Creating a High-Performing Workplace Culture: Where Leadership and Learning Intersect Real organizational success comes when you create a learning culture that empowers employees while developing capable, connected leaders. |
 |
As 2022 ends, chief information officers, IT executives and other experts say the year’s lessons include the importance of IT stack flexibility, the need to be on top of cybersecurity, the need to demonstrate value and the critical importance of culture for attracting and retaining talented employees. The year brought both low unemployment and high turnover, pressuring CIOs to find additional ways to use technology to ease the squeeze, says Stuart Carlaw, chief research officer at ABI Research.
Meetings are ruined when leaders allow distractions, don’t provide material for review ahead of time and fail to spell out what needs to happen afterward, say experts. “Over time it creates a sense of little or no progress, which demotivates people, as well as makes them develop a cynical attitude toward work,” says author and development coach Stefan Falk.
Using games in the workplace can build a sense of trust, safety and connection among teams and develop a human-centric focus among leaders, who may often need practice at being vulnerable and empathetic, writes Lauren Fitzpatrick Shanks, the founder and CEO of KeepWOL. “What’s great about games is that they allow you to practice and exercise new skills in an environment that’s more at ease,” writes Shanks.
- 6 strategies to try when things go sideways
Deal effectively with feelings of being overwhelmed by admitting that it’s happening, talking with a coach or accountability partner and focusing on areas where things are working to foster a sense of success, writes Lolly Daskal. “If you’re serious about wanting to get back on track, surround yourself and your team with ideas that inspire you, listen to things that motivate you and keep your own messages supportive,” Daskal writes. - 5 Things You Can Do to Stop Micromanaging
Middle managers are being squeezed by both the C-suite and employees, and leaders can help by auditing their current responsibilities, eliminating or delaying certain tasks and talking with them about their needs, writes Denise Hamilton, CEO and founder of WatchHerWork. “Perhaps hold an offsite event for them, in which they are honored and given a chance to brainstorm about how to make their work lives better,” Hamilton writes.
Shifting employee needs and hybrid and remote work situations mean leaders need to focus on basic tasks such as setting clear expectations, listening and practicing transparency while also developing some new skills, writes Leah Carey. “It falls to senior leaders and the organization as a whole to provide leadership experiences, networking opportunities and mentorship and coaching in order to accelerate the growth of these rising leaders,” Carey writes.
The Space Between: Maximize Leadership Development Training with Informal Experiences When spaced intentionally, the informal touchpoints designed for learners as part of a learning journey can deliver amazing results. |
 |
Walgreens Boots Alliance eases employees’ tension during the holidays by offering counseling sessions, mental health documentaries and online stress-management classes and being open about expectations and scheduling, says Holly May, executive vice president and global chief HR officer. “Transparency can help to determine coverage needs and ensure that all team members are heard, respected and feel confident that their requests and needs have been thoughtfully considered,” May says.
Middle managers are being squeezed by both the C-suite and employees, and leaders can help by auditing their current responsibilities, eliminating or delaying certain tasks and talking with them about their needs, writes Denise Hamilton, CEO and founder of WatchHerWork. “Perhaps hold an offsite event for them, in which they are honored and given a chance to brainstorm about how to make their work lives better,” Hamilton writes.
- Inclusion, feeling valued important to prevent burnoutWorkers who feel accepted and valued are 52% less likely to experience high levels of burnout while those who feel there is equity in advancement opportunities are 43% less likely to report always or often feeling burnout, according to Gallup research. The study found 3 in 10 US employees are reporting burnout and those experiencing discrimination were twice as likely to be burned out.
Employees who are treated with respect, valued as a member of the workforce and given the same opportunities for advancement as others are less likely to get burned out at work, according to a Gallup survey. “The feeling of a bright future inspires employees to keep going — and feel good about it — even when it takes hard work to get there,” write Gallup’s Katelyn Hedrick and Ellyn Maese.
Changing habits and behaviors can often be a struggle, but Naphtali Hoff suggests changing your mindset first to become the kind of person who reaches personal and professional goals. “Once you’ve embraced a new identity, each action you perform will be driven by a fundamental belief that your goal is possible, and your results will improve dramatically,” Hoff writes.
Several elements can build the value of a business, including investments in employees and data-tracking tools, business blogger Chantal Bechervaise writes. In addition, Bechervaise explains how to accelerate a company’s worth through guiding values, innovation, customer care and transparency.
Four questions about business funding can foster better financial decisions and set up companies for successful exit strategies, small-business mentor Dean Swanson writes. Ask about immediate needs, costs, funding sources and transition plans, Swanson recommends.
- Managing your manager begins with saying what you need
- Managing vs Leading – Part One, most people who find themselves in a leadership position for the first time got there because they were good at doing whatever they were doing. They were then promoted to lead their former co-workers.
- Managing vs Leading – Part Two, when you’re promoted to a leadership position it would be great if leadership skills came with the promotion. Unfortunately they don’t. More unfortunately, many new leaders act as if their new position, their new title, and their new office come with an entirely new set of skills that include a new way of thinking.
- Managing vs Leading – Part Three, as you gain an understanding of the characteristics of a leader you move from the mindset of managing people to truly leading them. If you’ve been fortunate enough to experience Authentic Leadership from someone else in your organization then your understanding of those characteristics will happen quickly. If you’ve had the misfortune of working only for a boss then your transition from managing to actually leading could be much slower…if it happens at all.
- Managing vs Leading – Part Four, when people in a position of leadership merely attempt to manage their people they tend to see their people as an asset, much like a computer or printer. When someone they are attempting to manage is underperforming they think in terms of spending time on that person to bring them up to speed. That doesn’t make them a bad person or even a poor manager. It does however make them a very ineffective leader.
- Managing vs Leading – Part Five, solid management is essential for any organization with a desire for stability. Authentic Leadership is even more essential for any organization hoping to grow.
- Managing vs Leading – Part Six, there are several key differences between people who hold leadership positions and people who actually lead. As I’ve said frequently in this series people who hold leadership positions often attempt to manage their people. Leaders, whether they hold a leadership position or not, actually lead people
- Managing vs Leading – Part Seven, people in leadership positions who attempt to manage their people use their head to get good things done. They expect their people to use their head as well. They are more manager than leader.
- Managing vs Leading – Part Eight, managing things is a critical function for any business or organization. It is equally critical for all managers and leaders within any business or organization to understand that they do in fact manage “things” but that the people of that business or organization require leadership.
- 4 Ways to Leverage the Power of Thank You
- How to help employees feel happier about their payA Gartner survey showing only 32% of employees feel like they’re paid fairly is another reason employers should conduct salary audits to close gaps, be transparent about pay structure and offer benefits based on employees’ preferences, HR leaders and consultants say. “Understand that the skill set they’re hiring for and the skills that they have internally need to constantly be reviewed for what the market is bearing for those types of roles,” says Aaronde Creighton, chief diversity officer at the Leadership Circle.
Managers are facing a variety of challenges, and many say they need more resources to develop employees’ skills and better tools to communicate effectively, according to Betterworks data. “Investing in strengthening managers through tools that promote alignment, flexible goal-setting, high-quality conversations and better collaboration can yield better business outcomes while making work better for all,” writes Michelle Gouldsberry.
When faced with answering a tough question, lead with empathy for the questioner and be as honest as possible in your reply, especially if there are things you don’t know, writes Allison Shapira, founder and CEO of Global Public Speaking. Prepare for tough questions during meetings by reviewing the agenda, role-playing a scenario with others and pausing before answering when the questions arise.
-
