Motivating employees is a crucial aspect of effective management. After all, when employees are motivated, they are more engaged, productive, and committed to their work. Motivated employees also tend to stay with their organizations longer, reducing turnover and the associated costs. As a manager, it’s your responsibility to create a work environment that fosters motivation. Today’s blog post will give you 5 effective strategies managers can use to motivate employees.

1. Recognition and Appreciation

One of the most powerful motivators for employees is recognition and appreciation for their hard work and achievements. This is really a basic human need. And when employees feel valued, they are more likely to go above and beyond in their roles. In fact, research published in the Journal of Applied Psychology showed that when employees perceive their supervisors as appreciative, they are more committed to their organizations. To show appreciation for hard work managers can publicly acknowledge employees’ contributions in team meetings, highlighting specific projects where an employee excelled, provide a certificate of achievement

2. Opportunities for Growth and Development

Employees are motivated when they see a clear path for personal and professional growth within the organization. Managers can facilitate this by offering opportunities for skill development, advancement and mentorship. When employees know they can grow within the company, they are more likely to stay motivated and engaged. And according to a study by Mercer, they’re more likely to stay with their current employers. Managers can create development plans for employees with clear goals and that include training sessions or other professional development. And it’s important to realize that soft skills training is just as important as training for hard skills. 

3. Effective Communication

Open and transparent communication is essential for motivating employees. Managers should regularly communicate with their teams, providing feedback, setting clear expectations, and involving employees in decision-making processes. When employees understand their role and how it contributes to the overall success of the organization, they feel more motivated and engaged. A manager might hold weekly team meetings to discuss ongoing projects, share client feedback, and address any concerns. During these meetings, the manager should encourage team members to share their ideas and opinions. When employees feel that their voices are heard and their input is valued, they are motivated to actively participate in projects. 

4. Incentives and Rewards

Incentives and rewards can be effective motivators when used strategically. Managers can implement various incentive programs such as bonuses, promotions, or special recognition, to encourage employees to achieve specific goals or targets. And rewards can be big or small, depending on the manager’s budget. Extra vacation days are always welcomed by employees as are e-gift cards to your local coffee shop. Or a manager could set up an employee of the month/quarter/year award. There are even reward platforms available where you can track and reward in one place. Just remember that it’s crucial to tie incentives to meaningful achievements and ensure they are fair and equitable. 

5. Supportive Work Environment

Creating a supportive work environment is fundamental to employee motivation. Managers should foster a culture of trust, collaboration, and well-being. When employees feel supported and can maintain a healthy work-life balance, they are more likely to remain motivated and engaged. One of the best ways a manager can do this is to provide flexible work hours and remote work options. You could also provide wellness programs, such as yoga classes or mental health resources, to help employees manage stress. By prioritizing their well-being, you create an environment where employees are motivated to give their best. And bonus, a study published in the Harvard Business Review revealed that employees who feel their managers care about their well-being are less likely to leave their jobs.

To Wrap It All Up

Motivating employees is a continuous process that requires dedication and effort from managers. By utilizing these five effective strategies (recognition and appreciation, opportunities for growth and development, effective communication, incentives and reward and a supportive work environment) you can create a motivated and engaged workforce. However, each employee is unique, so it’s essential to tailor your motivational strategies to their individual needs and preferences. Ultimately, when employees feel motivated and valued, they contribute to the success and growth of your organization.

Whether you manage a team of one or many, improve your management skills with the Management training by Brilliant People. Contact us today!

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Your Personality at Work

Engaging with and motivating remote employees as well as creating a true team atmosphere is no easy feat. Team members don’t have the opportunity to learn from each other’s in-person behaviors nor can they witness office protocol first-hand when there is no regular in-person team interaction. Without the water cooler effect of office life, individuals end up operating in their own silos with the result being increased loneliness (by 67%), a lack of connection (94% agree), and feeling like they don’t truly belong (40%).

Conversely, when an employee feels connected and like they belong there is a whopping 56% increase in job performance. With no end in sight to remote working, creating cohesion should be top priority for anyone in management. To create a high-performance remote team, a manager should work to overcome these three issues: communication, isolation, a lack of supervision. 

The Issue of Communication

First, let’s look at the art of communication. It’s important that managers set a standard for communication during the hiring process and then stay consistent thereafter. For quick interactions, text chats are fine, video calls are usually best for real-time collaboration. Communicating remotely through a medium like Zoom is better than just email because it allows employees to see a manager’s expression and hear voice intonation. However, just telling someone what to do isn’t enough. To be truly effective at creating a high-performance there needs to be more nuance in management style.  

