3 Rules For “Managing Up” In Your Job

3 Rules For “Managing Up” In Your Job

If you are an employee looking to get ahead at your current job, you need to start managing up. Managing up is not difficult and the benefits are worth the time and energy it takes to master it.

Managing up is not manipulation either. It’s simply understanding how to create an exchange that is mutually beneficial—and this kind of exchange cannot occur without trust between both parties.

Here are three rules to successfully “manage up” in your job:

Rule #1: Get To Know Your Manager’s Personal & Professional Agenda

Woman talks to her boss to try to manage up

To manage up, you must embrace the idea that you are selling your professional services. You are a business-of-one. It’s time to act like a salesperson, and great salespeople take the time to learn about their clients’ histories, experiences, perceptions, and, subsequently, what it might take to shift those perceptions. I emphasize the word “time” because many of the professionals I work with come to me after making the initial mistake of not getting the detailed information they need to manage up.

A great salesperson is actually a really gifted teacher, someone who patiently and creatively navigates pupils, enabling them to reach the right conclusions on their own. Yet everyone knows teachers can’t make this happen for their students without first determining what the students need to understand. Thus, understanding our managers to the point where we know how to get what we want means doing our homework.

Here are just a few questions we should be seeking the answers to:

  • What is my manager ultimately trying to accomplish and why?
  • What does he/she value most, both personally and professionally?
  • How have past work experiences impacted his/her professional goals?
  • How is he/she planning to make his/her mark on the company?
  • What role does he/she envision me playing in his/her master plan?

That last question is most important because the answer tells us what our manager thinks we’re capable of. How can we begin to convince managers we can do more without first knowing what they perceive our limits to be?

Doing extensive research on our manager not only keeps us busy but also provides us with a gold mine of information we can use to help connect our own professional goals to those of our manager. And we all know presenting evidence-supported, win-win strategies produces some of the best and fastest results.

Yet, while the “everybody wins” approach is a solid start to being heard and respected by management, we must now explore another sign of a truly successful salesperson, and the next key element to managing up: knowing when NOT to press the sale.

Rule #2: Build A Long-Term Relationship (It Yields More Than A Self-Serving Sale)

Two employees build a relationship with their boss during a work meeting and manage up

The most impressive, unforgettable salesperson isn’t the one who closes the big deal. Rather, it’s the one who upon listening to the needs of its client realizes their product or service actually isn’t a good fit and then tries to help by suggesting viable alternatives.

Now, that’s someone we can trust and respect—someone whose honest opinion we would seek again.

The value in thoroughly exploring the what, why, and how of upper management is that we may also get a “heads up” as to why some of our ideas might not work at a certain time. Is pushing a personal agenda worth jeopardizing our credibility?

It’s easy to get caught up in the sale of our professional services, especially when we are dissatisfied on the job. But even when we want something, we must recognize our managers may not be able to meet those demands right away. The timing might be off, or the right pieces might not be in place. And, like that unforgettable salesperson, it’s the employee who recognizes and graciously accepts what can’t be at the moment, and who willingly goes back to the drawing board to come up with another plan, who gains the respect of management.

Now, before you say, “But management is too self-absorbed and busy to even give me the time of day,” or “Why would I bother when my boss doesn’t listen to me or respect my opinions,” let’s take a look at the final key element of effectively managing up that has quantum leaped the careers of many professionals I know: a willingness to speak their language.

Rule #3: Be Appreciative, Tactful, And Understanding

A woman walks with her boss at work and tries to manage up

The best salespeople are engaging communicators who care seriously about what they say and how they say it. The old cliche, “You get more flies with honey than vinegar,” is paramount to managing up. If you are a professional looking to get ahead, then learning to speak to management on their terms will be your ticket to success.

Let me share a story.

I was recently speaking to a group of managers who had to hire a lot of younger professionals in the last year. Their first comment to me? How inconsiderate these new employees could be when expressing themselves on the job. One manager even shared a story of how, when she made an effort to commend and recognize a new employee’s efforts with a creative token gift, instead of a “thank you,” the employee said, “That’s corny,” and gave her a disdained look.

I don’t care how old you are or how long you’ve been a manager, getting that reaction from your efforts is like a kick in the stomach. More importantly, it puts up a wall of defense between the two parties. Why should a manager respect us if we don’t treat them with respect? We may not like their approaches, but let’s at least give them credit for trying.

I know how frustrating it can be for employees on the job, but making a change requires diplomacy—the choosing of words wisely. The desire for greater teamwork, leaderless organizations, and an emphasis on meaningful one-on-one interactions are just some of the concepts employees believe will improve a workplace. Yet the very success of those initiatives rests on highly effective positive communication. So, why not start by setting an example?

Before you speak, put yourself in the shoes of today’s seasoned manager and imagine what it must have been like to work over the last twenty years. If you can’t muster some sensitivity for their plight, then look at it this way: The disconnect between older management and younger employers is not going to go away. Some day, the current crop of younger professionals will be responsible for the workplace, and the new generation entering behind them won’t be satisfied with what they’ve done with it either. That’s the nature of progress—never being satisfied.

I must admit, after years of hard work and working only with what was available to me at the time, I don’t think I’d appreciate folks brand new to the workplace bluntly telling me how I’ve messed it up for them, would you? Progress only works when ALL parties learn to effectively communicate with one another. It’s not just management’s job to listen to the desires of its employees; it’s every employee’s job to find the right way to engage management in dynamic, productive conversations.

For example, we’ve all got questions. But it’s how we frame those questions to managers that can make a difference. Open up conversations by saying:

“I am really interested in finding a way to make a greater impact, but I need more information. You have a lot of experience that can help me see the big picture. I need your perspective. Can we set up some time so I can ask questions and get the kind of feedback that will help me?”

This is one way successful young people are connecting with their managers. Give your manager the chance to share how they got their workplace battle scars. Some day, you may want that chance too.

More importantly, articulating the reasons for our questions in this fashion is the smartest way to get management off the defensive. Instead of assuming we’re questioning their authority and secretly criticizing their decisions, they’ll understand that we’re just looking for answers that will help us do our job better.

In summary, adjusting our approach to communicating with management is part of the give-and-take necessary for successful partnerships. Nobody (especially a manager) wants to work with someone who conveys an “all about me” attitude in their efforts to get ahead. We all know there’s no “I” in “team,” but smart professionals know thinking and subsequently phrasing their thoughts to reflect a “we” versus a “me” mentality is the quickest way to get respect from higher-ups.

Ensure your communication with managers showcases a comprehensive view of everyone’s needs, and you’ll be seen as both wise and worth more than your years.

The secret to successfully managing up in your job is following the three rules above. Managing up in your job will help you get ahead in your career, and hopefully help you achieve the career growth you’re capable of achieving.

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This article was originally published at an earlier date.

Executive Spotlight: How To Develop A Training Plan For New Employees

Executive Spotlight: How To Develop A Training Plan For New Employees

As new employees join your team, providing them with a well-structured and comprehensive training plan is essential for their success and the long-term growth of your business. Crafting a thoughtful and effective training program not only accelerates the onboarding process but also sets the stage for new hires to excel in their roles. How can you create a training plan that equips your new talent with the knowledge and skills they need to thrive?

We recently asked our leading executives for their best tips on how to develop a training plan for new employees.

Here are their responses…

Melodie Turk, Learning Experience Executive

New employees are excited and eager to jump in and it’s important to give them the opportunity to do so. Providing a solid training plan over their first year will provide a strong foundation to help with their success.

As new employees generally have more time than any other employee, I recommend building a training plan they can control and lead. This means building a guided framework they can easily navigate while they build their knowledge pool. This framework should not overwhelm the new employee, but build upon itself so their knowledge gets deeper as the year progresses.

Here’s an example.

When setting up training regarding the organization, you might set it up this way:

  • In their first week, search the intranet and internet to find out the organization’s mission, vision, and core values.
  • In their first month, search the intranet and internet to find out the organization’s mission, vision, and core values and bookmark key links you can use for later reference.
  • At the 90-day check-in, review your bookmarked links and ask your supervisor how the organization’s mission, vision, and core values drive the department’s priorities.
  • At the 6-month check-in, review your bookmarked links and prepare to share with your supervisor how the organization’s mission, vision, and core values drive your own work and discuss how other priorities may impact that work.
  • At the annual check-in, review your bookmarked links and prepare to share suggestions on how to further support the organization’s mission, vision, and core values in your own work and what support you may need to make that happen.

In each instance, the employee is given a task that starts out relatively small and increases in thought and knowledge.

Each training plan should cover compliance training and then organizational, departmental, and personal areas.

Organizational areas may include the history of the organization, its mission, vision, and values. Learning about them may be as easy as searching the intranet or it may be scheduling time with a few key people who have been with the organization for some time. It may even include a visit to an archive location.

Departmental areas may include strategic goals, dashboards, and reports—not just where they are located, but the context behind them, as well as how to interpret them. This may include guiding the new employee to schedule time with certain people or to watch a video to gain this knowledge. This area may also include certain training to help employees learn how to actually input and navigate different systems they will use.

Personal areas might include cultural norms and behaviors. This may look like a scheduled meet and greet with other employees (with guided questions) to discover how the culture of the organization looks and works. It may include reading through a company blog or watching CEO town halls. It may even be as simple as a PowerPoint sharing key aspects of the culture.

Developing a training plan for new employees is best done with other employees. They will help give you the best insight into what they wish they had known and when.

Melodie Turk is a learning experience executive with a unique background in the learning and development arena as well as change management. She is passionate about bringing change to the workplace—change that is meaningful and change that will last.

Michael Willis, Sports Business Operations Executive

Manager/leaders trains new employees at work

Step 1: Identify Training Needs

  • Begin by conducting a thorough assessment of your organization’s needs. Determine what skills and knowledge are essential for new employees to excel.

Step 2: Set Clear Objectives

  • Define specific, measurable objectives for the training plan. What should new employees achieve by the end of their training? Ensure these objectives align with your business goals.

Step 3: Design the Curriculum

  • Create a detailed curriculum that covers all necessary topics and skills. Divide it into modules or sections for clarity. Each module should contribute to achieving the defined objectives.

Step 4: Choose Training Methods

  • Select the most appropriate training methods for each module. Options include classroom training, e-learning modules, hands-on workshops, and mentorship programs. Tailor your choices to suit your employees’ content and learning styles.

Step 5: Develop Training Materials

  • Create or source training materials such as presentations, manuals, videos, or online resources. Ensure these materials are well-structured and engaging to facilitate effective learning.

Step 6: Assign Trainers or Facilitators

  • Appoint experienced trainers or facilitators who can effectively convey the training content. These individuals should have expertise in the subject matter and possess strong communication skills.

Step 7: Schedule Training Sessions

  • Plan the training schedule, considering the availability of trainers and new employees. Ensure that the timeline aligns with business needs and employee onboarding processes.

Step 8: Implement Training

  • Execute the training plan as scheduled. Provide employees with access to training materials and resources. Encourage active participation and engagement throughout the training.

