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If you had to describe the purpose of your business in one sentence, could you do it? That’s the challenge posed by Daniel Pink’s* brilliant one-minute exercise. He believes that a lot can be revealed by asking employees about the purpose of their organization.

To do this, pass out index cards and ask everyone to write about the organization’s purpose in one sentence. The results can be eye-opening.

I’ll let Pink explain more about the process.

Daniel Pink company mission

https://www.danpink.com/pinkcast/pinkcast-2-6-how-a-simple-index-card-can-surface-your-organizations-purpose/

*Pink is the author of #1 New York Times bestsellers Drive and To Sell is Human. He publishes an informative business-related video every other week on The Pinkcast.

 

MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS®DISCOVERY LICENSED PRACTITIONER, FOUNDER OF UXL, AND CO-FOUNDER OF THE TAG TEAM. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. YOU CAN VISIT HER WEBSITE AT WWW.YOUEXCELNOW.COM

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Next week, I am going to address how Millennials can demonstrate their loyalty and prove themselves to their company. To lead up to that topic, I wanted to revisit a past blog post from  a couple years ago about how Millennials are perceived in the workplace. Thanks for reading and, as always, thank you for your feedback!

-Margaret
Young businessman in office looking at camera.

Let’s talk about a touchy subject: Millennials and loyalty. At first glance, the Millennial generation seems to be comprised of disloyal job-hoppers. Statistics show (according to Multiple Generations @ Work”) that a staggering 91% of Millennials expect to stay in a job for less than three years. Such high turnover can be tough for companies and cripplingly expensive. In fact, close to 90% of the firms surveyed (according to an article from MainStreet.com) reported that the cost of replacing a Millennial employee was anywhere from $15,000 to $25,000.

These numbers seem overwhelmingly negative, but let’s take a step back and look at Millennials and loyalty from a larger scope.

First of all, consider the context. Millennials have entered the workforce during one of the worst economic periods in history. Companies are downsizing, outsourcing, and slashing salaries in an attempt to stay afloat. And even though cost-of-living and college tuition are increasing dramatically, paychecks are not. Says Rich Milgram, Beyond.com‘s founder and chief executive, “Younger job seekers don’t have it easy in the current economy and they’ve been put in a hole by the generations that have gone before them.” Oftentimes, Millennials practice strategic job-hopping because they know they could be let go at any time. It’s a defensive move and gives them a sense of security if they feel their current position is in danger of being snipped.

Secondly, Millennials’ definition of loyalty is often different from other generations. Consider this statistic for a moment from Philly.com:

More than eight in ten young workers (Millennials, aged 19-26) say they are loyal to their employers. But only one in 100 human resource professionals believe that these young workers are loyal.

Why the huge difference in perspectives? Many believe it has to do with the way Millennials think about loyalty. Many members of this generation do not necessarily pledge themselves to a company, but to a boss or co-workers. Cam Marston, author of “Motivating the ‘What’s In It For Me’ Workforce” says, “Effective bosses are the number one reason why Millennials stay at a job…They have great respect for leaders and loyalty, but they don’t respect authority ‘just because.’ This is why it’s so important to have exceptional leaders at companies to retain these younger workers. They don’t want someone who micromanages and thinks of them as just another worker. They want someone who inspires them to stay at a company.”

Another attribute that keeps Millennials loyal? Workplace atmosphere. A 2012 survey by Net Impact found that 88% of workers considered “positive culture” important or essential to their dream job, and 86% said the same for work they found “interesting.” Additionally, the same Net Impact survey found that 58% of respondents said they would take a 15% pay cut in order to work for an organization “with values like my own,” demonstrating that Millennials are not just content with “any old job,” but seek meaning in the work that they do.

The issue of Millennials and loyalty is a tricky one, but one thing is certain: We cannot just write-off this generation as disloyal and wishy-washy. With the right workplace atmosphere, excellent leadership, and by providing the right set of motivation tools (as covered in a previous post), Millennials will stick around and perform the kind of innovative, creative work they’re known for.

If you (or your company) needs help creating the right conditions for your Millennial workforce, contact me to discuss potential strategies.

MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS®DISCOVERY LICENSED PRACTITIONER, FOUNDER OF UXL, AND CO-FOUNDER OF THE TAG TEAM. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. YOU CAN VISIT HER WEBSITE AT WWW.YOUEXCELNOW.COM

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As a career coach, I am well aware of the rigors of the modern workplace. Many businesses are understaffed or have ultra-high expectations for their employees, demanding sixty or eighty-hour work weeks. There’s a lot of rushing around, and forging ahead on projects…even if the plan or objective isn’t crystal clear. And that can cause a lot of trouble in the long run.

If there’s no room for question-asking, a work team could end up missing a crucial deadline, misinterpreting a client’s needs, or taking a project in the completely wrong direction. The team will then have to back-pedal and try to correct their errors, costing the company time and money.

The simple way to prevent such mishaps is by simply asking questions.

Good leaders not only ask questions, but encourage others to ask questions. This creates a culture of openness and candid interactions. Questions also can open up a dialogue about the best course of action, rather than limiting future actions to one set of ideas.

Utilize questions to…

Clarify

When a client or manager is introducing a new initiative or project, be sure to ask questions to make sure you understand everything correctly. If you are the one explaining a new concept to others, be sure to ask if they have any specific questions about the actions and objectives.

Learn more about asking great clarifying questions in my video on clarity.

Put Forth New Ideas

There is usually more than one path to a solution. When you ask questions that challenge the current way of doing things, you open up new ways of thinking and acting. These are the “What if…?” questions. They are the questions that encourage your team to think outside the box and become more innovative and creative.

Challenge

There’s a tactful way to challenge an idea, project, or statement. Use questions to uncover any holes in a plan, and gently offer a solution. A tactful challenging question may sound like this:

“I know your team has extensively tested the product on U.S. audiences, but have you considered our international market?”

OR: “I know we’ve been using the same financial tracking equipment for years, but have we thought about exploring XYZ Equipment?”

Dig Deeper

Use questions to really sink your teeth into a project and learn about the thinking behind it. “Digging questions” help to unearth any potential flaws in a plan and open up a dialogue to explore other possibilities.

These questions might ask, “How did we conclude that this is the best course of action?” or “What are some alternative ways we could market to X?” or “How does the data back this decision?” These kinds of questions will challenge your team to be more reflective and thoughtful about their current course of action (and potential future actions) and how they arrived at certain decisions.

 

Creating an open atmosphere that encourages asking questions can tremendously strengthen an organization. When people feel comfortable enough to ask clarifying questions or explore alternative routes, that opens the floor to increased creativity, candidness, and a sense of collaborative decision-making.

MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS®DISCOVERY LICENSED PRACTITIONER, FOUNDER OF UXL, AND CO-FOUNDER OF THE TAG TEAM. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. YOU CAN VISIT HER WEBSITE AT WWW.YOUEXCELNOW.COM

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State Fair Animals and Work Team

The Minnesota State Fair begins in just over a week, so I thought I would continue my blogging theme with a fun post about how state fair animals are like the perfect work team. I know, comparing barn animals to people seems like a stretch, but bear with me! The MN State Fair animals are teeming with their own personalities and purposes. They are as diverse as the people who love and care for them. If you’ve ever walked through the chicken barn, you’ll know what I mean! Such variety, even among members of the same species.

Here are 6 distinct personalities that you’ll find in the state fair barns, as well as in a well-balanced work team:

The workhorses

These are the people who dive headlong into their projects with fervent dedication. They may not dwell on logistics or alternative routes—they just do. These go-getters can be compared to people who lead with red energy on the Insights Discovery wheel (for more on the Insights system, click HERE). They forge ahead fearlessly and set an example of “go get ‘em” leadership for others to follow.

The loyal ones

Many pets are fiercely loyal to their owners. They would do anything to protect them and keep them out of harm’s way. Loyalty is one of the ten attributes of an excellent leader (as you’ll find in my book, The Ten-Minute Leadership Challenge) because it is a necessary trait for those who want to succeed within an organization. Loyalty doesn’t mean that people can’t challenge ideas or systems—it does mean that they’re dedicated to their company and will do whatever they can to help it succeed (including challenging faulty aspects of it).

The social ones

We’ve all seen animals who absolutely revel in attention. They just want to be part of a pack—whether among people or their fellow species. In the same way, your extroverted team members thrive when they’re closely collaborating with others. If you want them to be productive, don’t force them to work alone! They’ll do much better (and be happier) if they’re able to bounce ideas off of others and talk things out.