Most importantly managers should get to know each of the employees well enough that they can communicate with each in a way that resonates with them. For example, verbal instructions only really work for auditory learners, so they should always be followed up with written communication. Preferably through email, where employees can return as needed to that documentation.  

Communication is also important as a means of making remote workers feel connected to their team members. Since they are not in the office on a regular basis, they can miss out on important conversations and updates that happen in the moment.  Keep your teams organized with project management tools and access to a secure cloud. And make sure to regularly check-in and hold team meetings and one-on-one sessions to keep everyone informed, address concerns, and foster collaboration. 

The Issue of Isolation

Now, let’s talk about isolation. Remote employees like the work-life balance that comes from working remotely. However, they often feel isolated because they miss out on the social interaction and sense of community that comes with working in an office environment. This can lead to feelings of loneliness and eventually burnout. Helping remote workers feel connected to their team and the organization at large is crucial to keeping them happy, engaged, and productive.  

As we’ve said before, team members who get to know each other well and find commonality have the best opportunity to become a high-performing team. To help them do this, managers should encourage social time for the team. If they are part-time remote and come into the office occasionally, organize outings or in-office meals where team members can come together socially for some downtime.  

If they are completely remote, encourage social hours over Zoom. You could also host a once-a-week hour for people to trade stories around a particular theme like where they grew up and what they liked to do as a kid or what their first job was and what they learned from it. The more teammates get to know each other, the more they will understand why teammates show up at work the way they do.  

A Lack of Supervision

Last, let’s look at a lack of supervision. Remote work requires a higher level of autonomy, so it’s important to provide your team with a clear understanding of what needs to be accomplished and the expected outcomes. And yet, some remote workers may feel less supervised and accountable for their work, leading to decreased productivity and quality of work.  

A manager must consider the strengths and struggles of each teammate and provide the correct amount of supervision without micromanaging. Breaking down larger projects into smaller milestones and setting realistic deadlines will be really helpful. Regularly reviewing progress, providing feedback, and offering support when needed are important for the entire team. But it is imperative for those that need a little more structure.   

Conclusion

In summary, managers have three important issues to overcome as they manage remote teams: communication, isolation, and a lack of supervision. And as stated, there are ways to accomplish this. It’s also important to remember that each remote team will have a certain dynamic and specific needs, so a manager must learn to adapt their management style accordingly. Regularly seek feedback from team members to ensure that the strategies and approaches implemented are effective and actually address their unique circumstances. Doing so will help to ensure everyone is aligned and working toward becoming a high-performance team. 

If you’d like your managers to build high-performance teams, contact us today! We offer a fantastic management training program based on DiSC theory.

The Culture (R)evolution starts with you!

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Emotional agility is the ability to recognize the emotions in a social or emotional situation and then act appropriately. It means not letting your emotions rule your actions and to instead channel them productively by paying attention to people’s moods, body language, and other social cues. And it’s responsible for 58% of job performance! The problem is that being able to flex into a mindset that doesn’t come naturally to you can be difficult, especially when emotions or the stakes are high.   

You can, however, learn to flex into the other mindsets with patience and practice. According to the DiSC model, there are 8 different emotional intelligence mindsets that relate to personality type. Most people have 3-4 that they are naturally inclined to use. For example, a Dominant or ‘D’ type will usually have no problem being self-assured, dynamic, and resolute. But this same manager might struggle to show empathy and be objective, which could have devastating consequences for a team.  

Managers actually need to be able to access as many mindsets as possible in order to build relationships and motivate their diverse teams.  In fact, emotional agility at work is your #1 superpower, and you don’t have to wear a cape to wield it. Instead, just focus on becoming more self-aware, showing empathy, and encouraging productive conflict. Improving in these three areas will help you be a better manager. And considering that managers are responsible for 70% of the variance in employee engagement, the effort you put in will be worth it in the long run. 

Self-Awareness Build Emotional Agility

The absolute first step to improving emotional agility is to become more self-aware. This means being able to objectively look at your own behavior; how you relate to and impact those around you. Of course, this can be difficult because it’s sometimes hard to admit that there are areas that need improvement. And to make matters worse, the things we can’t see are usually the things that need to be changed! But managers that put in the work to become more self-aware help their companies perform better. According to The Korn/Ferry Institute, companies with a higher percentage of self-aware employees (individual contributors to top-level executives) outperformed companies with a lower percentage.  

