Rather than a quick pass however, this will involve simple steps that need your time and attention:

Review
To move forward, you first have to look backward. Make two bulleted lists: What worked well last year? What didn’t? Ask your colleagues, employees, and clients for feedback. Keep it simple. Ask ‘What do you love about my service/product/working here and what can be improved?’ You may have a view of the P&L statement but getting an outside perspective can help you get a different view of things that is just as valid. Once you have figured out where you stand and what you’ve learned, you can get a better idea of what you want to accomplish in the coming year.

Goal Clarity
Don’t just set goals for 2022, prioritize those goals. That will help you where it makes the most sense to put your time, money, and energy. What will make the biggest impact on the success of your business? Marketing? Software? Website? Employee onboarding? Whatever you decide, ranking your goals in order of importance helps you figure out where to put your efforts and energy. Keep it visible so you can see those goals every single day. Always ask ‘who else can do this?’ because it doesn’t always have to be you. In fact, giving others a role in goal achievement makes everyone more accountable for the success of the business.

Get Feedback
Test out the goals by asking for feedback from others. Mentors, advisors, employees, partners, and colleagues, all can help you fine tune and even provide new ideas. Diverse points of view should be something you embrace in all aspects of your business, including planning.

What didn’t work or isn’t working well? Can you take action right away on those things? Then do! Why wait to fix something once you know it’s a problem? Once you manage those immediate issues, move on to the long-term items. Take the feedback and see what adjustments you can make. Ask those same folks a few months down the road if they have seen progress.

Accountability
Once you’ve got a clear set of goals for 2022, it’s time to align your actions and put some things in place to hold yourself accountable. You can keep it simple and create a calendar with milestone dates to check your progress. If you’re not getting it done and meeting your goals at these checkpoints, it’s a sign that you need to step back and figure out why and what you need to change. These goals shouldn’t be rigid. Expect to adjust throughout the year because priorities change, and businesses evolve. If you aren’t going to do this check-up monthly, make the commitment to do it quarterly.

Rather than totally closing the door on 2021 – bring the lessons learned with you into 2022. When someone is thoughtful about getting some closure on last year, and creating clear goals with well-defined actionable steps for next year, they are dedicated and excited about achieving in the coming months, and will be energized by the possibilities and motivated for success.

That person should be you.

The post Closing and Opening appeared first on Joni Daniels.

A colleague told me they discovered a problem with a sub-contractor and reached out to resolve the issue. After texts, voice mail messages, and emails, combined with confusion, worry, and then anger at getting no response, she issued the ultimatum of a deadline and a canceled contract. It was only then that she received a response: an explanation that the person was having some challenges.

So now, instead of an apology, my colleague is getting the message that her attempts to resolve a business issue with the person best suited to do that doesn’t warrant anything other than accepting their absence. This actually serves to add to her frustration.

Hiding Out 
Rather than resolving the issue, the person that is needed to solve the problem hides out. They think they are avoiding another’s anger when in reality they are fueling it. They may think they are avoiding shame or embarrassment and they are simply burying it a little deeper.

Genuine problem solving is the exact opposite of this. It’s pretty simple – when you encounter a problem, you fix it. If only it was as simple to do. Effective and open communication are invaluable skills in the workplace and sharing knowledge is essential for problem-solving. When there is no response and it seems like you are being ‘ghosted’ at work – that usually creates the exact opposite result: problem maintenance.

Frustrating as it may be to discover this – not everyone wants to share information.  Hiding knowledge is the deliberate act of withholding or even concealing information. People can pretend to be uninformed, offer inaccurate information, promise to share information or get back to you – but never do, or find excuses about why they are not engaged in solving the problem.

Why Do People Hide Out?
It could be due to a fear of losing power or the status that is achieved through knowing information. Or it could be that there is worry about being judged about what is known or not known, or that the relationship isn’t really very good. People might be hiding because there is a ‘cost’ to sharing and if those costs are personal – like shame or embarrassment – knowledge is held back for protection.  Somehow, there is an expectation that there is an advantage to be gained by hiding out.

Does hiding out protect and benefit those who do that? The obvious answer is no.

I’ve read some studies that indicate that people who hide out are less likely to be happy at work.  Hiding information can cause others to feel less safe in their jobs. It can follow that if someone is hiding out, they are less likely to build honest and meaningful relationships with colleagues. That in turn makes it harder to have a positive attitude about both work and others. While that is not good for those hiding out, this behavior frustrates and angers their colleagues, and that spreads that ‘not good’ feeling around the workplace.

