25 Jul
[email protected] Leadership, Success

Happiness = Success

Happiness is the precursor to success, not merely the result.
—Shawn Achor

It’s not news that the workplace happiness factor impacts performance and achieving results, and it’s something that we as leaders continually struggle with.

Not everyone is motivated by the same thing or enjoys the same styles or environment. For example, we’ve worked with many individuals and teams over the years and found that while some like to be publicly recognized for their contributions, others were mortified. We also learned that some team members wanted daily touch points/check-ins, while others were quite happy when communication happened based on the need for updates or when issues arose.

So what’s a leader to do?

We obviously need to invest time in our staff. Do you know what motivates each team member or how they prefer to be communicated with?

Make sure each employee knows they are appreciated; let them know how what they do contributes to the bottom line.  So many teams do their job, and do it well, but do not understand how they satisfy the needs and wants of the customer/client, or even the workplace as a whole.

Employees want to know that what they do makes a difference.  They want to hear what they’re doing well, and when delivered in an honoring way, they want to know what they could do better.  Don’t neglect providing consistent feedback; we suggest minimally incorporating monthly one on one time. (That means actually scheduling it and putting it on your calendar!).

Money has been found to be a short term happy factor. Instead, employee engagement, the ability to be heard, to be part of the decision making process, and feeling they have purpose makes the difference.

This all leads to self motivation, inspiration, and employee engagement with the overall sense of feeling good, and

Feeling Good = Happiness = Success.

Leadership is not about a title or a designation. It’s about impact, influence and inspiration. Impact involves getting results, influence is about spreading the passion you have for your work, and you have to inspire team-mates and customers.—Robin S. Sharma

18 Jul
[email protected] Team

Workplace Conflict

Organizational conflict, or workplace conflict, is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. Conflict takes many forms in organizations. Wikipedia

Let’s face it; conflict in the workplace DOES exist, and it may be more than simple differences and opposing views.

When you look at your organization, do you see:

  • Jealousy?
  • Competition?
  • Control issues?
  • Tension?
  • Frustration?
  • Power struggles?
  • Lack of collaboration
  • Bullying?
  • Certain people avoiding certain people?
  • One person everyone avoids?

Kenneth W. Thomas and Ralph H. Kilmann conducted studies and identified 5 conflict modes, each having a time and place for usage.

The COMPETING mode is most effective when quick, decisive action is required and for important issues that may be unpopular or are vital to the organization.

ACCOMMODATING is useful when preserving harmony is essential.

AVOIDING is useful when there are more pressing issues or when others are addressing the situation and don’t require your intervention.

COLLABORATING is useful when there are important issues on both sides which can not be compromised.

COMPROMISING is useful when there are time constraints and solutions must be obtained quickly.

Note: These are very brief definitions. The Thomas-Kilmann Conflict tool goes into much greater depths. Administering this tool to strengthen teamwork can be invaluable.

Effective leaders understand the value of the 5 conflict styles and readily adapt to the style most appropriate for each situation. It’s up to us as leaders to prevent any conflict from escalating into unhealthy situations. It’s also up to us to encourage healthy differences which can stimulate creativity, inspiration, and improve results.

Don’t let productivity, communication, collaboration, inspiration, morale, and growth suffer by ignoring workplace conflict.

I would submit effectively dealing with conflict is one of the most valuable skills a leader can possess.—Mike Myatt

11 Jul
[email protected] Interpersonal Skills

Conflict or Synergy In A Multi Generational Workplace

Managing multi-generational workforces is an art in itself. Young workers want to make a quick impact, the middle generation needs to believe in the mission,
and older employees don’t like ambivalence.– Eric J. McNully

Does your workplace consist of a blend of multi generations? Do the differences add synergy or perhaps increase conflict? Let’s break it down into 5 generations (as reported by Katrina Plourde):

  • Silent Generation – born during the Great Depression and WWII (1925-1942)
  • Baby Boomers (1943-1964)
  • Generation X  (1965-1976)
  • Generation Y  (1977-1994)
  • Millennials      (1994 – )The intent is not to label people, but rather share the perceptions of what each generation is known for.The Silent Generation was considered hard working, optimistic, accountable, financially savvy, and optimistic about the future.

    Baby Boomers are considered to have strong workplace and family ideals and traditions, are relatively active, and uncertain what the future may hold.

    Gen X folks are thought to live in the present, like to experiment, desire immediate results, and may question authority. They also may be selfish and cynical.

    Gen Y / Millenials. Some consider these one and the same. Both are considered materialistic, selfish, and maybe even disrespectful. They are aware of the world, are technologically savvy, and may feel a sense of entitlement with high workplace expectations.

    It’s not all flattering, and we know these are generalizations, but the work culture may be impacted. As leaders, do you view this as an opportunity so the strengths of each generation can be leveraged, or do you view it as a thorn, and not quite certain what (if anything) you need to do?

    Consider if your team is truly a team or if it consists of a group of individuals with their own agenda. Do they have shared goals and do they work together to achieve them? Do they willingly share their skills and listen for the value others bring to the team? Can they be candid with one another and discus differences/conflict in a healthy manner?

    Bottom line, what are you doing to create synergy within your multi generational workplace?

The greatest discovery of my generation is that human beings can alter their lives by altering their attitudes of mind.—Lee Iacocca