Step 9: Assess Progress

  • Regularly assess the progress of new employees through quizzes, assignments, or practical assessments. Use feedback to identify areas needing additional attention or modifications to the training plan.

Step 10: Provide Feedback and Support

  • Offer constructive feedback to employees to help them improve. Create a supportive environment where questions are encouraged and challenges are promptly addressed.

Step 11: Monitor and Adjust

  • Continuously monitor the effectiveness of the training plan. Analyze the impact on employee performance and adjust the program to address gaps or changing business needs.

Step 12: Measure ROI

  • After completing the training, measure the return on investment (ROI) by evaluating how well the new employees contribute to the organization. Assess their performance against the initial objectives.

Step 13: Iterate and Improve

  • Use the insights gained from the training process to improve future training plans. Learning is an ongoing process, and each iteration should be better than the last.

Developing a comprehensive training plan for new employees is a strategic investment in your organization’s success. By following these steps, you can ensure your employees are well-equipped to excel in their roles, contribute to business growth, and drive overall success.

Michael Willis has 18+ years of experience working with accounting & sports organizations and has managed P&Ls of $10M – $125M+ with budgets of $3M-$50M+. He worked for the NFL for 22 1/2 years, mainly with the game officials working on the financial/accounting side of the business.

Ana Smith, Leadership Development & Learning Strategist

Woman trains new employees at work

Crafting an effective training program for new employees is key for retaining talent. In today’s dynamic workplace, ensuring that your team is well-prepared from day one is crucial for their success and your organization’s growth. A well-structured training program not only accelerates the onboarding process but also sets the stage for long-term productivity and job satisfaction. In this blog post, we will walk you through the essential steps to create an effective training program that empowers your new hires to thrive.

1. Define Your Objectives

Before you can start building a training program, it’s essential to clearly define your objectives. Ask yourself:

  • What specific skills and knowledge do new employees need to excel in their roles?
  • What are the key performance indicators (KPIs) that will indicate a successful onboarding process?
  • How will this training program align with the company’s goals and values?

Defining these objectives will serve as a roadmap for designing your training program.

2. Identify Target Audiences

Not all employees have the same needs or roles within your organization. Segment your new hires based on their job functions, experience levels, and backgrounds. This allows you to tailor the training content and delivery methods to meet each group’s unique requirements. For example, a salesperson’s training will differ significantly from that of a software developer.

3. Create an Engaging Curriculum

Once you know your objectives and your audience, it’s time to develop the curriculum. Here’s how:

  • Determine Learning Outcomes: Clearly outline what employees should know or be able to do after completing the training program.
  • Content Creation: Design the content around these learning outcomes. Use a mix of formats such as videos, written materials, interactive modules, and hands-on exercises to keep the training engaging.
  • Sequencing: Arrange the content logically, starting with foundational concepts and gradually moving to more complex topics.
  • Assessment: Include assessments, quizzes, or assignments to evaluate employees’ understanding and progress.

4. Choose the Right Delivery Methods

Consider the most effective methods for delivering your training content:

  • Instructor-Led Training (ILT): Ideal for hands-on or complex training, ILT involves a live instructor leading a class.
  • E-Learning: This method includes web-based training, videos, and interactive modules that employees can complete at their own pace.
  • On-the-Job Training (OJT): For roles that require practical skills, OJT involves new employees shadowing experienced colleagues.
  • Blended Learning: Combines multiple delivery methods for a holistic learning experience.

Select the methods that align with your objectives and audience needs.

5. Develop Training Materials

Create or curate the training materials. Ensure that they are well-organized, up to date, and easily accessible to employees. Consistency in formatting and style will enhance clarity and usability.

6. Establish a Training Schedule

Determine the timeline for the training program. Will it be a one-week intensive program or a longer, phased approach? Communicate this schedule to your new employees so they can plan accordingly.

7. Training Delivery and Evaluation

Now, it’s time to roll out your training program. During this phase:

  • Training Delivery: Ensure that trainers are well-prepared and engaging. Make resources available for self-paced learning if applicable.
  • Feedback Mechanism: Collect feedback from both trainers and trainees to continuously improve the program.
  • Regular Assessments: Evaluate the effectiveness of the training program at predetermined intervals.

8. Monitor Progress and Adjust

Keep a close eye on your new employees’ progress as they complete the training program. Adjust the program as needed to address any identified gaps or areas of improvement.

9. Gradual Integration

After completing the training, facilitate a smooth transition into employees’ regular roles. Continue to offer support and mentorship as they apply their newfound knowledge and skills.

10. Continuous Learning Culture

Encourage a culture of continuous learning within your organization. Provide ongoing training opportunities and resources to help employees grow in their roles and stay up to date with industry trends.

In conclusion, developing a training program for new employees is a strategic investment that pays off in the long run. It not only equips your team with the skills they need but also fosters a sense of belonging and commitment to your organization. By following these steps and remaining adaptable to changing needs, you can create a training program that sets your employees up for success and helps your company thrive in today’s competitive landscape.

Ana Smith helps people & organizations achieve their full talent potential by developing and co-creating people strategies and customized solutions, and turning them into impactful outcomes and collaborative relationships, using coaching as the “red thread.”

Lisa Perry, Global Marketing Executive

Man trains a new employee at work

I’ve had the privilege of experiencing one truly exceptional onboarding and new-hire training program in my career. It began with my future boss’s welcoming email, excitement about my upcoming start, and her eagerness to have me join the team. Little did I know that this was just the beginning of an onboarding journey that would set the gold standard for welcoming new employees.

My first day was unlike any other. The office felt inviting, adorned with a beautiful plant, and a fun gift basket with company-branded goodies awaited me. My desk was thoughtfully arranged with everything I needed, from a computer to supplies. This warm reception left a lasting impression, marking the start of a well-structured process designed for my success.

The onboarding experience continued seamlessly with a structured two-day training program. I immersed myself in the company’s culture, completed HR paperwork, and became familiar with essential organizational guidelines and processes. This comprehensive introduction laid a strong foundation for my journey with the company.

What truly made this onboarding exceptional was the people. My boss, who had sent that initial email, became my guide. She introduced me to the marketing team, fostering connections from day one. My journey continued with department visits, introductions to key stakeholders, and active participation in meetings and ongoing projects.

Reflecting on this extraordinary onboarding experience, it becomes evident why it left such an indelible mark. I felt genuinely welcomed and valued when I walked through the door. This positive and inclusive start set the stage for my confidence and subsequent success in my new role.

Here are five key strategies for developing a new hire training plan that goes beyond the basics, ensuring that new employees feel welcomed and equipped with the tools and knowledge needed to thrive:

  1. Set Expectations: Begin by defining the role and expectations from day one. A well-crafted job description and initial discussions with new employees about their responsibilities, goals, and 30-day expectations will help them understand their role.
  2. Introductions: Facilitate meaningful introductions to colleagues, teams, and key stakeholders. Organize team-building activities or events to help new hires forge connections, feel part of the team, and know who to contact. Highlight the importance of collaboration within the organization. Assign a mentor or buddy to help them navigate their initial days.
  3. Onboarding: Make the first few days memorable. Welcome new employees with a warm and organized orientation process. From administrative tasks such as filling out forms, setting up email accounts, and arranging direct deposit for paychecks, as well as the opportunity to immerse oneself in the company’s mission, vision, goals, culture, policies, and best workplace practices. This multifaceted approach ensures that new employees not only complete essential paperwork but also gain a deeper understanding of the organization.
  4. Training: Develop a structured training program that covers essential job skills, equipment usage, information access guidance, job shadowing, performance standards, and company processes. Offer in-person, online, and hands-on training to accommodate different learning styles. Encourage questions and feedback throughout the training process.
  5. Support System: Establish a strong support system for new employees. Encourage regular check-ins between managers and their team members to address questions and concerns. Create an open-door policy to foster open communication. Provide employees with readily accessible resources for ongoing inquiries.

By implementing these strategies, you can create an onboarding and training program that welcomes new hires and empowers them to excel within your organization. If you found this helpful, I invite you to explore my book How to Develop a Brand Strategy and insightful brand marketing articles.

Lisa Perry helps companies drive revenue by using consumer trends, insights, and data analytics to innovate their approach to marketing.

How do you successfully train new employees? Join the conversation inside Work It Daily’s Executive Program.

Navigating The Privilege Of Focus: Strategies For Breakthrough Results

Navigating The Privilege Of Focus: Strategies For Breakthrough Results

Last week, I had the opportunity to interview Steve Smith, Executive Chairman for Steward Tubular. We explored how, in today’s fast-paced business world, the ability to focus is a powerful asset. It’s the key that unlocks innovation, productivity, and strategic thinking.

However, this privilege of focus is not evenly distributed. Many factors, including socioeconomic status, technological distractions, and mental health, influence our capacity to concentrate. In this article, we will explore how the privilege of focus impacts breakthroughs in the business environment.

The Privilege Of Focus: A Brief Overview

The privilege of focus is the advantage some individuals or organizations have in maintaining sustained attention and concentration on strategic goals. It goes beyond personal discipline and extends to the circumstances and resources that facilitate focus. To delve deeper into this concept, we interviewed Steve, an expert in business performance and breakthrough strategies.

Insights From Steve Smith, Executive Chairman For Steward Tubular: The Power Of Business Breakthroughs

Business goals, success, workplace, breakthrough concept

1. Typical Approach to Overcoming Challenges: Steve observed that many businesses today tend to tackle challenges with a short-term perspective. However, he emphasized that a more effective approach involves aligning efforts with long-term strategic goals and cultivating a culture of continuous improvement.

2. Urgency in the Business World: The prevalent perception that everything must be urgent in the business world was challenged by Steve. He stressed the importance of prioritization and allocating time and resources to high-impact projects that contribute to long-term strategic success.

3. Investment of Time by Executives: Successful business executives invest their time in strategic planning, innovation, and creating a culture of learning. Steve highlighted that focusing solely on day-to-day operations can hinder long-term growth.

4. Shifting from Short-Term to Long-Term Focus: Executives can shift their thinking from a short-term focus to a longer-term one by defining clear, bold strategic objectives and communicating the importance of these goals to the entire organization. It requires a commitment to the vision and persistence in the face of challenges.

5. Breakthroughs vs. Continuous Improvement: Steve emphasized that while continuous improvement focuses on incremental changes, breakthroughs involve transformative, game-changing innovations. Both approaches have their place, but breakthroughs have the potential to reshape industries.

6. Realistic Breakthrough Goals: According to Steve, breakthrough goals should be ambitious and bold. It’s true that unrealistic goals can lead to frustration, while attainable ones can motivate teams. However, breakthrough goals should reach for the stars, serving as inspirational beacons of performance excellence.

7. Pursuing Breakthrough Results: To pursue breakthrough results, organizations must align their culture, resources, and processes with the overarching strategic vision. It requires a commitment to change and adaptability.

8. Strategy for the Entire Team: Strategy should not be the sole responsibility of the executive team. Steve emphasized the importance of involving all levels of the organization in strategy deployment through the practice of catchball to ensure alignment and engagement.

