customer correlation with employees

5 Workplace Behaviors That Impact Employee Mental Health

Even companies with the best intentions can sometimes take a wrong turn when trying to do right by their employees. Damaging habits and behaviors can inadvertently get absorbed into company culture; and when this happens, it can send the wrong signal about a company’s priorities and values. One of the biggest challenges lies in finding the sweet spot between business needs and employee welfare and happiness. Naturally, you want a high-performing team; but not at the expense of employee well-being and mental health.

Here, we take a closer look at some common workplace conventions—and the ways that they might be inadvertently undermining your mental health objectives.

1. Having a “hustle” culture

It’s great to be productive, but over-emphasizing hard work and profitability can be a slippery slope to toxic productivity. It can lead to individuals attaching their feelings of self-worth to the amount of work they’re doing, and feeling like performance metrics are more important than their mental well-being.

Similarly, celebrating employees who stay late—or even lightly teasing those who start late and leave (or log-off) early (or on time)—can subtly contribute to a culture of overwork and performative busy-ness. Left unchecked, this can result in resentment and burnout among other employees who feel compelled to prove their own commitment to work .

A small fix:

Instead of celebrating regular overtime, try opening up communication about ways to include breaks and downtime throughout the day. You can support this with anecdotes about the healthy mental habits of people in the team (assuming they are open to sharing). For example: “Hey guys, Dave’s found a clever way to schedule regular breaks into his day around meetings!”

Also be sure to address long hours and overwork if you see a rising trend in the company, as it could be an indicator of unachievable work expectations.

2. Sending work emails or messages after hours

It happens to us all: maybe you only received a response on something late in the day, or you had an out-of-hours brainwave.

Sending the occasional evening or weekend message is fine, but doing it regularly implies that after-hours work is expected—which could pressure people into feeling they have to respond immediately.

The same goes for emails sent at the end of a working day with next-day deadlines (or, for example, Monday morning deadlines for work given out on Friday). These practices put a hefty burden on the recipient, which adds to stress and can contribute to burnout.

Now, it gets a bit harder to draw a line when you take into account the increasingly globalized world of work, which necessitates out-of-hours communications due to different time zones. But even in these cases, it helps to be explicit about expectations when sending messages, especially when you know the recipient is either about to log off or has signed off for the day.

A small fix:

If you need to send emails after hours or on weekends, be sure to add a note about how the email can be read or dealt with on the next working day. This takes pressure off the recipient and assures them that they won’t be penalized for not responding on the spot.

If you have a global team, it also helps to establish clear working hours for different countries, and to be clear about the fact that nobody is expected to read or respond to emails out of hours.

Also, no matter where in the world you or your recipient are, be sure to schedule enough time for them to deal with the task during their office hours! And remember—they may have other pre-existing work on their plate that might need to take precedence.

3. Only engaging in “shop-talk”

It’s easy to find things to talk about around the water cooler in the office. But take those organic run-ins out of the equation, and what you’re left with is often work chat and little else.

Working from home has made it harder to bond with colleagues. The natural tendency is to get work done and to only chat about the process, rarely (if ever) about other things.

This removes a big social aspect from work, which can take a significant mental toll on employees and affect their enjoyment of work. This is especially apparent for employees who don’t already have solid work friend groups, either because they’re new or because their friends have since left the company.

A small fix:

There’s so much more to people than just who they are at work. To get some non-work conversations going, design interactions that aren’t work related.

You could set up a monthly ‘coffee roulette’ to group random employees up for a chat. This can help to break the ice a bit and link up individuals who might not otherwise speak during work hours. Or you could arrange sharing sessions where people are encouraged to talk about their challenges and triumphs from life outside the workplace.

Another alternative is to set up interest groups in the company, to help like-minded employees find each other and bond over a shared interest in certain hobbies or things.

4. Only having group chats and check-ins

Big group check-ins and catch-up meetings are important. But group settings can pressure people to put a good spin on things, or cause them to feel like they’re being irrational or weak for struggling when everyone else seems to be doing well.

This could result in problems being missed and getting out of hand, which in turn can take a big toll on mental health and well-being.

