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Having a Voice is Important – Even When Leaving

by with No Comment Employee EngagementEmployee RetentionLeadershipLoyaltyTeam Building

Do you ever feel like your organization doesn’t actually hear you?  Or perhaps your organization doesn’t offer a safe environment that encourages you to speak up?  All too often, one of these scenarios is played out in the workplace.  Many businesses feel that they have processes in place to ensure employee feedback, but is it effective?

Stoping the Silence

Previously I wrote about the importance of not silencing your staff.  Aside from providing a safe culture within the organization that encourages staff input and feedback, many companies miss out on the opportunity for the most honest feedback by skipping the exit interview.  There are multiple reasons for the exit interview, but the most important is to get a candid overview of the organization’s culture and environment.   The information obtained from an exit interview can identify opportunities for employee retention, leadership development, and succession planning.

Don’t Assume

When I left after 20 years with the same organization, I literally begged for an exit interview.  After being completely ignored by one CEO (who suddenly left the organization without explanation), I approached the new CEO requesting a brief meeting.  I was quickly dismissed and wished the best of luck in a brief email response.  I simply wanted to express my experience with the organization and my concerns out of dedication to my previous patients and the work-family I left behind.

No one in management asked why I was leaving.  Assumptions were made, but only those close colleagues knew the real reason.  I could no longer work in an environment that didn’t support their staff, seek genuine feedback or provide the tools that allowed me to do my job at the level that made me feel fulfilled.  More importantly, I no longer felt that the organization prioritized patient safety, leaving me feeling less competent as a health care provider.

Why The Exit Interview

Unfortunately, the absence of an exit interview is common.  The insight that upper management missed by dismissing my request saddens me.  Even worse, my work family is stuck in the same toxic environment that forced me to leave, and it’s only getting worse.

It’s essential to have clearly identified standards for the exit interview to make them successful.  Most Fortune 500 companies perform exit interviews but only 40% feel they are properly utilized.  Make sure to have a format that can get useful information.  The last touchpoint with the employee gives the interviewer the opportunity to ask about issues that are concerning or unresolved.  It also allows the employee to leave with a sense of feeling heard.  Why is that important – they are leaving after all?  Because in todays employment climate, you never know when you may need to call that worker back for some help.  If they left on a sour note, they are guarantee not to help out in a shortage.  This frequently occurs in healthcare but also in any skilled industry.  Boomers are retiring at an alarming rate, and there isn’t always someone qualified to immediately replace them.

Making Them Count

Finally, assessing and utilizing the information after the interview is vital.  We’ve all filled out an employee survey that was later thrown in the trash and never actually looked at, let alone the feedback reviewed and put to use.  This is important if the organization has a genuine interest in maintaining a healthy culture and an environment that encourages communication and investment from the employees.  After all, without staff, no organization would exist.  Employees are the company.  Dedicated and fulfilled leaders and employees want to put their best foot forward.  The key is to keep both feet in the business but if they choose to leave, find out why.  The reasons may surprise you.  At the very least, it will provide you with valuable insight and the opportunity to improve and grow your business.

Virtual meeting

The Virtual Party

by with No Comment Employee EngagementLeadershipLoyaltyTeam Building

I think we can all agree that 2020 has been a unique year. With the New Year just around the corner, the typical excitement of ringing in a new year, full of opportunities and hope, has been replaced with the reality that 2021 is bound to start with uncertainty and growing anxiety.  Currently, many businesses are closed with no re-open date.  Many people find themselves unemployed or working remotely from home.  Initially, most found the idea of working from home enticing, cutting out the commute, more time to balance work-life situations.  Although it sounds ideal, working from home is actually tricky. The usual problems of working remotely (lack of structure and routine, no designated space to work, constant interruptions, etc.) can be managed. Still, some issues require outside influences to execute properly.  Specifically, I’m talking about keeping your team feeling like a team and not individual employees working from their home silos.

Is Technology The Answer?

I’m confident that the amount of Zoom meetings has increased exponentially since the Covid pandemic began.  Although technology is an excellent addition to our work environment, it doesn’t replace human interaction.  As Peter F. Drucker said, “The most important thing in communication is to hear what isn’t being said.”  It’s difficult to read that non-verbal communication from your computer screen.  If you can get a video meeting off without any technical or equipment difficulties, it can be useful. Still, it isn’t the same as sharing a cup of tea or coffee during a break or being physically present to support each other.  Video meetings do have their place, and they can save windshield time for people having to commute to one center for a face to face.  Unfortunately, for the foreseeable future, face to face meetings are out of the question. So how can we use technology while still maintaining the team environment and camaraderie that we come to expect from a well-functioning team?

