Category Archives: Motivaton

Find Your Joy at Work – Relate to Your Boss

Relate to your boss

You know the saying, you can choose your friends but not your family. The same can be said for business, where you meet and interact with all types of people. Being able to work effectively with them is important to getting on with the job and creating a positive work environment. You don’t have to be Richard Branson to know the secrets to career success and job satisfaction are significantly related to the quality of your work relationships. Particularly how you relate to your boss.

[Tweet “Get the relationship with your boss right and it’ll be easier to jump out of bed every day”]

It’s a bit like dealing with your significant other or maybe even the kids. It depends on trust, respect, support, guidance and you really need to pick your battles wisely. Keep in mind, however, your boss is in a position of power, influence and status. This is regardless of your own assessment of their experience and wisdom.

Your boss may be brand new, all knowing, micromanaging, a buddy, intimidating, indecisive, apathetic, a workaholic, she may even be working in another location. Whatever characteristics or situations are in play, it is in your best interest to make the relationship work for you and the business. I have experienced a number of bosses and have had an interesting time navigating the personalities with some successes and career limiting failures.

Seek mutual support, trust and respect to relate to your boss

‘Managing up’ is a technique commonly bandied round online and was advice given to me for a new and inexperienced manager. In theory, it sounds OK. In practice, however, it can appear manipulative and self-promoting, and might even label you as a ‘crawler’, or ‘groveler’, if you spend too much time managing only your boss. Instead try focusing on mutual support, trust and respect with a communication strategy that skilfully ensures these are achieved.

A number of years ago I recall getting quite frustrated with my boss, I felt we were having some communication problems. By the way, he is male and I am female. I did wonder if the Mars and Venus cliche was operating at work. If I mentioned an issue he had to fix it when all I was doing was just getting it off my chest. Then there were times I wanted to run a couple of things by him and was keen to get his opinion.

We decided we needed help to clarify our needs so we devised the jelly bean strategy. If I wanted to just chat I grabbed the green jelly bean. If I needed some advice I grabbed the red. It was a bit of fun but just discussing the problem and deciding on a mutual fix improved our respect and reduced misunderstanding.

[Tweet “Would you use this jelly bean strategy for communicating with your boss?”]

There will always be differences at work in the ways men and women, manager and team member communicate, solve problems, react to stress, earn respect, and ask for what they want.

Understanding yourself and what makes you different can help you to relate to your boss constructively to reduce conflict and frustration. Then you can develop a working relationship that will be good for the business, but more importantly healthy for you.*

We help our clients work better together with a range of tools and resources. Call us today on 1300 785 150 to find out how!

*Provided you don’t eat too many jelly beans!

What’s Your Story? #13 – Louise Longhurst

What's your story?

Louise is an energetic senior manager skilled in sales, marketing and customer services. As an accomplished leader she is motivated by guiding people to unlock their potential and make their own choices.
Extensive experience in organisational change management has given Louise a healthy understanding of its benefits and impact in the workplace. Its lasting effects are a commitment to the achievement of happiness in both our personal and professional lives.

What’s your current position and what do you do?

Louise LonghurstManager Client Projects at Balance at Work.
I understand the challenges confronting business today, expectations high, workloads ever increasing, results, goals, objectives, targets are ongoing in an environment of change. At Balance at Work our clients are seeking solutions and tools to best manage their people and culture to meet these challenges. My role is to ensure our services are delivered effectively to address our clients’ specific needs and requirements. I am committed to customer satisfaction and service best practice.

What other activities are you involved in?

I have been known to dabble in a bit of community theatre, I have had the great pleasure playing a selfish Inn Keeper, pompous Duchess, desperate Widow, and   ruthless proprietor of the city’s worst public toilet! I enjoy a day sailing in Pittwater, however when we’re racing it’s all about following the captain’s orders, very difficult when he’s your husband. I’ve also been seen horse riding but the post aches and pains are limiting this activity.

Is this what you expected to be doing when you were at school?

No, I saw myself as a nun and then a teacher, I guess that’s what was around me at the time.

What was your first job?

Working in a behavioural sciences lab at university looking after rats and carrying out some interesting tests on the delightful creatures. I had a couple of pets that had the run of the department.

Can you tell us about a significant turning point in your career/life?

Living in the Solomon Islands for a short time exposed me to a wonderful culture and community. I found a job as a high school teacher in the local school. I scuba dived among the WWII wrecks and got to know some great people with whom I am still close friends. It opened my eyes to new cultures, people and experiences and was the beginning of a yearlong trip across Europe and Asia.

Who do you admire? Who has inspired you?