9. Balanced Scorecard and Breakthroughs: The Balanced Scorecard framework plays a crucial role in strategy deployment and tracking progress toward breakthrough goals. It provides a structured approach to measuring and managing performance.

10. Impact on Company Culture: Pursuing breakthroughs and moonshots can positively impact company culture by fostering innovation, risk-taking, and a growth mindset. It encourages employees to think beyond the status quo.

11. One-and-Done vs. Ongoing Journey: Breakthroughs are not a one-time event; they represent an ongoing journey of innovation and improvement. Organizations must continually adapt to changing market conditions and opportunities or become irrelevant.

12. Additional Insights: Steve concluded by highlighting the importance of leadership commitment, resilience, and adaptability in the pursuit of breakthroughs. He encouraged organizations to embrace change and prioritize long-term strategic thinking.

Bridging The Gap

Creativity, imagination, innovation, ideas, invention, inspiration, breakthrough concept

Understanding the privilege of focus and its role in achieving business breakthroughs is essential for creating a more equitable and innovative business landscape. While not everyone has the same level of focus privilege, organizations can take steps to level the playing field.

By embracing strategic thinking, fostering a culture of innovation, and committing to long-term strategic goals, businesses can harness the power of focus to drive transformative change. The journey toward breakthroughs is ongoing, and success is within reach for those willing to be bold and invest in the future.

3 Rules For “Managing Up” In Your Job

Executive Spotlight: How To Effectively Resolve Conflict At Work

Conflict is an inevitable part of any workplace. Whether it stems from differences in personalities, varying work styles, or competing interests, the ability to effectively resolve conflicts is a critical skill for maintaining a harmonious and productive work environment. What can managers and team members do to effectively resolve workplace conflicts and foster a culture of open communication and cooperation?

We recently asked our leading executives for their best tips on how to resolve conflict at work.

Here are their responses…

Melodie Turk, Learning Experience Executive

Here are a few of my tips for successful resolution:

  • Don’t wait to deal with conflict. Waiting creates the opportunity for passive-aggressive behavior (on both sides). It also creates the opportunity for the conflict to increase in its negative impact.
  • Reflect. Getting clarity with yourself on what you understand the conflict to be, the questions you may have for the other party, and the solutions that may help resolve the conflict will help ground the emotional side and prepare you for a resolution conversation.
  • Deal directly. Talk with the person or persons you are having conflict with. Talking with a colleague or supervisor may seem easier but can produce faulty interpretation and miscommunication. It also is an easy path to gossipy behavior.
  • Be accountable. Once you hopefully resolve the conflict with another party, give yourself reminders, acknowledge new behavior publicly, record yourself—do whatever it is that you need to do to show the other party that you are taking the resolution seriously.
Melodie Turk is a learning experience executive with a unique background in the learning and development arena as well as change management. She is passionate about bringing change to the workplace—change that is meaningful and change that will last.

John Schembari, Senior Education Academic And Operations Executive

Woman tries to resolve a conflict at work

In line with what Melodie is saying, communication is key in resolving conflict. Communication can come in many forms.

Did we first align our individual goals with an organization’s through the development of a strategic vision? Do we need to reground ourselves around/remind ourselves of our common goals?

Do we have established norms of communication? Have we as a team considered how we will address conflict before it even happens?

Having formal organizational processes for discussing conflict can also be helpful in ensuring that we focus our disagreements on policy implementation rather than on people themselves.

John Schembari is a current K-12 teacher/school leader academic improvement coach and former school building and district administrator. He loves to draw, travel, swing dance, and read nonfiction.

Ana Smith, Leadership Development & Learning Strategist

Woman talks to a coworker to resolve a conflict

Resolving conflicts at work is crucial for maintaining a healthy and productive work environment. Here’s a systematic approach to managing and resolving conflicts:

1. Acknowledge the Conflict:

Recognizing there’s an issue is the first step. Ignoring or avoiding conflicts can exacerbate the situation.

2. Open Communication:

  • Initiate dialogue: Set up a meeting with the parties involved to discuss the issue.
  • Active listening: Ensure that each party feels heard. Listen without interrupting and ask open-ended questions to understand the core of the issue.

3. Identify the Root Cause:

Often the visible conflict is a symptom of a deeper issue. It could be related to:

  • Unmet needs
  • Differences in values or perceptions
  • Miscommunication or misunderstandings
  • External work pressures or stress

4. Stay Neutral and Objective:

If you’re mediating the conflict, it’s essential to remain neutral. Do not take sides, and avoid making judgments based on personalities or past incidents.

5. Focus on Interests, Not Positions:

  • Positions are what a person says they want.
  • Interests are the underlying needs, desires, and fears.
  • Focusing on interests can lead to more collaborative and creative solutions.

6. Generate Solutions:

Encourage the involved parties to suggest ways to solve the conflict. Brainstorming can often lead to a mutually acceptable solution.

7. Negotiate a Compromise:

It’s rare that one side will get everything they want. Aim for a solution that addresses the most crucial concerns of all parties.

8. Document Agreements:

Once a resolution is reached, document the agreement. This serves as a reference and ensures accountability.

9. Follow Up:

Set a date to review how things are going after the resolution. It ensures the agreed-upon changes are being implemented and provides an opportunity to address new concerns.

10. Seek External Help:

If internal efforts fail, consider mediation or conflict resolution specialists. Sometimes, an external perspective can provide new insights or methods of resolution.

11. Establish Clear Boundaries and Expectations:

Ensure that job roles, responsibilities, and expectations are clear to prevent future conflicts.

12. Provide Training:

Offer conflict resolution training for employees and managers. This equips them with tools and techniques to manage and prevent conflicts proactively.

13. Promote a Positive Culture:

Foster a work environment based on respect, open communication, and collaboration. Regular team-building exercises can enhance team cohesion and reduce conflicts.

14. Personal Reflection:

If you’re directly involved in the conflict, reflect on your own actions and behaviors. Self-awareness can help in recognizing and addressing personal triggers or biases.

15. Know When to Escalate:

Some conflicts may require intervention from higher-ups or HR. Recognize when an issue is beyond your capacity to resolve and escalate appropriately.

Remember, conflicts are a natural part of any workplace. The key lies in addressing them constructively and ensuring they lead to growth and understanding, rather than persistent issues or negative environments.

Ana Smith helps people & organizations achieve their full talent potential by developing and co-creating people strategies and customized solutions, and turning them into impactful outcomes and collaborative relationships, using coaching as the “red thread.”

Michael Willis, Sports Business Operations Executive

Woman yells at a coworker without trying to resolve the conflict

In the dynamic workplace environment, conflicts can arise from time to time. However, leaders must approach this topic with an optimistic and open mindset. There’s no one-size-fits-all here. Each conflict resolution must be met on a case-by-case basis. The first step in any solution is to identify the conflict.

1. Listen Actively:

  • Encourage open communication within your organization.
  • Create an environment where employees feel comfortable raising concerns.
  • Pay attention to what employees say and actively listen to their perspectives.

2. Review Complaints and Feedback:

  • Regularly review feedback channels such as suggestion boxes, surveys, or anonymous reporting systems.
  • Look for recurring themes or patterns in the complaints and feedback.

3. Meet with Key Stakeholders:

  • Schedule one-on-one meetings or group discussions with employees involved in or affected by the conflict.
  • Ask open-ended questions to understand their viewpoints, concerns, and emotions related to the conflict.

4. Communication Conflicts:

Conflicts can arise when team members misinterpret messages or fail to communicate effectively. Optimistically, these conflicts can encourage improved communication skills, better understanding among colleagues, and the development of more robust relationships.

5. Task Conflicts:

Disagreements about how tasks should be completed or allocating responsibilities can occur. Such conflicts can lead to creative problem-solving, innovative task approaches, and a stronger sense of teamwork as individuals work together to find solutions.

6. Personality Conflicts:

Differences in personalities, working styles, or values can lead to tensions. When handled constructively, these conflicts can foster diversity of thought and perspective, resulting in more well-rounded decision-making and innovative problem-solving.

7. Resource Conflicts:

Disputes over resource allocation, such as budget or equipment, can arise. These conflicts can prompt organizations to reassess their resource management strategies, potentially leading to more efficient and equitable allocation of resources.

8. Leadership Conflicts:

Conflicts related to leadership decisions or management styles can allow leaders to engage in open dialogue with their teams. This can lead to improved leadership practices and a more engaged and motivated workforce.

By following these steps, you’ll understand the conflict’s nature, causes, and context comprehensively. This information will be a solid foundation for developing strategies to resolve conflict effectively and create a more harmonious workplace environment. Remember that open and empathetic communication is critical to resolving disputes successfully.

Michael Willis has 18+ years of experience working with accounting & sports organizations and has managed P&Ls of $10M – $125M+ with budgets of $3M-$50M+. He worked for the NFL for 22 1/2 years, mainly with the game officials working on the financial/accounting side of the business.

Lynn Holland, GTM & Rev Gen Consultant

Man listens to his coworker during a meeting and tries to resolve a conflict

Conflict in the workplace is the worst! Despite wearing a team player’s jersey, we can find ourselves experiencing sleepless nights, dreading Monday mornings, and feeling exhausted by stress, anxiety, and emotional turmoil due to an office disagreement that we didn’t go looking for.

Rather than letting it linger, drawing in co-workers to take sides, or blowing it up with management, I’ve found four steps to be helpful to proactively pursue and achieve a resolution:

  1. Acknowledge that you are in a disagreement or conflict in your workplace.
  2. Pursue a conversation with the person who disagrees, stepping back from your position and asking for them to share their viewpoint on the process or project in question while genuinely listening with an open mind to where they are coming from.
  3. Recognize that you want what’s best for the organization and assume they do as well.
  4. Ask yourself how you can put their ideas and your ideas together and present them for execution to get an even better result.

Following these steps can help resolve the disagreement without drama, make the co-worker feel heard, and achieve a better outcome that is in the best interest of the company.

Lynn Holland is a business development, enterprise sales, and marketing executive with 18+ years of experience, the last five years in technology, developing, taking to market, and selling directly and through partnerships, B2B technology solutions, technical products, and services for companies up to $5 billion.

Lisa Perry, Global Marketing Executive

Woman listens to a horrible coworker without trying to resolve the conflict

I recently worked at a start-up where an individual was so upset with a colleague and felt justified to let them know by screaming at them in the hallway, where everyone could hear until they stormed out of the building. This incident taught me several valuable lessons about conflict resolution in the workplace.

Stay Calm: In the midst of conflict, maintaining composure is vital. By staying calm and removing emotion, you can take an objective step back to evaluate the situation effectively and find constructive solutions. Most importantly, it will make the people around you feel safe, secure, and confident in your leadership.

