What Does a Hybrid Office Look Like? This Company Has 5 Ideas

Like many companies, manufacturing technology firm Augury ditched its New York City office during the pandemic. With few people coming in, and most work able to be done remotely, paying rent on an empty office was a waste. But the need for an office didn’t go away completely, and now the company is fitting out a new space in the city. As it does, it’s fundamentally rethinking how the space will work by looking at who will actually be using it.

To help guide the new design, the company surveyed its teams to understand how different departments expected to use the space, especially in a more hybrid work mode. “When we were talking about that, we started asking what kind of people will be there?” says Tiffany Millar, Augury’s workplace experience director.

The people who’d be using the office, the company realized, fit into a few distinct categories—locals coming in semi-regularly, for example, or foreign-based workers visiting only rarely. Head counts might range from 20 people to 80, depending on the day, with different types of workers needing different spaces. “At a high level, we broke it down into five personas,” says Millar.

Home Away From Home

The first persona is what Augury calls Home Away From Home, or people who live in the tristate area who may come into the office once or more per week, even if most of their work can still be done remotely. “These were the people that essentially wanted to get out of their tiny New York apartments, or maybe it’s really loud because the kids are home,” says Millar. “It’s about getting away and going into the office,” Millar says.

The spaces designed for the Home Away From persona focus on the social side of work—a nice kitchen area, coffee machines, high-top tables where employees can work but also chat with people they may only see in person every few weeks. “It had a lot to more do with hospitality,” says Millar.

Time Traveler

There’s also the Time Traveler persona, or employees who are based in Europe and fly in for meetings but need a bit of a time-zone adjustment. The office includes space to store luggage, and even rooms where the jet-lagged can take a nap after landing early in the morning. “While they might not need a conference room at 5 in the morning, they definitely need a place to store their luggage or take a nap,” Millar says.

Hero Visitor

Another persona is the Hero Visitor, which Millar envisions as investors, board members, and potential clients who may visit quarterly. Spaces designed with this person in mind focus on creating a comfortable and fun environment while also showcasing some of Augury’s technology, which is used to monitor and perform diagnostics on industrial devices. The HVAC system in Augury’s new office will have its technology on display for Hero Visitors to see.

On-Site and Fresh Blood

More work-focused personas are On-Site and Fresh Blood—remote workers and new recruits who may be coming to the office for annual meetings or for the first time since being onboarded. The innovation economy—a reason to be optimistic. Creating global solutions that beget great economic opportunities requires a higher purpose

For remote workers in the On-Site category, conference rooms and breakout spaces are being designed into the office to enable easier in-person collaboration after months of working on projects only remotely.

For the Fresh Blood persona—mostly new hires and people being recruited—the design prioritizes way-finding and clear signage. “That space has everything to do with making sure things are easy to find,” says Millar. “It’s very overwhelming when you’re hired remotely and you go to the office for the first time.”

5 Personas, 1 Space

Each persona has influenced different parts of the office, which will have two floors. Millar says there’s no space that’s dedicated to one persona only, but rather that each will tend to use some sections of the office more than others. Instead of designing the space with one main user in mind, like Augury’s old office, the new office will include these persona-focused design elements to make it adaptable to whomever happens to be in the office on any given day.

While the end result may not look all that different from other pandemic-era office redesigns, it does suggest a new way of rethinking these spaces to better reflect how office work has so thoroughly changed. It’s an evolving concept, and one that the company is creating as it prepares to move into the space early next year.

“There used to be a very clear blueprint of how to build out an office. Post-COVID in a hybrid model, I would say that’s failing,” she says, noting that the 9-to-5, Monday-through-Friday office is no longer relevant to the way companies like Augury work. “Knowing who exists in your space, and understanding the gaps and the holes will help you create a solution before the friction starts to happen.”

The personas that Augury is using to guide its design may ultimately change, Millar acknowledges. She says it will be important to track how the spaces are being used, and by whom, to determine whether the design is meeting the changing needs of the different types of people using the office. The five personas Augury has designed around in 2022 may be completely different a year from now.