Empathy Builds Emotional Agility

The second skill a manager should improve to become emotionally agile is empathy. To be empathetic means having the ability to see a situation from someone else’s point of view. Understanding someone else’s ‘why’ gives a manager greater insight into a direct report’s actions and reactions. A manager who can show empathy appropriately will be more effective at building trust within the team, motivating team members and communicating in general. And it’s important to realize that you don’t have to agree with someone to show empathy. Being an empathetic listener shows that the other person’s feelings matter, that their point of view matters, and that you value them as a person even if you disagree with their point of view or how they feel.   

Emotional Agility Includes Productive Conflict

The third area that a manager can work on to become more emotionally agile is conflict. Most people consider conflict to be a bad thing because it often causes anger and hurt feelings. But it is possible to receive instruction on how to engage in conflict differently. Productive conflict is a means of getting to the point of the problem. It’s the ability to come to a consensus without losing your temper or saying something that you’ll later regret. Engaging in productive conflict allows you and your team to work through issues in a way that lets all voices be heard. And when people have the opportunity to weigh in, they will more often buy in. They just need you, as the manager, to model the behavior.  

As 2022 comes to an end and you’re considering how to improve your management style, consider honing the skills of self-reflection, empathy, and productive conflict. These are the soft skills that will help you flex into the emotional mindsets that may not come naturally to you, but that are crucial to your success as a manager. So set your sight on improving your emotional agility in 2023. Your direct reports will thank you! 

To help managers improve emotionally agility, we offer the Everything DiSC Agile EQ program to show learners where personal development may be needed, why it is needed, and how it can be actualized. Call us today to learn more about this amazing opportunity! 

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Your Personality at Work

Of all the ‘do-ers’ in history, Benjamin Franklin stands out as extraordinary.  He was one of the founding fathers of this country, a diplomat, and an inventor. He created the postal service, and he invented swimming fins, the odometer, and bifocal glasses. However, the accomplishment I find most compelling was his ability to objectively see his weaknesses and then methodically work to improve in those areas. Franklin realized that to change behavior, you must practice changing the behavior. And if you manage people, you can learn a lot from his example.  

Franklin grew up in a Puritan society with a heavy emphasis on morality, but he loved to get a rise out of people. He was often argumentative and played Devil’s advocate much of the time. But in 1726, at the age of 20, he realized that his behavior was creating as many enemies as it was friends. So, he devised a plan to improve himself. He understood there were areas in his life where he often ended up going down what he called an unvirtuous path and he wanted to change that. He decided to work on a list of virtues that he felt would counteract his negative behaviors.  

Franklin decided to focus on one virtue per week and then repeat the cycle every 13 weeks. To keep track of his progress, he kept a checklist labeled with the days of the week and the virtues he was working to develop. It looks like he might even be responsible for designing the first habit tracker! The following are four examples from Franklin’s list of virtues that still resonate in today’s workplaces. 

1. Silence: Don’t talk just to fill the silence; give the floor to those who have something meaningful to say  

2. Sincerity: Don’t gossip or speak badly of others; assume positive intent, and if you’re going to speak, speak the truth 

3. Justice: Live your life by not doing harm to others; realize that your actions may harm someone else 

4. Humility: Keep your pride in check; humble people are easier to trust and communicate with   

Although the idea of moral perfection may sound dated and possibly irrelevant, improving oneself in order to manage better is crucial to a manager’s success. Especially when 50% of employees leave their companies because of their boss. To make sure you don’t add to the statistics, take some time to do a little self-reflection. Take the time to evaluate your ability to listen, be sincere, stand up for what’s right, and show humility. Being a role model for these virtues will allow you to meet your direct reports where they are and help them grow. In this post-pandemic world, it is no longer enough for a manager to plan, organize, direct, and control resources in order to achieve organizational goals.  

Quote: Without continual growth and progress, such words as improvement,   

achievement, and success have no meaning.   

BENJAMIN FRANKLIN 

As a manager, your responsibility is to model these behaviors so that others will follow suit. It’s all about being a ‘doer’; setting the example of doing versus just thinking about it. To become a doer, follow these five simple steps.  

Step 1: Ask for feedback  

Ask for honest feedback from those you know have your back and want to see you succeed. Their critique will help you see your actions through a different lens. Feedback can be hard, but when given with love and kindness, it’s exactly what we need to help us get to that next level. And it’s a good reminder to show the same respect to those you have to give feedback to.  

Step 2: Pick your area of growth 

We all have room for growth.  It’s just a matter of homing in on a particular area and staying consistently focused. Maybe you want to get to know your teammates better or connect with your own manager more authentically. Whatever it is, you have to name it to claim it, so don’t skip this step.  

Step 3: Create a plan of action  

Identify one behavior that needs improvement. Don’t set yourself up to fail by choosing 20 new things to work on. Instead, focus on one behavior until it becomes a habit. Every manager will have different areas they need to work on. And kudos to anyone who takes this step because it’s never easy to admit that we have areas where we need to improve.  

