Tag: Organizations

Control Freak in the Workplace

Posted on by Rachel Burr

A control freak often has a demanding personality who strains relationships and saps energy in the workplace. Explore ways to manage and redirect controlling behaviors.

We’ve all heard of “control freaks” – people who feel the need to direct, control, and even change the people around them. You may not be a control freak, but you’ve probably run into them. It could be the leader who constantly asks for updates or makes continuous changes throughout a project. Sometimes even changing changes they previously made. Or it could be the colleague who regularly offers unsolicited advice and criticism.  

Being around control freaks can be exhausting and demoralizing. They strain relationships, whether with family, friends, or co-workers. There are better ways to relate to the world!

This article will examine what drives people to become control freaks, and what can be done to loosen their grip.  

What is a control freak?

Managing and directing is a part of leadership.  Leaders are expected to direct, inspire, and organize the efforts of others. Without healthy leadership, chaos can take over. But there comes a point at which the need to control outruns its usefulness. It crosses the line from conscientiousness into coercion.

There are two types of control freak, according to Psychology Today. Both types are rooted in the need to overcome fear, anxiety, and insecurity, but they manifest themselves in different ways.

The first type of control freak, according to the author, are people who have “intense and exact control over themselves.” They are hyper-focused perfectionists who expect themselves – and the people around them – to “perform perfectly and without error.”  

The second type of control freak uses the opposite strategy. Instead of controlling themselves, “they are skilled at controlling other people.” They like to give orders but are “dependent on others to carry out their wishes and demands.”  

Both types use control as a way to manage fear and anxiety. But no one can be another person’s “management agent,” in the author’s words, and trying to be one will just cause damage.

Signs of controlling behavior at work

Here are a few examples of controlling behavior at work, from an article in Forbes:

  • Being a poor team player. To be part of a team, people must give up some control. They can only work on part of the task at hand. For controlling personalities that can be a big challenge. They often prefer to work alone and, when forced to become part of a group, may try to dictate how others work and behave.
  • Failing to delegate tasks. For controlling personalities, delegating is just another way of losing control. That’s particularly true of the perfectionist who believes he or she is solely responsible for the success of any project. When forced to delegate, they tend to micromanage the work.  
  • Strained relationships. Control freaks are prone to making demands and being hyper-critical of the people working around them. To the perfectionist type, any mistake or flaw – whether real or perceived – is intolerable. Working relationships suffer as a result.

Letting go of the need to control others

There are ways out of the “control freak paradigm”, and we’ll discuss two of them here:  Emotional regulation and re-defining control.  

Learning emotional regulation. The source of controlling behavior lies in uncomfortable emotions like fear and anxiety. “Rather than controlling their emotions, [control freaks are] always trying to control the environment,” according to Forbes. Change begins by learning emotional regulation.

The first step toward regulating emotions is to pay attention to them. Identify and name emotions as they arise. It’s an exercise that takes practice, and can benefit from working with a coach or a therapist. 

When negative emotions arise, we can choose how we deal with them. A useful technique is reappraisal, which is a change in perspective. Fear and anxiety can make us feel threatened. Reappraising a threat as a challenge instead, can help us choose a more positive course of action.

Re-defining control. Another useful strategy is to re-define what control means, and what it looks like in practice. It’s a strategy that’s especially useful for leaders.

Most leaders reached their positions by being highly skilled in technical areas. But as leaders take on more responsibilities, they have less capacity to absorb technical details. They need to rely on others.

Re-defining control is a shift from completing every detail personally to having systems in place that allow others to complete them. The systems can include scheduling regular team check-ins and clearly defining project milestones. 

We’ve all run into control freaks. Their overbearing demands can drain energy, productivity, and creativity from the workplace. But practical solutions are available. If you would like to learn more, 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.

Copyright ©️ 2024 by Rachel Burr. All rights reserved.

Leadership Development Training for Long-Term Success

Posted on 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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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.

