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Employees Entrepreneurs Ideas Improvement

Feeling stuck?

Without a plan and a strategy to implement that plan, we’ll always be slaves to economic factors beyond our control. – Anonymous

I don’t know where I originally found that quote. I keep a list of quotes in Evernote and this one was dated 10 years ago. Regardless, it makes a good point, particularly if your job and financial situation have you feeling like you have no control over what happens next.

You do have some control, though it may seem so small at the moment that you might discount it as meaningless. Don’t.

Most people feel stuck at some level, but you may feel like you’d prefer someone else’s “brand” of stuck to yours. Most likely, there’s someone who would prefer your current situation to theirs. In both cases, we’d prefer to extract ourselves from the current level of stuck, whatever that might be.

Why “stuck”?

While the idea of “being a slave to economic factors” seems like a fairly clear message, I prefer to be a bit more precise with my words. The “being a slave” simply isn’t accurate, and it ignores rather vast differences between actually being a slave and the pressure, inconvenience, and discomfort of feeling subject to the whims of the economy.

An obvious difference: Your boss isn’t going to shoot you if you quit working for their company, even if you can’t financially afford to quit. While you and your family will probably suffer substantial inconvenience and discomfort until a few months after things get back to whatever normal is, it’s not the same as being a slave.

“Feeling stuck” is a more accurate description, isn’t comparable to slavery, and is relatable. If someone comments about their job, their boss, a downturn in their industry, their pay, the impact of a new tariff, etc – they feel like they have no choice. They’ll almost certainly answer “Yes” if you ask them if they feel stuck.

Figure out what’s next

One of the mistakes we make when we’re stuck is that we look at the ultimate destination as the place we want to be and declare that our goal without considering all the destinations we’ll pass through on our journey to that goal.

There’s nothing wrong with that. We’re really good at adapting. When we take a punch, we usually change our behavior. While we may not avoid taking another punch, we prefer not to take the same one repeatedly.

We’re going to have to tolerate milestones along the way. It’s not much different from earning a new skill. A year from now, we’ll laugh or shake our heads at how naive / uninformed our original grandiose thoughts were. It’s much the same as when we look back on our abilities of a few years ago and realize how much we’ve learned.

We may decide somewhere along the journey that we want something a little bit different. The industry might change, we might select a slightly more interesting, appreciative, or better-funded customer segment. We may find something else that attracts us and makes our direction veer a bit to the left or right.

I don’t know the first step!

When I said figure out what’s next, I don’t mean the ultimate goal. Just get started and take the first step. Until you do, you’re still stuck.

That’s how journeys work.

Even if you don’t know what the first step of your journey should be, you can’t let that stop you from taking it.

Start by reverse engineering a path from where you want to end up back to where you are now. What’s the last milestone before you get to your ultimate goal? What has to happen before you get to the next to that milestone? Repeat that process until it leads all the way back to where you are now.

Now you have a first milestone and for now, a set of directions. It’s possible this set of directions and milestones won’t change. It’s critical that you expect change along the way. Your needs, wants, and motivations may change. That’s OK.

Being stuck is hard

There are many unknowns. There will be time spent outside your comfort zone. You’ll feel pressure from family, parents, peers, etc. Most of them aren’t the ones who are stuck. You are. It’s your goal, not theirs.

Getting unstuck is hard work. So is being stuck. Which would you prefer?

Photo by Tomas Tuma on Unsplash

Categories
Employee Training Employees Management

Why employees leave

How well do you know the people on your team? I don’t mean things like their significant other’s name, their favorite food, the name of their dog, what breed of dog they have (if they have a dog), what their cat plays with, what their favorite candy is, or what they do on weekends. I’m not saying there isn’t value in knowing those things (as long as you actually care about the person). What I’m wondering about is are you in tune with the mindset, the needs, and aspirations of your team members.

Why they leave

Managers don’t often know an employee is going to leave until they give notice. You think “Sure, they kept it a secret”. Obviously.

At some companies, if they learn you’re looking for another job, they’ll fire you. For sensitive roles, it’s sensible security policy. Frequently, the mindset is “They’ve already decided to leave, so they’ve effectively already left, therefore, the quality / quantity of their work will suffer, or they will sabotage our business.” Stunning that they’d hire a person like that in the first place, isn’t it? Says a lot about their ability to evaluate people. And why’d you keep someone if you thought that?

