Tag: Leaders

The Future of Work Requires Resilience and Purpose

Posted on December 12, 2024 by Rachel Burr

The future of work will bring constant change. Organizations can thrive in times of change by emphasizing continuous development and building a resilient, purpose-driven culture.

Ready or not, disruptive change is coming as generative AI and robotics are revolutionizing industries and services. The future of work is sure to be very different than today – and it is coming sooner rather than later. Organizations wanting to thrive through the coming changes will need to become more resilient and agile. This article will consider what the future of work may entail and what organizations can do to prepare.

A study published in the Harvard Business Review found three distinct perspectives when it comes to the future of work.

First are the radical optimists, epitomized by tech entrepreneurs. For them, the future will bring a positive transformation in the near term. In the second camp are the skeptics, who think technological transformation is exaggerated or unlikely, except in the far future. Finally, there are the pessimists who worry that technology will overwhelm human society. These perspectives can lead organizations to embrace change, deny it, or actively resist it.

Generative AI and the future of work

Generative AI is certain to remake the future of work, according to an October 2024 report by the Brookings Institution. The authors state that existing generative AI technology could take over half of the tasks currently being performed by one-third of the workforce. This is a conservative estimate.

Further, the tasks generative AI can take over are not limited to low-skill or routine ones. The Brookings report finds that generative AI will disrupt “cognitive” and “non-routine” jobs “in the middle and higher paid professions.” The report warns that society has not yet grappled with the impact of generative AI and is not prepared for the changes it will bring.

A report by McKinsey & Company broadly agrees. Assuming a “midpoint adoption scenario,” it finds that 30% of the hours currently being worked by humans could be automated, and that 100 million people across the developed economies may need to change jobs by the year 2030. The World Economic Forum is more emphatic, finding that by 2030, one billion jobs will be “radically transformed by technology.”

The future of work will bring constant change. The challenge for organizations is how to manage and thrive in times of upheaval.

The future of work requires a resilient organization

Developing teams to thrive in changing times. The challenge of technological change is already having an impact on the workforce, according to the McKinsey report. One third of the more than 1,000 C-suite executives surveyed report shortages of workers with technological, cognitive, and social skills.

Most of the organizations surveyed worry about finding enough qualified workers and plan significant “reskilling” and “upskilling” efforts to meet their needs with the existing workforce. “Reskilling” refers to the process of moving employees from outdated positions and retraining them for entirely new jobs. By contrast, “upskilling” refers to the process of improving the skills of employees in their current positions.

Organizations will also need to embrace continuous development by instilling a culture of learning. Team members should be both encouraged and provided with the resources to grow. Whether by offering formal training or practical experience, organizations that encourage people development will be in the best position to weather changes in the future of work.

Creating a purpose-driven culture. Organizations can build resilient cultures by focusing on their fundamental values to create a sense of purpose. Emphasizing values and purpose has several benefits.

Most practically, focusing on values increases employee engagement, creates more loyal customers, and improves financial performance. Beyond the bottom line, creating a “purpose driven culture” creates stronger interpersonal bonds in the workforce. Those bonds can bring people together to overcome obstacles and work toward common goals.

Building a purpose driven culture starts when leaders think deeply about what the organization stands for – and then share their vision with employees, customers, and stakeholders. Values and purpose are the organization’s “North Star ” to guide decision making and respond to challenges.

Leaders should also listen to team members’ perspectives and act on their insights. Not only will leaders gain valuable knowledge, but involving team members creates an environment in which they feel empowered to innovate and become more self-sufficient. Both of those qualities are crucial in a resilient and agile organization, according to McKinsey.

The future of work will be one of constant change. In order to meet the challenges of generative AI and other disruptive technologies, organizations must emphasize workforce development and a culture of learning. To thrive through periods of change, organizations should create a purpose-driven culture to build resilience and agility. If you would like to learn more about the future of work, please contact us.

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Rachel Burr is an executive and leadership coach with over 20 years of experience working with CEOs and the C-suite across all industries, in organizations of from 200 to 10,000 employees. Rachel holds dual master’s degrees in Organization Development and Clinical Psychology, and numerous certifications in the field of executive coaching. Rachel is a “people expert” who works with clients to unleash their leadership potential. If you would like to learn more about leadership development training, please contact us.

Leadership Development Training for Long-Term Success

Posted on October 17, 2024 by Rachel Burr

Clear planning, hands-on practice, and habit-building are the keys to Leadership development training with long term measurable results.

Leadership development training is at a turning point. Organizations are spending enormous sums on learning and development (L&D) programs but struggle to see lasting, measurable benefits. Success is often measured by “satisfaction surveys” and tests of short-term improvements. Additionally, the people skills leaders need, like interpersonal and communication skills, are much harder to evaluate than technical skills such as financial literacy.

Moreover, organizations’ L&D professionals often have little in the way of guidance when selecting professional instructors. How do we evaluate our instructors? Through the “look and feel” of a slick website? Personal charisma? –per an MIT report. The process has been compared to online dating, with L&D professionals “swiping left” or “swiping right” on potential L&D providers. But while you may know on the first date whether someone will be a good fit for you, it often takes time to understand whether an instructor’s approach, knowledge, and skills are a good fit with your leaders and organization.

There is a better way! This article will examine ways to design and execute a leadership development training program that delivers lasting, measurable results.

The “three legs” model for leadership development training

An excellent starting point is a model published in the MIT Sloan Management Review. The authors argue that successful programs need three core elements: vision, method, and impact.

