As any manager who has tried it can tell you, onboarding new employees remotely is a challenge. And a bad onboarding experience can have long-lasting negative fallout. Writing in the Harvard Business Review, James M. Citrin and Darleen DeRosa, co-authors of Leading From a Distance:  Practical Lessons for Virtual Success, offer recommendations for companies large and small who want to make onboarding strategies succeed. 

1. Get off to a fast start: Create a plan to mitigate first-day nerves and allow new employees to feel welcome and gain confidence. Appoint a dedicated onboarding liaison, and try to set up their technology ahead of time to minimize breakdowns. 
2. Establish Strong Relationships Across the Organization:  Virtual settings make spontaneous relationship-building less likely. Be proactive about setting up a mix of formal and informal one-on-one interactions between the new hire and colleagues.  Some companies set up a “shadow week” in which the new hire attends a wide variety of team and stakeholder group meetings.
3. Explain the company culture and how work gets done: Make unspoken assumptions explicit. Spend more time than you generally would in a face-to-face environment talking about what is typical and atypical across various cultural dimensions. Create the space for your new colleagues to ask about the way things are done.
4. Set clear expectations and connect the individual’s role to company mission and vision:  A new hire should have a clear picture of what success looks like for the first 100 days and beyond.  Then they can prioritize and accomplish some quick wins that create a strong foundation and build momentum for future success

Did you onboard remotely, and what was your greatest challenge? To join the conversation, click "comments" above. We would love to hear about your experiences!

  Listening to your employees and incorporating their feedback is important to you and to the culture of your organization. But sending out an employee survey once a year is not sufficient, says Carrie McKeegan, CEO and Cofounder of Greenback Expat Tax Services -- especially among remote teams who find it harder to build relationships. Collecting feedback on an ongoing basis will allow you to address roadblocks head-on, encourage creativity and collaboration, and drive innovation. Here are things you can do:
​

• Ask “how are you?”  Don’t let remote work make you eliminate pleasantries like, “How was your weekend?” Alternatively, do a temperature check by asking "What's the most important thing you're workingon this week?" or "How are you feeling about reaching your goals?"
• Open Up:  A culture of candor has to start from the top. That means being vulnerable enough to share your human side. By setting an example, you show it's okay for your team to share their struggles and challenges with you in return.
• Do Quarterly Check-ins:  The relationship between supervisor and employee plays a critical role in retention. Quarterly check-ins expose hidden issues and give team members a safe space to express needs, concerns, and ideas.  
• Listen, Don’t Defend: Faced with constructive criticism, just listen. Focus on clarifying questions that help you understand the employees’ perspective.
• Act on Feedback:  Actions speak louder than words. You don’t need to incorporate every piece of advice, but do recognize each contribution and share with your team how you intend to use their input. This type of transparency strengthens trust and encourages future feedback. 
  
  

Is your remote team giving you frequent and honest feedback, and if not, what can you do to improve matters? To join the conversation, click "comments" above. We'd love to hear your feedack. 

A manager’s job and communication style must change as their team expands. Writing in The Harvard Business Review, Julia Zhuo, vice president of design at Facebook and author of The Making of a Manager: What to Do When Everyone Looks To You, explores some of the necessary adaptations. 

• Indirect Management Expands Your Reach:  As your team grows, you cannot manage everyone directly, at least not to the same degree. That means developing managers who report to you, and accepting that some decisions will be made without you. At first it may feel like you are losing control—but you are actually empowering your people, and expanding your leadership reach.
• People Treat You Differently:  When people don’t know you well and see you’re in a position of authority, they’re less likely to tell you the truth or to challenge you when they think you’re wrong, even if you’d like them to. Be aware of this dynamic and take countermeasures. Emphasize that you welcome dissenting opinions and reward those who express them.
• People-Centric Skills Matter Most:  As teams grow, managers spend less time on the specific craft of their discipline, and more time coaching others. “At higher levels of management… success becomes more about mastering a few key skills: hiring exceptional leaders, building self-reliant teams, establishing a clear vision, and communicating well.”

How has your communication style adapted as your team and your responsibilities have grown? To join the conversation, click "comments" above.  We would really like to get your feedback.