When they leave, they’ll give you a reason, but it’s rarely the truth (ie: their manager).

There are opportunities too good to pass up (doing what they’ve always wanted), money that’s too good, & better commutes. You understand “do what I’ve always wanted”. It might be a reason you started your business. Sure, there’s independence & the fantasy of how much money you’d make, but most people don’t start a business to do something they hate.

So let’s rewind to why they left. Ideally, to the reason why they started looking in the first place. There’s something you know of that happened to this employee, that they experienced, or didn’t but should have. Maybe you talked to them about it but it still provoked them to start looking. If you handled it well, it’s possible they wouldn’t be looking.

Everyone else leaves?

Think about the last few people who left. Why’d they leave? Look at the timelines of their careers. If you back up, day by day, week by week, month by month… what event turned them? Something did.

Maybe it was a bunch of little things. Still, that one time, that one thing, whether small or not, that one thing did it. Next thought: “I think I’m going to look around.”

When that decision was made, it might have been when things were repairable. If the right conversation happened (or the wrong one didn’t), maybe that person would have written off that event. Instead, it was one more straw on the camel’s back. Perhaps the final one.

I don’t have time for this

Thinking you don’t have time for this? You’re right.

You don’t have time to search for new employees, hire and train them, spend months getting them up to speed, only to be exactly where you were months earlier.

Learn what’s going on with your people and how things are going before they’re frustrated enough to leave. Talk about their career goals.

Yes, money’s gonna come up. Ignore it & it becomes a problem. Same with opportunity. Even if the money & opportunity are good, people tire of being unsupported by their manager (whatever that means to them), having ethical problems ignored, & whatever else you never fixed.

It makes them leave.

Opportunity is here & there

Someone saw something in your employee that you didn’t see, saw & ignored, or saw & procrastinated because you needed them where they were – ignoring that they could’ve been more valuable to your team had you given them the opportunity someone offered. Opportunity they earned in part while working for you, perhaps as you trained them. Instead of leveraging that investment, grooming them & putting them into a better role that’s more valuable to you, something else happened.

Who else is in those shoes? Who would you hate to lose?

Is it because of their current responsibilities, or because of their potential? What has to happen for them to step into a better, more valuable role? Do they need more experience, training, or time on the job? If you haven’t discussed this with them, they’ll likely assume you don’t see or care about their future.

That’s your choice. Somebody else’s choice might be to recognize what they’re worth. Same choice you have.

Photo by Olivier Collet on Unsplash

Categories
Employee Training Employees Entrepreneurs Leadership

Keep looking for lessons

The previous discussion about chain of command when leadership isn’t supporting their team properly generated a number of private inquiries and comments. One stood out, saying: “You sure run into a lot of broken businesses”. Perhaps so, since helping owners get their companies out of situations like that is one of the things I do. The other, which the last piece spoke to, is helping employers and employees understand each other.

Communication lessons

Employers and employees are stunningly adept at misunderstanding email messages and comments made to one another. They’re not alone. At least once a week, I’ll get an email from a client that asks me to explain what in the world I just said – not because I went too technical, but because I assumed too much. Maybe I remembered the lead up to the conversation better, worse, or differently than they did. Maybe I’m coming from a place that they’re not seeing. Maybe I misunderstood some part (or all) of our last conversation.

Employees and employers struggle with this. This week, a guy was ruffled because his team did something he asked – but in a different context than what he wanted. This happened because he didn’t put himself in their place.. in their mindset.

His people did the wrong thing because they don’t think like owners (hello – they AREN’T owners). They created the resource he asked for in the context of their work, rather than in the context of his.

Unless you explain the WHY, you’re unlikely to get the right WHAT.

Context means everything. Owners and employees are different. They must work harder to understand what each group is really, truly saying.

Ultimately, communication is a team sport. It’s a skill we first learn to do by crying and continue learning, teaching, and sometimes still crying, until the day we die. Which brings me to John Haydon.

Look for the teachers

I didn’t know John well. Like all but one person in the charitable world that I’ve encountered and served on national boards with over the last 20 or 25 years – I never met him. All of these nationally-known people know each other and have met for decades at conferences, on consulting gigs, etc – but that’s not really my work world.

I stumbled across John because of his connection with several of the folks involved in my online-only charitable board relationships. I remembered him and followed his work because of the wisdom of the things he taught, and perhaps a little because his son’s a Scout.

