Top three keys to a CEO’s success

The year 2023 has set records for CEO turnover, and many are not surprised. From shareholder activism to global unrest, inflation, fallout from the pandemic and the uncertain impact of AI’s infiltration into the workplace, CEOs face often impossible 24/7 challenges.

As we approach the sunset of this year and set an eye on 2024, let’s examine the advice of 20 organizational leaders who recently ascended to the top role. They give insights on what their key areas of focus will be in 2024.

The CEOs we surveyed identified three main challenges they faced during their transition into the role: gaps on the senior executive team (88%), a lack of a transformational culture (65%), and unclear strategies and key priorities (53%).

Tackling these issues requires enterprise leadership and the courage to inspire the organization to transform for the future. And according to the CEOs we surveyed, there are three keys to success for both new and veteran CEOs:

1. A CEO must prioritize a clear purpose.

“Define a clear north star, and then align the organization.” – Rania Llewellyn, CEO, Laurentian Bank of Canada

Executives who prioritize a company’s purpose and values are more likely to be effective leaders. In fact, 88% of CEOs we surveyed believe having a clear purpose and vision contributed to their success as a new CEO.  Although driving business decisions based on purpose may cost the company in the short term, a purpose-driven strategy will likely provide long-term gains—whether related to impeccable customer service or supporting ESG initiatives. As Robert Soto, CEO of Estée Lauder Mexico, told us: “A clear purpose allows you to tolerate when things are going wrong. We have the ability to build—build for the future, build for the business.”

Yet, there is another reason why connecting to a company’s purpose is integral to a CEO’s success as a leader. According to Korn Ferry research, leaders who are more connected to the organization’s purpose are more likely to be seen as authentic. With authenticity comes trust, and with trust comes loyalty from employees and customers alike.

In our interviews, we learned that CEOs who were true to themselves were better able to navigate times of uncertainty and build trust among their team. This includes authentically representing and supporting the company purpose rather than simply paying it lip service—like engaging in greenwashing or failing to meet espoused commitments to diversity and inclusion, for example. Thanks to our digitally enabled world, where information is accessible in seconds, an inauthentic leader can go viral—and in a bad way—if their words don’t match the actions of their company. During a time when attracting top talent is already a challenge, being seen as inauthentic can have irrevocable harm on the company’s and the CEO’s brand. In the words of Scott Uzzell, CEO of Converse: “Authenticity is a lifestyle, a passion, not profession….”

2. A CEO must focus on the top team.

“You can’t have a high-performing team without people owning their KPIs.”  Mark Wakeford, CEO, IndoAgri

More than half (53%) of the leaders we surveyed said having a strong senior leadership team was crucial to their effectiveness as a new CEO. And the CEOs agreed that selecting executives for their team went beyond considering ability. Leaders, they said, should be inclusive and intentional about gauging how candidates will fit the team dynamic. “I demand integrity of myself, and I value building better teams and inclusive cultures,” FuelCell Energy CEO Jason Few told us in an interview. “I think about the voices I need around the table, throughout the organization. We cannot all look alike. That’s how we get the best results.”

As we spoke with CEOs, a clear theme emerged: take the time needed to focus on the executive team. The leaders shared multiple perspectives of how best to ensure, as a CEO, that they have the right people in the right roles. When establishing a high-performing C-Suite, the executives advised, a newly appointed CEO should first have a clearly articulated and aligned strategy, and secondly, make sure their team is on board with the vision for the company. Then, they should set the right key performance indicators (KPIs) for each executive team member, which should be reviewed regularly. New CEOs should also avoid micromanaging and build trust among the team by providing the tools they need to be successful.

Korn Ferry’s research on top team alignment reinforces their advice. A high-performing top team can advance the CEO’s agenda more quickly, making the organization nimbler and more responsive to market changes.

3. A CEO must drive transformation.

“I want us to be better tomorrow than today…” Deborah Dunsire, CEO, Lundbeck

To drive a culture of transformation, leaders must create an environment that embraces change and encourages innovation at every level of the organization. We heard from executives that, as a CEO, it is important to make people comfortable telling you what is wrong, so you do not work on the wrong priorities. It is about creating a mindset where leaders and employees alike are willing to challenge the status quo and continuously look for ways to improve.