For a leader who wants to inspire, few things are more important than communicating with employees in a positive way. Writing in Inc., Marcel Schwantes, founder and Chief Human officer of Leadership From the Core, says “there are certain undeniable phrases that, if we use them more often with team members, will result in an increase in trust and loyalty.”

Schwantes offers five examples of what great leaders will genuinely put into words to engage minds and hearts:
 

1. We couldn’t have pulled off this project without you. This is especially gratifying if said In the presence of others.
2. I could use your advice. Research shows people who ask for advice are perceived as more competent. 
3. What can I do to help?  This phrase is especially welcome during stressful times.
4. This was clearly my mistake. Effective leaders show humility and acknowledge their own shortcomings.
5. I don't know. Being comfortable with not knowing allows one to learn and grow,

 
When was the last time you used one of these phrases, or heard your manager use one? What was the impact? To join the conversation, click "comments" above (just below the picture).  We would really to hear your feedback.

Remote workforces present unique challenges. So leaders must be more intentional than ever in promoting engagement and the productivity that increases as a result.
 
Managing a fully remote company, Lou Elliott-Cysewski, co-founder and CEO of Coolperx, a net climate-neutral merchandising company, shares the lessons she has learned in Inc.:

• Keep Things Short: Attention spans in a virtual setting are shorter than in person, so be concise.
• Check In: Now is not the time to reduce one-on-one meetings. But do keep them short, and follow up later.
• Encourage Explicit Verbal Communication: Be as clear as possible with your words, as you do not have all of the usual body language and non-verbal cues to back you up.
• Avoid Constant Interruptions: Nothing kills productivity like a barrage of “notifications.”
• Celebrate Wins, Big and Small:  The remote environment can lead to feelings of isolation. To build connection, leaders must take extra care to call out the contributions of individuals and groups.
• Promote Overall Wellness:  Encourage your team to take a proactive approach to wellness. And set an example: Showing your employees that health and wellness are essential is way better than just saying so.

 
What has been your greatest challenge in working remotely, and how has your leadership addressed it? To join the conversation, click "comments" above (just below the picture).  We would really like to hear your feedback!

As we navigate the Great Resignation, the need for empathic leaders has come  center stage. People are unwilling to work for managers prone to autocracy, micromanaging, and narcissism — and they will resign in an effort to find a more welcoming culture.
 
It is crucial to recognize, however, that the drive for results and the practice of empathy are not mutually exclusive. Writing in Inc., Phillip Kane, CEO and Managing Partner of Grace Ocean business consultants, contends that effective leaders understand that results matter. But they also realize that results are heightened with kindness.
 
Such leaders recognize and reward the contributions of others, prize the mental and emotional well-being of those who work for them, and know better than to destroy trust over something like a missed objective. 
 
Kane concludes, “If you've believed, like many have, that delivering results and caring for others is an either/or proposition, change your thinking, and then change those you entrust to lead your team. Choose caring, empathic leaders. They are, for good reason, all the rage right now.”
 
To what extent do leaders in your organization display empathy, and what is the effect? To join the conversation, click "comments" above (just below the photo).  We’d really like to hear about your experience and get your feedback!

As employee turnover continues to rise, employers are striving to discern what workers really want. Of course benefits are important, but they are far from the whole picture.
 
Writing in Inc., Marcel Schwantes, founder and Chief Human Officer of Leadership from the Core contends that “good leadership takes skill, heart, head, hands, and a willingness to serve others.” He offers 3 actions leaders can take to ensure people stay longer:
 

• Provide opportunities and growth: According to Schwantes, most employees don’t view their workplace as providing enough options and opportunities. “Employers need to replace traditional career ladders with lattices that enable people to grow — not just vertically, but across departments and functions.”
• Offer more face time:  According to Beamery 2021 Talent Index, which offered insights from more than 5,000 employees, a lack of one-to-one time with their manager hindered their promotion opportunities in the past year. Leaders can avoid this by meeting with their team members and outlining what would be required to secure career advancement.
• Open up two-way communication: Superior leaders are superior coaches, using their one-on-one time to help their employees to develop, and also to solicit feedback that increases their own self-awareness and accelerates their own learning.

