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10 Traits Of Managers Whose Teams Are Happy To Come To Work

Work isn’t recess but it shouldn’t be detention, either.

Sherrie Campbell

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The last thing any manager wants their team members to do is dread coming to work each day. Because people spend the majority of their time at work, it is important managers do all they can to make that time enjoyable, exciting and well-spent.

A dictatorial manager who lacks empathy or insight may produce but high turnover will cause them to ultimately fail. Excellent managers do their best to make 80 percent of the job rewarding, with a 20 percent balance of healthy stress. While this may not always be the possible, it is nonetheless their goal.

1Knowledgeable

To create a happy and successful team, exceptional managers make sure to be knowledgeable in every area of their field, and to have the resources necessary to gather the information they are lacking.

They are responsible and thorough in their direction of others, they follow their insights and stay well-connected in their industry.

These skills make them the “safe-base” and strong ally team members need. The more knowledgeable a manager, the better the coach, and the more inspiring it is for team members to come to them for guidance.

2Practical

Great managers understand the basic principles of management, and utilise a wide range of those principles to direct the unique and individual needs each team member presents them with. These managers are thoughtful and masterful when making decisions and also when finding solutions to problems.

Success comes with more ease when direction and expectations are clearly communicated to team members. These practical skills are essential to creating a happy and productive working environment.

3Upbeat

Great managers are optimistic and positive. It’s better for them and better for business on every level. Successful managers are secure in their own well-being. Each day they set a positive tone for their team with an upbeat, helpful attitude.

A manager who is cold and mechanical will, more often than not, get their team off on the wrong foot each day. Success is harder to come by working under oppressive and negative conditions.

4Stress management

Stress management

Stress is the one place we all have the potential to short circuit, lose patience and treat others poorly. Top managers pride themselves on being emotionally intelligent and capable of self-possession. Because they know how to manage their own stress, they are more masterful in managing the stress of their team members when it is most needed.

To reduce stress, top managers ensure team members have the necessary time to nurture and take of themselves personally and professionally.

This type of a management approach is based in balance. When things are in balance, success is more easily developed and maintained.

5Love what they do

Well-liked managers love what they do. Because of this love, they view themselves as consistent “learners.” They invest their time and resources into self-development, education and training.

It is inspiring for anyone to be around a person hungry for their own growth and development. When a manager has this interest and passion, it is undeniably contagious to those who work for them. Great managers hold the awareness that the only way to stay ahead of the competition is to grow themselves and their team beyond the competition.

6Leadership

Great managers develop their leadership skills by engaging in teamwork exercises and practices that unleash the full potential of the team they manage. Successful managers focus on teaching their team members how to work with each other, rather than against each other. They keep their team cohesive by valuing comradery over competition.

7Ability to motivate

Stand-out managers are self-motivated and able to motivate others. They continually ask themselves how they can improve team morale with new tactics to keep passions peaked.

Successful and well-liked managers cultivate the relationship between happiness and achievement in their team members. They inspire their team by redefining goals as part of something larger than closing their next deal.

The more supportive the environment between individual team members, and between team members and their manager, the more cohesive and successful they all become together.

8Dedication to excellence

Great managers expect the best from themselves and their team. They refuse to settle for poor results, knowing it reflects upon their ability to manage well, just as much as it reflects upon the team’s ability to excel.

The best managers encourage the sharing of ideas and offer incentives, such as bonuses or commissions, to get their team thinking more outside of the box. They don’t tolerate team members badmouthing each other, their customers or vendors. They point out that all people are human.

They make sure to keep their team focused on solutions not problems. They encourage their team members to be good human beings, not just good salespeople.

9Focused on quality

quality

Top managers focus on the quality of what their team produces. As important as volume and productivity may be on the front-end of a deal, it is the quality of the services and reliability of the product being sold that ultimately determines the value of the deal.

Successful managers encourage the productive use of time, skill and knowledge. These managers understand that the most successful and fulfilled teams are those who experience meaningful results.

Team members have to value who they are, the product they sell, those who use their product and the importance of delivering quality results.

10 Success is shared

Great managers desire to have a meaningful and significant impact on their team. Successful managers are driven to make a difference, an emotional difference, in their team members.

For this reason, they celebrate the accomplishments of everyone, believing that everyone is capable to doing well. They are solution-focused, and generous with their time and attention when someone needs it.

The well-being of their team members is central to a great manager’s approach because they know that when people feel important, they treat all they do and achieve with more importance.

