Culture – Page 4 – mardihumphreys.com

Toil and Trouble

This is part three of four in the series: Independently Owned and Operated.

Owning the consequences of your decisions is a cornerstone of successful leadership. It is a necessary step on the path of career advancement. But what about owning the consequences of decisions you did not make? What do you do when trouble finds you?

Responsibility

Everyone has hurdles, setbacks, and challenges. Some you bring on yourself. Plenty of others stem from external factors beyond your control. These are the moments your true character is revealed. However the challenge began, taking responsibility for the outcome indicates you are a resilient and self-aware leader. When you take responsibility for solving a problem you did not create, your colleagues see that you are committed to overcoming the challenge rather than blame the cause of it. And your managers see they can rely on you to address trouble head-on no matter where it comes from. Habitually handling trouble this way helps you generate the trust and transparency necessary for a collaborative and productive work environment.

Accountability

In a fast-paced work environment, errors occur despite your best intentions and planning. It is how you respond to these mistakes that defines your commitment to ownership. Rather than deflecting blame or making excuses, being accountable demonstrates you are willing to learn and grow from the experience. Maybe your project is plagued by unforeseen obstacles. Maybe that sparks tension among your team members. Maybe this sets in motion a series of unfortunate events beyond your control. You may be tempted to play the victim or act out in frustration. Instead, acknowledge the trouble and own the current reality. It empowers you to reclaim control of the situation and enlist your coworkers’ help in overcoming the obstacle. When the crisis is fixed dwell on what happened just long enough to identify any lessons you can learn from it. Seek feedback from both your team and stakeholders. Combine what you learn about the problem, solution, and result. Leverage the input to set a trigger to prevent that particular trouble from tripping the team up in the future. Owning the results helps you develop a mindset of continuous improvement.

Integrity

Owning accountability for results requires the emotional intelligence to both accept praise when things go well and shoulder the burden when they don’t. Learning from trouble requires humility and a willingness to confront your shortcomings with honesty and ethical conduct. Ethical dilemmas are everywhere in the workplace. Your team’s competing interests and values are constantly colliding. Business moves at the speed of trust. You, your managers, and your coworkers must be able to trust each other in order to get anything done. When faced with trouble of this sort, draw on your principles of empathy, fairness, and respect. Do not compromise your values for a short-term gain. It may be uncomfortable to stand firm in the face of conflict, but integrity is a non-negotiable aspect of professional conduct. It lays the foundation for your long-term success as a leader.

What do you do when trouble finds you at work? Please share in the comments.

Bad Blood

This is part two of four in the series: Independently Owned and Operated.

Disagreement over project management, differences in communication styles, and defensive personalities impact people, processes, and profits. When you let go of minor clashes with coworkers you prevent negative energy from impeding productivity for the entire team. But what do you do when you have ongoing conflict with a coworker?

Flip the Script

Conflict is inevitable in any workplace and it’s not always bad. If you expect it, then you are ready to do your part to constructively resolve it. Frame conflict in your mind as a learning opportunity. One of your most powerful tools to disrupt destructive patterns of conflict is active listening. When a conflict sparks, emotions run high, and communication breaks down. By actively listening to your teammate (make eye contact, nod in acknowledgment, paraphrase what you heard, and say it back to them) you demonstrate empathy and a genuine desire to understand their perspective. This not only ensures clarity, it also deescalates emotion. Take ownership of your part in the conflict. This is not an admission of guilt. It’s a declaration of empowerment. It demonstrates you have agency to shape the outcome. After actively listening to your coworker’s position, communicate your position in 30 seconds or less. Use “I” statements to avoid sounding accusatory. For example, say “I feel frustrated when…” instead of “You always do…” Receive their feedback as objectively as possible.

Walk a Mile

Put yourself in your teammate’s shoes. What is driving their behavior? What do they have at stake? Understanding their motivation helps you find common ground. Conflict resolution is not about winning or losing. It’s about working together to move forward. Acknowledge, assume, and appreciate that you both want the best solution to the conflict. If they did not care, then there would not be conflict so get curious. Is it possible to collaborate for a win-win outcome? Can merging your different perspectives address the root cause of your on-going conflict? It’s likely the solution you reach together will be stronger than a solution either of you will achieve on your own.