He was a teacher to executives, marketers, and others in the charitable world – an expert at communicating and teaching organizations how to care for the people who donate to their cause. He wasn’t simply good at showing people how to “get the message across”, but thinking about the people who would get your message and grooming that message to have the most impact possible to them. The messages were caring for, relating to, and encouraging them.

A little more than a week before he passed, he gave a very personal interview to Chris Brogan about his experience with cancer, and the conversations he was having with friends, family, and himself. Even in his last week of life, he was teaching his long-time friends and peers via a private Facebook group assembled to help his friends and family share memories with John, say their goodbyes, and eventually, deal with the inevitable.

I mention these things about John because there’s a lesson in there. Here’s a man most likely wracked with pain, knowing he’s facing death in mere days, yet he’s still helping his fellow man by passing along wisdom… on camera, in what was probably his last public act. Even then, he wasn’t done. His book “DonorCARE” is about to be published, so his teaching continues.

Looking for lessons

Those “broken businesses”, the not-so-broken ones, and the stories I tell about them are intended for one purpose: To pass along lessons to you. Sometimes these stories and their lessons fit what’s challenging you that week, sometimes they don’t.

A famous TV personality used to say “Look for the helpers.” To that I would add, “look for the teachers.” They might be a business’ behavior, the behavior of a leader, manager, employee, the staff at a business you frequent, or… a guy named John whom you barely know.

Keep looking.

Photo by Ryan Graybill on Unsplash

Categories
Employees Leadership

Shadow leadership

This past weekend, I was listening to an employee share what to them was a collaborative way to solve a problem with the behavior of their customers. These employees organized a meeting among themselves because they weren’t getting sufficient support from their leadership regarding the behavior of their customers. This behavior is a pretty important factor in the successful outcome of the employees’ work.

The interesting thing about this meeting is that the supervisor of these employees is the second-most senior leader in the entire company. This person was not invited to the meeting. In part, they seem to be creating the problem by not carrying their weight leadership-wise, but it’s more complex than that. Remember, part of the role of leadership is supporting your employees and removing roadblocks from their path.

To be sure, some of those roadblocks are the employees’ responsibility. In this particular situation, that’s not the case. The unfortunate thing about this second in command is that they’re essentially first in command on a day to day basis for everything except legal and finance.

The second in command is failing to handle a sizable part of their leadership role because neither the number one leader nor the Board of Directors appear to be fulfilling some parts of their leadership role.

Danger has trailing indicators

When it comes to work that impacts metrics, KPIs, “your numbers”, etc, a lack of effort on your part shows up fairly soon and becomes obvious. When your lack of effort involves leadership, it’s harder to find numbers to tell the tale. Poor leadership has a trailing indicators. You know it when you see it – but if it’s coming from you, the metrics that inform you that you’re not getting it done might not be visible for months or even years.

If you’re not taking care of your responsibilities, someone else has to pick up the slack. Work piles up and metrics trend negative when this happens with measurable work. A lack of effort on work that’s not easy to measure is more difficult to see, but that doesn’t mean it isn’t piling up. In some cases, it’s rolling downhill to your employees and negatively impacting their work.

There’s not enough time, energy, and/or mental bandwidth to do that extra work. This is particularly challenging when the work is not the role of these employees (not within their authority) and/or it involves work they haven’t been trained for, such as leadership. In some cases, leadership duties may even involve work your team cannot legally perform.

The mental bandwidth to get that work done tends to be much higher than the typical bandwidth required for that employee to do their job. It’s very stressful to do your boss’s job, particularly when you have no authority to do so. Your team knows this can come back to bite them, but they’re often forced to make the least negative choice.

Shadow leadership is often born of neglect

We discussed “shadow IT” some time ago. Shadow IT is born when a company’s IT group is such a pain to work with, and is so difficult to get work out of for one reason or another, that a department becomes their own IT staff. They do their own purchasing and their own organization because they have expectations to fill. They have work to get done and they cannot afford to wait for an unresponsive IT department to do their job.

Shadow leadership has similar roots.

When I talked to this employee about their organization, it was clear that there aren’t too many things that I can do to help them because of the nature of the organization itself. I mentioned that if I was on the board of directors, I’d want to know about these situations.