Be a Great Listener: Why is this so important? Eighty-six percent of employees and executives cite workplace failures for ineffective collaboration and communication. Listening is critical for conflict resolution because people want to be heard. Let them talk and allow them to express their frustrations. Understanding their perspective is essential. Here are several questions to help you seek to understand the driving motivations behind the issues, whether you are directly involved in the conflict or not:

  • Can you tell me more about your perspective?
  • What would you like to see happen, and what does success look like for you?
  • What steps are necessary to move forward, and how can we achieve them?
  • Consider your involvement in the conflict and how you can improve the relationships and communications through changes in your actions.

Foster Collaboration: Promote a collaborative problem-solving approach to demonstrate that you have their best interest at heart. Once the underlying issues have been identified, bring everyone together to brainstorm the best path forward. This approach encourages collective ownership, enhancing the likelihood of successful solutions.

By staying calm, actively listening, and fostering collaboration, organizations can transform conflicts into opportunities for growth, creating a harmonious and productive work environment for all. If you found this helpful, I invite you to explore my book How to Develop a Brand Strategy and insightful brand marketing articles.

Lisa Perry helps companies drive revenue by using consumer trends, insights, and data analytics to innovate their approach to marketing.

How do you effectively resolve conflict at work? Join the conversation inside Work It Daily’s Executive Program.

How To Become The Boss Everyone Loves And Respects

Do you want to be the boss or manager that everybody loves and respects? Someone they don’t walk all over, but they feel like you get them and want to go to the moon for you?

Becoming the boss everyone loves and respects is a big deal right now because you’re hearing about everybody working their wage and quiet quitting. But we know that when teams are inspired, when they love their leaders, they’re happier at work, too. Not only do they want to do the work, but they’re happier at work and it’s a better vibe.

So I’m going to show you how to make that happen…

Understand 2 Important Things About Yourself

Becoming the boss everyone loves begins with understanding yourself in two specific areas, and then training yourself to understand your team in these two specific areas.

The first one is your communication style. I actually call them interaction styles in the workplace. It’s how we interact with one another. You’re going to have a dominant style and the people around you are going to have different styles. Some styles are easier for you to understand and motivate than others. It’s those styles that are polar opposite of yours that are going to require you to do more work to connect with those individuals.

The second one is about creating value. All of us like to work in certain ways, and there are eight main ways that people create value in the workplace. But if you can tap into their top ways, the way they prefer to create value, they will feel insanely productive and satisfied. It also means you can start dropping people in the right roles so that their work feels easy to them, but they’re completely exceeding expectations. And now you look like a rock star.

As a manager, you understand people and their needs. You’re communicating with them in a style that they need and you’re putting them in roles and making them successful based on their strengths and how they create value.

If that makes sense to you, then there are two free quizzes that you can take. I have trained many a manager on this and they completely change how they interact with their team, how they leverage their team strength, and how they motivate individual team members. And again, they become beloved.

When you’re loved and respected, you know your team is going to go to new heights and they’re going to be happier. It’s a win-win situation.

Right now, with the current work environment, it’s very important that we as leaders pay more attention to this and we build relationships based on these two vital things that we must understand about the people who report to us. I promise you this is going to make it fun and easy for you to bring your team together and get them to the next level.

Good luck, and go get ’em!

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7 Tips For Becoming A Successful Leader At Work

7 Tips For Becoming A Successful Leader At Work

Becoming a successful leader at work can be challenging. You want to be the one your team looks to for guidance and support, but you may not be in a leadership role yet. So, can you establish yourself as a leader at work, and display the characteristics of a good leader daily?

There are many ways, but listed below are some things to start doing today. By doing these things, you can position yourself as a leader at work without being too obvious about your ambitions.

If you want to become a leader at work and develop your leadership skills, incorporate these actions into your daily routine:

1. Take On More Responsibility At Work

Man showing he's ready to take on more responsibility at work by leading a tough project and making a presentation

To become a leader at work, learn to take responsibility for anything that you’re interested in, and own it. That also means that as long as you participate in that project, you influence whether it fails or succeeds.

Learn to take responsibility for not just the good things, but also the bad things. Take ownership of your mistakes, and know it’s okay to be wrong. You cannot learn if you haven’t made any mistakes.

2. Believe In Win-Win In The Workplace

Male boss/leader seeing a win-win situation in a team meeting at work

A rising tide lifts all boats—always think win-win.

It exists. Just because some may believe the business world is nasty, and that you need to be manipulative and maneuvering to win, you need not participate in it. In fact, make it your priority to not to be a negative and manipulative leader.

If you want to be a leader at work, believe in your positive leadership abilities. The positive influence you have on the people around you and the ability to inspire your team is right in front of you.

3. Strive To Push The Envelope

CEO leader talks about purpose during a team meeting

Try new things. Take some risks. Make yourself uncomfortable. Do the things that may make you look foolish. Seriously, what do you have to lose?

Leaders take risks. They are not afraid of doing what they believe is right. What are you willing to take a risk for? To be a leader at work, you need to take small risks, like taking on a project no one wants.

4. If You Have An Idea, Write It Down

Happy man leader writing down his work idea and thinking about his leadership skills

I often say this world is full of people who talk too much and don’t do enough.

If you want to be a leader at work, act on something. Work on a plan. If you have ideas simmering in your mind, write them down.

It doesn’t matter if your idea doesn’t have a plan yet—just write it down. If you don’t write it down, there is no record of the idea, and you won’t have anything tangible to present. How can it count? If you want to be a leader at work, you have to practice writing down everything.

5. See Opportunities Everywhere

Happy woman leader taking the lead and sharing what opportunities she sees at work during a team meeting

There is no need to create leadership opportunities at work. The opportunities to lead are everywhere already.

You need to be mindful of these opportunities. An example of an opportunity you can capitalize on is taking on a project no one wants. If you don’t see opportunities like this everywhere, you are missing the point.

6. Be Open To Receiving Feedback

Employee receiving constructive feedback in an office and thinking about how he can develop his leadership skills

Be open to criticism. Otherwise, you are just living off your own opinions and ideas.

What does being open to criticism mean? When you are open to feedback, you are getting ideas and suggestions from others that are free. Oftentimes, these ideas come from people smarter than you. They will give you tips on how to improve and how to be better.

That’s what a leader needs—constant feedback. You need feedback to be a leader at work, otherwise you are “feed-own” (I just created that word to mean feeding yourself) and you will go hungry soon. With no new ideas, a leader dries up.

7. Give Your Work Everything You’ve Got

Woman leader at work being enthusiastic about the work that lies ahead

Giving is how you open up at work. Pour out all you got. Express your ideas, thoughts, and plans. Feel the vulnerability and learn to like it.

When you pour all your ideas out, you will need new ones. Where do new ideas come from? They come from critics, from well-meaning supporters, and from the people you least expect. At the end of the day, more comes back to you. You have more to input. It enriches you, and that’s how you become a leader at work.

These are the seven actions you can do starting today to position yourself as a leader at work.

Remember, if you want to be an influential leader, do not be afraid of taking risks. You have more to gain than lose when you open up.

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This article was originally published at an earlier date.

3 Rules For “Managing Up” In Your Job

Executive Spotlight: How To Boost Happiness At Work

With increasing emphasis on productivity and performance in the workplace, it’s easy for professionals to feel overwhelmed and stressed in their jobs. Happiness at work can be elusive, and we all know that the quality of our professional lives directly impacts our overall well-being. However, the good news is that there are practical and effective strategies that can significantly boost happiness at work.

We recently asked our leading executives for their best tips on how to boost happiness at work.

Here are their responses…

John Schembari, Senior Education Academic And Operations Executive

Boosting happiness at work depends on many factors, some of which will be in your control and some not. However, the following are some strategies I would use for boosting happiness at work.

Have regular sit-downs with your supervisor. Be clear on both success to date and clear next steps for your work. Base this on organizational strategic plans as well as on personal/professional development plans.

If your leadership has not provided this, consider how you and other team members might develop a professional learning community that studies and acts upon problems of practice. Grow both your own professional knowledge and the number of opportunities for collaboration with colleagues.

Also, join relevant outside networks related to your job/profession. How might you show leadership in your industry as well as in your office?

John Schembari is a current K-12 teacher/school leader academic improvement coach and former school building and district administrator. He loves to draw, travel, swing dance, and read nonfiction.

Ana Smith, Leadership Development & Learning Strategist

Happy employees huddle up and celebrate at work

The neuroscience of happiness offers valuable insights that can be applied to create happier work environments. Here’s a summary of how to boost happiness at work considering the neurological foundations:

1. Neurochemicals of Happiness:

There are four primary neurochemicals associated with happiness and well-being: dopamine, oxytocin, serotonin, and endorphins. Understanding and harnessing these chemicals can foster happiness:

  • Dopamine: Often referred to as the “reward chemical.” It’s released when we achieve goals.
    • Tip: Break tasks into smaller milestones and celebrate small achievements. This constant release of dopamine from frequent achievements can foster more sustained happiness.
  • Oxytocin: Sometimes called the “love hormone” or “social bond hormone.” It’s associated with trust and bonding.
    • Tip: Encourage teamwork, appreciation, and constructive feedback. Building trust and connections between team members releases oxytocin.
  • Serotonin: This mood stabilizer is linked with well-being and feelings of significance.
    • Tip: Recognize and appreciate employees’ contributions. Mentorship programs can also elevate serotonin levels, making individuals feel valued.
  • Endorphins: These act as natural painkillers and are released in response to stress or discomfort.
    • Tip: Promote physical activity. Things like group exercises, stretching sessions, or even short walks can trigger endorphin release.

2. Positive Reinforcement:

Using positive reinforcement can stimulate the release of dopamine. Regularly acknowledge and reward efforts, which in turn will encourage similar behavior in the future.

3. Social Connectivity:

The human brain is wired for social interaction. Encourage socializing, teamwork, and group activities. Spaces for casual interaction or team-building exercises can foster connections, contributing to happiness.

4. Learning and Growth:

Novel experiences and learning stimulate the brain and can result in the release of dopamine. Providing opportunities for personal development, training, or workshops can elevate mood and job satisfaction.

5. Mindfulness and Meditation:

Engaging in mindfulness activities strengthens the prefrontal cortex and reduces activity in the amygdala, the brain’s stress center. Consider offering meditation or mindfulness sessions.

6. Autonomy and Mastery:

Allowing employees some level of autonomy can stimulate their intrinsic motivation, leading to greater job satisfaction. Let employees have a say in how they accomplish tasks.

7. Physical Environment:

Lighting, especially natural light, can affect mood and productivity. Serotonin production is influenced by the amount of sunlight you receive. Ensure workspaces are well-lit, preferably with natural light.

8. Work-Life Balance:

Constant stress or overworking can produce excessive cortisol, a stress hormone that hinders happiness. Encourage a balanced work-life dynamic, ensuring employees have time to recuperate.

9. Feedback Loops:

Regular constructive feedback can stimulate areas of the brain associated with learning and growth, fostering a sense of progression and development.

10. Purpose and Meaning:

The brain seeks meaning in activities. If employees understand the bigger picture and the impact of their work, it can boost their sense of purpose and happiness.