Copyright ©️ 2024 by Rachel Burr. All rights reserved.

Future Proof your Organization by Focusing on its Purpose

Posted on by Rachel Burr

To prepare your organization for the future, begin by finding your purpose and values.  Then put your vision into practice by developing a purpose-driven culture. These are the building blocks that will connect the dots towards a future proof organization for the long term, beyond technological trends.

There is no way to “future proof” our organizations any more than we can “future proof” our lives. It can’t be done. “Future proof” sounds like we need to create an impenetrable force field, and then change will bounce right off. That’s not how it works, and if we think it does, we won’t be ready when change hits us. What we CAN do is to be clear about who we are and what’s important to us, and then build on that solid foundation. Then, when change happens, we’re ready, and even if it knocks us off balance, it won’t knock us down. And when it does knock us down, we’ll learn, get back up, and grow stronger. So, rather than delude ourselves about being “future proof,” let’s look at making ourselves “future-ready.”

The future isn’t coming, it’s happening now. Every moment is different. Every day. Every year. The question is, How do we prepare ourselves to meet those challenges head-on?  It may be tempting to plunge into the latest trends in technology, management, or business development. There is always something new, and some of it is truly revolutionary. However, when we’re chasing the “next best thing,” how do we know it’s a thing that’s right for us? A better way to future-ready your organization is to start at your core and make meaningful decisions about what best serves your unique purpose and the culture that puts that purpose into practice. 

Answering the question, “Why are we here?” is a good place to start. What is our purpose that will help us define a compelling vision? What are the values and motivations that make our organization unique?  Those qualities are powerful tools to engage employees, inspire customers and stakeholders, and prepare us to be future-ready.  

Find your purpose to unlock potential

Purpose “embodies everything the organization stands for from a historical, emotional, social, and practical point of view.”  Finding purpose has the power to unlock “greater focus, more engaged employees, more loyal customers, and better financial performance,” according to a study published in the MIT Sloan Management Review.  

“Why are we here?” leads to, “What do we stand for?” and “What makes us different?” These seem like straightforward questions on the surface, but to really answer them, we need to dig deep into our core. When answers come from generic words tossed around a conference room, a company will never be able to communicate what makes them truly unique. All companies want to be “nimble,” “customer-focused,” “collaborative,” etc. Duh!  Dig deeper. What does “nimble” look like in your organization? What does it mean? Why is it important? For example, “We are [what nimble looks like in our organization], so that [how that benefits our customers, employees, the world, etc.].  A future-ready organization will be able to clearly state what it stands for and why it exists.  

Do companies need to make money? Of course! But the P&L statement is not a compelling vision, and net revenue is not a lever we pull. Success metrics are the results of creating a compelling vision, aligning that with strategy, and executing on our goals. AND all of that is guided by a purpose and through a culture that either supports results or hinders them. So, do you want a compelling vision? You bet your sweet $$ you do. 

To create a compelling vision, we need to inspire people. We need to inspire our employees (people), our customers (also people), and our shareholders (yup, more people). What is a compelling vision? A compelling vision paints the picture of who we are (purpose and meaning), where we’re going (future destination), why that’s important (values), the impact we’ll have (results), and what we (people) will do to get there. When we create that level of clarity from our core, our organization is not just “ready” for the future, we create it.   

Future-ready your organization with a purpose-driven culture

When an organization puts its values into action, a purpose-driven culture is the result.  While many organizations believe they act in accordance with their values and purpose, objective data shows a gap between the ideal and reality.  For example:

  • Only 40% of employees feel strongly that their organization’s purpose makes their job important;
  • Just 39% of employees agree that actions are aligned with the organization’s values and direction; and,
  • A slim 20% of employees feel strongly connected to their organization’s culture.