“I think we’re at the foundation of using personas,” Millar says. “Next comes issues of human behavior, and we’ll see whether we were right.”

By Nate Berg

Source: What does a hybrid office look like? This company has 5 ideas

Enter the Hybrid Workplace

Evidence is starting to emerge that workplaces that adopt a hybrid model early are most likely to thrive. In fact, a recent ONS Survey showed that 85% of UK working individuals favoured a hybrid approach of both home and office working. Similarly in the USA, 52% of US workers preferred a mix of both. And it’s not just a passive sentiment.

The number of searches for jobs offering remote working has increased threefold in 2021 in comparison to the year before. On a more local level, London tube passenger numbers are regularly around 60% of pre-pandemic levels. That includes the 25% boost since the lifting of restrictions on the 19th of January 2022.

What has changed for employees following the unprecedented disruption of the global pandemic is the way the working population consider work-life balance, well-being, and flexible working. Business owners and directors consequently need to address these concerns and make the appropriate changes to their office design and layout to accommodate hybrid working. This is one trend that’s likely to stay.

While the hybrid office is by no means a new concept, the Covid-19 pandemic has given fuel to it. It has changed the dynamic to one where employees move seamlessly between home and office work environments. But it also requires a different set of solutions and ideas, some of which include:

  • Wi-fi enabled spaces for connecting with staff working from home
  • Technology to book meeting rooms and private spaces
  • Configurable office furniture that is easy to move around
  • A combination of team-working collaborative spaces alongside private spaces

Hybrid design typically involves the reconfiguration of existing office space and furniture to create more collaborative and flexible workspaces. The key principle of hybrid design is to create spaces that transcend physical and social barriers. But that doesn’t necessarily mean less space. A communications agency we worked with in London reduced their number of desks from 200 to 100 while retaining their existing space. What they achieved was creative desk layouts and breakout areas for increased flexibility and dynamic working that allowed for collaborative engagement.

The space also included a new booking system that provided the client with a feature-rich cloud-based booking of workspaces and meeting areas. Similarly, Adtrak, a digital marketing agency in Nottingham, reduced its number of desks from 120 to 70 while retaining around 100 staff. The space was essentially reconfigured to include hot-desking areas, social areas, and meeting rooms designed for videoconferencing with remote working staff.

By: k2space

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Thinking Strategically Will Help You Get Ahead and Stay Ahead

Strategic thinking is a critical skill in life. Interestingly, a lot of us hear about it for the first time in our lives through our managers “You are great at execution, but you need to start thinking strategically.” Previously considered a blatant corporate mumbo jumbo term, strategic thinking wasn’t a popular concept in the early years of my career. I kind of assumed that strategic thinking was reserved for corporates and people higher up in the company who needed to make crucial decisions around the future of an organization. It never occurred to me that thinking strategically isn’t a skill you acquire when you reach a certain position, it’s a skill you build to get to a certain position.

Strategic thinking is a critical skill in life.

Interestingly, a lot of us hear about it for the first time in our lives through our managers “You are great at execution, but you need to start thinking strategically.” Previously considered a blatant corporate mumbo jumbo term,strategic thinking wasn’t a popular concept in the early years of my career. I kind of assumed that strategic thinking was reserved for corporates and people higher up in the company who needed to make crucial decisions around the future of an organization.It never occurred to me that thinking strategically isn’t a skill you acquire when you reach a certain position, it’s a skill you build to get to a certain position.

I also believed that when I was ready to climb the corporate ladder, my manager would give me the training to help me build my strategic thinking skills and the opportunities to practice those skills. Call me naive, but that was the corporate world I lived in back then. Much has changed since, but one thing has remained constant: Strategic thinking is as important now (and may be even more) as it was many years ago.While universally, everyone is expected to have strategic thinking skills at some point in their career, no one is taught to think strategically at work, in college, or at school. Much of our education system is structured around a curriculum and how to fit our minds within a box.At school, we are praised for sticking to conventional wisdom and not asking too many questions. The trend continues in college.