By understanding the neuroscience behind happiness, employers can create environments that not only enhance productivity but also cultivate a sense of well-being and satisfaction among employees.

Ana Smith helps people & organizations achieve their full talent potential by developing and co-creating people strategies and customized solutions, and turning them into impactful outcomes and collaborative relationships, using coaching as the “red thread.”

Kirsten Yurich, Executive Coach & Vistage Chair

Happy business woman/employee/professional smiles while working on her laptop

The good news about happiness—let’s say the kind that comes from building strong relationships—is further correlated with 10 years of additional longevity, lower cortisol levels, and a stronger immune response.

Happiness at work is likely unattainable as a goal and, in my opinion, not the responsibility of the employer. It is better thought of as a result. Therefore, there are some very important things that ARE the responsibility of the employer. And when leaders focus on those influencers, it can result in happiness.

Steve Nobel authored a book called Joy at Work. It is a concept that focuses on finding happiness and fulfillment in your job. It involves having a positive mindset, a sense of purpose, and finding daily satisfaction in your work. The common elements to highlight here for joy stem from the employee, not the employer.

That said, what can the employer do to (what I call) “enable conditions” for the employee to find joy? I believe there are many things they can do, falling into only a few select categories.

The top three categories I like to focus on include: “providing expectations and feedback,” “selection and assignment,” and “motives and preferences.”

1. Expectations and feedback – workplaces are more likely to produce workers who experience happiness if…

  • They can connect day-to-day behavior to organizational results and purpose.
  • Managers set clear expectations for success.
  • Managers provide feedback based on agreed-upon criteria accomplishments.
  • Overall there is an environment of 5:1 of positive to negative feedback.

2. Selection and assignment – happiness will correlate with employees who…

  • Are hired into the right roles using clear and tight job descriptions.
  • Promotions are carefully orchestrated so as to not undo careful selection procedures.
  • Assign employees within a department to projects and tasks that match unique skills and talents.

3. Motives and preferences – the matching values and what motivates us. When workplaces can…

  • Communicate their values clearly and use them in hiring practices. Happiness results when you have people on your team who are generally motivated by the same things that align with your company’s ethos.
  • Discover what gets your people up out of bed each day. What drives them about life and work? Use this information to build individual development plans; find ways to build in their uniqueness as contributions to your overall culture.

Happiness is often elusive, contextual, or temporal. Instead of focusing on happiness as a goal, arrange these influencers to improve the chances that your employees will experience happiness or joy at work more often!

Kirsten Yurich is a former CEO and current Vistage Chair. As a clinician, professor, author, and executive, she leverages this unique blend and creates learning environments for executives to become better leaders, spouses, and parents.

Michael Willis, Sports Business Operations Executive

Happy employees/professionals celebrate at work

As I reflect on my incredible journey of two decades with the NFL, I can’t help but feel an overwhelming sense of joy and gratitude. My happiness draws from my experiences and the unique culture of the NFL.

1. Embrace the Passion for the Game

At the NFL, we understand that passion is the heartbeat of our organization. Encourage employees to find their passion within their roles, igniting a sense of purpose and happiness that fuels every task.

2. Cultivate a Winning Team Spirit

A jubilant workplace thrives on teamwork. At the NFL, we’ve seen that nothing can match the joy of celebrating victories together—fostering camaraderie, collaboration, and a shared sense of purpose among your team members. When you win together, happiness follows.

3. Celebrate Milestones and Achievements

The NFL celebrates touchdowns, and so should your organization celebrate achievements. Whether it’s hitting sales targets, completing a project, or reaching a company milestone, revel in your victories. Recognizing success brings happiness and motivation.

4. Inspire Leadership with Enthusiasm

Leadership is more than just managing tasks; it’s about inspiring with enthusiasm. At the NFL, our coaches and leaders lead with passion and drive. Infuse your leadership style with infectious enthusiasm, and you’ll boost your team to be equally excited about their work.

5. Create a Fun Work Environment

In the NFL, we know that fun is a vital ingredient in our recipe for success. Organize team-building events, theme days, or friendly competitions. A fun work environment boosts morale, creativity, and happiness.

6. Acknowledge the Importance of Health and Wellness

The NFL strongly emphasizes the health and well-being of its players and employees. Encourage physical fitness, mental well-being, and work-life balance. A healthy workforce is a happy and productive one.

7. Promote Continuous Learning and Development

At the NFL, we never stop learning and improving. Invest in training and development programs to help your employees grow personally and professionally. A culture of learning and growth contributes significantly to happiness and job satisfaction.

8. Engage in Acts of Giving Back

One of the most triumphant experiences is giving back to the community. Encourage your team to participate in charitable activities or volunteer work. Kindness and philanthropy create a sense of fulfillment that extends to the workplace.

Conclusion

In my 20 years with the NFL, I’ve learned that happiness at work is not just an aspiration; it’s a way of life. By embracing passion, fostering teamwork, celebrating achievements, inspiring with enthusiasm, empowering employees, creating a fun work environment, prioritizing well-being, promoting learning, giving back, and expressing gratitude, you can create a jubilant workplace where employees thrive and success becomes an everyday celebration.

Michael Willis has 18+ years of experience working with accounting & sports organizations and has managed P&Ls of $10M – $125M+ with budgets of $3M-$50M+. He worked for the NFL for 22 1/2 years, mainly with the game officials working on the financial/accounting side of the business.

Lisa Perry, Global Marketing Executive

Happy employees talk to each other at work

Research has shown the impact of employee happiness on the bottom line. Organizations with happy employees outperform the competition by 20%, show a 12% boost in productivity, and happy sales teams close 37% more sales.

Being happy at work correlates with developing emotional intelligence and heightened self-awareness.

Self-awareness is a transformative trait that holds immense power both personally and professionally. Research shows that 95% of us believe we are self-aware, yet the actual number is 10 or 15%. Most of us are oblivious to how others truly perceive us. As a result, we may unknowingly alienate our peers and inadvertently disengage those around us.

Consider this: What if your interpersonal weaknesses overshadowed your remarkable qualities and technical abilities, such as being a sales or coding dynamo? What if these weaknesses then caused others to lose motivation and become disengaged with you? Wouldn’t you want to know? Herein lies the power of self-awareness: it allows you to reshape how you present yourself to the world by aligning your self-perception with the perception of others.

The benefits of self-awareness can propel your career forward, foster success, nurture healthier relationships, contribute to better mental health, and ignite innate curiosity, leading you to ask more questions and seek continuous improvement.

To enhance your self-awareness, follow these practices:

  • Stay curious and ask questions. Embrace a curious mindset and actively seek knowledge.
  • Listen to opposing views and opinions. Be open to diverse perspectives, as they can broaden your understanding.
  • Don’t take things personally. Cultivate resilience and avoid letting criticism affect your self-worth.
  • Seek to understand and then be understood. Prioritize effective communication by truly comprehending others’ viewpoints.
  • Be a great listener. Practice active listening to hear what is said and discern what remains unsaid.

Focus on becoming the best version of yourself. Ask questions like, “Who is the person I aspire to be? What actions can I take right now to embody that ideal version of myself? How would the best ‘me’ handle this situation?”

Next, let’s explore emotional intelligence. Emotions are contagious, making it imperative for leaders to pay attention to their emotional intelligence. This awareness begins with you, whether you’re a manager or the CEO. Your emotional cues serve as guideposts for those around you, shaping how they should feel and picking up your feelings through subtle signals conveyed by your tone, body language, and demeanor.

Consider this scenario: You step into a meeting where everything appears harmonious, and there is a thick tension that hangs in the air, causing an unsettling discomfort. Your body registers something is amiss, even though there are no signs of conflict. This is a great example of the impact that emotional intelligence has on our workplace experiences.

Emotional intelligence ranks as one of the most vital leadership skills. It empowers individuals to comprehend and regulate their emotions at work. The workplace can be stressful and pressure-filled, with the occasional drama thrown in. It can also be exciting, joyful, and a source of contentment. How we navigate these emotions reflects our emotional intelligence.

Teams composed of emotionally intelligent individuals tend to outperform their peers, boost higher job satisfaction levels, and improve employee retention rates. This is because emotional intelligence helps you:

  • Interpret Nonverbal Cues: Discern subtle nonverbal signals that address potential issues before they escalate.
  • Be Self-Aware of Personal Emotions: Self-awareness of your emotions empowers you to control your behavior, preventing potential disruptions to relationships.
  • Improve Efficiencies: Emotional intelligence streamlines decision-making and task completion by fostering empathy and understanding of others’ emotions.
  • Advance Your Career: Emotional intelligence and leadership skills go hand in hand. Demonstrating qualities such as patience, active listening, positivity, and empathy can pave the way for career progression, promotions, and salary increases.
  • Inspire Strong Interpersonal Skills: By radiating motivation, empathy, responsibility, and teamwork, you set a contagious emotional tone that encourages your team to follow suit.

To enhance your emotional intelligence, consider these steps:

  • Prioritize Happiness: Reflect on what brings you joy and strive to incorporate it into your daily life.
  • Embrace the Present: Recognize that you are precisely where you need to be at this moment. Live in the present and savor the small, meaningful moments.
  • Adaptability: Cultivate adaptability in your approach to various emotional situations.
  • Cultivate Meaningful Relationships: Foster genuine connections with those around you, emphasizing empathy and understanding.
  • Acknowledge Your Feelings: Start by recognizing and acknowledging your own emotions.
  • Identify Weaknesses: Self-assessment is key to identifying areas for improvement.
  • Seek Feedback: Invite constructive feedback from colleagues and mentors to gain valuable insights.

You have the power to create and boost your own happiness at work by making intentional choices and having a positive mindset. If you’re eager to delve deeper into effective strategies, I invite you to explore my book “How to Develop a Brand Strategy” and brand marketing articles.

Lisa Perry helps companies drive revenue by using consumer trends, insights, and data analytics to innovate their approach to marketing.

How do you boost happiness at work? Join the conversation inside Work It Daily’s Executive Program.

2 Questions To Ask In Job Interviews To Reveal The Hiring Manager’s (True) Leadership Style

2 Questions To Ask In Job Interviews To Reveal The Hiring Manager’s (True) Leadership Style

Nobody wants to work for a bad boss. But if you’re looking for a new job, how can you ensure the hiring manager you’ve been interviewing with will be a good boss?

One of the best ways to dodge a bullet in the hiring process and avoid working for a bad manager is to find out their leadership style. There are two questions I coach people to ask in job interviews to help them secretly figure out what it’s really going to be like to work for that hiring manager.

