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.

Peter B. Star on Leadership

In coaching a manager recently, we learned that her biggest challenge was holding two employees accountable for following department procedures and for communicating to other employees in a style that is respectful and collaborative. To put it simply, this manager needed these employees to do their job correctly and be great team players. When we asked this leader why she was hesitant to hold these two employees accountable, she responded with one word…FEAR!

Leadership fear

  • Fear that if they held the employees accountable, the employees would threaten to quit
  • Fear of the employees’ reactions to being held accountable (tears, aggressive response, etc.)
  • Fear that the employees would attempt to spread ill will and discontent among other employees on the team
  • Fear that if they did try to hold the employees accountable, it would make the situation worse. (Example: although the employees come to work late, do not follow policies and procedures, and are not team players, their measurable results “sales” are outstanding)
  • Fear that the employees would become angry or upset and stop talking to them
  • Fear that if they held the employees accountable, the employees would run to someone higher up in the organization who may side with them and not support you in holding the employees accountable

Here is the problem with the examples shared by this leader. When you don’t do what you should do to hold your direct reports accountable…and you don’t take the action out of fear, you are neither a leader nor a manager…you are a HOSTAGE! A hostage, by definition, is someone who is captured against their will. When managers don’t do what they know is the right thing to do, hold the employee accountable, and they don’t do it out of fear, they are being held captive.

To be a leader, you need to be respected. When an employee holds you hostage for one of the above reasons, although the employee does not come and tell you to your face, they do not respect you. A bigger problem is that everyone on your team sees that you do not hold the deviant employee accountable and the rest of the team also lacks respect for the manager.

Here are seven tips to release your hostage bonds and start down the path to re-claim your position of manager and relationship of leader.

Lean in

Employees who hold their managers hostage effectively do so because they know their manager is hesitant or lacks the confidence to talk to them about the issue. We are convinced that employees know what they are supposed to do to make the manager happy and, when they exhibit behaviors that undermine the success of the organization, team or manager, those behaviors need to be addressed in a timely manner.

Don’t manage by hope and hint

When an employee does something they are not supposed to do, tell them exactly what you need them to do differently and when you need them to do it to be a successful member of the team.

Clear your strategy with your boss and HR

Employees who hold their boss hostage are able to do it for a reason. They usually produce strong measurable results. These employees tend to be the best salespeople; the most productive workers. Most times, their customers love them. What you don’t want is for the employee to go around you, their manager, to your boss and have your boss side with the employee over fear of what the employee might do. When the employee says, “I am going to HR or your boss” and you have reviewed your strategy and both HR and your boss are on the same page, you can look the employee in the eye and say, “Going to HR and/or my boss is a great idea. Would you like me to help you get the meeting set up?” When you have that level of confidence, you are well on your way to reclaiming your title of leader.

Follow-up

During your meeting to discuss your employee’s accountability, set up the next meeting to review their progress. If you set up the next meeting for one week, make sure you put it on both your calendars and ensure the meeting happens.

Expect that your relationship with the employee may get worse

When you hold people accountable who resent the fact you are asking them to change their behaviors, many times the relationship gets worse before it improves. For example, prior to meeting with the employee, there was very little communication with me about the progress of their projects.  After I met with the employee about turning their projects in complete and on time, they stopped communicating with me altogether. Holding the employee accountable and working through their problems will make them feel better about their performance and the relationship improves.

Remember the truth

Employees who threaten to quit over being held accountable very seldom actually follow through on their threat. The reason that most employees don’t quit is because when they think about having to find a new job, they quickly remember that any new employer is not going to put up with their crap and they will have to change even more than correcting the problem you are discussing with them.

Have the guts to take big action!

If the employee is not going to change, then you need to regain your leadership title the old fashioned way. Coach them. Counsel them. Train them. Document your process with HR’s help. When all this does not work, SHARE THEM WITH YOUR BEST COMPETITOR. There is no greater strategic planning action than to take the employee who causes you the greatest grief and give them to your competitor and screw up their business plan. When you begin to work on cool stuff with your new employee, your competitor will wonder how they even got into this hostage situation.

Do you have an employee holding you hostage?  Put these seven tips into action and regain your position of leadership.