In the early years of our career, we are rewarded so much for our speed of execution that we fail to realize that our journey ahead is less about doing things and more about deciding the right thing to do.When a large part of our life is spent executing someone else’s idea, it isn’t easy to break out of that mold and rewire our brain to think above and beyond. But strategic thinking is not a skill you can develop without practice.

Strategic thinking is a muscle that we all need to build because using it right at work can be a strategic advantage in your career growth as an individual. Much like a rubber band, you need to stretch and exercise your thinking. It requires crossing the boundary of the comfort zone to think about an idea to its extreme without mental guardrails to put it down. It requires uncovering new insights that moderate thinking would never surface.

Getting started on the strategic thinking mindset

Before we jump to the strategies to embrace a strategic thinking mindset, here are a few questions to kick-off your thinking. You need to ask yourself these questions from time to time. Write them down if you want them to be more effective:

  • Where do you stand right now?
  • Where do you want to be next year and the year after that?
  • What skills do you need to get there?
  • How can you practice those skills?
  • How can you increase your chances of success?
  • How can you use your time effectively and maximize it for impact?
  • Who can help you validate your ideas and give you feedback to expand your thinking?

Once you are able to spend some time thinking deep and hard about these questions, you are ready to embrace a strategic thinking mindset. Follow these 4 key strategies:

  1. Challenge and Question Assumptions

Many parents and even teachers are annoyed with kids who ask too many questions: “Why do I have to go to school?” “Why do I have to sleep early when you can be awake till late?” “Why can’t I play video games?” “Why do I have to finish my homework?” You may have not gotten all these answers as a kid. None of us did. But not getting these answers as a child shouldn’t stop you from asking questions as an adult. Curiosity and the ability to express that curiosity constructively is a great skill to have at work.

One of the biggest problems I see in organizations is how people do certain things because they have always been done that way. Emailing a report every morning to hundreds of employees that no one cares to open. Spending hours and hours of meeting time in planning discussions when no one cares about those plans a few months down the line. Far too many inefficiencies creep into the corporate system over a long period of time.

One big component of building a strategic thinking mindset is to challenge how certain things are done in your organization – not with the intent to put someone down or establish your superiority, but to identify ways to do them better. Ask targeted questions on specific problems within your organization or your line of work. Learn from how others respond or think about these problems. Different points of view on these problems will not only expand your own thinking, they will give you a direction on the areas that are worth investing your time in.

  1. Observe, Interact and Draw Connections

The hustle and bustle of getting things done, moving faster, quicker and making things happen can prevent you from noticing and investing in activities, ideas and projects that are more important in the long-term, but need your attention right now. We have all fallen for the lure of attending to the urgent while pushing the important stuff to the side. The instant gratification from solving the problem in the short-term is always more alluring than the prudent decision. We may optimize for a small gain in the moment without analyzing the potential impacts of our decision in the future. Building a strategic thinking mindset requires delaying that gratification. It requires living with a small, unimportant problem and putting all your energy and focus on other important ideas and activities that require long-term planning and execution.

Create mental space for new ideas to kick-in. Without the quiet time to sit with your thoughts, facing the uncomfortable silence, and letting your mind wander away, you cannot draw useful connections. It will not happen the first time around and probably not even the second time. But if you are persistent in your efforts, without digital and other distractions of daily life, you will start to notice new patterns of thinking. New ideas that you never thought about before will start to surface.Another great strategy is to not restrict yourself to knowledge within your current scope of work.

Spend time learning about your business and industry. Meet with other functions within your organization to understand how they operate, what their challenges are and how they make decisions. All of this knowledge will enable you to apply different mental models to connect ideas from different domains thereby expanding your circle of competence and building your strategic thinking skills.Remember, building strategic thinking skills involves looking beyond the obvious and now to prodding and shaping the uncertain future. You can’t do that without the willingness to face a little discomfort in the present to build the skills you need in the future.