How To Reveal The Hiring Manager’s (True) Leadership Style

@j.t.odonnell Replying to @SloaneTilliePoppy 2 Questions To Ask In Job Interviews To Reveal Their (True) Leadership Style 🤔😉😜😳. There are questions you can ask in a job interview they can help you figure out what the hiring manager will really be like to work for. A lot of times they say one thing but don’t really mean it. These two questions I’ve been teaching for years as a way to understand exactly what they value in an employee. What you wanna do is listen closely to see if what they say actually matches up with what they claimed their leader ship style is. And if you don’t like what you hear, I would say pass on the job opportunity! I also encourage you to prepare for interviews as best you can. That’s why my new TikTok series teaches you how to answer the 18 Tofas behavioral questions so that you can now the interview and stand out. That way they’ll really want to make sure That they pick you for the job and then you’ll sit in the driver seat and it’ll be up to you to decide if you want them! ##tiktokseries##interviewtips##interviewtipsandtricks##interviewquestions##interviewquestionsandanswers##interviewprep##interviewpreparation##behavioralquestion##careertok##careeradvice##careertiktok##careercoach##interviewcoach##jobinterview##jobinterviewquestions##jobinterviewtips ♬ original sound – J.T. O’Donnell

When it’s your turn to ask questions in the job interview, ask the following questions to determine the hiring manager’s true leadership style:

1. Tell me about a recent hire who’s been successful here. What 2 or 3 things are they doing that’s making them so successful?

Asking this question can help you start to determine whether or not what they said about the job, the company, and their leadership style matches what they value in a person.

For example, if they said, “We believe in work-life balance here. We know you have a life. We really support you. You can get all your work done in the hours that are given here,” and then when you ask them this question, they say, “That person that we hired recently, she was amazing. She came in, we were in a pinch. She worked overtime. She worked nights and weekends. She took on a whole bunch of extra responsibilities and she just really crushed it,” their answers don’t sync up.

2. Can you tell me, without naming names, about somebody who did not work out well here, who really failed in the job? Can you give me 2 or 3 examples of why you think they weren’t successful?

Once again, listen closely. If they say things like, “They just walked out the door right at 5 p.m. They weren’t flexible. They weren’t willing to take on additional responsibility. They weren’t a team player,” what does it say about the situation?

As a job seeker, these two questions can help you get a better sense of what it would be like to work at a company and/or for a specific hiring manager so you can dodge a bullet. If their leadership style isn’t compatible with your work style, you probably won’t be happy on the job, no matter how good the opportunity sounds.

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Executive Spotlight: The Best Tips For Working Parents

Executive Spotlight: The Best Tips For Working Parents

Balancing the demands of a career while nurturing a family is a juggling act that countless parents face every day. The modern world presents working parents with a unique set of challenges, from managing time efficiently to maintaining a healthy work-life balance. What can busy working parents do to excel both professionally and personally? How can they effectively balance work and family?

We recently asked our leading executives for their best tips for working parents.

Here are their responses…

Ana Smith, Leadership Development & Learning Strategist

Working parents in the digital age face unique challenges, but also have a plethora of opportunities and tools at their disposal. Here are some of the best tips for navigating this landscape:

1. Embrace Technology

  • Use digital tools for organization and productivity, such as digital calendars, to-do lists, or apps specifically designed for families like Cozi or Trello.
  • Engage in virtual telehealth appointments, parent-teacher conferences, or tutoring to save travel time.

2. Set Boundaries

  • Designate a specific workspace in your home. When you’re in this space, your family knows you’re “at work.”
  • Set specific “digital-free” times to fully engage with your family, devoid of work emails or distractions.

3. Educate Yourself and Your Kids About Digital Safety

  • Discuss online privacy, cyberbullying, and the importance of strong, unique passwords.
  • Use parental controls when necessary, but also teach your children about responsible internet usage.

4. Prioritize Quality Time

  • Even if you’re using technology together, such as watching a movie or playing an online game, ensure you’re engaging in ways that foster closeness.
  • Set aside tech-free zones or times in the home to ensure uninterrupted family moments.

5. Promote a Healthy Tech-Life Balance for Children

  • Limit screen time and encourage physical activities, hobbies, and reading.
  • Use tech as an educational tool, not just entertainment.

6. Stay Connected

  • With the convenience of video calls, working parents can remain connected with their children even when they’re away. A quick midday call can work wonders.
  • Use technology to stay involved in your child’s school life, such as accessing online grade portals or school communication apps.

7. Self-Care and Mental Health

  • Utilize digital platforms for self-care and mental health, such as meditation apps, online therapy, or digital fitness classes.
  • Recognize when you need a digital detox, and take short breaks away from screens.

8. Continuous Learning

  • Digital landscapes are constantly evolving. Dedicate some time to learn about new tools, apps, or platforms that can make your life easier as a working parent.

9. Outsource When Needed

  • Consider using digital services like grocery deliveries, virtual assistants, or online tutoring to help manage your time more effectively.

10. Maintain an Open Dialogue

  • As children grow, their relationship with technology will change. Keep the lines of communication open and encourage them to share their online experiences, concerns, and discoveries with you.

11. Lead by Example

  • Children often mimic the behavior of their parents. Model good digital habits and a healthy relationship with technology.

The digital age certainly presents challenges for working parents, but by leveraging the opportunities it offers and setting boundaries, you can promote a balanced and fulfilling family life.

Ana Smith helps people & organizations achieve their full talent potential by developing and co-creating people strategies and customized solutions, and turning them into impactful outcomes and collaborative relationships, using coaching as the “red thread.”

Michael Willis, Sports Business Operations Executive

Dad holds his baby while working from home

The NFL has always been committed to fostering a workplace that encourages work-life balance and supports the unique challenges faced by working parents. Here are some compassionate suggestions for navigating the demands of our dynamic industry while ensuring a healthy family life:

1. Flexible Scheduling: Encourage managers to embrace flexible work arrangements that allow parents to adjust their schedules when needed. This can significantly assist with managing family responsibilities and job commitments.

2. Parental Leave Policies: Ensure our policies are comprehensive and accommodating. Offering ample time off for new parents is vital in helping them transition into their new roles.

3. Remote Work Options: Consider allowing parents to work remotely, at least part of the time, as it can provide the flexibility they need to effectively balance their family and professional lives.

4. Childcare Support: Explore partnerships with local childcare providers to offer discounts or on-site daycare options. This can ease the burden on working parents and provide peace of mind.

5. Mentorship and Networking: Facilitate mentorship programs and networking opportunities for working parents within the organization. Connecting with colleagues who have faced similar challenges can be invaluable.

6. Employee Resource Groups: Promote and support employee resource groups (ERGs) focused on working parents. These groups can provide a sense of community and a platform to discuss shared experiences and solutions.

7. Wellness Initiatives: Emphasize the importance of mental and physical well-being by offering wellness programs, stress-management resources, and counseling services for parents dealing with the juggling act.

8. Clear Communication: Encourage open and transparent communication between employees and supervisors. This helps in setting realistic expectations and finding mutually beneficial solutions.

9. Professional Development: Ensure that career growth and development opportunities are accessible to all employees, regardless of their parental status. This encourages retention and motivation.

10. Recognition and Appreciation: Recognize working parents’ hard work and dedication within the organization. Simple gestures of appreciation can go a long way in boosting morale.

Incorporating these strategies into our workplace culture demonstrates our commitment to supporting working parents and contributes to a more inclusive, empathetic, and motivated workforce. Together, we can create an environment where all employees, including working parents, can thrive in the fast-paced sports business industry.

Michael Willis has 18+ years of experience working with accounting & sports organizations and has managed P&Ls of $10M – $125M+ with budgets of $3M-$50M+. He worked for the NFL for 22 1/2 years, mainly with the game officials working on the financial/accounting side of the business.

Lisa Perry, Global Marketing Executive

Working mom helps her child with homework while working remotely

As a mother of two girls and a brand marketing executive, I know the intricacies of balancing work and family and the numerous challenges it brings. “Balance” often felt like an elusive concept as I constantly made sacrifices, for work, family time, or personal well-being. I’ve been through the extremes—working relentlessly, traveling extensively, and grappling with the guilt of being away from my children to declining work commitments to ensure I’m present for girls’ milestones and bedtime routines. Achieving harmonious work-life balance was a perpetual battle.

If you are a working parent, here are some tips that I’ve used that can help you make the balancing act a little easier:

  • Prioritize Family: Spend quality time with your family to strengthen bonds and nurture happy, healthy children. Make family time a non-negotiable priority.
  • Self-Care: As women, we often overlook self-care and end up stretched thin. Whether it’s a leisurely lunch with a friend, a spa day, regular exercise, or simply getting ample rest, taking care of yourself is crucial for mental well-being and resilience.
  • Delegate Family Responsibilities: Consider delegating tasks if you’ve shouldered most household chores as a working mom. It’s okay if things aren’t done your way; what matters is the quality time you gain with your family.
  • Set Boundaries: Learn to say no to unrealistic work expectations and establish clear boundaries. This not only helps you focus but also opens doors to new possibilities.
  • Open Communication: Maintain open communication with your boss and colleagues about your family responsibilities. A supportive work environment can make a significant difference in managing work and family life.
  • Time Management: Effectively managing your family’s time by creating synchronized schedules that balance work, family, and personalized activities. Coordination and alignment are key.
  • Flexible Work Arrangements: Explore flexible work options like remote work or adjusted hours, if your job permits. These alternatives empower parents to meet their needs within a traditional 9-5 workweek.

Finding the right balance between work and family life is an ongoing journey. Adjustments are okay as your family’s needs and work responsibilities change. If you’re eager to delve deeper into effective strategies, I invite you to explore my book How to Develop a Brand Strategy. Within its pages, you’ll discover a comprehensive step-by-step guide to crafting a robust brand strategy that aligns seamlessly with your business objectives.

Remember, you’re not alone! With the right strategies and mindset, you can navigate the challenges of being a working parent while fostering a fulfilling life for yourself and your family.

Lisa Perry helps companies drive revenue by using consumer trends, insights, and data analytics to innovate their approach to marketing.

What are your best tips for working parents? Join the conversation inside Work It Daily’s Executive Program.

Food Allergies In The Office? What You Need To Know

Food Allergies In The Office? What You Need To Know

As someone with severe food allergies, I know how difficult it can be to address your food allergies with new co-workers and peers in an assertive yet informative way—especially when starting a new job in a completely unfamiliar environment. How can your place of work be inclusive of employees with severe food allergies?

What Is A “Severe” Food Allergy?

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Severe food allergies are called severe for a reason. They’re life-threatening and should be taken very seriously. When someone with food allergies ingests food that contains the triggering allergen, they can go into anaphylaxis. If not administered epinephrine (an EpiPen) in time to treat the anaphylactic reaction, the reaction can be fatal.

Work Spaces And Food Allergies Don’t Always Mix

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There are about 32 million Americans with food allergies. And with reports that food allergies in children increased by 50% between 1997 and 2011, they won’t be going away anytime soon. Two children in every classroom will soon mean two people in every office. So, what is it like to work in an office with food allergies?

To start, it may mean not having a piece of cake at that upcoming office birthday party. Lunchtime always keeps them on guard, and they usually opt to brown-bag-it, using caution in the cafeteria and shared office kitchens. Maybe they’re thinking about skipping the office outing to an unfamiliar restaurant on Friday, not sure if they’ll be comfortable eating there. Every day in an open office plan could bring anxiety, as they worry about airborne allergens and lack of safe, allergen-free spaces.