​Is your organization doing what it should to help employees continue to develop and build on their strengths? To join the conversation, click "comments" above (just below the photo).  We're really like to about your experiences with attracting & retaining employees!

If you want to hire the right kind of employees and keep them motivated, an extensive new study from Bain may prove helpful. The project’s authors spent a year surveying 20,000 workers in 10 countries (the United States, Germany, France, Italy, Japan, China, India, Brazil, Indonesia, and Nigeria) as well as conducting in-depth interviews with more than 100 employees.
 
As recounted in Inc., the study concluded that there are six work-orientation archetypes, each with their own strengths and weaknesses. Problems can arise when employers are seeking one type but hire another. The archetypes are:
 

1. Operators:  They are team-minded and often view colleagues as friends, but they “work to live” rather than “live to work.” They prefer predictability and do not seek to stand out.
2. Givers:  They find meaning in work that directly improves the lives of others.  Their empathetic nature typically translates into a team spirit and deep personal relationships at work. But they are cautious and relatively hesitant to jump on new opportunities as they arise.
3. Artisans:  They seek out work that fascinates them and are motivated by the pursuit of mastery. They enjoy being valued for expertise, and desire a high degree of autonomy.
4. Explorers:  They value experiences and freedom, and desire flexibility along with autonomy. They typically don't rely on their job for a sense of identity, often exploring multiple occupations during their lifetime.
5. Strivers: Strivers have a strong desire for professional success, and value status and compensation. They are forward planners who can be relatively risk-averse, as they opt for well-trodden paths to success. They can be competitive and transactional.
6. Pioneers:  These entrepreneurial types are the most risk-tolerant and forward thinking of all. They have strong views and will do almost anything to achieve their vision. They identify profoundly with their work.

 
Do you recognize yourself, or any of your employees, in any of these archetypes? Does your organization skew toward one type in particular or is there a balance? To join the conversation, click "comments" above (just below the picture).  We'd really like to hear your feedback and experiences!

Extraordinary teams excel at fostering relatedness among members. New research cited in The Harvard Business Review suggests such teams have found subtle ways of leveraging social connections during the pandemic. Doing so requires creating opportunities for genuine, authentic relationships to develop. 
 
Based on his organization’s research, Ron Friedman, Ph.D, psychologist, author, and founder of ignite80, a performance development company, presents five key characteristics of high-performing teams that highlight the vital role of close connection among colleagues. Successful teams:

1. Aren't Afraid to Pick Up the Phone: Many people avoid the phone but calls strengthen relationships and prevent misunderstanding, contributing to more fruitful interactions among teammates.
2. Are More Strategic With Their Meetings: High-performing teams avoid the common pitfalls of poorly run meetings. They are 39% more likely to require pre-work from participants, 26% more likely to introduce an agenda, and 55% more likely to begin with a check-in that keeps team members apprised of one another’s progress.
3. Invest Time Bonding Over Non-Work Topics: Discussing non-work topics helps identify shared interests, which fosters deeper liking and relatedness, In other words, the best teams aren’t more effective because they work all the time. On the contrary: They invest time connecting in genuine ways.
4. Give and Receive Appreciation Frequently: Recognition is often a more powerful motivating force than monetary incentives. High performing teams are rich in appreciation.
5. Are More Authentic at Work: High-performing teams are significantly more likely to express emotions (both positive and negative) with their colleagues. They reported being more likely to compliment and joke with their teammates. In emails, they were more likely to use exclamation points, emojis, and GIFs. In short, they were more likely to express themselves.

 
How has your team been fostering connections during this period of hybrid work? To join the conversation, click "comments" above (just below the picture).  We'd really love to hear from you!

Poet Maya Angelou said, “People will forget what you said, people will forget what you did, but people will never forget how you made them feel." Writing in Inc., Marcel Schwantes, founder and Chief Human Officer of Leadership From the Core, notes that this is very true of leaders. The great ones, he says, take care of their team in ways that makes everyone feel inspired and understood.

