by Fronetics | May 6, 2015 | Blog, Leadership, Marketing, Social Media, Strategy
There’s a great deal of buzz about social media in the business world – and for good reason. Marketing and communications professionals have made it de rigueur to tap into the popularity of social media networks to extend their brands into the digital world. But when it comes to executive use of social media, the field seems much more divided. Domo and CEO.com estimated that of the 500 leaders of the biggest companies in the US, 68% have no social media presence whatsoever. By leaving the social media management to marketers, these leaders are missing opportunities to connect with followers and expand their influence.
Here’s why social media should be part of the game plan when it comes to matters of leadership.
Social media expands perspective.
Social media isn’t simply a mechanism for broadcasting company news or personal opinion. Many individual perspectives coalesce to create a social network. Asking questions of followers and participating in online discussions helps leaders gain new perspectives. Executives who do utilize social media tend to stick to LinkedIn at a rate greater than the general public, but increasing social participation beyond one network brings more heterogeneous insight and connects leaders to diverse groups.
Social media allows you to keep a finger on the pulse of industry trends and new research.
Participating digitally with like-minded professionals ties a leader into a broad network of resource-sharing. Having consistent access to relevant, curated articles about market and industry trends keeps leaders far ahead of peers who rely on just a few media outlets.
Social media connects your team.
Online social business tool Basecamp promises to help “wrangle people with different roles, responsibilities, and objectives toward to common goal.” Hosted in the cloud, Basecamp is a project management tool that helps managers and employees see exactly what’s happening with a given project. Its dashboard provides a snapshot of tasks and gives users – managers and employees – an opportunity to interact directly on the site. In addition to the real-time accountability it builds in, it also allows for real-time communication about projects, a concept that all but eliminates the need for private emails.
Social media inspires and motivates.
Hadyn Shaughnessy writes about top social media influencers in his contributing posts on Forbes.com. He believes stellar leadership is built firmly on relationships and that day-to-day operations of a business rely on a leader’s ability to connect, inspire, and mobilize employees. Leveraging social media is one way leaders are achieving that. But, he contends, passive consumers of social media – regardless of the number of followers – cannot be considered top influencers. Leaders who inspire are those who actively participate.
Social media builds relationships.
Among executives active on social media, the top benefit of maintaining “socialbility” is the direct access it provides to employees, media outlets, and the public. “Relationship building is one of the strongest skills sets related to leadership effectiveness,” says Jean Leslie, a researcher at the Center for Creative Leadership. Tying into social media networks allows leaders to establish connections with employees, building individual and collaborative relationships.
Leaders who embrace social media technologies are more agile and innovative; their companies are more likely to attract and retain top talent; and they tap more deeply into the ideas of their employees. It’s clear that there is value in social media, and for leaders looking to build the strongest brand for their company, it might not be just an option anymore.
by Fronetics | Apr 23, 2015 | Blog, Leadership, Strategy, Talent
When it comes to hiring it is important to get it right. This is especially true for small businesses. This is not only because of the significant financial implications of a bad hire, but also because, as Jeff Haden points out,
“When employee No. 300 turns out to be a disaster, the impact on the business is relatively small and often confined to a small group of staff. When employee No. 3 turns out to be a disaster, everyone—and everything—suffers.”
When considering candidate for a position intelligent companies don’t focus on where the individual went to school, what degree was obtained, or the companies for which the individual has worked. Rather, intelligent companies focus on qualities; good employees tend to possess distinct qualities.
Here are 14 qualities that good employees possess:
Innovative
Good employees think outside the box and introduce new ideas and new methods for accomplishing a task or achieving goals.
Determined
Determined employees don’t see challenges or constraints as roadblocks. Rather they are unwavering in their resolve to accomplish the task, achieve the goal, or further their career.
Positive
Individuals who have a positive attitude and come to work with an optimistic outlook and tend to be more productive than negative or pessimistic individuals. Moreover, a positive attitude tends to be contagious; therefore, creating a more positive (and productive) workplace.