Transformational companies require enterprise leaders who, through empathy and compassion, can unite the organization behind a common purpose. Leaders who are catalysts empower their teams, their organizations, and their entire ecosystem to transform in order to maximize the organization’s full value and potential.

Transformation does not happen overnight. According to 71% of the CEOs we surveyed, it takes leaders with a strong presence and communication skills to model the values, behaviors, and practices that define how people within the organization interact, partnering with employees at all levels to inspire a culture of transformation. Other critical competencies for a successful transformation include attracting top talent (65%), embodying a strategic mindset (53%), and managing complexity (47%). The long-term result can lead to the benefits of innovation at a time when it matters most.

Effectively fostering a culture of transformation is an important KPI for CEOs to help ensure the organization remains relevant to its employees, customers and other key stakeholders —now and in the future.

As CEOs advance their companies and rise to meet their organization’s ever-changing challenges, prioritizing purpose, focusing on the top team, and driving transformation are all critical elements for achieving success. By taking a strategic and intentional approach to these areas, CEOs will create the innovative, growth-oriented and purpose-driven organizations of the future.

6 Leadership Communication missteps that can lead your company to success or failure.

Poor communication from leaders can disrupt a team’s structure and performance. Leadership communication can make or break your company. Leaders need to pay attention when communicating with their team to ensure that everyone is on the same page.

Poorly delivered messages can lead to confusion, disorganization, and a decline in overall revenues. On the other hand, effective leadership communication can create a sense of certainty and accord among staff, resulting in a more productive and profitable organization. To ensure that your communications have the desired effect, avoid making these five common mistakes.

Not communicating at all

One of the most common mistakes leaders make is failing to communicate with their team. This can take many forms, from neglecting to update employees on company changes or developments to not providing clear instructions on tasks or projects. Poor communication creates an environment of uncertainty and confusion, which can lead to decreased productivity and morale.  It can also make team members do what they think is right, instead of what the company really needs.

How to correct it: Make a point to regularly communicate with your team, whether by holding weekly meetings, sending out regular updates or simply being available to answer questions. Establishing and maintaining clear communication lines will help ensure everyone is on the same page and working towards common goals.

Communicating too much

While it is important to keep your team updated, inundating them with information can have the opposite effect of what you intended. Trying to cram too much into one update or email can overwhelm employees and make it difficult for them to process everything. This can lead to apathy or even resentment towards company communications.

How to correct it: Be concise and focused on your messages, highlighting only the most essential information. If you have a lot to communicate, consider breaking it up into smaller chunks or sending it out over a period of time. Employees will be more likely to engage with messages that are easy to digest and relevant to their needs. Make it a standard practice to ask employees how they like to be communicated with. In some instances, employees might prefer and appreciate a phone call or an in-person meeting. You do not know if you do not ask!

Being inconsistent

Another common mistake leaders make is being inconsistent with their communications. This can take the form of sending out sporadic updates, skipping team meetings, changing the expectations for projects without warning or communicating different expectations to different stakeholders regarding the same matter. This inconsistency can create confusion and frustration among employees, who may feel they can’t rely on their leader for direction.

How to correct it: Try to maintain a consistent communication schedule, whether holding weekly meetings or sending out regular updates. Let your team know in advance if there are any changes to the schedule or expectations. This will help employees feel they can count on you for consistent guidance and leadership.

Being vague in your communication

When communicating with your team, it is important to be clear and specific about what you expect. Vague messages can lead to confusion and misunderstanding, ultimately hampering productivity. For example, simply telling employees to “be more productive” will not likely result in real change. Being inclusive or respectful does not mean that you cannot be honest or direct in your communication style, but it does mean that honest, reciprocal communication should be valued on your team.

How to correct it: Be specific in your communications, giving clear instructions on what you expect from employees. If you want them to increase their productivity, give them tangible goals to work towards and a timeline for improvement. The SMART goal framework can be helpful for both managing priorities and improving the communication that supports them. This will help ensure everyone is on the same page and working towards the same objectives.

Not listening

One of the most important aspects of effective communication is listening. This means taking the time to hear what your team has to say, whether it’s feedback on a project or concerns about their work environment. Active listening shows employees that you value their input and are willing to work together to find solutions.

How to correct it: Make a point to listen carefully when employees are speaking in individual conversations and team meetings. If you are not sure you understand, ask clarifying questions. And once they’ve finished speaking, take the time to consider their input before responding. This will help ensure that you consider their needs and concerns.