When our organization’s actions and values are not aligned, people (employees, customers, shareholders) see it, feel it, smell it, taste it. This disconnect not only undermines a culture, it defines the culture, through which we drive our results. We may say we have values X, Y, and Z, but behaviors express our values far more than words. From our daily tasks to large scale change and everything in between. Our behaviors not only identify “how we do things” but “who we are,” and if our behaviors do not support who we want to be, we need to change those behaviors to change our culture. 

Communicate vision.  Aligning purpose and culture begins at the top.  Leaders must define a purpose that will inspire employees, customers, and stakeholders.  The vision should be the result of asking hard questions about what the organization values and what it stands for.  

Set the tone.  Leaders are advocates for the organization’s culture.  They need to communicate the organization’s purpose and values to inspire others, and they must define behaviors that will make the vision a reality. 

Prepare the people.   The first step to future-ready an organization is to help people continually update their skills (e.g., upskilling and reskilling) to be not only “relevant” but ready for change.  Upskilling refers to people keeping their skills up to date, while reskilling refers to moving people into positions that meet growth needs, both for the person and the organization. Developing future-ready skills goes beyond tangible technical skills to also building “critical intangible” people skills we need to successfully navigate change together.

Connect performance with purpose. We connect performance with purpose by showing people how their day-to-day work aligns with organizational purpose.  Leaders (also people) must not only talk about these connections, but model the attitudes and behaviors they promote to fulfill the organization’s vision.  

Empower people.  A future-ready organization must provide employees with guidelines and context for making decisions in line with the values and purpose.  Once in place, give people latitude to develop solutions.  Empowering decision-making connects people and their work to the guiding purpose to achieve the best results.  

In summary, when we identify our company’s unique purpose and clarify our values, we create a strong foundation on which to build a future-ready organization. From this foundation, we then create a compelling vision that aligns our purpose and values, and empowers the actions we all need to take to be ready for the changes to come and create the future we want to live.

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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.

AI Fears and AI Opportunities

Posted on by Rachel Burr

The AI revolution will transform business and work in unforeseeable ways.  Organizations can prepare for the coming changes, and address workers’ concerns, by emphasizing learning and development.  Both technical skills and “human” skills will need to be updated to make the most of the coming opportunities.

Artificial Intelligence (“AI”) has been dominating tech industry headlines lately.  Many commentators emphasize “doom and gloom,” but there is plenty of room for optimism. Change is inevitable, and the rate of change will continue to accelerate. We cannot know or control exactly how change will impact the future. The only thing we can control is how we choose to adapt today, and we can adapt.

While AI fears will need to be addressed, the coming technological revolution and AI transformation offers brand new opportunities for growth. AI can be a catalyst to inspire and motivate how and where we choose to invest in those opportunities. This article will review AI in the workplace and ways to alleviate AI fears and inspire growth.

The AI revolution, old and new

At first glance, AI seems to have burst on the scene fully formed with the release of ChatGPT in November, 2022. Its Large Language Models are able to generate text on a wide range of topics, even if not expertly. In the months since, the AI revolution has gathered pace, with AI generated art and AI generated video coming online.

Of course, this isn’t the first time AI has grabbed the headlines. In 1997, for example, IBM’s Deep Blue computer defeated chess grandmaster Garry Kasparov, to general dismay. And in 2011, IBM’s Watson computer won a Jeopardy quiz show tournament against human competitors. The victory prompted contestant Ken Jennings to welcome “our new computer overlords.” AI fears have been with us for some time now.

One big difference between earlier AI advances and the current ones is access.  IBM’s computers, Deep Blue and Watson, were far removed from the general public. But ChatGPT and its rivals have opened the doors to mass adoption of AI technology. The AI future is here, bringing with it both AI fears and hopes.

The AI economy and AI fears

In the quarter century since Deep Blue, AI has developed from a technical curiosity to a major economic force. In a 2023 report, Goldman Sachs estimated that generative AI could drive a 7% increase in global GDP (worth $7 trillion) and a 1.5% boost in productivity over ten years. That’s good news, but there are challenges, too.