The number one and number two leaders work at the pleasure of the board of directors. If directors don’t know that the employees are being forced to take on duties they have no business dealing with, the board can’t take steps to address the issue. An uninformed board of directors will never see that this unmeasurable work isn’t getting done by reviewing the monthly / quarterly reports they receive from leadership – not because they’re hidden, but because they have no metrics.

Until someone steps up

After numerous conversations about this situation, I suggested that this group of employees needs to find a way to get this scenario in front of one of the board of directors.

Once the director understands the situation with the second in command, they can discuss it with the rest of the directors, determine if the concern is legitimate, assess if the situation is being interpreted correctly, and determine what (if any) action to take.

It’s important to note that this is not me suggesting that employees go outside the “chain of command” as a first attempt to solve the problem. Anything but that, in fact. It’s critical that attempts to communicate this situation to anyone in your chain of command are done with humility because you don’t know what you don’t know.

I already know that this team has repeatedly attempted to address the situation with the number two leader (their manager), but have been turned away because that leader doesn’t have time to deal with the customer behavior issues these employees face. Other evidence presented to me indicates this (in part) prompted by a consistent lack of leadership from the number one leader, who is on their way out the door and as such appears to be treading water until their exit.

Leaders interested in preventing a situation like this should be asking their people what’s keeping them from getting their work done. That’s not the same as “Why aren’t you getting your work done”, or “Why aren’t you getting enough work done?”, or similar questions that won’t yield the right answers.

Questions like “What obstacles consistently come up that impede your work?” and “What work that’s outside of your role / authority is falling to you and/or is creating a situation that’s keeping you from being as effective as you want to be?” not only make it clear you aren’t asking about work output, but that you’re looking for environmental and process-related clues. You want to find out what’s getting in the way of their work and what’s taking time away from the work your team knows they’re accountable for. That’s part of what you’re accountable for.

Some leaders won’t ask

Unfortunately, some leaders won’t ask these questions. As employees, you have to try the chain of command. It’s the right thing to do and it’s what your leaders deserve, until it doesn’t work. It’s what you would expect of your team in the same situation. Still, it doesn’t work.

If you’ve made a legitimate effort to communicate these problems up the chain of command and the situation continues, then you have at least three choices.

  • Get over it. It’s possible that leadership knows more about this than you think. This doesn’t mean you shouldn’t ask leadership to help you understand their decision so that your concern about it can be abated. They may have more data / context than you. Some of it may involve information that cannot be shared, but there is almost always a way to explain a decision to allay the team’s concerns.
  • Leave. Choose other employment / retire / start your own company.
  • Break the chain of command. Skip over a level or two of the chain of command and explain why you’re doing so when you report your concerns, making sure to be clear that you’ve already (perhaps repeatedly) attempted to use the chain of command. How you approach this makes all the difference. It must be clear (and true) that your concerns are for the good of the company and that you’re reporting these concerns because you don’t see any alternative. This can’t be about a class of personalities or egos. Again as in the first option, you need to be aware that you might simply be wrong or not have all the information needed to understand the situation.

Situationally aware

Leaders, all this is on you. your employees can only do so much, because there are some of you who will ignore them. Others will lose their mind with anger when they go around you because they felt they had no choice. You’re the one who may fire somebody who goes around the chain of command because your chain of command isn’t working. Employees know that. And yet, they will risk telling you anyway because the good of the company is that important to them.

You should consider that before you decide it’s a good idea to fire the people who had the gumption to tell you about something that’s not working.

Leadership isn’t an innate skill we magically wake up with. It’s learned. In fact, your team is learning it from you every day. Is your behavior a good instructor?

Photo by Tom Barrett on Unsplash

Categories
Banking Employees Entrepreneurs

Boomer business for sale

I noticed a decades-old retail business that’s closing soon. There’s no “For Sale” sign in the window. The newspaper article about the upcoming closure says nothing about the owner’s desire or attempts to sell it. It appears they’re simply closing. I suspect their staff are looking for a new job. Later that day, I was listening to a podcast discussing data showing that 60000 U.S. boomers retire every day and that boomers own 57% of the 28.7 U.S. businesses. The impact of closing rather than selling a “boomer business” will not go unnoticed by local economies.

This boomer business data comes from the U.S. Census, Social Security Administration, the SBA, the BLS, and the financial industry. Per a JP Morgan Chase analysis of U.S. Census data, 48% of the people U.S. employees work at a small business. 18% of them work at a small business with fewer than 20 employees.