This article was originally posted here on Entrepreneur.com.

Sherrie Campbell is a psychologist in Yorba Linda, Calif., with two decades of clinical training and experience in providing counseling and psychotherapy services. She is the author of Loving Yourself: The Mastery of Being Your Own Person.

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Managing Staff

Employees Underperforming? How To Respond To These 3 Excuses

Sometimes, an employee just needs an extra jolt. Other times, you will need to pull the plug.

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Companies are increasing their focus on employee retention. In fact, PayScale’s 2018 Compensation Best Practices report found that 59 percent of respondents considered employee retention a “major concern” for their companies and organisations. This isn’t surprising given that a revolving staff door can make it almost impossible to preserve recent organisational knowledge and keep up with projects and responsibilities.

So, yes, keeping retention top of mind is smart, but sometimes a staff change is unavoidable. When you’re calling the shots, firing people will almost certainly make you uncomfortable. Whether you are running a small start-up or a Fortune 500, you can’t hide behind other people and say the decision was out of your hands.

Then, the bigger your company gets, the harder it will be to respond in order to change quickly and effectively. While employees can grow into their roles, you shouldn’t let your sense of loyalty to your current employees prevent you from making good business decisions.

It’s just logical that some of your original staff members are going to be unable to keep up with the pace and to cease to bring enough value to the company. In those cases, you should maintain a realistic attitude as to when it is time to part ways. And, when those tough conversations need to happen, your sense of loyalty to your employees can be your worst enemy.

A retention reality check

checking-in

In your personal life, “loyalty” generally means believing in an individual and defending him or her when that person comes under attack. When you become part of a team, however, the definition of loyalty changes.

As a leader, you need to think about your loyalty to all of your employees instead of just one person. When a team member cannot keep up or shows signs of burnout, he or she will likely require co-workers to pick up the slack. When you hold certain people to a lower standard, other employees become resentful, and the poor performer starts to drag the company down.

Related: Dealing With Employee Misconduct

For example, a B2B company we worked with had a marketing employee who had been with the team from the beginning. The company had done well, and its board was pushing for accelerated growth – which required more effective marketing. The employee was a jack-of-all-trades but couldn’t keep up with increased demand. After the difficult decision was made to replace this employee with a more qualified individual, the company quickly hit stretch goals that had previously been elusive.

Often, a leader may be blind to necessary personnel changes, whether willfully or unconsciously. In either case – if this leader is you – the sooner you recognise the problem and take steps to address it, the better off your company will be.

Warning signs that signal a personnel change

It will not always be obvious, but here are three common excuses from employees that might indicate it is time for you to consider a personnel change:

1. “I don’t have enough time” 

Work stress is prevalent across all industries, and a study from Paychex found that roughly 70 percent of those surveyed reported stress levels of at least 3 on a scale of 1 to 5. Certainly, being pressed for time doesn’t help stress, either.

One of your primary roles as a leader is to clearly define your employees’ jobs and responsibilities. If team members struggle to keep up with their workloads, they are probably stretching themselves thin trying to help others, or putting off work to avoid accountability.

When you talk to an employee who claims to be short on time, determine what his or her current projects are and then contain them. Give this employee specific responsibilities that don’t require relying on co-workers, and see how he or she meets these new expectations and goals. If the employee continues to underperform, look for a replacement, although it is not a bad idea to put out feelers for that replacement before you even have the above discussion.

Related: Richard Branson on How to Train Your Employees

2. “I cannot control this”

The ability to find a solution to a work problem is an indicator of someone who “owns” the situation. This is a characteristic you need to see in employees. When I worked at Dell, we had a substantial drop in traffic and couldn’t figure out why. Eventually, we discovered that our laptop batteries were catching fire. Unfortunately, you can’t advertise or email your way out of a drop in traffic due to a problem like that; but you can turn to your partners in crisis communication and social media.

If you give employees all the tools necessary to solve problems and they still can’t succeed, it’s time to reevaluate their fit in the company. By letting them go, you ultimately keep them from stagnating. If you struggle with this concept, look toward Startups.co CEO Wil Schroter, who has said he views his company as a school for employees. When employees get to the point that they would learn better elsewhere, it is time for them to move on.

When you let go one of these employees, make sure that the high performers you do have feel appreciated. Talk to their co-workers to ensure that in the interim, everyone’s roles and responsibilities are firmly established. Also, involve the rest of your employees in the subsequent hiring process so they have some control over who is named as the replacement.

