Categories
Engagement

Exploring the Work-from-Home Experience & Its Out-of-Office Toll

Employees who are used to working in an office environment have undergone an abrupt change to working from home the past several months due to COVID-19. Curious to learn how they were handling the absence of in-person communications, collaboration, and teamwork, I reached out to colleagues (executives and professionals in a variety of organizations where working from home is not the norm) to understand their experience.

Here are the qualitative highlights compiled from more than a dozen responses.

Describe your experience about working from home since COVID-19 impacted your workplace.
Similar to many articles exploring the pro’s and con’s of working from home, my colleagues confirmed it’s a “mixed bag” and a “means to an end.” They appreciate the convenience and time-saving of not having to commute, and many are grateful to have the opportunity to continue working. At the same time, they’re frustrated with distractions from other family members confined at home, insufficient and/or inconsistent bandwidth, and fatigue from meeting virtually.

“The lack of personal engagement has created more challenges than I would’ve guessed. I underestimated how much I benefit from organically ‘talking something through’ – the benefits of speaking out loud and receiving real time feedback.”

“Having always had a lot of interaction with others in the office, I now have to make an effort to keep this collaboration going.”

What stands out for you about working remotely compared with working in your office location with fellow employees?
Most notably, respondents commented on missing personal interaction.

“Emails have doubled or tripled as a result of not being able to casually talk to others in the office. And the virtual meetings are more tedious than those around the table.”

“Our work has intensified and what stands out most for me, as CEO, is a lingering concern about staff burnout and my inability to intercede. Working remotely reduces the opportunities to ‘check-in’ on staff and make sure they’re doing okay.”

“Working from home takes a lot more effort to stay connected. While in the office chats occur naturally, I now have to pick up the phone or setup a virtual meeting to run ideas by somebody or just chat about the weather. It’s easy to lose contact with an introverted person and difficult to find out how somebody is really coping with this new normal.”

What are you most looking forward to about returning to your workplace environment?
The act and impact of being with other employees is a major theme. Being together feeds the energy of working as a team.

“I am most looking forward to the sense of team momentum. I know we can all knock out our work independently but that feeling of striving and progress is different when we can’t work as a true team.”

“Collaboration! Seeing somebody in person and not through a screen.”

“I look forward to the camaraderie of my colleagues.” 

Takeaway: the Energy Toll
While coping as best they can under the circumstances, people who prefer the office environment find that working from home requires more emotional energy to connect, communicate, and collaborate with others. They look forward to returning to their respective workplaces to regain the strong sense of teamwork and esprit de corps that happens when being together.

Note: Special thanks to everyone who took the time to share their working from home experiences for this post.

[Image by You X Ventures on Unsplash]

Categories
Engagement

Acts of Employee Engagement Needed Now

I was recently reminded of a practical and low-cost way to help keep employees engaged in this stressful time. Surprisingly, I found it in an article written last year before the unthinkable happened.

  • It’s easy and something everyone can do — bosses, business owners, co-workers, colleagues, partners; i.e., anyone you work with.
  • It can be used with any employees, regardless of whether they work remotely, at a company locale, or combination of the two.
  • And it’s applicable anytime it’s appropriate, not just during this pandemic.

Here it is:

“Tell someone how grateful you are that they took something annoying off of your plate, stepped up when you needed them, or just made work a little better.

Whatever it is, be as specific as possible. It might feel small, but this tiny nudge towards gratitude is incredibly powerful. It will ripple throughout your organization. And it will make work better for you and for the people around you.” Laszlo Bock, CEO and author

In the past several months we’ve witnessed heart-warming and well-deserved expressions of gratitude to people on the front lines of the current crisis. Similarly, we can extend simple, sincere acknowledgment to the people we work with and for. And we can do the same with our family, friends, and neighbors.

Note: the excerpt above is from Laszlo Bock’s “Your Culture Will Make or Break Your Business, a worthwhile read.

[Image by Diego PH on Unsplash]

Categories
Marketing

“Don’t Waste This Crisis: How Strong Values Improve Strategy” – Guest Post from Matthew Fenton

[Note: I’m pleased to share this timely post from Matthew Fenton, a Chicago-based marketing professional and founder of Three Deuce Branding that specializes in brand clarity. Here he offers a fundamental strategy to uncover the brand values a business needs to survive and thrive in these challenging times. More on Matthew’s work can be found at the end of this post.]

