Financial Targets Don’t Motivate Employees

Would you be excited if your boss started a meeting saying: “I want to remind you that you’re a cog in a machine whose primary purpose is to hit our financial targets”?

It’s hard to imagine that you would feel much joy or pride of ownership in your work if your contribution was reduced to your financial output. While this specific wording may be a bit exaggerated, it’s not a far departure from the message that many employees hear on a daily basis.

As we move into what (we hope) will be a growth period, it’s natural for leaders to emphasize the importance of hitting financial targets. Financial performance is crucial, of course. But making numbers the centerpiece of your leadership narrative is a costly mistake.

Financial results are an outcome, not a root driver for employee performance. A growing body of evidence tells us that overemphasizing financial targets erodes morale and undermines long-term strategy. When a leader spends the majority of their airtime on a “make the numbers” narrative, it creates a transactional relationship with their employees, making them more likely to create transactional relationships with their teammates and customers.

The events of 2020 remind us: Employee engagement is the lifeblood of an organization. What your team thinks, feels, and believes about your organization, and their own work, drives their behavior — and their behavior is what determines your success or failure.

Leaders seeking to ignite creativity and drive exponential effort must go upstream, using their time with their teams to build belief in the organizational purpose, the intrinsic value of the employees’ work, and the impact the teams have on customers, and each other. Here are three ways to do that:

1. Evaluate your leadership “airtime.”

When Mike Gianoni took over as the CEO of SaaS firm Blackbaud, he flipped the way they conduct town halls. Previous leaders spent the majority of their airtime sharing financial results. Gianoni took a different approach. He began using his time to discuss the impact Blackbaud was having on customers, and he directed his leaders to do the same.

“Shifting our airtime from internal metrics to customer outcomes jump-started the next level of customer empathy and value,” explains Blackbaud President and GM Patrick Hodges. “Over time, your attrition goes down. When people feel good about what they do and they’re more successful, they’re not going to look for another job.”

We recommend leaders aim for a 50/50 split, spending at least half their leadership airtime building belief in the meaning and external impact of the work, and half on internal metrics and deliverables. It’s not without coincidence that six months after Blackbaud adjusted their leadership airtime, they had an innovation breakthrough, employee engagement rose dramatically, market share increased, and revenue grew exponentially.

2. Discuss individual customers with emotion and specificity.

The more clearly an employee understands their direct impact, the more likely they are to go the extra mile; they also experience greater fulfillment in doing so.

Consider this research from organizational psychologist Adam Grant, who studied paid employees at a public university call center who were hired to solicit donations to the school from alumni. He divided the team into two groups. One group went about their day as usual, phoning potential donors. The other group, before jumping on the phones, had a short conversation with a scholarship student, someone who was able to get an education because of donations that the call center produced. After a month, callers who had spoken with the scholarship recipient spent more than two times as many minutes on the phone, and brought in vastly more money: a weekly average of $503.22, up from $185.94.

The same findings have been echoed in studies of lifeguards, hospital workers, and sales teams. When we know our work matters to an individual person, we rise to the occasion. Discussing customers in the aggregate does not create the same emotional pull. Instead, when you speak about customers, even if your team does not interact with them directly, use their real names, talk about the businesses they have, and show your team that real people are counting on them.

3. Resist the pull of the “FYI.” 

In our consulting practice we routinely observe well-intended leaders who in an effort “to keep their team informed” pass along everything that pertains to financial performance. It’s natural, because the gravitational pull of most organizations leans towards the numbers; it’s what gets reported and thus it’s routinely forwarded down.

But when a leader send their team decks filled with financial targets employees are often left to their own devices to figure out how to translate broader financial goals into their daily behavior. It’s confusing at best, dispiriting at worst.

Emotional intelligence expert Daniel Goleman says, “A primary task of leadership is to direct attention. To do so, leaders must learn to focus their own attention.” Instead of routinely hitting forward on every financial report, think about where you want to direct the attention of your team.

You can decide what to share and what not to share by asking yourself questions like: What does my team need to be thinking about on a daily basis to accomplish these goals? How do I want them to behave with customers and each other? Filter out the noise coming from other places in the organization and focus your language on the two things that are 100% within the control of your team: their mindset and their behavior.

The research is telling us what we already knew in our hearts to be true: You cannot spreadsheet your way to passion. With ambitious goals on the horizon, it’s tempting to double-down on financial metrics. But hitting financial targets requires employees who are excited and care about their work.

As we face a future of potential uncertainty and unrest, it’s crucial for leaders to help their teams stay engaged. You can improve your team’s performance (and their emotional well-being) by making sure your airtime, your metrics, and your language communicate one simple message: Your work matters.