A small fix:

Some people may not be willing to speak candidly to a large group, so be sure to set aside time for employees to speak one-to-one to a manager who can address any problems that may arise. It’s also important to make sure everyone understands that they won’t be penalized or looked down on for speaking up about any issues they may be having.

5. Not talking about mental wellness

Perhaps the biggest way your company might be undermining mental health is simply by… not talking about it.

Some managers may not feel equipped to have these conversations, or may not be sure about the etiquette or convention around holding these conversations. But by not broaching these topics at all, employees may feel like they can’t speak out about things they’re struggling with.

The result is a rose-tinted veneer that may be hiding deeper problems under the surface. And studies show there likely are problems. According to the CDC, 1 in 5 employed adults in the U.S. experienced a mental health issue back in the previous year, with 71% of adults reporting at least one symptom of stress. That number has likely shot up now.

A small fix:

Be candid about mental health and encourage people to share their burdens and struggles—especially leaders. You can help by actively promoting good habits like mindfulness and meditation, proper work-life balance, and reaching out for help when necessary.

By being more honest about struggles and mental wellness challenges, managers can reduce the stigma and create a more open culture where people feel able to admit they’re struggling.

As a company, it’s important to be careful about the ripple effects that even small actions—or, in some cases, inaction—may have on employees. The simple fact is that the signals you send may be reinforcing unhealthy habits.

That’s why it’s so important to be aware of deeper currents that run in your organization and to proactively address any harmful behaviors.

By staying aware and making a few small tweaks and behavioral changes, you can hit the reset button when necessary and encourage good habits that protect employee mental wellness.

For more tips on how to build a more inclusive workplace culture that supports your employees’ mental well-being and happiness, check out:

By: https://www.calm.com/

TEDx Talks

Is Mental Health important in the workplace? Tom explores all things related to workplace mental health, including mental health in school workplaces, in this insightful video. Tom helps employers figure out mental health at work. He reviews workplaces, trains managers and writes plans. Since 2012 he has interviewed more than 130 people, surveyed thousands and worked across the UK with corporations, civil service, charities, the public sector, schools and small business. Tom has worked with national mental health charities Mind and Time to Change and consults widely across the UK. He lives in Norfolk and is mildly obsessed with cricket and camping.

Building The Customer First Mindset

Agile is often thought of as a process when it’s really a mind-set (supported by processes, of course). Yes, it’s about testing and learning, and new ways of working, but at the heart of agile is the determination to provide the customer with something she or he wants or needs. That’s the point. Enshrining this principle across the business provides a consistent point of reference. But while almost every company will claim to be “customer first,” a closer look under the hood often reveals that internal efficiency or profit rather than customer need is the true driving force.

An agile mind-set starts from the premise that everyone is responsible for the customer, be it the CEO who determines the business strategy, the salesperson directly serving the customer, or the data scientist developing analytics platforms. You will only be able to embed agile ways of working once this becomes a core value, providing cohesion and purpose. This isn’t about doing your job better; it’s about serving the customer better.

The way a true customer-first ethos comes to life is through design—the process of integrating the customer point of view into all development.

This is much more than gathering insights or building elegant websites. It’s about building an adaptive learning process around the customer for everything the company does.

Getting design right is worth a lot. Companies in the top quartile of the McKinsey Design Index, which rates companies by how strong they are at design, outperformed peers in their sector in terms of growth by as much as two to one.

Here are two of the most important things the winning companies do:

1. They Make Huge Efforts To Know The Customer

A design approach requires solid customer insights to understand the real needs of potential users. Yet only around half the companies McKinsey surveyed conducted user research before generating their first design ideas or specifications.

One international pizza chain wanted to improve home delivery, a crowded market where consumers were already spoiled for choice. Data analysis revealed that one of the biggest drivers of customer satisfaction was how hot the delivered pizza was. This fact led the business to invest in “Intelligent Kitchen” technology, which determines when orders are baked based on the delivery address, driver availability, and current location, as well as road conditions to ensure the customer got a piping hot pizza. This approach grew overall sales 7 percent in the first year, and more in the years following.

The best results come from constantly blending both quantitative and qualitative research. One top team invites customers to its regular monthly meeting solely to discuss the merits of its products and services.

And the CEO of one of the world’s largest banks spends a day a month with the bank’s clients and encourages all members of the C-suite to do the same.