Vision. A program’s vision defines the skills to be developed. For example, the program may aim to develop a leadership philosophy, or to promote emotional regulation, or to improve team dynamics. The vision statement should be able to explain why the program goals are important to the organization and offer supporting facts.

Method. The method consists of both the materials and teaching methods participants will encounter. For example, the program description might state that students will review case studies and participate in role playing exercises to improve team dynamics. The methods and materials should be chosen to complement program goals.

Impact. What success looks like for the program must be clearly defined up front. The impact of the program can then be evaluated based on desired results. According to MIT, “A program worth choosing can articulate how the participants will change.” The program should be able to describe the expected results and how those results will be evaluated.

Obstacles to success in leadership development training

The biggest obstacle to measurable L&D gains is that, in most cases, participants don’t apply their new skills in the workplace. Let’s look at some of the challenges before considering solutions.

The Motivation Gap: The “Motivation Gap” is the disconnect between organizational and individual goals, according to an article in the Harvard Business Review. While organizations tend to focus on long-term needs, participants usually want short-term benefits. The misalignment affects both program planning and participant enthusiasm.

The Skills Gap: The “Skills Gap” is a misalignment between the skills being offered and the skills organizations need for success. L&D providers have no problem teaching technical skills. But teaching the “people skills” that today’s leaders need is more challenging.

The Transfer Gap: The “Transfer Gap” is the failure to apply what’s learned in the classroom to the workplace. Few executives “take what they learn in the classroom and apply it to their jobs,” according to the authors. To bridge the gap, the materials should be useful immediately and the teaching methods should reflect workplace conditions.

How to bridge the three gaps

To achieve the goals of changing participants’ behaviors, with practice, coaching, and habit-building Forbes suggested these approaches:

The “three to one” learning model. The “three-to-one” model states that for every learning experience, there should be three on-the-job practice exercises. The same three-to-one ratio applies to L&D budgeting and time management: if one dollar is spent on learning, three dollars should be spent on practice. The goal is to build new behaviors, not simply to cultivate new knowledge.

The coaching model. “No one bridges the gap between knowledge and action better than an executive coach”, according to the authors. Coaches have a repertoire of proven exercises to build healthy new behaviors and habits. If an executive coach doesn’t fit every budget, online coaching may be an option. Organizations’ L&D professionals can also help by providing role playing exercises, feedback, and action plans.

Bringing L&D to work. Techniques may include “micro-learning” – short learning sessions of two to five minutes – designed to minimize disruption. Providing “nudges,” or reminders, to view content and apply lessons during the work day can be useful, too. Bringing L&D into the flow of work can help bridge both the Motivation Gap and the Transfer Gap through first-hand exposure to the benefits of training.

Leadership development training doesn’t have to be a voyage into dark, uncharted waters. There are solutions! A successful program starts with a clear, specific assessment of goals, methods, and expected outcomes. Making the leap to measurable, lasting results boils down to helping participants practice their skills and build new habits.

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Boost Psychological Safety for Healthier, More Creative Teams

Posted on September 20, 2024 by Rachel Burr

Psychological safety is a feeling shared among team members that it’s okay to admit mistakes, share concerns, and ask questions. Teams that achieve psychological safety are more productive, more creative, and better able to resolve conflict than those that don’t.

What is psychological safety?

Psychological safety refers to an environment where it’s okay to take risks, make mistakes, and where it’s accepted that people will voice differing opinions and ask difficult questions. It’s an important part of a healthy workplace, with benefits for organizations as well as employees.

The term psychological safety was coined by Amy Edmondson, a professor at the Harvard Business School and author of The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. She developed the concept while studying teams of medical professionals for her Ph.D.

At first, Edmondson thought that the highest performing teams would be the ones reporting the fewest mistakes during their shifts, but she found the opposite. The teams that achieved the best outcomes reported a higher number of mistakes per shift than their lower performing peers.

She later realized that the high performing teams were more willing to admit mistakes – and learn from them – than the other teams. From that insight came a concept she called “team psychological safety,” which can help anyone who works with a team.

This article will discuss the basics of psychological safety and how to improve that quality in any team.

Make it safe for people to speak up in the workplace

Psychological safety has been called “the belief that one can express themselves freely without fear of negative consequences” in a Penn State University article. Amy Edmondson calls it “felt permission for candor.” However described, the level of psychological safety in any team has major impacts on productivity, innovation, conflict resolution, and more.

For example, Google’s Project Aristotle, a large, multi-year study of team dynamics and team building, found psychological safety to be the single most important factor in creating high performing teams.

The Google researchers began with the idea that the best teams would emerge naturally by putting the brightest high achievers together and turning them loose. But that wasn’t the case. They concluded that who is on a team matters much less than how the team members interact. According to the authors:

Our researchers found that the best teams created a climate of openness where team members admit to their errors and discuss them more often. In other words, they exhibited high levels of psychological safety[.]

Psychologically safe teams accelerate learning and innovation by acknowledging mistakes and exploring new ideas. And not only are they more adaptable, they can also impact the bottom line.

The study found that teams with high levels of psychological safety exceeded their sales targets by 17%, while teams with low levels of psychological safety missed their sales targets by 19%. According to Google, psychological safety was a much better predictor of team success than the number of top performers or the general intelligence of team members.