Not providing context

When sending out updates or giving instructions, leaders often forget to provide context for their employees. Without this context, employees may struggle to understand the purpose of the message or how it applies to them. As a result, they may feel disengaged or even resentful.

How to correct it: Make sure to provide context for your communications, whether you are sending out an email update or giving a presentation to the team. Explain why this information is important and how it will impact employees. This will help ensure that everyone is on the same page and invested in the message you’re trying to communicate.

The mistakes above can have a serious impact on your company’s communications. However, if you catch them early and make the necessary corrections, you can avoid any potential damage. Are you making any of these mistakes in your own communication? How will you correct them and empower your team to hold you accountable for improving?

Employee Morale Crushers

Employee morale is perhaps one of the most important but most difficult things to manage. It’s critical to maintain high morale in order to increase retention, but it’s often difficult to get an accurate read on how employees feel and what is causing them to be dissatisfied.​

Most managers believe the leading reason employees leave is for more money. While compensation is a contributor, it is not the leading reason. Rather, a large number of employees leave due to: decreased employee morale, lack of respect from management, lack of employee development, and feeling disconnected from overall company priorities and objectives.

Employees want to feel like they are part of something “bigger” — that their individual role has a broad impact to the business. This applies regardless of job function.  While “local” relationships are critical to everyday morale, their feeling of being connected to the company as a whole is what drives them to stay. It’s more important than ever to nurture the relationship between employees and their direct managers as well as senior leadership, to communicate frequently but with focus, and to make sure employees have clear development plans that establish expectations as well as draws clear lines to business objectives.

Below are the top 10 employee​​ morale crushers as provided by the HR ​ Advisor.​​

1. Managers that treat employees poorly. Poor management is often cited as a cause of morale issues, and it can take many forms. One example is a manager who acts as though an employee is lucky to even have a job, rather than respecting the employee and his or her work.
2. Moving the goalpost. Employees will be understandably frustrated if their goals are continually changing—especially if this happens before the first goal can be accomplished or if the new goals contradict the old ones, making the previous work obsolete.
3. Unclear expectations. Similar to the item above, it’s discouraging to not know what you’re working toward. If the goals are not clear and employees don’t know what role they’re meant to play, they will get frustrated. This is especially true if they’re being judged by a set of criteria, yet don’t know what those criteria are. Employees should be given frequent feedback to know where they stand and what is expected of them.
4. Lack of communication. When employees feel like they’re kept in the dark, it creates resentment and presents opportunities for rumors to run wild. Communication is important all the time and is critical at times of extreme change. The ability to communicate up the chain of command is also crucial for employees to feel heard, and feeling like their opinions matter is highly important to employees’ sense of engagement.
5. Not feeling recognized for hard work. While not every employee will respond to the same types of recognition, most do desire to have their efforts recognized in some capacity. Not only does it confirm that the employee is meeting and exceeding expectations, but it also gives a sense of accomplishment and pride in the work.
6. ​No clear employee development plan. When an employee is hired, often he or she has a long-term vision for what roles they will take on next. When the company and an employee are on the same page, clear employee development plans will be in place and the employee will likely take on new roles over time. But when there is no development plan, there’s a high risk that employees will feel dissatisfied and unable to work to their full potential in the role they’re in. They’re likely to start looking for another organization to get new opportunities. Employees need to see a clear line of how they will progress their career and achieve their goals.
7. Lack of trust to complete the work. This often manifests as micromanagement or an environment in which an employee does not feel he or she has any leeway. Many employees would prefer to do their job to the best of their abilities and make appropriate judgment calls without having their actions called into question at every turn. On the other side of the coin, employees also need to feel free to ask questions without having negative repercussions. They should be able to ask for help and receive it without being perceived as unable to complete the work.
8. An unreasonable workload. While most employees understand that workloads can fluctuate, requiring an employee to keep up with an unreasonable workload for too long is a recipe for burnout and resentment. This is an especially common problem for employers that downsized during the recession and simply expected employees to take on more work—especially if that didn’t come with any recognition.
9. Inappropriate compensation levels. Surprisingly, compensation does not factor as high as some may guess when it comes to morale levels, but it needs to be reasonable, and it needs to reflect the quality of work and responsibility level of the employee. When low wages are coupled with any other item on this list, they will be much more of an issue to contend with, as inadequate compensation tends to compound other frustrations.
10. High turnover rates. When an employer has high turnover, it puts undue stress on the entire organization—remaining employees have to pick up the slack. Additionally, if the turnover comes from employees being let go frequently, remaining employees can lose confidence in their job security.