There’s a question that’s asked far too rarely as we develop brand and business strategies. It’s simple but extremely powerful, since it shapes everything that you’ll do as a team or organization.

The question: Who do we want to be?

It’s challenging to lead an organization in the best of times. In a time of scarcity – like the one we recently, abruptly entered – it can feel impossible.

But navigating difficulty is one of the roles of a leader. As FDR said, “A smooth sea never made a skilled sailor.”

Matthew Fenton
Matthew Fenton

I’ve been working with my clients to answer questions like “How can we serve our consumers in new ways?” and “What trade-offs must we make to get through this?” You’ve no doubt asked and answered similar questions. At some level, these are questions about what we value.

Think for a moment about the choices recently made by your teams, your leadership and your organization. Which choices are you most proud of? What values do these choices reflect? Take a moment – right now – to make note of these. We’re going to come back to this.

Our values are being tested, which is to say this is an opportunity for personal and organizational growth. So don’t waste this crisis. It brings the opportunity to rethink, reorder and solidify what we value – and who we want to be.

Brands Are Already Showing Us Who They Are

For years, brands have fallen all over themselves trying to convince us that they’re values-based and purpose-driven. Now we get to find out who was serious.

Some brands are failing miserably. For example, a brand I’d never heard of, Parlour H, took the opportunity to start spamming me with hair-care tips for the quarantine. Timely, yes, but also wholly unrequested. Parlour H, is this really who you want to be?

To be fair, there have also been plenty of examples to the good. Companies have repurposed manufacturing facilities to make respirators, ventilators, hand sanitizer and masks, or are donating goods and services within their communities. Major brands have earned the most PR, but I encourage you to look for examples of local businesses who are doing the right things. You won’t have to look too hard.

These businesses should be applauded today and remembered when this is all over. By taking positive action, they’ve shown us who they are (and who they want to be).

“Brand” Values Are Actually Personal

When I ask, “Who do we want to be?” I’m deliberately using the first-person plural. I’m talking about people, not brands.

Brands are sometimes seen as these detached entities that sit between a company and its consumers. But companies that rely heavily on front-line personnel – such as restaurants, retail and service providers – know that their people are the brand. (One potential positive outcome of this crisis is that front-line staff will be viewed not as cost centers, but as value creators.)

There’s been a lot of talk about brand purpose and values in recent years.  And, yes, you may associate a certain brand with certain values. But let’s be clear – brands don’t choose their own values. How could they?  Brands aren’t sentient beings.

A brand is simply the collective intent of the people behind it.

As Jim Stengel has said, “A brand is simply the collective intent of the people behind it.” As brand leaders, we decide which values our brands will exemplify.  This means choosing some things and not choosing others. Whenever a brand makes a move, remember that there’s a team of people that made it happen.

Also note that I’m asking, “Who do we want to be?” and not “How do we want to be perceived?” That’s because the latter question allows for the possibility of faking it.  nd you can only fake it for so long before the jig’s up.

This is one of the areas where old-school thinking on branding – that brands are “costumes” that are easily changed, or “shields” that hide our true inner workings from the world – falls tragically short in practice. In branding, as with people, we reveal who we are by what we do, not by what we say.

Your brand is not a shield between your company and your consumers.

Where Values Fit Within Strategy

My positioning and strategy workshops always include at least one module rooted in values. During these modules, there’s a noticeable shift in the energy in the room. People aren’t thinking about tasks to execute or positions to claim; they’re thinking about what they could be and do, as a team, pulling together.

Asking questions like “Where will we play?” and “How will we win?” are absolutely necessary to crafting a successful strategy. But if these aren’t guided by a clear sense of who you want to be, the answers may lack cohesion and grounding.

In short: Your values should outlast any strategic or tactical decisions. So ignoring your values while crafting strategy makes zero sense.

This is to say that your values are a necessary part of the diagnosis that precedes any smart strategy. You’re establishing a core aspect of your worldview: “This is who we are and what we stand for. This is what we won’t sell for any price.”

The Strategic Process

Getting (Back) to Your Values

So as you consider how you’ll lead your way out of this crisis, start with the values you and your team truly live and embody. Ask questions like:

  • In our response to COVID-19, what decisions did we make that we’re particularly proud of?  What do those decisions say about our values?  (Refer to the notes I asked you to make at the top of this piece.)
  • In our company’s history, what are some stories that we’re particularly proud of? Think about both “diving catches” and “everyday wins.” What values do these stories exemplify?
  • What core values do you personally bring to work?
  • What core values would you want your children to exemplify when they begin their careers?
  • If we were to start another business tomorrow, in a completely different line of work, what values would we take with us? (I borrowed this question wholesale from Jim Collins.)
  • What values (as opposed to traits) would you like to demonstrate to customers, clients, partners and each other?