The report states that 300 million jobs will be “exposed” to AI, including two-thirds of jobs in the U.S. Workloads in those jobs could be reduced substantially. However, the report concludes that “most jobs and industries are . . . more likely to be complemented than substituted by AI.”  (Emphasis added.)

As support, the Goldman report points out that 60% of occupations today did not exist in 1940. They were made possible by advances in technology. According to Goldman, that suggests 85% of all employment growth since 1940 has been due to technology. And most of the growth has come in new fields and new businesses that were not anticipated. While AI can be expected to “disrupt” the business world, it is likely to create new opportunities and industries that we can’t yet imagine. 

Overcoming AI fears by emphasizing individual development

While the situation is far from gloomy, AI fears are real. They are reflected in a 2024 Gallup report finding that 22% of workers worry about their jobs becoming obsolete due to AI. That figure is up from 15% in 2021. There are silver linings, though. 

Gallup points out that workers are eager for learning and development. Some 48% of workers said they would switch jobs for better training opportunities – while only 47% feel they have the skills to excel in their current positions. 

In short, there is a large, unmet desire for training and development. At the same time, new AI technologies will require more training and development, with an AI strategy. 

To make the most of the situation, leaders and organizations should prioritize upskilling, the process of updating job skills to meet new requirements, and reskilling, the process of moving employees from outdated positions into needed ones.

Leaders should consider two complementary paths. 

Teach technical skills.  The first path is to teach workers to use AI tools to improve their work product and increase productivity. AI is best suited to automate tasks that require less human judgment and interpretation. By giving employees the tools to use AI’s labor saving qualities, organizations will be able to maximize their human strengths.

Teach “human” skills.  That brings us to the second development path: Going where AI cannot go by emphasizing so-called “Soft Skills” (or “Critical Intangibles”) like communication, leadership, problem solving, and teamwork. These are the human qualities AI does not have – and won’t develop for the foreseeable future. 

By leveraging Critical Intangibles, organizations can maximize their “human assets” – the people who bring passion and creativity to their tasks. Unlike technical skills, these Critical Intangibles are durable, providing a long term boost to productivity.  By showing employees that they will have the skills to adapt as their careers evolve, organizations can make great strides toward alleviating AI fears. 

The path to adopting AI technologies won’t always be smooth. Change never is. But organizations can prepare by emphasizing learning, development, and growth to help people embrace change and adapt as the future unfurls. 

If you would like to learn more about preparing your organization for technological change, 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.

Developing Soft Skills to Future-proof Organizations

Posted on by Rachel Burr

Soft skills go beyond “people skills” and provide a solid foundation for organizational growth.  Improving soft skills through coaching and training is key for any organization facing changes in technology and the future of work.

I hate the term “soft skills.” Let’s just put our cards on the table. “Soft” is a terrible descriptor. According to Thesaurus.com, synonyms for “soft” include comfortable, easy, mushy, and fluffy. “Soft” sounds like a fluffy cushion for “hard” skills to rest on. 

We may think debating what to call “soft” skills is silly, but language influences how we think. When we label skills as “soft,” we label them as “easy” and imply they aren’t important. Yet when I coach executives and other leaders, “soft” skills are often the hardest skills for them to master.

So, why do we call them “soft” skills? To understand the “soft,” let’s start with the “hard.” Traditionally, organizations have focused on “hard” skills, such as technical skills and competencies. “Hard” skills tend to be easier to define, teach, and assess. In other words, hard skills are more tangible. By comparison, “soft” skills seem more intangible. We struggle to clearly define “soft” skills. For example, what are the specific skills required to be an expert in “interpersonal communication”? How do we teach someone “resilience”? As a result, it can be more difficult to understand “soft” skills and how to develop them.

So, before we dive into a discussion about “soft” skills, I want to plant a seed. I vote to rename “soft” skills as “Critical Intangible Skills,” or “Critical Intangibles,” for short. I may not yet have swayed the rest of the world, but throughout the rest of this blog post, I challenge you to think “Critical Intangible” when you read “soft,” and see how this change affects your thinking.

