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Three Employee Benefits to Help Your Employees Achieve Their Dreams

When employees feel supported by their organization, they’re much likelier to want to stick around. They’ll also feel more comfortable being themselves at work, which will help your company’s culture and sense of belonging. People who feel like they belong will work harder to protect and uplift their community than those who feel uncomfortable and unseen.

One great way to build trust and reliance that leads to long-lasting employee/employer relationships is enabling employees to pursue their personal goals outside of work. Employee benefits can play a vital role in helping you achieve this. Here are three benefits to consider that will make a lasting positive impact on the lives of your employees.  

Family planning benefits

Choosing to start a family is one of the biggest decisions a person can make during their life. Starting a family is expensive and scary—to build a healthy family, you need time and money. And without support from your job, it can be stressful to maintain a career. Making it easier for your employees to start a family can reduce stress, give peace of mind, and create stability. Offering these benefits to all your employees, regardless of relationship status or sexual orientation, is a great way to improve Diversity, Equity, and Inclusion (DEI) within your company.

Whether it’s paid parental leave, adoption aid, or fertility treatments, benefits that make it easier for your employees to start a family send a clear message: You care about the personal goals of your employees and want to make it easier for them to get what they want out of life.

Student loan support

Last year, a study found that the likelihood of high school students going to a four-year college plummeted by almost 20%, from 71% – 53%. People are worried about the cost and want to avoid debt. Since 1980, the cost of going to college has risen by 169%, yet the average pay for workers between the ages of 22 and 27 has only increased by 19%. It’s harder than ever for people to justify going to college, considering the debt they can expect to accrue.

Student loan or tuition support can make or break someone’s dream to go back to school. This benefit will not only empower your employees to educate themselves without the burden of debt, but also education will make a lasting impact on the rest of their lives, opening doors that would otherwise be shut.

Community engagement

 

When people volunteer and engage with their community, it can have positive effects on their health and mental wellbeing. It also gives them a sense of purpose that can be hard to get otherwise.

Consider offering benefits such as paid time off for community engagement. This will make it easier for your employees to set aside volunteer time. Finding the time to volunteer at their local voting office, old folks’ home, animal shelter, or community garden can be difficult with only two days off a week.

Offering paid time off specifically set aside for community engagement will give your employees that extra room to go do something they’re passionate about, whether it’s protesting, cleaning up their local nature reserve, or helping out a neighbor in need.

Their happiness is your success

 

The more fulfilled your employees feel, the happier they’ll be, and the stronger their relationship with your company will become. Creating an organization that empowers people to build their dreams isn’t just a fantastic way to leave a positive legacy in the world— it’s how powerful businesses are made. Talk to your benefits advisor to learn about other employee benefits that will help your employees achieve their goals.

 

Content provided by Q4iNetwork and partners

Photo by pandorapictures

Power Your Business, Empower Your People

The world of business is changing—and changing quickly. Whether in the form of marketing, sales and prospecting, company culture, or employee satisfaction, new solutions and practices are sprouting up everywhere. Competition has always been at the heart of company culture but keeping up with many moving parts can be a challenge.

So how do you keep your business moving and growing in a constantly changing environment without breaking the bank? You take full advantage of the resources already available to you: your employees.

Your greatest resource, driving force, and differentiator—each of your employees, have their own set of experiences and tools they bring to the table. By developing a company culture that enables employees to expand to their fullest potential, the pool of resources you have access to grows larger and more readily available. And in doing so, you invest in the future of your employees, enabling them to grow farther in their careers while building strong, mutually beneficial relationships.

So how do you design a company that can tap into the greatest potential of their employees, and thus the company itself?

Here’s where to start:

1. Fail with grace

Creating an environment where failure isn’t discouraged, but celebrated, is key to making people feel comfortable trying new things. Failure is a symptom of having tried something, which is in itself a success. Teach your employees not to fear retaliation for trying something new. Instead, celebrate their initiative and use it as an opportunity to learn how to do better next time.

The more people feel free to try out new things without negative repercussions, the more willing they will be to give their ideas a shot. And the more opportunity you all have to develop ideas and practices that create wins.

2. Embrace change

Embracing innovation means there will be change. It’s core to the definition of change itself. Consider the many roles of your employees. Have you structured your company to keep people in place or created a more fluid organization that allows for the flexibility and movement of your employees?