You can answer these questions individually or in small groups. Then share the outputs, with an eye toward both sensible clusters and intriguing outliers. The end goal should be to align on a small set of core values. In practice, this means about three values, and never more than five.

If, like many companies, you already have a Values Statement, this crisis presents an opportunity to revisit it. Which values did you really stand on during this time? Which might be improved or replaced?

When you’ve answered the question of “Who do we want to be?” you’ll have a powerful set of boundaries for the rest of the strategic process. You’ll instantly discard some avenues, since they don’t get you closer to who you want to be. (In some cases, you’ll find yourself saying, “That’s a great idea, but not for us.”)  Other avenues will elevate in priority immediately.

Most importantly, you’ll set down markers for how you behave within your walls – which will greatly shape how you’re perceived beyond those walls.

When we respond to major challenges, we often reveal who we truly are. But we can also transcend old limits and grow new strengths.  During this crisis, I’ve been inspired by numerous examples of generosity, creativity and resilience. I’m sure you have too.

So, again: Don’t waste this crisis. Make decisions that Future You will be proud of. Identify the values that drove those decisions. And ensure that those values live within your organization for years to come.

Please reach out with questions about (re)defining your values or resetting your strategy. I’m happy to help.

About Matthew Fenton: Matthew is a former CMO who helps brands to focus, grow and win. Since founding his consultancy, Three Deuce Branding, in 1997, he’s helped hundreds of brands to achieve “brand clarity.” His consulting services and speaking engagements help brands to focus on what matters through positioning, strategy and ideation. Contact Matthew here. He’s based in Chicago.

Copyright 2020 – Matthew Fenton. All Rights Reserved. 

 

Categories
Customer service Engagement

Beware of “Askholes” & Others Who Won’t Listen

Understandably, people who ask for advice may not always follow it. But how they listen and respond makes a difference in the outcome and its impact on others. This includes frustrating encounters with “askholes” — people who constantly ask for your advice, yet ALWAYS do the complete opposite of what you told them to do” [Urban Dictionary] — and those who ask for advice only to dismiss it.

Ignoring valuable suggestions from reliable sources can negatively affect the workplace. Read on to learn more.

Example #1. When the consultant voice doesn’t matter

A colleague of mine shared the following experience.
     I was called in to consult with an IT organization to facilitate the initial sessions on a massive change and reorganization. People were not being forced to join the new organization — they came by choice and interview. During the first session, an employee who worked in network security stood up and said “I don’t support any of this and will work to stop it.” I was able to address the employee’s disruption temporarily and he sat down.
     When I later met with the IT leader to discuss this serious issue, he made light of it saying, “People say things like that during changes. It’s no big deal.” I told him it IS a big deal as the network security specialist accepted this job in the new organization by choice and said he will do everything to stop the change. Still the leader seemed unmoved. Finally I said, “I am telling you that you better check into what he is doing to the network. This is serious!!” He did and found out that the network security specialist was taking steps to subvert it.
     When you ask a trusted consultant for an opinion, at least check out what they are saying. This wasn’t the first leader to initially dismiss my concerns only to find out the situation was very serious.

Example #2. When the employee voice doesn’t matter 

A service-based organization implemented system changes that frustrated both front-line employees and customers. Fortunately, loyal customers were patient and empathetic as staff struggled to adapt. Several customers also politely shared their concerns with employees to be communicated upward. But staff feedback was routinely ignored to the point that employees resorted to asking customers to complain directly to management as senior leaders were more likely to respond to customer complaints.

As a result, customers were made aware of management not listening to employee feedback which lead customers to rethink their perceptions of how the organization was run. It’s why I remind leaders, “The way your employees feel is the way your customers will feel, and if your employees don’t feel valued, neither will your customers.”

How’s your willingness to listen?

I realize not all suggestions and advice should be heeded. But ignoring outright the input of peoples’ experience and expertise is not only frustrating to those with something to say, it can lead to their disengaging with you.

Asking for advice is only half the battle. How you respond puts your professional credibility and workplace engagement at risk.

[Image by Christine Sponchia from Pixabay.]