About the author

Peter B. Stark is a nationally recognized executive coach, author, and speaker. For over 20 years, he has helped leaders build organizations where employees love to come to work and customers love to do business.  Peter’s humorous, customized, informative and content heavy speeches are drawn from his personal experience as a leader, his experience with clients, as well as the information he gains through pre-keynote interviews. Employees and leaders will leave with actionable tips on how to make positive change and achieve both their goals and the organization’s goals.

Author and coach Bill Hawkins

In 20 years of conducting leadership seminars and one-on-one coaching with executives, what would you guess to be the most common complaint I hear?

It sounds something like this:

There’s just so much on my plate. The amount of work that needs to be done can be overwhelming. There are meetings, conference calls, administrative requirements, not to mention routine emergencies that suck up all my time. It seems like there aren’t enough hours in the day to get it all done.

And what advice does our busy leader get? “You need to delegate more.” 

Surprisingly, the answer for the “not enough hours in the day” boss isn’t to delegate more but to delegate more effectively.

Delegation is not a quality like “demonstrating integrity.” Honest, ethical, and legal behavior is always appropriate―delegation isn’t. Inappropriate or poorly executed delegation can do more harm than good.

Criteria for Delegation

A good place to start is to review the criteria for delegation. Why do it? There are 3 good reasons a leader should delegate work:

  1. To ensure the work is done at an appropriate level (closest to the customer, at the lowest cost, with access to the needed information, etc.).
  2. To free up your time to do other more important activities.
  3. To develop the people on your team.

Ideally, you want to include all 3 criteria. So, how do you know what to delegate and to whom?

Steps to Delegation

Step 1: Every job (no matter if it’s the CEO or the person greeting at the front desk) can be broken down into 3 to 5 major components. There are no exceptions to this rule! Identify the key 3 to 5 areas of your responsibility, and then list several activities you do to achieve success in each of these key areas.

For example, one area of responsibility for a customer service manager might be: Train new customer service representatives.

Activities to support that responsibility might be:

  • Orientation on email and voice mail communication
  • Dealing with angry customers
  • Researching information on shipment and delivery questions
  • Handling quality issues

Step 2: Look at each activity and ask yourself, “Is this developmental for me? Am I building skills that will be useful in the future? Am I learning more about this business or industry? Is this increasing my business acumen, building my skills, and expanding my understanding?” If the answers are all “No,” even if you enjoy doing these activities, it is not necessarily a good use of your time.

Step 3: I can assure you there are people on your team who think your job is more interesting than theirs. Some would like to have more responsibility, earn a larger raise, or maybe get a promotion. Is there anyone on your team you could delegate all or some of these tasks to and it would be very developmental for them? If so, this is an appropriate opportunity to delegate work.

No Dumping Allowed

Step 4: There is a difference between delegating and dumping work on people. Effective delegation requires orientation to the new assignment. To the person assuming the new responsibilities:   

  1. Communicate why he or she has been selected for this assignment.   
  2. Discuss how much time it will take and how to structure their schedule so there is time available for this additional work.
  3. Make sure they have access to needed information or know where to find it.
  4. Confirm that they feel like they have the authority to do the job.

If you follow these simple steps, you’ll free up time for yourself and you’re also engaging and developing people on your team.

That is a Win / Win.  And that is effective delegation.   

When someone asks your employees what they do for a living, how do they respond?  With excitement and enthusiasm or with defeat and disillusionment?

Too many employees and too many workplaces fall into the second category. But it doesn’t have to be that way, if you apply the 8 secrets found in every positive, high performing organization.

Hire right – Train right

As you well know, one bad apple can spoil the whole cart. But you also know it can be very difficult to get rid of a bad apple or bad employee.  So approach every hiring decision with the utmost discernment.

In particular, focus your energy on recruiting and retaining people who are technically skilled and emotionally competent. In fact, they had better have both characteristics or you will have a sick workplace.

When you’re in the position of having to hire someone, look for ANY signals that tell you the new job candidate may be a drag on the positive culture you’re trying to create. You cannot afford to hire those kinds of people … because they will cost you money, rather than make you money.

In fact, I’m sure you can think of several situations where you walked into a store to buy something, totally ready to spend your money there, but some employee’s behavior was so offensive that you walked out. And instead, you spent your money at a competitor’s place of business. 

Hire right.  And for heaven’s sake, if the people you hire don’t have all the people skills they need, then train them right … right now.  