Can Anything Be Done?
Hiding out and hiding information is harmful to those that do it and those that work with them, as well as bad for the workplace. It makes sense to create workplace relationships where people feel comfortable speaking openly about their concerns. That can mean regular meetings to talk about concerns and problems. Not texts or emails – meetings that provide the opportunity for conversation.

There is value to educating those you work with about the very real consequences of hiding information and hiding out. The people who engage in this behavior may not truly understand that while they think they are protecting themselves their behavior is actually having the opposite effect. Changing this kind of behavior may not be easy as some folks have had years of developing hiding into a highly developed habit, so patience is required.

Hiding out and hiding knowledge is a lot more common than you might think. The first thing to do is acknowledge reality. How many requests (emails, texts, voice mail messages) should it take for you to talk with someone you work with? Together you can make the changes that are needed to improve things.

if you are left alone, they may not like the decisions that are made.

The post Hide & Seek appeared first on Joni Daniels.

As people did less and spent less, we saw that the job market shifted and opened up. The availability of more employment opportunities has made the ability for people to act on their thoughts more likely.

So after the shock of a worldwide pandemic wore off and people took stock, many found that they now wanted:

·  A better work-life balance
·  A shifting of priorities
·  A break from monotony fatigue
·  A change in industry/employment

Translation: a lot of job seekers looking to create a life that is more fulfilling than the one pre-pandemic.

You Better Catch Up
A lot has changed in the last 18 months and things will continue to change for a while. In fact, if your workplace hasn’t changed how it attracts, hires and retains employees, you are probably falling behind AS you read this!

Every organization should be re-thinking the kinds of talent they hope to attract and in case you were wondering, Covid-19 has changed that, possibly forever. While previous positions held often required a historical perspective, it now might be more critical to understand a candidate’s non-technical, interpersonal skills. In our ever-evolving workplace, previous job titles and accomplishing goals and objectives may prove to be as essential as empathy, patience, collaborative problem solving and follow-through. The industry where those skills were developed may not be as vital as they used to be.

If there are less people to choose from for each position that needs to be filled, it may be time to look at the salary being offered. Perhaps you should be proposing something more competitive with better benefits to compete for the available talent.  Or maybe the reason you are seeing less candidates to choose from has to do with people looking to make a larger contribution and fostering a deeper sense of belonging to the culture. Or perhaps your favorite candidate is hoping for a hybrid work situation that offers both office and work-from-home time

It appears that almost everyone wants better balance.  We now know that work-from-home can work, and we can also see that some people want and need a more personal connection — and both work styles are okay. In short – people are looking for more flexibility from employers. 

Existing Employees AND New Employees
Current employees will need support in managing a changing – and maybe ‘ever changing’ workplace landscape. Bring on new employees with an understanding that the adaptable culture is the responsive workplace. Organizations will need to tailor things to an ever-evolving employer.

How and where people prefer to work will be a factor in retention, so employers who stagger work hours may find they have a hiring advantage. Assisting employees with life outside of work (child care, elder care, healthcare, community engagement, professional networks) may indicate that the employer values many of the same things that are priorities for the employee.

It means thinking about talent differently. If your organization can be (and stay) responsive, open-minded, and receptive, you will find talented, insightful, and dedicated employees.

The post Who is Happy? appeared first on Joni Daniels.

We still have aircraft dropping water and chemicals from the skies while people use chainsaws, shovels, and bulldozers to hold back the flames on the ground. The fires, however, have changed: burning hotter and moving faster.

This is also not unlike the way many managers are managing their employees right now. Even though the pandemic has created a myriad of challenges that have created a stressed-out workforce (many of whom are reevaluating how their employment fits with their values and lifestyle objectives), managers are managing the way they always have managed.

In both cases – traditional techniques are being challenged. Much like firefighters who won’t be able to protect us if they don’t address the complexities of climate change, managers are going to have a tough time attracting, motivating, and retaining employees if they don’t address workplace climate changes.

What to Do Now:
Be Hybrid – Managers had lots of data about what it was like to have a workforce on site all the time.  They now have data about what it’s like to have much of the workforce remote all the time. What they DON’T have is a great deal of data about what it’s like when they have a workforce that is hybrid most of the time.

