Virtual Onboarding

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.

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Virtual Hiring

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.

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Nurture Your Network

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.

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In Order to Delegate, Learn to Develop

Many managers – especially inexperienced ones – suffer from resistance to delegation. They often declare that it’s easier to do it themselves than to ask someone less experienced to handle it.

The challenge is, of course, that if you don’t delegate, you’ll suffer from perennial mountains of work and your “delegatees” will never get the experience.

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From Survival to Opportunity

A recent Gallup article discussed ways that companies can continue employee development in spite of tighter budgets. Among the many good points raised, the author emphasizes that leaders could focus on the development of behavioral skills that are key to high performance.

Some leaders express frustration over the need to consider employee development when there are so many “more pressing” issues to consider. This is short sighted.

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What Are Your Clients Thinking?

The answer to this question requires action! Reflect on the conversations you’ve had recently with your clients or customers. Do you really know what’s on their minds, or are you making assumptions?

Often, we project our opinions onto our clients. If we are struggling with COVID related problem X, we assume that our clients are also struggling with the same problem.

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Tap Into Your Company’s Brain Power

Creativity is so important for businesses, now more than ever during the pandemic. Leaders who have taken the position of “we’ve always done it this way” have found themselves in dire conditions. Revenue that plummeted is taking far longer than ever imagined to return.

Most companies that find themselves in this situation have made at least some efforts to modify how they do business to generate new sources of revenue. But small changes aren’t enough to keep troubled companies in business for the long term.

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Making Do With Less

As the reopening continues, leaders are once again facing new situations. The “current normal” (I don’t want to call it the “new normal”) is about making do with less. Fewer people are doing the work of many. Expenses are under scrutiny.

Leaders have been inevitably stressed with the myriad difficult decisions that have been made in the past several months. But it’s important to remember that everyone is stressed.

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You Set the Tone

Although parts of the U.S. are reopening and people are slowly returning to places of business, many companies are still operating remotely and will continue to do so for the foreseeable future.

The changes in the business environment have been exceedingly challenging for all leaders, and you should feel great about keeping things together as much as you have during the past three months.

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Your People Are Watching You…What Are They Seeing?

Most of you are still leading remotely with your staff also working remotely, sometimes even with a skeleton crew in your place of work. Although we have become more accustomed to this after two months, it still feels surreal, doesn’t it?

I know you have been working tirelessly to keep everything together at your company. The new rules of work are changing all the time, so you’re reacting as the environment morphs.

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