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/

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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.

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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 2020The Value Of Resilient LeadershipEmployers 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

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)?

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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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Want to Motivate Your Employees? Foster a Sense of Community With These 5 Tips

With what can be years of work ahead of you, it can be difficult to feel passionate about the job you’re doing, especially if you’ve been at it for a while. A lack of motivation among employees is a dangerous issue that every leader must tackle head on, otherwise it could lead to burnout, poor performance, dragging sales, and resignation letters.

Wouldn’t it be great if you could create an environment where your employees feel welcomed, inspired and useful at work, so that they actually look forward to Monday morning?

As the person in charge, you have the power to transform your company culture and make your business feel more like home to your employees. To develop a sense of community, use these tips so that your team feels valued, appreciated and rejuvenated in 2020.

1. Make time to get to know employees on a personal level.

While an employee’s personal life and values should never impact the way they are perceived at work, there are many benefits to getting to know your team members outside of what they do. By taking the time to understand your staff’s backgrounds, you never know what insight you might gain. Maybe they’re fluent in multiple languages, or have technical skills in what you’re currently lacking. You won’t know until you ask.

Paying attention to what your team members have learned through their unique experiences can help you find more ways to improve their quality of life and address their needs at work. Plus, you might just end up learning something that helps you better serve your customer base too.

2. Motivate your team by engaging them through new tasks that speak to their unique skills.

When filling a role in your company, you probably were mostly focused on the applicant’s skills that applied directly to their job description. However, chances are that they have more skills (and passions) than just the ones they’re using for their specific job.

If you make the effort to find additional tasks that speak to their other talents, your employee will feel like you’re really paying attention to who they are as a full person, not just how they contribute to your bottom line.

To combat boredom, you should also offer continuing education and professional development so that employees can improve on skills that they have a passion for. This way, even if they transition to a new type of work, they will be much more likely to want to do so in conjunction with your company, because you have supported them throughout and offered opportunities for them to grow alongside you.

3. Emphasize good mental health by providing regular opportunities for employees to express their needs.

Employees are people too, and that means that they might be struggling to find balance in their lives. Maybe a single parent is having trouble getting their kids to school while working a nine-to-five job? Another employee could be dealing with an illness that makes it difficult for them to participate in office events. The point is, you just won’t know what’s going on with your team members unless you provide an environment where they feel comfortable speaking openly with you.

There are many things that you can do to facilitate a workplace that is conducive to honest and frank discussions that bridge the gap between leader and team. Whether it means sitting down with employees individually to talk about their career path and how you can help them get where they want to go, or bringing in a certified counselor, providing your team with regular check-ins will vastly improve their overall morale.

4. Foster connections between employees with team bonding experiences.

When you make an effort to support a closer camaraderie between employees, work becomes more enjoyable and thus more productive. Office sports teams, special outings, and birthday parties are just some of the ways you can facilitate bonding in your company.

As well as creating friendships between team members, by participating in these activities yourself, you can help remove the perceived barriers between you as the boss and the people who work for your company.

5. Recognize employee accomplishments.

There’s nothing like the feeling of being congratulated for a job well done to encourage a renewed interest in producing results at work. Take the time to genuinely appreciate your employees for the work they do, so that they never feel that their hard work is going unnoticed.

Whether it’s a simple mention in your weekly team meeting or a personalized compliment in their holiday card, just letting them know that you see what they’re doing and value it can be a huge confidence boost for even the most seasoned employee. The added benefit when you acknowledge triumphs in public is that your others will see that hard work will result in recognition, resulting in renewed efforts throughout your team.

By Mandy GilbertFounder and chief executive, Creative Niche

Source: Want to Motivate Your Employees? Foster a Sense of Community With These 5 Tips

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Motivating your team can be more art than science, but here are my simple techniques that will increase your chances of finding the right fuel. Leaders must understand that in today’s new workplace, there does not exist a single recipe to encourage employees to perform better. Rather, it’s about how to maximize the ingredients to create hundreds of recipes that are customized and authentic; that provide long-term continuity and impact. To get you started, this video will teach you how to inspire teams to optimally perform. _____________ Learn more: Subscribe to my channel for free stuff, tips and more! FREE Report: http://www.briantracy.com/findclarity YouTube: http://budurl.com/zwvf Transcript here: http://www.briantracy.com/youtube Facebook: http://www.facebook.com/BrianTracyPage Twitter: http://www.twitter.com/BrianTracy Google+: +BrianTracyOfficialPage Pinterest: http://www.pinterest.com/BrianTracy Instagram: @TheBrianTracy Blog: http://www.briantracy.com/blog _____________

How To Incorporate Mindfulness Into Company Culture

Nowhere do first impressions count more than with work culture. When candidates come by for that crucial in-person interview, the culture they experience dictates whether or not they look elsewhere. When workers hang up their coat each morning, the environment they step into influences their productivity. Especially on young teams, culture is meaningfully tied to turnover, absenteeism, productivity, morale, and even company growth.