2. They Continuously Improve With Customer Feedback

Continuous improvement is key to success for a digital transformation. This is the raw learning capability. You can see it in companies that foster a culture of sharing early prototypes with outsiders and discouraging excessive time spent on mock-ups or internal presentations. Despite the value of iteration, however, almost 60 percent of companies in our survey said they used prototypes only for internal-production testing, and even then, only late in the development process.

New technologies allow companies to uncover insights and test products in a dramatically faster way than traditional market research or focus groups. Digital marketing teams can convene online customer panels using video chats and watch as the panels test products and provide feedback in real time. One insurer created digital diaries to help identify customer pain points that would previously have gone undetected.

Similarly, digital companies can quickly A/B test new products and campaigns with thousands of customers in hours or days.

Agile Defined

Agile isn’t just a process. It’s a mind-set that puts customer objectives first. Team autonomy works best with guiding principles about what needs to be done and why.

Agile coaches are necessary to train people to learn new skills fast—leaders included.

Agile budgeting helps scale agile by quickly allocating money to projects.

Agile ways of working can’t take hold unless they are supported by stable processes.

Design thinking is the commitment to completely understanding your customer.

Contributed to BSI By: Arun Arora, Peter Dahlstrom, Klemens Hjartar, and Floria Wunderlich. Excerpted from their book Fast Times: How Digital Winners Set Direction, Learn, and Adapt (Amazon Publishing)

The Blake Project Can Help You Create A Brighter Competitive Future In The Jobs To Be Done Workshop

Branding Strategy Insider is a service of The Blake Project: A strategic brand consultancy specializing in Brand Research, Brand Strategy, Brand Growth and Brand Education

By: Arun Arora

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December 17th, 2020

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December 02nd, 2020

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November 30th, 2020

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November 25th, 2020

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November 20th, 2020

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November 18th, 2020

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November 17th, 2020

How Brands Can Start Or Serve Social Movements

Shep Hyken: Customer Service & CX Expert

Go to http://www.TheCustomerFocus.com or call 314-692-2200 to learn more about Shep Hyken or to learn about customer service training. Your people attend customer service training. They learn techniques and tactics on how to deal with complaining customers, angry customers or customers who just need a little support. They are taught the right answers to some difficult questions. This is what customer service training is all about. But… What happens when something happens that is outside of the parameters of the training your employees have received?

The Future Of Jobs And Education

The world of work has been changing for some time, with an end to the idea of jobs for life and the onset of the gig economy. But just as in every other field where digital transformation is ongoing, the events of 2020 have accelerated the pace of this change dramatically.

The International Labor Organization has estimated that almost 300 million jobs are at risk due to the coronavirus pandemic. Of those that are lost, almost 40% will not come back. According to research by the University of Chicago, they will be replaced by automation to get work done more safely and efficiently.

Particularly at risk are so-called “frontline” jobs – customer service, cashiers, retail assistant, and public transport being just a few examples. But no occupation or profession is entirely future proof. Thanks to artificial intelligence (AI) and machine learning (ML), even tasks previously reserved for highly trained doctors and lawyers – diagnosing illness from medical images, or reviewing legal case history, for example – can now be carried out by machines.

At the same time, the World Economic Forum, in its 2020 Future of Jobs report, finds that 94% of companies in the UK will accelerate the digitization of their operations as a result of the pandemic, and 91% are saying they will provide more flexibility around home or remote working.

PROMOTED

If you’re in education or training now, this creates a dilemma. Forget the old-fashioned concept of a “job for life,” which we all know is dead – but will the skills you’re learning now even still be relevant by the time you graduate?

One thing that’s sure is that we’re moving into an era where education is life-long. With today’s speed of change, there are fewer and fewer careers where you can expect the knowledge you pick up in school or university to see you through to retirement. MORE FOR YOUThese Are The World’s Best Employers 2020 The Value Of Resilient Leadership Employers Must Act Now To Mitigate The Impacts Of The Pandemic On Women’s Careers

All of this has created a perfect environment for online learning to boom. Rather than moving to a new city and dedicating several years to studying for a degree, it’s becoming increasingly common to simply log in from home and fit education around existing work and family responsibilities.

