Right Attitudes

Ideas for Impact

Human Resources

What’s Next When You Get Snubbed for a Promotion

By Leave a Comment

What's the Plan After Being Overlooked for a Promotion? Feeling passed over for a promotion hits hard, but how you handle it makes all the difference.

Sure, you might want to unleash some frustration on your boss or resort to sticking pins in a voodoo doll resembling them.

Set a Clear Path to Reach Your Career Goals

Take a breather and allow yourself to recover from the setback, but don’t let self-pity take control. It’s normal to experience moments of low spirits, but ensure it doesn’t evolve into an ongoing cycle of self-pity.

Circle back to your boss and ask straight up, “What do I need to do for that next promotion?” Keep it simple. Collaborate on a plan. If you’re lucky, you’ll both be on the same page, paving the way for future success.

Your boss might promise to make things right, but don’t get your hopes up. Companies, especially HR, have a reputation for dropping the ball.

Get Advice from a Supportive Mentor

A supportive mentor brings valuable perspective, insight, and guidance to help navigate the situation constructively. They might suggest that perhaps you weren’t quite ready for that promotion, or maybe you pushed too hard or inadvertently rubbed someone the wrong way.

Alternatively, it could be that the right people simply haven’t noticed you yet. Building key relationships is crucial for climbing the career ladder, so investing time in nurturing those connections is essential advice your mentor might offer.

If you’re feeling stuck, it might be time to explore other options, especially if your current job isn’t aligning with your long-term career goals. But remember, jumping ship isn’t always the quick fix. Dealing with promotion issues or performance setbacks in a familiar environment can be easier than starting anew, where you have to prove yourself from scratch and navigate new dynamics.

Idea for Impact: Own Your Path to Promotion

There’s a big difference between not getting what you want and not getting what you’ve earned. When you’re aiming for something but haven’t secured it yet, it’s up to you to figure out the steps needed to make it happen.

Wondering what to read next?

  1. Don’t Use Personality Assessments to Sort the Talented from the Less Talented
  2. Before Jumping Ship, Consider This
  3. What Every Manager Should Know Why Generation Y Quits
  4. Five Questions to Spark Your Career Move
  5. From Passion to Pragmatism: An Acceptable, Good Career

The Never-Ending Office vs. Remote Work Debate

By Leave a Comment

The Never-Ending Office vs. Remote Work Debate Don’t we love talking about it endlessly! The debate on the balance between office and remote work days continues, with a possible shift from the current two or three office days to four days in the office and one day working from home.

Remote work was vital for business continuity during the pandemic, but it has limitations. In-office work fosters collaboration, innovation, and spontaneous interactions that nurture a unified company culture. It also delineates work-life boundaries, improving well-being, focus, and discipline.

The question of whether more office time boosts productivity lingers. In a cohesive company culture, flexibility in office days is crucial, tailored to the unique needs of employees, culture, and clients. Rather than strict rules, workplaces need to focus on building team chemistry and accommodating diverse work styles, enhancing collaboration and talent optimization for productivity.

Idea for Impact: The office itself doesn’t possess magical productivity powers; it’s the quality of focused, distraction-free time that drives productivity.

Wondering what to read next?

  1. How to Start a Hybrid-Remote Work Model
  2. Great Jobs are Overwhelming, and Not Everybody Wants Them
  3. Five Questions to Spark Your Career Move
  4. Can’t Ban Political Talk at Work
  5. Should Staff Be Allowed to Do ‘Life Admin’ at Work?

Employee Surveys: Perceptions Apart

By Leave a Comment

Employee Surveys: The View From The Top, And The View From The Bottom Employee engagement surveys offer a stark illustration of the disconnect between the viewpoints of lower-ranking employees and top management. The Economist notes that bosses often believe their companies are compassionate, but their subordinates tend to hold a different perspective.

A [meta study on engagement surveys] found that bosses often believe their own guff, even if their underlings do not. Bosses are eight times more likely than the average to believe that their organisation is self-governing. (The cheery folk in human resources are also much more optimistic than other employees.) Some 27% of bosses believe their employees are inspired by their firm. Alas, only 4% of employees agree. Likewise, 41% of bosses say their firm rewards performance based on values rather than merely on financial results. Only 14% of employees swallow this.

