Author Jan Ferri-Reed

Our fast-paced world is presenting leaders with increased demands. Recruiting the best and brightest employees to help your organization respond to the challenges is still crucial, but you can’t wait for new employees to figure things out on their own.

In today’s job market, the most heavily recruited new hires are Millennials and Gen Z. Many Millennial job candidates were stymied by the great recession of 2008, and as the economy has recovered, these candidates are now ready to embark on the “dream” careers into which they have invested so much time and student loan debt. Gen Z comes to the workplace with similar expectations as their generational predecessors. So orienting Gen Y and Z within the company takes even more non-traditional approaches and creative strategies. 

This 80-million strong Millennial generation and 61-million Gen Z generation have a few things in common that need to be leveraged in our onboarding programs – technological savvy, a “work to live” high efficiency mentality, hunger for feedback, collaborative approaches, a high level of self-confidence and philanthropic outlook, to name a few.

It may have been passable to gather new employees into a meeting room and briefly relay onboarding information. Today, however, organizations thrive when they implement robust onboarding programs that quickly bring new employees up to speed as follows.

Plan it together 

It may seem counter-intuitive to established employees, but one of the most effective ways to fully engage younger employees is to involve them in planning their own onboarding. Give them options for acquiring information, let them plan the order and sequence of their onboarding program, assign them to interview key existing employees or ask them to prepare a report on a specific topic related to their onboarding experience. 

Make it visual, playful and
data-intensive with infographics

The younger generation prefers to absorb information – and a lot of it – from technology and word pictures and graphics.

Keep it brief 

Millennials and Gen Z prefer sending and receiving information through short text, sound bites and capsule summaries like Snapchat. Keep presentations focused in small bites with flash and short videos in order to retain attention. 

Automate it 

Whether the goal is to introduce new employees to organizational structure and functions or to impart corporate culture, there are technologies that can make the process easier and more effective. Consider using Facebook, Twitter, micro-learning apps, new employee blogs or chat rooms, online video conferences, facetime, etc. 

Make it interactive 

Younger people are used to kinesthetic learning via hands-on activities and projects. The more active and interactive your presentations are, the more impact they will have including simulations, project assignments and virtual problem-solving. 

“Group” it 

Millennials and Gen Z are accustomed to working in teams. Giving them learning projects to tackle as a team is a great way to engage and maximize their learning opportunities. 

Connect it 

No matter what the subject, information from company history to policies and procedures should be directly relevant. Make sure you help them make the connection to their present jobs or to preparation for future ones. 

In addition to the above strategies, consider placing your new employees in brief, temporary assignments within other departments. Cross-training and orienting will both promote better understanding among new employees and build a base for future teamwork and collaboration. And don’t forget about community involvement to build leadership and team skills in partnership with non-profit organizations in your area.

It may also be useful to assign each new employee a transitional mentor to help him or her learn about the organization in a less formal environment. The transitional mentor can be a knowledgeable veteran employee, or even a new employee with enough experience in the company to fill the role.

Extend the on-boarding process throughout the year and involve recent hires in the design and delivery of future on-boarding programs to capture lessons learned or things they wished they would have known. Employees who are onboarded the right way have longer staying power with your organization. You are engaging them right from the start which should contribute to higher engagement scores in the longer term not to mention the increased productivity and satisfaction that you and they will gain as a result.

About Jan Ferri-Reed

Jan is a seasoned consultant and President of KEYGroup, a 32-year Pittsburgh-based education leadership, teambuilding and employment testing organization with a focus on developing leadership skills. Jan has presented a variety of keynotes, workshops, personal coaching and career coaching programs to thousands of managers and employees in a diverse range of organizations across the globe. She provides guidance, wisdom and wit to leaders who are interested in finding unique solutions to unique people problems while providing a return on investment.

Carol Kinsey Goman

He’s the boss, she’s bossy. He’s assertive, she’s domineering. He strategizes, she schemes.

He’s powerful and likeable, she’s powerful or likeable.

As males rise in rank and status at work, they retain (and often increase) their perceived likeability – so they can be both powerful and likeable. The Double-Bind Paradox states that women must project authority in order to advance in the business world, but the more powerful they appear, the less they are liked. Catalyst, an organization that studies women in leadership, calls this the “dammed if you do, doomed if don’t” dilemma. Their research shows that women in power can be seen as capable or likeable — but rarely both.