My husband stands out, although he knows I hate being told he has been a rock and is probably one of the calmest people I know. His mother is in the same category and has given me much to aspire to.

If there were no limitations, what would be in the future for you?

Sailing round the world, meeting people, experiencing cultures.

Finally, what would you tell your younger self about work and careers?

Be kind to yourself, find your strengths and use them, understand your weaknesses and don’t be afraid or critical of your vulnerabilities. Try lots of different things and embrace change, don’t be scared to of calling it quits when you have given it your best and know it’s not right for you. Sing more.

We’re all in this together

succession

Some new business owners struggle with how to treat their ‘competition’.  Do you research what they’re doing? Do you try to beat them on price? Do you even try to undermine their integrity?

What if collaboration is a better option?

It can be difficult when you’re in start-up mode not to have a negative view of your competitors. They are already established, they already have the clients you would like to have and they may the staff and infrastructure you can only dream of at this stage.

A much more constructive approach to competitors is to see them as potential collaborators and partners.

Here’s why:

  1. They already know the market and they’re talking to your potential clients;
  2. They’ve made mistakes you can avoid if you know about them; and
  3. Most people want to help you because it makes them feel good.

Learning from what your competitors do well, and tapping into what and who they know, can be a real short-cut to getting your business off the ground.

Getting to know your competitors (and I don’t mean spying on them!) will be one of the best steps you can take towards having a successful business.

Ask yourself: How can I help them? What expertise, tools and experience can I offer that will support their success?

A friend of mine calls this ‘coopetition’. I’ve built my business on close relationships with other businesses that outsiders would see as my competition.

Opportunities for collaboration are everywhere – if you’re open to seeing them.

If you are still hesitating about picking up the phone and having that first conversation, give us a call first. We are always open to opportunities for collaboration and happy to help with tips to start you on your ‘coopetition’ journey.

Culture: How do you assess fit?

This article is by Dan Harrison, Founder and CEO of Harrison Assessments International and was first published on 2 March 2017. If you are interested in learning more, please contact us.

High performing organizations can be quite obsessive about their culture as both a market differentiator and as a guiding force for decision-making. These organizations tend to be extremely careful to bring new people in who match the culture well.

By “culture”, we can use this definition: “the organization’s vital Purpose, its distinctive and enduring Philosophy and its strategic Priorities”  – the 3 P’s, according to Sheila Margolis [1]. A strong culture will endure and thrive if employees’ own beliefs and values align well with the organizational culture. If there is poor alignment, then the culture degrades and competitive edge may be lost.

Job-Fit vs. Culture-Fit

In the employee-selection world, professional Talent Management staff often focus on understanding the job in question by conducting a Job Analysis (JA). JA typically involves identifying the tasks, duties and responsibilities performed on the job as well as the specific knowledge, skills and abilities (KSA’s) that lead to success. Once the KSA’s are identified, a selection plan can be devised to “test” for these competencies and a “score” or predictor of potential success in the job is derived. The test can include a online assessment to determine probable job-fit. Certainly job-fit is critical to determine to ensure that the candidate both CAN do the job and WILL do the job (i.e. is motivated to perform).

Certainly, ensuring that a candidate has the technical skills, know-how, background, education and even “soft” or people-skills to be successful is critical. What many organizations fail to do, however, is assess for culture-fit. That is, applying assessment strategies to measure the extent to which a individual’s values, beliefs and priorities align with and complement those of the organization. In many cases, culture-fit is is just as important as Job-fit, if not more so.

What is Culture-Fit?

Person-Organization, or Culture-Fit is the congruence of an individual’s beliefs and values with the culture, norms, and values of an organization. Entrepreneur Magazine says that culture is, “the personality of an organization from the employee perspective, and includes the company’s mission, expectations and work atmosphere.” [2]

Employers are now competing hotly for the best and the brightest younger workers. We know from recent research on younger workers that they highly value People and Culture Fit above all else. They want to be comfortable with like-minded people in an environment that matches their own passions, interests and personal and professional values. If the employer can get their culture right, defined and clearly articulated then they are in a much better position to match the employer’s needs with younger workers expectations – a win-win proposition!

What Does it Matter?

Research consistently shows that employees who understand the company culture and are aligned with it outperform the competition by a three-fold factor. Aligned employees:

  • Are happier
  • More satisfied
  • Stay longer
  • Are committed
  • Provide better service

Person-Job vs. Person-Organization Fit

If we accept the idea that job fit is critical AND that culture-fit also plays a role in an individual’s potential success, then how are these two ideas related? The chart right attempts to address this question. Person-job fit can be determined using skills tests, competency analysis, behavioral interviewing and even resume/application review. Person-organization fit requires asking and getting answers to different questions – mostly about what is most important to an individual both in terms of their engagement as well as their priorities and core values.