Recruit a Referee

You may not be able to resolve on-going conflict on your own. When it seems insurmountable, it’s time to bring in a neutral third party, like your manager or someone from HR. Ask them to facilitate a structured conversation. This needs to be a safe space for open communication and a confidential discussion. Do not jump to conclusions or assign blame. Do acknowledge your part in the situation and ask for honest feedback. The third party is removed from the emotion of the conflict and they have a higher-level view of it than both you and your teammate. This, combined with their experience, enables them to give you new ideas for resolution.

Continuous Improvement

Every conflict offers opportunity for personal and professional growth. Make time to reflect on the conflict resolution process. What worked well? What could be improved? What do you wish you’d done or said? What do you wish you had not done or said? Use each experience to refine your skills. Conflicts don’t have to be roadblocks. You can make them stepping stones to success.

Are you in conflict with a coworker? How are you working through it? Please share in the comments.

Beginnerhood

This is part one of four in a series titled: Independently Owned and Operated.

Whether you are upskilling or taking on increased responsibility, your success hinges on tolerating the discomfort of being bad at doing something new long enough to get good at it. How does owning your beginnerhood help you achieve your goals?

Learning a New Skill

Beginnerhood is an unavoidable phase in pursuit of any skill. For example, when you first learn to code, you write the source code, then compile, link, and execute it over and over again until you get the result you want. It doesn’t take long to get both stuck and frustrated. If you remind yourself this phase is temporary, then you realize the discomfort will eventually go away because mastery comes from practice. Don’t shy away from trying new things because you are afraid to fail. Live in the discomfort long enough to learn from it.

Taking on Increased Responsibility

Whether it’s leading a team, handling larger projects, or managing important accounts, initially you will feel uncertain and maybe inadequate. To be successful, be humble. Acknowledge your initial shortcomings and state your desire to learn quickly. You will make mistakes. When they happen, frame them in your mind, and in your status reports, as part of your process for getting better every day. You are expected to stumble. You are also expected to persevere through challenges. You will not immediately have all the answers. Seek input from your teammates. Being vulnerable with them builds trust.

Overnight Success is a Myth

We all want instant gratification, so we think being bad at something is a setback. Expecting instant mastery is not only unrealistic but can also be a significant barrier to your professional development. The temptation to quit shortly after beginning can be strong. Pat yourself on the back every time you take the next step in doing something new. It helps get you through the awkwardness of your early attempts.

The Power of Resilience

Resilience is an underrated power skill. It’s the secret sauce of success. When you get discouraged by missteps, frame each stumble as a valuable lesson. Instead of seeing it as a deficiency, use it as a stepping stone. Bouncing back from initial failures and learning from those mistakes builds the strength you need to overcome future obstacles. Resilience doesn’t come from a string of unbroken successes. It comes from rising after every fall. Normalize setbacks so that you view them as opportunities for growth rather than insurmountable obstacles.

Cultivating a Growth Mindset

When you use these tools, you cultivate a growth mindset. You believe you can develop your abilities through dedication and hard work. This perspective transforms anxiety into excitement. You welcome challenges because they are opportunities to stretch your abilities and expand your skills. Successful people own their beginnerhood and workplaces can play a pivotal role in encouraging a growth mindset. When you focus on effort, perseverance, and resilience you create an environment where the team feels empowered to tackle new challenges without the fear of being judged.

Are you going through a beginnerhood? How are you handling the discomfort? Please share in the comments.

Working 5 to 9

If you received an inheritance, have passive income, or won the Powerball, yay you! But plenty of people seek additional employment to pay bills. Whether you refer to it as a side hustle, moonlighting, or a gig, as of April 2023, 39 % of Americans have one. Why do employees work side gigs? Why are employers concerned when an employee has one? What can both do to alleviate those concerns?

Why Employees Work Side Gigs

Finances – The cost of living keeps going up and as of March 2023, only 87 % of full-time private industry workers had access to medical care benefits. Self-funding health insurance, retirement, upskilling, etc., may not be possible with income from one full-time job.