The Virtual Celebration

This last weekend we attended Jeffrey’s virtual Christmas party for his Fire Department colleagues.  We weren’t sure if it would really provide a party atmosphere if everyone were remotely logging in, but we donned our Christmas sweaters (yes, we are those people), and the virtual Christmas party began.  Everyone received an ample supply of snacks, three sample wine bottles, and three kinds of cheese per package.  The night started with a greeting from the chief, followed by a wine tasting.  The tasting was to last an hour – I thought that would be a little dry (no pun intended), but it was so interesting and entertaining.  Then the group played some trivia and continued to visit.  While we were all on the video party, we were also chatting with each other on our phones, allowing for smaller side conversations as you would have at a live event.  I’m not sure what about the night made it so real.  It certainly wasn’t the same as a normal Christmas party, but I think it was as close as we could safely get during this crazy pandemic. Above all, it was a fun night!

Team Building is More Challenging

The virtual Christmas party organizers did a great job of combining the virtual with the traditional celebration so that everyone was included, celebrated, and felt the team connection they have come to know. This Fire Department has struggled this year to have their routine practice and education sessions due to the Covid restrictions.  As with most teams this year, the pandemic can lead to a disconnect among the team. Although this is an example of a Christmas celebration, it’s importance for team building cannot be overstated.

It can be challenging on a good day to keep your team motivated and collaborating effectively.  This global pandemic has added a new twist to the game.  Not only are we struggling with distance but increased personal demands as we navigate the ever-changing restrictions placed on all aspects of our lives.  Does it mean your team has to suffer?  I don’t think so.  It just takes some creative thinking and more intentional communication and organization. Events like the virtual Christmas party shouldn’t happen only once a year. Indeed no one expects a party regularly, but connecting on a personal level needs to happen more intentionally now that people are working remotely.  Now, more than ever, we need to have the support of our work family.

brain

Don’t Discount Covid Brain

by with No Comment LeadershipLoyaltyTeam Building

After a brief hiatus from writing – I am back!  While I planned a short time away for personal reasons, my extended leave was not expected.  This novel Covid-19 virus decided to attack the world and, unfortunately, made it into our home.  I must clarify that I am only a presumptive case of Covid-19.  I’m a nurse practitioner with the knowledge and resources to manage my symptoms safely at home, and I’m a bit stubborn and didn’t want to leave the comfort of my house to get tested.  That being said, I had all the classic symptoms:  sore throat, shortness of breath, fatigue, muscle pain, dry/hacking cough, and a SEVERE headache.  I am a migraine sufferer and have never endured anything close to the severity of this headache.  Worse yet, no medication could take the pain away.  It’s been just over twelve weeks since I became ill.  Fortunately, I’ve recovered from most of the symptoms but I still suffer from intermittent headaches, easily fatigued, and a heightened sense of anxiety/agitation.  All of these symptoms are consistent with brain trauma, referred to as Traumatic Brain Injury (TBI).

So I’m In the 30%

As we all know, Covid-19 is a new virus that is sending the research world into a high-pressure, time-sensitive environment. Governments are demanding data, new treatment modalities, and a vaccine for the deadly virus. As brains of the deceased are studied, and data is compiled, researchers can give us more information about the virus.  An estimated 30% of Covid-19 patients develop neurological symptoms. Initially, it was thought that the virus could not cross the blood-brain barrier meaning that it didn’t directly affect the brain.  As more data is received, however, it was discovered that it can and does cross into the brain.  This shouldn’t be a surprise as many other respiratory viruses  (influenza, measles, RSV) create havoc in the brain.

As research continues and more answers are found, there are many questions that still need to be answered.  Of special interest to me is how long will this “Covid Brain” last? I’m talking about more than the headache and fatigue here.  I’m talking about the loss of short-term memory, inability to focus, intermittent confusion, and days like yesterday that I just can’t focus on anything.  My husband asked me what I was thinking, and my reply was “nothing”.  And I meant it.  There was absolutely nothing going on upstairs.  That’s frightening for an educated, intelligent person to experience.

