend as much time as possible with a new hire on their first. day. Take the new hire to lunch. Share the organization’s history, vision, values, and mission.”

“The on-boarding process doesn’t end on the first day or the first week. Build in checkpoints at 30, 60, and 90 day.”

For lots more great tips on a successful on-boarding process where you make that good first impression you know is important, see page 82 of The Manager’s Answer Book.

Who are your followers?

We’re not talking here about your followers on Instagram or Twitter – not that we don't understand how critical it is to have lots of followers on social media, especially if you want to promote ideas, products, or services.  Just observe how people brag about how many followers they have online to know followers matter. We’re talking about who is following you as a leader. 

While having followers on social media is important, business leaders are nothing without followers within their organizations, and to be a successful leader you will need more than a few followers. Some organizations don't value being a good follower – they think everyone should aspire to be a leader. But when you look at what makes an organization successful, it is a combination of a strong leader who sets the vision and the people who carry out the vision – in other words, the followers!

Hard as it is for some of us to understand, not everyone wants to be a leader. Some people don't want the responsibility or the visibility that comes from leadership while others may want to gain additional experience before taking on the role of a leader.  Keep in mind that everyone has different abilities, interests, and talents – even followers!

However, being a good follower doesn't mean you always are in the shadow of the leader, and in today's ever changing work environment, someone who is a leader today on a specific project may be a follower on the next challenge  your organization faces. Savvy organizations don't get hung up on titles or hierarchy when putting work teams together – they configure the team to maximize the talents of the members!

Good followers are not people who blindly implement any idea a leader shares. One of their main roles is to help leaders be more effective while remaining true to their own beliefs and values. A good follower asks good questions, carries out assigned work in a timely and accurate manner, and partners with the leader to maximize the success of whatever challenge they have been assigned. Here are some qualities of a good follower:

• Keeps leader informed
• Gives the benefit of the doubt to the leader
• Is honest  with the leader and provides feedback 
• Supports even unpopular decisions
• Trusts the leader 
• Takes initiative to solve problems

In 2019, we hope you'll pay some attention to the followers in your organization. Recognize their contributions and provide opportunities for them to develop their skills and abilities. While some of them may have leadership potential, remember all leaders need followers so don't overlook your very own followers!

Barbara & Cornelia

Managing Up, Down & Around: A Tip From The Manager’s Answer Book

Someone asked us the following question recently: In The Manager’s Answer Book you talk about managing up, down and around. I understand managing down is managing your team. What do managing up and managing around mean and do you have any advice on how managers can do this?  

Manager’s Tip:  Managing up refers to understanding your boss’s position, goals and responsibilities and working to help your manager achieve those goals. Observe your manager and get to know her so you understand her priorities, her communication style, and what she values personally and professionally. Understand the role she sees you taking in the department and then set out to perform your job in the most efficient and effective manner so you can contribute to the department’s success. 

Managing around or across the organization means understanding the organization and how it works – how information flows, what other functions and departments do and how your team can support them  Managing across requires political savvy and this is where curiosity comes in. Don’t be afraid to ask questions and build collaborative relationships outside your own department. Managing across is the ability to influence others, especially the actions of others, when you don’t have any organizational authority over them. Finally, managing around means understanding and honoring the processes and policies that other departments have in place. They exist for a reason.

You can read more in The Manager’s Answer Book. Section Five is devoted to “Managing Up, Down and Around” the organization, and the discussion starts on page 135.  The Manager’s Answer Book, is available from Amazon -- https://tinyurl.com/y8umaqpz - Barnes & Noble or your local independent bookstore.

Setting the Stage for 2019

Auld Lang Syne. I’m not trying to rush the end of the year, but before we know it, we’ll be sipping champagne, toasting the arrival of 2019, and making New Year’s resolutions. Not so fast!  Before you announce or commit to changes in the new year, take some time to think and reflect on not just what, but why.

I was talking with a small business owner recently.  She told me she’s planning to increase her firm’s involvement in several social media platforms. When I asked her why, she explained that the firm is planning to introduce a new service line sometime during 2019.  It’s still in the development stage and the full implementation may not happen until the third quarter. However, she recognizes that while she has a solid client base that can take advantage of these new services, she wants to extend her reach and attract new organizations as well. Strengthening the firm’s social media presence will establish them as influencers in their industry. So they are going to launch targeted outreach campaigns to get in front of people and organizations with whom they want to engage. 

Listening to her explanation, I realized that she’d given a great deal of thought to her plan. She understood: 

• What was going to change (adding a new service)
• When the change was going to happen (third quarter 2019)
• What she wanted to accomplish (grow her client base)
• How she was going to accomplish it (targeted social media campaigns)

What does this have to do with New Year’s resolutions?  Everything!  Think about why you make them—other than wanting to shed some bad habits, which is a noble intention. As you think about 2019, ask yourself:

• What went well in 2018, and how can I build on that?
• How can it be better?
• What new beginnings or challenges will 2019 bring?
• What could or should change to meet those challenges?
• How will I go about making those changes?

As you prepare for the year ahead, also give some thought to shedding those things that are redundant – like the report that the department has always prepared (no one knows why anymore) but is never read! What about ways of doing things that are no longer effective?  How could you use the time that was spent preparing that report to accomplish something new that will have greater impact?

Put some deliberate thought into the resolutions and changes you want to make in 2019 in both your professional and personal lives. It’s a great time to break some old habits. Don’t be the person who lets life and change happen to you. Take charge, and make life and change happen for you!

We wish you a very happy holiday season and send you all good wishes for a wonderful 2019!

Cornelia & Barbara  

December Dilemma: Year-End Rewards

Back in the working days of yore during the industrial era, employers often gifted a ham or turkey to each of their employees at the end of the holiday season. It was considered a standard “Christmas” bonus – a way to thank the employees and their families.  In fact, I remember receiving a turkey when I worked in a restaurant during college.  My mother was thrilled.  Personally, I could have used cash to put gas in my car.   

If you want to do something for your staff this December, keep in mind the ideal bonus expresses gratitude, so make it meaningful and appropriate for your particular workforce. While you'll never be able to please everyone, know your workforce and what they value. Cash alone could be welcomed, but some practical suggestions in lieu of or in addition to cash could be:

• Gift cards – one employer gave employees gift cards to a local grocery chain. Other examples could be movie tickets, gas cards, or Amazon/American Express gift cards which can be used to purchase a large variety of items.
• Time off – one employer gave employees an afternoon off for holiday shopping, to take care of other holiday related errands, or to spend however they wish if they don’t celebrate any year-end holidays.

Don’t be afraid to get creative, but it you do, consider varying the nature of the bonus from year to year to keep an element of surprise for the employees. For example, one year give movie tickets, the next a grocery card. This helps you avoid setting a precedent or expectations, especially if cash is involved.

Don’t overlook some of the pitfalls of year-end rewards – this is where knowing your staff is priceless.  Give careful thought to what you do in order to avoid unintended consequences. For example:

• Don’t forget about employees in remote locations.  The employer mentioned above who gave the gift cards to a local grocery chain failed to do anything for employees working in other locations. It created a great deal of ill-will which could have been avoided. 
• Be careful with tangible gifts – people have different tastes and at the year-end holiday season, they could be overwhelmed with an abundance of stuff.
• Don’t give the bonus any holiday label – stress that it’s a year-end bonus. This works especially well if the end of the fiscal year coincides with the end of the calendar year. 

Year-end bonuses can be a powerful way to boost morale and strengthen employee engagement. Let employees know that you are providing this “2018 year-end bonus” because we want our employees to share in the organization’s success. And if you can, let them go home early!