  1. Put it Into Action

Now, to the most important part. I have discussed this before. In any organization, both big picture thinking and nitty-gritty details are important. Strategic thinking requires the right balance of thinking ahead while actioning in the now. It’s the perfect amalgamation of what the future holds to what must be done now in the present to make that future possible. Strategic thinking not only involves the long-term view into the future, it also involves the choices you need to make to make that future possible. It requires determining which path to take and which to abandon. It requires evaluating the cost and making the trade-offs. Doing something will always come at the cost of not doing something else.While a good strategy is important to get started, a strategy by itself won’t get you anywhere.

You need both strategy “the intent” and tactics “putting that intent to action.” Break down your strategy into the specific things you need to do.Plan what day of the week, and what specific time of the day you are actually going to give life to your strategy. To make sure you don’t let things slip by, or fail to grab the right opportunities, plan these activities on your calendar. Don’t let lack of time or other excuses be the reason for inaction. Plan your time to make things happen.

  1. Craft and Communicate

Finally, to embrace a strategic thinking mindset, don’t work in silos. Find people around you that you can trust, respect or admire. Exchange your ideas with them, request them to challenge your thinking, enable them to ask you tough and uncomfortable questions.By answering these questions, you will not only expand your thinking, you will open your mind to consider new possibilities. Instead of sticking with your original conclusions, you will be willing to challenge your assumptions.

Strategic Thinking is an Ongoing Process

You can’t build a strategic thinking muscle unless you audit your outcomes, inquire about other opinions and adapt to the changes around you. The world is changing very fast and you need to adapt your thinking to the demands of the tomorrow and not the expectations from the past.

To adapt your thinking, follow these 3 practices:

  1. Audit:

Make it a habit to review how you are doing against your goals. Typically a brief review every month and a quarterly deep dive should be sufficient to get a handle on your state of affairs. Examine your strategy from time to time and audit it to ensure you are still leaning against the right wall.When things are going well, put your strategic thinking hat to determine how you can do better:

  • Does an area seem more promising than you originally envisioned?
  • Does it make sense to invest more resources in that area?
  • What kind of changes can you foresee based on market shifts or other industry trends?
  • How can you make sure you aren’t biased in your thinking by relying only on confirming pieces of evidence while rejecting data that contradicts it.

When things aren’t working out as expected, ask yourself these questions:

  • Is it a specific tactic that’s causing your strategy to not work. Should you reconsider another tactic?
  • If the tactic is not a problem, do you need to reconsider the strategy itself?
  • Is it possible that external circumstances beyond your control are causing your strategy to not work?
  • Has something changed since you implemented this strategy that you have not considered yet? Is it possible that change is making your strategy ineffective?
  • Is your ego getting in the way and making you invest in a failed cause? Can you look past the sunk costs into other better opportunities?
  1. Inquire

It’s easy to get muddled up in our own thinking and assume we are making the right decision even when we are not. Others can clearly see what we are sometimes not able to see ourselves.Seeking an outside opinion and encouraging different perspectives that challenge our viewpoint is a great way to uncover our blind spots. Strategy for your personal life? Seek feedback from close family and friends. Strategy for an organization? Seek inputs from colleagues and other coworkers.Don’t stay with your opinion unless you have solid data and people to back up your thinking. Ask others these questions:

  • What’s the one thing wrong with my strategy?
  • What’s the one thing I can do better with my strategy?
  • What would you do if you were in my place?
  • What would you not do if you were in my place?
  • What circumstances or events would cause you to evaluate other options?
  1. Adapt

Finally, use the inputs from your audit and inquiry to adjust your strategy. Adapt your future strategy based on the learning from your past. What worked? What didn’t work? What mistakes did you make? Strategic thinking is as much about the future as it’s about learning from your past. Visualize your future. Look at your past. Adjust the gap with the changes you need to make to build that future for yourself and others. You don’t need a breakthrough idea, just the simple choices that will move you forward one step at a time in the direction of your goals.

Many people make the mistake and assume they aren’t thinking strategically if they don’t come up with an innovative idea. Strategic thinking is less about innovation and more about the ability to make the right connections.

