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• People can feel disconnected from others in the group.
• The feeling of disconnection can make reporting a one-way sharing of information versus collaboration, alignment or consensus.
• It’s easier for participants to disengage and sit quietly.
• While minutes are usually sent out afterwards, there is no “parking lot” or flip chart tracking the meeting visually for participants.
• It’s easy for people to “walk out” of a virtual meeting without being detected.
• If information is not sent out ahead of time, it is difficult to distribute during a meeting.

At the core of all these challenges is the fact that engaging participants becomes even more vital when meeting virtually, more so than in face-to-face meetings. The most important guideline you can follow for virtual meetings is to only include those things in a meeting that require real time interaction from participants.  Use virtual meetings to develop relationships, discuss problems, jointly search for solutions, make decisions, clarify work assignments, strategize and forward action plans.

• Do not use calls for reporting in! This can be done on a shared site or through written reporting.
• Don’t use calls for notices, reading reports or routine updates.
• Do have clear meeting agreements, such as:
  • Attack issues, not people
  • Manage the time allotted
  • Listen and contribute
  • Respect opposing opinions
• This means the meeting facilitator will need to send out notices, updates and reports prior to the call. Give people everything they need to prepare for a lively and engaging meeting.
• Create thoughtful agendas that tell people what will be discussed and the objective of the meeting, giving them everything they need to prepare in advance.
• In addition to preparing participants for the meeting well in advance, how you start and end the meeting matters.  Frame discussions with the purpose and complete meetings with a succinct wrap up.
• Do a roll call and invite participants to share what they want from the meeting. This goes a long way towards creating engagement.

About Alicia Marie
Alicia Marie, Founder and Managing Director of People Biz, Inc., has become a national leader in the field of leadership development. She founded People Biz, Inc. in 2000 with the intention of providing total personal and professional development solutions for individuals, teams and organizations. She specializes in creating customized programs based on desired outcomes that include learning vehicles such as training, professional coaching and consulting.

People Biz, Inc. is a leadership development organization that focuses on transformational leadership initiatives for individuals, teams and organizations. Their award winning leadership program “Leading Change” uses the fundamental principles of Transformational Leadership to not just talk about leadership, but to develop powerful leaders.  

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Through my work, and with numerous client projects over the last 20 years, I have witnessed and identified many admirable leadership qualities. However, in my experience, the ability to model and utilize candor is the behavior that best predicts high performing teams, and the single most important success factor in transformation and change. Leaders that exhibit high levels of candor produce the highest and most successful performing teams.

So what is candor?  Candor is the ability to express oneself with honesty, openness and sincerity.

The lack of candor in your organization slows down action, because when groups of people are not speaking plainly, it’s a lot harder to make good, fast decisions. When lots of ideas and healthy debate are occurring, people open up, and they learn and take action.

Lack of candor on your team kills off potentially great ideas. People don’t share their ideas in environments where it is not safe to do so. When ideas are discussed and considered, they often become improved by the group.

Lack of candor diminishes employee engagement. People engage when they feel like they are part of something bigger than themselves. When leadership is not transparent about where the organization is and where it is going, employees naturally pull back sensing/deciding that the lack of transparency means something must be wrong.  When candor is modeled, people feel like it is safer to participate and get involved.

Lack of candor costs your organization money. You will never be able to quantify this exactly; however, think about the meaningless meetings or the performance conversations you have participated in this year. How would candor have saved time and therefore money?

When I talk about lack of candor, I am not talking about malicious dishonesty – not at all.  I am talking about the inclination to hold back important comments, avoid important debate, white wash a situation or hoard information.  This behavior is a silent killer in organizations and it is alive and well in in our society, and therefore in our businesses.

Within moments of meeting someone, our brain is deciding whether they are friend or foe. We innately know if someone is being honest, sincere and open even though we may not consciously acknowledge it.   When you are being candid, it signals to others that you are open to a transparent conversation, and that you can be trusted. Candor always leads to trust.

When we learn how to be candid, we start creating a feeling of safety for ourselves and others. From this place of trust we can build deeper relationships. This is as simple as you learning to share honestly about yourself and/or to focus on the relationship before focusing on the task.

