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 

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

Gratitude and Reflection

Labyrinths—those meandering paths, often unicursal, with a singular path leading to a center. Dating back 4,000 years or more, labyrinths are used symbolically, as a walking meditation, a choreographed dance, or a site of rituals and ceremonies, among other things. Labyrinths are tools for personal, psychological and spiritual transformation, which can invoke mindfulness and a state of personal contemplation. They can also be wonderful tools for community building or team building.

I recently learned that there are more than 100 labyrinths in New Mexico, where I now reside. They are in churchyards, school playgrounds, public parks and private retreats throughout the state. I know there is one in a churchyard not far from where I live. And I’ve walked one at Ghost Ranch in Abiquiu, NM.  There are several in the Washington DC metro area where Barbara lives as well.

It’s probably no accident that I came across this information about labyrinths this month in New Mexico Magazine.  November is a month for reflection and gratitude—time to pay homage to the people and things that are important. And New Mexico is such a restful and contemplative place. 

Consider what’s been accomplished in your organization this year and take time to celebrate those successes.  Give thanks to the people who made those successes happen.  Reflect on your own organizations culture—its traditions and celebrations.  It’s a perfect time to review the past, and learn some lessons from past experiences before looking to the future and the year ahead.

Barbara and I have a lot to be grateful for this year. We’ve had some wonderful opportunities to talk about our books and are very grateful to all of our readers who support us.  We’ve had wonderful feedback from our beta readers for our upcoming book which is on track to be published during 2020. We’re grateful to them for being part of our journey. 

You don’t necessarily have to walk a labyrinth to reflect on the past year, but if you want more information about them, including the location of one near you, contact the Labyrinth Society (https://labyrinthsociety.org).  If you decide to experience one, step into it with purpose while you pray, recite a mantra or walk in silence as you reflect. No matter what you do, take some time during this month of gratitude to consider all the things that grace your life.  

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!