People are getting wobblier. Perceptions of adversity are increasing, particularly with the expectation of the pandemic lingering on for months ahead.
As a result, vulnerability is popping up more frequently. The more vulnerable the employee, the harder it may be for them to get the job done.
While it is not the leader’s job to evaluate and “fix” wobbly employees, understanding some of the principles of resilience may help you help them.
Just because many companies are working remotely doesn’t mean that your staff isn’t experiencing strife. “He said” this and “she did” that and “I don’t know anything about this” are expressions that pop up, whether you’re remote or physically in the office.
When you hear these types of phrases occasionally, it’s normal and controllable. But if these expressions occur regularly, you need to investigate what’s going on.
Everyone has their own standards of performance and achievement even if they don’t consciously think about them. The workplace supplements these standards by setting expectations for performance on the job.
Leaders need to be clear about their expectations, especially in our multigenerational workforce. What an older Baby Boomer experienced earlier in her career and expects as a given probably isn’t the norm today. If that same older Baby Boomer imposes 1970s expectations on a Gen Z employee, they may not be enthusiastically received.
Fall arrived about 10 days ago, but with the arrival of October, it psychologically seems to be more in tune with the season. Depending on how you look at your calendar, fall can range from a “back to school” vibe to the jolt that there are only 90 remaining until the end of the year.
As this year continues to be unlike any we’ve ever experienced, I challenge you to think about what you’d like to accomplish between now and the end of the year and then commit to action.
I’m sure that you join me in mourning the loss of Ruth Bader Ginsburg. So much has been said already about the huge amount she contributed to the law, and in particular, to women’s rights.
She was an extraordinary public figure and everything from her contributions to the law to her unusual friendship with someone her opposite (former Justice Scalia) to being a patient mentor to so many to her demanding and disciplined workout routine revealed a person admired by many.
Last time we looked at issues related to virtual hiring and today’s topic is what to do after someone is hired. Virtual onboarding is obviously a little trickier than onboarding in person, so here are some tips. Some of these are obvious, but who hasn’t had a time when the obvious was forgotten?
+ Replace a job description with a statement of roles and accountabilities. Clearly identify what is expected and identify the accountabilities. Accountabilities are important because it demonstrates from the beginning that you expect the person to be responsible for outcomes. Review this on the first morning and check back during the next few weeks to make sure the person is clear on these responsibilities.
Are you in hiring mode? Even if you’re not at the moment, as we are six months into the pandemic at some point you’ll need to add some staff, especially if you have strategic or even immediate needs.
Not all companies have returned to their physical places of work, and as a result, your interviews and hiring decisions are likely to be made based on video calls.
I can’t believe that Labor Day is around the corner. This was a milestone for many people earlier in the pandemic, then it fizzled to “ho hum” as the summer wore on and the economy didn’t return to its former vibrancy.
Take a moment to remember why we celebrate Labor Day. Everything from a five-day workweek to paid vacation time has roots in the labor movement, which spawned huge changes for working people.
You know the definition of insanity: doing the same thing over and over again expecting different results. We all succumb to this from time to time. And when it happens, it’s not always easy to snap out of it.
During challenging economic times we don’t have time to be “insane”. We need to do. We need to be productive. We need results.
The days of in-person cocktail parties, lunches, coffees, or association gatherings are distant memories. While it may be a while before we again break bread with clients or colleagues, you can still nurture your network virtually.
Some people are reluctant to stay in touch, concerned that they may hear some bad news, creating an ackward moment for someone. You won’t know if you don’t ask. And the longer you wait to reach out, the harder it will become.