When you bring people onto your team, do you talk about how their roles might change, or do you simply give them their handbook and leave them to it?

If you allow your employees to get too comfortable doing the same thing over and over again, they will resist change. It makes sense, right? Change is difficult and takes work. If employees aren’t used to being asked to adjust to new ways of doing things, they’ll get frustrated and push back.

Train your employees to expect change from the get-go. Get them excited about how their roles may develop and evolve and encourage them to think critically about how things might be improved.

That way, you have a team full of people who aren’t afraid to go ahead with new initiatives, technologies, and systems. You’ll also attract employees who are big thinkers and value a rich, ever-evolving office discourse.

Does that sound like the people you want working for you?

3. Lead with purpose

You probably know that company culture comes from the top down. It isn’t enough to expect your employees to come up with new ideas. Leadership also needs to devote time and energy to thinking critically and looking for new solutions and opportunities for growth.

Without the motivation of leadership, the energy and momentum needed for innovation will dwindle. There’s no problem solidifying what you’ve already got—especially if it works. But it’s just as essential to keep your eye on the future. How will your company stand out from the crowd? What can you do to optimize your processes, expand your audience, and grow your business? What big new idea are you bringing to the table?

The long-term outcome

An innovative company can keep up with changing markets and evolving competitors. Investing in practices that cultivate and nurture innovation in your company is investing in your company’s present and future.

 

People want to be a part of something engaging and are inspired by a company that values a healthy exchange of ideas. You never know what you can accomplish if you design a company with an open mind: flexible, open to new ideas, and poised for growth.

 

 

Content provided by Q4iNetwork and partners

Photo by langstrup

Recognize Employee Stress—and Help Them Manage It

Stress seems like a way of life, whether it’s positive (preparing to move to a new house), negative (dealing with a chronic illness), or work-related. Eighty percent of Americans deal with some form of work-related stress—and half of those workers say they need help learning to manage it. This affects not only workers but managers too, as 68% of managers reported moderate or high levels of stress.

National Stress Awareness Month, which takes place in April, encourages people to recognize what stress is and how to manage it. A company culture that encourages employees and employers to talk about and manage stress is key to everyone’s wellbeing, but only 17.6% of workers say they have a culture that encourages them to open up and talk about it. 

Weaving stress management into your company culture shouldn’t only be because of National Stress Awareness Month. It should always be a priority to help with employee retention, as well as overall wellness and organizational strength. Here are some ways to include it into your company’s culture and daily routine.

Recognize the signs

Stress can cost U.S. businesses the health and wellbeing of their employees, as well as time and money—$300 billion a year annually, in fact. As an employer, you need to spot and recognize the signs, such as:

  • Decreased productivity and quality of work
  • Work/life imbalance
  • Poor physical and mental health
  • Low morale and motivation
  • Impacted workplace relationships

It’s also important to recognize when employees are putting too much pressure on themselves, whether it’s real or self-imposed. When you recognize the signs and see frazzled, stressed employees, pull them aside and take time to listen to their concerns. You can help them with decreased productivity, for instance, by easing up on deadlines and giving them permission to prioritize projects.

Check in when necessary

Along with recognizing the signs, it’s essential to check in and get as much information as possible about what causes your employees to feel stress at work. Be prepared to also intervene, where necessary, and manage certain stressors—for example, when a project is pulled off track for any reason and you see people start to get stressed, sit down with them and brainstorm how to get it back on track.

Give them time—and space

Stress can’t be completely avoided. But you can ensure your employees have some time and space to step away from work for a bit and destress. In an office space, this can include providing things like:

  • A small room designated as a nap/lounge area
  • Outdoor benches/gardens
  • More extended vacations or PTO
  • Encouraged breaks
  • Strong boundaries around work hours/ hours of availability

Also, whether you’re in an office or offer remote work, consider including No Meeting Days into the schedule. Encourage employees to block off time on their calendars to focus on their tasks and keep from getting bogged down or overwhelmed by many meetings. Giving employees time and space to themselves lets them reset, refocus, and recharge.

Encourage workplace wellness

Exercise and healthy living are some of the best stress-busters out there. Exercise improves mood by releasing happy calming hormones called endorphins and eating healthy helps people feel more energetic and at their best because, as they say, you are what you eat.