Can One Assessment Do Both?

Certainly, multiple assessment methods can accomplish job and organization fit; for example, using one assessment for competency assessment and another one for values and engagement factors could work. This approach is time-consuming, expensive and cumbersome, not to mention a possible “turn-off” to candidates. In a perfect world, we could use one assessment to give us all the information we need in a short amount of time. In fact, such an assessment exists – the Harrison Assessment.

How can the Harrison Assessment Accomplish Both Goals?

Because the Harrison Assessment (HA) is preference-based, and uses forced-ranking as a method, it collects very detailed information about an individual’s work-related preferences in a very short amount of time (less than 30 minutes). Everyone takes the same questionnaire. What changes is the filter, or Success Formula, that is applied to the individual’s data set. In terms of Person-Job Fit, there are thousands of Job Success Formulas in the system that are specific to the demands of unque jobs. In terms of Person-Organization Fit, the system can be set up to filter for core values, engagement factors and motivational triggers. This filter can be applied to the same data.

Culture Mapping and Assessment Example

Let’s apply this process to a real-world example. Consider Company X that has 5 Core Values that they want to make sure new employees have the propensity for and embrace at a personal level. The first of those Core Values is shown below and is called Innovative Ideas and Approaches. The document below shows how this value and its definition was mapped to HA. This work was performed by a trained HA consultant. This was done for all 5 of the Core Values, though only one is shown here for the purposes of this example.

Example Core Value and Mapping to the Harrison Assessment with rationale included.

This “culture template” was created in the HA system and could then be run for any or all finalists or new employees to show how much their own personal preferences and priorities stacked up against the ideal. In the partial report shown below, you can see the individual’s match-up against this customized cultural filter (note that this report ran several pages; this is just the first page). The hiring manager, and/or interviewer could use these results to probe areas that may have been weaker for this person, or “out-of-sync” with respect to the cultural values. The report also includes traits-to-avoid that can possibly de-rail success.

In this way, organizations can use the same dataset collected by one questionnaire in multiple ways; First, to assess fit for the job itself; second, to look at culture fit. It is true that some set-up needs to be done to do the customization work to create the cultural, or values filter, but once set-up, this is a very efficient, effective, time-saver that is also inexpensive.

Visit our website to find out more about both Job-fit and Culture-fit

_________________________________

[1] Sheila Margolis, Defining Organizational Culture Questions (https://sheilamargolis.com/consulting/organizational-culture-change-initiatives/organizational-culture-assessment-questions/)

[2] “It Really Pays to have a Rich Company Culture”, Entrepreneur Magazine, 10/21/14, (https://www.entrepreneur.com/article/238640)

What’s Your Story? #12 Susan Hervey

What's your story?

When we meet someone like Susan Hervey, with an interesting career or life story, we’re always keen to share it in this series of articles. It’s amazing to think we are up to twelve stories in the series already!

Susan Hervey is well known in her field and if you ever get the chance to ask her yourself, you’ll be stunned, as I was, by the variety of 20+ different jobs she has had in her lifetime. I first met Sue a bit over 3 years ago at my very first NAGCAS conference, where she and her team were so warm and welcoming. It’s taken a while to get this story – she’s a very busy woman! – but worth the wait.

Thank you, Susan Hervey, for answering our ‘What’s your story?’ questions.

What’s your current position and what do you do? Susan Hervey

My current position is Director of Career Services at The University of Adelaide. I manage a team of 14 staff and we have four major portfolios for a student body of approximately 25,000. These portfolios include Careers Education and Counselling across our five faculties, Industry Engagement and Events and Careers Information provision to students and staff. We also provide specialist support for students on campus from China and engagement and liaison with industry in China.

Is this what you expected to be doing when you were at school?

My father was the first careers counsellor I ever met disguised as a fitter and turner, a job he did for his entire working life with ETSA. At 5 years of age, I had been to school for just one day when my Dad asked me what I wanted to be when I grew up. At that stage, I only knew of 2 jobs that existed, my teacher’s job and my Dad’s job.

I still remember considering carefully whether I wanted to be a teacher or a fitter and turner. I told my Dad I would like to be a teacher and he said “I will start saving for college from today.” We had very little money and I realised this was a very big deal that my Dad was committing to. From that day on, I just knew I would be going to University, it never crossed my mind not to take that pathway. I was the first in my family to ever attend University but my sister and nearly all of my cousins followed the same path.