7 skills that are essential for leaders in 2023

The year 2022 was a challenging year with the lingering effects of the pandemic and related disruptions, inflation, changing work environments, digital transformation, political turmoil, and much more. Leading people in an era of constant disruption and ever-increasing uncertainty is a tough job. And in order to thrive in 2023, it’s essential to adapt our leadership strategies and capabilities. While business-centered leadership and associated competencies will always be essential, human-centered leadership skills are quickly becoming the topmost requirement to succeed today. The new year poses a new set of leadership challenges and demands more relevant people skills to stay ahead in the game. What are the key leadership trends and essential leadership skills set to rule 2023?

1) Self-Awareness and Growth Mindset – Leaders in this new world of work must have the skill of self-awareness: The ability to honestly evaluate, recognize, and regulate their own beliefs, patterns, and actions; and discern the impact of these patterns on others.

2) Empathy and Compassion for Others – Empathy is the capacity to feel what another person is experiencing, and compassion is the desire to help ease their pain, sending is the sensitivity to assess and detect feelings and emotions that are not expressed but can be felt. Building great leaders for the future of work Awareness-based, human-centered leadership skills are the abilities your leaders, teams and organization need to bring out new levels of connection, engagement, and performance. “We can’t solve problems by using the same kind of thinking we used when we created them” — Albert Einstein

3) Humility + Humanity – While humility is not the first or even the third trait that comes to mind when thinking of successful business leaders, it anchors conscious leaders’ ability to rise above one’s own needs in order to better serve others.

4) Transparency +Truth – Truth is the state of being true or honest. Transparency is the practice of sharing truth. Top-level modeling of truth and transparency is essential to have a culture that reflects these values. The payoff is higher commitment and productivity.

5) Resilience + Emotional Intelligence – Resilience is the ability to bounce back after setbacks and emotional intelligence is the ability to regulate one’s emotions as well as assess others’ emotions.

6) Purpose – When we leverage individual purpose and tie it to a team or organizational purpose, it serves as a north star that can generate higher engagement, improved morale, and collaboration.

7) Servant Leadership – Servant Leadership was coined by Robert K. Greenleaf in The Servant as Leader – An essay that he first published in 1970. Servant leaders share power with their people, put the needs of employees first, help people develop and perform, and exist to serve them. There you have it! 7 skills to cultivate as a leader for greater impact and relevance in these times.

Employees are people, not assets

I can’t even begin to count the number of business owners and CEO’s who have told me that their people are their organization’s greatest asset. They are very proud when making the statement.

I truly wish this statement was true. I wish when you watched those business leaders in action you saw that philosophy in their words and actions. That you saw people being cared for, nurtured, and developed. That’s what you should do for people. Sadly, most of those business leaders really do treat their people as just another asset. 

People are not assets. They are people, real life honest to goodness, human beings. 

Back in 2010, I had dinner with a former colleague. He was the CEO of a major software company. He was one that often told me that the organization’s people were their greatest asset. He tried to hire me, telling me each time what a positive impact I could have on their people. 

Unfortunately, the company was formulating a plan to lay off a significant number of employees and he seemed genuinely troubled by the idea. He said I was an excellent human resources executive and in times like these he really needed that expertise.  I asked if he had considered every alternative to laying people off. He said he thought so. 

I said, “so you’ve eliminated executive perks like company cars, significant meal allowances, fitness club memberships, and similar perks. His answer contradicted his “people are our greatest asset” statement. He said those things had indeed been considered but were rejected. He said it didn’t make sense to disrupt the lives of the executive team to save “maybe 10 or 20 jobs.” I’ll bet it would have made sense to the people losing their jobs. 

Businesses are predicted to face significant headwinds in 2023. My advice to many business leaders would be to dial back the “people are our greatest asset” line. Because when push comes to shove those assets may be the first thing you decide to do without. That’s not a great look. 