Developing psychological safety

Psychological safety is a team characteristic. It emerges from interactions among team members over time. Edmondson states, “This is a group level phenomenon – it shapes the learning of the group and in turn affects team performance and therefore organizational performance.” Team members who collaborate closely feel similar levels of psychological safety, according to the Harvard Business Review.

Building psychological safety is “more magic than science,” according to Edmondson, but there are simple steps any organization can take to improve teamwork.

Ensure good management. The first step to increasing psychological safety is the most basic: Establish good management practices, which include setting clear expectations and norms of behavior, ensuring fairness and equal treatment, encouraging open communication, and making sure people feel valued and supported.

Admit mistakes. Psychological safety begins when people are willing to admit their mistakes and learn from them. Leaders must be in the forefront of the effort by admitting their own mistakes, struggles, and challenges. In short, leaders need to become willing to appear vulnerable and less than perfect in the eyes of the people they lead. If they are not, the foundation for psychological safety will be missing.

Actively solicit input. Leaders need to do more than encourage team members to speak out, they should set the expectation that everyone on the team will share their ideas, opinions, and concerns. Some will naturally be more vocal than others, but creating a safe space to share ideas without being judged or criticized is key to developing psychological safety. It may feel awkward at first, but it will become easier with practice. As a bonus, regularly asking team members to express their concerns can help defuse workplace tensions and promote healthy conflict resolution.

In the words of Stanford professor and psychologist Robert Sutton, “When people talk about their own mistakes, rather than pointing out others’ missteps, that suggests your workplace is psychologically safe.” Rather than wasting time and energy blaming and shaming, psychological safety lets teams focus on learning and problem solving in a healthy learning environment, which is the key to unlocking resilience, creativity, and innovation.

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Rachel Burr is an executive and leadership coach with over 20 years of experience working with CEOs and the C-suite across all industries, in organizations of from 200 to 10,000 employees. Rachel holds dual master’s degrees in Organization Development and Clinical Psychology, and numerous certifications in the field of executive coaching. Rachel is a “people expert” who works with clients to unleash their leadership potential. If you would like to learn more about psychological safety and how it can improve teamwork, please contact us.

Develop a Leadership Philosophy to Guide Your Organization

Posted on August 15, 2024 by Rachel Burr

Developing a leadership philosophy leads to consistent decision making, teamwork, and results. Begin the process by identifying core values and principles to craft a clear statement of purpose.

What is a leadership philosophy?

What is your philosophy? We may have a philosophy about how to achieve professional success, find happiness, or discover the best hamburger in all of [insert favorite tourist destination here]. Since this blog is mostly about leadership, let’s talk about your leadership philosophy.

Every leader has a leadership philosophy, whether they know it or not, and they act on that philosophy, whether they realize it or not. Our leadership philosophy comes from our values, purpose, and principles, and that philosophy then fuels our behavior. When we understand and develop our leadership philosophy, we align our behavior with the leader we aspire to be and the impact we want to have on our team and business.

The benefits of identifying our leadership philosophy include–

Clear decision-making. A well-thought-out leadership philosophy reflects the leader’s belief and priorities based on core values. Leaders who have a clear understanding of what is most important create a foundation for making decisions that align with their goals and purposes.

Consistency and stability. A clear leadership philosophy provides a framework for consistent communication and decision-making. Team members know what’s expected and can work toward common goals, creating a sense of stability and cohesion.

Unity and alignment. Communicating a compelling vision brings teams together. Adopting and applying clear principles creates a shared understanding and purpose.

Resilience in challenging times. A strong leadership philosophy provides a foundation for navigating challenges and unfamiliar terrain with resilience in times of uncertainty. It drives decisions and actions.

Identifying and implementing your leadership philosophy

Here are suggestions for developing your leadership philosophy:

Identify Values. Start by thinking through your values and beliefs. What is most important to you? What values do you want to demonstrate as a leader to be authentic and true to who you are? Your values will be the foundation that guides your decisions and actions.

Define Purpose. The next step is to define your purpose. What do you want to achieve? Why does your organization exist? What makes it special? Is your personal purpose in alignment with your company’s? Once you’ve defined your purpose, both personal and organizational, think broadly about your goals to achieve that purpose.

Assess Strengths and Weaknesses. Identify your strengths and weaknesses, as well as those of your team. How will you develop your leadership? What does your team need to develop and thrive? Answering these questions will connect your philosophy to how you show up as a leader.

Write it Down. Put your leadership philosophy into action. Review your values, purpose, strengths, and weaknesses and look for themes. Use them as a guide to craft clear statements about who you are as a leader.

Stay flexible. Remember that your leadership philosophy will always be a work in progress. The core of who you are will not change, but the demands of your environment will. Revisit and revise your philosophy and actions as your experience grows and your perspectives evolve.

Different Ways of Implementing Leadership philosophy

Next, put your leadership philosophy into action.

Authentic leadership. Build trust and connection to empower a more engaged team. Authentic leaders value integrity and make principled decisions rather than expedient ones. They rely on both business goals and emotional intelligence to develop team cohesion.

Servant leadership. Servant leadership is often condensed into three simple practices: (1) Ask questions and pay close attention to the answers; (2) Focus on growth, development, and empowerment of people; and (3) develop new leaders.

Adaptive leadership. Meet the challenges of disruptive change. Adaptive leaders create an environment where novelty and “out of the box” thinking thrives. They exhibit self-awareness and confidence to admit they don’t have all the answers, and they leverage the wisdom and experience of the team.