My father believed that education was the answer for any problem. I always knew that my father harboured a desire to train as a school teacher but his family were unable to support him to attend teachers college. As a career professional I note that my sister and I both have teaching degrees amongst other qualifications.

Our dad was very proud of us when we graduated and he would carry our business cards around in his wallet. I don’t think he realised how much we listened to his message about education and that we would return to University quite a few times. When he passed away I found an entire collection of our business cards from the first job to the current roles we had.

Apart from having a careers adviser at school, I wasn’t aware of the Career Development Industry at all, which was probably in its very early days at that time. The careers adviser was also the maths teacher and sometime PE teacher, so Career advice was quite a low priority at my school. As a teenager, I entertained my share of the usual uninformed daydreams about careers that students still present with today. Some of the ones I remember include wanting to be a physiotherapist, a journalist and a fiction writer. Of course in the back of my mind was the discussion I had had with my father about being a teacher when I was just five years old.

What was your first job?

I had a part time job throughout high school and University but my first full time job was in assisting physiotherapists and occupational therapists with their clients. Most of the clients had suffered a stroke or an injury to a body part and we were assisting them on the road to recovery.

Craft was one of the ways we trained people to use their arms and hands again and I trained as a ceramics teacher. Many beautiful items were fired and artistically decorated by our clients and I still have some of the ceramic dishes in my kitchen cupboards that I created in my first professional role.

Can you tell us about a significant turning point in your career/life?

A significant turning point in my career was meeting my mentor Don Dobie. I remember meeting Don in 1999 when I was employed by Spencer TAFE. I was on the cusp of quite a dramatic career change. At 32 years of age I had won the Campus Manager’s position at a large regional TAFE campus and would be responsible for 82 staff and 2,300 students on campus and via distance education. Don had been contracted by the Student Services support team to introduce us to Harrison Assessments and train us so that we could use the assessment with students.

As part of the training, of course, we had to undertake the Harrison Assessment ourselves. I had never undertaken a career assessment before but the Harrison Assessment not only showed that I would be successful in my role as a Campus Manager but that I would probably be an even better CEO. I could definitely see how useful the Harrison Assessment would be for students trying to navigate their career pathway and I have now been using HA for 17 years in the higher education sector.

I have trained in the use of many tools since but I have never found a resource that helps clients more than the Harrison Assessment. Of course, a significant and unexpected outcome is that I have had the privilege of having a very experienced and insightful mentor and friend for most of my working life, thanks to a chance meeting at a training session.

Who do you admire? Who has inspired you?

Parents inspire me, my own parents, parents in general. I chose not to have children but I greatly admire anyone who does. I’m in awe of my sister who is a full time deputy district attorney in Nebraska, her work takes her into very dark places working with child victims of crime. She also has 7 children ranging in age from 7 year old twins to a 23 year old son.

If there were no limitations, what would be in the future for you?

If there were no limitations, I’d really like to return to University full time and complete my PhD. I would also like to complete the novel that I’ve made a few attempts at. I think with writing you need to fully immerse yourself in the process and surround yourself with like-minded people at every opportunity. At least that’s what I think I would need to bring a novel to fruition. So for the time being, my novel is on hold.

Finally, what would you tell your younger self about work and careers?

If I was able to speak to myself at a younger age, this is what I would say…
In between describing to her the many fantastic work opportunities that were coming her way in the future, I would say “My best advice is don’t be afraid – of anything.”

I would speak with great excitement about all of the amazing projects waiting for her to work her magic on and the teams and individuals that she will have the privilege to be part of and more often than not, lead. I would say “As a manager be consistent, be fair and lead by example. Take the time to develop your team members and they will follow you anywhere. Bring a sense of fun to whatever you do and inspire people with your ideas, your words and your actions.”

I would also say “Find a mentor or 3 and seek their wise advice whenever you feel you need it.”

I would tell her to never stop learning, to look for ways to add value to whatever she is working on and to take more time than I did to travel for leisure or work purposes. I would encourage her to take up work opportunities even if they weren’t exactly what she was looking for or hoping for. I would say “Some of those offers will turn into opportunities that you can’t even dream of”.

Finally, I would say “Stop worrying about the future and enjoy your youth. I know you think it will last forever but the future will be here before you know it. There is no need to worry – you will create an amazing life and it will be more than you had ever hoped for. Enjoy.”

Susan Hervey
1st March 2017

Career Reality Check: Fashion Editor

We love sharing career stories!  What could be more inspiring or educational than hearing about other people’s experiences in a wide range of careers?

There are 2 ‘occasional’ series of career stories running on this blog:

  1. What’s your story? (Here’s one of the early stories, just updated.)
  2. Career reality check (So far we’ve touched on pilots and TV presenters.)

