Estimated reading time: 4 minutes

Today’s article is a friendly reminder that leadership and management are different. Management is a discipline that has five functions: planning, organizing, staffing, directing, and controlling. Leadership is defined as the ability of an individual to influence. 

Using these definitions, everyone can be a leader. Let me say that again, everyone can be a leader. Yes, of course, organizations want managers to be leaders. But not all leaders will have the job title of manager. That’s okay. Because management and leadership are not interchangeable terms. And we don’t want them to be. 

More importantly, management is not secondary to leadership. That’s the reason I wanted to write something about leadership and management. I see people using the word leader like it’s superior to the word manager. You’ve probably seen it too, but here are a few examples I found on LinkedIn:

“For the last couple weeks, I’ve been refocusing with leaders on whether we should stay at our level, or we should play down a level (essentially doing our managers’ roles).” 

“This is a leader’s toughest discipline…letting go and trusting your team.” 

“When I talk to managers – I get the feeling that they’re important. When I talk to leaders, I get the feeling that I’m important.”

Comments like these send the perception that leaders are better than managers. That leaders are above managers. And that if you’re “just an employee”, you have no influence on the organization. Which simply isn’t true. Or at least it shouldn’t be true. 

I love a good motivational quote as much as the next person but creating platitudes about leadership can be very harmful to individuals and organizations if they’re not presented in the right context. In essence, these quotes make it sound like only people with high level job titles are leaders. And everyone else is … well, they’re not. It can also keep organizations from developing employees with leadership skills because they’re not what is considered a leader in the organization. 

I’m sure that the intent of these leadership quotes isn’t to hurt anyone. They just want people to focus on making others feel respected. There’s absolutely nothing wrong with that. We all want to feel that way. But that’s not a function of management or leadership. 

Organizations need managers. The functions of management are important to business operations. We need people who can effectively and efficiently plan the work, organize the work, staff the operation, direct the work, and control resources. 

Managers should be able to lead. The reason we often combine management and leadership in the same sentence is because to be a good manager, you need to be able to influence others. Managers should be able to influence the planning of work, the allocation of resources, and the direction of work. 

Managers shouldn’t be the only leaders in the organization. We regularly talk about the value of employee feedback. Ideally, employee feedback should be able to influence the organization. That’s called leadership. Employees can influence the way things get done. 

Employees who can influence are candidates for management opportunities. Organizations often look at employee interactions to determine if they’re ready for positions of greater responsibility. Employees who show they’re able to influence the organization could be great candidates for a supervisory skills or management development program.

Again, I think we need to be careful about using management and leadership as interchangeable terms. It could become difficult to explain performance. For example, if the organization doesn’t differentiate between leadership and management, how do you tell a manager that they’re doing a great job as a leader (but not as a manager)? Or vice versa – how do you explain to someone who does an excellent job of influencing that they’re not ready for management? 

As a human resources professional, saying that you’re working with the senior management team does not imply that you’re in some sort of unimportant role. We don’t need to say we’re working with the “leadership team” to be important. As HR professionals, we do need to be able to explain what leadership and management are and coach people on how to achieve their leadership and management goals.

Image captured by Sharlyn Lauby while exploring the streets of Gainesville, FL

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Estimated reading time: 3 minutes

Like the title of this article says, a manager’s role is to identify, hire, and train their replacement. Think about it. If a manager takes their role seriously, then they are constantly searching for talent. They are encouraging employees to learn. They are sharing knowledge by coaching and mentoring. And they are supporting employee growth and development. Isn’t that what organizations want from all their managers?

It does mean that managers must be willing to give up control, power and authority to their employees through delegation. However, empowering employees to make decisions doesn’t mean the manager has abdicated their responsibilities and made themselves dispensable. In fact, quite the opposite. Managers who develop their teams to the point where they can delegate are in a position to showcase their talents to the rest of the organization. 