So if candor makes such a difference, why aren’t we all rushing to develop this ability? As Jack Welch puts it, “People don’t speak their minds, because it is easier not to.” In other words, lack of candor is about self-interest or self-preservation.

It’s paradoxical really, in our effort to avoid unpleasantness we actually create far more unpleasantness. In our effort to gain favor with the boss, we create distrust.  In our effort to belong and not alienate others, we end up alienating everyone, because lack of candor is the ultimate form of alienation.

You are no doubt wondering how to bring candor to the workplace, when lack of candor seems to be in our very nature. If we go back to the idea that candor generates trust, and trust leads to the experience of feeling safe, we have a good place to start. It’s all about creating a safe environment that can support candor. This is very simple, but not necessarily easy.

If you want to see more candor in the workplace you have got to build rewards around it – praise it, talk about it, set up communication feedback loops with employees, talk about the vision, and most importantly, train your leaders to model candor.

On this last point, there really is nothing soft about soft skills. Leaders have to be continuously trained in communication skills, and rewarded for their application of it with employees.  Don’t expect them to just have competency here. Identify what competencies are important, make it part of your review process and give bonuses based on those competencies. Specifically, the type of training you want to provide your leaders is:

• Listening: When people feel heard they feel it is safe to speak.
• Being a learner versus a know it all: When leaders model curiosity, employees are encouraged to innovate and share ideas.
• Giving and receiving feedback: When people understand where they stand, they are more trusting.
• Sharing openly: When people sense sincerity, they are more trusting.
• Debating issues without attacking people: When people don’t feel attacked, they listen and offer their opinion.
• Leading effective meetings: When a meeting is led well, everyone participates, and everyone benefits.
• Articulating vision: When everyone sees the big picture, self-preservation behaviors such as hoarding information are lessened.
• Managerial courage: When leaders face situations quickly, openly and directly, employees develop confidence in their leadership.

By setting the context for candor throughout your organization, and in all of your leadership interactions, you also level the playing field. You set the tone for people to be candid with each other, and candor leads to trust.

About the Author:
Alicia Marie has become a national leader in the field of Leadership Development. For over 18 years, she has coached and trained managers, leaders and sales profes­sionals on how to build lives and businesses truly worth having.

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Organizational Consultant, Deborah Huyer, shares the five key factors that successful companies do well around performance and talent management:

1. Plan for success – anticipate growth and required resources well in advance of need so that they have the talent in place, when needed, to deliver on opportunities.
2. Hire right the first time – take the time and guesswork out of recruiting by utilizing behavioral interviewing plus assessments to ensure they absolutely have the right talent in place, on-boarded effectively, to meet goals.
3. Provide ongoing coaching to ensure individual efforts lead to results, identify roadblocks to success, and develop employee readiness to support rapid growth and expansion.
4. Practice agile performance reviews to provide 360 crowd-sourced, meaningful feedback  in time to iterate and make a difference throughout the year.
5. Eye on culture & engagement – take the pulse regularly to ensure they keep a highly engaged team,  identify risk of turnover and barriers to full engagement.

About Deborah Huyer
Deborah has more than 20 years of experience in business holding roles of VP of Operations, VP of HR, organizational development and talent management consultant. A provider of results-oriented organizational coaching and consulting, she brings a rare combination of both business management experience and HR leadership, and aligning organization and people development strategies to achieve business results and enable growth.

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What do you do when you feel stuck or out of control? Not being in tune with, and aware of, the power of your emotions could be at cause.

Alicia Marie, Founder and Managing Director of People Biz, Inc., talks with Elin Barton of Ready, Set, Grit about one of the key indicators of success — emotional intelligence and how to develop this skill to build the life you really want.

Emotional intelligence is something that can be elusive for most people, but it’s impossible to get to an experience of authenticity and purpose, without first embracing the concepts. In this episode, internationally respected business and wellness coach, Alicia Marie, breaks down her process into easily followed steps.