The disconnect between senior management and rank and file employees often arises from limited direct interaction, information filtering, hierarchical barriers, and differing workplace cultures. Senior leaders don’t always fully grasp the day-to-day challenges and concerns of front-line workers.

From my viewpoint, many HR professionals tend to be overly optimistic when evaluating employee engagement, which can diverge from reality. This is partly because rank-and-file employees often perceive HR as less reliable in addressing their concerns, given the belief that HR prioritizes the organization’s interests. Concerns about transparency and inconsistent policy enforcement within HR exacerbate this perception.

Idea for Impact: From the lofty heights where they preside, leaders (and HR folk) can’t make out a world from which they hide.

Wondering what to read next?

  1. Employee Surveys: Asking for Feedback is Not Enough
  2. Can’t Ban Political Talk at Work
  3. Giving Feedback and Depersonalizing It: Summary of Kim Scott’s ‘Radical Candor’
  4. These are the Two Best Employee Engagement Questions
  5. What To Do If Your New Hire Is Underperforming

Job Crafting: Let Your Employees Shape Their Roles

By Leave a Comment

Job Crafting: Let Your Employees Shape Their Roles Employees invest a quarter of their lifetime in the realm of work; therefore it becomes a moral imperative to allow some of their waking hours to be a canvas upon which they paint the strokes of purpose and significance.

Isaac Getz, professor at Paris’s ESCP Europe Business School and author of the bestselling book Freedom Inc. (2012,) asserts that granting employees autonomy can tailor their learning and development and unlock the doors to realizing their full potential: “A company is liberated when the majority of employees have complete freedom and responsibility to take any action they themselves—not their boss—see as being best for the company’s vision and purpose.”

Idea for Impact: Encourage job crafting. Within reason, allow employees to take the initiative to actively and intentionally shape the contents of their jobs to better align with their skills, interests, and motivations and make them more purposeful. It’s a key talent retention strategy.

Wondering what to read next?

  1. These are the Two Best Employee Engagement Questions
  2. People Work Best When They Feel Good About Themselves: The Southwest Airlines Doctrine
  3. Managing the Overwhelmed: How to Coach Stressed Employees
  4. Putting the WOW in Customer Service // Book Summary of Tony Hsieh’s Delivering Happiness
  5. Treat Employees Like Volunteers

Why Hiring Self-Leaders is the Best Strategy

By Leave a Comment

The best leaders understand the power of self-leadership. When you have a team of self-leaders, you can step back and let them do what they do best—lead themselves.

To build a team of self-leaders, look for naturally curious, driven, and goal-oriented individuals. Seek out people who can work independently and collaborate with others when needed. These folks only need a little hand-holding, are self-motivated, and take the initiative without being told what to do.

Idea for Impact: With a team of self-leaders, you can focus on the bigger picture and trust that the day-to-day tasks are handled with care. So, consider hiring a team of self-leaders to take your organization to new heights. They’ll get things done efficiently and effectively while freeing you up to focus on what matters most.

Wondering what to read next?

  1. Fire Fast—It’s Heartless to Hang on to Bad Employees
  2. General Electric’s Jack Welch Identifies Four Types of Managers
  3. How to Manage Overqualified Employees
  4. Bringing out the Best in People through Positive Reinforcement
  5. What To Do If Your New Hire Is Underperforming

From the Inside Out: How Empowering Your Employees Builds Customer Loyalty

By Leave a Comment

At a time when apathy and distrust are so endemic in many organizations, some companies have nurtured employee loyalty to create customer loyalty flourish. The following case studies will substantiate the cultivation of a positive work environment that prioritizes employee recognition and support invariably results in exceptional customer service.