Step 4: Start Practicing 

Consistency is key so use a habit tracker to track your progress. Creating a habit can take 1-2 months. The timing varies depending on the behavior, the person, and the circumstances. Just remember that getting started is the hardest part. And missing a day here or there isn’t going to make or break the process. It’s not an all-or-nothing endeavor. 

Step 5: Rinse and repeat 

This is where the rubber meets the road because once you’ve collected some feedback from your trusted circle of peeps, established your area of growth, created an action plan, and begun implementing the plan, the only thing left to do is to do it again and again and again until it becomes second nature. When a behavior becomes habit, pick a new area of growth to focus on. 

Conclusion 

To be an effective manager requires self-reflection. And this soft skill causes many to just skip over it and move on to the more tangible aspects of managing. Doing that is a major mistake.  Today’s post-pandemic employees are demanding managers that are role models.  And really, the only way to encourage behavior change in others is to model it yourself. In plain English, this means it starts with you. You must walk the talk and show them the way. No human is perfect, but we can certainly look to Ben Franklin as a great example of at least one who wanted to right his wrongs and show up in the world a better person for himself and those around him. With that in mind, following his example of choosing behaviors to improve upon and then practicing them until they become ingrained in your character may be a great place to start. Becoming a better human will make you a better manager and could be your most important legacy. 

Moral perfection is probably impossible but changing behavior is not. At Brilliant People we offer management training that focuses on improving behaviors around communication, motivation and productive conflict. Call us today for a quick chat to see how we might help! 

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Your Personality at Work

“Thaw with his gentle persuasion is more powerful than Thor with his hammer. The one melts, the other breaks into pieces.”

– Henry D. Thoreau  

The art of persuasion is an important skill in a manager’s tool kit.  A successful manager doesn’t just direct and delegate. It’s not like writing a sequence of code and then letting the computer do the rest. Managers must also be able to make suggestions to others in a manner that ensures they are heard, and they need to be able to rally the team around goals and objectives. To do so, they must first connect with each team member on a basic level by taking into consideration their individual needs.  

This isn’t about “The Golden Rule” because treating others as you would want to be treated will only take you so far. Therefore, a better approach is understanding the needs of the person you’re engaging with and then working to connect with them based on that information. We’re all wired differently, so when a manager focuses on what resonates for each team member, they have the power to strengthen those relationships. And stronger relationships lead to higher engagement, productivity and a sense of belonging. 

What Gets in the Way 

The problem is that typically, humans approach a given situation with only their own needs in mind, which can shut down communication before it has even begun. For example, when in a crisis, heated argument or stressful situation, emotions often take over. Rational thought and logic flee the scene and what is left is a first instinct that is often wrong. Take this scenario, for example: Imagine a coworker who is hard charging, going 90-to-nothing most of the time vs one who is slow to respond because they take ample time to process before they respond.  One is a “ready, fire, aim” type, while the other might be more like “ready aim, aim, aim.”  

Without proper understanding of each other’s personality type, team members will have a hard time working cohesively, and possibly even be offended by each other’s behaviors. But when we take the time to understand what inspires others or what shuts them down, we can use the art of persuasion to influence our work relationships for the better and meet management goals. All it takes is a few minor tweaks in a manager’s approach to the different personality types.  

Persuasion Techniques 

The ‘D’ type personality is motivated by competition and achievement. They often take charge because they may be questioning whether the other teammates want to win as much as they do. This competitive nature and desire to be out front often makes them look like natural born leaders. And, because others tend to look to them to lead, having a ‘D’ type personality on your side might be to your team’s benefit. When needing to use persuasion, remember to focus on their needs. The ‘D’ personality needs to know what’s in it for them.  Share any benefits that will affect them personally. They won’t want a lot of detail, just the over-arching picture, and if they need more, they’ll ask.  

The ‘I’ type personality is very people oriented (vs task oriented) and are naturally gifted in influencing and persuasion. Teammates are often drawn to their enthusiasm and optimism, so a manager should look to get the ‘i’ type on board. They can be instrumental in helping the rest of the team get excited or at least willing to tackle the next project, goal, or other things coming down the line. To encourage them to get on your side, you’ll need to first meet them where they are. The ‘i’ type needs to verbally process and they are emotionally expressive. So, take the time to hear how and what they’re doing before trying to persuade them to your ideas. Let them feel your approval and appreciation and don’t give them too many details as it might be a bit too much to take in. They’ll fill in the gaps where needed with their own creativity so be willing to allow some of that. 