Today’s career reality check is ideal for you to share with anyone who might be considering a career in fashion publishing.

We became aware of the 60 Minutes segment below because one of the subjects, Laura Brown, is my cousin. From growing up in Sydney and studying at Charles Sturt University, Laura has worked incredibly hard to pursue her dream of working in fashion in New York. Laura is now Editor-in-chief of InStyle magazine. The other Australian subject of the story, Jo Levin, built her own path to Editor-in-chief of Glamour magazine in London.

Their stories are inspiring. Both women epitomise the power of creativity and persistence. That, and a love for their work. They also have in common an ability to be true to themselves and their own vision.

Incredibly, Jo just happens to be the cousin of one of my friends and neighbours. How’s that for a ‘small world’ story?

Do you know someone with a career story that should be shared? Let us know!

Advice your client is waiting to hear

ask for help

As a trusted adviser you may find yourself helping your client in areas other than your field of expertise. How you deal with that situation could make or break your reputation.

By recognising the need for your client to connect with another professional – and then connecting them with the appropriate expertise – you can retain and strengthen your role as a central adviser.

The important thing is to know when to use others’ expertise and how it can help deliver your client value that you can’t promise.

However, many advisers don’t consider referring a client to another party for a variety of reasons – and that harms both the client and the adviser in the long run.

These reasons include:

Assuming you know all about all businesses because you run one yourself

This is like parents thinking they know how a school should run because they spent a lot of time there when they were kids.

Don’t make the mistake of thinking you know all about business because everyone is different.

Remedy: As an experienced professional, you know each client has different challenges, and their experience won’t be the same as yours. Keep this in mind and assume nothing.

Limited business networks

You will enhance your reputation as a trusted adviser by the company you keep. Unless you have built relationships and a deep understanding of how other professionals can help your clients, it will be hard to refer them to the best people.

Remedy: Network – and keep in mind the purpose of this networking is not to sell your services or to get referrals. A pile of business cards from the latest business networking function is not a network. It’s about identifying the people you’d like to work with to deliver to your clients the advice they need.

Fear of your client getting advice that conflicts with your advice

What if you send your client to another professional and they receive advice you think is wrong?

Remedy: Do your research! Take the time to get to know potential advice partners, their services and how they work with clients. Don’t be afraid to walk away from a poor match – remember you are doing this research on behalf of your clients.

So when would you need to refer a client to another party?

When you may need to refer a client to somebody else

When they need proactive strategies to minimise tax

While you understand and can advise on ways to minimise tax, your client may need to be referred to other professionals as part of the implementation of strategies.

When clients need to seek legal advice

Help the client recognise when the stakes are high and a situation or concern calls for legal advice from a professional. Then provide recommendations of lawyers with the right expertise to help them.

When they need a business coach or strategic partner

Your knowledge of a client’s financial situation gives you a unique insight into any areas where they may lack specific skills, such as business planning or marketing.

When they need financial planning advice

As you know, there are limitations on the advice you can give if you do not have the legal right to do so.

Your clients will value a referral to a professional, independent financial planner when they need to manage their superannuation, life insurance and related affairs.

When they need to prepare for succession, retirement, or sale of a business

Many consultants specialise in these areas but lack the financial expertise you can offer.

When you identify the need for these next steps in a business, it’s time to call on the professionals in your network who can fill in the gaps such as people management, business broking and legal.

The result

Your clients trust you for your values and ethics, and they will get the best results with other advisers who also share those values.

Focus on finding the best possible source of advice for your clients, and you will minimise any risk in referring them outside your business.

Your good advice — in sending them someone who works with them as well as you do — will be rewarded by strengthening your position as an adviser who gives their clients the advice they’ve been waiting to hear.

This article was originally published on MYOB’s blog, The Pulse. For more business news and tips, visit www.myob.com/blog.

Workplace Giving With Meaning

What comes to mind when you hear about workplace giving? Charitable donations? Team-building volunteering opportunities? Secret Santa? In this article, I’d like to explore some other ideas.

In the season of giving, let’s take the time to recognise and appreciate the ways we give to each other at work every day, not just on special occasions. For some people, giving is what you are paid to do. While for others, it sits outside your job description but I believe it’s still a vital attitude for all of us to have in order to work effectively and to find our joy at work.

Here are some reflections on giving at work, not just for the Christmas season:

1. Everyday giving

[Tweet “The everyday gifts we give each other at work are gifts we don’t need to buy.”].

We already possess them. What’s more, their supply is unlimited. Think about the times you have given freely the following.