The thinkers

Some animals are quiet and pensive. They take in the world with their silent observations and surprise us when they flawlessly navigate an obstacle course or solve a puzzle. A good team is comprised of at least a few analytical types. These people are data-driven and like to thoroughly think through issues before acting.

The ones that make a squawk

It’s okay to have squeaky wheels on your team. These are the ones who will keep things honest and be the voice of others who are too afraid to speak up. These vocal individuals may even identify problems that could affect your customers or clients, which is always great to catch before anything goes wrong “in the field.” There is a fine line, however, between articulating thoughts and opinions and complaining. As long as the “squawkers” don’t cross the line into griping and grumbling, it’s useful to recognize their opinions and address them.

The givers

Many animals take care of us. They give us milk, wool, eggs or just plain camaraderie. In the same way, there are those in the workplace who are advocates for others. They make sure everyone’s voice is heard and that others are treated with respect. It’s great to have these empathetic personas on your work team. They foster an atmosphere of inclusivity that is often lacking in the workplace.

 

With a little imagination, we can draw comparisons between the animals of the state fair and your perfect work team! Do you have a good balance of workhorses, loyal ones, collaborators, thinkers, squawkers, and givers?

 

MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS®DISCOVERY LICENSED PRACTITIONER, FOUNDER OF UXL, AND CO-FOUNDER OF THE TAG TEAM. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. YOU CAN VISIT HER WEBSITE AT WWW.YOUEXCELNOW.COM

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perennials: don't generalize by generation

I hear it all the time. People complaining about other generations.

“Millennials are                I don’t understand them at all.”

Or: “Why are Baby Boomers so               ?”

Or: “Everyone in Gen X is clearly                  .”

It’s time we stop limiting each other. These on-the-surface labels are doing much more harm than good. They allow us to write off entire generations (many millions of people!) with sweeping generalizations. And the truth is, many people don’t fit the stereotypes.

Take “entitlement,” for example. Many people think of Millennials (the group born between 1980 and 2000) as an entitled bunch that thinks they deserve things without actually working for them. Not only is this stereotype getting tiresome, it is frankly untrue.

Although many of them started working at an economically tumultuous time (the Great Recession), Millennials have proven themselves to be innovative and resilient. They’ve invented jobs when none were available; they’ve taken over top leadership positions; they’ve learned how to live with less by taking advantage of the new “sharing economy.”

Are some Millennials entitled and lazy? Of course. But so are many Gen-Xers and Boomers.

And just because Millennials have new ways of working, doesn’t mean they’re lazy. They might simply have a better grasp on technology and be able to complete tasks more efficiently.

On the same token, not all Baby Boomers are out-of-touch and irrelevant! Many are excited and interested in new technologies, new ways of thinking, and creative endeavors.

Although generational constructs are helpful for marketing purposes, they can be utterly lethal in the workplace. Pigeonholing people before they’ve had a chance to show their true colors only harms productivity and interpersonal dynamics. Besides, you might be working alongside Perennials, a group that defies generational boundaries.

What are Perennials?

Gina Pell, who coined the term, says that Perennials are “ever-blooming, relevant people of all ages who live in the present time, know what’s happening in the world, stay current with technology, and have friends of all ages…[they] comprise an inclusive, enduring mindset, not a divisive demographic.”

I’m sure you’ve encountered many so-called Perennials in your life. These are the young people with “old souls.” These are the older people who love to crack jokes and try new things. These are the people who don’t limit their interactions to their own peer group and instead find friendship with people of all ages. These are the people who refuse to be defined by age.

As Pell says: “It’s time we chose our own category based on shared values and passions and break out of the faux constructs behind an age-based system of classification.”

I couldn’t agree more.

MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS®DISCOVERY LICENSED PRACTITIONER, FOUNDER OF UXL, AND CO-FOUNDER OF THE TAG TEAM. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. YOU CAN VISIT HER WEBSITE AT WWW.YOUEXCELNOW.COM

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Dilbert cartoon 1

 

Do you ever feel like you’re trapped inside a Dilbert cartoon with bosses that don’t understand you, nonsensical tasks, and no sense of purpose?