So Why Does This Matter?

As the world begins to re-open businesses after this virus has devastated lives and the economy, they will struggle with getting the business back on its feet.  This may mean downsizing (even if temporarily), restructuring, and for some, closing their doors forever.  But what about those staff that were infected with Covid-19?  Many of them will suffer residual effects from the brain trauma.

A healing brain is a delicate organ.  In most traumatic brain injury cases, the healing is slow, and the person may not get back to the full function they had before the injury. Unfortunately, there isn’t enough evidence with Covid-19 yet to fully understand the residual effects on the infected brain.  Fortunately, there are ways to promote healing and support your staff as they recover. Always keep in mind how frustrating this is for the person struggling to get their brain back.

Brainline.org provides some excellent tips to help your staff transition back into their position while still encouraging a healing environment.

Vision – Lighting is important – change the fluorescent lights to high intensity, white lights, and increase natural lighting.  Provide an anti-glare computer screen and large print on reading materials.

Focus– Concentration is going to be a constant struggle.  To help with this, provide a quiet work area with little distraction (a private office or work enclosure if possible).  Allow for white noise.  Break down large jobs into smaller, manageable tasks.  If necessary, restructure their role to include only the essential functions.

Fatigue – Maintaining stamina throughout the day is a challenge.  Offering flexible schedules, longer or more frequent breaks, and part-time work schedules are all viable options.  Schedule more challenging tasks at the beginning of the day, leaving more mundane tasks for the end of the day when fatigue is more likely.  Most importantly, encourage your employee to acknowledge their fatigue and rest when they are to that point, even if it means going home.

Stress– Handling stressful situations and managing emotions is more difficult while the brain is recovering. Acknowledging this includes sensitivity training for other staff and providing a positive work environment. Encourage the employee to access any available Employee Assistance Programs and coaching services.

Awareness & Acknowledgement

As a leader, it is important that you are aware of these symptoms and remember that not everyone that had Covid-19 was tested and confirmed. You may have staff that had/have the symptoms that aren’t confirmed with testing but may still suffer the long-term complications of the disease.  Acknowledging their struggles will go a long way to support them during their recovery. Hopefully, the recovery time will be a matter of weeks, but for some, it is turning into months.  This can be frustrating to management and the staff member. Patience and understanding will be key.

broken plate

Why Does Accountability Matter?

by with No Comment Employee EngagementLeadershipLoyaltyTeam Building

Acknowledging our mistakes is a sign of strong character. It is a primary component of accountability and is essential for effective leadership.  Accountability isn’t the same as responsibility, although the two terms are often interchanged.  We all have responsibilities at work, the tasks that make up our job.  Responsibility can be shared, divided up amongst team members.  Accountability, however, belongs to only one person.  It is what happens after an incident and how you respond and take ownership of the results.

Accountability is essential for building trust in the workplace.  If staff are worried about getting thrown under the bus or are unsure of their leader’s support in the event of an incident, they are not going to exude creativity. They will work for the company but not with the energy and passion that they would if they know that mistakes won’t end their career with the organization. Obviously, I’m not talking about repeatedly making the same stupid mistake but rather the kind that happens on occasion.

Why Is It Important?

Despite the importance of owning our mistakes, and the fact that every human makes them, it becomes more evident that so many people in positions of power are not accountable themselves.  How many of us have worked for a manager that never had our back?  Or that took credit for success but was quick to blame when something happened? Everyone knows this scenario – the real question is, how are these individuals put in any position of influence?

There are so many reasons that businesses benefit from accountable leadership.  Not only can accountable leaders quickly identify problems, but they can find solutions just as fast.  Just like other characteristics of good leadership, the other members of the team will follow suit.  Accountability will inspire accountability.   It also breeds trust and loyalty, both of which increase productivity.

When Accountability is Lacking

Of course, you can’t discount the consequences of no accountability.  When the blame game starts with management, it festers among the team.  This will no doubt create division among the staff. There are those that will accept the blame, those that will fight back, and those that will become one of the brown-nosers to the boss in hopes of avoiding the blame.  Either way, division of the team occurs.  I have seen it happen to the best of them.  Naturally, productivity declines, as does loyalty to the manager and the organization.  Whether it’s the blame game or lack of leadership, employee engagement is sure to decrease.