Confident
A confident individual is one who is willing to take on tasks that others avoid out of fear of failure or fear of a challenge. A confident individual is also someone who is not afraid to speak up and introduce new ideas, or question the status quo.
Honest
As Benjamin Franklin said: “Tricks and treachery are the practice of fools, that don’t have brains enough to be honest.”
Detail-oriented
While it is important to be able to see the big picture, being detail-oriented is critical.
Smart
When someone is smart they are willing and able to learn, to evolve, and to tackle challenges without needing to be coached or coddled.
Ambitious
An individual with a desire enhance their career is someone who will bring valuable contributions to your company.
Hard working
There is no substitute for hard work. As Vince Lombardi put it: “The price of success is hard work, dedication to the job at hand, and the determination that whether we win or lose, we have applied the best of ourselves to the task at hand.”
Cultural fit
It is critical that the individual be a good match for the culture of the company. If there is no cultural fit it is not only likely that there will be friction, it is also likely that the person won’t stay with the company very long.
Autonomous
A good employee is one who is able to work on their own without hand-holding.
Magnanimous
An individual who is considerate, humble, and recognizes the contributions and work of others is someone you want to have join your company and your team.
Accountable
A person who has proven that they are accountable to themselves and to others is someone you want to hire.
Proactive
When an individual is proactive they are more likely to approach their job with energy, and they are more likely to address and tackle challenges before challenges become problems.
by Fronetics | Apr 22, 2015 | Blog, Leadership, Strategy
The world has changed a lot in a century, but Andrew Carnegie’s ideas on leadership endured.
When reading the list of specific traits that define “successful leaders in all walks of life” compiled by Napoleon Hill from an interview with Andrew Carnegie, current or potential leaders might feel intimidated or overwhelmed. Then again, if they’re strong leaders according to Carnegie, they might feel as though they’re being described. On the list are thirty-one attributes ranging from being driven, focused, determined, loyal, attentive, tactful, fair, enthusiastic, open-minded, optimistic, creative, persistent, interested in others motivations, able to collect facts before making judgment, and responsible for the actions of their subordinates, among other things.
We know strong leaders don’t work alone. Carnegie knew how to surround himself with others, those who were talented and shared his vision. According to an Inc. article The Best Leaders Don’t Do It Alone, the most successful leaders also have others in mind: “The most successful leaders, activists, and companies have missions to help a community of people, from Martin Luther King rallying the civil rights movement to Mahatma Gandhi unifying India–or even TOMS CEO Blake Mycoskie’s ‘One for One’ program that provides shoes to children in need. ‘People don’t like to follow leaders who are dedicated only to their own personal glory, but they will sacrifice everything for leaders and communities who give them a higher calling, a greater purpose.'” Carnegie himself was, perhaps, the greatest example of philanthropy. By his death in 1919 it is thought that he donated $350 million, and urged his peers to do the same.
Is the wisdom of Andrew Carnegie dated, after nearly a century? Current studies are in line with his beliefs. A 2014 study asked 332,860 bosses, peers, and subordinates what skills had the greatest impact on a leader’s success. “Inspires and motivates others” ranked first at 38 percent, followed by “displays high integrity and honesty” and “solves problems and analyzes issues” at 37 percent.
The Harvard Business Review follows columnist Dan Savage’s formula that he applies to personal relationships, “good, giving, and game” but applies them to professional relationships as well. They say a leader needs to be:
Gifted
They need to be superb at what they do. They need to, as Carnegie also felt, be able to go above and beyond others’ efforts. They need to be, “smart, prepared, and well-informed, they need to engage in conversations with curiosity and capability. But to be on a team, they need to go beyond that. They need to be gifted communicators and gifted learners, mastering conflict without being offensive, and adapting to their own changing roles as the organization grows.”
Giving
They need to put the good of the company before their own immediate interests. They must also be curious about the work of others on their team and “be good-hearted, mutually respectful, and gracious, resisting the urge to dominate, take the upper hand, or shine at the expense of others.” Recent studies have also shown that being the traditionally distant, or “tough” manager leads to stress in employees, which can lead to increased days off, higher health care costs, and turnover. Giving and fair managers bring about loyalty and productivity in employees.