Of course, there may be a chance that your organization is one of the many (thankfully) that still chooses to behave as if your people truly matter more than anything else. Your actions match your words. Not only do your people hear that they matter, but they also feel it. 

You lead your people rather than manage them. You invest in them. You develop them. You provide them with the best job security of all. You grow them into people who will always be in demand, even if circumstances prevent them from remaining a member of your team. 

As an Authentic Leader you know that words matter. You know that thoughts matter. You know that if you think of your people as an asset, like your building, a computer, or inventory, then that’s how they will be treated. Your thoughts and words shape your actions. That’s how it works for everyone. 

So, you see people for what they are. Human beings. That makes a difference in every decision you make. It means that when things get tough, you’ll ditch the executive fleet of cars and drive your family Ford.

It means that when you get to the last resort of having to separate with some of your people it will truly be a last resort. Because you know that you don’t actually run a company, you lead people and they run the company. 

Leadership development in a post-pandemic world.

Important traits to consider when assessing leaders

For many leaders, the pandemic has been a trial by fire. New challenges have put the strengths and weaknesses of their leadership style under the spotlight. It’s no secret that the working world has changed drastically in the last year and a half. The pandemic has forced leaders and employees to adapt to new ways of working, often stepping outside of their comfort zone.

For better or worse, a lot of the changes are here to stay. What started for many as two weeks out of the office turned into a completely virtual work environment. Now, with offices reopening, leaders at all levels will need to adapt to a new hybrid workplace model.

To thrive in the future, leaders need to face new challenges head-on. To do that, they will need support. As businesses recover, leadership development needs to be prioritized. Leadership assessments are one of the most valuable tools in the development toolbox. Companies will need to rethink what they are assessing and explore new ways to build up their leaders for success. Here are five traits you should consider when assessing leaders in the post-pandemic world.

Focus on Empathy

Empathetic leadership is more important than ever. Leaders who are focused on supporting and empathizing with their employees can form better connections and understand the needs of their team. This means they are more likely to have engaged teams, making it easier to retain talent.

The pandemic had a huge impact on workplaces around the globe. We are now seeing a turnover tsunami. Part of the reason for this is employee burnout. Uncertainty, transitioning to new ways of working, and changing expectations all factor into burnout. Proactive, empathetic leadership can make all the difference in ensuring that employees want to stay with your company. When assessing leadership, measure emotional intelligence. Look at their ability to listen actively, understand employee needs and engage in an empathetic way.

Adaptability and Flexibility Are Vital

The way we work has changed and leaders need to be able to adapt quickly. The sudden move to remote work was jarring for many organizations. This is especially true for companies with a strong in-office culture.

A lot of the changes came with new technology as many companies’ digital transformation strategies kicked into high-gear last year. The ability to adapt to new technologies is important, but it’s only one piece of the puzzle. Leaders also need to adapt and be flexible with the needs of their employees.

As of December 2020, 71 percent of employees that could do their jobs remotely were choosing to work from home. More than half of those employees would like to continue to work from home post-pandemic. As more workplaces move to a hybrid model, leaders need to balance the needs of employees with performance. There is no one size fits all solution here. Evaluate leaders and potential leaders for their ability to navigate change. Assess whether employees feel empowered to do their work in the way that makes them most successful.

Developing Trust

When planning leadership development, measuring employee trust in leadership is a key metric for success. Leaders and employees both thrive in high-trust environments. Employees need to know that leadership has their back. Leaders need to know that their employees are doing great work and driving results.

During the pandemic, leaders likely struggled with trust during the shift to remote work. In many cases, that trust was rewarded as productivity increased by 47 percent in 2020, per a report by Prodoscore. As a leadership trait, trust is critical to employees feeling empowered and being able to do their best work.

Identify Potential for Success

It’s important to know what your company needs and who is best suited to meet those needs. Knowing who can successfully lead in your company and setting them up for success is crucial. When succession planning, companies need to evaluate who will drive the company culture. They also need to determine who has the potential to lead at a higher level.

Tools like a 9-box performance matrix are useful when assessing candidates for leadership positions. Often, you’ll need to determine who does their best work as an individual contributor, and who can be further developed. Know what works in your company and give your best candidates the coaching, tools and training to be even better.