The Nordstrom Way: Enabling Employees to Have the Freedom and Vision to Become Self-Directing

Nordstrom’s founders created a culture that prioritized a “worshipful relationship” with its luxury department store customers and empowered employees to do everything they could to please them. The Nordstrom Handbook emphasizes outstanding customer service and encourages employees to set high personal and professional goals, expressing confidence in their abilities. The company’s Rule 1 reads: “Use good judgment in all situations. There will be no additional rules. Please feel free to ask your department manager, store manager, or division manager any question at any time.” Nordstrom’s success is a testament to empowering employees and supporting policies prioritizing exceptional customer service.

Flying the Fun Skies at Southwest Airlines: Giving Employees the Freedom to Deliver a Great Brand Experience

Southwest Airlines achieved great success early on due to its committed and motivated workforce. Founder Herb Kelleher recognized the importance of prioritizing employee satisfaction to create a culture of caring for one another and providing excellent customer service. Kelleher famously said, “The business of business is people—yesterday, today, and forever. If the employees aren’t satisfied, they won’t provide the product we need.”

To create a positive work environment, Southwest Airlines encouraged fun among its employees, setting it apart from other airlines that were considered dull and unappealing. Celebrating employees and their families is deeply ingrained in Southwest Airlines’ culture, and it is evident in the prominent display of pictures capturing these special moments throughout their office spaces. This people-centric culture helped the company attract and retain talented workers passionate about their jobs and provide top-notch customer service, which made flying with the airline a fun experience. Despite the potential cost savings, Kelleher remained committed to celebrating employees with parties, banquets, gifts, birthday cards, and outings, citing the value of having the fewest customer complaints in the industry.

Beyond the Call of Duty: Ladies and Gentlemen Serving Ladies and Gentlemen at Ritz-Carlton

The Ritz Carlton is renowned for its exceptional customer service, with the empowerment of employees being a critical factor in their approach. The company’s philosophy of “Ladies and Gentlemen Taking Care of Ladies and Gentlemen” highlights the importance of treating customers and employees with respect and dignity. Regardless of their rank and title, employees can spend up to $2,000 per day per guest without seeking supervisor approval to solve problems and deliver personalized and unforgettable guest experiences. This approach may seem costly, but it empowers employees to use their judgment to create memorable and personal experiences for guests. One of my friends enjoyed staying at a Ritz-Carlton hotel a few months ago, where he ordered a burger and a milkshake. Unfortunately, the hotel did not offer milkshakes, so he settled for a glass of water. However, to his amazement, the waitress surprised him with a milkshake to accompany his burger. She went the extra mile without being prompted by scouring the kitchen for milk, ice cream, and cold milk to create the shake.

Idea for Impact: Empowering Employees is a Strategic Approach That Yields Significant Benefits

Empowering employees goes beyond providing the necessary tools and training; it fosters a culture of trust, autonomy, and ownership.

How you treat your employees directly impacts how they treat your customers. When you prioritize making your staff feel appreciated and supported, they are more likely to provide exceptional customer service. A positive work environment can foster innovation and creativity within your organization while attracting and retaining top talent.

Wondering what to read next?

  1. People Work Best When They Feel Good About Themselves: The Southwest Airlines Doctrine
  2. General Electric’s Jack Welch Identifies Four Types of Managers
  3. Seven Real Reasons Employees Disengage and Leave
  4. Putting the WOW in Customer Service // Book Summary of Tony Hsieh’s Delivering Happiness
  5. Bringing out the Best in People through Positive Reinforcement

Treat Employees Like Volunteers

By Leave a Comment

Treat your employees as volunteers—as if they’re free to leave at any time. Volunteers want to connect to a mission. They want to make an impact by investing their time and energy because they want to, not because they need to. Moreover, unlike employees, volunteers aren’t constrained by the command-and-control structure.

You’ll pay greater attention to the non-monetary needs of your employees, and you’ll better align your goals and their goals. You’ll be more intentional, preferring transformational motivation, not transactional motivation.

Wondering what to read next?