What are soft skills?

Soft skills are sometimes equated with “people skills,” but that isn’t the whole story.  Soft skills include mental qualities like persistence, resilience, problem solving, emotional regulation, and creativity.  They also encompass practical skills of self-regulation through time management, organization, and the ability to prioritize tasks.  Finally, soft skills include “people skills” like communication, teamwork, and leadership.

Soft skills apply broadly and can be transferred easily between jobs and industries.  They have been called “durable”, because, unlike technical requirements, they remain constant.

Twelve of the top 15 skills needed globally are soft skills, as reported in the World Economic Forum’s Future of Jobs Report 2023.

Soft skills are the “secret sauce” for long term organizational success in a changing world.

Teaching critical intangible skills in the workplace

Contrary to a common misperception, soft skills are not hard-wired or unchangeable. According to research conducted by McKinsey, Deloitte, PwC, the Harvard Business School, and Forbes, organizations can help people improve their soft skills through coaching, mentoring, and training. When people improve these skills, they are better prepared to adapt to changes in technology and the workplace.   

Teaching soft skills requires planning, execution, employee buy in, and assessing success. 

Survey the organization’s needs.  The first step is to determine which soft skills are most in need of development.  

Look at both gaps in performance and high performance. What skill gaps may have contributed to negative customer feedback? What skills contributed to rave reviews? What skills are bubbling up most often in employee performance reviews? What skills are leveraged most by the highest performing teams? What are the skills on which you want to focus, and how can people best develop these skills?  

Develop teaching strategies.  With clear development priorities, the organization is ready to create an action plan. HR Partners and People Partners may find it useful to leverage consultants to help deliver programs and coaching to support development efforts.

Use a mix of approaches. Different skills and personal learning styles will require different learning strategies. Developing skills requires acquiring knowledge and putting that knowledge into practice. Here are some examples of learning approaches to help people develop their skills:

  • Skills workshops that include role plays focused on real work scenarios with self-reflection and feedback.
  • Coaching
  • Mentoring
  • Other learning methods that people can then put into practice, such as online courses, webinars, podcasts, etc. to build knowledge and insights, upskill or reskill.

Continuing efforts, as opposed to a “one and done” approach, will be needed.  After all, we don’t expect people to master skills in a single session.  

Get employees to buy in.  To invest in people development, employees need to understand the importance of soft skills and how coaching and training will help them develop these skills. Organizations can further emphasize the importance of soft skills through recognition, performance reviews, and requiring soft skills as criteria for promotion.  

Measure progress.  One mistake to avoid when assessing teaching programs is simply measuring “inputs,” such as the number of training sessions offered, “butts in seats,” or the number of hours completed.  It’s more useful to design ways to measure outcomes. Metrics will vary by organization but may include assessments of individual performance, employee engagement, team dynamics, customer satisfaction, sales volume, and similar data points. The goal is to be as objective as possible, and to keep the workforce informed.

As the world of work changes, soft skills (or “Critical Intangible Skills”) will only become more important, and strengthening these skills will provide an enduring foundation for success.

Please contact us if you would like more information about soft skills 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 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, through coaching soft skills, among many other areas.

Reskilling:  Changing Roles for a Changing World

Posted on 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 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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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.

Boosting Employee Morale is Good Business

Posted on 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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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.

Click here to book an appointment.

Authentic Self at Workplace: Why & How

Posted on by Rachel Burr

Bringing your authentic self to the workplace is integral to career success and growth, and it increases job satisfaction. Leadership needs to create a safe environment and encourage the practice of empathy.

Being Your Authentic Self

“The privilege of a lifetime is being who you are.” – Joseph Campbell

What Does It Mean to be “Authentic?”