The ‘S’ type personality is a great collaborator so persuading them to be a part of the team won’t be difficult. They naturally want to support others. But if you’re asking them to change how they do things, you’ll need to tread carefully. The ‘S’ type feels threatened by change. They may nod their heads and smile in the face of confrontation, and then refuse to change their tactics when you aren’t looking. They aren’t intentionally trying to sabotage your plans, but this is a key reminder of why it’s super important to use the art of persuasion to help the ‘S’ type feel more comfortable. This means that if possible, use the BYAF technique that tells them they have a choice. According to a 2013 review of 43 research studies and 22,000 participants, using the ‘but you are free’ (BYAF) technique doubles the chances that someone will say ‘yes’ to a request. The psychology of allowing the other person to make a decision on the subject you’re discussing makes them more likely to agree with you. 

The ‘C’ type personality looks at the world through the lens of logic and analysis. They want as much data as possible before they make decisions because they want to be as accurate as possible. They are extremely valuable on a team because of this but they often don’t really like to ‘team’. They just want to be left alone so they can complete their work in silence and control the outcome. If a manager wants to win them over or encourage them to take the lead on a project, they need to come to the table with data. The more the better. This might come in the form of recent survey statistics, research studies, or logistics. Anything that shows what you’re asking them to do is valuable and valid. And then be prepared to answer all their questions. This isn’t because they don’t trust your plan, they just want to clarify exactly what you mean and what you want from them.  

Trust on a Team  

“Progress happens at the speed of trust.”

– Stephen M. R. Covey 

When managers take the time to get to know the different personality types on their team, the act of persuasion will be much easier and responded to more positively. In addition, managers that endeavor to communicate with their teams in this personalized manner will build relationships founded on trust and respect. And trust is the cohesive team’s superpower. Teams with high trust communicate and collaborate more effectively than those without trust.  

Sadly, some still view the idea of ‘trust’ as a poor alternative to productivity. The truth however has been revealed by Accenture, who’s research shows that when trust drops by a mere 2 points, EBITDA is compromised and decreases by 9.8% (global average)!! Therefore, trust or the lack thereof can seriously impact the bottom line, and this is crucial for managers to understand. Without trust, it’s difficult to progress no matter how skilled a manager is in persuasion. 

Setting managers up for success is what we do at Brilliant People. Call us today for more information.  

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Becoming a manager typically looks like this. An individual contributor (IC) works hard to become excellent at their job, a sort of rock star in their role, making the team look great, and gaining attention from management for their contribution. Then one day they’re asked to step into the role of manager. They were so good in their role that it just makes sense that they would be able to manage other people doing that same job, right? Wrong! Management is a big jump that requires self-awareness, emotional intelligence and social skills, which is why sixty percent of new managers fail within the first twenty-four months of their new position. And when they fail personally, they also fail their team and often the larger organization as a result of the negative affect on morale and the bottom line.  

So, why do so many new managers fail? It’s simple really. They struggle to make the transition from focusing on a product or service to focusing on the people that report to them. It’s hard to pick the right person for a management job and according to Gallup, companies fail to choose the candidate with the right talent 82% of the time! Managers are crucial to the output of an organization which means it’s important to set them up for success before they have people reporting to them. Seriously, why give someone an opportunity to manage if you only hope they will make it? Instead, organizations should provide professional development to ensure that new managers have the tools they need to succeed. At Brilliant People we believe there are 3 areas that a new manager should develop first so they can effectively hit the ground running. 

PERSONALITY DEVELOPMENT

First, is personality development because personality impacts our behaviors and these behaviors impact management style. However, in reality, most of us are unaware of how we are perceived by others. So, personality profiles can offer detailed information on how and why an individual shows up at work the way they do. Training sessions on personality can take this knowledge even further by providing self-reflection exercises. Self-reflection is key to growth, so a manager must be able to see themselves objectively before they can begin to sincerely develop relationships with those they manage. And since relationship building is one of the most important aspects of a manager’s role, it’s critical that they understand how personality affects the team dynamic.  

Different personality types are motivated differently, take criticism differently and respond differently to stress. And these differences create problems when a group of people work together day in and out. Problems arise in how individuals respond to the responsibilities that have been assigned to them, how people around them do their work, how they talk to each other, and whether or not trust has developed between coworkers. It’s also important to understand what types of activities energize the different personality types and which ones drain them.

All of these things directly impact the relationship between a manager and a direct report as well as the dynamic of the entire team. So understanding one’s own personality type is just as important as understanding the personality types of the rest of the team. 