3. “It wasn’t me” 

According to Gallup’s State of the Global Workplace report, worldwide employee engagement sits at a lowly 15 percent. Employees with low engagement often have a decreased sense of responsibility for their work, which wreaks havoc on productivity and accountability.

The most toxic situation is when employees attempt to deflect their own poor performance onto surrounding team members. These individuals rarely admit fault but instead cast broad accusations in an attempt to throw co-workers under the bus. As a last-ditch effort, such employees will even question the data that illuminates their underperformance.

Tough love is the solution here. Like an unfaithful partner who’d rather talk about other people who cheat instead of his own indiscretions, the underperforming employee will try to direct the conversation away from his or her performance. But don’t let that happen: Stay the course and let this employee go.

Related: 7 Signs You Have A Positioning Problem [And Why Familiarity Kills Businesses]

Then, during your subsequent hiring process, be mindful of the departed employee’s character flaw. Ask questions about challenges each candidate faced at previous jobs. Be wary when interviewees shift blame to others or speak poorly about their previous employers.

Most importantly, be realistic about your employees and do your best to fill any gaps with the strongest candidates you can find. And accept the truth: You will never be entirely comfortable about firing people.

If you are, you might not have the empathy required to make a great leader. However, it is part of your job to ensure that your seats are filled with top talent, so be loyal to your whole team and know when to let under-performers go.

This article was originally posted here on Entrepreneur.com.

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Managing Staff

An Excellence Approach To Nurture Star Performers

Talent management is the commitment to continuously nurture and align individual attitude and performance, job requirements and organisational culture through excellent performance management.

Adri Dörnbrack

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1. An excellent view of Talent Management

Any sports team needs to measure the vital statistics and performance of each member. “Metrics” like cadence, heart rate, output ratios etc. are important, for the whole to eventually be greater than the sum of its parts.

Similarly, leaders need to measure (without micro managing) employee performance to get a better understanding of what makes the individual stand out. Leaders need to understand how to adapt environments so that everyone can be exceptional.

Not creating a culture of unhealthy competition, but one where every individual’s contribution is understood and valued, and individual work experience is adjusted to accommodate uniqueness, will keep individuals performing at their peak, while enjoying what they do and understanding the purpose of their work.

2. Nurturing star performers

Employees should be given the best possible opportunity to serve in a work context that is optimal for their skillset and temperament. Talent management is based on the organisation’s commitment to surround all employees with people, practices and processes that will grow them to their full potential.

From a deep understanding of the talent pool a business can distinguish between top, great, good and poor performers. Having a suitable and fair measurement tool in place is critical in this regard. This allows management to clearly understand why people are in different performance categories, and provides insights on what pro-active actions can be taken to develop people into their full capacity.

People are highly influenced by work-related relational contexts and environments. Poor performers can become top performers when there are leadership changes or job changes that simply fit better, but also vice versa. Top performers can become poor performers due to illness or other job related changes. There have also been cases where top industry performers join a different organisation and then struggle to perform due to the individual not aligning with the new organisational culture.

Related: These 4 Types Of ‘Nightmare Managers’ Are Scaring Employees Away

Excellent talent management considers all of these factors:

  • Understand who the star performers are, and why they are viewed as top performers. (Know and acknowledge what they contribute in terms of both job deliverables and attitude).
  • Understand the relationship between the top performer and their leader.
  • Understand the culture of the department and why this fit works for this individual.
  • Then, for the future of work: Consider adapting working conditions or terms of employment in order to keep the star performers (Eg. Flexible working hours, virtual offices, or shorter terms of employment to ensure growth opportunities.)

The biggest contributing factor to ensure excellent talent management is to continuously understand and communicate what is expected from an individual, to have measures in place to know if the individual achieves this, to know what value this adds to the business – and then making sure that they are compensated accordingly.

3. What star performers desire from corporate culture

People don’t want to work merely for personal gain. They want to connect and contribute to a business that shares their values and contributes towards the development of a healthy world and better society.

Spiritual intelligence is becoming increasingly important. This trumps mere personal self-actualisation, and entails feeling connected to a business that has a bigger shared purpose than just making a profit.

People want to connect with businesses that have integrity, moral leaders, and feel part of a network that are responsible stewards, who will value their total personal contribution and help them grow as star top performers within a star team.

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Managing Staff

Are Our Workplaces Gen Z And Gen Alpha Proof?