Lack of accountability also affects the customer experience.  Due to its profound effect on employee engagement, it will affect the way the employees treat customers.  This will lead to first-time customers not returning, regular customers not returning, and those that do leave negative reviews.  We all know that more people complain about a bad experience than shout out about the good ones.

How To Encourage It

Bent tracks

Two approaches are often taken when someone shirks accountability.  One is to ignore the problems, and the other is to remove the person from their team. Realistically, neither approach is ideal.  Ignoring the problem will likely make it more significant or recurring, and you don’t want to terminate someone or shuffle them if they have the potential to be an asset to the team.  First and foremost, lead by example.  Again, accountability inspires accountability.  Make sure that your staff has the tools and equipment needed to do their job efficiently and effectively.  Ensure that there is a continuous feedback loop.  Too often, feedback only happens when something goes wrong, but it’s essential to have feedback when things are going well.

Most importantly, provide them with an environment that makes it easy to own their mistakes.  Working in a safe environment encourages creativity and productivity.  We learn more from our mistakes than our successes, as it’s our mistakes that keep us growing.

Stress

Trauma At Work

by with No Comment Employee EngagementLeadership

How Does Trauma Happen?

A few years ago, if you asked me about trauma in the workplace, I would have thought of a major incident akin to the planes crashing into the Twin Towers or a disgruntled employee opening fire on colleagues.  Fortunately for all of us, these major types of traumatic events in the workplace are rare.   More often, trauma is caused by working in a persistently toxic work environment.  This type of toxicity is costly to the individual as well as the organization.

Unfortunately, I worked in a toxic work environment for the past two to three years.  It wasn’t always toxic.  In fact, it was one of the best places I had ever worked until management at three levels changed in rapid succession.  When circumstances afforded me the opportunity, I finally left the organization.  The choice came with an enormous amount of guilt – guilt that I was leaving the patients that meant so much to me, but even more was the guilt for the work-family that I left behind.    I had spent the past two years fighting for my team at a cost to me professionally as well as mentally and emotionally.  By the time I left the organization, I was damaged and truly felt like a failure.  I was unable to successfully lead my team through some very difficult times and, after twenty years of service, felt like I had been dishonorably discharged without actually being fired.  Feeling completely defeated and like I had let my work family down, I walked away.

There were many factors that contributed to the hell that I called work.  First and foremost was the lack of leadership at the managerial level.  Bullying behavior was not only supported but encouraged by the management.  This created a work floor with snitches that were more than happy to report any infraction, regardless of how small, to the manager.  She then took great pleasure in belittling staff, yelling, threatening, and emulating basic bullying behavior.  Bullying alone can contribute to a toxic environment, but when coupled with narcissistic, manipulative, and condescending management, workplace trauma is guaranteed.

Cost to the Organization

The trend in recent years is organizations asking more from their staff with fewer resources.  While organizations may feel this increases productivity, it actually increases stress among the team, causing symptoms of depression, anxiety, and social isolation leading to an increase in sick leave.   In fact, it’s estimated that 60% of sick leave is due to stress-related illnesses, in turn, having a significant impact on the bottom line.  A study in Canada showed that unaddressed mental illness in the workplace costs businesses more than $50 billion in lost productivity each year.  Interestingly, a third of managers have no formal support or resources to support their employees.

Eventually, as in my case, when employees are given the opportunity, they will leave the toxicity.  Staff turnover is challenging, but it is also incredibly expensive.  For every employee that leaves, someone new must be recruited and trained to fill the position, not to mention the lost productivity during the transition period.  The cost of one employee leaving an organization is upwards of $20,000.

Cost to the Employee

Repeated exposure to a toxic work environment can cause a variety of issues.  According to clinical psychologist Dr. L. Michael Tompkins, bullying in the workplace can be emotional abuse and can cause the symptoms and/or diagnosis of PTSD.  Employees can experience a loss of problem solving ability , may be poor at making rational decisions, and may take risks that they normally wouldn’t and consider it normal behavior.  Unfortunately, it is not uncommon to hear of suicide as a result of repeated exposure to a toxic work environment – the ultimate cost to the employee.

So Now What?

When CBC News published an article in November 2019, “Workplace Mental Health Programs Deliver Healthier Bottom Lines”, all I could think was ‘no kidding’.  We know that for every dollar spent on mental health in the workplace, the return is $1.62.  This makes great business sense.  But having worked in Primary Health Care for nearly fifteen years, my mind tends to focus on prevention.  How can we create environments at work that minimize the stress that creates the anxiety and depression that so many employees face?