If you work on-site, this could mean having office yoga days, walking breaks, and offering healthy snacks in the break room. If your company is remote, this could mean providing employees with benefits like access to health and wellness apps. When employees know you’re looking out for their health and wellbeing, it doesn’t go unnoticed.

Provide advice and opportunities for counseling

Almost half of U.S. workers say they need to learn to manage stress better. Teach your employees how to better manage stress by providing on-site or distance counseling/training or setting time aside for your employees to get together with you or their coworkers to brainstorm stress management techniques. Just providing the option for them to talk prepares your employees for whatever may come their way.

(Don’t) feel the pressure

More and more people are feeling the pressure and experiencing high levels of stress. Helping your employees manage stress in the workplace lets them identify triggers and gives them the right tools to protect their health and keep them calm—no matter when, or where, stress might hit.

 

Content provided by Q4iNetwork and partners

Photo by stokkete

The Consequences of Ineffective Business Communication

When did communication become a transaction rather than an interaction?

Communication should be a shared understanding between sender and receiver, and over time, some people seem to have lost their way. Instead of creating a mutual understanding to drive desired outcomes, too many people fire off messages regardless of how they may be received.

Also, advanced technology and the shift from in-person to hybrid work environments play a significant part in the disconnect between communication and successful outcomes. Ready for the scary part? U.S. businesses lose $1.2 trillion every year to unsuccessful communication practices!

Recognizing the consequences of ineffective communication and learning effective communication tools and practices helps leaders keep their top talent and ensures their business continues to grow.

The challenges of poor communication

Grammarly surveyed 251 business leaders and 1,001 knowledge workers in the US to find out what is getting in the way of collaboration and productivity.

What was the root problem? Ineffective communication!

The majority of knowledge workers (86%) reported spending half their workweek (20 hours!) experiencing communication issues, including:

  • Not receiving timely responses from others
  • Communicating clearly, so receivers understand the message
  • Understanding messages received
  • Keeping up with the frequency of communication
  • Identifying the proper tone to use in messages
  • Choosing the right platform or tool for communication
  • Difficulty understanding next steps or responsibilities

Business leaders believe that they and their teams spend too much time and energy resolving miscommunications every week. By spending too much time on miscommunications, business leaders shuffle around to manage negative consequences instead of helping their team pave a path forward and work together.

Consequences of ineffective communication

Where does all the lost time go?

It’s spent resolving communication issues, addressing mistakes caused by misunderstandings, and following up on unmet deadlines and deliverables. Activities like these can take up to 19% of your team’s workweek. However, the time is lost, not free. Businesses risk losing as much as $47.37 per employee each day due to poor business communication–that’s $12,506 per employee a year!

The price only skyrockets when you consider that the time lost could have been put to use in more productive areas. Instead of closing new deals and enhancing the client experience, leaders find themselves losing business from unmet deadlines and unsatisfied clients.

These consequences are interconnected and can make you feel like you’re in a negative feedback loop. Imagine you are finally back on track and starting a new project. What if you have difficulty understanding your next steps or responsibilities due to poor communication? You’re back to stage one: resolving communication issues and trying to understand what to do next!

Quit resolving problems and start implementing solutions

Organizations need to proactively manage ineffective communications and implement practices to increase the amount of time spent communicating effectively. Try these strategies to get your team on the same page:

  1. Consider your tone and timing: What you are saying and how you say it is important. Create a culture around communication, set guidelines to nurture empathy and emotional intelligence, and build awareness of tone and timing. Once you do this, you’ll help your company and team members communicate better.
  2. Curate and clarify communication channels: There are various ways to communicate internally. To do this, define the purpose of each channel so your team can quickly identify the most appropriate channel for their message. When you strategically organize your tech tools, teams streamline and enable better communication.
  3. Understand your audience: Everyone has a different kind of communication style. If you have a coworker who needs a lot of information, communicate with more detail and instruction. If another person experiences information overload often, be clear and concise in your messaging.
  4. Be attentive: Someone may seem like they’re listening, but listening and paying attention are not the same thing. Often, people overlook this simple tip, but it’s all about actively listening and staying attentive when interacting with others.
  5. Be clear: Clarity is the most critical part of effective communication. While speaking or writing, be clear about what you want to convey. However, there’s always the possibility someone will still not understand, so encourage your team to ask questions to ensure shared understanding.
  6. Empower those in the middle: Your middle managers are the messengers throughout your organization, so empower them with effective communication strategies. This will equip them to deliver consistent messages and provide answers to any emerging questions or needs. Also, hold regular meetings to provide updates or information they can share with their teams. When your managers are in the know, you’ll notice more consistency and less misinformation.