Categories
Engagement

Nonprofits: What to Do About National Volunteer Week During COVID-19

One serious consequence of the current pandemic is that many nonprofits are unable to rely on volunteers as a significant on-site resource. In Coronavirus & Volunteers: Your Guide for Managing Uncertainty, Tobi Johnson describes this challenging situation:

“Leaders of volunteers must often balance competing priorities – the needs of volunteers, the needs of the organization, and the needs of the communities they serve.

“In many cases, organizations can’t simply shut down their facilities. And, front-line workers who rely on volunteers to supplement their work are forced to choose between having an extra pair of hands and risking disease spread to clients, co-workers, volunteers, and the families of all.”

What does this mean for National Volunteer Week being observed April 19-25, 2020?

I intended to survey nonprofit leaders about their plans to celebrate volunteers this year but posts on my local Nonprofit Agencies COVID-19 Group Facebook page were (and still are) so filled with desperate requests for masks, gloves, food, and other critical mission-related supplies that I didn’t have the heart to ask them.

Understand volunteer motivation and why it can’t be taken for granted

People don’t volunteer for the sake of being recognized. They dedicate their time and talent because they’re attracted to an organization’s mission — they want to be part of something that matters and know their efforts make a difference. As I wrote in my book, Share of Mind, Share of Heart: Marketing Tools of Engagement for Nonprofits:

“Mission matters. The people behind the mission also matter, and their passion for the mission can never be taken for granted.”

That’s why COVID-19 isn’t an excuse for not recognizing volunteers. So what can you do?

Volunteer appreciation during the pandemic … and after

A sincere and simple “thank you” message to your volunteers is what’s needed to acknowledge their continued support of your organization and mission. This can be part of, or in addition to, any special COVID-19 communication update(s) you share with volunteers and stakeholders.

Many volunteers are frustrated in not being able to directly serve as they did pre-pandemic and would rather be side-by-side with your staff than sidelined. You may also acknowledge this in your thank-you and, if applicable, offer virtual and other alternative options for them to continue supporting your nonprofit.

When the pandemic is over, many of your volunteers will be more than ready to return. You may also find yourself with new volunteers motivated to serve.

And next year, we can look forward to having have more volunteers to recognize and time to participate in more formal volunteer appreciation efforts.

[Title image by Gerd Altmann from Pixabay. Thank you card image by Howard Riminton on Unsplash.]

Categories
Engagement

Pathetic Tales from the Clueless in Charge

Incredulous but true. Here are several examples of the absurd-in-action from the executive suite.

  • A colleague who works in sales shared that her employer is undergoing massive changes and consolidation. Besides reducing staff and increasing the remaining employees’ workload, management also lowered sales commissions while raising sales goals.
  • At a staff meeting the head of a small organization announced the company was outsourcing its IT work — without having first told or consulted with the person responsible for the in-house IT function.
  • A CEO invested in a senior management team retreat where everyone, including the CEO, committed to agreed-upon behaviors to improve team efficiency and effectiveness. Several months later, the team found that everyone except the CEO was living up to their commitments.
  • The president of an well-respected ad agency called a staff meeting to announce a “merger of equals” with a firm that was much bigger and actually acquiring the smaller agency. It was news to the staff including several of the agency’s senior partners who had not been told their agency was being shopped. It was also news to the retired CEO and founder who kept an office and secretary in the agency but was out of town when the meeting was held. He learned of the deal when it hit the newspapers.
  • A CEO, who complained about wasting time in a company-wide email, made everyone wait for him on an all-hands call before cancelling it 25 minutes later. While he never acknowledged his actions (contrary to his pet-peeve), he continued to complain about employees wasting time.
Call the executives/decision-makers in these situations by whatever words fit: clueless, unrealistic, inept, [fill-in-the-blank with your own description]. Whatever you choose to describe them, they are also major contributors to employee frustration, disengagement, and burnout.
Categories
Engagement

Two Special Holidays to Recognize in March … Maybe

Besides the coming of spring, the month of March offers two little-known holidays.

World Compliment Day – March 1st

This global holiday “addresses the basic need for human recognition and appreciation. Nobody wins commercially, but everybody gains emotionally. And therein lies its power.”

It’s easy to participate in “the most positive day in the world” — take a moment to compliment someone: friend, family member, colleague, neighbor, caregiver, teacher, store clerk, first responder, restaurant server, etc. You know who’s important to you — tell them you value and appreciate them.