Alicia discusses:

• Why compartmentalizing is unhealthy
• Breaking the pattern when you feel stuck
• Living by design – we’re creating something all the time
• Being your own best friend – when to give yourself the grace you deserve

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Millennials are entering the workforce in droves, and yes, they will soon become our business leaders. That’s why most of my clients are starting to ask, “How are they different, how do we recruit them, and how do we motivate this often puzzling generation?”

As with all people, if you can discover what they value, you have discovered their motivation.  Millennials value social awareness, big dreams, and a desire for autonomy/freedom. Their ideas about what “work” or what an “office” should look and feel like are different from your older employees.

Your leadership skills may often feel challenged because millennials simply don’t respond to a command/control style of management.

Millennials tend to have a strong preference for fun and relaxed work environments. They have a mindset of continuous learning, which makes them far more flexible and able to grow and adapt in the workplace. And good news, it also means team building is a welcomed experience!

According to an article in Entrepreneur, one company found that “more millennials (79%), found ‘team’ or ‘culture’ building activities in their organization significantly helped retain talent, while only 46% of baby boomers (aged 51-60) felt the same. Asked if team building was worth the time and effort, 88% of the millennial employees responded positively, versus just 76% of boomers.”  So as your talent pool begins to shift toward millennials, team building will likely become one of your more powerful tools to help manage retention and growth.

And even more good news; millennials are more interested in personal growth and seek out a workplace that better suits these needs. Some of the things that this group looks for include:

• A flexible schedule – Creativity may come outside the hours of 9 to 5. If you can also offer virtual work, this is a plus!
• Trust – Micromanagement is one sure fire way to chase your millennials away. Learn to spell out expectations and collaborate on measures of success i.e “Given your expertise I expect you to lead this project. How should we measure the success of that?”
• Flexibility – Aside from the schedule, millennials prefer to figure out their own approach to problems and make their own decisions. This is where understanding how to coach your employees becomes vital. Learning to ask your employees, “What’s the plan?” will always go over better than telling them what it is. (See “Asking Great Questions” tip sheet here.)
• Feedback – While they want to make decisions about how to get work done, millennials also need feedback (good and bad) as to how they are doing, and not just once a year.  Creating regular feedback loops, such as 1:1 check-ins and/or individual performance planning, quarterly and even monthly, work far better than performance reviews, which are quickly becoming a dinosaur. (Read “Death of a Dinosaur” here.)
• An open office space – Walls keep ideas and relationships closed off.  Millennials want to be connected. Rethink your space, environment really matters here.

For teambuilding activities to be effective with millennials, they should be high-energy, innovative, creative, interactive, collaborative, engaging, and insightful.  Some examples include:

• Social Activities – Millennials are highly interactive, and prefer opportunities to connect with others, so getting out of the office can be immediately rewarding.
• Community Involvement – Millennials want to impact the world around them.  They want to add value and make a difference.   Always be sure that has a worthwhile purpose with outcomes that actually make a difference.
• Engagement – Millennials enjoy being present and engaged. Constructing something as a team is a good idea, or using activities to focus on a problem that will require the entire team in order to succeed. Millennials love to solve problems and to come up with new approaches, so tap this energy in your next team building event.  Check out our alignment workshop where we do exactly that!

Activities to avoid:

• Sports – Managers often turn to golf, softball, or paintball as a group bonding experience. Sports tend to encourage aggressive behavior, focused on destroying the other side, while teambuilding leverages competition to drive the collective team to higher levels of success. Be sure to leverage the millennials love of competition in ways that build a strong and cohesive team, not aggression.

• Singled Out – Avoid activities in which one team member is singled out, with his or her performance independent of the rest.  Not only does this risk embarrassing and alienating the individual, but it does little to help the collective strength of the team.  Find ways to explore the individual strengths within the team, without putting individuals on the spot (such as Behavioral Assessments).

There are many reasons to celebrate this new generation of workers. They invite us into flexible thinking, challenge the status quo, expect to have a life, and invite us to do the same. It seems to me they are setting a great example for us as business leaders!

Next time you have a complaint about millennials, look in the mirror.  It’s possible that it is not them. Maybe it’s time for you to also embrace some fun, flexibility and collaboration!