Protect your positive norms

If your organization has established certain norms of respectful behavior, reinforce those norms.

If, for example, employees are expected to acknowledge every customer within 10 seconds of entering the store, make sure they do it. Or if you have outlawed negative talk about customers, call someone on his violation of the norm if he is trashing a customer.

Don’t let your negative people dismiss your positive cultural elements by saying, “That’s just plain stupid … or … That’s just the way John is.” 

Discover and share success stories

Even though your office, like every office, has some things that could be improved, you’re also doing a lot of things right. Charge everyone with the responsibility of looking for those success stories. And then share a few of those stories at every meeting. Celebrate the positive.

Surface and defuse negativity

No matter how positive, productive, and profitable your organization is, it is not perfect. There are problems and there will always be problems in your organization.

Don’t ignore them. And don’t pretend they don’t exist. As best-selling author and psychologist Dr. Sidney Simon says, “The greatest danger in any relationship is to pretend not to know what we know.”

In other words, you can’t expect to bury the problems and have them somehow magically disappear. When you bury problems, you bury them alive, and the rate of resurrection is almost 100%.

Instead, create a forum where people can safely share their concerns. Take their feelings seriously. Listen intently. And decide on one or two things that can be done to address their concerns.

Conquer one energy-zapping issue at a time

Have everyone write down the specific tasks or job situations that drain them.  Some people may not feel supported by the boss, and others may feel betrayed by a team mate who is not doing her share of the work.

Then brainstorm small immediate steps that can be taken to maintain or recapture the energy at work. And then baby-step it.

Start with a simple issue … where an easy victory is likely … such as greeting one another respectfully and professionally when passing one another, rather than ignore the people around you.

Once you’ve built some confidence and skill in one area, move on to a more challenging issue — such as having to do ten projects at once, with no sense of their priority.

Assign energy as a personal responsibility

Whatever the situation at work, you’ve only got two choices: to produce results or make excuses.  Make it clear that it is everyone’s responsibility to bring the right attitude and the right amount of energy to every task. 

Even if your workplace is somewhat de-energizing, everyone there can still choose to focus on the good, to fill their minds with positive, powerful sayings that will inspire them. It’s not silly.  Every gold-medal winner in the Olympics does it every day.

About the author, Dr. Alan Zimmerman

At the age of 7, Dr. Alan Zimmerman was selling greeting cards door-to-door. By age 14 he owned a small international import business. By age 21 he was teaching at the University of Minnesota, and during the next 15 years, he was selected as the Outstanding Faculty Member by two different universities.

At age 36, Alan had retired from teaching and opened his own speaking and training company. That position has allowed him to deliver more than 3000 programs, to more than a million people, in 49 states and 22 countries. The National Speakers Association has named him a Certified Speaking Professional and inducted him into the Speaker Hall of Fame, which places him in the top 1% of speakers worldwide.

How many times have you been frustrated by people constantly seeking your advice or approval before taking action towards a goal?  You want them to make decisions.  You delegate the decision making to them, but they are reluctant.  Why.  And how do you get them to make responsible decisions without your having to look over their shoulders constantly?

Delegating and Growing

It’s called empowerment.  Many have tried, but few succeed.  That’s because the actual process for achieving empowerment is shrouded in psychological mystery.  One has only to look at the reasons people are hesitant to make decisions independent of supervisory overview.  Most people actually do want to make decisions on their own; but are hesitant because they don’t want to make mistakes.  No one does. 

I tend to think in analogies.  I see a person standing on the yellow line in the middle of the highway.  They want to make a decision and step off the line, but every time they do, an 18-wheeler comes whistling by causing them to jump back on the line.  They say, I’m not going to take the risk again unless you tell me exactly what I’m supposed to do….boss.  So, they keep coming back to the boss to seek approval and guidance before making any decision.  It’s much safer…albeit annoying to the boss who wants the employee to make the decision on their own.

What needs to be understood, however, is that empowered delegation is actually boundary management.  The reason people don’t make independent (empowered) decisions is that they don’t know where their boundaries are.  Where/when can they make independent decisions and when do they need to check with the boss. 