Lead effectively

Business communication is the backbone of your company’s ability to innovate, collaborate, perform, and achieve successful outcomes. It is an exchange that takes up a lot of time and energy from your team’s workweek; therefore, it’s essential to have solid communication!

When you practice and implement effective communication in your company, you are not merely cleaning up processes and removing friction. You become a leader that can manage the present, handle the unpredictable, and sustain a talented team that will help you pave a path to a brighter future.

 

Content provided by Q4iNetwork and partners

Photo by bowie15

Show Some Appreciation on Employee Appreciation Day (and Beyond)

You have an awesome team that works hard and exemplifies your company values day after day and year after year. But in the hustle and bustle of the everyday grind, it can be easy to forget to show your employees the appreciation they deserve.

Employee Appreciation Day, which falls on the first Friday of every March, is an opportunity for managers, employers, leadership, and human resources to remember the importance of appreciating their employees. Studies have shown that appreciation builds trust, boosts productivity, and decreases turnover—after all, who doesn’t like to feel appreciated?

Below are some great ways to engage in the appreciation of your employees, showing them how much you care.

Touch base with your employees often

Treating your employees like items to check off on a to-do list might be easier for your productivity, but it does not make them feel appreciated. Take time to talk with your employees, whether it’s something as simple as saying “Good morning” or asking “How are you?”, writing a thank you note, talking to them in a quick Zoom call, or by setting aside some one-on-one time to check in with how projects, or life, is going. Building relationships by intentionally seeking out time to connect is a great way to make employees feel seen and appreciated.

Treat your team to fun activities

If your team is still working from home, you can host a virtual picnic, happy hour, or team lunch/dinner. You can also do a little team bonding by playing virtual online games together or doing a virtual karaoke session. 

Give meaningful feedback

Have you ever been told “great job!” without any explanation as to why you did a great job? While it may feel good, it’s not all that helpful. Telling your employees “great job!” is all well and good, but make sure to give meaningful feedback they can glean concrete information from. When talking with your employees, take time to address their professional development, what they’re doing well, and where they need to improve. Engaging in a conversation about their growth shows them you want them to succeed on a personal level.

Offer extra time off

Did your employees work extra hard and go above and beyond on a project or campaign? Reward them with a few extra days off or even a whole week off! They will appreciate the spare time to rest, recharge, and spend time with their friends and loved ones.

Create and build a culture around appreciation

Appreciation is the most impactful when it is already built in your company culture and it’s an expectation, instead of an afterthought. Consider offering opportunities for growth and advancement, like regular training courses, opportunities for mentorship, and employee recognition programs that offer perks for participation. When employees are offered opportunities to learn and grow, they will give their best selves to your company. 

Be flexible

No, we’re not telling you to be able to touch your shoulder with your foot. We mean flexible in the sense of allowing your employees to have time to take breaks whenever needed, giving them a no-meetings day, letting them log off early, or letting them choose what days they want to work during the week. Employees who are empowered to manage their own time will be more engaged and productive.

Celebrate life milestones

You don’t have to make everything all about work! Celebrate whenever significant events happen—like the birth of a child or the addition of a new furry friend, like a dog or cat. You can also celebrate the little things, like holidays, birthdays, or work anniversaries. Work can be a place of community, where everyone shares in each other’s successes.

Give thanks to your employees every day of the year

While there is a day set aside to specifically celebrate employees, don’t keep silent the remaining 364 days of the year. Your team is there every day for you, working hard and supporting you and your company goals and values. Show them just how much you appreciate them, and in return, you will have a well-rounded company and a coveted culture.

 

Content provided by Q4iNetwork and partners

Photo by fizkes

 

 

 

 

 

 

The Power of “I Don’t Know”

When we’re kids, asking questions comes naturally to us. Anyone who’s ever met a toddler would recognize the endless “Why, why, why” anywhere. But somewhere along the way, many of us begin to censor our questions. The reasons change for us as we grow:

  • We become afraid.
  • We don’t want to look stupid in front of our friends.
  • We don’t want to appear like we don’t know how to do our jobs.
  • We’re don’t want to look incompetent.