Boomer business closures

If you combine the 60000 per day figure with the 57% figure, what you get is a picture of a massive group of businesses that will change hands over the next decade or so. The troubling thing is that the sale of the business isn’t the only option.

Many business owners choose to close up shop and walk away. Perhaps they don’t have children who wish to take over the business. Maybe they don’t feel their “boomer business” is worth anything to anyone else, even though it’s probably producing an income. They may not be interested in dealing with the hassle of finding a buyer who can pay the price, much less the effort required to train the new owner.

At first, I thought this apparent hesitance to sell and train was because a long-term business required very specific, and perhaps disappearing, skills. Some fit this profile, but the JP Morgan analysis shows that 51% of small businesses are less than 10 years old, so many likely aren’t limited by that problem.

Over 99 percent of America’s 28.7 million firms are small businesses. The vast majority (88 percent) of employer firms have fewer than 20 employees, and nearly 40 percent of all enterprises have under $100k in revenue.

JP Morgan Chase analysis of U.S. Census data

Why this matters

There’s somewhere around 155 and 160 million Americans employed. I know, the numbers are weirdly calculated, politicized (as always), and may count people with multiple part time jobs as more than one person.

There are probably other problems with the numbers, but for the sake of discussion, let’s assume they’re inflated by 20% – a wide margin of error. That means roughly 128 million individuals have at least one job. Interestingly, a little research after the first draft of this found a Statistica report showing that same 128 million figure for full time employment in the U.S.

If 99% of the employers of these people are small businesses, and 57% (percentage owned by boomers) of them have owners nearing retirement in some form, there are a lot of jobs at some sort of risk.

You can’t simply take 57% of 99% of 128 million, of course. What we can do is accept that it’s reasonable that a very large number of people work for businesses that will either close or change hands over perhaps the next 10 years.

With the average number of employees across all businesses being fewer than 20 (16 is one of the averages I saw from BLS.gov data), every time a business sells or changes hands, 15 jobs are at some level of risk (on average, assuming one owner is an employee).

That’s a significant impact on employment, even if these calculations are off by 50%.

SBA/SUSB data shows about 115,000 businesses in Montana – a number growing by ~3400 per year. About 51% remain open after five years.

If half of them close/sell over the next decade, that affects about 118,000 employees. While these numbers are rough, it’s reasonable that resulting life upheaval will ripple through local economies.

Collaboration required

Owners: Consider a creatively-structured sale. No matter how it pencils out, you gain little by closing the doors.

Employees: Tell the owner you’re willing to keep going. Look into how the business can be kept running. Someone who already owns a business is a good candidate.

Locally-owned banks: Is it OK for these businesses to disappear? No bank understands and can serve these folks like you can.

All three groups: Look for the win-win, rather than the fantasy outcome. Everyone can be rewarded by a successful transition – including the community’s economy.

Photo by Tim Mossholder on Unsplash

Categories
Business culture Employees Management

Self-healing teams

Last week we talked about applying self-healing tactics to the tools, systems, and infrastructure that are a critical path to a productive business day. We also discussed ways to make downtime less of a factor for the tools, systems, and infrastructure that can’t self-heal.

While these efforts are useful, creating resiliency and the ability to “take a punch” aren’t limited to tools, systems, and infrastructure. Your team can also benefit from self-healing approaches.

Preemptive self-healing

While self-healing is a valuable tactic for saving time & money, and improving productivity regarding your tools, systems, and infrastructure, people are a bit more complex. People are a bit harder to heal, plus the capacity for self-healing varies a good bit between individuals.

Teams, on the other hand, benefit a great deal from preemptive self-healing. Most of this comes out of extreme care taken when hiring. The same level of care is needed when making team assignments. If you look back over time at the problems you’ve discovered on your teams, you’ll likely find some consistency in the ingredients of the turmoil you dealt with.

You might have someone who simply isn’t a culture fit. Or they could’ve been a jerk. Maybe both.

You might have inadvertently mixed personality types that simply don’t work well together. There’s some value to “You folks need to figure it out”, but it’s still on you to monitor the situation and make sure the effort is being made. It’s not all that unusual to have two people on a team who are solid, qualified people who don’t jell well with one another for whatever reason.