Situational leadership. Adjust your approach based on the needs of the business, your team, and even individuals. Ensure people on your team first develop the fundamental, practical skills they need to succeed. Then, coach and motivate them to look at their work holistically and problem-solve in the context of the bigger picture. Situational leadership gives team members more responsibility and autonomy as they become ready.

When we clearly define our leadership philosophy, we connect our actions to the core of our leadership. We make better decisions, create higher performing teams, and, even in the most turbulent times, we stand on a firm foundation to navigate the unknown.

If you would like to learn more about developing your leadership philosophy, please contact us.

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Authentic Leadership – The Key to Sustainable Success

Posted on June 26, 2024 by Rachel Burr

Authentic leadership based on relationship-building, trust and integrity can sustain long-term success for leaders and their teams.

Leaders navigate constant change, including new technologies, dynamic markets, generational shifts, and an uncertain geopolitical landscape, just to name a few. People want strong, authentic leaders to set the vision and create a path to success. But what is authentic leadership?

“Authentic” is defined as “real, genuine, not false or copied.” Below you’ll see sources talk about how authentic leaders develop trust, demonstrate integrity, and build relationships. These are all important leadership behaviors that help to energize teams and organizations. However, I have a caveat for you to consider as you read this post. Do these qualities represent the authentic, real, genuine self of all leaders? The answer is, “No.” Some leaders are authentic jerks. In fact, most of us can act like jerks from time to time. We’re all a mix of good, bad, and ugly, and encouraging us to express our authentic selves does not give us license to inflict the worst of who we are on others in the name of authenticity. So, I believe it’s important to clarify the message. When leaders (and all people, really) tap into the best of their authentic core, that’s when they bring the true power of their leadership to the success of their teams, customers, and organizations. That is what we want from authentic leadership.

Now that we’ve got that straightened out, let’s dive in. This article will examine the best elements of leadership and how leaders can develop and improve their authentic leadership skills.

What is authentic leadership?

Authentic leadership has the power to create an environment where employees “flourish” in their roles, according to Frontiers in Psychology. Authentic leaders build connections, empower their teams, demonstrate emotional intelligence, and build trust. In fact, a study in the Leadership and Organization Development Journal found that the strongest predictor of job satisfaction is when people perceive their leaders to be authentic. This authenticity positively impacts work-related attitudes and happiness.

Integrity and ethics. Leaders who hold themselves to the same (or higher) standards than they expect of others inspire trust and show a commitment to integrity. By putting values, ethics, and people first, “purpose driven” organizations earn employee loyalty and engagement.

Self-awareness and connection. Beyond tasks and transactions, authentic leaders seek to build relationships, show empathy, and forge deeper connections with people. They demonstrate vulnerability, and show that they’re human. They don’t need to project an air of perfection, and they ask for help when they need it. To be authentic, leaders develop their skills to build self-awareness, and then consciously work to leverage their strengths and overcome or mitigate their weaknesses.

Empowering others. Authentic leaders know their success depends on supporting and developing their teams today, as well as developing emerging leaders for the future. Authentic leaders listen to others’ ideas, and they seek and integrate feedback to support a learning environment and collaboration. By focusing on growth, development, and empowerment, authentic leaders create the conditions for long-term success.

Developing Our Authentic Leadership

Developing our authentic leadership may feel daunting. We don’t all naturally bring our best authentic selves to work (or life) every day. We need to develop our skills and create an environment that will help bring out the best in us. Here are a few ideas to consider:

Establish your values and vision. First, decide what you stand for. What’s your purpose? What are the values that guide your choices? What are the boundaries you won’t cross? Each person will have their own set of guidelines. When we choose to work in an organization that’s aligned with our values, it’s far easier for us to be authentic in our leadership.

Next, inspire your team with a clear, compelling vision, and create a roadmap that lets people know where you want to go, and how you’ll work together to get there. Gaining people’s alignment is key. You’re only a leader if people want to follow you.

Develop your EQ. Authentic leadership requires emotional intelligence (EQ) – understanding ourselves, others, and how we work together. To develop our EQ, we have to develop our “soft skills,” or what I call the “critical intangibles,” like communication, teamwork, and managing our emotions (so they don’t manage us). These skills are essential for authentic leadership.

Empathy is a big EQ skill, and an essential part of authentic leadership according to Forbes. Like it or not, emotions play a huge role in our success. We may think we can leave our emotions at the door, but we don’t, we can’t, and we really wouldn’t want to. I could go into all the ins and outs of why that’s true, but let’s cut to the chase. Emotions are data, and empathy helps us decipher that data so we understand how people feel (whether that’s positive, negative, or something else), and how that might influence their reactions, alignment, and commitment to decisions and change.

Create an authentic culture. Authentic leaders create an authentic culture which in turn supports their authentic leadership. There’s a synergy between authenticities that reinforce one another. Together, they create an environment where teams and leaders operate at their best and thrive.

Psychological safety is necessary for authenticity. It has come to my attention lately that some people may not like the label “psychological safety.” Let’s not get caught up on labels. Instead, let’s talk about what we mean. People need to feel safe to speak up, share their opinions, disagree, try new things, and take risks. When people don’t feel safe, they shut down and stay quiet. As a result, everyone loses out on the wealth of knowledge, skills, expertise, and perspectives that are buried in the quiet. Without psychological safety and a sense of belonging, people avoid making waves, quit quietly, or quit not so quietly as they post scathing reviews on Glass Door.

Authentic leadership means tapping into the best of who we are to unleash the best in others. With all of us operating at our best, there’s no telling what we can achieve.