  1. These are the Two Best Employee Engagement Questions
  2. The Speed Trap: How Extreme Pressure Stifles Creativity
  3. Job Crafting: Let Your Employees Shape Their Roles
  4. People Work Best When They Feel Good About Themselves: The Southwest Airlines Doctrine
  5. Seven Easy Ways to Motivate Employees and Increase Productivity

These are the Two Best Employee Engagement Questions

By Leave a Comment

Engaged employees are more likely to be effective, stay with your company, and nurture a favorable corporate culture. To gauge employee engagement levels regularly, run a pulse survey and ask these two questions:

  1. To what degree are you proactively engaged in improving the tasks you’re responsible for? Does your workplace actively seek your ideas to make those improvements?
  2. To what degree do the processes that you are working with enable you to be highly successful in your job?

Seek ideas meaningful for improvements from people on the job. Demonstrate commitment to taking significant action and follow through.

Wondering what to read next?

  1. The Speed Trap: How Extreme Pressure Stifles Creativity
  2. People Work Best When They Feel Good About Themselves: The Southwest Airlines Doctrine
  3. Treat Employees Like Volunteers
  4. Job Crafting: Let Your Employees Shape Their Roles
  5. From the Inside Out: How Empowering Your Employees Builds Customer Loyalty

Can You Be Terminated for Out-of-Work Conduct?

By Leave a Comment

An employee’s off-duty conduct is generally off-limits as far as employers are concerned, and an employer can’t terminate an employee for conduct outside work if that termination would amount to unlawful discrimination.

However, exceptions exist if the misconduct outside the workplace poses a serious risk to the employer’s business.

  • In employment-at-will states, employers can terminate an employee for a good reason, a bad reason, or no reason at all.
  • If an employment contract is in place, it likely outlines the specific types of conduct for which an employee can be terminated. So the rights and obligations of the employer and the employee are set contractually.

In many cases, though, no clear-cut guidelines can help determine the course of the action, especially for off-duty, private deeds with moral or political overtones that aren’t rightfully the company’s concern. However, the employer can terminate if the employer can establish a logical, if not obvious, connection between an egregious off-duty behavior having some bearing on their job (e.g., substance abuse that impairs the ability to perform work,) posing a reputational risk, damaging the employer’s interests, portrays the employer in a poor light (e.g., the employee was wearing a uniform or sporting the employer’s logo ) or is incompatible with the employee’s duty (e.g., a poorly worded social media post painting the employer or the industry in a poor light, or inciting hatred and hostility.) The devil is always in the detail.

Idea for Impact: Any out-of-hours misconduct with some sufficient or necessary association with the employment is grounds for termination. Best to know the employer’s policy on what makes up a breach of the company’s values, public position, and policies.

Wondering what to read next?

  1. Fire Fast—It’s Heartless to Hang on to Bad Employees
  2. Should Staff Be Allowed to Do ‘Life Admin’ at Work?
  3. General Electric’s Jack Welch Identifies Four Types of Managers
  4. Can’t Ban Political Talk at Work
  5. What To Do If Your New Hire Is Underperforming

What Every Manager Should Know Why Generation Y Quits

By Leave a Comment

Millennials, or the Generation Y or Gen Y cohort, are much better educated. They’re tech-savvy, more achievement-oriented, and better problem-solvers than preceding generations.

Millennials also tend to be restless with their career progression, demanding salary and job flexibility. They’re quick to move on if something better beckons. Millennials aren’t interested in the financial success that inspired the Boomers or the independence that characterizes the Gen Xers, but in personalized career paths.

Employers often gripe that millennials seem entitled and overly ambitious. And even if they’re high-maintenance, they’re hungry and willing to do what it takes to prove themselves.

To prevent Gen Y retention problems, create an environment where they have room to make an impact and give them the autonomy, support, and training to get there.

Idea for Impact: Millennials become disengaged quickly in the workplace—they’re impatient with things that do not lead to learning or advancement. They never stop questioning the status quo; they don’t want to be told they must do their time and wait in line. Give them a way to move up promptly, with fun and challenges along the way.

Wondering what to read next?

  1. Fire Fast—It’s Heartless to Hang on to Bad Employees
  2. General Electric’s Jack Welch Identifies Four Types of Managers
  3. Bringing out the Best in People through Positive Reinforcement
  4. Five Questions to Spark Your Career Move
  5. Seven Real Reasons Employees Disengage and Leave