Relationships Matter

A key to a healthy workplace is the relationships that are developed among colleagues and with management.  If an employee is absent, a caring, empathetic manager should reach out to see how they are doing, if they can support them in any way and to provide them the opportunity to remain an integral part of the team while they are off, if they are physically and mentally able to.   Employees are the most critical asset that a business has and as such, need to be cared for.  Developing relationships with employees should remain a priority.

Education

Management must have the basic skills to lead their people.  They need to be trained to identify and manage trauma among their staff.  The key to mental support begins with transparent and supportive relationships between the manager and the staff.   This helps management with early identification of mental and stress-related difficulties.  Organizations need to invest in the mental health of their staff, going beyond the basic employee assistance programs.  Considering that we spend the majority of our day at work, it’s essential that everyone has a safe environment to work in.  Organizations should encourage the development of relationships between staff and encourage what I call the “work family”.  This allows for more support and increased resilience to stress.  Encouraging self-care such as ensuring break times, adequate lunch breaks, encouraging physical activity, and stress management are all ways the employer can help build on an individual’s resilience.  Empowering employees to develop and grow as individuals and as professionals only strengthens this resilience.

Organizations that invest in their employees and foster an environment that is safe, supportive, and encourages resiliency will find that the payoff is far greater than the investment.  Happy, resilient employees are more productive and will give 100% knowing that the organization has their back.

Productivity

4 Principles for Increasing Productivity

by with No Comment Employee Engagement

Want more productivity from your employees?  Read this…

Multiple things influence productivity on the work floor.  While there are external factors that are beyond the company’s control, there are many internal factors that can be manipulated on the personal and organizational levels. It is often thought that the internal factors affecting productivity rest solely on the shoulders of the employees.   In fact, management has a more significant impact due to their influence on their teams.

Employee Health

Investing in employee health results in staff that come to work mentally and physically prepared with an increased stamina and focus.  Regular exercise gets the blood pumping, increases oxygenation to the brain, and helps clear the mind.  Employees who exercise regularly will be healthier, more efficient, and in the end, more productive.  Investing in an employee wellness program is something every organization should aspire to.

Environment

In addition to encouraging personal health, the organization needs to provide a healthy environment.  Having a workspace with proper ergonomics will keep attitudes more positive, and people focused on work instead of aches and pains from a poorly arranged environment. The short-term investment of a proper ergonomic assessment will pay off in the long run with decreased time away from work to manage neck, back or shoulder problems, fewer WCB claims, and overall healthier employees.

Temperature is a factor that contributes significantly to productivity.  If the staff is too cold, they will spend time trying to get warm. Conversely, if the staff is too warm, they are sluggish.  Either way, temperature affects productivity.  The perfect temperature for the office environment is between 60-70 Fahrenheit or 15.5-21 Celsius.  Something to keep in mind, but out of our control, is the outdoor environment. Employees are likely to be more productive on bright, sunny days versus dreary, dull days.

Listening to music may also have a profound effect on productivity.  Music has been shown to improve mood, focus, and endurance. Playing music in the background may significantly improve productivity. Beware, however, if someone doesn’t usually listen to music, it may hinder their productivity.

Training, Equipment, and Systems

Regardless of their position within the company, all staff will benefit from training of some sort. Whether it is initial training to ensure they can do their job or ongoing training, employees must be encouraged to continue their professional and personal development.

A major factor in productivity is ensuring that the employee has the proper training and tools for the job.  Nothing is more frustrating than performing a task with the wrong tool.  Whatever the business, there are tools customized to the organization to reduce waste and increase productivity.  Even when trying to cut costs and maintain overhead, there is a point that some investment is necessary.  The cost of equipment upgrades will outweigh the loss of productivity due to substandard equipment.

Even with the right equipment in place, productivity can be stifled by inefficient workflow processes.  It’s important to review processes from time to time and change them as needed.  Ask for and reward employee input on a regular basis.  They often will have creative ways to improve workflow and productivity.