Consider this: managers who are afraid to delegate and let their employees have control over their work will never get tapped to do “cool stuff” within the company. You know what I’m talking about. They can’t lead the special project that gets the attention of senior leadership. Or be a part of the committee that’s working on the next “top secret new product” that everyone is excited to learn about. Wanna guess why the manager won’t get asked? Correct – because they don’t have anyone around to do the extra work within the department. They don’t have employees who can function on their own while the manager is off doing other stuff. 

There are some people who believe that current employees should not be involved in the selection and hiring process for their replacement because they can potentially spread negativity to the new manager. It’s a valid concern. And I agree, disengaged employees might hurt the process. But that’s not a reason to change the goal. It is a reason to find out why those employees are disengaged and fix it.

The goal remains the same. Managers should find, hire, and train their replacement.

When managers make it their goal to find their replacement, then the employee who does eventually replace them, will already understand their goal. The manager’s “goal” perpetuates throughout the organization. And who doesn’t want an organization where people are constantly searching for the best talent, so they can train and develop them to assume positions of greater responsibilitywithin the organization?

Managers need to have the goal: find and train their replacement.

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Estimated reading time: 4 minutes

Feedback is an essential part of the business world. Organizations solicit feedback from customers all the time, so it makes sense that they would also solicit employee feedback. Human resources is often involved in gathering employee feedback, but managers play a significant role as well.

I realize managers already have a full plate of responsibilities. It’s possible they might push back on the task of gathering feedback saying, “I don’t have time for extra meetings to gather employee feedback.” Truth is…managers have already conduct activities that are perfect for soliciting employee feedback. Here are seven examples of regular activities that managers already do that they can use to get employee feedback:

1. Onboarding: Managers are responsible for setting new hires up for success. They should use onboarding time to ask new hires their perceptions of the organization and the things that the manager can do to help the employee be successful. One question managers might want to ask is “What’s one thing your last employer did that you’d like to see here?”. 

2. Department Meetings: Don’t forget that the department’s regular staff meeting can be a valuable source of employee feedback. Typically, the meetings are held on a regular basis, so no extra scheduling is necessary. For example, managers can ask the team what they would think about a procedural change.

3. One-on-One Meetings: Even if your organization doesn’t have formal one-on-one meetings, the concept of regular meetings with an employee happens everywhere. Managers can use the meeting as an opportunity to ask employees about their goals and career aspirations. Including a stay interview question like “Tell me one thing you like about working here.” could be valuable.

4. Performance Reviews: Regardless of your company’s opinions of the annual performance review, at some point, managers and employees must discuss performance. Managers can use this discussion to solicit feedback about their own performance. A common question to include might be “Name one thing I can do to help you achieve your goals.”.

5. Training: Many organizations are using training sessions to build camaraderie and recognize employees. Managers can set aside some time during training to engage in a group conversation. Or they can take the group out after training for some celebration and have a little work discussion. One question managers can pose to the group is “What can the company do to make sure training information is retained?”.

6. Surveys: Yes, there are the traditional employee engagement surveys managed through HR, but today’s technology allows organizations incredible flexibility when it comes to surveys. Managers can send out one question pulse surveys that provides fast feedback. A note of caution: while surveys are a great way to get feedback, organizations should be aware that survey fatigue could impact results. 

7. Offboarding: Just as managers help employees enter the organization successfully, they do the same when an employee decides to leave. Many companies conduct exit interviews, giving employees the opportunity to discuss their employment experience. Managers can spend time with the employee as well asking them the reasons they left and possibly if they would consider returning in the future.

Managers are right – they do have a lot on their plate. But, since they have so many interactions with employees, they also have the opportunity to ask for feedback. Even if it’s just one question. The information they could receive would be incredibly valuable for the manager and the organization.