True Empowerment

To achieve true empowerment, the boss and the employee must sit down together and decide several things.  First, what’s the goal/objective.  Secondly, based on the employee’s skills and experience, what are the ranges within which the person can make independent decisions.  Ranges in terms of resources they can use (money, people, technology, etc.), timeframes within which the goal must be achieved (as soon as possible but no further than the end of this month), quality of the outcome (must meet these specs), etc.  The more skilled a person is, the wider the range/ leeway the boss is going to give them regarding these parameters.  The newer the employee, the narrower these ranges become forcing the employee to go to the boss before making a decision allowing for coaching and skill building by the boss.  The boss’s job is to create multiple lanes on the highway so they employee is more likely to step off the center line and make independent decisions within the agreed upon ranges for each of the parameters.  Once you reward the employee for taking the risk of making independent decisions within the range, then they are more likely to make it a habit.

Now that you have them moving in the right direction and making decisions within agreed upon parameters, you can keep the process on track by setting up process checkpoints.  At each checkpoint, you check what their progress is towards the goal.  If they’re on track, you can reward them.  If they’re off track you can discuss ways to get back on track by determining if the holdup is due to an employee motivational issue of a lack of skill issue.  In either case tweaking some of the parameters may become necessary to fix the problem.  It’s a team effort driven by the psychological need to make successful decisions and complete goals within a pre-approved decision-making structure.

Enjoy your newly recovered lost time.

About Harvey Robbins

Harvey Robbins has been a licensed psychologist and award-winning author and consultant for over 40 years. Since 1982, he has been the president of Robbins & Robbins, a company shaped on psychology principles to coach leaders and train business teams.

Before becoming a consultant, Dr. Robbins served as a personnel research psychologist for the Federal Government and was in executive leadership positions with Fortune 500 companies, including Honeywell and Burlington Northern. He is also a Fellow at the Executive Development Center at the University of Minnesota’s Carlson School of Management and a sought-after speaker at conferences and events locally and abroad.

His clients include American Express, Mayo Clinic, Nabisco, Toro, the IRS, the CIA, the US Secret Service, and many others.

Joel Garfinkle

Presidents and CEOs talk about Executive Presence as a number one quality they seek in potential leaders. What is it, exactly? Do people on your team have it? How do you foster that quality where others aren’t thinking to look? In my talk, “Executive Presence: Four Ways to Convey Confidence and Command Respect as a Leader,” I break down the aspects of building Executive Presence, and talk about the reasons why some excellent candidates are hiding within your own organization, right now. If you want to know why some of your greatest resources might be going unnoticed, read on.

  1. Unconventional: Think of the unusual characters on your team – the scientists, the technical staff, the introverts and the members with unconventional experience or education. They could be women in a male-dominated field, or minorities or foreign-born citizens from your international offices. Often, these team members are overlooked because they don’t fit the stereotypical expectations for how executive leadership should look or act. You can help change that perception by providing the coaching and training they need to change perceptions and enhance visibility to their accomplishments.
  2. Unassuming: Many people feel uncomfortable stepping forward, being in the spotlight, or leading the charge with big ideas. Whether they come from a culture or upbringing where drawing attention or challenging authority were taboo, or they lack confidence in the value they bring to the table, you can help deferential team members find their voice and rise to the occasion. They have great ideas, and you can provide the opportunities to build the skills to confidently share them to a wider audience.
  3. Unpromoted: Similarly, people often feel discomfort at the idea of “tooting their own horn” and instead hope that their hard work and accomplishments speak for themselves. Unfortunately, this is often not the case and great effort goes unnoticed or is attributed to others. The good news is that there are a variety of ways to respectfully and positively self-promote, including gaining the ear of a mentor/advocate like you. With proper coaching and your assistance, you can help improve your quiet team members’ perception and influence in the company.
  4. Unorganized: If you have leaders who have great ideas, loads of charisma and a convincing style, but who struggle with productivity and planning, you may have an untapped goldmine waiting for some executive training. Many people are challenged by focus and staying on task – with the right tools, someone with time management and planning issues can start to realize the potential of their great insights become a shining star in your company.

Don’t seek new talent until you’ve invested in the underutilized members of your existing team. Guaranteed, there are several overlooked leaders in your organization just waiting to be uncovered by someone looking with the right lens. Help them build the skills to strengthen their Executive Presence and you will make your company stronger as a whole.

