Author Jan Ferri-Reed

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In: development, Generational, motivation, on-boarding, performance, training, Uncategorized
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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

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In: accountability, development, employee, engagement, Overcoming Fear, performance
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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.

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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.