This fits with the vision of Jeff Maggioncalda, CEO of online learning platform Coursera. Coursera was launched in 2012 by a group of Stanford professors interested in using the internet to widen access to world-class educational content. Today, 76 million learners have taken 4,500 different courses from 150 universities, and the company is at the forefront of the wave of transformation spreading through education.

“The point I focus on,” he told me during our recent conversation, “is that the people who have the jobs that are going to be automated do not currently have the skills to get the new jobs that are going to be created.”

Without intervention, this could lead to an “everyone loses” scenario, where high levels of unemployment coincide with large numbers of vacancies going unfilled because businesses can’t find people with the necessary skills.

TURN 500$ INTO 2500$ IN ONE WEEK COMPLTELEY LEGITIMATE

The answer here is a rethink of education from the ground up, Maggioncalda says, and it’s an opinion that is widely shared. Another WEF statistic tells us 66% of employers say they are accelerating programs for upskilling employees to work with new technology and data.Models of education will change, too, as the needs of industry change. Coursera is preparing for this by creating new classes of qualification such as its Entry-Level Professional Certificates. Often provided directly by big employers, including Google and Facebook, these impart a grounding in the fundamentals needed to take on an entry-level position in a technical career, with the expectation that the student would go on to continue their education to degree level while working, through online courses, or accelerated on-campus semesters.

“The future of education is going to be much more flexible, modular, and online. Because people will not quit their job to go back to campus for two or three years to get a degree, they can’t afford to be out of the workplace that long and move their families. There’s going to be much more flexible, bite-sized modular certificate programs that add up to degrees, and it’s something people will experience over the course of their working careers,” says Maggioncalda.

All of this ties nicely with the growing requirements that industry has for workers that are able to continuously reskill and upskill to keep pace with technological change. It could lead to an end of the traditional model where our status as students expires as we pass into adulthood and employment.

Rather than simply graduating and waving goodbye to their colleges as they throw their mortarboards skywards, students could end up with life-long relationships with their preferred providers of education, paying a subscription to remain enrolled and able to continue their learning indefinitely.

“Because why wouldn’t the university want to be your lifelong learning partner?” Maggioncalda says.

“As the world changes, you have a community that you’re familiar with, and you can continue to go back and learn – and your degree is kind of never really done – you’re getting micro-credentials and rounding out your portfolio. This creates a great opportunity for higher education.”

Personally, I feel that this all points to an exciting future where barriers to education are broken down, and people are no longer blocked from studying by the fact they also need to hold down a job, or simply because they can’t afford to move away to start a university course.

With remote working increasingly common, factors such as where we happen to grow up, or where we want to settle and raise families, will no longer limit our aspirations for careers and education. This could lead to a “democratization of education,” with lower costs to the learner as employers willingly pick up the tab for those who show they can continually improve their skillsets.

As the world changes, education changes too. Austere school rooms and ivory-tower academia are relics of the last century. While formal qualifications and degrees aren’t likely to vanish any time soon, the way they are delivered in ten years’ time is likely to be vastly different than today, and ideas such as modular, lifelong learning, and entry-level certificates are a good indication of the direction things are heading.

You can watch my conversation with Jeff Maggioncalda in full, where among other topics, we also cover the impact of Covid-19 on building corporate cultures and the implications of the increasingly globalized, remote workforce. Follow me on Twitter or LinkedIn. Check out my website.

Bernard Marr

Bernard Marr is an internationally best-selling author, popular keynote speaker, futurist, and a strategic business & technology advisor to governments and companies. He helps organisations improve their business performance, use data more intelligently, and understand the implications of new technologies such as artificial intelligence, big data, blockchains, and the Internet of Things. Why don’t you connect with Bernard on Twitter (@bernardmarr), LinkedIn (https://uk.linkedin.com/in/bernardmarr) or instagram (bernard.marr)?