Employees will quickly adapt to the convenience and solutions that a hybrid workplace might offer – and then from THAT data, managers can further refine an adaptive workplace.  (For example, when stores had people at the checkout stands, and then they offered self-checkout. Now customers can opt for either – depending on what meets their needs.) Data collected post wildfire indicates that discouraging development near fire-prone forests better zoning and increasing the space between structures and trees is a way to improve human resilience in combating wildfires.

Be Nimble – There needs to be a balance between going to the workplace and working from home. It’s extremely difficult when people can’t interact in person when working remotely. And there is no one to look to for a ‘how to’ on this point.

This means that leaders must embrace agile, flexible planning. Firefighting used to have a ‘season’ but with climate change, the new reality is all year long firefighters are preparing, fighting or assessing post –fire. Like managing a start-up, leaders will have to be humble, determined, and possess both patience and perseverance. Evaluation is required daily with an eye toward continuously improving.  Managers will need to stretch their creativity as they redesign learning processes, relationship dynamics, and hierarchical relations that they were used to.

Be Tougher – How will you prosper during the chaos and rise above the fray to create a competitive advantage? Chaos is a Greek word that means the combination of speed and uncertainty. With a chance that the virus will continue to mutate, time might be well spent creating a number of different post-lockdown scenarios.

Be Able to Accelerate – Due to the rapid speed of change today, who can you collaborate with to create systems that service your customers (internal AND external if things ramp up faster than you can handle? Firefighters are experiencing more frequent responses to weather related incidences, so some are teaming up with inmates who have volunteered to join firefighter programs for the incarcerated. Temporary partners allow you to join forces for the common good. It serves everyone if you can accomplish things together you would have been unable to manage alone.

Be Interested – Rather than looking at change with fear, aim to embrace change in a constructive way. Curiosity can engage people passionately in their work. Why not build recovery plans before a wildfire hits? That would allow people to implement that plan more quickly after a fire, which could reduce erosion and habitat damage.

These are all shifts that may create a totally different way to look at leadership. The Pandemic is reminding us that things change forward – not backward.

Managing AND Firefighting
Today firefighting is complicated not only by climate change but also by the coronavirus pandemic. There is always a risk and sometimes it comes down to how much you are willing to accept. I remember reading an article that pointed out that we evacuate before hurricanes and move to higher ground when threatened with tsunamis but we fight fire – because we think we can beat it.

The fires now are different. So is the workplace.

Make adjustments accordingly.

The post Putting Out Fires appeared first on Joni Daniels.

Clients who are successful managers figure out how to provide steady, realistic direction even when the strategy isn’t clear. They understand that they will aim for clarity, but when the future looks fuzzy – they will be productive.

There are things we can all do right now that can provide a good foundation for managing strategic ambiguity:

Take Practical Action
I am a big fan of the practical. Action – doing something, anything, in support of your organization’s success makes everyone feel better than doing nothing.

How can you get that feeling of empowerment? The first thing to do is to focus on what you CAN control. Deliver value every day. What do your clients (internal and external) need from you?  How can you perform better, faster, or smarter to deliver on the promise of excellent service? What matters to the mission or vision of the workplace? How can you and your team contribute to that? Where uncertainty comes, above all else – do good work.

• Make smart bets. When the strategy is uncertain, figure out what is not known. Then look ahead to what is known and what is likely to happen. What do you/what does your boss think will happen and is there something you can do today to prepare yourself, your team, and even your clients for change?

• Opt for short-term strategies. Think of it as a strategic sprint. What can you/your team do in the next 30, 60, or 90 days that will produce benefits no matter what direction the future takes?

• Develop Emotional Equilibrium.  Ambiguity pushes most of us out of our comfort zone. How can you get your emotions under better control?  To create emotional stability requires that you be intentional about the way you show up in the workplace. It might feel like playing a part in a play, but the role of a professional is to be calm, transparent, and steady. For managers, it includes focusing the team on future goals and objectives. I encourage clients to think about “the worst that could happen” and then move on to the more likely outcome. There is a good chance that the reality will not be as bad as what you think, especially when your emotions are heightened. And you now have some idea of what you can do if your worst fears come to fruition. Remember that your colleagues (and employees) are watching and taking their cues from you.

• Learn more. Be proactive and use your internal network to ask others you think are wise in your workplace for their insight.

• Communicate, communicate, and communicate.  Uncertainty can mean that managers communicate less frequently but when things are unclear, managers need to communicate even more than normal. Let colleagues know that you understand how difficult things are right now. Keeping the lines of communication open will keep people engaged and aligned until a clearer direction emerges.