Passion – The gig economy offers possibilities for personal growth. For example, maybe you are a teacher who loves baking and you have a side hustle making special occasion cakes. Experiments combining flavors and coming up with original designs is a creative outlet.

Development – A side gig is an opportunity to develop additional skills. For example, maybe you are a software developer who loves writing and you have a side hustle blogging for a website. Sharing your knowledge can establish you as a subject matter expert.

Why Employers Get Concerned

Conflict – An employee may end up working on projects that directly compete with yours. This results in divided loyalty and compromises the employee’s ability to prioritize and dedicate their full attention to the work they do for you. There is a risk that the knowledge, skills, or innovations they gained working for you could contribute to a competitor’s success.

Liability – If an employee’s side gig is in a similar industry or involves activities that could potentially harm the company’s reputation, you may be responsible for any consequences including financial repercussions.

Productivity – Employees with side hustles may find themselves stretched thin, leading to a decline in overall job satisfaction and eventually burnout. Side gigs may create tension among team members, especially if some employees feel burdened with extra responsibilities or perceive others as not fully committed to the team’s goals. This makes retaining your employees difficult.

How Both Can Come Together

Communicate – Employers should establish clear boundaries and written guidelines to ensure side gigs do not interfere with job responsibilities, deadlines, or the cohesion of the team. This will help maintain trust and prevent misunderstandings. Speaking openly of the side gig in regular check-in meetings promotes accountability.

Motivate – Employers can reap certain advantages from employees with side gigs. So, it’s crucial employers understand why their employee has one. Employees actively pursuing their passions outside of work find renewed inspiration and creativity. This positively impacts their job performance and helps employers retain a diverse and engaged workforce.

Innovate – Employers can embrace the concept of “intrapreneurship.” When employees channel their entrepreneurial spirit within the organization, employers can grow a dynamic and forward-thinking workplace culture. Employees with side gigs often bring new skills and experiences to their primary roles, fostering an environment of innovation and adaptability within the workplace.

Employers have legitimate reservations about their workforce engaging in side gigs. It’s essential to recognize that not all side gigs pose a threat to the employer-employee relationship. The nature of work evolves daily and business moves at the speed of trust. Tools like communication, empathy, and flexibility are necessary to help your organization thrive.

Do you have both a full-time job and a side gig? How do you make that work? Please share in the comments.

Your Top 12

Thank you for spending 2023 with me! As we begin a new year together, here are the top three articles in each category: Time, Energy, Attention, and Money (T.E.A.M.), based on the most views.

Time

Energy

Attention

Money

I appreciate you discussing these topics with me in 2023. I hope you found them useful. There are more in store for 2024!

What decisions around time, energy, attention, and money are you facing in the new year? Please share in the comments.

The Catch

Here in the technology space there is a lot of murmuring around unlimited Paid Time Off (PTO) as an employment benefit. As of October 1, 2023, 43.16% of job listings in the technology sector offered unlimited PTO. Is it the answer to better work-life integration and increased job satisfaction?

Employers

Productivity: You want to enhance employee well-being, but unlimited PTO inherently carries the risk of abuse. A sudden surge in leave requests can halt delivery on a contract. Traditional PTO policies provide structure for you to manage workloads effectively. With unlimited PTO, how do you both anticipate and mitigate potential gaps in staffing? How does this unpredictability affect project timelines?

Policy: The absence of a clear legal framework can lead to potential disputes with your workforce. The United States does not legally require paid time off for workers, so it is a business expense for companies that offer PTO to employees. Unlimited PTO must have an expiration date so you can budget. Many states expect businesses to pay out earned time off when an employee leaves the organization. In August, CBS News reported that American companies are carrying about $224 billion in liability for employees’ unused PTO. If employees are not earning PTO, then companies do not have to pay them for what they do not use. How will you address employees’ expectations of getting paid for unused unlimited PTO?