Summary

  1. Strategic thinking: The ability to visualize the long-term while planning the short-term to align with the long-term is a critical skill in life.
  2. Much like other things in life, strategic thinking is a muscle that gets better with repetition and practice.
  3. To get started on your strategic thinking journey, start with challenging and questioning assumptions. Identify new ways to do small things at work.
  4. Make time and space to allow your brain to form new connections. Learn about your industry, business and other functions in the organization to expand your thinking beyond your current scope of work.
  5. Give life to your strategy by putting it into action. Break down your strategy into tactics, the specific things you need to do to implement your strategy.
  6. Don’t be rigid in your thinking. Open your brain to new possibilities by seeking others’ opinions and encouraging them to challenge your assumptions.
  7. Finally, strategic thinking is an on-going process. You need to audit, inquire and adjust your strategy based on your learning from the past and the demands of tomorrow.

By Vinita Bansal

Source: Thinking Strategically Will Help You Get Ahead and Stay Ahead | HackerNoon

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Redesigning Work For The Hybrid Era

A year and a half (and counting) after COVID-19 lockdowns spurred one of the most significant evolutions in office work since the introduction of the internet, a geographically distributed workforce is customary, whether temporarily or indefinitely through hybrid-work models.

But in the rush to remote work, many organizations fell victim to the inertia of tradition and missed the opportunity to design work to fit specific needs of the business and remote employees themselves. As hybrid-work models emerge, leadership and team members need to partner in designing how work is defined, evaluated and compensated, starting with remote work.

This begins with mapping the outcomes needed to support business operations and how that work contributes value to the organization. This exercise can bring some stability and logic to compensation models in a remote environment. Rather than basing compensation on location, organizations need to devise structures that reward team members on their impact to the business.

While this can be a difficult exercise, employees will benefit greatly from not only knowing how their work generates revenue, serves customers or cuts costs, but also how much they’re valued because of that work.

Another aspect of redesigning work is to rethink what purpose “the office” serves in the hybrid era. Traditionally, offices have operated as the place for executing all the types of work needed in many job roles.

This includes “heads-down” work (research, analysis, customer support, coding, documentation, training and development); “heads-up” work (ideation, knowledge sharing, networking, strategic planning); capability demonstrations; and research and development. In actuality, though, heads-down work can be performed anywhere, while heads-up work has been facilitated best by the physical presence of other people.

In a world in which workers have unprecedented access to information about and alternatives to work, leaders must reimagine the basics of the working relationship to deliver on the promise of working from anywhere. Top talent, especially, will gravitate toward organizations with the widest range of work flexibility — increasingly essential in today’s highly competitive labor market.

What follows is step-by-step guidance, based on client engagements, on redesigning work for the hybrid age.

Devising a role-specific location rating

With hybrid workplaces, it will be important to redefine what types of work and work-related events are best done where. To do this, businesses should first identify the core activities that each individual role in the organization is responsible for completing.

From there, cross-hierarchy task forces can be created to evaluate the remote fitness of each of these activities by taking a look at how effectively specific job activities — not tasks — can be completed outside or inside the traditional office setting. This exercise must be completed using direct input from individual employees and their managers.

To complete this exercise, the following numerical values should be defined for each job activity:

  • Time spent: The estimated share of time that should be dedicated to each activity
  • In-office and remote ratings: Based on a scale of 1 to 5, with 1 representing the function is best completed effectively in-office and 5 representing the function is well-facilitated remotely

Organizations can then combine these values to create a location rating (Time Spent X Rating / 5) that can be used to develop a location strategy for each role. By mapping these results, organizations can start to paint a clear picture of where roles can be located based on the work they do.

By incorporating these details into job descriptions, businesses can also help potential job candidates clearly understand what will be asked of them, what resources will be available to them, with whom they will work closely, etc. (in addition to the available compensation range). Within any job description, estimates should be included as to how much of the role can be performed successfully outside of the traditional office setting.

An interesting outcome of the heads-down/heads-up model is that senior leaders — many of whom have struggled to communicate the purpose, value, urgency and details of a return to the office order — are the very people whose jobs are most focused on the collaborative, heads-up work best supported by an in-office presence. It may be that senior leaders will be most apt to be found in the office vs. the majority of other workers who will find a balance between remote work and an in-office presence.