The ability to not just hold on but actually thrive during periods of uncertainty separates the true professionals from the rest of the pack. You do not have to allow a lack of clarity at your workplace to mess with your confidence or performance. Even in the most ambiguous and challenging situations, you are still YOU – with all of your talent and potential. It just takes a bit of professional discipline to put yourself in a position to succeed. You can commit to taking practical action while demonstrating emotional steadiness and drawing on the expertise of others.

The post What Should We Do Now? appeared first on Joni Daniels.

In the ‘old days‘ (Pre Covid-19) managers were often chosen and promoted on their ability to obtain goals and objectives and manage and evaluate the performance of employees who could fulfill a set of tasks.  Organizations often focused on hiring managers with an eye toward who would become an effective coach.

Does that still make sense today?

• As we emerge from the pandemic here in the US, how we will work from now on has changed drastically. Many will find that the workplace has become a hybrid environment with options about how, where, and even when work gets done.
• Remote work is now part of the fabric of most working lives. This means that for at least some of the time, either the manager or the employee will be working from home. It is less likely people will be working on the same things at the same time. The focus will shift to the output rather than the process to produce the output. And the ‘Hey – got a minute’ quick informal communication and touching base after a meeting or passing in the hallway has almost vanished from view.

• Technology is more often used to work with and monitor employees. Scheduling software, team communication apps, and auditing tools will replace or augment some of the manager’s activities.

How manager’s support employees will play a larger role as employees will expect their boss to be aware of and play an understanding role as they tackle issues of mental health, stress, self-care and child care.

If managerial tasks are replaced by technology, then managers aren’t needed to manage workflows. And if interactions become primarily virtual, then managers can no longer rely on what they see to manage performance.

When the boss/employee relationship become more focused on emotional support, managers will be unable to limit the relationship to only the world of work.

What is needed from post-pandemic managers?

Now a manager who wants to be successful will need to be (more) empathic. While displaying empathy isn’t a new skill – it really hasn’t been a priority for most managers. Now we not only will look for managers to understand work; we will be looking for managers to proactively ask questions in order to really understand what their employees are experiencing.

Empathy requires a higher level of trust and a culture of acceptance and that’s a lot to ask of anyone – let alone a manager who may have been hired into their position based on totally different criteria. While it is more important now than ever, the ability to develop empathy is not difficult to acquire.

How can a manager develop (an increase in) empathy?

Understanding what empathy is and using it as a management tool are two different things. For many managers, it can feel like having a conversation that is too personal for the workplace. Whenever a client needs to learn a new skill, the answer is always – practice, practice, and practice. It’s the same with developing empathy. Allow for the opportunity to make mistakes and learn from them. Try to keep in mind that acquiring these non-technical, interpersonal skills is more like a dimmer switch on a light than the typical on-and-off switch. Acquiring a new skill is rarely instantaneous.

To develop empathy, try these suggestions out:

• Start with having conversations where you listen and ask questions to develop a deeper level of understanding. Be curious.
• Focus on listening rather than problem-solving or offering an opinion. 
• Give your whole attention (no phone or computer screen).to the person
• Engage with people who are different from you.

The organization that supports its’ managers in their efforts to become (more) empathic will see improved engagement and performance of their workforce. That’s smart business pre AND post pandemic.

The post The Most Important Post-Pandemic Management Skill appeared first on Joni Daniels.

He: The Governor says we don’t have to wear masks.
She: The owner of the restaurant doesn’t care about what the governor says. He won’t let us in his place to have dinner if we aren’t wearing masks.

They then proceeded to argue about who was more ’right’ – the Governor or the Restaurant owner and the man who wouldn’t comply and the woman who seemed fine with complying.

I’ve noticed that a consequence of the Covid-19 pandemic has been the proliferation of hyperbole – in the news media, on the Op-Ed page of the newspaper, and among colleagues and friends. Whether we should wear it or not – masks is the latest battlefield.

Seriously?
Yes – seriously.

You are probably tired of arguing/talking about masks. I know I am. But I wanted to write about it this month because more of us are getting vaccinated and getting out in the world to live our lives among others. I’d like to talk to those of us who don’t want to wear masks and see it as an unnecessary submission.