This is a habit that builds up slowly over time. It’s related directly to insecurity, which can be challenging to face. And for those of us who have a hard time admitting to others that we don’t know, it can be hard to admit to ourselves when we’re avoiding the truth.

Holding back hurts more than it helps

When we hold in the fact that we don’t know, we do things like nod along when we’re really lost in meetings. Or we say we’re fine to start on a project before we have all the information we need. These reactions will eventually compound on themselves, making it even more difficult to do our jobs. Think about it:

  1. You say you understand a request before you do.
  2. You start working on it with only a partial understanding of the desired outcome.
  3. You flounder, spend way too much time trying to come up with a result that makes sense.
  4. You eventually hand it back to your team only to have it handed back to you, and the whole process starts over again.

The desire to react in a way that shows your competence is extremely human and very normal. However, when we allow this reaction to begin working its way into how we navigate our jobs, it has the exact opposite effect we want it to have.

When we are too afraid to ask questions, we limit ourselves to the tools we already have. We remove any possibility of gaining more understanding, cutting ourselves off from learning and development, stagnating our growth.

You’ve got the power

Saying “I don’t know” does not make you weak. In fact, it’s quite the opposite. Learning to say “I don’t know” actually gives you power!

  • It provides an opportunity for you to develop relationships with your colleagues, creating space for collaboration and connection.
  • It empowers your teammates to ask the questions they might be holding back.
  • It encourages deeper critical thinking and more intentional decision-making.
  • It challenges your team to fill in the gaps, define foggy reasoning, and find more effective solutions.
  • It gives you a chance to learn and grow.

If you find yourself constantly reaching for an answer, even when there isn’t one, then you may want to evaluate your motives. Are you trying to position yourself as a leader? Are you attempting to look competent and knowledgeable? Are you worried your job will be in jeopardy if you reveal you don’t have the answer to something?

If any of these ring true, then consider two things:

  • Are you in a toxic workplace that discourages people from asking for help? Will your job really be affected if you ask questions? Are your colleagues going to stop trusting you if you say you don’t know something? If so, it’s time to find a better, healthier workplace.
  • If the above doesn’t seem right, it may be time to have a conversation with yourself. Ask yourself why you’re motivated to fill in the blank when you don’t have a real answer. Dig into what’s driving you. Find out what you’re afraid of and face it.

No such thing as a foolish question

Next time you feel yourself searching for an answer that isn’t there, or suppressing a question that’s arising, take a moment to pause and consider. Is your question foolish? Probably not. Try taking a risk and asking, then pay attention to what happens afterward.

Did the sky fall? Did you lose your job? Or did your team member light up and give a great answer that started a lively discussion? Did you get what you needed?

Do you feel more empowered now that you have an answer?

You deserve to feel secure in your knowledge and in what you bring to the table. Each of us comes with our strengths, and you have yours. Asking questions is a part of life, and it doesn’t detract from who we are or how capable we are of getting the job done. It does the opposite. It’s a part of growth. And it’s a crucial part of allowing yourself to be human, happy, and successful.

 

Content provided by Q4iNetwork and partners

Photo by vadymvdrobot

Go From “Great Candidate” to “Job Offer”

Moving from a great candidate to a great offer is not always easy. You need to make your coveted candidate an ideal offer. One that’s going to make them as excited to say those three little words as you are to hear them.

“Yes, I accept!”

Gone are the days of expecting an immediate yes. Employers, hiring managers, and human resource teams realize that making an offer is a nuanced process that needs to take both parties into account. Job seekers have more leverage than ever, and employers will have to adjust their expectations and procedures accordingly.

Get over the speed bumps

Because quality candidates are likely to have several leads, they may not be willing to wait too long for an interview or offer. Moving high-priority candidates through the process quickly can be the difference between being successful and being ghosted.

If your current search procedure involves multiple interviews, hiring committee meetings, and approval processes, now is the time to evaluate the necessity of each component. Get rid of any extraneous requirements, then find ways to streamline the critical pieces so your progress doesn’t get stalled, and your candidates don’t get frustrated.

You may also need to adjust your strategy and timelines regarding the acceptance of an offer. Today’s job seekers may need more time to fully evaluate their options and commit to a decision. This might sound like a double standard, but it’s important to remember that hiring isn’t just about what’s right for the hiring manager or the organization. For your candidate, it’s all about making sure you’re the best fit for them. If the answer is no, it’s in everyone’s best interest to have that person move on. If the answer is yes, the extra day or two will be well worth the wait.