Employee Satisfaction

When employees are no longer engaged at work, their productivity declines.  Likewise, employees that are passionate about their job will work to their full potential.  Therefore, organizations that want to optimize productivity need to focus on employee satisfaction.  This is truly the core of Oteos.  Happy employees equal increased productivity resulting in happy customers, regardless of the nature of the organization.  Developing relationships, providing an ideal work environment, encouraging professional and personal growth, autonomy and empowerment and open, two-way communication are all methods of improving employee engagement.

In summary, if productivity remains the goal, then it is necessary to identify the factors that are affecting it.  It starts at the hiring process, and the expectations remain for the term of employment. That said, it is the organization’s responsibility to provide the right tools and environment to facilitate a continually improving rate of productivity and efficiency.

I challenge you to identify areas of improvement in your organization.  What can you do to boost productivity?

Scrolling

Slack – What does it mean?

by with No Comment Leadership

What do you do when you identify slack?Slack

The other day I was listening to Craig Groeschel’s podcast about slack amongst leaders in the workplace.  He defined slack as anything that doesn’t move us towards our goal. I was surprised by the amount of slack time that the typical leader engages in during an average work week.  Now slack can come in multiple forms, including excessively long breaks or lunch hours or excessive visiting or chatting on the work floor.  Note that I said excessivevisiting.  We know that strong teams are developed more by the connections made out of the workplace than those made at work.  That is why some visiting about kids, husbands and lives outside of work is actually good for the team.  I have many more thoughts on team building that I will share in later articles.

The stat that really resonated with me was the 3.8 hours a week that leaders spend engaging in mindless activities like scrolling Facebook and Instagram or streaming YouTube.  According to Groeschel, this is done to give them a mental break.  Think about that – 3.8 hours per week for mental breaks at work.  I am in no way saying that mental breaks are not necessary during a workday but what happening that this is adding to the average 20 hours of slack in a week?  Or is this a practice that should actually be encouraged?

The Tork poll done in spring of 2018 showed a large disconnect between the management and employee perception of breaks, specifically lunch breaks.  Tork showed that management often considered the lunch break when evaluating job performance or view staff that took a regular lunch break as less productive. This despite the evidence that regular breaks, including lunch breaks increase creativity, productivity and focus. A common trend is the 30 minute lunch break.  While 30 minutes is enough to inhale a sandwich, is it really long enough to give someone a true break?  The hour long lunch not only gives your staff room to breathe but it can discourage poor habits like getting fast food or encourage positive health habits like exercise, meditation or other forms of self-care.

There are many ways that organizations can encourage regular breaks.  Yes, you read that correctly – organizations should encourage regular breaks. Mutually important is the body’s need for regular fuel throughout the day and the minds need for intermittent rest. Healthy snacks in a comfortable environment can help decrease the mid-afternoon slump and help your team continue strong until the end of the day.

One easy way to encourage regular breaks is to take a break yourself.  I am a firm believer in leading by example.  This is something I practiced as a parent and as a leader on the team. Just as we cannot expect our kids to be healthy eaters as we are eating a Big Mac, we cannot expect our staff to take breaks if we don’t practice it ourselves.

Don’t confuse busyness with productivity.  When I first started nursing many years ago, we were encouraged by older nurses to look busy.  That way the head nurse would not think you were slacking.  Of course, today this practice is obsolete – in nursing anyway.  Just because staff is not scrolling on their phone does not mean they are being productive. If you notice their focus is absent or weak, it may be time for a break – scheduled or not.

Aside from encouraging regular breaks to encourage mental and physical health, leaders should view slack in the workplace as an opportunity for improvement.  Perhaps something has changed within the team, a staff is facing something difficult on the home front or is experiencing poor job satisfaction. Either way, identifying the why behind the slack can be an opportunity to provide support to your team and identify ways to encourage growth.

Even amongst your best employee slack is always going to be present to some degree, it’s how we utilize it that matters.  Encourage your team to practice good self-care, take their breaks and lead by example.  Do you take your breaks?  How do you lead your staff to decrease slack and increase productivity?

Team Relationships

A Strong Team – Helping You Get There

by with No Comment Team Building

Developing your team In and Out of the office.

Relationships outside of the office are as crucial to developing a strong team as team building activities held in the office.  These relationships build trust and loyalty amongst the team and with the proper leadership, to include the organization.

After having worked with a close, cohesive primary health care team for over thirteen years, we transitioned into a new building.  This move should have been an exciting opportunity for us to develop our team further and improve the care we provided to our patients; instead, it began the demise of a team that was once held in high regards by the entire province.