Joel Garfinkle is recognized as one of the top 50 coaches in the U.S., having worked with many of the world’s leading companies, including Oracle, Google, Amazon, Deloitte, The Ritz-Carlton, and Starbucks. He is the author of 7 books and over 300+ articles on leadership. He is a sought-after speaker and corporate trainer that has delivered more than 1000 workshops, speeches and keynote addresses.

The notion that companies need to invest in their people has been around for many years, but it’s only recently we’ve begun to realize we’ve been investing improperly.  In fact, we often unintentionally do harm.  What?

Consider these common examples that were designed to help but have evolved into expensive and time-consuming affairs that are no longer justified in their current form.

Employee evaluation systems.  They are ostensibly created to keep employees informed about their performance, to offer needed feedback, and to develop longer-term career paths.  In practice, they are often a nightmare, loathed by nearly every participant.  Most should be radically streamlined.

Gamification.  Possibly the most popular engagement-related trend in years, this is a clever approach to helping employee’s win “stuff.”  Stuff (e.g., points to use for coffee mugs, t-shirts, and gift certificates) really doesn’t motivate.  It does, however, create people focused on “stuff” instead of work.

Bloated human resource policy books.  Human Resources is the home for people who care about employees, right?  One wonders.  The modern digitized policy book has become a bastion of arcane rules that does nothing but add problematic bloat.  Well, at least we all know the maximum height for plants on our desks.

These practices take tons of our precious limited time.  They suck up massive amounts of resources.  They have a net neutral, or net negative, effect on motivation.  That means morale takes a hit, indirectly impacting retention and productivity. 

Let’s think about a better way.  For most of us, there are a few givens these days.  Aside from a mission that matters, environmental stewardship, and ethical leadership, there are a few categories of employee investments that make people believe in the organization.  These are investments that attract talent and spur innovation by helping employees in ways that truly matter. 

Think about these modern examples:

Culture based hiring.  Hiring has long been lopsided, focused mostly on skills and IQ.  Understandable, but not sufficient.  Remember, chemistry trumps talent.  So, you need people who fit, not just people who are smart.  That means hiring practices that leverage employee groups beyond the hiring managers, emotional intelligence testing, applied task interviewing, and honest realistic job previews.

Facilitated breaks.  The most productive people and teams don’t work 100% of the time.  For peak performance, the brain needs a few breaks.  Step one – encourage people to take a few small (5-10 minute) breaks during their work day.  Step two – give them options the might enjoy during downtime (e.g., foosball, basketball, walking trails, meditation space, a nap room). 

Employee interest groups.  People often find it comforting and informative to gather with similar others to discuss careers and life at work.  Groups based on age, gender, ethnicity, and other categories are now quite common.  In support of diversity and inclusion, these opportunities for networking within subgroups of employees is a highly valued activity.

Real vacation time.  Regardless of how many days of vacation you actually have, the more interesting question is how many do you use?  In the US, for example, about half of workers have unused vacation time each year (and we don’t have that many to begin with).  The least we can do is honestly help them use what they have.  Managers should be evaluated based on the percentage of vacation time used.  How about a rule that requires mandatory vacation time?

Community involvement.  Offices reside in very real communities.  That means they have an impact in terms of traffic, pollution, noise, and so on.  Thus, giving back matters.  This might take many forms.  Donations and philanthropy are an obvious choice, but real involvement in the form of service projects and participation in charity work are also very popular. 

Friends and family days.  It seems that work often feels immensely separated from the rest of life, but it doesn’t have to be that way.  Bringing some elements of non-work life into the workplace can make work feel far more hospitable.  That’s why companies have bring your children to work day, bring your parents to work day, and, increasingly, are trying to make work pet-friendly. 

Concierge services.  Life doesn’t stop just because you’re at work.  Many times, people really need a helping hand getting things done in life to accommodate the time they need to spend at work.  In response to this need, more and more companies are trying to help by providing onsite healthcare, dry cleaning services, and even car washes. 

I can hear what you’re thinking.  Those things are expensive!  True, but you likely have all of the money you need to embrace these practices.  You’re simply spending it on a bloated evaluation system, excessive gamification, meetings dedicated to improving arcane HR policies, and other practices that build bloat instead of productivity. 

If you want to attract and retain a truly great team, pay attention.  Your labor force is shifting rapidly, and the new kids want more than just a paycheck.  They want purpose.  It’s time to let a few practices and policies go so that you can invest in practices that directly serve what matters most – your people.