Game
Carnegie listed that a good leader must be able to take criticism and take risks. They need to possess the “kind of confidence that allows them to be questioned by others — even take blame and feel threatened — without becoming defensive.”
The world has changed a lot in a century, but Andrew Carnegie’s ideas on leadership haven’t. They can be applied to our current world, one he may have never imagined, though given his qualities as a leader, he may very well have envisioned it all.
by Fronetics | Apr 21, 2015 | Blog, Leadership, Strategy
The inability to delegate effectively is a principal reason why executives fail. According to London Business School Professor John Hunt, only 30% of managers think that they are able to delegate well. Among these individuals only one-third are considered to be good delegators by their subordinates.
For many managers there is a fear of delegation – a fear of letting go and a fear of losing control. Others confuse delegation for giving away or passing off work, and therefore steer clear. On the other side are those individuals who delegate too easily; managers who delegate everything, but do so ineffectively setting everyone up for failure.
There are still others who have no idea when to delegate and/or how to approach the act of delegation.
Here are 10 steps to successful and effective delegation:
Know when to delegate. Use the 70% rule. Simply put, if the person is able to perform the task at least 70% as well as you are able to, you should delegate the task.
Also consider delegating tasks that you are not good at, tasks you don’t like, tasks that you would like others to learn, or tasks that others should learn.
Choose the right person. When delegating it is important that you choose the right person to whom to delegate. Don’t make the mistake of delegating to the person who has the most time available. Instead, delegate to the individual who has the skills and abilities to deliver.
Trust. Don’t second guess, don’t micro-manage, don’t become a backseat driver. Once you have delegated a task you need to trust that the individual will not only accomplish the task but also that they will do a good job.
Provide clear instructions. It is critical that you provide clear instructions on the task including your expectations, a timeline including the date due, and other details that are needed so that the individual has the information needed to succeed.
Provide the right tools. Make sure you provide the individual with the right tools to accomplish the task.
Delegate in responsibility and authority. Don’t just delegate the task, make sure that you delegate the responsibility and authority as well.
Answer questions. Do not delegate a task and then end all communication. Instead, make sure that you are available to answer questions or to clarify things as necessary.
Recognize that there is more than one way to accomplish a task. Don’t assume that how you would accomplish the task is the only way and/or is the right way. Once you delegate the task you need to support the individual and their approach to accomplishing the task.
Provide recognition. It is important to recognize the work accomplished. Provide public and written recognition.
Say thank you. Don’t forget to say thank you. Saying thank you is very powerful; however, it is often forgotten.
Delegating effectively is critical for business and for your sanity. Let it go.
by Fronetics | Apr 20, 2015 | Blog, Leadership, Strategy, Talent
It’s true. You need to work less and stop checking your emails.
Somewhere in California, in the middle of the Redwood Forest, lies Camp Grounded. The school bus on which campers arrive comes alive on weekends with the activity of its new passengers – sing-alongs, face painting, snacks. Undoubtedly that energy is driven by the excitement of what the imminent camp experience will hold. The small cabins, which serve as the home base for campers to rest with their bunkmates in between sessions of arts and crafts, archery, and campfires, are nostalgic throwbacks to the 1930s American camp experience. The camp owners, indeed aiming to recall a slower, simpler time, have built the 2,000 acre camp to offer all the typical activities and (lack of) amenities you’d expect from a secluded camp.
What you might not be able to immediately discern about this camp, though, is that it caters exclusively to adults. That’s right, campers range in age from 19 to 72. The other most striking feature of Camp Grounded is their policy on digital technology; it is strictly prohibited.
Why are these people giving up their laptops, cellphones, tablets? What would make a grown person want to digitally disconnect from the world? Turns out, quite a few things.