Blame it on the stereotypes we hold of women as nurturing, sensitive and collaborative, When their behavior is congruent with these traits, women are liked, although not seen as especially powerful. When their behavior runs counter to the stereotype, they are perceived more negatively. A frequently cited Harvard Business School study, the Heidi/Howard case, shows that when the same highly assertive and successful leader is described to grad students (of both genders), that person is seen as far more appealing when given a male name instead of a female one.

Does that mean that female leaders are indeed “dammed or doomed” as Catalyst suggested? Well, maybe not.

One encouraging possibility that addresses this bias comes from another study at Stanford Graduate School of Business that found businesswomen who are assertive and confident, but who can turn these traits on and off depending on the social circumstances, get more promotions than either men or other women. This research suggests the most successful women have developed a strategic ability to read a situation and alter their behavior accordingly.

Here’s where body language comes in.

When working with a leader, followers continuously and unconsciously assess her nonverbal signals for warmth (empathy, likeability, caring) and authority (power, credibility, status). So knowing how your body language cues are most likely to be perceived can be the first step to being able to move successfully from making one impression to the other.

Take head positions, for example. Head tilting is a signal that someone is listening and involved — and a particularly feminine gesture. As such, head tilts can be very empathetic and warm, but they are also subconsciously processed as submission signals. (Dogs tilt their heads to expose their necks, as a way to show deference to the dominant animal.) Remember to use head tilts when you want to demonstrate your concern for and interest in members of your team or when you want to encourage people to expand on what they are saying. But when you need to project power and confidence — when asking for a job promotion or giving a presentation to senior management — keep your head straight up in a more neutral (and authoritative) position.

Then there is the matter of posture. Status and authority are nonverbally demonstrated through claiming height and space. Watch the high-status males in your organization. They almost always expand into available space and take up room. So, when you want to project status, remember to stand tall, pull your shoulders back, widen your stance, and hold your head held high. On the other hand, when you want to display empathy or increase collaboration, you’ll also want to minimize your power signals, and replace them with warmer ones — forward leans, head nods, and aligned shoulders, torso, legs pointed toward whomever is speaking.

Gestures Send a Message

Gestures, too, send their own messages, and by paying attention, you can make sure they are sending the right message. Since early history, people showed their palms to one another to display the fact that they were unarmed – and therefore friendly. Open arms with palms showing indicate candor and inclusiveness, so they are very effective when you want to proclaim your sincerity or build trust in a group. Projecting confidence and certainty is achieved by “steepling” (finger tips touching, palms separated) or rotating your hands palms-down. Both gestures indicate that you are absolutely sure of your position. (Just watch that you don’t overuse them and weaken the impact.)

It’s a similar issue with physical animation. When you want to pull people into a discussion, stay animated in your facial expressions and use your hands as illustrators to make what you are describing more vivid. But when you want to maximize your authority, maintain more of a “poker face” and minimize your gestures by keeping them smaller and displaying most of them at waist height.

The obvious implication of the Stanford research for women who want to advance in their organizations is to master the ability to display competence and power when the situation requires it, and to signal warmth and empathy when it is most effective to do so. That’s how body language can help you defeat the Double-Bind Paradox.

Carol Kinsey Goman, Ph.D., is the president of Kinsey Consulting Services. She’s an international keynote speaker and an authority on the impact of body language on leadership effectiveness, and her passion is helping talented women build their leadership presence. Carol’s clients include over 200 organizations in 25 countries. Her programs for women leaders have been presented at events including European Women in Technology, Amazon, Women@Google, Expedia – Global Women’s Conference, Executive Women’s Forum, Stanford University, and UNC School of Government – Engaging Women in Public Service.

Carol is a leadership blogger for Forbes and the author of twelve business books including The Silent Language of Leaders: How Body Language Can Help – or Hurt – How You Lead. She has been cited as an authority in media such as Industry Week, Investors’ Business Daily, CNN’s Business Unusual, PBS Marketplace, the Washington Post’s On Leadership column, MarketWatch radio, and the NBC Nightly News.

Dr. Carol Kinsey Goman is presenting two programs for IMS in November in Los Angeles and Kansas City. Sign up to experience these highly interactive sessions.

Carol Kinsey Goman

I have been speaking on the topic of leadership presence for several years, but only lately created a program designed for women – and the question I get most often is, “Why focus on women?” My answer is, as they say in the commercial, “Because we’re worth it!”

We’re highly educated. According to the National Center for Education Statistics, women make up more than 56% of college students nationwide.

We increase innovation. An economist from Carnegie Mellon found that teams that included at least one female member had a collectively higher IQ than teams that had just men.