MOTIVATE THE TEAM

The second thing a new manager should understand is how to motivate their team. Getting a good handle on personality type will create a better understanding of how each team member is motivated. Recognition is an excellent way to motivate employees because currently 82% of American professionals feel they aren’t being adequately recognized at work.  And employees who don’t feel valued will look for a new place of employment. But, you can’t just publicly announce the winners of the monthly ‘High 5 Friday’, and think you’re cutting it. 

Recognition is important to every personality type, but it’s not a one-size-fits-all sort of thing. That really only works for ponchos and shawls, and yet that’s how a lot of companies pay kudos to their people. So you might make the ‘i’ personality type happy, but the ‘C’ type would be mortified. The reality is you need to know who is on your team and how to motivate them based on their personality type and preferences. Doing so will help them feel valued and when someone feels valued they’ll work harder and be more likely to stay put. 

DIRECT AND DELEGATE

Directing and delegating is the third area where a new manager should devote their time, but again, there are nuances to consider. Although the actions are fairly straightforward, the ways in which people respond to them are quite varied. And this is because of how the directing and delegating comes across from a particular personality type as well as how it is received by a different personality type. There’s a lot at play here and the stars don’t always align.

For instance, if a manager is friendly, chatty, outgoing and optimistic, they will usually have an easier time delegating to someone who is like minded. The direct reports who are more analytical, abrupt or slow to respond would be more challenging. And yet, it’s just as important to direct and delegate to them in ways that will yield the desired results. Managers then need to understand what energizes each team member and what drains them so they direct and delegate appropriately and can then offer the support employees need when they need it.  

For example, let’s say a new manager has tasked a ‘D’ type personality with mentoring the newest member of the team. Their role is to show the newbie the ropes and then be their go-to for any questions or concerns. This ‘D’ type is a star player with a no-nonsense straight-shooter attitude who thinks and talks in bullet points. A new manager may be unaware that this team player comes across as abrupt and demanding, and yet has chosen to pair them with someone who is introverted and quiet. This pairing will most likely end up with the mentor telling the new person everything he needs to know up front and then moving on to do their own job. I mean, they told them how things work, right? The rest is up to them! The new person may not feel mentored at all causing them to shut down, choose to find another team, or even another place of employment.

How you communicate with other people is one of the most important aspects of any job but as a manager it can make or break you. At Brilliant People we call this speaking someone’s ‘personality language’. Being able to communicate in a way that another personality type can receive will help a new manager be more effective at delegating and directing, and you can encourage your direct reports to do the same by helping them understand how the different personalities show up at work. There are no star players. We need them all to create successful teams. 

PUT IT ALL TOGETHER

Individual contributors who make the leap to manager are not guaranteed success. Management is a whole new ball game that requires the individual to change their focus. They have to stop focusing on themselves and instead focus on how well the team plays together. They need to determine the strengths and weaknesses, and how to motivate and hold people accountable, and that’s just for starters! But if a manager dives deep into their own personality and those of their direct reports and uses that information to the best of their abilities, they’ll be more likely to communicate effectively, build trust and increase belonging. All of which contributes to higher productivity, which is exactly how a manager is being judged. 

Call us today about the Everything DiSC Management training. It’s a 1 day course that helps participants deepen their understanding of themselves, their direct reports, and their own managers. Participants walk away with concrete strategies to help them adapt to the styles of their direct reports so they can bring out the best in them. It’s effective management 101!

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Your Personality at Work

People are leaving their jobs in droves. And, interestingly enough, the pandemic didn’t start this trend. The numbers have steadily been rising over the last ten years but ramped up because of the pandemic chaos and uncertainty. The reasons are many including quiet quitting, work to rule, quiet firing, mental health issues and lack of work/life balance, but in particular, there are a large number leaving because they feel like they don’t belong. And a manager’s quest should be to fix this problem.   

The reality is that we humans are hard-wired for connection. It’s why we stop in the hall to chat and go to lunch or happy hour with colleagues. Even those of us who are naturally introverted may on some level still have a need to feel the pulse, so to speak, of other humans in close proximity – even if we don’t want to actively engage. This interaction, however small comes from an innate desire for community.  

To be a part of a community is to feel connected and we all deserve to have this basic human, even primal need met. And recent research backs this theory up, specifically in the workplace. “If workers feel like they belong, companies reap substantial bottom-line benefits. According to “The Value of Belonging at Work” Harvard Business Review, high belonging has been linked to a whopping 56% increase in job performance, a 50% drop in turnover risk, and a 75% reduction in sick days. For a 10,000-person company, this would result in annual savings of more than $52M.” With jaw-dropping stats like that, every manager on the planet should be scrambling to improve belonging in their teams and overall organization. 