If you have food allergies, chances are you can relate to at least one of these things. But if you don’t have severe food allergies, you may be wondering: What does this really mean?

What The Law Says

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In the U.S., based on Section 504 of the Rehabilitation Act of 1973 and the ADA Amendments Act of 2008, the definition of “disability” has been modified to include those with severe allergies. This is due to the fact that severe allergies are “a physical or mental impairment that substantially limits one or more major life activities” (eating, breathing, and major bodily functions related to the immune, digestive, bowel, and respiratory system).

To sum it up:

“No individual shall be discriminated against on the basis of disability in the full and equal enjoyment of the goods, services, facilities, privileges, advantages, or accommodations of any place of public accommodation by any person who owns, leases (or leases to), or operates a place of public accommodation.” 42 U.S.C. § 12182.

Anyone with food allergies knows these laws are not widely enforced or known to apply to food allergies (think peanuts being served at baseball games or on airplanes). So, even though everyone in the U.S. with disabilities is entitled to the same rights as able-bodied people, people with severe food allergies often encounter their food allergies in these public spaces and at work and cannot fully partake in whatever activities are going on at these places. More importantly, their health and well-being could be at risk.

Most places of work are considered public places—by legal definition meaning “any enclosed indoor area used by the general public or serving as a place of work containing two hundred fifty or more square feet of floor space.” Therefore, the two laws mentioned above apply, or should apply, to your place of work.

What Employers Should Know

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Good employers want to be as inclusive as possible. Yet it can be hard to be inclusive of those with food allergies if you’re unaware of who has food allergies in your office.

The best way to be inclusive and considerate about food allergies is to ask new and current employees if they have any severe food allergies. And if any do, ask them what you can do to make their work environment safe and comfortable. This shows employees you care, and by acknowledging food allergies as something serious and very, very real, it already establishes that foundation of trust that is so hard to gain in the first place.

Consider what it’s like trying to decide when to tell an employer about your food allergy. When asked if you have a disability on a job application, food allergies are not listed. If there’s a space to check “other” and write in a different answer, you may consider, for a split second, writing in your severe food allergy.

Does your disability require reasonable accommodation?

Yes and no. It’s not a physical disability, in the sense that you can’t visually tell who does or doesn’t have a food allergy. Yet your arrival at a new company could require them to change their policies and culture.

As you can see, it’s not easy explaining food allergies at work when there’s no system in place to deal with them. That’s why, as an employer, you should come up with a system that works for your company. After all, it’s your job to make sure all of your employees feel safe and included.

What YOU Can Do

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If you’re someone with a food allergy, you probably have lots of experience navigating the world with your condition. But the professional world can be a bit tricky.

When starting a new job, it’s best to tell your boss about your allergy as soon as you can, if they don’t bring up the topic first (you’re responsible for letting them know, and you’re entitled to reasonable accommodation!). Then, ask if you can call a meeting to explain your situation to your new co-workers. This will allow for an open dialogue about the subject, and those who have questions will be able to have them answered in a supportive and honest environment.

If you don’t have food allergies, but work with someone who does, please be respectful of their condition. If you’re unsure whether it’s okay to eat something around them, just ask. Communication is always the right choice.

Everyone deserves a safe and comfortable work environment. And it’s important to remember that no one chooses to have a food allergy.

If we all try to be more kind and considerate toward our peers, it will make work better—for everyone!

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This article was originally published at an earlier date.

Executive Spotlight: How To Develop Top Talent At Your Organization

Executive Spotlight: How To Develop Top Talent At Your Organization

In today’s rapidly evolving business landscape, the difference between thriving organizations and those merely surviving is their ability to cultivate and nurture top talent. With the right talent development strategy, a company will foster the growth and success of its most valuable asset—its people—empowering the organization to rise to new heights of excellence and innovation. How can your organization effectively harness and develop its top talent to not only meet the challenges of today but also shape a brighter future?

We recently asked our leading executives for their best tips on how to develop top talent at an organization.

Here are their responses…

John Schembari, Senior Education Academic And Operations Executive

To develop top talent within an organization, CEOs/boards should think strategically and comprehensively about organizational needs and who on staff has talent in those areas—think “succession plan.” After this, provide staff members who show promise with opportunities to work on some mid-high profile leadership projects.

Recognize, however, that these individuals may struggle on these projects from time to time (imposter syndrome) and that leadership can be a lonely activity so provide ongoing leadership coaching and feedback from non-evaluative leadership facilitators. At the same time, provide ongoing opportunities for top talent to collaborate/work together on projects (meet weekly/bi-monthly) and to engage in problem-of-practice consultancies facilitated by the CEO/senior administration.

John Schembari is a current K-12 teacher/school leader academic improvement coach and former school building and district administrator. He loves to draw, travel, swing dance, and read nonfiction.

Ana Smith, Leadership Development & Learning Strategist

Talent development, identifying top talent concept

Developing top talent in an organization is a critical aspect of effective talent management and long-term success. As an expert, I can offer guidance on how to nurture and grow your top talent:

  1. Identify High-Potential Employees: First, identify employees with high potential and the desire to grow within the organization. Look for individuals who consistently excel in their roles, demonstrate leadership qualities, and show a willingness to take on new challenges.
  2. Create Individual Development Plans: Work with each high-potential employee to create personalized development plans tailored to their strengths, areas for improvement, and career aspirations. These plans should outline specific learning objectives, milestones, and timelines.
  3. Provide Challenging Opportunities: Offer top talent challenging assignments, projects, and stretch goals that allow them to develop new skills and capabilities. Exposure to diverse experiences will help them grow both professionally and personally.
  4. Offer Training and Development Programs: Invest in training and development programs that align with the organization’s goals and the individual needs of top talent. These programs may include workshops, seminars, online courses, and leadership development initiatives.
  5. Encourage Mentoring and Coaching: Pair high-potential employees with experienced mentors or coaches who can provide guidance, support, and constructive feedback. Mentoring relationships can significantly enhance professional growth and knowledge transfer.
  6. Promote a Learning Culture: Foster a culture of continuous learning and improvement within the organization. Encourage employees at all levels to seek out learning opportunities and share knowledge with their colleagues.
  7. Provide Regular Feedback: Regularly provide feedback and performance evaluations to top talent. Offer constructive criticism and recognition for their achievements to motivate them to continue excelling.
  8. Encourage Collaboration and Networking: Promote collaboration among employees and encourage top talent to build relationships with peers, leaders, and professionals outside the organization. Networking can lead to new perspectives and opportunities for growth.
  9. Support Work-Life Balance: Recognize the importance of work-life balance in talent development. Encourage employees to take time for personal well-being, which can enhance their overall performance and productivity.
  10. Offer Growth Opportunities: Demonstrate the organization’s commitment to the growth and advancement of top talent by offering opportunities for career progression, promotions, and lateral moves to expand their skill sets.
  11. Recognize and Reward Excellence: Recognize and reward top performers to reinforce their positive behavior and contributions. This recognition can be in the form of promotions, bonuses, public acknowledgments, or other forms of appreciation.
  12. Stay Current with Industry Trends: Encourage top talent to stay informed about industry trends, best practices, and emerging technologies. This knowledge will empower them to contribute innovative ideas and solutions to the organization.

By implementing these strategies, organizations can develop and retain top talent, fostering a culture of excellence and continuous improvement. Investing in employee development not only benefits the individuals but also contributes to the organization’s long-term success and competitiveness.

Ana Smith helps people & organizations achieve their full talent potential by developing and co-creating people strategies and customized solutions, and turning them into impactful outcomes and collaborative relationships, using coaching as the “red thread.”

Michael Willis, Sports Business Operations Executive

Talent development program concept

Developing top talent isn’t about cookie-cutter plans or following the herd. It’s about daring to disrupt the traditional norms and reimagining what talent development means. Start by unearthing the hidden gems within your organization—those unconventional thinkers who might not fit the mold but possess raw potential.

Instead of confining them to standard roles, empower them to lead projects challenging the status quo. Encourage them to cross-pollinate ideas across departments, even if it initially seems unconventional. And forget about the safe zone—throw them into the deep end with assignments that stretch their abilities and force them to innovate.

Unleash the mavericks! Developing top talent demands audacity; it’s about unearthing those hidden gems that defy convention and challenging them to reshape the future. Hunt for the quiet rebels, the unsung heroes buried within your ranks—they’re the ones who shatter ceilings and obliterate limits.

But don’t just hand them a roadmap; fuel their fire with opportunities that spark evolution. Plunge them into the heart of projects that teeter on the edge of what’s possible. Let them wrestle with complexity, for it’s in those battles that innovation is forged.

Traditional mentors are out; disruptive allies are in. Pair your talent with unconventional guides—artists, scientists, anyone who can spark new neural connections. Disruption doesn’t come from the familiar.

Embrace reverse mentorship, where the rising talent teaches the established leaders a thing or two about new technologies, fresh perspectives, and the changing workforce. Shake up the routine by hosting “failure parties” to celebrate the risks taken and the lessons learned because failure is the ultimate teacher in a disruptive world.

  • Succession planning. Integrate top talent development into succession planning. Identify potential future leaders and groom them for leadership roles within the organization.
  • Create exposure. The C-suite demands holistic understanding. Rotate them through diverse departments and projects. Make them adaptable, agile thinkers.
  • Instill strategic thinking. The C-suite isn’t just about operations; it’s about shaping the future. Provide opportunities for crafting and executing strategies.
  • Leadership crucible. Assign high-pressure leadership roles. They’ll hone their decision-making, crisis management, and people skills here.

Remember, developing top talent is an ongoing process that requires commitment, patience, and a genuine investment in your employees’ growth. By fostering a culture of learning and empowerment, organizations can create an environment where top talent thrives and contributes to long-term success.

Michael Willis has 18+ years of experience working with accounting & sports organizations and has managed P&Ls of $10M – $125M+ with budgets of $3M-$50M+. He worked for the NFL for 22 1/2 years, mainly with the game officials working on the financial/accounting side of the business.

Lisa Perry, Global Marketing Executive

Talent development, career growth concept

In today’s competitive business landscape, the success of an organization hinges on the quality of its talent. Attracting and retaining top-tier professionals is only the beginning; the real challenge lies in developing that talent to its fullest potential. A strategic approach to nurturing and honing the skills of your employees can create a workforce that not only meets current demands but also drives innovation and growth for years to come. Let’s delve into key strategies for developing top talent within your organization.

Cultivate a Learning Culture

A learning culture is the cornerstone of talent development. Encourage continuous learning by providing opportunities for employees to acquire new skills, attend workshops, and access online resources. Support them in pursuing certifications and advanced degrees that align with their career paths. When employees feel that learning and growth are valued within the organization, they are more likely to invest time and effort into their own development.

Personalized Development Plans

I’ve seen that a one-size-fits-all approach to talent development is a thing of the past. Each employee has unique strengths, weaknesses, and aspirations. Work with them to create personalized development plans that align with both their career goals and the organization’s needs. Regularly revisit and update these plans to ensure they remain relevant and challenging.