Soft issues and hard tech. This is the balancing act facing corporates in the race to generation proof their workplaces before Gen Z and Gen Alpha enter the workforce, only to retreat into their technology bubbles. The question is, how do companies get the balance right?

Ilona Fookes

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Preparing for a new generation to enter the workplace is a lot like baby proofing your house. You spend a lot of time and money making sure this vulnerable creature, with very specific needs, has everything they need to play, grow and thrive in their new environment, without too many run ins with sharp objects that will inevitably lead to tears. But who are you future proofing for and how?

The challenge in 2018, is that your house has only just become Millennial proof. And yes, while it’s great that you’re so On Fleek with all the latest open office concepts, flexible working spaces, new internal communication channels and social media influencers that these hashtaggers thrive on, that aint gonna fly with the more independent multi-multitasking Gen Z, who will favour private enclaves and online collaborations with global teams and communities of influence. And what of Gen Alpha, the Google Glass generation who will view technology as a physical appendage and glass screens as their genuine, not virtual, reality?

The good news is that Gen Z, or iGen as they are commonly known for being weaned off milk with iPads, will pave the way for the even more self-sufficient, independent Gen Alpha. So, if you get the foundations right you can start building a generation-proof business that will stand you in good stead for the next 50 years, give or take.

The challenge with generation proofing is that we often spend all our time focusing on the hard, tangible stuff – the tech and spatial environment – and not enough on the soft issues that will actually help retain and motivate employees to not only stay and play but thrive and grow. And when we consider that Gen Z is heavily driven by career growth and is likely to have 17 jobs and 5 careers in a lifetime, we should be focusing a lot more on getting the work/culture balance right. In fact, engaging and retaining Gen Z will be a balancing act like no other, where two seemingly opposite needs play out in the workplace. Get it right and you win the prize – a loyal, integrated workforce that is connected on more levels than one.

Related: 3 Ways Start-ups Can Build Loyalty With Millennial Customers

Balancing career growth with the need for retention

Every generation is born into an era that shapes, motivates and influences their decisions.  Gen Z’s world view may be largely shaped by technology, but they are also the product of economic uncertainty, having been born into a recession. So, it’s not surprising that they value financial security, job promotion and learning. As expert online collaborators who are also capable of working independently, companies would do well to embrace online learning as a powerful tool for mentorship, training and growth, especially one that promotes career promotion and professional advancement. 

Balancing technology with the need for focus

Eight seconds – that’s how long the average attention span of a Gen Z employee will be. Gen Alpha will be even less. Immersed in technology from an early age, these serious multi-multi-taskers will work tirelessly across different technologies and will process information at the speed of light. The downside is that it’s going to be a challenge to keep their focus, even more so than Millennials. More than ever, companies will need to create multipurpose private spaces or pods, where these workers can retreat to in order to focus on the task at hand. These spaces should also support their need for blended face-to-face/online groups.

Balancing independence with the need for shared culture and meaning

Yes, this generation will be fiercely independent and shun micromanagement and a desk bound culture, but it will also crave meaningful work, regular interaction with management and opportunities to make a valuable contribution to society. Companies that only focus on creating opportunities for remote working and online collaborations, will miss the mark.

To retain this group, you need to focus on creating a shared corporate culture and opportunities for regular engagement. In this way internal communication will become a key driver in bridging the gap between a non-desk and desk-bound workforce and finding new ways to engage and inspire an increasingly disparate workforce.

Employee apps will become the most important channel in workplace communication bringing information, social connection and engagement together in a way that resonates with these digital natives. 

Related: Kid Entrepreneurs Who Have Already Built Successful Businesses (And How You Can Too)

Balancing privacy with the need for engagement

Internal communication will become a balancing act unto itself. How companies communicate with employees will become as important as how often and how much. Internal communication will need to move beyond intranet, SharePoint and ESN like Workplace and Yammer to embrace wearables, robotics, and virtual reality, all of which will not only reflect but drive the digital native.

As the vital link between company and employees, internal communication will need to engage employees through validated channels using curated content that not only drives the message but embeds the company’s shared values and brand ethos. And did we mention the maximum reading time should not exceed 10 minutes per day? Tough ask right? 

Soft issues and hard tech. This is the balancing act facing corporates in the race to proof their workplaces to embrace Gen Z and the AI generations to follow. The mistake would be to focus only on the tangibles and neglect the soft issues that really drive retention and shape corporate culture. Making sure internal communications teams are properly trained, equipped and mandated to handle the enormous challenge, will be key to cracking the generational code and claiming your share of its human capital.

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