Employees

Panic: How do you know how much time off is too much? Last March, Forbes found that employees with unlimited PTO only take 10 days off annually. Why? Fear, too much work to do, and pressure from their managers because of the timing. When employers do not have rules around PTO, every request is a negotiation and instead of a contractual term of employment, time off becomes a moral issue. Can the company afford to pay you to not work? If your manager thinks you take too much time off, does that negatively impact your next promotion?

Peers: You may feel compelled to match your teams’ work habits. But accumulating significant amounts of unused time off can lead to burnout. Do your coworkers grumble about filling in for you? Will you be labeled a slacker if you take extended time off?

Both

Expectations: The goal is to balance the employer’s need for productivity and the employee’s desire for flexibility. Establish transparent guidelines outlining expectations for both individual contributors and managers. Clearly communicate that taking time off is not only acceptable but also encouraged for maintaining healthy boundaries.

Check-In: Schedule regular check-ins to assess workloads, stress levels, and job satisfaction. Encourage open communication between teams and managers to address concerns and prevent burnout.

Train: Equip managers and individual contributors to effectively navigate the challenges of unlimited PTO policies. Help supervisors acquire skills to manage workloads, plan for time-off coverage, and create an environment that values both productivity and employee well-being. Clearly communicate unlimited PTO policies to your workforce.

Adjust: Conduct periodic reviews of the unlimited PTO policy to assess its impact on productivity and employee satisfaction. Employers need to be willing to continuously improve the policy based on employee feedback and changing organizational needs.

While unlimited PTO seems like a perfect solution to work-life integration, it comes with its own set of challenges. Striking the right balance between flexibility and productivity requires thoughtful implementation, clear communication, and a commitment from both employers and employees to make it work.

Does your organization offer unlimited PTO? Please share your experience using it in the comments.

Check It Off

Stand up, close your eyes, and balance on one foot for 10 seconds. Did you feel your body adjusting for the entire 10 seconds to keep you from falling over? If the constant tension of managing your time feels like balancing on one foot with your eyes closed, it helps to have a decision-making process to fall back on. Let’s explore the four Ds of time management: delete, delegate, defer, and do. How can you implement these strategies to get your urgent tasks as well as your most important tasks done?

Delete

Not every task is of equal importance, and some activities may not significantly contribute to your overall goals. By regularly purging non-essential tasks, you free up valuable time and mental bandwidth so you can focus on the more critical aspects of your work. First, identify items that are low-priority, redundant, or simply unnecessary. Then, pull out your latest job performance review and compare it to your task list. To effectively delete, ask yourself:

Would completing this task move me closer to the goals set in my latest evaluation?
Is this task aligned with my priorities?
What value does this task add to my work or the organization?
Can this task be eliminated without compromising overall productivity?

Delegate

Recognizing you can’t do everything on your own and empowering your team to handle specific tasks can significantly increase overall efficiency for the whole organization. By sharing responsibilities, both you and your team can optimize your time, energy, and attention for the tasks that require each person’s specific expertise. This practice cultivates a more productive, collaborative, and pleasant work environment. To effectively delegate:

Identify tasks that can be performed by others without compromising quality.
Assess each team member’s strengths and assign tasks that align with their skills.
Clearly communicate expectations, deadlines, and relevant details.

Defer

You want to get a task done so you can check it off your list and move on to the next but some tasks would be more efficiently done if you stop to think about them. You should take time to contemplate tasks whose results have lasting consequences on processes, people, and/or payroll. These decisions usually require multiple sources of information and/or resources that may not be at your fingertips. Deferment allows you to address tasks at optimal moments and avoid unnecessary stress for you, your team, and your organization. To effectively defer:

Evaluate the urgency and importance of each task.
Identify tasks that can be postponed without negative consequences.
Create a realistic schedule that allows margin for completing deferred tasks.

Do

Procrastination often leads to increased stress and a backlog of tasks. This hinders your overall productivity. If you promptly address tasks that can be completed in the moment, then you will prevent a workload buildup and maintain a sense of control over your responsibilities. To effectively do:

Prioritize tasks based on urgency and importance.
Set aside dedicated time for tasks that require immediate action.
Break down larger tasks into smaller, more manageable steps.