If you would like to learn more, please contact us.

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Simple Steps to Reduce Quiet Quitting

Posted on February 23, 2024 by Rachel Burr

To reduce quiet quitting at workplace, provide clear performance expectations, encourage autonomy, have fewer meetings, communicate, connect, and engage your workforce.

Quiet quitting is not new. It’s just gotten more press in the past few years. More than a decade ago, I recommended that a leader invest in the development of his team to improve engagement and collaboration to achieve better results.

“But what if I develop them and they leave?” he asked.

“What if you don’t develop them and they stay?” I replied. Which of course I said in my most supportive coaching voice. (I used my “inside-the-head” voice for the eye roll.)

Below, you’re going to read a number of statistics, causes, and ideas to reduce quiet quitting. All of it is good information, and all of it is stuff you already know. So, if we already know all this, why does quiet quitting continue to stay on our Top 10 list of people concerns? Really, I’m asking. Why?

If I had to guess, I’d say that we often look for tactical solutions but forget how to engage the “people” at the center of those concerns. We talk about employees, managers, and leaders, but all of them are people. What would it mean for each of us, every day, to engage with every individual we encounter as a person? This may sound fluffy, but it’s not. What does each person need to be their best and to do their best work?

Let’s flip the question on its head for a moment. Instead of a person, let’s talk about a car. (Humor me.) What does a car need to operate at its best and to do its best work? The car needs gas, oil, and regular maintenance. Unless it’s an electric car, then it has other needs (just like different people do). Let’s assume our car is gas-powered. It’s a great car with a great engine and great potential. Which is all great. But what if I decide I don’t have time to fill the car with gas or change the brake pads, and I don’t understand why I need to change the oil, so I don’t? I’ve also ignored the “Check Engine” light burning brightly on my dashboard for months. Who cares? It’s just light, right? But eventually, my lack of attention and investment in my car are going to cause problems. However, my car is not going to quit quietly. Instead, I run out of gas, my battery dies, my brakes fail, and my engine seizes. All of which leave me stranded on the side of the road in the middle of the desert with only vultures for company.

It’s much easier to pay attention when quitting is loud and obvious, rather than quiet. What does a person need to be their best and to do their best work? There’s no manual for how people operate, but we have some good ideas, many of which you’ll find below. So, let’s review what we already know.

The Stats

Did you know that only one in three workers is fully engaged at work today? Quiet quitters still make up half of the workforce, as they have for several years.

A pair of Gallup reports, released in 2022 and 2024, summarize the situation:

In its 2022 report, Gallup found that 32% of employees were “actively engaged” at work, while 18% were “actively disengaged,” (so-called “loud quitters”), and 50% were simply “not engaged” (the “quiet quitters”).

In the most recent report, released in January 2024, the results were very similar, with 33% of employees “actively engaged,” 16% “actively disengaged,” and at least 50% “not engaged.”

What is Quiet Quitting?

“Quiet quitting” refers to making the minimum effort to stay employed. Broadly speaking, “quiet quitters” are employees who aren’t engaged at work, but aren’t actively looking for a new job.

As a post-pandemic phenomenon rooted in lack of engagement, quiet quitting arose in tandem with the Great Resignation. It increased sharply in the second half of 2021, according to Gallup. It remains a challenge today, but organizations can take simple, practical steps to reduce it.

Causes of quiet quitting

Workplace disruptions

Quiet quitting can be broadly traced to the effects of the pandemic. Here are some contributing factors:

The Great Resignation was a major contributor to quiet quitting, according to a study reported in Forbes. The Great Resignation placed extra burdens on most of the employees who stayed. It caused organizations to restructure, breaking up teams and putting people in unfamiliar environments. Not surprisingly, engagement suffered and quiet quitting rose.

Another pandemic-related disruption has been the rise of remote and hybrid work. Many organizations have yet to adapt. According to Gallup, most managers reported having no formal training to lead a hybrid team.

Without adequate management, the “new normal” of hybrid work has led to lower levels of engagement and more quiet quitting.

Unclear workplace expectations

Many employees simply don’t know what they should be working on. They report a lack of guidance on priorities, deadlines, and organizational goals. Remote and hybrid workers are twice as likely as in-house workers to say they don’t receive enough guidance. Unclear expectations have been another cause of quiet quitting, according to both Gallup and Forbes.

Lack of personal connection

According to Gallup, employees are less likely than before the pandemic to say that “someone cares about them as a person” at work. This lack of personal connection to the workplace leads to quiet quitting.

Taking steps to reduce quiet quitting

The good news is that, although “quiet quitters” are not engaged, they are not beyond reach.

Here are a few simple steps organizations can take to motivate quiet quitters to be more engaged at work.

Have one conversation per week

This surprisingly simple suggestion comes from the 2024 Gallup report. It is cited as the single most important step leaders can take to combat quiet quitting. Spending 15 to 30 minutes per week speaking with each team member has several benefits:

Making sure employees know what is expected of them, including clear priorities, deadlines, and organizational goals.
Checking in with employees who may be struggling or showing signs of becoming disengaged.
Making personal connections to reduce the feeling that “no one cares.”

Avoid unnecessary meetings

This should be a no-brainer, but reporting in Forbes shows otherwise. Too many organizations are scheduling ever more meetings to cope with post-pandemic changes. The results have been predictably negative.

Employees feel micromanaged. They report lower productivity, with some losing one-quarter to one-half of the workday to meetings. And despite the time spent, employees feel no more informed about workplace expectations.