Less Reactive, More Proactive

The pandemic put a lot of organizations on their back foot. Nobody knew what to expect, or how long the pandemic would last. Many businesses had to react quickly to keep everything running. Collectively, we all learned the value of thinking pragmatically and proactively.

Leadership assessment, development, and succession planning need to be proactive. It’s no longer about what and who you need right now, today. Businesses need to evaluate how their priorities are shifting and who can help them meet their goals in years to come. When looking at leadership candidates and evaluating current leaders, determine if they are forward thinkers. Find out if their vision of the future matches the business’s long-term outlook.

Managing Stress Through Chaos

Perhaps every leader around the world has dealt with a huge amount of stress in 2020. And 2021 has not brought any relief thus far. Even those companies who are thriving during the pandemic had a different kind of stress.

I found that leaders who took the time to think through their actions and get feedback from other stakeholders did much better than those who did not.  Yes, we have to cut costs and make tough decisions, but the way you go about it can make a big difference.  A big difference to your company, your employees, and your customers.

Sometimes in the midst of a situation we do not realize how stressful it is.  We need to be more self-aware and acknowledge that this situation is different, more complex, and perhaps with higher stakes than normal.

Once you know that your situation is more stressful than normal, it is important to remember that denial is not a good strategy. Simply saying we will be fine will not work.  You do not have to be super-hero.  It is ok to acknowledge that you are stressed and that it is having an impact.  In fact, when you can name and acknowledge the stress you are feeling you are taking a positive step in dealing with it. Additionally, your recognition of the stress will help you lead by example – your denial could lead to the team’s denial as well.

You know how you respond when stressed. You can make that list, and please do.  Whether you get agitated more easily, talk too quickly, yell too often, or become reclusive, know your “signs”.  When you see yourself acting in those ways more frequently take that as a sign that you need to apply some approaches to reduce your stress. If you have a trusted advisor who can point these behaviors out to you, please ask for their help.

Decision making is an important part of our leadership role – and something that is often impacted by our stress level. Once you know you are feeling the stress of a situation, consider the following:

• Am I involving the right people in and getting the right perspectives on my decisions? Often in stressful times people make quick decisions and do not benefit from the insights of others.
• Is this the right decision? Stop and take a deep breath (which will help with your stress to start with), and look at your decision again – have you considered the right factors, and will this decision be successful?

Don’t stop after your decision is made and your action taken.  Keep the team involved and communicate as much as you can with your employees.  Now is not the time to stay in your office.  If you have remote workers, keep them informed.  Allow for questions.  In the end your entire company will benefit from the way you handled an extremely stressful time.

Silent Forces that influence your decision making

Good leadership is about good decision-making. Processes upon processes have been developed to help leaders make decisions, yet we often fail to consider the silent forces that influence decision-making.

This post identifies three hidden forces, offering a self-awareness exercise and an action to improve decision-making.

Identity

A leader’s identity is entwined intricately with their decision-making. When an employee is promoted to a leadership position, yet still identifies with being an employee, that leader will struggle to make decisions, course-correct and initiate difficult conversations.

For example, some leaders identify with being nice more than they identify with being a leader. As a result, patterns such appeasing and avoiding are developed to cope with conflict. While these issues may be partly skills-related, the core issue is identity. We will not and cannot make decisions outside of our own identity.

Self-awareness: Describe yourself by starting each sentence with the statement “I am.” For example, “I am impatient,” “I am dependable” and “I am a perfectionist” might be the first three ways you identify.

Next, look at how these definitions serve you or inhibit your leadership. If you identify with being an impatient perfectionist, chances are you micromanage, believe no one else can get it right and are not as approachable as you need to be. The point is that your self-identity manifests itself in leadership behavior and results.

Action: Pick an area where you want to shift your identity. For example, if being impatient is not working for you, start to shift your language. Instead of saying, “I’m impatient,” say instead, “I’m learning to delegate and become more present.” Or “I balance urgency, while paying attention to what’s important and relevant.”

This will start to elevate your awareness so you can change your automatic programming to become more intentional with your leadership behaviors.

Intention

To paraphrase author, Gary Zukav, “If you don’t know your intention before an interaction you will know it afterwards.” Your intention is like a goal with a soul.