"The journey toward leadership greatness never ends,” says Schwantes, “but it does have a starting point. And sometimes the beginning of the journey requires some tough questions you need to ask yourself to raise your own bar." Can you answer yes to most — and hopefully all — of these?

• Are you approachable? Approachable leaders share information and have a genuine open door. They show their human side, exhibit humor, and advocate for their teammates.
• Do you foster an environment where people feel psychologically safe? Harvard research shows that when encouraging leaders let employees know they are free to speak up, experiment, give feedback, and ask for help -- it leads to better learning and performance outcomes.
• Do you lead with integrity? Are you reliable and truthful, holding yourself to a high standard others want to emulate? Are you true to yourself, and do you follow through with your promises?

Were you able to answer “yes” to most of these questions? Which ones might you work on? To join the conversation, click "comments" above, just below the picture.  We'd love to hear your feedback!

Jeff Zucker’s departure from CNN a couple weeks ago, has stirred up talk about office romance. Writing in The New York Times, Joanne Lipman, author of That’s What She Said: What Men and Women Need to Know About Working Together, and Jeffrey Sonnenfeld, a professor at the Yale School of Management, say the situation “points out how difficult it is to regulate office romance and how unevenly corporate policies around consensual relationships are enforced.”

​When it comes to trying to manage this issue “the rules are all over the place” and “enforcement is inconsistent.” A 2021 survey for the Society for Human Resource Management found that more than a third of Americans have or have had a workplace relationship, and the majority did not disclose it to their managers.
 
There is no consensus in corporate America about what is considered acceptable. Most companies do not allow relationships between a supervisor and a direct report, “but that is just a baseline for a reasonable policy.” A 2019 Vault.com survey found that 41 percent of employees aren’t even sure what their company’s position on workplace romance is, and so don’t report an office relationship for fear of being penalized. What’s more, the beginning of any relationship can be tenuous. If employees aren’t even ready to tell their friends about it, can they be expected to know when to tell their supervisors? Is one date or one flirtatious email exchange the threshold?
 
Companies owe their employees clarity, contend Lipman and Sonnenfeld. “Organizations need to specify what constitutes a relationship, to whom and when to report it, and in what circumstances it requires an adjustment in position for one or both people.” What's more, the rules need to apply to everyone.
 
Office romances have existed for as long as offices have been around. It's time to figure out how to deal with them.
 
Do you know your organization’s policy on office relationships, and do you think it is clear and reasonable? To join the conversation, click "comments" just below the picture above.  We'd love to hear your feedback!

New research from Gloat, a workforce agility and talent marketplace platform, confirms that nearly half (48.1 percent) of employees are thinking of leaving their current jobs, highlighting the internal labor crisis many employers are encountering. Gloat's study revealed two big reasons for the current exodus, which should surprise no one: Better pay and a desire for more growth opportunities.
 
Writing in Inc., Marcel Schwantes, founder and Chief Human Officer of Leadership From the Core, notes that while offering every employee their desired salary is most likely not an option, leaders have considerable room to create growth opportunities that align with employees' personal and professional goals. To this end, they should:
 

• Dismantle barriers to internal career opportunities:  The Gloat survey confirms that nearly two-thirds of respondents (65.1 percent) don't see their current place of employment as offering the options and opportunities they are seeking. Career development is no longer just about being promoted to the next position; it's also about trying on various hats and acquiring new skills. “Employees are interested in pursuing opportunities that align with their skills and interests and that empower them to create a career path on their own terms.”

 

• Communicate your company’s values to employees:  Only one-third (34.1 percent) of the newest members of the workforce (18- to 24-year-olds) think they have the same values as their employer. Jobs are increasingly seen as part of one’s identity, so if you want to hold on to top talent in the current environment, it’s crucial that your people believe in the work they're doing. 

 

• Step up DEIB Efforts: When it comes to promoting diversity, equity, inclusion, and belonging (DEIB), actions speak louder than words. Employees want to see their organizations step up and make real strides toward ensuring that more women, persons of color, LBGTQ, and older employees have opportunities to grow.

 
What is your organization doing to create more internal opportunities and better communication about company values? To join the conversation, click "comments" above this article, just under the photo.  We'd really like to hear from you!