This type of workplace is ineffective and damaging to a person’s self-worth, BUT they are still commonplace. I’ve worked with many coaching clients who complain that no one really gets them at work. They feel stifled, misunderstood, or disconnected from their co-workers. It doesn’t have to be this way!
Founder of Keyhubs, Vikas Narula, talks about how to abandon the “Dilbert workplace mentality.” His focus is on individual merits and contributions, not titles or the traditional hierarchal approach. He looks at the informal networks that exist in a given workplace and urges the company to capitalize on them. Narula even developed software that measures connections between co-workers by asking them to identify the people in the workplace who influence and inspire them the most. What he’s found is that people on the “bottom tiers” are frequently important influencers and are often overlooked or under-appreciated by upper-management.

Dilbert cartoon 2

An article about Narula on Pollen.org puts it best: “In reality, work gets done through an unseen network of personal relationships and connections. Uncover that informal network, and you see how your company actually runs.”

The article breaks Narula’s viewpoint into 4 key principles:

  1. Talent and influence transcend hierarchy.
  2. Title and status don’t necessarily grant you influence. Influence happens by building genuine connections. Having a fat title and a big salary doesn’t grant you that privilege.
  3. Proximity makes a big difference. If you’re not close to people and you don’t seek people out on a day-to-day basis, it can affect your ability to build human connection.
  4. There are different types of influence. You might have someone who has a large followership in an organization, or grassroots influence, but who isn’t perceived by the higher ups in that way. And vice versa—someone may be seen as highly influential by a higher up, even if they’re not. This gives them an associative influence.

How can you move your company from a “Dilbert mentality” to one that embraces and appreciates individuals? How can you uncover hidden talents and influencers?

Look beyond the hierarchy. Pay attention to the informal networks that exist within the workplace and identify the key influencers within those networks. Go out of your way to connect with others, no matter their status. By tapping into the organization at the grassroots level, you’ll get a better sense of the foundation on which your company is built.

Dilbert cartoon 3

MARGARET SMITH IS A CAREER COACH, AUTHOR, INSIGHTS®DISCOVERY LICENSED PRACTITIONER, FOUNDER OF UXL, AND CO-FOUNDER OF THE TAG TEAM. SHE HOSTS WORKSHOPS FOR PEOPLE WHO NEED CAREER OR PERSONAL GUIDANCE. YOU CAN VISIT HER WEBSITE AT WWW.YOUEXCELNOW.COM

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inclusivityLast week, I addressed diversity and how it goes beyond physical characteristics and also involves diversity of thought, behavior, and perspective. This week, I’d like to discuss how your diverse workplace can be an inclusive one. First, let’s define what an inclusive workplace looks like.

People in an inclusive workplace…

…feel a sense of belonging, are treated fairly, and have equal opportunities

…feel like they can be themselves and allow others to be themselves

…are fully engaged and part of a team

…remain authentic

The result of inclusivity? Innovation, creative ideas, and fresh ways of looking at things. These are all things any organization wants, but how to achieve them? How can people with widely differing outlooks on life work together harmoniously and accomplish great things?

According to the principles I’ve learned from Insights® Discovery (a tool for understanding and developing unique personalities), inclusion really starts from the top. Company leadership needs to be fully invested in the idea of inclusivity before the rest of the team can truly adopt it. The organization should consider these questions:

  • Does the leadership recognize the diversity of its team?
  • Do they know how to adapt and connect with all the people on their team?
  • Do they know what motivates certain people on their team? Do they know what derails them?
  • Are there open lines of communication in the office?
  • Are questions and concerns addressed or ignored?
  • Does the leadership make an effort to hear from everyone at the table?

Company leadership can facilitate an open, inclusive environment, but it takes the rest of the organization to keep it up on a day-to-day basis. That takes awareness and reflection. We should be asking ourselves questions from time to time like: “How does the work environment feel?” “How comfortable is it for me? For my co-workers?” “Does the minority have a voice in the office?” “Are we encouraged to raise questions or concerns?”

It takes time to build an inclusive environment, but the results are worth it. Each person has the ability to add unique value to the organization, so it’s important to create an environment where that value can come through.

If you’d like to delve into workplace inclusivity in more depth, I encourage you to contact me so we can discuss your organization’s needs. Thanks for reading!

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