While I’m not a fan of mandates generally speaking. I understand the reason for mask mandates. I wear a mask because I’m responsible to vulnerable members of my family and vulnerable members of society at large – and that might be you. In the last 16 months, not taking responsibility appears to have led to the spikes in coronavirus cases that led to people becoming infected and so many dying of Covid-219 complications. I get that it might be an inconvenience to put a cloth covering over your nose and mouth, but taking personal responsibility is about the greater good, not about what is good for only you – or only me.

I don’t want to be accused of ‘Covid-19 Theater’ or fear mongering. I don’t think we have to argue about wearing masks. Masks are not a danger. They may be inconvenient and for some – uncomfortable – but they are not a threat to anyone.

The folks who work in stores, restaurants, airports and train stations are not allowed or encouraged to debate with customers about mask wearing. Part of their job now is to enforce the rules regarding mask wearing as set by their employer.  To argue about it with them just makes their jobs harder. And it can annoy other customers.

Lastly – it doesn’t change anything. Those folks whose job is to interact with the public in public places don’t make the rules and can’t change the rules.

The owner of the restaurant isn’t going to call the Governor so they can have a discussion about masks and talk about whether or not it makes sense to ask people to wear them indoors, in his place of business. The owner has made the decision: mask wearing at his place of business will make people safer because not everyone has been vaccinated.

Some folks will tell you that masks don’t work to prevent the spread of Covid-19. I’m not sure exactly what data they are looking at, but a well fitted (snug, covering mouth and nose) mask that is made of multiple layers can effectively curb the transmission of the virus. Masks are part of a comprehensive strategy that includes social distancing and being outdoors. Airborne transmission is the dominant route of infection. Masks may not provide complete and total protection against droplets but they significantly curb the rate of infection. Like an umbrella in the rain – it doesn’t mean you won’t get wet at all if you use one but you will get less wet than if you don’t use an umbrella in the rain at all.

While amusing at first, I don’t really find much funny about fighting the invisible and dangerous COVID-19.  It’s a goofy debate.  I admit that I don’t understand why someone might consider a precautionary measure against an invisible and potentially dangerous airborne virus an infringement on their rights.

I have the right NOT to contract a highly contagious disease from you. If you aren’t going to get vaccinated, not wearing a mask makes you appear highly inconsiderate – and maybe a little selfish.

A word about those folks who cite obscure studies or unverified reports that they read on the internet: there is almost no gatekeeper on the internet. Society once had a carefully controlled flow of information that dictated the narratives that shaped our national conversation. No more. We now have platforms that provide us with limitless unvetted questionable-quality information. When it comes to masks, if you don’t trust the WHO, the CDC, or NIAID, talk to your doctor (the professional you pay to provide you with trusted medical advice. Look at how easily people can be duped HERE!

Wearing a mask while inside, in public places keeps everyone safe, because we don’t know who has and who has not been vaccinated.  Doing this simple thing for your community is an indication that you care about the health of your community.

Rather than argue about whether to wear a mask when you go out, argue about a popular topic. I’ve found a few for you to take on HERE.

Just grab a mask to wear on your way out.

The post Masks Don’t Require a Fight appeared first on Joni Daniels.

Worrying usually comes from our desire to control our environment and outcomes. The more we try to control things however, the more we worry and the more we worry, the more anxious we become.

While it is good to acknowledge that we do have control over some things in our lives (the effort we put into things and our attitude) it is not healthy to think that we are totally responsible for every outcome. When we worry about the things we cannot control, the energy we put into our mental health gets depleted. It is a waste of our time and can lead to blaming ourselves.

If you think you are responsible for the gravity that causes the waterfall to actually fall, think again!

We do not have to resign ourselves to doom by scrolling and pessimistically worrying about all the possible negative outcomes that might be ahead. We can take control of our mind and develop some habits that teach our brain to think differently. While it may not change our first impulse to worry, it may be the next best thing.

Look at where you HAVE control and find balance.
We can remind ourselves about what IS in our control and what is NOT in our control. You cannot control the direction of a waterfall, but you can create a structure to manage where it flows.  You cannot control illness, but you can prevent how well you manage your own health. You can give your employees the support they need to be successful, but you cannot make them succeed. You can tell your clients the best solution for their needs, but you cannot make them purchase it.

While we cannot always find the control we would like, there is usually some control we DO have. You cannot control the person who creates friction, but you can change how you deal with them and the frequency and medium that you must interact with them. Finding where your control lies is empowering.