  • Your attention
  • Autonomy and empowerment
  • Sincere praise and recognition
  • Constructive feedback and guidance

2. Giving gives meaning

You may not always appreciate it, but each of the items listed above is a gift to the other person in the work context. That’s because it benefits both the giver and the recipient. You don’t have to give the gift, but you can choose to do so.

How does this giving make you feel? Could you get more of that feeling?

3. Appreciate that you can give

Being able to give is a gift in itself. Think about the ways you share your gifts and talents in the workplace. Then be grateful for those who give you the opportunity.

4. Real giving is different from ‘giving to get’

Giving your time, attention or praise is meaningful only if you do it without the expectation of receiving something in return. If you would like to give more, seek out Adam Grant’s book ‘Give and Take’ for inspiration.

5. You can give too much

We sometimes see people who always seem to be giving without looking after themselves. I’m sure you know people like this. It may even describe you.

A typical workplace example of this phenomenon is the team leader who loves to dive in and help the team to solve issues and get their work done. This is admirable up to the point where the leader is taking from their team opportunities to learn and to gain a sense of empowerment. The leader is also sacrificing their ability to get their own work done. In extreme cases, we may see this leader exhibiting atypical dominating behaviour when under stress because continually giving in this way is not sustainable.

In the Harrison Assessments Paradox report, this dynamic is illustrated by the ‘Power’ pairing of the traits Helpful (the tendency to respond to others’ needs and to assist or support others to reach their goals) and Assertive (the tendency to put forward personal wants and needs). To find out more about Harrison Assessments and the Paradox report that covers 12 pairs of traits, click here or contact us.

What do you think?

How and what do you give at work? Why is giving important to you?

There is something worse than rejection. It’s uncertainty.

When was the last time you experienced rejection? Was it following a job application? Perhaps you put forward a brilliant idea that was ignored or discounted by someone else.

Rejection feels dreadful and most people will do whatever they can to avoid it.

[Tweet “Rejection can feel like it will destroy you but it can also be the start of something.”]

You know the feeling. You are so demoralised and discouraged you don’t want to do anything. Remember? Could anything be worse?

As humans, we are programmed to avoid rejection at all costs. Rejection from the family or the tribe meant almost certain death to our distant ancestors. We have evolved to avoid rejection as a very natural survival mechanism.

How does rejection feel for you?

When we fear public speaking, we fear rejection. When we don’t want to make a sales call, it’s because we are afraid the answer will be ‘no’. Rejection again.  As are the times when we don’t follow up on a job application because while we don’t know the answer, we can convince ourselves it might be ‘yes’.

When was the last time you stopped yourself from putting forward your ideas in a meeting because you weren’t sure they’d be welcome? A classic and typical business example of avoiding the discomfort of rejection.

What could be worse than rejection?

We all know how rejection feels. We don’t want to experience it. We also – usually – don’t want others to experience it. In fact, sometimes we go to the extent of lying so we don’t impose rejection on others.

We want the world to see us as friendly, kind people. Within that hope lies fear of rejection. So instead of telling the truth, we choose to generate some uncertainty.

[Tweet “Rejection can hurt, but it can move us forward. Uncertainty, on the other hand, leads nowhere.”]

Here’s a scenario familiar to many of us: You apply for a job, you are interviewed and it goes well. The people seem friendly and they say they’ll let you know. You really want that job and you are feeling good about it. There are other jobs you could be applying for but there was something about this one that makes you hold off on going for the others.

A couple of weeks later, you still haven’t heard, so you call. Only then do you find out that the job has gone to an internal candidate. Your application and interview were great, they say, but you just didn’t have the level of experience of the other person.

What would be your preference now? Would you rather have had a clear ‘no’ immediately, or hear it now? What could you have achieved in the meantime, instead of hanging on thinking the job just might be yours?

This post is a plea for us all to be more honest. With those close to us, with team members, with anyone trying to sell us something.

How to handle rejection

When you have to give an answer to the question of employing someone, buying their product or trying their ideas, there are only three possible responses:

  1. Yes
  2. No
  3. Later

By being honest about your intentions, early, everyone can move on. The first two options are fairly clear. Use option three only if you mean it. In that case, give the other person a set date when you will be ready to provide a ‘yes’ or ‘no’ answer.

[Tweet “Don’t keep them guessing! Not knowing can be worse than ‘no’.”]

From dealing with the latest telemarketer to management to parenting, this principle will save time and pain all round.

What do you think?

Do you agree we could all be more happy and productive if we were a little more honest with each other? Next time someone tries to sell you an idea, product or service, will you be able to override your fear rejection and give them an honest answer?