Organizations are missing out on valuable information if they don’t create a culture where asking and receiving feedback is encouraged. Probably the only thing worse than not asking for feedback is when organizations ask … employees provide feedback … and nothing is done with the information. Even if the organization isn’t able to act on the feedback right away … and letting employees know that … is better that receiving feedback and ignoring it.

Image captured by Sharlyn Lauby while exploring the streets of San Antonio, TX

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Estimated reading time: 3 minutes

The world of work is changing. I’m sure this isn’t a surprise. As a result, organizations are looking for ways to redesign jobs. And that can be a challenge.

Let’s say the organization is introducing a new technology. As a result, some of the things that employees were doing manually, they don’t need to do any longer. The technology will handle it. We’re not talking about layoffs. The organization still has work to be done. The new technology might take away those manual tasks and add new ones. Or the organization might want managers to delegate some of their responsibilities so they can spend more time coaching employees and increasing performance.

The organization needs to reassign work tasks and how the organization assigns those tasks is important. If they randomly just say, “Hey you … start doing this …” that could lead to less-than-optimal results. That’s where job enrichment and job enlargement come into the discussion. 

Job enlargement is when an employee is given additional tasks that are similar to what they currently do. Basically, the job becomes larger. The advantage to this strategy is that it can help with reducing boredom and repetitive work. An example might be in a call center where a customer service rep who only spent time answering phones is able to answer customer email inquiries as well. 

Job enrichment is giving employees additional responsibilities, still closely related to the work they do. For example, an accounting clerk who used to organize expense reports for a manager to review and approve, might now review the expense report for accuracy. Then the manager is simply a double-check. This option is great for skill development and getting employees ready for future opportunities. 

You can see that there’s a benefit when redesigning work to strategically shift responsibilities and increase productivity, develop employee skills, and overall improve the operation. That will not happen if the organization just randomly gives out work tasks to simply get something off their plate. 

So, when organizations are looking at work assignments, before they just assign it to someone, take a moment to ask a few questions:

• Is this task something that changes the systems in the organization? If so, it might be more aligned with job enrichment. And it could make sense to map out how the new process would work. 

• Would we need to offer additional training / education to the employee? Even if it’s only minutes or an hour, organizations need to be prepared to offer support with new assignments.

• Does the organization have a plan in place for peak operational times? It’s great to enlarge jobs, but if the organization enters their peak season, employees might not be able to maintain productivity and customer service. 

The answers to these questions can help decide the best way to reassign the work and set employees up for success. Also, if we use the example above with the introduction of new technology, it can help with the implementation. The last thing the organization wants is to spend a lot of resources introducing a new technology only to have it not work as planned … because employees weren’t prepared to make the shift in their work. 

Job enrichment and job enlargement are options to help organizations redistribute the work successfully. Organizations should use them thoughtfully to benefit employees and the business. 

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Estimated reading time: 4 minutes

Our wellbeing is important. A big part of that is sleeping well. So, it only makes sense to examine how we wind down at the end of the day. Good evening routines lead to good mornings and so on … 

Some of the activities that we do as a part of our morning routine could also be part of our evening routine. For example, including an element of fun. However, there are a few other considerations. Here’s a list of ten activities to think about when trying to create or improve on your evening routine. 

1. Figure out how much sleep you need. This is going to vary by individual, but all of us should know how much sleep we need to be our best the next day. Are you going to get that amount every single night? Probably not. But should we try to get that amount on a regular basis? Yes, we should. 

2. Identify your ideal sleep environment. I think this might be one of the reasons that people say they never sleep the same when they’re traveling. Because at home, they have their ideal sleep environment – the room is the right temperature, the bed and bedding are exactly the way they like it, and the ambient noise is something they’ve become used to. Take time to identify your ideal sleep environment. 

3. Evaluate if using a sleep tracker makes sense. Sleep tracking is quite popular, whether it’s using an electronic device or just making note of it in a journal. It’s possible that by tracking our sleep, we might learn a few things about ourselves that would be helpful in creating the right sleep environment (see #2). 