The simple solution is to schedule fewer meetings, with fewer participants. Avoid “all hands” meetings unless absolutely necessary. Have conversations instead!

Encourage Autonomy

Encouraging autonomy and showing flexibility is another way to reduce quiet quitting, according to Psychology Today. Increased autonomy promotes feelings of being trusted and valued, rather than being micromanaged.

Once the organization has made its expectations clear, let individuals decide how they will achieve their goals, as much as possible. Be flexible in accommodating different working styles so each individual can realize his or her full potential.

The above steps are simple on paper, but harder to implement, especially if we approach fixing our culture and engagement like we would a car, rather than interacting with people. We need to invest time and attention in our people to understand what will help them to be at their best to do their best work. Quiet quitting is our Check Engine light. It’s a good indication that something’s not working, and the light has been flashing on our dashboard for decades. So, what are we going to do about it?

If you would like more information about employee engagement and quiet quitting, please contact us.

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Reskilling: Changing Roles for a Changing World

Posted on January 3, 2024 by Rachel Burr

Reskilling is the process of preparing an existing workforce for new and different roles as the result of market changes and technology. Profound changes in the future of work, combined with a labor shortage, make reskilling a strategic imperative for large and small organizations alike.

Reskilling and upskilling are critical in a changing world

Upskilling and reskilling are more than trendy buzzwords. They describe efforts to develop workforce skills in an era of technological transformation and demographic change.

In the previous blog, we looked at “upskilling,” the process of continuously upgrading employee skills in existing positions. In this blog, we’ll consider “reskilling,” the process of preparing employees for different roles within an organization.

The world of work is changing

The World Economic Forum and the Organisation for Economic Co-operation predict that 1.1 billion jobs will be “radically transformed by technology” by the year 2030. The change will require intensive upskilling and reskilling to keep pace. Despite the challenge, the WEF predicts that the combined effects of upskilling, reskilling, and improvements in early education could add $9 trillion to global GDP in this decade.

The labor market is changing

The labor market is also forcing organizations to take reskilling and upskilling seriously.

The U.S. unemployment rate was just 3.7% in November 2023, near historic lows. According to the U.S. Chamber of Commerce, even if every unemployed person in the U.S. found work, the economy would still face a shortfall of 3 million workers.

Long term demographic trends reveal an aging U.S. workforce whose growth has been slowing for decades. In parts of Europe and East Asia, population decline has already begun. The workforce of the future is likely to be smaller, in other words.

Organizations can no longer expect to “hire” their way to success. Instead, they must take steps to retain, upskill, and reskill the existing workforce.

Let’s next consider some of the steps to be taken in any successful reskilling effort.

Identify Outmoded Positions and Skills Gaps to be Addressed

As was true of upskilling, the first step to a successful reskilling effort is to survey the organization’s needs.

Identify the positions. As a first step, the organization must look for positions becoming obsolete due to marketplace changes or advances in technology. The organization should then look for areas where it wants to grow or where it has identified skills gaps.

Identify the skills. The next step is to identify the skills needed for success in the new positions. The World Economic Forum and others have developed skills taxonomies to make the process more systematic. Using such systems can help identify employees with related skills who may be a good fit for new positions.

Identify the employees. One under-appreciated challenge is to convince employees to undertake reskilling at all. Organizations should recognize that reskilling can disrupt the lives of employees. Resistance to change should be expected.

Organizations can manage that resistance by being open and transparent. Presenting clear career paths and training goals is key to improving results.

Design the reskilling effort to maximize success

Another key to success is giving proper attention to the process of reskilling.

Choose appropriate reskilling methods. For example, many adult learners prefer a “hands-on,” experiential approach to learning. Practical training in the form of mentoring, internal apprenticeships, and “job shadowing” is often the most effective.

In other cases, online courses or webinars may be appropriate. These should be easily digestible in short segments, typically an hour or less. Lunchtime seminars are another way to fit learning into the workday.

Finally, some technical specialties may require certifications or the completion of degrees. Some organizations, including Amazon, have programs to pre-pay or reimburse tuition and other educational expenses. They also provide time off for study and exam periods.

Involve all levels of management in the reskilling effort. Having the support of C-suite leaders and upper level management is critical to success. But still more is needed.

The benefits of reskilling should be made clear to the middle managers and first line supervisors who implement it. Too often these individuals bear the burdens of reskilling without reaping the benefits.

One solution is to make employee development a part of the performance goals of all managers and supervisors. Done properly, such goals can help instill a culture of development and provide incentives for participation.

Meeting the future

The future of work is changing and so is the workforce. Organizations need to adapt to the transformational changes already underway if they are to survive and thrive. That means making the most of the existing workforce through upskilling and reskilling, to ensure that people have the tools they need to meet the challenges of tomorrow.

Please contact us if you would like more information about reskilling, upskilling, and employee development.

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Rachel Burr is an executive and leadership coach with over 20 years of experience working with CEOs and the C-suite across all industries, in organizations of from 20 to 10,000 employees. Rachel holds dual master’s degrees in Organization Development and Clinical Psychology, and numerous certifications in the field of executive coaching. Rachel is a “people expert” who works with clients to unleash their leadership potential.

Using Organizational Development to Create Effective Change

Posted on September 20, 2023 by Rachel Burr

Organizational development goes through these phases: identify a specific problem, solve the problem with change, assess progress, and reset organizational culture, says Rachel Burr, Catamentum leadership Coaching.