Need some help? Dealing with rejection – from both sides – is a key leadership skill. Click here to see how we can help you understand and develop your leadership strengths.

Employee engagement is “everything money can’t buy”

employee engagement

The inspiration for this post on employee engagement came from an unlikely source – a drive in the country. We visited the beautiful Wolgan Valley west of Sydney and historical Newnes. Although there’s no longer a town, there’s a sign that says Newnes, followed by the tagline: ‘Everything money can’t buy’.

[Tweet “Employee engagement is mostly made up of things that money can’t buy.”]

When someone works for you, you exchange your money for their labour. That’s the basic economics of labour. There’s nothing about that transaction that imposes a duty on your employee to feel engaged, excited or enthusiastic about their work. They bring their skills, training and experience to work to produce goods or services you sell for profit. That’s the part of the employee engagement equation money can buy.

[Tweet “Paying people fairly for their labour is basic. It’s also the easiest thing for competitors to copy.”]

Doing things that increase employee engagement can certainly cost money, but engagement itself usually can’t be bought.

People want to feel the work they do is making a difference. Making a difference means different things to different people – and this is where many attempts at employee engagement have run off the rails. Answers to the question ‘How do you know your work is making a difference?’ will include answers as diverse as these:

“I know my company always acts ethically”

“The work we do here helps society”

“I have opportunities to contribute to the direction of the organisation”

“I’m learning new skills that will give me a hand in my career and that I can pass on to others”

“My work matters”

Can you tell me where you can buy that sort of employee engagement?

Employee engagement is much more than an annual survey or a new workshop. Employee engagement requires managers to find out what money can’t buy for each person on their team. What can you do to employ their heart and not just their head and hands?

Surveys and workshops, while valuable, are also generic by nature because they don’t tap into individual engagement ‘drivers’. There are many engagement factors to consider. Each person has their unique combination of things that money can’t buy. How do you find out what will employ their heart and not just their head and hands?

A valuable starting point in any employee engagement exercise is to do a serious analysis of employee expectations. With the Harrison Assessments Engagement and Retention Analysis, we examine these expectations in eight categories:

  1. Development
  2. Appreciation
  3. Remuneration
  4. Communication
  5. Authority
  6. Personal
  7. Social
  8. Balance

Here’s a small part of an individual Engagement and Retention Analysis report, to give you a taste of what’s possible:

Employee engagement indiv

We can also analyse the expectations fo any size group. Here’s a tiny snippet of the information you’ll get in a group Engagement and Retention Analysis report:

Employee engagement group

Beyond the colourful graphs, the detailed narrative in each report can help you improve your business results by showing how to increase employee engagement. You will know what people want, how important different factors are to them and how to address those needs to create better performance.

[Tweet “Know what they care about and employee engagement is all about ‘everything money can’t buy’.”]

If you would like to experience our unique approach to employee engagement, get in touch!

Performance reviews no more? 3 things to consider!

When I first heard of big name companies like Deloitte and Accenture ditching their annual performance reviews, I have to say I became a bit excited! Anyone who has worked in HR or line management – no, let’s make that anyone who’s worked – knows what a pain they can be.

Not only is it the people management task managers often have the most trouble completing. Often to produce results that are at best meaningless. At worst, performance reviews can be destructive, demoralising and unlikely to produce better performance.

Can you tell I’m not a big fan of the traditional performance review?

Yes, that would be true when the emphasis is on ‘traditional’. You know the one I mean. It comes around every 6 or 12 months, it’s 5 pages long, it contains rating scores and there’s a collective groan when it arrives. You complete the form first, then negotiate with your manager about the ratings you’ve given yourself. This negotiation can be high stakes if the results also determine your salary.

Instead of the process above, I’ve long thought that in a perfect world, feedback would be continuous. Then the performance reviews, if they had to happen, would be more of a formality, codifying what is already known. No energy-draining difficult conversations and no surprises!

In most places I’ve worked, this would amount to a very idealistic world view. And it’s a view I’m prepared to adjust on my reading of recent research into performance reviews.

[Tweet “The performance review is not dead, it’s evolving. That’s something we can all celebrate!”]

What you could miss if you drop performance reviews

There are several risks an organisation takes if management decides to drop performance ratings or reviews. Most of them relate to removing the mandated conversation that has to happen between a manager and his staff. By cutting back on the performance reviews, you could miss out due to:

  • Lost opportunity for discussions beyond day-to-day task management and reporting
  • Less engagement with employees as managers retreat to doing what’s essential for their immediate KPIs
  • Lower productivity from high performing employees because they aren’t getting positive feedback on their performance

How do you get the best of both worlds?