Mapping out a healthy workday

In addition to categorizing and evaluating the activities and outcomes for each role, businesses need to assess and map how team members should work together. This assessment should include specifics on meetings: their purpose, how they can be conducted effectively, how participants can contribute productively, and when they should be scheduled. Meeting hygiene should also be detailed, including calendar blocks to protect team members from rampant over-booking.

An ideal schedule would incorporate the following key tenets:

  • Mental health protections: Taking breaks for water, nourishment, exercise/stretching and mind clearing; schedule blocks for deep work (up to four hours per day), motion-activated thinking and logging off for the day after a reasonable contribution to the business.
  • Intentionality: When bringing team members together for meetings, be clear about the purpose, the objective and any necessary pre-work. Implement a multitasking-free zone to make space for undivided attention and engagement. No more meetings about meetings. Identify specific reasons to use video calls — not every call requires people to be on-camera.
  • Flexibility: Asynchronous work is a given with distributed teams. Identify and flag activities that require simultaneous effort to make sure team members are properly supported to complete tasks and activities according to plan. Schedule appropriate heads-up working sessions to complete synchronous work. Grant team members the autonomy to schedule all other work as they see fit.

For a more extensive look at updating corporate strategy to attract top talent by supporting employees who — for whatever reason — wish to work outside of the traditional office setting, see “A Guide to Modernizing Talent Management in the Hybrid-Work Era.”

Keahn Gary is a Senior Manager with Cognizant’s Center for the Future of Work. Her research with the CFoW focuses on modernizing value systems

Source: Redesigning Work For The Hybrid Era

.

Critics:

As companies continue adjusting their structure between remote and in-person work, leaning into the hybrid model can provide the best of both worlds—but not without its own set of challenges.

Wherever your organization is during this transitional period, here are 8 key tips to help design a hybrid model that’s inclusive of your entire population and to help your employees thrive in the middle ground.

Get your copy to learn:
  • 8 keys to make your hybrid workplace successful and keep your employees engaged.
  • How to prioritize the health and wellbeing of your employees in times of transition and uncertainty.
  • How a Homebase for Health® allows your organization to communicate a clear vision and adapt to the unexpected.

More contents:

The future of work: A bright future for the world of work

The shock: Labour markets are working, but also changing

Essential workers: The biggest losers from covid-19

Home working: The rise of working from home

Automation: Robots threaten jobs less than fearmongers claim

Government policy: Changing central banks—and governments

Flexicurity: The case for Danish welfare

How to think about work: Pessimism about the labour market is overdone

The future of work

A bright future for the world of work

The shock

Labour markets are working, but also changing

Essential workers

The biggest losers from covid-19

Home working

The rise of working from home

Automation Robots threaten jobs less than fearmongers claim

Government policy

Changing central banks—and governments

Flexicurity

The case for Danish welfare

How to think about work

Pessimism about the labour market is overdone

Sources and acknowledgments

The future of shopping: The return of one-to-one commerce

The marketplace: E-commerce profits may become harder to make

The merchants: The rise of the rebel brands

The travelling salesmen: Independent retailers may choose multiple sales channels

The food stall: The importance of “omnichannel” strategies

Mass craftsmanship: How to know what customers want

People: Shop assistants and the retail renaissance

The future: Welcome to democratised retail

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5 Tiny But Impactful ‘Microaffirmations’ To Make Everyone on Your Team Feel Valued and Included

When it comes to making sure colleagues from different backgrounds feel comfortable at work, tiny things really do matter. We often hear about how “microaggressions” like always expecting female employees to organize birthday cards or questioning non-white colleagues about “where they’re from” can alienate, exhaust, and distract people at work.

But the opposite is also true. Even small actions and moments of thoughtfulness can make people feel welcome, valued, and included. New research out of the University of Kansas, for instance, found simply having male allies who spoke positively about gender equality helped make women working in unbalanced tech and science fields feel more supported.