About Alicia Marie

Alicia Marie, Founder and Managing Director of People Biz, Inc., has become a national leader in the field of leadership development. She founded People Biz, Inc. in 2000, with the intention of providing total personal and professional development solutions for individuals, teams and organizations. She specializes in creating customized programs based on desired outcomes that include learning vehicles such as training, professional coaching and consulting.

Sign up for our free Team Building email series here!

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Time and again, I see this struggle. A savvy business owner who seemingly has the perfect formula for success.  They work hard, manage their finances well, surround themselves with talented people, understands strategy, builds their team, focuses on efficiencies  and has a solid marketing plan, yet still somehow the business is still struggling.

A tremendous amount of energy is being expended every day, in the effort to focus on the most important aspects of their business, leaving the business owner exhausted, often frustrated and increasingly dissatisfied.

As their coach, I say things like, “What if you got 8 hours sleep every night?” or, “What if you took a regular day off” or, “What if you spent your mornings exercising and meditating?”

I follow with, “How would this impact your business?” Their response is almost always, “Yes, I would be sharper, smarter, more focused. I would make more money and save time. I would better manage my people and be more relaxed in my communications.” Yet still they hesitate.

What is this about? Why do we think we are expendable? Why do we think we have to suffer to win? What is this idea that 70% of our presence 10 hours a day is better than 100% effort for 7 hours of our day? How could we buy into the idea that feeling good isn’t important for maximum productivity? I think we have gotten used to it. We have gotten used to being stressed, overworked, tired, on deadline, surviving. I also think, in some ways, it’s easier. We can check out.

When we ignore our well-being, when we ignore our bodies cues, and when we live in reaction, we become addicted to the adrenaline (stress) needed to make it through the day. We learn to disconnect from how we actually feel. Our minds race with the next thing and the next thing, and right now somehow this moment  is never, ever good enough.

Being present requires a willingness to be still. It requires the ability to be comfortable in our own skin. Presence requires a profound ability to accept what is occurring in the moment. Presence requires an appreciation for space. Presence requires a willingness to leave the past behind and wait for the future. Presence requires your ability to BE good enough.  Presence allows for real thinking versus mind chatter. It allows for responding versus reacting. Presence allows for intuition and connection to all things. Presence allows for creativity, innovation, fun and a sense of flow. Presence allows for oxytocin, serotonin, and those feel-good emotions that combat stress and strengthen the body.

Presence allows for leadership, and not just management.  You are “Factor X”. You are very possibly the missing ingredient in your formula for success. How willing are you to handle the most important aspect of your business, YOU? How willing are you to be rested, relaxed, at peace and satisfied? What beliefs about yourself would you have to give up to regard yourself as the most important responsibility in your life? How would you have to see yourself?  Yes, you are that important!

So how do you start? My clients have discovered it starts the night before. Just get to bed on time. Getting to bed early enough so that you can wake up and exercise, read, meditate, spend time with family, prepare your food for the day and so on. Before you dismiss this as impossible, think about what you could bring to your work day, if you showed up to work every day filled with energy, presence, joy, relaxation and focus.

If you have already mastered your morning, congratulations! Now find some space in the middle of your day to stop and take some deep breaths. I am talking about closing your eyes and doing nothing but breathing for 5 minutes.

Lastly, leave your work behind each day in time to enjoy a hobby, or spend time with your family and friends. I believe you own a business so that you can have a great life. If that’s not how you are doing it, change it. You’re the boss!

Are you interested in enhancing your formula for success? Check out  Leadership Training: Being in the Flow.

Alicia Marie, Founder and Managing Director of People Biz, Inc., has become a national leader in the field of leadership development. She founded People Biz, Inc. in 2000 with the intention of providing total personal and professional development solutions for individuals, teams and organizations. She specializes in creating customized programs based on desired outcomes that include learning vehicles such as training, professional coaching and consulting. 

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The majority of our clients come to us for growth and development when they are in a big transition. Maybe they just started with a new company, launched a business, or have a fast-growing business with all the growing pains that accompany it. Maybe they are looking to retire, or have just entered the workforce.