Be flexible and honest

Hiring contracts have always been negotiable, but whether job seekers decide to do so depends largely on the market. When job demand is high and positions are few, candidates are much more willing to accept an offer as is. Likewise, employers should expect negotiations and counteroffers when jobs are readily available, and applicants are few and far between.

Once again, it’s time to look at your processes. Are you offering fair compensation, generous paid time off, and attractive employee benefits? If so, are you including these things in your job postings? Your future employees aren’t just making major career decisions. They’re major financial decisions as well. And to do that, they’ve got to have adequate salary information. Don’t let people get through the process only to find out they can’t accept the job. It’s a waste of their time and yours.

Be honest about what you’re offering. If, for whatever reason, you don’t have any wiggle room in your offers, be upfront about that from the start. If you neglect to make that clear to your candidates during the search and interview process, you could quickly get burned when it comes time to hire.

Let’s take a meeting

Candidates who negotiate during the offer phase aren’t doing it to be difficult or to offend you. It’s all part of the decision-making process. Being flexible on some of these things could give you a huge hiring advantage.

Keep in mind that negotiating with a potential new hire can easily create a happy, engaged, loyal employee. And in many cases, it’s not just about cash. Every applicant comes from a unique situation and has a fantastic set of personal and professional goals. Here are some common issues your future employees may be wrestling with:

  • Student loans
  • Stagnant salary
  • Long commutes
  • Inflexible schedules
  • Affordable childcare
  • Lack of paid time off
  • Toxic boss or culture
  • Non-existent career paths
  • Limited professional development
  • Health, vision, and dental coverage

If you can make life easier in any of these areas, it just might tip the scales in your favor.

Find the right fit

To make the negotiation process go smoothly, you’ll want to consider a few key things before going in:

  • What is the total salary range for the position, and where do new hires fall within it?
  • What maximum dollar amount can you realistically offer without offending your current staff members?
  • Are there additional ways to compensate employees that don’t involve increasing wages?
  • Do you have other qualified candidates in line for the position?

Never assume you know what your candidate wants from an offer. It could be an unrealistic expectation, but it could also be a simple and reasonable request.

If your hiring process is transparent and designed to filter for cultural fit, it will likely weed out any unrealistic expectation candidates— and you’ll be left with a talent pool that’s worth investing in.

 

Content provided by Q4iNetwork and partners

Photo by kadettmann

Time to Face the Strange (Ch-ch-changes)

Are you gearing up for some organizational change?

Whether it’s a complete restructure, new sales process, revised PTO policy, different employee benefits plan, or simply an office move…to the average employee, it all means the same thing.

Change.

In other words, the way you are doing things today is not the way you will be doing them tomorrow.

Let’s be honest. Change scares some people. Okay, a lot of people. And the longer your processes have been in place, the harder it will be to get the team onboard. Even if you know your plan will make things infinitely better for everyone in the long run, you’ll still run into plenty of folks who just want things to stay the same. “Free espresso all day? Bah! I prefer my daily 9:06 coffee break. Even if I have to walk three blocks and pay five bucks.”

So what should you do if change is in the air at your company?

Create an action plan

Spend some time examining your current structure and what changes will need to be made to support the new model. The more detailed you are in this process, the better. Choose several key people to weigh in to get a full perspective of the needs in various departments and areas.

Create an action plan and select individuals who are both knowledgeable and enthusiastic about overseeing each step of the process, not just for accountability purposes but also to be goodwill ambassadors of sorts. If Grumpy Gary is in charge of training everyone on the new database, it might not go so well. Friendly Fred? Now that’s more like it.

Be prepared

Recognize that people are going to react to change differently. Friendly Fred could surprise you by turning into an Angry Andy. You just never know. Be prepared to encounter any of the following:

  • Change embracers who can’t wait to get started. These dynamos are planning out the details before you’ve even finished explaining the goal.
  • Naysayers who sincerely believe the whole plan is doomed. These guys are already dreading implementation and will do their best to resist.
  • Non-committal fence-sitters who are somewhere in the middle. These folks aren’t sure what to think and could go in either direction.

Talk to your team

Now it’s time to get the word out. Share the details of your plan. Explain the benefits of it and the reasons behind it. Clarify what things will change. Give time frames and set expectations to make things seem less intimidating. Talk about the end goal for when everything is said and done.