Whatever drama that creates is not likely worth whatever you think you’re going to gain by forcing them to work together. Sometimes, one of them just has to go. These decisions aren’t easy. It’s not unusual to find that a top performer is also the one who doesn’t jell with the rest of the team.

Toxic top performers

To that end, if you have top performers who are creating problems with the rest of the team, and the problems aren’t something you’ve been able to resolve – sometimes that top performer has to be the one to leave.

We’ve all seen someone who is great at what they do – and lousy at teamwork, or arrogant, or disrespectful, etc. Remember how you felt when they did whatever they did and management did nothing because they were a “top performer”. Now that you’re in charge, are you going to be that manager, or that owner?

No one is irreplaceable.

Read that again. No one is irreplaceable. That doesn’t mean losing them will be a pain-free experience. It may not be. Even so, the damage these people can cause often negates their performance. They can drag down the rest of your team, destroy morale, and prevent others with similar (or even better) skills from blooming because those people simply don’t want to deal with your top performer.

They reveal management’s true self. When the top performer (at least metrics-wise) does things no one else could get away with, it sends a message about what’s important to the company’s ownership: “It’s more important to bring x to the table than it is to adhere to the company’s culture, rules, whatever.

Similarly, it also sends the message that if you can do X better than anyone else, you can get away with anything. Is that really what you want to represent as a manager / owner?

Self-healing performance

A real top performer doesn’t bring a bunch of baggage to work and spray it all over their peers. They don’t aggravate, emasculate, or reduce the performance of the rest of the team. Just the opposite, in fact. A true top performer not only produces like no one else on your team, but they also make the team better by making each individual better.

They teach. They mentor. Their behavior makes people want to work with (or for) them. People trust them.

On teams where this isn’t how you’d describe your top performers, you’ll often find people and/or teams pulling in different directions – even when trying to achieve the same goal. At some point, your company is going to pay the price for that.

Be very careful who you hire and how you build teams. Don’t forget to be the kind of top performer every team member wants to work with.

Photo by Randy Fath on Unsplash

Categories
Employees Hiring

The best person for the job

You don’t have to look far to find someone lamenting that they can’t find good people. There are any number of questions you can ask to figure out why they’re having trouble finding someone. You might ask them about their pay, the benefits, or the stability of the work schedule. Depending on the job they’re trying to fill, you might ask them where their people live. I’m guessing they might not have been asked that question before – and it isn’t applicable to every business. Some businesses don’t have the luxury of hiring team members from a faraway place. They make things or must use equipment that’s here, now, so the people involved have to be here, now. However, these companies may have work that doesn’t have to be done by someone in the local office, and sometimes, the opening is for a role that’s not easy to fill with an experienced local person.

Look, I know you want to hire local, and I get that, but sometimes a great local person for a specific role isn’t available. This is particularly likely in rural areas – but oddly enough, the person you need may live in a different rural area. If you need someone with specialized skills, they may not be easy to find until you expand your search beyond your town or county. Maybe they live 100 miles south or 1500 miles east. Somewhere out there, a qualified, experienced person exists who needs work, and can work remote. In some cases, they’re dealing with a situation that makes it almost impossible to work under “normal conditions.” Maybe they can work all day, but they can’t leave the house until another family member comes home. Most of us know someone who has a family member who is aging or otherwise needs someone in the house with them. They may not be a constant 24 hour a day caregiver, however. Maybe they simply need to make three meals a day and help their relative keep track of meds. What kind of loyalty do you think is created when you give steady work to someone in that situation?

Where they are isn’t who they are

Stop using the word remote to describe people who work in a different physical location. It doesn’t matter if they work in a corner of their bedroom, or in a shop they created from a rented self-storage space on the other side of town. It doesn’t matter if there’s a cat on their lap most of the day, or a dog at their feet. They’re either part of your team or they aren’t. You didn’t hire them because of the cat or the dog. (Not entirely, anyhow.) You didn’t hire them because you could save $125 a month on additional office expenses (phone, power, 100 sq ft of office space, etc). They were hired because you needed someone to produce a result. You chose them because of their qualifications and specific experience to produce a result, so why undermine them with “Yeah, but they work remote, so….”. 

Do you call our in-office employees “Local workers” or “in-house workers” or “non-remote workers”? Of course not. Adding “remote” unnecessarily differentiates them from team members who aren’t. You might think this is nothing, but the things managers / leaders say about other team members aren’t lost on your people. They may not react around you, but I guarantee they heard what you said. These signals tell your staff how to think about these folks and their “situation”.