World Economic Forum

The Future of Jobs report maps the jobs and skills of the future, tracking the pace of change. It aims to shed light on the pandemic-related disruptions in 2020, contextualized within a longer history of economic cycles and the expected outlook for technology adoption, jobs and skills in the next five years. Learn more and read the report: wef.ch/futureofjobs2020 The World Economic Forum is the International Organization for Public-Private Cooperation. The Forum engages the foremost political, business, cultural and other leaders of society to shape global, regional and industry agendas. We believe that progress happens by bringing together people from all walks of life who have the drive and the influence to make positive change. World Economic Forum Website ► http://www.weforum.org/ Facebook ► https://www.facebook.com/worldeconomi… YouTube ► https://www.youtube.com/wef Instagram ► https://www.instagram.com/worldeconom… Twitter ► https://twitter.com/wef LinkedIn ► https://www.linkedin.com/company/worl… TikTok ► https://www.tiktok.com/@worldeconomic… Flipboard ► https://flipboard.com/@WEF #WorldEconomicForum

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Store Wars: The Rise Of Floorwalkers

Christmas gift returns and exchanges

A long time ago in a galaxy that seems very far away retailers used to provide something that has gotten lost over the century-long history of modern retailing.

Call it service, call it customer care, call it knowledgeable sales help, even call it guest services if you must, but whatever you call it, it all falls under one heading: people on the selling floor to help customers buy things.

From the days of the first general stores and the local merchant who stocked pretty much whatever you needed, the most basic part of retailing has always been about someone behind the counter who could help.

In the rush to dumb down modern retailing, that concept got lost in the spreadsheets, replaced by ever decreasing numbers of salespeople, self-checkout lines and minimum-wage workers whose main function was to stock shelves, not help customers.

With the online onslaught and the need to compete, that process is being reversed—not that it’s by any means a universal turnaround for retailing in general. Far too many physical stores are void of any human life forms there to assist. But some retailers are starting to get it.

• Say what you want about the Story concept at Macy’s—and I still have my doubts they are ever going to make this work—but one of the pleasant surprises one finds when shopping these ever-changing pop-up shops is that there are living, breathing salespeople there to help you. They are for the most part cheerful, enthusiastic and knowledgeable about the products for sale in the area. It’s a stark contrast with the rest of the store.

• Showfields, the experiential retailer in downtown Manhattan that features small shops leased to mostly online brands, has a person in each of these areas ready to tell you all about what’s for sale. They’ve even tested a reality shopping experience where salespeople play-act roles revolving around the products being sold. It could go horribly wrong if the salespeople-cum-actors lay it on too thick but it works nicely in the best traditions of a Disney-Broadway mash-up.

• Whenever anybody pines for the good old days of department stores, they usually end up referencing Nordstrom as the only present-day player in the space that still adheres to the concept of professional salesperson. Even with some of its recent struggles, Nordstrom remains probably the most successful department store in the country and it’s largely due to the quality of their people. They are the poster child for customer service in today’s legacy retailing world.

There are many other examples but let’s not forget the reverse: the poster child for getting customer service wrong was the late, little-lamented Circuit City. During one of its iterations, the consumer electronics big-box chain systematically got rid of all of its best, most knowledgeable salespeople in the pursuit of lower costs. The move was a disaster as evidenced by the fact that the company went out of business a few short years later.

Contrast that with Best Buy, which has gone the opposite route, emphasizing customer service through its Geek Squad and other initiatives that thrive on salespeople helping customers through the often-frightening world of buying a big expensive electronics purchase. This strategy has made Best Buy the envy of most comparable physical retailers that are trying to come up with anti-Amazon strategies.

This Rise of the Floorwalker movement is catching on across many parts of retailing, though some stores remain oblivious. Those that get it right are likely to have long runs. Those that don’t probably won’t have any sequels in the Store Wars.

Warren Shoulberg

The business of retailing is my specialty…and boy is it special. Plenty of good, bad and ugly to go around and my job, as it has been for most of my career as a business journalist, is to try to sort it all out. I do so as a regular contributor to Forbes.com, as well as The Robin Report, Progressive Business Media and other media, plus my own blog, stupidbusiness.com. My regular commentaries have elicited both praise and scorn and I welcome them both equally. I expect to be doing this for the duration.

Source: Store Wars: The Rise Of Floorwalkers

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Success Means Solving Customers’ Challenges

Visit Strokes of Genius to read more stories about the technologies behind the paints and coatings that are transforming everything–from the way we work to the way we fly.

