With more and more people quitting, leaders need to find new ways to keep employees on board. One under-recognised way to encourage retention is to support employees in pursuing their passions outside of work. First and foremost, that means giving them the flexibility to define their work hours and clear permission to do so. You might even give employees dedicated time off, like sabbaticals, to further explore their outside interests. Then lead by example. Share your passions and explain how they re-energise you to do your best. Encourage employees to share their interests with each other as well. You might set up weekly or monthly meetings with the expressed purpose of talking about projects, growth, and learning outside of work, so that colleagues can get a glimpse into each other’s full lives.
Month: August 2024
Remote work is here to stay. And with this shift comes the need for managers and leaders to practice virtual mentorship. Building an effective relationship with a mentee when you’re not in the same location takes extra care. Here’s how. First, focus on trust. Of course, trust is foundational to any developmental relationship and requires even greater intentionality in virtual mediums. Talk about how to make the virtual relationship a safe space for both of you, including agreeing on confidentiality in terms of what will and will not be recorded or shared, and deliver on any promises you make. Your mentee can’t drop by your office to remind you about an introduction you’d offered to make, so earn their trust by following through without being prompted. Also, clarify boundaries and the rules of engagement. In addition to deciding the frequency of communication (which may be different than if you were meeting in person), discuss your preferred mediums for communication. You might opt for a mix of synchronous options such as video-based platforms, internal mentoring systems, and phone calls, as well as asynchronous ones, such as email, messaging, and social media platforms such as LinkedIn. Finally, when possible, collaborate with your mentee. Opportunities to work together on projects won’t be as apparent in the remote environment so seek them out. This will give you a chance to coach your mentee and see their strengths and weaknesses in practice.
Words matter, and, unfortunately, the modern-day professional vocabulary is littered with exclusionary terms. To create a truly inclusive culture, take a hard look at how people in your company are using language. For example, make sure recruiters and hiring managers pay careful attention to language they use when drafting job descriptions so they’re not inadvertently deterring candidates of color, women, people with disabilities, or older job candidates. Terms like “hacker” or “ninja” are not only hard for many people to identify with, they’re also unnecessary because you can use alternatives like “programmer” or “software engineer” that are neutral and more widely understood. You might also generate a list of words and phrases that are forbidden in product development, marketing, and external communications. These might include terms like “the elderly,” “man-hours,” “crazy,” among others. It can also be helpful to create a company guide to inclusive language. This can outline practical, accessible tips and tools that can be put into immediate action — and it shouldn’t be a static manual. Make sure you also allow for input and co-creation across the organiaation.
Learning to make good decisions, without hesitation and procrastination, is a skill that can set you apart from your peers. How can you stop vacillating on tricky choices, especially under pressure? Here are the steps to take when faced with making a tough call. Start by considering many different viewpoints. This doesn’t mean you should seek out everyone’s opinion. Instead, identify the right people with the relevant expertise and give them a chance to clearly articulate their views. Often, these will be colleagues who are closest to the action and implications of the decision in question. Make sure you’re focused on addressing the root cause of a problem — not just the symptoms. If your decision doesn’t get to the heart of the matter, the problem is likely to repeat itself. Also, incorporate a consideration of both the short-term and long-term risks into your decision-making process. It’s tempting to make a call based on what’s going to get you immediate results, but that rarely unlocks the most value.
No one has time for a bad meeting. So be sure you’re not wasting people’s time, including your own, by making each meeting purposeful, inclusive (of the people who actually need to be there), and participatory. Start by inviting people to contribute to the agenda beforehand. This will increase everyone’s buy-in. Then, explain why the meeting matters before you dive into the agenda. For example, you might say, “I’d like this meeting to move us closer to a hiring decision,” or, “We have an important call to make related to next week’s product launch.” Next, divvy up roles. Whose responsibility is it to challenge ideas that are raised? Who’s the final decision-maker? Who’s the notetaker? Who’s the timekeeper? And, remember, as the leader, all eyes are on you. Set the right tone by verbally recognizing valuable ideas, keeping the scope of the meeting focused, and sustaining positivity in the face of conflicts or discussions on difficult topics. Your team will follow suit.
Business travel isn’t nearly as straightforward as it once was. In addition to packing efficiently, adjusting to time zone changes, and modifying your meeting schedule, you also need to stay on top of travel restrictions in the places you’re visiting. It makes sense to be thoughtful in how you transition back into this more complicated world of work travel. First, evaluate the benefit. Of course, there are still upsides in terms of connecting with people, negotiating deals, and building team camaraderie in person, but think carefully about where you believe travel would add the greatest value. For example, do you really need to fly to the other side of the country for that conference? If meeting face-to-face would be beneficial, think about whether it may make more sense for your colleagues or client to come to you if there are drastic differences in restrictions or risk levels. And pace yourself as much as possible. Start with small, short-distance trips, and then see how you feel. It’s also a good idea to give yourself more margin than you used to. For example, schedule your flight for the night before an important meeting, rather than taking an early morning flight, in case of last-minute cancellations. If there’s one thing we’ve learned in the past two years, it’s that things don’t always go according to plan and can change quickly.
When things are uncertain, it’s easy to lose hope. But allowing yourself to sink into a funk can affect you professionally and personally. To build and sustain optimism, envision a plausible, positive future. First, write out what you are currently imagining about the future and the emotions these images provoke. Describe exactly what you are anticipating (for example, “still working from my bedroom next year”) instead of generalities (like “working from home”). Specific images, not general ideas, have the greatest impact on our internal state. Second, imagine things have gone well for you over the next two years and write a letter to yourself from that future. Describe your life. What is going on in your work world? Personal life? The key question is: “Where will I be if things have gone well for me?” Crucially, it needs to feel optimistic but realistic. Third, stand in that future. Vividly imagine yourself in the future you’ve described. Imagine the conversations you’re having with people around you. Imagine your sensory experiences. This thought exercise will help you clarify what exactly to hope for — the first step toward actually realising that life for yourself.
If your team has experienced a lot of turnover in the past two years, you might be left leading two distinct camps of employees: the old guard and new arrivals. How can you integrate your new employees in a way that reduces this kind of fracturing? Start by focusing on and investing in onboarding early — especially if your new employees are starting remotely. A robust process should cover at least six to nine months to help people feel fully integrated and should focus on helping newcomers build relationships with colleagues who’ve been around a long time and others who are also new. Reduce resistance to new ideas. Rather than interpreting new thinking as a critique of how you’ve done things, view it as an opportunity to learn and stretch. Avoid saying things like, “We’ve tried that before, and it didn’t work” or “You don’t really understand how we do things here.” Instead, welcome new ideas and give your new hires a chance to shake things up and rack up quick wins. Show your enthusiasm and support for new ways of doing things, especially those that can help your company be more competitive. If the suggestions new leaders offer aren’t appropriate, offer suggestions for how their ideas can fit within — and push — the existing environment.