We make organizations more profitable. The Anita Borg Institute for Women and Technology, recently published a paper called The Case for Investing in Women detailing the huge difference that women make in the workforce. One of their findings is that in Fortune 500 companies with at least three female directors, the return on invested capital jumped over 66%, return on sales went up 42%, and return on equity increased by 53%.

But here’s the rub. Leadership presence doesn’t automatically come with your education, your talent for innovation, or your business results. Instead, leadership presence is entirely subjective. It depends on how others perceive you. And it’s different for women who face external challenges when it comes to being perceived as leaders.

One of the most pervasive obstacles is Unconscious Bias. Few people would consciously think that a woman can’t be a leader. But Unconscious Bias appears in numerous studies. For example, when researchers ask both men and women to draw a picture of a leader, they’ll almost always draw a male figure.

Women also face unique internal challenges. The Impostor Syndrome is the fear of being exposed as a fraud, of feeling unworthy of your success. While both genders experience it, a female’s self-doubt is more likely to negatively impact her career when she doesn’t exhibit the self-confidence expected in a leader. For example, internal research by Hewlett-Packard found that women only apply for jobs for which they feel they are a 100% match; men apply even when they meet no more than 60% of the requirements.

To complicate matters further, women fall into verbal and nonverbal communication traps that rob them of presence. Here are three of those traps:

Trap #1 – Sending nonverbal submission signals

Sometimes it’s as simple as the tilt of your head. Tilting your head to one side is a warm (“pro-social”) signal that you are listening and involved. As such, head tilts can be very empathetic and inclusive. But they are also subconsciously processed as submission signals. (Dogs tilt their heads to expose their necks, as a way to show deference to the dominant animal.)

Continue using head tilts when you want to demonstrate your concern for and interest in members of your team or when you want to encourage people to expand on what they are saying. But when you need to project power and confidence — asking for a promotion or giving a presentation to the executive team or board of directors — keep your head straight up in a more neutral (and authoritative) position.

Trap #2 – Looking less than you are

Here’s how most women sit around a conference table in a business meeting: Legs are crossed, elbows into waist, hands together on lap, shoulders slightly rounded. In other words, women condense their bodies. If you find yourself in this posture, realize that it could be depleting your leadership presence by making you look less confident, less professional, and less powerful than you really are.

Confidence and authority are nonverbally demonstrated through claiming height and space. If you are sitting, you can still project power by sitting straight with both feet on the floor (which makes you look and feel “grounded”), by hooking one arm over the back of your chair, by making more open arm gestures, or by spreading out your belongings on the conference table to claim more territory.

Remember, also, that if everyone is seated, standing when you speak gives you instant status by becoming — for the moment – the tallest person in the room. And if you move around, the additional space you take up adds to that impression.

Trap #3 – Staying invisible

The head of Human Resources told me that the saddest comment he hears when executives are evaluating potential candidates for high-level positions is, “I have no idea who she is.” I think this happens with female candidates because we are more likely to adopt a “good student” mentality – in which we believe that if we just keep our heads down and do good work, that others are bound to notice and reward us.

Apparently, that’s not the case.

Research with senior leaders in Silicon Valley found that the top criterion for promotion was visibility. One savvy female executive stated it this way: “It’s not enough to be a legend in your own mind. You need to make others aware of your talents and accomplishments.”

Are the executives in your company aware of your talents and accomplishments? If not, you need to increase your visibility by volunteering for key projects, offering to give presentations, publicizing your team’s accomplishments, and taking an active part in your professional associations. You need to broaden and deepen your network and look for mentors and sponsors who will guide and help promote you. Because as gifted as you may be, your leadership presence can only be built by getting out there and letting others see you in action. 

Carol Kinsey Goman, Ph.D., is the president of Kinsey Consulting Services. She’s an international keynote speaker and an authority on the impact of body language on leadership effectiveness, and her passion is helping talented women build their leadership presence. Carol’s clients include over 200 organizations in 25 countries. Her programs for women leaders have been presented at events including European Women in Technology, Amazon, Women@Google, Expedia – Global Women’s Conference, Executive Women’s Forum, Stanford University, and UNC School of Government – Engaging Women in Public Service.

Carol is a leadership blogger for Forbes and the author of twelve business books including The Silent Language of Leaders: How Body Language Can Help – or Hurt – How You Lead. She has been cited as an authority in media such as Industry Week, Investors’ Business Daily, CNN’s Business Unusual, PBS Marketplace, the Washington Post’s On Leadership column, MarketWatch radio, and the NBC Nightly News.