Is it really surprising that this would happen when you don’t treat all of your staff members the same way? Until you stop internally classifying these folks as different, lesser, “special”, etc simply because of their location, why would anyone else? The team members around you pick up on subtle comments (whether they are digs or not) about their peers who work / live elsewhere. 

Positioning them like that tells the rest of the team that we should feel differently about them. It serves no purpose, and in fact, such comments undermine them in the eyes of those who hear you make those comments. Why would Jerry trust a co-worker who lives somewhere else when you’re regularly making comments about Bill working in his underwear? Joking or not, it sends a message about Bill, no matter what he wears when he’s working – regardless of the quality of his work. Undermining Bill makes a subtle statement about your hiring judgement, if not your judgement as a whole. It doesn’t help build a unified team. Is that what these comments are designed to accomplish?

Working with remote employees can be different, but it doesn’t have to be. The best thing you can do to is treat your local and remote people the same and involve them in everything possible. Remote work is…. work.

Photo by Andrew Ridley on Unsplash

 

Categories
Employees Leadership Management

Do small teams need good leadership?

Smaller companies are seldom known for having good (or even great) leadership. This isn’t because small companies don’t have great leaders. Instead, it’s because they are rarely discussed. Someone might talk about the business owner with four employees whose home-grown consulting business is doing good work and growing steadily. But do we hear about her being an amazing leader? Not often. It could lead you to believe that very small businesses don’t need good leadership. Don’t fall for it.

Are YOU a great (or good) leader?

At this point, you might be wondering if you’re a good leader. It isn’t solely about having a good relationship with your staff. One way to see how effective your leadership is, is to leave the office. Does the office work better when you’re gone? Does the office get less done when you’re gone? Do the wheels fall off when you’re gone?

Some teams get more done when their leader is out of the office because the leader is a distraction. This usually takes the shape of interrupting the team frequently to check on project statuses. Sometimes it goes a bit further. If your people are regularly being asked questions about work you know they have the expertise to do, you’re probably micromanaging them.

Does your team understand the big picture? If a stranger asked them what their company does, would they represent the company as you’d hope? Would they describe the company in terms of their job? Would they describe the company in terms of the good they do and how they help their customers?

Does each team member understand why their work is critical to the day-to-day success of the company? Do they understand how less than ideal performance in their department impacts other departments and the overall success of the company? Do they know exactly what they are responsible for? Not “Oh, I’m sure they do”, but “Yes, they have specific deliverables, duties, and expected outcomes for each day, week, month.” Are these things discussed regularly with each team member?

Get rid of the gaps

If you’ve decided that you need to get better at leading your team – what’s the next step? Go back over the previous section. Become a much better communicator. Leave nothing to assumptions, which doesn’t mean “Be a nag.”

You might be thinking “My people know what they are supposed to do.” That might be the case, but the truth is probably different. I suspect if you sit down with each member of your team and discuss your specific expectations, there’s going to be some gaps between what you expect and what they think you expect. Is that fair to them? Does it serve you and the company well?

If you find yourself frustrated with a team member, think specifically about what’s frustrating you. Are you absolutely, positively sure that they know they should be doing whatever you’re frustrated about? Are you sure that they know exactly what your expectations are? “They should know”, you might think. If you’ve haven’t explicitly told them, they might have the wrong idea entirely. They might not even realize how critical a seemingly minor expectation is because you haven’t explained how their work fits into the big picture. Rather than stew about it, take a minute to discuss it with them.

Make sure your expectations match their understanding of the job. Be sure they understand how their work fits into the entire process. Make sure every department knows *exactly* what is expected of them. If even one of your expectations are unstated, that can fester into a bad situation. Unstated assumptions can kill a company.

Water that garden

If you plan to grow, you need to cultivate the crops you’ve planted. It’s no different with your staff. As your team grows, someone (probably multiple someones) are going to stand out as up and coming leaders for your team. The point is, this isn’t solely about your leadership skills. Your ability to grow leaders and get out of the way is key to your company’s future growth.

As you grow, I guarantee the team will eventually outgrow your ability to manage it. People who have studied leadership and management in the real world will usually quote numbers from five to fifteen direct reports as the limit of the number of people a single person can manage effectively. Don’t wait until things get crazy to make a move.