Intention is about not only the final outcome but the journey. For example, if you need to have a difficult conversation, start by examining your real intention. The two primary questions you need to ask are:

1. What do you want to accomplish by having the conversation?
2. How do you want the other person to feel afterwards?

Do you really want to help the employee, or are you just “documenting” the conversation so that you can legally terminate employment? Do you really want to improve the employee’s performance, or are you using your conversation as a match point to prove your power?

Self-awareness: Think about one or two interactions where you got sidetracked or surprised. Describe a conversation where you reacted (and felt justified) then later had regrets. What would you have done differently if you had been thinking more logically? Perhaps you should have spoken up sooner, or you should have researched to confirm or deny assumptions.

Action: Before any difficult conversation, write down your end result. Then write down how and why you want to help the person involved. Do not act until your motives are pure.

Once your “energy” is cleaned up, articulate your intention at the start of the conversation. It should sound something like this: “My intention for our conversation is to help you get up to speed on your client calls, and to understand what barriers might be in your way.”

Emotion

Decision-making happens from the logical brain, the pre-frontal cortex, but emotions can hijack your decision-making. The human brain has limited resources available for self-control. The key is knowing how to interpret emotions rather than having emotions guide decision-making.

For example, anger is not telling you that you are right, and the other person is wrong. Most likely, anger means an expectation has not been met, or a boundary has been crossed. Anger is not the truth, but it is the fuel to get you there. 

Self-awareness: Make a mental list of a recent conversation that went south. Work backwards and remember what emotions you had before the conversation. Notice the themes and patterns. You will probably find some unprocessed emotions. Or you may find that you avoid conversations and need to speak up sooner.

Action: The next time you feel strong emotion, breathe, and take a pause. Buy time if you find yourself in a situation with a high-conflict person where you feel the strong urge to fight, flight or freeze. Get a meeting with the other person on the calendar so that you have time to get a plan in place. Talk with a coach or counselor if you need a thought partner to gain clarity.

Companies’ and workers’ priorities have changed during the coronavirus pandemic.

HR experts expect employers and employees to experience a new work world initially, and perhaps long term, rather than business as usual once the Coronavirus pandemic ends.

Not only will organizations need to consider measures to ensure the health and safety of their returning workforces—phased-in returns to the workplace and physical distancing, for instance—they also may encounter greater employee demand for flexible hours, remote-work arrangements and generous paid sick leave as part of the new normal.

I think we’re walking into a completely different world with a different set of rules.

Reopening May Start and Then Stop

Business leaders told President Donald Trump, who recently announced phased-in, less-restrictive social distancing guidelines, that they want to see extensive testing and more available personal protective equipment before allowing people to go back to work.

Large swaths of the U.S. economy remain fully or partially shut down or are operating remotely as the country struggles to contain the virus, which has claimed more than 30,000 lives domestically. At the same time, employers are starting to think about moves they might take to re-establish a regular work life, including rotating schedules, virus screening, cleaning and providing protective equipment.

I could see that return drag on for six months plus, at least. The return will come in phases, and I think there will be a real examination about what needs to return and when.

Forecasters expect the outbreak and restrictions to mitigate them to persist for months or longer, with potential subsequent waves of waning and resurgence, until a vaccine or effective treatment becomes widely available.

Workers’ Priorities Have Changed

When employees return to the workplace, HR consultants predict that many will have shifted priorities after a long stretch of remote work and sheltering in place with their families.

I think that people are going to not only demand more flexibility, but they’re going to have a proven business case for it.

Employers hurting financially after the shutdown might find that keeping employees working from home can help cut costs.  As this goes on it’s going to be a blueprint … of how businesses might operate in the future.

Schedules and Work Areas Shift

Some of the issues HR may face once employees start coming back to the office, include the possibility that some workers won’t be comfortable taking public transportation or being in the office.

New policies will have to be created related to remote work, commuting and workspace etc.

Mercer, which has been talking to clients and surveying employers around the world, has started to hear about rotating schedules, splitting teams and staggering the workforce so companies don’t concentrate workers in one place.

Longer term, there’s going to be a lot more questioning around where to work and the hours of working.

Pay Practices Change, Too

Meanwhile, retailers, fast-food companies, manufacturers and other employers unaccustomed to having workers exposed to serious illness may need to provide hazard or premium pay during the high-risk period, and some are already are doing so.

The return phase can be complex, with schools and day cares closed and children at home, employees may need more paid-sick and family leave.