4. Decide how much screen time you want before bed. Personally, I try not to look at the news before bed. It will be there in the morning. But I’m totally fine with playing an online game – usually one that’s low key and not very competitive so it doesn’t interrupt my sleep. 

5. Find something fun to end the day. Speaking of games, it might be fun to work on a puzzle or read a book or something completely different. Maybe listening to your favorite music. Ending your day with a fun activity can clear your head and help you have a good night’s sleep. 

6. Consider journaling. In the past, we’ve talked about journaling to express gratitude and record our career accomplishments. Journaling could also be a great way to let go of any “stuff” from the day and enjoy the rest of your evening. 

7. Think about evening beverages. I’m going to lump all the beverages into one category – caffeinated, alcoholic, etc. Again, every individual is different but knowing how beverages affect your sleep is important and something to consider. I love a cuppa tea before bed, and it really helps me relax. But I’m careful not to drink anything caffeinated. 

8. Determine if you want to include any physical activity. Typically, I exercise in the morning but sometimes, I like doing some light stretching before bed. Everyone is different so decide what works best for you and helps you sleep well, and wake refreshed. 

9. Practice self-care. I’m not into big elaborate skincare rituals but I do try to use some sort of night cream / moisturizer both in the morning and evening because I find it to be beneficial. Oh, and this brings up one more thing. I’m very careful about scented products because I want the scent to be something I can tolerate all night. 

10. Remember there will be days when you can’t do it all. When I’m traveling, I don’t get to do all these things. Sometimes, when Mr. Bartender and I go out to a movie or show in the evening, I don’t get to do all these things. That’s okay. I focus on the ones I feel are most important to helping me sleep well and enjoy my full evening routine the next night. 

I hope this list is a reminder that getting a good night’s sleep matters. And a lack of sleep can impact our work and our relationships. According to a study from the Sleep Foundation, insufficient sleep has an estimated economic impact of more than $411 billion each year in the United States alone. One thing that can help us get better sleep is to think about our evening routine and the activities we can do to make it better.

Image captured by Sharlyn Lauby while exploring the streets of Fort Lauderdale, FL

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Estimated reading time: 4 minutes

If you haven’t seen it, the 2026 Edelman Trust Barometer reveals that 70% of individuals are unwilling or hesitant to trust someone who has different values, facts, problem-solving approaches, or cultural background. Creating trust is hard. Restoring trust when it’s been broken is even harder. But trust can be improved. Whether you’re an individual or an organization, here are a few things you can do. 

1. Have an ethical compass. I realize that ethics might have a level of subjectivity. What I believe is unethical, someone else might feel is fine. The good news is that most organizations and professional associations have ethical standards that we can turn to for guidance. Ethics help us define appropriate behavior. Inappropriate behavior erodes trust. If we want employees, managers, and organizations to act ethically, then we need to know their ethical standard and hold them accountable to it.

2. Know when to confront an issue and when to let it go. Everything isn’t meant to be a battle. Sometimes people say things just to see if they can “push a few buttons”. Knowing when to ignore someone’s antics is important. Equally important is knowing when to stand up for something. Just because someone is a client, customer, manager, or co-worker doesn’t mean they shouldn’t be held accountable for their actions. People do not have to be shamed publicly but they do need to account.

3. Respect people even when you disagree with them. I believe it’s possible to hold someone accountable and still be respectful. Accountability is not a form of punishment. At least, it doesn’t have to be. When we disagree, we can still express our differences in a respectful way. If we find ourselves constantly disagreeing, then we might need to make some other decisions. But even then, we can treat each other in a respectful fashion. 

4. Keep confidential things confidential. And when you can’t, tell the other person in advance. People want to know that when they say, “Let’s keep this between us.” that the other person will respect their wishes. Now I will admit, this can be especially challenging in human resources. If someone says something like “I’m being harassed.”, HR cannot keep it secret. But they can tell the person why they can’t maintain confidentiality. Building trust is about being honest. 