The good news is that a tight-knit culture comes naturally during the startup phase. Employees who get in on the ground floor are often happy to work long hours toward goals they’re passionate about.

As startups grow, their sense of unity and closeness tends to decay. But the solution isn’t to strangle growth; it’s to scale that culture along with the company.

Scaling Culture Through Collaboration

As teams grow and are siloed into departments, employees’ sense of connectedness blurs. As management layers are added, workers may feel further removed from the company’s original mission. Communication and collaboration suffer.

As with most initiatives, the answer to a thinning culture is teamwork. To keep your culture healthy and thriving, consider these four collaboration strategies:

1. Hire for complementary character.

To improve engagement and retention, hire people who fit with the culture you’re trying to maintain. The trick isn’t to hire people who are exactly like you and your teammates; it’s to bring in cooperative people whose character complements the bases you’ve already covered.

If you’ve got a bubbly, extroverted salesperson, perhaps a contemplative marketer is a good match. Collaborative teams need multiple perspectives to draw from.

As with culture itself, first impressions are key. Jot down notes from that first interaction with the person so you can share it with the wider team: Did a candidate come across as a go-getter with a sharp sense of humor? Did she seem honest and helpful?

If the candidate gets the green light from you, bring in a few trusted team members for the final interview. Make sure their first impression matches yours. To encourage genuine responses, tell each person to write down his or her take before sharing it with the wider group.

2. Balance formality and fun. 

Even if you hire well, everyone has a different idea of how formal work should be. To salespeople, going to happy hour may feel like part of the job. But if marketing is filling out forms and logging every task, friction between the two teams is bound to develop.

People in different roles operate in different worlds, each with their own goals and discipline-specific jargon. Start with what you share: your purpose and values. Remind everyone why they do the work, even when working together is challenging.

With that sense of unity, start to dig into the processes that get you there: Is swapping memes important to team morale? Perhaps it should be codified as part of your culture. Does logging each project accurately in a spreadsheet keep stress levels low? Do that, too.

Your team has to be both happy and productive. Decide what processes you need to get there, and put them in writing for everyone to follow.

3. Create opportunities for employee connection.

If high-profile projects are the only reasons your workers interact with others outside their team, they’re likely to associate those people with stress and frustration. To avoid this, create opportunities for cross-department engagement.

As much of a buzzword as it’s become, team building still has an important role in your company’s culture. To bridge the gap between departments, CRM provider Ontraport puts together employee peer groups that meet on a regular basis. Regularly exposing employees to others’ perspectives and challenges fosters empathy, making it easier to work through obstacles together when they arise.

Plan extracurricular activities — like lunch-and-learns, volunteering, or even laser tag — involving two or more departments. Give employees the opportunity to get to know each other outside of their roles at work.

4. Celebrate wins together.

When a whole-company project draws to a close, it’s easy to breathe a sigh of relief and move on to the next. Build a sense of camaraderie by taking the time to celebrate those accomplishments, big or small.

A company celebration doesn’t have to be an all-day event or an expensive bonus. Think outside the box. Some of the best ones are free and collaborative. To people nominated by their peers, Stoneridge Software gives “Stoney Awards,” including “Most Likely to Leave a Whiteboard Dirty,” and provides periodic bonus holidays.

Encourage employees to congratulate each other. Distribute company-branded thank-you cards to everyone, not just managers, and challenge everyone to give them all out by a certain date. Tell people to focus not just on outcomes, but also on effort and intention. A sense of appreciation is contagious.

As you grow, you can’t save everything that’s great about being a startup. But no matter how big your company becomes, you can always be a place where people want to work together. And when a candidate or employee walks in and sees that on a Monday morning, it makes all the difference.

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Serenity Gibbons is a former assistant editor at The Wall Street Journal. The local unit lead for the NAACP in Northern California and a consultant helping to build diverse workforces, Serenity enjoys gathering insights from people who are creating better workplaces and making a difference in the business world.

Source: How To Incorporate Mindfulness Into Company Culture

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Parham Vasaiely and Matt Champion will share practical experience of why mindfulness in the workplace is bringing about a new state of consciousness within their respective organisations. The session will explore why we need mindfulness? How to establish mindfulness in the workplace? And the benefits mindfulness enables at both human and organisational levels. You will also learn how Jaguar Land Rover’s Mindfulness programme is helping them to establish a foundation for an Agile culture and approach.
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