Aim for influence rather than control.
It is really hard to sit back and watch situations and people that make us uncomfortable or that we view as wrong. We worry about someone being angry. We worry about what returning to work will really look like. We worry about what will truly change in the next few months.

I know something for sure: we cannot control others. We can however share our observations and concerns (once – repetition tends to be seen as nagging or begging which are rarely effective in getting someone’s attention. What gets their attention is your nagging/begging!).

We can however change our own behavior. Through THAT, we may be able to influence someone to change their behavior. We can also focus on the positive rather than the negative. There can be genuine praise and appreciation for diverting the water from that waterfall to a better and more useful location. Worrying less about what we cannot control is a stress reducer – something we can all use more of right about now.

And when you stop worrying about things you cannot control, you will enjoy better relationships, less stress, and more success.

Practice
There is evidence that those of us who have a balanced sense of control are generally happier. If that is what you are after, focus on building a mechanism to divert the water flowing from the falls rather than cursing gravity. When we reduce the amount of time we spend worrying and trying to control so many aspects of our lives, we can use that energy to devote to the things we CAN control.

We can then sit back and appreciate the waterfall, how it flows, and how much less wet we get!

The post How to Make a Waterfall Reverse Course appeared first on Joni Daniels.

How well we have managed our work relationships is often viewed as how well we are heard and understood. The challenge is that the ability to listen well is usually not practiced in the best of times and it can totally fall by the wayside when we are under stress and our lives are compounded by uncertainty and major challenges. When we are stressed we actually become more rigid, not more flexible or creative. We tend to retreat into ourselves and become easily distracted. We might even get overly critical or analytical in an attempt to control conversations when everything else in life seems so uncontrollable.

Sadly, we end up feeling disconnected and even aggravated at the time we need each other the most. And for better or worse, virtual platforms such as Zoom, GoogleMeet, FaceTime, and WebEx (in addition to a ‘plain old’ phone conversation) now provides us with a captive audience and the singular chance to really listen to others.

Not Just Quiet

Listening in NOT just being quiet and letting someone else talk. The ability to listen well is critical to interpersonal success but it is often one of our weakest professional skills. We are groomed, trained, and taught how to speak and make presentations. Applause usually goes to the person who has the spotlight – the one who makes the most persuasive argument, gets the most air-time, or makes the splashiest point gets attention. We are rarely asked to focus our efforts on listening. Very little attention is given to the person who exhibits multi-faceted listening skills.

Ironically, poor listening skills are a common cause of miscommunication, misunderstanding, low productivity and employee disengagement. I’ve done hundreds of team problem-solving simulations where the person with the critical piece of information or the correct answer that would help resolve the problem the team was trying to solve was not listened to.  Not listening results in a one-hour meeting taking two hours!  When I’ve asked what the outcomes of a meeting are – sadly, few people could identify them.  People weren’t listening; they were simply waiting for the speaker to stop talking.

What Is Needed

Most of us can identify what makes for a poor listener. It’s the person who is looking at their phone and not at us when we talk. It’s the person who interrupts.  It’s the person who is dismissive, patronizing, or challenging. But simply not doing those things doesn’t make you a good listener.  Listening is a very complex set of skills. And luckily, those willing, can learn them.

First and foremost, you have to want to listen. That means that you have genuine respect for the person talking.

You also have to pay close attention to what the other person is saying. People don’t always say exactly what they mean, so the listener may have to determine the speaker’s intention. It’s helpful not to always take things at their literal meaning. And, there may be non-verbal signals like eye-contact, head nodding, and facial expressions (all the more challenging to decipher with Zoom).

Asking questions can help further determine a speaker’s intent and allows listeners to get further clarification.  This can prevent the risks that flow from miscommunication and unchallenged errors.  Effective listeners use paraphrase and summary to link and connect what people are saying in meetings.

Make It a Priority

When we are stressed and juggling multiple priorities, it can be a challenge to remember to listen well. It’s tempting to jump in with your opinion, rush people to an answer, assume you know what someone is going to say, or misunderstand someone’s meaning.  In a virtual platform, trust and rapport are harder to establish and maintain.  We can all get better at listening with focus and practice.

While most of us have too much to do to conduct a post-conversation quiz, it’s often beneficial for there to be a review and summary of key take-aways, action items, deadlines, and learnings.