Dual Mentoring and Coaching for Holistic Growth

Implementing a dual mentorship program that pairs seasoned top executives with rising talents facilitates a two-way exchange of insights. On one hand, top executives provide invaluable guidance and strategic direction to their mentees, helping them navigate challenges and cultivate skills. On the other hand, these executives gain fresh perspectives from their mentees, reconnecting them with the pulse of the organization and innovative ideas.

Stretch Assignments

Give high-potential employees the opportunity to step outside their comfort zones by assigning them tasks or projects that require them to develop new skills. Stretch assignments challenge individuals to rise to the occasion, fostering both skill growth and confidence. These experiences also help identify emerging leaders within the organization.

Regular Feedback and Performance Reviews

Transparent and constructive feedback is essential for growth. Implement regular performance reviews that go beyond annual evaluations. Provide timely feedback on accomplishments and areas for improvement. Create a safe space for employees to discuss their career goals and express any concerns they might have.

Skill Development Workshops

Host workshops and training sessions that target specific skills relevant to the organization’s objectives. Whether it’s leadership skills, technical expertise, or soft skills like communication and teamwork, investing in these workshops empowers employees to contribute more effectively to their teams and the organization as a whole.

Recognition and Rewards

Recognizing and rewarding outstanding performance not only boosts morale but also incentivizes continuous improvement. Implement a recognition program that highlights exceptional achievements and encourages others to aim for excellence. This recognition can come in various forms, from monetary rewards to public acknowledgments.

Opportunities for Career Progression

Top talent seeks growth opportunities. Establish clear career paths within the organization, complete with advancement criteria. Provide a roadmap that enables employees to visualize their trajectory and the steps required to reach the next level. This fosters a sense of purpose and commitment to long-term growth.

Collaborative Projects

Encourage cross-functional collaboration on projects that require employees to work with colleagues from different departments. This not only exposes them to diverse perspectives but also cultivates teamwork and adaptability—crucial skills for career advancement.

Empower Decision-Making

Provide employees with opportunities to make decisions and take ownership of projects. Empowerment fosters a sense of responsibility and accountability, encouraging individuals to develop problem-solving skills and strategic thinking.

Developing top talent is an investment in the future success of your organization. By nurturing the growth of your employees, you’re not only shaping their careers but also contributing to the long-term success of your organization in an increasingly dynamic and competitive world.

To delve deeper into strategies that foster talent growth and organizational excellence, I invite you to explore my book, “How to Develop a Brand Strategy,” which provides a step-by-step guide to crafting a robust brand strategy that aligns with your business goals. Just as nurturing talent propels businesses forward, a strong brand strategy propels your organization to stand out in the market.

Lisa Perry helps companies drive revenue by using consumer trends, insights, and data analytics to innovate their approach to marketing.

How do you develop top talent at your organization? Join the conversation inside Work It Daily’s Executive Program.

Executive Spotlight: How To Promote Gender Equality In The Workplace

Executive Spotlight: How To Promote Gender Equality In The Workplace

As businesses strive to create environments that foster diversity, inclusivity, and fairness, the imperative to understand and implement effective strategies for promoting gender equality in the workplace has never been more pressing. A workplace that promotes gender equality is a workplace where innovation and productivity flourish, driving long-term organizational success. What practical strategies can leaders implement to help create an inclusive and equitable work environment where everyone can thrive?

We recently asked our leading executives for their best tips on how to promote gender equality in the workplace.

Here are their responses…

Michael Willis, Sports Business Operations Executive

No more playing it safe with surface-level initiatives or empty gestures. It’s time to unleash a storm of innovation and redefine what it means to truly champion gender equality in every corner of the professional realm.

Step 1: Shatter the Status Quo – Throw out those old-school gender roles and expectations. Men in leadership and nurturing roles? Absolutely. Women in traditionally male-dominated industries? You bet. Let’s obliterate the barriers that have held us back for too long.

Step 2: Pay Parity or Bust – No more excuses. Audit those payrolls and fix the wage gap pronto. It’s time to show that the value of your work has nothing to do with gender. Pay up or prepare to face some significant disruption.

Step 3: Fierce Flexibility – Flextime isn’t just for show—it’s for real. Allow everyone to craft their schedules around their lives. Parent-teacher meetings, gym time, creative pursuits—let’s blend work and life in a way that makes sense for everyone.

Step 4: Gender-Blind Hiring – Resumes with no names, no gender indicators—just skills and experience. It’s time to pick talent based on capability, not gender assumptions.

Step 5: Parental Leave for All – Parental leave that doesn’t discriminate. Dads, moms, adoptive parents—everyone gets a chance to bond and support their families without fearing career repercussions.

Step 6: Mandatory Unconscious Bias Training – Nobody escapes this. Everyone, from the CEO to the intern, gets a reality check on their biases. It’s time to level the playing field by leveling the mindset.

Step 7: Leadership Overhaul – Time to rewrite the leadership narrative. Promote women not just because it’s trendy but because they’re qualified. We need diverse voices at the top calling the shots.

Step 8: Transparency Talk – Publish diversity and inclusion data. Let everyone see precisely where your workplace stands.

Step 9: Speak Out, Stand Up – Foster an environment where calling out inequality isn’t risky business. Encourage employees to speak up and back them up when they do.

Step 10: Disruptive Mentorship – Pair rising stars with seasoned pros from all walks of life. Gender, age, industry—mix it up. The wisdom doesn’t just flow one way.

Step 11: Men as Allies – Men, it’s time to join the fight for gender equality. Amplify women’s voices, challenge the system, and acknowledge that when one of us rises, we all do.

Step 12: Fearless Flexing – Embrace employees who challenge the norms. Please encourage them to break boundaries and create initiatives that amplify gender equality like never before.

So, there you have it—a disruptive approach to gender equality in the workplace. It’s time to shake things up, challenge the norms, and make equality more than just a buzzword. Let’s create a workplace where everyone thrives, regardless of gender, because we’re in this together for real change.

Michael Willis has 18+ years of experience working with accounting & sports organizations and has managed P&Ls of $10M – $125M+ with budgets of $3M-$50M+. He worked for the NFL for 22 1/2 years, mainly with the game officials working on the financial/accounting side of the business.

Kathryn Marshburn, Artist & Label Partnerships

Gender equality concept

The music industry has experienced gender inequality for decades where women are still vastly under-represented. We have an outrageous gender gap that is improving but at a nominal rate and we need more equity leadership from all music entities.

Thirty percent of music artists identify as females on the Billboard Hot 100 today. Basically, this means that there are 3.5 men for every 1 woman represented in the music industry. We have to correct this inequity, but the question is how?

The runway for men from the top 100 position to the top 20 position is much easier than the mapping of females to a top 20 position. It is painfully obvious that it is harder for women to break into music and to make it into the top where 70% of men are making the breakthrough over a longer runaway. Women are expected to go straight to the top quickly and it’s just not realistic or fair.

What are the solutions to consider?

1. Music label initiatives to sign and seek more female artists, providing better budgets to support music production and distribution.

2. Rip the Band-Aid off the issue exposing the narrative about the inequities in the industry that exist with a lack of female music engineers, music, executives, and other parallel roles within the music industry. Provide opportunities to speak on the issue and to amplify the need to have better equality.

3. Demand that streaming platforms support marketing campaigns that feature women. An amazing example of this is the EQUAL campaign at Spotify, where major marketing dollars are put to the test behind international female artists, virtually unknown music artists, that include worldwide promotions such as Times Square billboards, live events, and other marketing activations. Spotify has successfully provided support for female music artists to tell their stories through music and increased fanbase growth and overall support of women in music.

4. Providing an educational track at the elementary school level encouraging more music programs targeted at females including writing, composing, and vocal training.

5. Become more transparent about pay inequity, and close the gap.

6. Move from a mentorship mentality to a sponsorship mindset.

With a huge gap in gender within the music industry, we must become better advocates for women and female artists.

The industry has always been difficult to break through, but it’s particularly harder for women who are struggling to map their journey through unfair territory. Please leave comments and thoughts and help us to create a more equitable environment in the music.

Kathryn Marshburn has spent 12+ years in the music and gaming industries guiding teams on identifying targeted goals with an agile approach resulting in driving revenue and reducing risk.

Lisa Perry, Global Marketing Executive

Group of coworkers/professionals in a meeting for a company that promotes gender equality

Gender inequality has been a hot topic of discussion and concern lately. While progress has been made in recent years, there are still areas where gender disparities exist.

  • Not a single country in the world has achieved gender equality. On a global level, there’s been little progress on gender equality since the Global Goals were signed in 2015. Source
  • Over 380 million women and girls are living in extreme poverty. That’s more than the entire population of the United States living on less than $1.90 a day. Source
  • Women shoulder billions of hours of unpaid childcare globally. And the pandemic just made it worse. Source
  • Women earn 82% of what men make in the same roles, and this gender gap has remained relatively stable over the past 20 years. Source
  • Less than 20% of the world’s landholders are women. Source
  • Women make up 10.4% of Fortune 500 CEOs and earn 75% less than their male counterparts. Source

In the face of these staggering statistics, it’s imperative to address gender inequality in all spheres of life, including the workplace. When there is a lack of diversity in decision-making, it eliminates the viewpoint of a huge percentage of the population. So, how can organizations take concrete steps to promote gender equality in the workplace?

  • Equal Pay for Equal Work: Ensure men and women are paid equally for the same roles and responsibilities. Regularly review salary structures and address any pay disparities.
  • Inclusive Hiring Practices: Implement unbiased and inclusive hiring practices that ensure equal opportunities for all candidates, regardless of gender. Use diverse hiring panels and consider blind recruitment techniques.
  • Flexible Work Policies: Offer flexible work arrangements that cater to the diverse needs of employees, particularly women who often juggle work and caregiving responsibilities.
  • Leadership Development: Develop programs that actively identify and nurture female talent within the organization. Encourage women to take on leadership roles and provide them with mentorship and guidance.
  • Education and Training: Conduct gender sensitivity training for all employees to create awareness about unconscious biases and stereotypes in the workplace.
  • Family-Friendly Policies: Provide comprehensive family-friendly policies, including parental leave, childcare facilities, and support for caregivers, to ensure a conducive environment for both men and women to balance work and family responsibilities.
  • Transparent Promotion Criteria: Clearly define and communicate promotion criteria to ensure that opportunities for growth and advancement are available to all employees based on merit.

Promoting a workplace culture of gender equality empowers organizations to harness their workforce’s full potential, fuel economic growth, and foster inclusivity. Embracing gender equality nurtures an environment where every voice matters, bolstering employee satisfaction and retention. Beyond a moral duty, it’s an investment in the future of organizations and societies, propelling progress.

For a step-by-step guide on how to develop a brand strategy, check out my book How to Develop a Brand Strategy.

Lisa Perry helps companies drive revenue by using consumer trends, insights, and data analytics to innovate their approach to marketing.

How do you promote gender equality in the workplace? Join the conversation inside Work It Daily’s Executive Program.