Employee Appreciation Day – March 6th

The first Friday in March is Employee Appreciation Day that was created 25 years ago to focus attention on employee recognition in all industries.

For those companies that practice effective employee recognition on an ongoing basis, celebrating the first Friday in March can be a fun event. Host a special breakfast or lunch, give out special treats to everyone, or find a creative way to recognize how employees collectively contribute to company goals, etc., as long as it’s done with an authentic message of appreciation.

You should skip these holidays, however …

IF your observance is forced. People know lip-service when they hear it and token efforts of acknowledgement fall flat.

Authenticity and sincerity matter when telling/showing people you appreciate them. So don’t do it if you don’t mean it.

[Image credit: Photo by Aaron Burden on Unsplash.]

 

 

Categories
Customer service Engagement Marketing Training & Development

Building Connections and Engagement in “Smart Women Conversations”

Connecting and engaging people in the workplace with LEGO® … just one of many fascinating topics shared in my video discussion with Smart Women Conversations’ host Yvonne DiVita, respected blogger, serial entrepreneur, and my former publisher who remains a dear friend.

Yvonne launched Smart Women Conversations to “inform, educate, create laughter and share stories of reinvention” as part of her passion to “inspire and educate smart, talented women eager for business success today.”

I’m honored and humbled to be among the impressive women interviewed in this special series and invite you to read Yvonne’s introduction or just watch and listen to our conversation below.

To learn more, please visit Nurturing Big Ideas and check out these other Smart Women Conversations.

 

Categories
Customer service Engagement Training & Development

What’s Reflected in Your Brand Mirror?

To hold on to your customers amid strong competition, it’s important to provide a positive customer experience. But where do you begin?

You start from the inside out with the employee experience because the way employees feel is the way customers will feel – and if your employees don’t feel valued, neither will your customers. 

Picture the relationship between the two as a mirror. If employees are frustrated by company policy or internal politics, their attitudes can be reflected in their dealings with customers. Who wants to be served by employees who feel hassled or ready to disengage? It takes only one or two such encounters before a customer goes elsewhere. And who knows how many other customers will hear of their experience?

What do you see when looking into your company’s employee-customer brand mirror?

  • a shiny reflection of positive experiences with your internal and external brand?
  • a blurred image that needs polishing to be more employee- and customer-focused? or
  • a cracked image opening up opportunities for your competitors?

Three keys to creating a positive and polished brand reflection:

  • Proactively pay attention and listen to employees to better understand their experience in your workplace; e.g., employee surveys, management by wandering around, engagement discussions, exit interviews, etc. Do your employees have the tools, resources, and information they need to effectively serve customers?
  • Based on what you learn from listening to them, involve employees in improving business operations to better care for customers and each other.
  • If your organization is in transition or stressed with limited resources, positively acknowledge those who rally the energy and enthusiasm to serve customers and co-workers despite the situation.

If you need a reminder :

“There is no way to deliver a great customer experience with miserable employees.”  Steve Cannon

“Always treat your employees exactly as you want them to treat your best customers.”  Stephen R. Covey

[Image credit: Photo by Laurenz Kleinheider on Unsplash]

Categories
Engagement

When It Comes to Social Media, I Agree with Audrey Hepburn

Here’s what Audrey Hepburn’s character Regina Lampert says when she meets Cary Grant’s character for the first time in the 1963 classic film, Charade.

Grant: “Do we know each other?”

Hepburn: “Why? Do you think we’re going to?”

Grant: “I don’t know. How would I know?”

Hepburn: “Because I already know an awful lot of people, and till one of them dies I couldn’t possibly meet anyone else.”

It’s not that I wish anyone ill; I just get to the point when I feel overwhelmed by a barrage of requests to:

  • like and/or follow social media pages
  • attend events posted on social media
  • vote in popularity contests (in exchange for my email address)
  • share posts about a cause or issue (what I consider the 21st century equivalent of chain letters).

So many social networks, so little time
The continuing growth of social media technology fuels FOMO (fear of missing out) and makes it easy to fall into the quality vs. quantity trap.

While it’s easy to be overwhelmed with it all, it’s also unrealistic to pay attention to it all. It’s like being at a large party where you just can’t possibly listen to every conversation taking place; nor would you want to.

Like Hepburn’s character in Charade, I don’t want an unlimited social network. That’s why – to better manage my time and sanity – I’ve become more selective about who and what I’m engaging with on social media.

[Image credit – Cary Grant and Audrey Hepburn; photo from Pixabay]