Mastering the four Ds of time management is a powerful decision-making strategy. It helps you create a more streamlined and efficient workflow and ensures your time is spent on tasks that align with your organization’s goals as well as your personal priorities.

Do you use the four Ds? Please share how in the comments.

Reimagine Compensation

The United States Internal Revenue Service defines full-time employment in terms of hours. Their standard is an average of 30 hours per week or 130 hours per month. You can sit at a desk for those hours and wait for the email notification to ding, but is that productive? If you secure a new customer over a lunch hour, do you have to work another 39 hours that week?

Tradition

Rooted in the labor movements of the 19th and early 20th centuries, the 40-hour work week was established to protect workers from exploitation, ensure work-life balance, and promote economic stability. Technology, remote and hybrid work arrangements, and a shift in how we measure productivity, makes this rigid structure unsuitable for a wide range of jobs and industries.

Transformation

Employees are increasingly prioritizing autonomy while employers are increasingly recognizing the value of results over hours logged. The result is transforming the way employees are compensated. Instead of being paid solely for the number of hours worked, employees can be compensated based on their skills, the networks they bring to the organization, and the outcomes they deliver. For example, freelancers, gig workers, and project-based contractors are compensated for completing tasks, the quality of their output, delivering specific results, and the impact on the organization’s success, rather than for a set number of hours worked. This approach aligns more closely with the idea that the value an employee provides to the organization is not solely a function of their time, but the quality and impact of their work. We talked a couple of months ago about how being busy is not a reflection of productivity. With the aid of technology, it is now easier to track and assess work progress and results, no matter where, when, or how an employee chooses to work. Key performance indicators (KPIs), project milestones, and deliverables are more significant in assessing an employee’s productivity rather than the mere number of hours spent at a desk.

Transition

In a traditional office setting, it’s easier to monitor and manage employee performance, but in the age of remote work, new methods and tools are required to maintain accountability. Here are some basics.

Trust and Flexibility: While accountability is essential, micromanaging erodes trust and hinders productivity. A results-oriented approach, where employees are given the autonomy to manage their own work, can be highly effective.
Clear Expectations: Work together to define realistic goals, deadlines, and deliverables. Then evaluate employees based on objective performance metrics like goal achievement, quality of work, and impact on the organization.
Technology and Tools: Time-tracking software, project management platforms, and communication tools are invaluable for keeping remote workers on track. Frequent check-ins, whether through video calls, phone conversations, or written updates, can help maintain both connection and accountability. These interactions allow employees to discuss progress and challenges, and receive feedback and guidance.

The demise of the 40-hour work week is not the end of structured work but a transformation that better aligns with the demands and opportunities of the modern workplace. As remote and hybrid work arrangements become more prevalent, a new model of compensation and productivity measurement emphasizing flexibility, autonomy, and results ultimately benefits both employees and employers.

If you are not paid for your time, then by what measure do you get paid? Please share in the comments.

Network Expansion

When COVID-19 hit, networking went from in-person happy hours and handshakes to online webinars and QR codes for LinkedIn profiles. What practices did we learn during the pandemic that we should keep for 2024?

Then: In-person Events

Conferences, seminars, and mixers gave you a forum to connect. You met new people, exchanged business cards, and mingled face-to-face. This environment facilitated reading non-verbal cues, making a strong first impression, and building relationships through direct personal interactions.

Now: Virtual Events

Platforms like Zoom, Microsoft Teams, and LinkedIn Groups are essential networking tools. This shift towards virtual gatherings has reduced geographical constraints. You can network with people from around the world without leaving your home or office.

2024: Both

Online platforms are useful tools especially for follow up and staying connected. In-person still makes a bigger impact. You interpret non-verbal cues more correctly in person which is vital to meaningful communication. Whether meeting online or in person, focus on getting to know the people in the room as people. Find your common interests. What is their story? What do they do for fun? When meeting online, use the chat feature to exchange email addresses and social media handles and use them to share relevant content and resources.

Then: Transactional

The catchphrase, “It’s not what you know, it’s who you know,” made networking feel like a soulless, necessary evil to build your career.

Now: Relational

Networking is about building community.