This transition began nearly eighteen months before the actual move date that included moving a hospital, medical clinic, and nursing home into one unified facility. Having been already a part of a high functioning team, we encouraged (or begged) for team building and preparation of staff to integrate.  This move took us out of our offices and into one “bullpen” with cubicles that were intended to increase communication.  Not only did the three facilities remain in their silos with lack of management to facilitate integration, but management actually encouraged the disintegration of our team.

Our team was like our extended family.  We developed friendships outside of work through informal team building.  These included lunch on one of our decks in the summer, Monday soup lunch together at the local senior center, birthday cakes for each staff member’s birthday, coffee breaks twice a day, celebrations of family events and support during each other’s difficult times.  These were paired with official team development in the form of quarterly meetings and weekly huddles where concerns amongst the team were brought forward in a safe environment and problem-solved by the team.

After the move, coffee breaks were a thing of the past.  Lunch breaks were staggered and rotated.  Huddles were eliminated as were any problem-solving opportunities for the team.   Decisions made by leadership not only diminished our capacity to work together as a team but decreased the interpersonal relationships that we formed outside of work.  We were not allowed time to keep up with each other.  This led to frustration, feelings of isolation, and simply missing each other, despite now sitting in the same room.  The result was a decrease in commitment to the organization and communication with management, lower productivity despite longer days, and a turnover in staff.

I genuinely hope that in the future we at Oteos can work with the region to help build this team and community’s health care back to the standard to which it was once held. I want to help my former colleagues enjoy their job again!  With just a few adjustments and some repair strategies, I believe they can get their “family” back.

How would you feel about developing relationships among the team outside of the office setting? How do you balance the personal and professional relationships?  Let me know your thoughts!

work-environment-pic1

The Ideal Work Environment

by with No Comment Employee Engagement

Creating that sought after workplace.

The workplace environment has a massive impact on our daily lives.  Whether we work at the organization or utilize its services, the environment in which people work impacts productivity and service.  We have all experienced the clerk that hates their job, and it comes through in every word they utter to us and every action during the encounter. Wouldn’t it be amazing if everyone loved their job and the environment in which they worked?  That is the true heart of Oteos –  to maximize productivity by improving the employee experience.  As Simon Sinek said, “Customers will never love a company until the employees love it first.”  So how does an organization foster an ideal work environment?

Everyone has a slightly different idea of the perfect work environment, but there are some basic components that make up a place that gives employees reasons to show up, enthusiastic and driven and to work hard for the organization.  The work environment includes the physical surroundings (location, facilities), the culture of the organization, potential for personal and professional growth and relationships between employers and employees, to name a few.

Lead By Example

First and foremost, leadership must lead by example.  When leadership lives the vision and values of the organization, it will resonate with the staff.  Management must be clear about the mission of the organization; it’s vision and the values. This is the foundation of the organization and must be at the core of every work encounter.   Leaders cannot act in a parental role of “because I said so,” nor can we expect our team to “do as I say, not as I do.”   This type of old-school thinking will contribute to resentment, breakdown in communication, and lack of respect for the leadership team.

Communication

Two-way communication is essential in a healthy work environment.  It contributes to the development of trusting relationships among staff and with management.  Too often, management utilizes one-way communication by way of providing information without seeking feedback.  Providing employees with a platform to safely express concerns and opinions is vital to improving trust and respect.  As important is then taking this feedback and actually doing something with it.  I once participated in a team cohesiveness survey after a major transition in the organization.  Management apparently did not appreciate our honest feedback. Rather than take that information and develop a plan to improve on the environment,  management expressed their displeasure in our responses and instructed us on how we should have answered the questions.  Nothing further was done to improve the team dynamics leading to a further decline in job satisfaction, increasing distrust of management, and a worsening work environment.

Using two-way communication not only engages employees, but it leads to an increase in collaboration and offers opportunities to reinforce the organization’s vision.  This ensures that everyone is on the same page and increases the ability to understand of the protocols and process that management is working with.