“I think more time with family at home is going to change the dynamic about the role that work plays in [an employee’s] life,” she said.

Time to Create Policies and Guidelines

Automotive-seating manufacturer Lear Corp. recently published the “Safe Work Playbook,” a guide for safe practices at work during the pandemic, including steps for cleaning and disinfecting equipment, staggering shifts and lunch breaks, setting up a pandemic response team, establishing onsite health screening, and creating protocols for isolating employees who come to work sick.

The 51-page guidebook, which includes information based on recommendations from the World Health Organization and the Centers for Disease Control and Prevention, aims to help organizations navigate the new normal, said Lear President and CEO Ray Scott. “This has been a difficult time for everyone, and re-establishing a workplace where employees feel comfortable performing their jobs safely is a multifaceted challenge.”

 

How Nice Leaders Can Destroy Your Company

In my business I see this a lot, people in leadership positions who’s desire to be liked overrides their ability to be competent leaders. Although the boss-employee relationship is of critical importance, when relationships become misaligned with organizational goals, team problems shortly follow. A pattern that’s easy to miss: A faltering team that belongs to a likeable leader.

Overly “nice” leaders often create unintended and unnecessary team drama because their overriding priority is to be liked and to avoid conflict.  There are three styles that nice leaders often use to unintentionally create team drama.

The Best friend

New leaders often have not developed the leadership identity they need to set boundaries, initiate difficult conversations and separate their feelings from the facts of their job. They often thrive at first during the honey-moon period when everyone gets along, but falter when reality sets in. Reality begins when Jane complains about Tom. The best friend leader is more invested in making sure no one gets their feelings hurt than giving honest feedback and guidance. Instead of coaching Jane and Tom to work out their differences, the best friend listens, offers explanations and short-term tactics to create harmony. If push comes to shove, the best friend leader takes sides to protect his own turf, thus creating trust violations.

Here is a list of some best-friend behaviors to look out for:

• Gossiping with employees about other employees
• Avoiding difficult conversations
• Being inauthentic about the real problems
• Blaming upper management for decisions
• Listening to hear-say

The best friend leader cares more about being liked and making employees feel good than he/she does about aligning with the mission of the organization.

The hero

The hero  is the boss who loves to help. The hero does well at first with a new team that lacks skills or confidence. The problem is that heroes never seem to shove the baby birds out of the nest. These leaders create unhealthy codependence and do not understand the difference between helping and rescuing. Helping is teaching a man to fish, while rescuing is giving the man a fish — over and over. 

The hero leader has certain qualities that can be identified:

• Inability to ask for what he/she wants
• Taking credit instead of giving credit
• An addictive desire to fix everyone else’s problems
• The open door has become a revolving door
• Overly dependent employees

When a leader tells you he/she has had to compensate for a brilliant yet somewhat incompetent employee, don’t look at the employee as incompetent, but instead to look at the leader as one who needs to be the hero. The reason the incompetence exists is because it has been allowed in the first place. There is always a secondary gain the hero gets from other people’s incompetency.

The hands-off leader

It sounds great at first to hear that the leader is “hands-off.”  You’ll hear statements like, “I trust everyone to do their job,” “I provide a lot of autonomy,” “I’m a “hands-off delegator,” or “I’m always here if people need me, otherwise I just stay out of their way.” This method works until it doesn’t. If the team is having trouble don’t look first at team dynamics, look to see if there’s a hands-off leader who is avoiding. Look for signs of a hands-off philosophy when you find complaints that have not been addressed, or if team squabbles and turf wars are hampering productivity.

Some signs of hands-off leadership include:

• Brushing complaints under the carpet
• Changing the structure before talking to the individuals
• Failure to assist lower-level leaders when problems occur
• Not seeing the drama until it has gotten out of control
• Inability to see the role leaders play in the team’s drama

Sometimes a hands-off leader helps create autonomy and more responsibility and sometimes “Hands off” translates to disengaged leader. Use wisdom to discern that distinction.

The paradox of likability is this: The very qualities that makes a leader likeable can also become the obstacle to growth and the root cause of costly mistakes. When you notice team drama, the natural response is to look at personalities, but when you dig deeper you find a hidden root: A leader that is simply too nice. While likeability can be an advantage, the disadvantage of unbalanced likeability is unintended team-drama and lowered productivity.