2024: Authenticity

Networking is about know, like, and trust. That takes time, energy, and attention. Be in person with people as much as possible, then get to know them better by connecting with them online. Keep your social media profiles up to date. They should reflect your current professional status and interests. Build rapport with your network by commenting on and liking their posts and direct messaging them. Introduce them to potential collaborators through email introductions. Mention shared connections and why you think the two of them can help each other.

Then: Stick to What You Know

In-person networking often involved going to the same type of events over and over and engaging in light conversations about the weather, sports, or current events to break the ice.

Now: Learn from Others

Networking in 2023 has shifted towards content-driven conversations. With the rise of remote work and virtual meetings, discussions have become more focused on professional topics, industry trends, and shared challenges and less focused on small talk.

2024: Stay Informed

Know enough about what is going on in the world to meaningfully contribute to discussions. Share valuable content, such as articles or podcasts, to establish yourself as a thought leader in your field. Mentor someone from whom you want to learn. Trade your expertise for theirs. Use networking events and social media platforms to seek out and connect with professionals who share your interests. Being a thought leader is networking. Presenting at a local Rotary Club is networking. Serving on a non-profit board is networking. To thrive in 2024, integrate elements of both virtual and in-person interactions and you will have the tools to exponentially grow your network.

How is your networking different now than it was pre-pandemic? Please share in the comments.

A Good Thing

Last week we talked about adjusting our mindsets to use setbacks as pushes forward in the workplace. What could possibly go wrong? Well, too much of a good thing is still too much. If you feel compelled to continually demonstrate your value, even at the expense of your well-being, then you risk falling prey to a performance-prove mindset.

Do you feel an insatiable need for external validation? Do you have a deep-seated fear of failure? Do you make decisions that prioritize immediate success over long-term sustainability? Asking for a friend.

You are constantly under pressure to deliver results, meet targets, and drive success. While setting high standards and striving for excellence is essential, an obsessive need to constantly prove your worth through unrelenting performance hurts you, your team, and your organization. How can you tell if you have a performance-prove mindset? If you have it, how do you change it?

How You Can Tell

Burnout: Do you work long hours, neglect your self-care, ignore signs of stress and/or push through exhaustion? This not only harms your health, but also sets a damaging example for your team. These behaviors signal a burnout culture and toxic work environment.

Rut: Are you solely focused on existing methods and strategies? When is the last time you tried a solution someone on your team suggested? A performance-prove mindset often smothers innovation and creativity within an organization. It can result in failure to adapt to changing market dynamics.

Risk: Are you reluctant to take calculated risks? Are you afraid that any undesired outcome will be perceived as personal inadequacy? Risk aversion stifles your career growth and hinders your company’s ability to seize new opportunities.

Trust: Do you prioritize personal recognition over the well-being of your team? Trust is essential for effective leadership.

Short-Term: Are your decisions mostly about immediate performance metrics? When is the last time you considered how they impact the bigger picture? How often do you pay attention to your company’s reputation, customer trust, and employee satisfaction? Thinking exclusively about short-term goals endangers the sustainability of your business.

Stagnant: Do you regularly set aside time for self-reflection, upskilling, and personal development? Not doing so is an easy way to get in a cycle of proving yourself instead of continuous improvement.

What You Can Do

Focus: Align your actions with your company’s vision and/or mission statement. These touchstones should drive decision making for every employee. Doing so lessens the need for external validation, because you already know what your leaders want.

Delegate: Empower your team to own tasks and decisions. Delegating responsibility not only relieves the burden of constant performance but also fosters trust and development among team members. Remember to champion failure as a learning opportunity rather than a personal setback. Encourage a culture that accepts and learns from undesired outcomes so you can stimulate innovation and growth.

Practice: Notice when it’s happening. Regularly set aside time to reflect on why you do what you do and why you feel how you feel. This may be once a month or once a week or even once a day if the situation warrants. Writing a 250 word reflection can help you see what you think. Recognizing the root causes of your performance-prove mindset is the first step to taming it.

Do you attach your self-worth to your job performance? How are you working to change that? Please share in the comments.