Microaggressions matter, but so too do “microaffirmations.” These “are little ways that you can affirm someone’s identity; recognize and validate their experience and expertise; build confidence; develop trust; foster belonging; and support someone in their career,” according to Change Catalyst CEO Melinda Briana Epler, who has worked on diversity issues for 25 years.

Microaffirmations cost nothing and take mere seconds but can make a big difference to how well your company lives up to its ideals (and attracts and retains diverse talent). In a recent TED Ideas post, Epler laid out 13 of them, but here are five to get you started.

1. Mirror the language that someone uses to describe their own identity.

Can the fast-changing rules about the “right” words to use around sensitive subjects and identity markers seem confusing sometimes? Sure, but there’s an easy solution that doesn’t require keeping up with complicated theories or ever-changing debates. Just talk about people the way they talk about themselves.

“Listen and learn how someone pronounces their name, describes their identity and uses their pronouns. Then mirror the language they use to describe themselves — it shows them you’re paying attention and that you care about them,” instructs Epler.

2. Acknowledge important holidays and life milestones.

Not everyone in your office may celebrate the same holidays or tick through the same life milestones. But everyone you work with deserves to have the biggest occasions in their lives recognized by their colleagues.

“Keep an eye out for key moments that might be important in someone’s life, and recognize them. You might wish them a lovely Diwali if they celebrate it,” Epler offers as an example of a long list of potentially relevant occasions including Juneteenth, Ramadan, Yom Kippur, Pride Month, etc.

3. When someone isn’t participating, take notice and support them.

It’s easy to write off someone who is quiet in meetings or brainstorming sessions as simply short of courage or ideas, but if you do so, you’ll likely miss out on both valuable insights as well as a chance to bring out the best in your people.

“A person who is feeling marginalized or excluded, tokenized or like an impostor may sideline themselves — by not speaking up, not contributing, not showing up. In the remote workplace, people may turn off their video because they aren’t engaged, don’t have a home environment they want to show on video, feel excluded, or are burned out from inequities and exclusion. Check in with them, and see if and how you can support them,” advises Epler.

4. Invite someone to speak and share their expertise.

If you’re invited to speak on an all-white guy panel or notice a certain sameness in who gets chosen for the big presentations around your office, fixing that lack of diversity isn’t just in the hands of the organizers. Epler urges those with clout to help push forward underrecognized talent in their professional circles.

“If you’ve been invited to give a speech or presentation, ask if you can bring an expert colleague with you to the stage, or consider stepping back and recommending someone who isn’t often asked to speak,” she suggests, adding that “if you’re asking someone to share their expertise at a corporate event or at an event that makes a profit, make sure they are paid equitably for their expertise.”

5. Provide both positive feedback and constructive criticism.

Studies show that women in particular are often give only “nice” feedback that ignores areas for improvement and robs them of opportunities to learn and grow. So be cognizant of your constructive criticism and make sure you’re not shying away from sometimes awkward but ultimately beneficial conversations with certain members of your team.

On the other hand, Epler reminds bosses to also remember to mix praise for what’s positive in with notes on what to work on. “When I was in film school working with actors, one of my directing teachers taught us that you should always give an actor two to three pieces of specific positive feedback before providing negative or constructive feedback. It can make a big difference in their next performance,” she writes.

Author image for Jessica Stillman

Source: 5 Tiny but Impactful ‘Microaffirmations’ to Make Everyone on Your Team Feel Valued and Included | Inc.com

.

Related Contents:

Ardichvili, Alexandre; Zavyalova, Elena K. (2015). “HRD in the Former Soviet Union (1917-1990)”. Human Resource Development in the Russian Federation

“Workforce-as-a-Service (WaaS)-Future of Hiring”

“Organization Science – INFORMS”

How Taking A Step Back Can Lead To Business Growth

For most business owners, the saying “one step forward, two steps back” sounds miserable, but in many cases, taking a step backward can propel you forward and actually change your life for the better.

As an entrepreneur, you have responsibilities outside work. These might include providing for your family’s needs, teaching your children values and growing your relationships. It’s a lot to manage, especially when you’re bogged down fixing issues in your business or exhausted from overwork.