Bad Work Environment

Encouraging Growth

Encouraging personal and professional development among staff contributes to job satisfaction and loyalty to the organization.  There are numerous ways to provide this to employees.  First, ensure that every employee is appropriately trained and provided with the necessary supports to do their job well.  Beyond this basic need, support employees with continuing education within the organization and outside of it.  Meet with staff regarding growth – more frequently than the annual review- and help them develop a plan.  Address any skill gaps while reinforcing their strengths and identify areas for growth.  Support additional university classes, conferences, and any learning opportunities that will contribute to the growth of the employee.

Beyond professional growth is personal growth.  An ideal environment supports their employees in achieving a work-life balance.  We’ve all experienced challenging life situations, and inevitably they will spill over to the work environment.  Employees that practice good self-care and healthy living with good supports outside of the organization will be better equipped to handle the challenges that life throws at them.  Offering coaching, discounts for gym memberships, access to counseling (dietary, mental health, etc.), and encouraging the use of breaks and vacation time can all contribute to a healthy life outside of work.

Acknowledgment

A solid leader will learn how to appreciate and appropriately acknowledge their individual employees for their achievements.  This does not have to come in the form of financial rewards.  Acknowledging their achievements both privately and in front of others will encourage them to continue their excellence within the organization.  Make sure that you are genuinely recognizing the effort and not just complimenting them. Compliments stay with them for a minute, but a genuine acknowledgment of their effort and ability will remain with them long-term and make them want to continue their effort.

Organizations must take an active role and be intentional in creating a positive work environment. Not only will it increase productivity and creativity, but it will also decrease turnover and more importantly, keep unhappy employees from spreading their negativity amongst the rest of the team. Negativity spreads quickly, and this type of animosity causes your business to rot from the inside out.

As a business and a leader, how will you provide and contribute to a positive work environment?  As an employee or perhaps an informal leader on the team, how can you encourage a positive environment from the ground up? We would love to hear your thoughts.

Finding the right fit

Finding a Good Fit

by with No Comment Hospitality

Why the right person for the job matters…

In every position, regardless of what product is involved, having the right person in the right position is essential to the success of the company.  In a successful work environment, work processes are carefully designed to ensure an efficient and smooth flow to minimize waste and increase productivity. Even the best processes won’t work if the right people are not in the right position within the company.

One night a group of us went for supper at a popular chain restaurant and experienced what happens when staff isn’t a good fit for their role in the organization. My daughter was competing in a dance competition in this small town of 5,000 people. The three-day annual event brings in several hundred people to the community, occupying hotel rooms, and supporting local businesses. This is an opportunity to boost sales and build a business’s reputation. It also gives management the chance to demonstrate their leadership skills and to develop their staff.

Right person for the job

When we arrived, the restaurant was busy, but our party of seven was seated quickly. We noted a large party occupying several tables, and the rest was filled with dancers proudly displaying their studio clothes. Our very pregnant waitress took our drink order swiftly, and we waited.  And we waited some more.  Finally, she returned with our drinks but wasn’t ready to take our order.  Several minutes later, she returned to take our order.  During the wait, I observed what was happening in the rest of the restaurant.  It was evident that they were horribly understaffed. That occasionally can happen at any restaurant, but the manager needs to control the situation and manage the expectations of the guests.

After finishing our meal, I tried to signal the waitress that we wanted the bill.  Twenty-five minutes passed, so I went to the hostess desk and waited.  Another ten minutes passed when another waitress came by. I asked if I could speak to the manager. I expressed my concerns about the service we received that evening and the effect that type of shift has on staff and customers alike.  The reaction of the manager was shocking.  She accepted no responsibility for our experience or for the stress her staff was under, nor did she apologize.  I wasn’t looking for a discount; I wanted to see what type of leader she was.

Unfortunately, this scenario is commonplace in many businesses. Whether it is out of desperation, obligation, or union rules, it is not uncommon that the wrong person is in the wrong job or position.  Having the right employee in the correct position starts at the interview.  But past that, the employer needs to ensure that staff remains in the right position throughout their time with the company.  Not only does it support personal and professional development, but it reinforces the organization’s commitment to their staff.  This will not go unnoticed by employees.  Through on-going staff development, evaluations of staff and employee satisfaction ratings and knowing the staff and their capabilities, the employer can manage the leadership within their organization.

For the staff level readers, I ask you to consider the last time you felt your employer took an interest in you, either personally or in your job.  I also challenge you to examine your own position and job performance.  Are you the right person for the job?  If you are in a management or owner position, how well do you know your staff?  Do you encourage your staff to develop themselves?