How to increase a sense of belonging at work  

As leaders, managers have a responsibility for making sure their people feel like they belong. And because company culture is a living, breathing eco-system, every time a new person is added to the bunch, that eco-system shifts. So what can managers do to help encourage belonging?   

For starters, they can start walking the walk, and not just talking the talk. There are a lot of companies who have begun integrating language around inclusion on all levels, but somehow, they stop shy of hitting the mark. How is it possible that an annual investment of $19 billion dollars is still coming up short?  

It may be because managers aren’t doing enough in regard to personal reflection and self-awareness. These can both be strengthened through a focus on something medical anthropologist Geri-Ann Galanti has coined cultural competence. According to Galant, this foundational attribute creates a culture shift where managers and leaders have the necessary awareness and the ability to care for others through an appreciation of the differences in people and cultures and the unique opportunities and challenges for both. 

To begin improving the cultural competence on a team, managers can implement strategies for creating a sustainable solution that will encourage and uphold a sense of belonging for all involved. Here are a few suggestions to help implement this idea today. 

• Two way, open communication – both horizontally and vertically. 

• Give some power to the people: empower team members by giving them a voice. When they’re allowed to weigh in on decisions, they’ll be more apt to buy in because it shows how much you value what they do and say. 
• Dig deep and focus on internal work – take time for regular self-reflection to assess current internal beliefs. There may be room for some growth that’s being overlooked.  
• Use inclusive language with direct reports to encourage mental and emotional well-being. And, check back often to make sure what you’re doing is resonating.  
• Prioritize connection – take initiative for building a sense of belonging on the team. Lead the charge and set the example. 

These are excellent examples of how a manager can help their people feel a sense of belonging, but is there really a “one size fits all” solution for all?  

A “one size fits all” solution will never check all the boxes 

Ever heard that saying “different strokes for different folks? Every single person has different emotional needs and these needs are crucial to our success so it’s key for managers to understand this really important aspect of leading a team. Whether you’re team and/or company is in need of an “evolution” or “revolution in regard to your culture of belonging, we believe the culture (r)evolution starts with YOU. Each and every manager (of one or many) has a responsibility to help their teams improve in whatever way is needed.  And when managers take that responsibility seriously, it shows. Team members appreciates each other for what they bring to the group (their different ideas, perspective, thought process, etc). There is an authentic drive for meaningful relationships. And, there is an appreciation for the diversity of personality in the people they work with on their own teams or even cross functionally. 

These points get down to the essence of what it truly means to establish a sense of belonging in the workplace for everyone, but no single solution is ever going to work for all people at all times. We all show up in the world differently. And, we all see the world through a different lens. Therefore, we may each approach the solution to this problem from a different angle, which is not a bad thing at all. Sometimes it’s that diversity of thought as much as a diversity of personality that matters to a team’s success. According to McKinsey & Co, “Workers are hungry for trust, social cohesion, and purpose. They want to feel that their contributions are recognized and that their team is truly collaborative.” 

And, the lack of a sense of belonging is one of the top three most important reasons employees give for leaving their job, so this is something managers cannot afford to get wrong. Employee belonging is positioned front and center in the struggle to attract and retain top talent. 

Kim Scott, author of Radical Candor once said, “We can’t fix problems that we refuse to notice.”  If the manager’s quest is to create a sense of belonging for all, each will have to be willing to truly see the problems that exist and should be addressed. It’s no longer ok to be blissfully ignorant of the reality that some people on our teams are actually living. Managers and their organizations have to be willing to ask themselves the right questions. Here’s a short list of things to consider: 

• What are we doing to consciously create opportunities for people to feel like they belong? 
• What does it look like to “belong” in this organization? 
• How are we helping employees feel like valued members of the team/org? 

• Are all voices heard here, and if not, who is? Who isn’t and why? 
• Are certain types of individuals lifted up in this org while others are not? 
• What are they? 
• What happens to those that don’t fit that model? 

Let these questions be a launching pad for creating connection and community in your team and overall organization. Lead the charge and set the pace. After all, the Culture (R)evolution really does start with you. 

If you’re looking for ways to support your team(s) call us. We’d love to help you create a culture of belonging that grows as your company grows.

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Your Personality at Work

‘Bring your best self to work’ sounds cliche’ but as a manager, it’s crucial to your team and those you report to. But what does that mean exactly? It means taking the time to consider how you show up at work. In particular, I’m talking about the way you interact with and communicate with others. It also means holding yourself accountable as well as those you manage. It’s a tall order, but as a manager, all eyes are on you and your behaviors. Your example sets the tone for the culture of the team. Therefore, to put your best foot forward, there are three things you can do to bring your best self to work. 