If your business demands so much time that it becomes the obstacle that keeps you from doing the things you’ve always said you wanted to do, it can leave you feeling defeated and depleted, no matter how “successful” you are.

Business owners who feel stuck in their business must first create systems. These systems not only benefit you and your family. They benefit the people in your business and can fuel the growth of your business like wildfire when implemented properly.

My company recently walked a client through this process. I hope following this process will be transformative for your business and life, as well.

The client and his family lived a life that from the outside would seem normal. They would take a vacation once per year and go out to dinner once or twice per week. They would spend as much time together as they could, but something was missing, causing him and his family to suffer because of it.

As a business owner, you can likely relate to this story. Things are going well enough — but not great. It’s not what you envisioned your life looking or feeling like.

Our client was a reliable and diligent business owner. He showed up when he said he would. His attention to quality fed his business so he got most of his business through word of mouth. In fact, he would have to turn business away because he was too busy. So, where’s the problem?

The problem was that he was the business. He had a couple helpers working for him, but it was just one small crew. If he couldn’t schedule something on his personal calendar, it couldn’t get done.

He came to us looking to outsource his accounting. It was his first step to buy time back. financial

Over a few calls, he opened up about how much he hated his current business situation, so I asked him, “Why don’t you do what you did with your accounting and unload more of the workload and responsibilities in other parts of your business?”

The first step is always the hardest, because oftentimes, it’s a step back. Most business owners know that if they can start delegating in more areas of their business, they will be able to do what they want. They can live a life of financial freedom and time freedom. They can create more memories with their family and take back control of their life.

After some review, I explained to our client that he would easily qualify for equipment financing with little upfront capital. This would mean he could hire another crew, doubling his ability to serve his customers.

The key to duplicating yourself is duplicating the systems and processes that allow for quality of work to remain high. For most, this is the biggest step back. You see margins drop and your time expenditure temporarily increases. It is predictably more chaotic and uncomfortable.

On the other side of that hard work, though, is a fully operating replica of your workmanship without you doing the work. For people like the client above, this means not having to turn down jobs or work overtime. You can then duplicate your craftsmanship as needed to service growing business inquiries.

To do so, there are a couple of steps you can take in your business to help ensure it stays healthy as you grow. First is ensuring you have a personal runway: Lower margins will mean less available money for you as the owner. Be ready for this with your own finances by not making any large personal purchases that will overextend you before scaling. This should be obvious but can get you into trouble if you’re expecting to be able to pay yourself more in the beginning of the scaling process.

If you’re financing equipment and hiring more crews, your monthly expenses will increase drastically. Be prepared for this by ensuring you have a full pipeline. Make sure you allocate some of your budget to ramp up your marketing, and pay attention to the number of projects you earn from word-of-mouth referrals so you can estimate how many leads you’ll get per project your first team accomplishes.

Also, ensuring you have a lead generation system in place that you can dial up or dial back is key. Not just relying on word of mouth but having an avenue of getting leads through paid ads and understanding how much those leads generally cost and how many convert to customers will also allow you to have more security in scaling. It will feel less risky and you’ll have a feeling of investing your money into your future instead of risking the future of your company trying to build it bigger.

Eventually, you will be able to fully step back and own the business instead of being owned by the business. But how?

Create leaders from within your organization. Train them to take ownership of their work by incentivizing with bonuses tied to profit earned and created. Create bullet-proof standard operating procedures that allow high-quality work to be replicated on every job. Invest in your team members’ success so they’ll invest in yours.

What happened with our client? Within 18 months, he has four crews and only has to work 20 hours a week doing the creative stuff he prefers. The best part? It’s attainable for you, too, if you are willing to take the leap of stepping back to skyrocket your business growth.

Follow me on Twitter or LinkedIn. Check out my website.

Cofounder Easier Accounting & Real Business Owners. 20+ years of experience growing & running multiple businesses. Author & public speaker.

Source: How Taking A Step Back Can Lead To Business Growth

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