Photo by Jehyun Sung on Unsplash

Categories
Employees Hiring Leadership Management

Where to find tech candidates from underrepresented groups

Earlier this week, someone asked on a local Slack group about where they could find a more diverse set of candidates for a tech job opening vs. what they might find at the standard “big” job sites (Indeed, Monster, etc). The job sounds ideal. Good company, almost everyone working remote, Kubernetes expertise needed (ie: not stale technology).

I reworded the question a little and passed it along on Twitter. The response was pretty decent, so I thought I’d document it here in case readers have a similar desire to expand their reach when seeking out candidates. The responses below are in the order I received them and link to the author’s tweet in case you have questions, comments, etc. As I receive additional replies, I’ll add them here.

Note: A reader pointed out that there is a significant recruiter fee to place a job ad on techladies, so be a good consumer and read the fine print as the reader did.

Update: 2019-08-07: An AWS-related grant passed by me, so here’s the details: https://reinvent.awsevents.com/community/we_power_tech_grant/

Categories
Employees Hiring Sales

Been ghosted or simply ignored?

Being ghosted describes a conversation where one of the participants simply stops communicating without saying “Bye”, etc. They simply go silent, or disappear. Amazingly, the place it’s easiest to find is during job hunting (or hunting for someone to fill a position).

Back in the age of the dinosaur (or at least the fax machine), it was common courtesy to tell a Human Resources person or recruiter that you were no longer interested in their position. Even if this happened by email, you did it. If they treated you well during the process, you might even tell them why you’re heading another direction.

Likewise, it was also common courtesy for a recruiter or Human Resources person to tell all their candidates that their position had either been filled or they’d closed the position for some other reason.

When a job candidate decides they don’t want or need your open position, many simply stop communicating with you. The same behavior has become common for recruiters and HR people when they lose interest in a candidate, fill a position, or decide not to hire. The ghosted party hears “radio silence“.

Rude, inconsiderate, selfish, stupid, etc.

I find this simply remarkable, not to mention rude, inconsiderate, selfish, stupid, lacking in vision … you get the idea.

You’ll hear excuses from both groups including these:

We don’t have time to connect with each candidate to tell them the position is filled.

I don’t have time to contact each recruiter / company to tell them I’ve taken another position or have lost interest in their opening.

Horse biscuits. Weak, lazy, excuses.

When ghosting is a good idea

Here’s where it might be a good idea for a recruiter / HR person to ghost someone:

If you never want to have a conversation with that candidate ever again, nor a business they might someday own, nor with anyone they know.

Why? Because many of them are going to tell all of their family, peers, and friends that they were ghosted – and who did it. You can presume that the reputation of your recruiting firm or your company are going to be stained by this behavior. In the meantime, unplug the resume scanner and start working with candidates like a real person – if you want to hire real people rather than the presentation version of someone.

Here’s where it might be a good idea to ghost a recruiter or HR person:

Never.

Even if they did things during the selection process that were illegal or stupid (ie: “Are you and your spouse planning to start a family?”), wave good bye. If you feel particularly gracious, tell them why. Remember, the person you’re dealing with might be forced to perform in that way. While it doesn’t mean it’s right, they may need that job for now. You never know where your paths might cross again in the future.

In the best of situations, if you explain why you don’t feel the position is a fit, at least they’ll know. Depending on what you tell them, you may find that they have another opening that makes more sense.

Why do they ghost you?

Sometimes, we get ghosted even if we didn’t seem to do anything wrong – or so we thought.

Does someone call & leave a message? Call them back. If you email them because you don’t like to talk on the phone – you’re asking to be ghosted.

Did they email to ask a question about your product? Email them a reply that fits their question. If you call them, “handwave” their question, then dive into your standard pitch, expect to be ghosted.

Solution: Return the communication using the medium they used unless they specifically ask for something different.

People do sometimes email or text and ask you to call. Maybe they remembered they want to talk to you and don’t want to forget to ask for a call, but can’t talk right then. They could be sitting at a long stop light and suddenly realize they need what you sell (so they quickly send a text before the light changes, asking you to call sometime).

When you first connect with a contact, ask them what their preferred method of communication is. If it’s by phone or text, ask them the best time of day. You want to ask for a phone appointment during that time, not when you feel like it, or when your tickler went off.

Photo by Stefano Pollio on Unsplash