The most common transition I see as a Business and Executive Coach is when someone is moving from a manager to a leader. Leadership and management are often used interchangeably in conversation. Yes, sometimes leaders still have to perform management duties, and sometimes managers are leading their departments or teams. I have noticed that understanding the difference between the two roles, along with the correlating competencies, supports my clients in making the leap.

During my calls with clients, we are often having the dialogue, “What’s the difference between a great leader and a great manager?”

Consider that one of the distinctions between the two is the ability to BE with uncertainty. Leaders don’t need to know it all or have all the answers. They don’t need to be the subject matter expert; they know who the knowledge experts are.

Managers execute; they get things done, they operate in the day-to-day business, often utilizing years of experience and knowledge to help their people with set goals and clear metrics.

Leaders, by contrast, make things happen when sometimes nothing is known, certain or guaranteed. They create the path forward where none currently exists. They articulate vision, play with options, set strategy, watch the market and look at the business from a different perspective than a manager would. Leaders move themselves, their teams and their organizations forward when variables, systems and outcomes are still very much un-clear.

I believe that in every organization, the presence of both great leaders and great managers is essential to successful long-term growth.

Here are some of the most notable shifts I have noticed, when a manager becomes a leader:

• A manager has to hit targets and goals; a leader has to set them.
• A manager needs to effectively train, coach and motivate the team; a leader has to influence and model good judgment, use influence and articulate vision.
• A manager answers questions and informs; a leader has to learn to ask great questions and listen effectively to the answer.
• A manager has to run the day to day operations; a leader is watching the business performance.
• A manager is often a subject-matter expert; a leader has to let go of knowing it all, and trust the knowledge experts around them.
• The primary responsibility of managers is to develop and manage people who focus in analytical depth on specific business activities; a leader’s job is to manage and integrate the collective knowledge of those functional teams, to solve important organizational problems and create solutions.
• A manager directs his team to climb the ladder, one step at a time, to get to the top of the wall; a leader steps back and asks, “Is this ladder on the right wall? Do we need to move the ladder?”

These are some of the more common pitfalls I see, when a manager is transitioning to a leader:

• Over-managing the function they know well, and not learning about the functions of the business less familiar to them.
• Continuing to manage down, many times protecting their team and resources. A leader manages outwards, upwards and across organizations, sees the effect his team is having, and makes recommendations for change for the common good of the organization.
• They get caught in analysis versus integrating business solutions. The leadership skills required has less to do with analysis, and more to do with understanding how to make trade-offs between business functions and departmental agendas, and explain the rationale for those decisions.
• They get too tactical and lose sight of the strategy. Being strategic requires that you learn to let go of the details, and the need to see immediate results. Adopting a strategic mindset has a lot to do with giving yourself space to think. This can be a very tough for someone who is used to getting their satisfaction through being busy and getting things done.
• Not being able to see that the business is a system. Managers are used to looking at the business through their area of specialty. Every system is dependent on another. Leaders need to know the principles of organizational change and change management, including the mechanics of organizational design, and business process improvement.
• Many managers are promoted to senior levels on the strength of their ability to fix problems. When they become leaders, however, they must focus less on solving problems and more on defining which problems the organization should be tackling. Leaders perceive the full range of opportunities and threats facing the business, and most importantly focus the attention of the team on only the most important ones. Leaders set the agenda and articulate priority.
• Managers are often shielded from the need for political savvy. Leaders have to find ways to align, negotiate, influence and address competing needs of the members of their organization.

If you are an entrepreneur reading this, it is very likely you are still pulled into day-to-day management, when what you really need to do is lead. Finding and developing those key managers so you can lead your business and keep growing will, at one point, be your primary point of focus. Check out our virtual training programs for managers here.

How would you define the difference between leader and manager?
And what role are you playing today?

People Biz, Inc. is a leadership development organization that focuses on transformational leadership initiatives for individuals, teams and organizations. Their award winning leadership program “Leading Change” uses the fundamental principles of Transformational Leadership to not just talk about leadership, but to develop powerful leaders.  

About Alicia Marie
Alicia Marie, Founder and Managing Director of People Biz, Inc., has become a national leader in the field of leadership development. She founded People Biz, Inc. in 2000 with the intention of providing total personal and professional development solutions for individuals, teams and organizations. She specializes in creating customized programs based on desired outcomes that include learning vehicles such as training, professional coaching and consulting.