After you’ve laid it all out, you’ll be faced with a couple of choices for how to handle the reactions you’ve already anticipated:

  1. Spend your time trying to convert the naysayers and convince the fence-sitters
  2. Spend your time recruiting the change agents and involving them in the process

While attempting to win over the naysayers may seem like a logical plan, trying to convince someone who doesn’t want to change is a good idea can be like trying to explain molecular biology to the average toddler. They just don’t get it. They don’t want to, and they’re not going to try. And all the time you’ve spent trying to convince them that all of this “will be okay” is time that you’re not moving ahead with your new plans.

On the other hand, if you decide to focus your attention on the supporters, you’ll be helping them help you. They can play an active role in the implementation and help with buy-in. You’ll start moving forward immediately, and they’ll be setting an excellent example for the fence-sitters, who are more likely to be influenced by their peers anyway.

Handle the fallout

There will likely be some employee fallout from the change, regardless of how well you manage it. Some people will just refuse to adjust and would rather leave than tough out the process. That’s okay. Let them go. Having people on board who don’t support the company’s goals and vision will eventually bring everybody down.

Have some fun

Once you’ve made it happen, reward your early adaptors, your hardworking implementers, and your former fence-sitters for jumping on board. Review how far you’ve come, and then have a little fun. Why not? You’ve earned it.

 

Content provided by Q4iNetwork and partners

Photo by lightwise

The Key to Purposeful Communication

When it comes to communication, are you a first responder? Do you answer emails instantly and pick up your phone no matter what? Are you proud of your 24/7, lightning-fast response times?

If so, you may be selling yourself and your business short.

Speed doesn’t always equal quality

Being speedy is relevant for certain situations—like if your house is on fire. The faster the fire department can get there, the better. But what about if you’re getting a massage? Or smoking your famous ribs? Or driving through a school zone?

Speed doesn’t necessarily equate with quality. And it sure as hell doesn’t equate with accuracy. Bottom line: The faster you go, the easier it is for you to lose control.

If you’re speeding through your communications, it’s easier for things to get missed, skipped, or lost in translation. Worse yet, in the rush to respond, you not only lose control of the conversation, but you also lose control of your time. In essence, you’re letting everyone who contacts you call the shots. Instead of carefully following through on the things you need to do, you’re constantly on your heels, jumping from one thing to the next, based on the agenda of whoever is contacting you now.

This kind of behavior may be optimal when speed is highly valued. Think paramedics, call centers, and fast-food employees.

But in many cases, speed comes at a cost. Consider this: Do your coworkers want a quick response or a thoughtful, honest, and accurate response? Do they want fast food, or would they rather have those award-winning, slow-cooked ribs?

Practice proactive, not reactive, communication

Ask any therapist, and they’ll tell you the key to quality communication isn’t spewing out ultra-quick answers. It requires active listening, careful synthesis of information, and clear responses.

If you’re skimming emails, firing back text messages, and responding hastily to keep your response time numbers up, you’re engaging in sub-par interactions. The fallout from this kind of fast-paced, reactive communication includes:

  • Confusion and misunderstandings
  • Missing details and erroneous information
  • Additional back and forth for clarification and corrections

It’s the ultimate irony. In your quest to save time and be efficient, you’re making more work for everybody.

Stop and take a breath

In a world where lightning-fast technology and instant gratification are hailed as the ideal standards, it can be hard to wrap your head around the idea that slower might be better. But unless you’re a firefighter or an ER doctor, your clients probably aren’t benefitting from a 911 emergency communications approach. This is doubly true if you are in any kind of problem-solving or consultative role.

Think about it. When it comes to the following professionals, do you want the fastest service or the best service?

  • Your auto mechanic
  • Your hairstylist
  • Your therapist
  • Your surgeon
  • Your lawyer
  • Your bank
  • Your insurance advisor

Don’t sell your customers, co-workers, employees, and significant others short with timely but inefficient communication tactics.

Reset your mindset

Sometimes, this is the most challenging part of implementing new processes. You need to change the mindset and expectations of those around you, and you also must change your mindset and the expectations you have for yourself.

If your business currently promises instant, around-the-clock response times, it’s time to consider whether that policy is doing more harm than good.