Companies that serve a wide spectrum of markets with diverse products often view their breadth as a potent cross-selling opportunity–and they’re right. But PPG understands that adapting product technologies from one market to solve the problems of another requires more than a desire to grow the business.

First and foremost, such cross-selling requires being close to the customer and focusing on solving customer challenges. Clearly illustrating the effectiveness of this approach has been PPG’s successful application of technology developed for marine coatings customers to solve a problem for automotive original equipment manufacturers (OEMs).

The opportunity surfaced when an onsite PPG support team at an assembly plant of a major automotive original equipment manufacturer saw an opportunity to help address a problem the carmaker was having with maintaining a key piece of paint shop equipment. The metal carriers that move cars through the manufacturing line were quickly becoming coated with thick, dripping paint, which required frequent cleaning with high-pressure spray.

Greater efficiency and safety

The problem added cost and was a safety concern. “It’s been an issue for decades” with carmakers, says Kevin Cunningham, PPG custom platform manager for substrate protection systems, who joined PPG after a 40-year career with major automotive manufacturer. “It’s a major hassle and expense. Plus, the power-washing equipment needs to be operated at extremely high pressures, so it’s also dangerous for the operators.”

After identifying the problem, the PPG team set in motion an initiative to identify and adapt existing PPG technology to solve this problem. The initial contact between PPG’s customer technical team led to the identification of a technology used in the oil and gas industry as a potential solution for protecting the automotive paint-shop car carriers. The final product, PPG ENVIROGREEN® 84, resists damage in the operating environment, but it also resists adhesion of dirt and is easy to clean.

A better solution

Where a typical car carrier might have to be taken out of service for cleaning every 300 to 350 cycles, a carrier coated with PPG Envirogreen 84 can go thousands of cycles between cleanings. After the initial application, another trial took place at a different customer’s assembly plant. The success of that trial led to a full-scale commercialization effort in 2018 that demonstrated the power of “One PPG.” Two PPG teams collaborated to develop documentation and application guides for PPG Envirogreen 84, sales strategies for reaching the decision-makers, and a turn-key solution that includes application.

“It really took off,” says Chris Meier, PPG’s protective and marine coatings national accounts manager. “We have been able to adapt an existing technology for a new market that could ultimately represent significant new business.”

He added that nearly all major automotive OEMs are adopting PPG Envirogreen 84 to coat car carriers at new plants as well as some existing facilities. In addition to illustrating the power of cooperation across business units, the PPG Envirogreen 84 example shows the importance of being close to the customer, according to Randy Peterson, director, business development, PPG’s automotive OEM services.

“It’s a big win,” he says, “that all began by leveraging our daily presence within the customer’s plant and finding a way to create and share in the resulting value.”

By: PPGView

Source: Success Means Solving Customers’ Challenges

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Tag: customer correlation with employees

5 Workplace Behaviors That Impact Employee Mental Health

1. Having a “hustle” culture

A small fix:

2. Sending work emails or messages after hours

A small fix:

3. Only engaging in “shop-talk”

A small fix:

4. Only having group chats and check-ins

A small fix:

5. Not talking about mental wellness

A small fix:

Like this:

Building The Customer First Mindset

More posts in Brand Management

Building The Customer First Mindset

From CFO To Brand Champion

There Are No Structural Barriers To Competition

The Weak Strategy Of Conquest Marketing

10 Ways To Reimagine Your Brand

Building Trust Capital For Business And Brands

How Assumptions Destroyed The Citrus Hill Brand

How Brands Can Start Or Serve Social Movements

Like this:

The Future Of Jobs And Education

License

Like this:

Store Wars: The Rise Of Floorwalkers

Like this:

Success Means Solving Customers’ Challenges

Greater efficiency and safety

A better solution

Category

Like this:

1. Having a “hustle” culture

A small fix:

2. Sending work emails or messages after hours

A small fix:

3. Only engaging in “shop-talk”

A small fix:

4. Only having group chats and check-ins

A small fix:

5. Not talking about mental wellness

A small fix:

Share this:

Like this:

More posts in Brand Management

Share this:

Like this:

License

Share this:

Like this:

Share this:

Like this:

Greater efficiency and safety

A better solution

Category

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