5. When your views change, let others know. I’m not saying that people aren’t entitled to change their mind. If your position on something changes or evolves, let those who need to know…know. Let’s say you’re a manager. What’s confusing to employees is when the manager has one opinion on Tuesday and a different one on Wednesday, with absolutely no conversation in between. They don’t know what the manager stands for. More importantly, they don’t know when the manager is going to support them. 

6. Be organized and follow through. If I had a dollar for every time someone said, “I’m going to send you…” or “I’m going to do this…” – but they don’t – then I’d be rich by now. I’m sure you know people who do the same thing. Building trust is about doing what you say you’re going to do. If you say that you’re going to send something…send it. If you promise an employee something, do it. They expect you to keep your word. 

While I hope this list is easy to read, it’s not an easy to do list. I don’t know that any of us will be able to simply check these actions off like a grocery list. It will take time and regular reminders. But it’s worth the effort because our trustworthiness is too important. 

Image captured by Sharlyn Lauby while exploring the streets of Orlando, FL

The post 6 Ways to Improve Trust in the Workplace appeared first on hr bartender.

Estimated reading time: 3 minutes

Regardless of what’s happening in the job market, organizations should be still focused on hiring, engaging, and retaining the best talent. With the emphasis on retention. No organization wants to spend valuable resources hiring talent only to have them leave within weeks or months after their start. 

While it’s an older study, I do find this statistic from Korn Ferry to still be applicable today –  98% of executives said that onboarding programs are a key factor in employee retention efforts. It only seems logical if an employee starts their employment off well that will set them up for success with the organization. And success can translate into retention. 

This is where preboarding comes in. It’s probably safe to say that most organizations conduct orientation and some form of onboarding. Preboarding is that period between when a candidate has accepted the job but hasn’t started yet. It’s not long – maybe just a couple of weeks. But this time can be valuable in building positive work relationships and setting new hires up for success. Here are five components to consider in creating a preboarding experience.

1. Establish the purpose. Since preboarding time is limited, organizations should be intentional in what they are trying to accomplish. Onboarding programs in general are designed to welcome new hires and help them to become productive. Preboarding activities should align with the goal of the program. Everything does not have to be in a preboarding program. 

2. Develop a communications plan. Once the candidate accepts the job offer, organizations should let them know that they will be sending some communications over the span of a couple of weeks. Let candidates know that the communications are designed to make their transition to their new role successful. 

3. Create excitement. One of the most exciting aspects of joining a new company is getting to meet the new team. Preboarding activities should create some excitement by including welcomes – maybe a video from the CEO, a card or email from co-workers, and a quick check-in from the hiring manager. 

4. Inform. Don’t overwhelm. Candidates have a lot going on during the preboarding time frame. They could be trying to wrap up projects at their soon-to-be former employer and they’re getting ready for their new role. Preboarding activities should be easy to consume like watching a quick video, reading an FAQ, or completing a form.

5. Set expectations. New employees want to know when certain activities will happen such as getting paid, signing up for benefits, etc. Use preboarding as a way to set expectations with employees regarding those activities – especially if they don’t happen on the first day. Telling employees when to expect things says that the organization hasn’t forgotten about them.

The good news is today’s technology solutions are well-equipped to help organizations facilitate preboarding activities. It could be a video call or automated series of emails from an onboarding software solution.

Preboarding is a great activity to stay engaged with candidates before they become employees. Think of preboarding as a “bridge” between the candidate experience and the employee experience. It can also serve as a way to reduce incidents of “ghosting”, where candidates disengage with the organization. Unfortunately, sometimes organizations don’t find out that they’ve been ghosted until it’s too late.

Preboarding is a small part of the overall onboarding experience. But when designed thoughtfully, preboarding can provide a big impact to help new employees feel welcome and engaged.

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