  • Is your commitment to speed hindering your forward progress?
  • Is requiring instant replies impacting the accuracy and quality of your client communications?
  • Is being in constant reactive mode exhausting your team, keeping them off-balance, and quietly sucking the time and life out of everyone’s day?

If any of these questions caused you to raise your hand, nod your head, or hesitate a bit, it’s time to make some changes. Stop promising fast responses and dedicate yourself to fantastic communication instead.

  • Implement new policies for acceptable response times
  • Encourage periodic email and phone checks instead of constant monitoring
  • Provide education and training on active listening and other communication techniques

When you drop the focus on instant replies, you give your team the freedom and focus they need to respond with more comprehensive, well-thought-out answers. Which is a gift to your customers as well.

 

Content provided by Q4iNetwork and partners

Photo by sashkin7

 

Quit Boxing Yourself In With Self-Limiting Thinking

People are prone to categorize, label, and sort themselves into little boxes.

Think about it. How often do people say they’re left-brained because of their analytical and verbal skills and not right-brained because they aren’t visual or intuitive? What if people are trapping themselves in a box by creating walls and barriers that aren’t there? An evaluation of the left-brain vs. the right-brain found no proof of a dominant side. The two sides function differently, but they work together and complement each other.

The same idea relates to people who think they aren’t creative because they aren’t “artistic.” Creativity is not limited to the arts. Creativity can come in formulating ideas, thinking innovatively, problem-solving—all of which are essential for organizational growth.

Everyone has the potential to be creative. The key is to help your team build their creative confidence. By fostering a creative organization and assisting others in tapping into their creative potential, you can help your team unleash their inner creativity and lead your organization to overall results and growth.

Create a creative team culture

To harness your team’s inner creativity, you need to create an environment that makes it safe for others to engage and participate in creative thinking and action by:

  • Adopting a participatory approach: Everyone has so much creative potential that it is dangerous to assume all great ideas come from the top. The most innovative companies have minimized their hierarchy and transitioned to a participatory approach that involves collaboration and teamwork. They absorb ideas and insights and actively listen to people on the front lines of their operation. They nurture their team members’ innovative, creative spirit so that ideas trickle up through the organization.
  • Actively listening: Encourage others to voice their ideas, and remember to defer judgment and actively listen. For example, instead of saying, “That’s a bad idea” or “That won’t work,” keep the momentum up and create a snowball effect of new ideas. Ask yourself, “What would make this idea feasible or better?”

When people’s ideas and contributions are rejected, ignored, or shot down, their creative confidence withers away, and they will produce fewer ideas to help the organization. Companies that minimize hierarchy and encourage the exchange of ideas produce creative momentum. When people embrace the concept of building on the ideas of others, it unleashes all sorts of creativity. Most importantly, this creates an environment where people feel comfortable taking risks, experimenting with new ideas, and finding innovative ways to help the company grow.

Help others reach their potential

Harnessing an individual’s creative confidence is not like switching on a light. It takes practice and continuous improvements. Fortunately, you can help others access their inner creativity in several ways.

  1. Encourage your team members to embrace continuous learning and curiosity. Perhaps, offer your team the chance to take online classes where they can tap into their creative potential.
  2. Help others seek out new experiences. If you’ve noticed employees not using their paid time off, encourage them to volunteer in their community, meet others, or get another stamp on their passport!
  3. If a team member likes a challenge, find something that motivates them to stretch their creative thinking. For instance, if they excel in planning, allow them to help plan your annual work party or conference.
  4. For those team members who need to ease into challenges, ask them to accomplish a familiar task in an alternative way to lead to successful results.

Another strategy is fostering multidisciplinary teams that bring different backgrounds, life experiences, or perspectives to the team. Bringing together various people results in a positive tension that often leads to more innovative and exciting ideas, which can be valuable when facing complex and multidimensional challenges. Most importantly, this can lead to collaboration as ideas begin to snowball.

Finally, the creative mindset!

Once your team becomes more confident, they adopt a positive work attitude, push themselves to think innovatively, and become vulnerable in a creative context. This vulnerability fosters an ability to trust themselves and helps them break down the barriers to their creative thinking. 

And a team with a newfound creative mindset contributes to a company’s ability to innovate and grow as they apply their imagination to paint a picture of the future! You will see people using their creative mindset to solve problems, improve existing ideas, or find new ways to approach your target audience.

 

Content provided by Q4iNetwork and partners

Photo by dorian2013