To Be a Better Listener:

– Get rid of potential distractions: phone, emails screen, window
– Don’t try to ‘multi-task.’
– Be fully present. Instead of letting your mind wander, give the conversation your full attention.
– Don’t interrupt. Let the speaker finish. Focus on what they are saying, not on what you’d like to say when they are finished speaking. .
– Listen with your eyes and pay attention to the non-verbal aspects of the conversation, such as gestures and facial expressions.
– Use small signals and signs such as nods, smiles and ‘mm’ or ‘yeah’ to show your attention.
– Ask questions to clarify what has been said. Check you have fully understood both the speaker’s meaning and their intention or purpose.
– Demonstrate you have understood the speaker’s feelings about the topic and acknowledge that through skillful paraphrasing, using your own words.
– Leave time to summarize, review and list key take-aways from a conversation before moving on.

When someone has their microphone on mute in a virtual meeting, it’s annoying because you are missing their message. That’s when you can’t listen. When you don’t listen, you don’t just miss out on the message – you send one of your own – of disrespect.

Perk up your ears!  Listening is easy to do and improves how you are seen.

The post Perk Up Your Ears! appeared first on Joni Daniels.

In 2018, 22% of Board Directors were women; women of color accounted for only 4% of Board Directors in the Fortune 500. In 2019, according to Catalyst, (the global non-profit that works to help build workplaces that work for women) there were no all-male Boards in the S&P 500! All of the companies have at least one woman director. S0 – progress.

There are many organizations that intend to help women get on Corporate Boards. These organization are made up primarily of women and I urge you to examine them and the number of women they have assisted in getting on Corporate Boards (annually), how long the campaign for each woman took to achieve success, and what percentage of their membership accomplished that goal.

Here is my (admittedly anecdotal) take on the topic.

Joining a Corporate Board should be strategic career decision. Ask yourself “How does joining a Corporate Board align with my career goals?”

PRO
A Corporate Board seat is a chance to display your expertise and also learn through the exposure to the tactical, legal and business issues that a Board deals with. It offers opportunities to improve your understanding of corporate strategy and decision making. And depending on where you land, you might learn about a whole new industry.

A seat on a Corporate Board can provide a chance to learn from fellow board members and corporate management. The opportunities for networking are huge. Developing good relationships with Board colleagues can increase your professional reach in ways that can have big future pay offs.

Joining a Board can provide financial benefits through compensation, stock awards and extra payments for meeting attendance and committee service.

CON
Being a Corporate Board member is not all sunshine and rainbows! There is an expectation that you make a substantial time commitment (anywhere from 20 to 40 days a year per board) including governance and committee needs. Add in time for travel to and fro in addition to preparation, committee work, research, reviews of strategic items, and getting up to speed on the company and its competitive environment – it can be much more than you bargained for.

Board members are exposed to legal liability stemming from decisions made and action taken as a company leader. You have a fiduciary responsibility to act in the best interest of the shareholders which means you might be vulnerable to being sued. While Board members are usually protected from financial liability – it can be a highly stressful experience.

IT’S FOR ME
If you have given this a great deal of thought and decided that you want to pursue a Corporate Board seat, here are some things you can do:

Get a Megaphone – Promote yourself. Let others know about your contributions, expertise, the value you’ve created in your professional endeavors, and let people who ARE on a Corporate Board know that you want to be on a Corporate Board.

Cultivate Relationships – Executive leadership is an uber-networked world and most of the Board members I know have earned their positions through existing connections. Reach out to folks you know that are already on the Board of a company where you’d like to serve. Reach out to executives you know who may be able to connect you to executives they know. Look for things you have in common: similar causes you support, the same alma mater, or serving on nonprofits in the same sector. LinkedIn can be a good tool so keep all your contacts current, and start posting.

Have Expertise – Expertise in needed or new areas like cybersecurity or AI gets people’s attention. Those who know the ins and outs of analytics or developing supply chains are attractive to a Board seeking to access that expertise.

Baseline Entry Requirements – Boards oversee how a company is run so the expectation is that the Board members have that necessary background. Corporate Board members either need to have run a company or have been responsible for running a division of a company that is large enough to have a sophisticated P&L sheet. While membership on a nonprofit Board is useful in showing an understanding of the role of the Board, it is not seen as similar to running a for-profit company. There may also be a requirement that you purchase stock. (Depending on the company that can be a sizable amount of money)

Serving on a Corporate Board can allow an unmatched professional experience. Even more important, you can make contributions to the success of an organization.

Best of all, once you get on a Corporate Board, you can hold the door open and invite other women to become a member.

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