How we show up in the world is not always how we think we do 

First, let’s talk about how you show up. This is crucial because how we think we show up isn’t always how others experience us. For example, you may think that the team appreciates how results-oriented and driven you are when in reality they see you as an impatient micro-manager or taskmaster. Or maybe you are more into providing collaboration opportunities but when conflict occurs, you avoid it. And this makes the team think you’re a weak leader. 

And then there is the issue of simple verbal or written communication. For example, have you ever had someone totally misconstrue the meaning behind something you said or wrote in a text or email? If you went back to consider how you said it (words used, inflection, and posture), my guess is there are multiple ways it could have landed. Or if the communication was written, you may have left the door open for it to be construed in more ways than one. 

I am steeped in this knowledge and work with teams constantly around this topic, and I still catch myself having to go back and reiterate what I meant because of the way the other person heard or perceived my message. So, as a manager, it’s incredibly important to ensure that what you say gets across exactly in the way you meant it to. 

Be accountable to yourself – it goes a long way 

Second, to bring your best self to work, you have to hold yourself accountable for your actions. Your behaviors actually speak louder than your words. If you say you’re going to do something you must follow through because if you don’t, you run the great risk of your team questioning your integrity and your competence. This could show up when you’ve caught yourself saying (several times) “that’s on my list of things to do next…” The reality here is that you may be struggling with prioritizing. So, not only are you not doing what you said you’d do, but you’re also making up excuses when it gets brought to your attention.  

Or, what about something as seemingly benign as rescheduling your 1:1 meetings? We all have things come up unexpectedly so an occasional last-minute change isn’t the end of the world, but if it becomes a regular occurrence, you might be leaving that person feeling like everything else you’re focused on comes first and is more important. Managers are human and make mistakes like everyone else, but if these types of things are commonplace, your direct reports will begin to feel used and abused. 

If you say you want to build a cohesive team and create a culture that people won’t want to leave, then make sure your actions prove this. Holding yourself accountable also means acknowledging when you’ve made a mistake or said something that you shouldn’t have. There are many big and small ways to keep your word and hold yourself accountable. 

This might mean cleaning up the way you talk to people. Getting rid of sarcasm and instead use language that builds people up. Or it might mean having an open door policy and then not being frustrated when people actually take you up on it. 

You’re not the boss of me! Oh, wait… yes you are. 

Third, managers have to hold others accountable to bring their best selves to work. This might sound odd because the focus is on people other than yourself. But holding others accountable for their words and actions shows that you care about the individuals on the team as human beings, as well as the work they do. When your direct report needs feedback but you’re holding back trying to save them from hurt feelings, what you’re really doing is stunting their growth and the possible development of the team. As uncomfortable as it may be, feedback is a necessary part of your job as their manager. You have to nurture and encourage them to grow and feedback is how you do this.  

When managers aren’t willing to have difficult conversations everyone loses. So, be willing to have the courage to confront the situation head on by listening, offering feedback and coaching in the moment. This will ensure that all sides are clear about how the situation needs to play out differently in the future. It’s an unfortunate reality, but bad behavior left unchecked sends a message to the team that bad behavior is OK. And, when you think about it, good culture is never the result of bad behavior.  

Conclusion 

Managers today are expected to manage and lead. It’s a lot to take on but it makes total sense. Any time you are responsible for the output of a group of people, you also need to be able to motivate them, provide the guidance they need and create a culture around them where their work can be done to the best of their abilities. To do all of that well, focus first on three things: 

• Understand exactly how you show up as a manager and work on the areas where you need to improve 
• Hold yourself accountable. The team needs to know that you recognize when you’ve gotten things wrong and that you’re willing to fix the situation for the overall health of the team  
• Hold others accountable. Providing feedback, both positive and constructive, will help individuals know that you care not only about the bottom line but about them personally as well   

Here’s a mantra you can adopt and share with your team: Failure is progress in the moment. We have all shown up for others in ways that are cringe worthy at one point or another, but if you instill this attitude and actually live it out, it will help you and your team grow to new heights. They’ll understand these three steps as part of the “progress” you’re after as a leader of their team. You can do this, and your team will be so glad you did! 

Whether you lead a team of individual contributors or managers, we’ve got you covered. Call us to learn about our strategy for empowering managers to build cohesive, collaborative teams with the Wiley Management assessment and full day training session. 

The Culture (R)evolution Starts With You!

You may also like:

It Takes A Village

Building Resilience Amidst Uncertainty – Part 1

Diversity & Equality: Our Story

Your Personality at Work