Organizational Development is a systematic method of creating effective institutional change. It relies on open communication with stakeholders (which can include managers and employees, suppliers and clients) and effective feedback to:

Identify a specific problem;
Effect changes to address the problem;
Assess progress; and,
Reset organizational culture to the “new normal.”

Impetus for organizational change comes from changes in strategy by top leaders, when leaders need to steer the organization in a particular direction, they will need active involvement by stakeholders at different levels. Individuals who are active in the process of change are more likely to adopt it.

Change Agents Lead the Way

Organization Development operates through “change agents” – Change agents can be leaders within an organization. Other times, leaders partner with OD consultants who bring their expertise to help leaders create and sustain change. They work with individuals and teams to identify both the problems and possible solutions, and make change happen.

Once the desired outcomes for changes are identified, change agents often begin the process through structured activities, such as workshops, surveys, or interviews, which are designed to gather information and collect feedback as the process unfolds. Another big part of the change agent’s role is to coordinate communication so the reasons for change, and the benefits of change, are well understood.

The communication itself needs to come from leaders. An OD consultant can help leaders design a plan for communication, including timing and messaging to different stakeholders. They may even help draft communications for the leader, but it is important the leaders themselves communicate to ensure these communications have the necessary weight and importance.

The Change Management Model – Three Steps to Change

A clear and concise way of viewing organization development is through the Change Management Model originated by Kurt Lewin, a pioneer in the field. According to Lewin, successful change occurs in three phases , which he labeled:

Unfreezing;
Transition; and,
Refreezing.

Let’s explore the three steps individually, keeping in mind that there will be overlap among them.

Unfreezing – Preparing for Change

Unfreezing is the planning stage, in which leaders and those assisting leaders with organizational changes gather information to identify the problem and its cause. As noted above, the process may include structured activities or workshops, as well as surveys and interviews, to get stakeholders actively involved.

The objective is to help people understand why the changes are happening, how these changes will impact the work, what the challenges might be, and how to navigate those challenges.

The leader is the owner for the change(s), even though some of the implementation work can be delegated to others, the leader owns both the responsibility and the results.

Transition – Making the Change

Once the organization is “unfrozen” and ready for change, it’s time for action. The organization undertakes the planned course of action, often called interventions.

Interventions can take any number of forms, and may impact individuals, groups, or the organization as a whole.

An individual intervention may call for training or coaching, either due to a new role or a performance issue. A group intervention may involve team building exercises or workshops to develop new ways of collaborating. Finally, an organization intervention may involve restructuring or strategic changes that affect everyone. Such major changes will be unique to each organization.

Transition is the most difficult stage. Even with maximum involvement and understanding, some individuals will resist adopting new ways of working. Leaders must communicate – clearly and consistently – the need for, and benefits of, change, and they must be prepared to help the organization navigate the resistance.

The change agent has a dual role at this stage: Supporting leaders in their communications, while also monitoring the impact of change. The second part of that role reflects the need to continue getting feedback, assessing effectiveness, and making adjustments if needed.

Refreezing – Establishing a “New Normal”

Once the hurdles of the transition stage have been overcome and the results assessed, the organization needs to reset its culture around the new ways of working. The refreezing stage is intended to reinforce and ground changes in the organization to avoid falling back into old patterns.

Leaders must set the tone and lead by example, becoming role models for change. Leaders must understand where flexibility will be necessary: giving individuals time to adapt, preparing for the inevitable resistance, and providing other support as needed. The goal is to ensure the organization successfully embraces change as a new way of doing business.

If you would like to learn more about organizational development, or if you want to leverage Catamentum’s OD expertise, please contact us.

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Boosting Employee Morale is Good Business

Posted on August 18, 2023 by Rachel Burr

Ways to boost employee morale include giving employees autonomy, recognition, appreciation, avoiding burnout, respecting work-life boundaries, etc., per Catamentum leadership coach Rachel Burr.

Happiness and fulfillment is what we all want, in life and at work. Work forms a big part of our individual identities – our sense of who we are and what we contribute to the world. Work is also an important source of social contact.

Being happy at work is good for business too.

Research consistently shows that high employee morale is associated with higher revenue and profitability. High employee morale is also associated with higher productivity and lower use of sick time.

This article will consider three simple strategies to boost employee morale to create a happier, more productive workforce and increase your organization’s bottom line.

Increase Employee Morale by Fostering Autonomy and Agency

People generally like to feel a sense of being in control of their lives and destinies, not a powerless bystander. A simple way to boost employee morale, then, is to provide opportunities for employees to exercise autonomy and agency in the workplace.

Autonomy and agency can take many forms. The American Psychological Association suggests several simple steps, such as

· Giving employees some control over their schedules and working hours;

· Allowing employees to manage how assigned tasks are accomplished; and,

· Giving employees a voice in decisions that affect them.

Another important way is to allow employees to use their natural strengths and talents at work. An easy way to find out what captures an employee’s passion and interest is by having a conversation. The next step is to support that passion and interest with career development and training, as needed.

Recognition, Appreciation, and Pitfalls Thereof

As the Harvard Business Review points out, recognition and appreciation are very different animals. Both can be beneficial. Each offers a different way to connect with employees to boost morale.

Employee recognition is essentially transactional. It rewards a job well done, a goal achieved, or a milestone met. The reward may be financial but not necessarily so.

Employee appreciation is the acknowledgement of a person’s inherent value, regardless of goals or milestones achieved. It can be formal or informal, public or private, according to the circumstances. It can be as simple as remembering a person’s birthday or giving a note of thanks.