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Have you been trying to keep your employees happy, in an attempt to keep them engaged? Equally as important, do you suspect unsatisfied employees aren’t engaged?  Think again…

Engagement can create satisfaction, but satisfaction doesn’t guarantee engagement.  In other words, you can have a completely happy & satisfied employee who is NOT engaged.

Why is that? 

• Satisfaction measures an employee’s happiness with the current job and conditions; Engagement measures an employee’s emotional commitment to the organization, including how much effort an employee is willing to put into the work. It’s the difference between “what’s in it for me?” and “what can I do to help?”
• Engagement creates an emotional investment, and making a difference in things you care about creates personal satisfaction.
• Receiving fair compensation for work is expected, so while it satisfies employees’ basic needs, it produces little emotional investment. Even compensation increases or bonuses are often seen as deserved, and produce little investment on the part of the employee.
• Likewise, an employee can be satisfied that the compensation received is commensurate with the workload, but it’s not until the work becomes meaningful that an employee will be engaged.  

 Think of it this way, energy in and energy out.  Employee Satisfaction initiatives are the organization’s efforts to have the employee feel satisfied, or the energy invested by the employer.  Employee Engagement is the employee’s efforts to contribute above and beyond what is required, or energy received by the employer.

Measuring both Employee Satisfaction and Employee Engagement can be useful benchmarks for your organization; however, if you have to choose one or the other, measure Employee Engagement. It is far more likely that an engaged employee is happy, than it is that a happy employee is engaged.

And if you’re wondering whether engagement really matters, consider this: organizational-motivation researchers found that more motivated employees produced more satisfied customers.

Here are a few other research findings about engagement:

• Help employees do the work they want to do: pay increases are nice, but removing the obstacles to an employee completing a pet project is far more valuable compensation.
• Engaged doesn’t mean happy: your most engaged employees might irritate you a bit by pushing for wild ideas or getting frustrated when favorite projects are put on hold. They may never seem satisfied – because they’re not. You want these people and their distaste for the status quo to permeate your whole organization!
• Personalize your engagement strategies: Importing programs that worked elsewhere doesn’t guarantee they’ll work for you. And what will work are projects localized to your environment.
• Tell it like it is: avoiding discussion or hiding information breeds distrust and lowers engagement. Trusting them to be adults when you communicate bad news can engender greater engagement when done the right way.
• Ask for feedback – only if you actually want it. Leaving decision making in the hands of those affected by the decision increases engagement. But if you don’t act quickly on feedback, it can have the opposite effect.
• Focus on development: change only happens if leaders are actively engaged in self-growth and effective communication. Employees increase engagement, as well, when they’re offered ways to improve themselves.
• Accountability: Report to your employees what you’re doing to address their work needs. This will make them more accountable for the work they’re doing for you. And rather than dictate orders, be open to learning from your employees. Listen to them and be sure to let them know you hear what they’re saying. This increases their investment in the work.
• Describe the road ahead: Explain long-term planning and the vision for the future. Even if things are bleak now, express hope. Helping employees feel prepared for what’s to come increases determination and motivation, while reducing knee-jerk decisions that can cripple an organization.

Would you like a partner who can support your Employee Engagement initiatives? That’s what we love to do! Call us at 512-989-2230 for a Discovery Session today.

About Alicia Marie
Alicia Marie, Founder and Managing Director of People Biz, Inc., has become a national leader in the field of leadership development. She founded People Biz, Inc. in 2000 with the intention of providing total personal and professional development solutions for individuals, teams and organizations. She specializes in creating customized programs based on desired outcomes that include learning vehicles such as training, professional coaching and consulting.

People Biz, Inc. is a leadership development organization that focuses on transformational leadership initiatives for individuals, teams and organizations. Their award winning leadership program “Leading Change” uses the fundamental principles of Transformational Leadership to not just talk about leadership, but to develop powerful leaders.  

The post Employee Engagement: Satisfaction Is Not Enough appeared first on People Biz, Inc..