We’ve all heard them:  Media figures, motivational speakers, and other “influencers” urging us to be our “authentic selves.”  We’re told that being “authentic” will allow us to lead happier, more fulfilling lives, but what does that really mean?  Is it only for close personal relationships?  Can we be our authentic selves at work?  Are there risks?  Are there limits?  This post will take a look at these issues. 

Authenticity, at its core, means that our words and actions consistently align with our values.  That means having a strong sense of who we are and what’s important to us.  But there’s more to it.

Authenticity also means we’re aware of our feelings and emotions in the moment, and that we’re able to acknowledge them as we go through our day.  In other words, authenticity isn’t just one state of mind.  It includes being present and aware of what’s going on in the moment.  That makes authenticity a process, and a practice we can develop as part of our lives.

Being our authentic self comes with some risks.  We’re more vulnerable when we’re being true to ourselves than we are when we’re playing an expected role.  It takes courage to break free:  Will we be judged?  Will we be rejected?  The risks mean that we’re more likely to be authentic in safe environments and in close personal relationships.

But what if we could expand that horizon?  Research has shown positive links between authenticity and higher self-esteem, greater psychological well-being, and increased job satisfaction.  Can we allow authenticity to move from our private lives to our public lives?  Let’s take a look into what it means to be authentic in the workplace. 

Bring Your Authentic Self to Work

Writing in the Harvard Harvard Business Review, author Susan McPherson urges us (as the headline gives away) to: “Bring your ‘authentic’ self to work.” She writes, “Being yourself is the best way to form meaningful relationships, which are integral to career success and growth, no matter what field you work in.”  McPherson advocates forging deeper human connections in the workplace, not just practical or “transactional” ones. 

Mike Robbins, author of Bring Your Whole Self to Work, says that without authenticity, “[w]e aren’t able to do our best, most innovative work, and we spend . . . too much time trying to look good, fit in, and do or say the ‘right thing.’” 

Robbins has defined authenticity as “honesty, without self-righteousness, and with vulnerability.”  We might rephrase that more simply as “honesty with empathy and vulnerability.”  The last two qualities let us relate to each other more easily as human beings, to recognize a bit of ourselves in another person. 

Being Authentic Self Takes Practice

How do we start?  Small steps are best.  We don’t have to tell our life story, or to weep an ocean of tears, to be authentic and vulnerable.  It’s best that we don’t!  Keep in mind that authenticity can be seen as a practice, something to be cultivated through deliberate effort over time. 

Mike Robbins uses the “iceberg” metaphor (that is, the bulk is hidden).  He suggests that we “lower the water line,” just a bit.  In other words, that we take courage and reveal just a little bit more about ourselves than may be comfortable in that moment.  With attention and practice, we can become more open to authentic moments as they arise.

We might, for example, begin by adding a personal detail or two to the general small talk before a meeting.  Susan McPherson suggests listening for personal details from others and following up when we feel a connection. 

Creating a safe space for people to share a little more about themselves is a great start to foster a sense of belonging. Businesses and organizations can help the process by having a coach or facilitator work with groups.  Discussion and group exercises can break the ice and set the process in motion.  

Are There “Authentic” Limits?

Any idea can be taken too far, or applied in the wrong way.  Authenticity is no exception.  “Authenticity without empathy is selfish”,  says Wharton professor Adam Grant. He warns that too much authenticity can appear “self-serving and self-absorbed.” 

A key to avoiding these issues is to keep empathy for others firmly in mind.  The goal of being authentic is to build closer human relationships, which also includes respecting the boundaries of other people.  Small steps are another key.

Authenticity isn’t automatic.  It’s a practice that we build with intention and deliberate effort.  With practice, we become open to making personal connections in more areas of our lives, which brings both greater success, better motivation at work, and greater satisfaction. 

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Rachel Burr is a 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 and catalyze growth momentum for teams and organizations.

To book an appointment 

Visit: https://catamentum.com

Use Executive Coaching to Tap Into Your “People Power”

Posted on 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.