More than most, I understand the desire to ditch the traditional performance review. That could work as long as other processes are in place to avoid the risks listed above. In my experience, the organisations who have successfully done so are rare – and well-resourced. My hybrid solution would combine the following with a scaled-back performance review process.

  • Creating opportunities (and motivation) for regular feedback for all team members
  • Asking the right questions, focussed on what is important to both greater employee engagement and delivery of the strategic plan
  • Consistent, regular and effective feedback (in both directions)

Implementing these changes will be easier with the right tools. We recommend using 15Five to create opportunities, asking the right questions and being consistent.

Get your free trial of 15Five now to see how it can change your approach to performance reviews.

What do you think?

Please share your view below. Have you tried new approaches already? What has worked for you?

Are you ready to try something new but don’t know where to start? We’d love to help you sort it out if you get in touch!

Postscript:

Following the publication of this post, the Australian Financial Review published a related article the next day about GE replacing performance reviews with regular check-ins. If you’re exploring doing the same, here’s the first step in your research.

NAGCAS launches 2 new awards

Rising Star Award is a new initiative of the NAGCAS Community, sponsored by Balance at Work, that recognises the work of individuals and teams who are contributing towards new projects in the early stages of development.

Two categories are available in the Rising Star Awards (please see below for entry details):

  • Rising Star Individual
  • Rising Start Project

UPDATE: And the winners are…

We were impressed by the variety and standard of the entries for the inaugural awards and would like to congratulate all those involved. Here are the winners of the first Rising Star and Rising Start Awards:

Rising Star (Individual) Award: Grant Verhoeven, Massey University, New Zealand

Grant is pictured here with finalists Michelle Moss from Edith Cowan University, Western Australia and Jennifer Burke from the University of Southern Queensland. Absent – Diane McLaren, University of Western Australia. Photo credit – Khadraa Mustafa, University of Adelaide.

Rising Start (Project) Award: Joint winners were La Trobe University, Victoria (Project Coordinator, Michael Healy) and from Australian Catholic University (Project Coordinator, Tina Li).

Other finalists in this category were Flinders University (Coordinator, Verity Kingsmill) and RMIT (Coordinator, Piera Ibrahim).

The team from La Trobe are pictured below (L to R): Kelly McDermott, Michael Healy, Dr Michael Emmerling. Absent: Dr Dilhani Premaratna

Entry details

Entries have closed and these details are provided here for your information only…

Entry will be via Nomination and will include a description of the individual or project in accordance with the submission requirements below. Video entries covering the requirements below will also be considered in place of a written submission with a maximum length of 6-minutes. All nominations (written or video) will be showcased on the NAGCAS website.

Rising Star Individual Criteria

A nominated Rising Star Individual is a careers staff member who has been associated with NAGCAS for three years or less.

They are contributing towards new initiatives in the early stages of development with the initiative commencing after 1 January 2016.

Please note that Rising Star (Individual) Nominees will not need to make a presentation.

Rising Star Individual Submission Requirements

  • Images: Individual and Institution Logo
  • Individual details: Name, role
  • Date the individual started in their Careers related role
  • 500 words describing the individual and their contribution to the team
  • 500 words outlining their achievements to date
  • Nomination/Submission Contact: Name, email, institution, role
  • The individual nominated must be a current financial NAGCAS Individual member
  • The nomination form needs to be submitted by a current financial NAGCAS Individual member

Rising Start Project Criteria

A Rising Start Project is a new initiative of a careers team that has the potential to contribute to our sector across any of the following categories: Careers, Employability, Volunteering, Placements & Internships, Leadership, Exchange, Mobility or similar.

Projects can be a sole venture or involve working with another team in your institution or with an external partner.

As these initiatives are new, they do not need to be finished or polished, but must have commenced after 1 January 2016.

Rising Start Project Submission Requirements

  • Images: Project and Institution Logo
  • Project coordinator details: Name(s), role(s)
  • Date the project started
  • 500 words describing project
  • 500 words outlining the project outcomes to date
  • Nomination/Submission Contact: Name, email, institution, role
  • The nomination form needs to be submitted by a current financial NAGCAS Individual member

For questions regarding Rising Star Awards please contact: Catherine Klimeš – (08) 830 27853 UniSA, Adelaide, SA

We look forward to encouraging our Rising Stars to progress to Best Practice entries in the future.

 

 

"The last couple of years at batyr has seen incredible growth and the Balance at Work team has supported us along the way. They have helped us improve leadership skills across the team by helping us source and manage mentors, and even engaging as mentors themselves. As a young and fresh CEO Susan has also supported me personally with genuine feedback and fearless advice to achieve great things. "
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