Celebrating both outstanding performance and inherent value provides the organization with more ways to reach out and interact with employees – to show them you care. As Maya Angelou says, that’s what they’ll remember.

Paradoxically, some studies have shown that financial incentives can backfire as a reward for performance. For example, an analysis by the London School of Economics found that financial incentives can reduce an employee’s natural desire to complete tasks, and the pleasure they feel in doing so.

An article by the American Psychological Association also found that competition to achieve unrealistic performance goals can lead to cynicism and disengagement.

While we like to receive financial rewards, organizations should handle them with care.

Addressing Employee Morale by Dealing with Structural Issues Leading to Burnout

Organizations have been hit with a number of challenges over the past several years. We’ve been through the COVID lockdown, the “work-from-home” and “return-to-the-office” disruptions, and now a tight labor market.

These stressors and disruptions can lead to exhaustion and burnout among employees – which requires a look at deeper, structural issues, with people strategies. The Harvard Business Review emphasizes the effect on middle managers, but any employee can feel the burden of being stretched too thin.

When demand on employees outstrips their resources, here are some steps to take:

· Re-assessing the work assigned – ask whether each employee has the resources to keep up;

· Re-prioritizing the work – make a list of the top three priorities and consider removing outdated issues, or putting them on the back burner;

· Re-distributing the work – ensure that the burden is equally shared and that no individual is bearing more than their share. If budgets allow, consider bringing in outside help, whether temporarily or permanently.

Respecting work-life boundaries

Another issue is to look at working culture and working boundaries. If the work intrudes on employees’ personal lives, it can add to stress and contribute to burnout. Consider reinforcing the boundaries between working life and personal life.

For example, implement a “no email on the weekends” rule to make sure employees get some real downtime to recharge. Another possibility is to make vacation time mandatory. If vacation is required, employees may feel less inclined to skip taking time off because they’re “too busy.”

These are just some of the ways organizations can build employee morale for the good of both their employees and their bottom lines. The key is communication. If you would like more ideas to keep your employees motivated and engaged, please reach out.

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Use Executive Coaching to Tap Into Your “People Power”

Posted on February 22, 2023 by Rachel Burr

Executive coaching by Rachel Burr, Catamentum Leadership Coach, empowers individual leaders, teams, and organizations with people skills.

In these often challenging times, leaders and executives may wonder how to motivate and empower their employees. They want to improve employee engagement, encourage employees to take ownership, and help drive the organization’s success. Leaders want the best for and from their teams, but achieving that goal can be challenging.

Surveys show that employees want both greater empowerment and support from leadership.

According to a 2008 study by Google, employees said two of the most important qualities/skills in a manager were (1) being a good coach, and (2) empowering their team, rather than micromanaging.

In 2020 Gallup surveyed 1.2 million employees from nearly 50,000 businesses across 45 countries to understand what employees wanted from their managers. First and foremost, employees said the best managers are coaches. The Gallup survey found the best managers: (1) focus on team engagement, (2) leverage the unique talents of each employee, and (3) set clear expectations and goals. One big takeaway from the survey is that “The best managers talk to their employees and teams. A lot.” In other words, people skills are invaluable.

The question is how to turn the reciprocal wants and needs of both leadership and employees into shared success.

Executive Coaching Empowers Leaders with Functional Skills and People Skills

Good leaders develop their skills overtime, both through experience and by leveraging resources. Executive coaching is a key resource that can be a catalyst to enhance leadership, both through developing functional skills and people skills.

A newly promoted leader, or a newly onboarded executive, may have outstanding talent and drive. Managers may be promoted for their extraordinary technical skills and capabilities. Nevertheless, if leaders and managers lack the necessary people skills, they will struggle in their new roles.

In these situations, executive coaching helps leaders and managers close the gaps. Coaching helps a leader navigate the challenges of a new role, or helps established leaders navigate ongoing challenges, particularly related to people management, mindset, emotional intelligence (EQ), and skill development.

While executive coaches don’t have all the answers, they are trained to ask good questions and guide leaders through their development process.

People Skills Can Transform Leaders and Organizations

As the Google and Gallup surveys suggest, going beyond functional skills requires excellent communication and people skills. A leader may have superb functional skills and business sense, and may have achieved considerable success, without mastering people skills. To reach the next level, even successful leaders may need to scale up.

Developing better people skills can be as simple as learning to listen and giving constructive feedback. It can encompass examining mindsets, developing greater emotional intelligence, and nurturing connections among employees and teams across the organization.

When blind spots and limiting mindsets come up, executive coaching can lead to a process of self-discovery and transformation. Personal transformation can translate to organizational transformation, and form the building blocks for the next level of success across the organization.

Leaders who Learn People Skills Help Themselves, Their Teams, and Their Organizations

When leaders develop the skills and traits to empower those around them, everyone wins. Leadership is a team sport. Successful leaders ultimately serve their teams and work toward a shared goal. In short, leaders who learn people skills help themselves, their teams, and their organizations.

Rachel Burr is an executive and leadership coach with over 20 years of experience working with CEOs and the C-suite across all industries, in organizations of from 200 to 10,000 employees. Rachel holds dual master’s degrees in Organization Development and Clinical Psychology, as well as numerous certifications in the field of executive coaching. Rachel is a “people expert” who works with clients to unleash their leadership potential.To book an appointment visit: https://catamentum.com.