A 2014 Gallup poll reported that the average workweek now clocks in at 47 hours a week. And troublingly, nearly four in ten Americans are working at least 50 hours a week. It’s not a far jump to conclude that advancements in digital technology have made it difficult for workers to set firm time parameters for job-related responsibilities. It certainly fits with Pew Research Center’s finding that 61% and 54% believe email and the internet, respectively, to be “very important” in doing their work. The lack of conventional parameters and the pervasive ability for workers to access tools of productivity outside standard work hours has some startling implications for the state of the American workforce and might just explain why adult campers are flocking to Camp Grounded in droves.
Long hours are making employees sick and causing injures.
A University of Massachusetts study revealed workers who routinely work long hours are thought be at risk for numerous physical conditions including high blood pressure, diabetes, chronic infections, and even death. Research has also linked that those who spend four or more hours sitting per day to a 125% increase in heart disease risk, even when controlling for diet and exercise. Another study, in which the University College in London found that long work hours can double the risk of depression, shows the emotional health of workers who log long hours suffers too. Alarmingly, a high number of work hours are also correlated with increased risk of workplace accidents. A National Institutes of Health report states that working at least 60 hours per week increases a worker’s likelihood of injury by 23%.
Workers are stressed as a result of not setting firm work-life boundaries.
Many of the health concerns presented by employees working protracted hours are stress-based diseases and illnesses. Stress can be characterized by a cyclical progression; the cycle of poor performance and impaired decision making, brought on by illness, sluggishness and decreased productivity, can all exacerbate stress. Furthermore, working long hours away from home can cause familial stress since, often times, one spouse shoulders the burden of unequally spilt household tasks and child rearing responsibilities. For businesses, the bad news about stress is just as alarming. Between 5% to 8% of all annual healthcare-related costs are stress-related – passed on to employers to the tune of $180 billion each year.
The more hours employees work, the less productive they are.
Probably a universal experience for office employees is the dazed feeling that comes after spending an extended amount of time working in front of a computer screen. The eyes tend to gloss over, the back becomes stiff, and the mind goes a little fuzzy. The evolution of the modern workweek notwithstanding, it’s interesting to note that logging long hours doesn’t make employees more productive. In fact, it can have the opposite effect. The Economist wrote a piece in 2013 which concluded “with higher working hours, labor output per hour fell.” Meaning, the correlation between working more hours and being more productive simply doesn’t exist. Taxing the mind and body with work for extended periods of time leaves employees tired, sluggish, and unproductive.
Overworked employees are typically disengaged employees.
Despite all the aforementioned negative consequences employees are willing to endure in order to work long hours, there’s really little employees or employers are getting in return. That’s because, for all the extra hours workers are putting in, it actually drives disengagement. Left wholly left unchecked, the culmination of issues arising from an unbalanced work-home life can increase absenteeism and turnover. Simply put, employees logging long hours are significantly more prone to burnout.
After being presented with the destructive effects clocking long hours can have on our bodies, relationships, and careers, revisiting the issue of a voluntary digital detox seems like a virtuous approach to our constant connectedness. But you don’t have to shell out hundreds of dollars in order to reap the benefits (device-free! no j-o-b talk!) Camp Grounded offers. Start by setting firm boundaries for work and home life. Ask a spouse or partner to hold you accountable. Block access to email on your devices during nights and weekends. If that seems too extreme, consider delaying your email responses until the next work morning. Implementing these small changes in the way you interact with your job responsibilities outside typical business hours can improve your physical and mental health and advance your career. If you find that you need a little more motivation to unplug and disengage from work, you’ll likely find it in the sing-alongs and talent shows performed by weary workers, turned cheery campers at Camp Grounded.
by Fronetics | Apr 15, 2015 | Blog, Leadership, Strategy, Talent
You might be surprised to find currently untapped financial gains just by putting employee happiness at the top of your priority list.
The way we work has fundamentally changed. There’s no doubt it is still evolving, but what we know about the way we work is that it can no longer be summed up by the decades-old “going to work” experience. Company-owned buildings, offices, and cubicles are no longer required to accommodate employees and the growing trend of companies offering flexible scheduling and remote work options for employees has substantial implications. There’s good news in that these new employment structures are impacting employee satisfaction and productivity in ways that employees and employers alike can celebrate.
Of the most significant factors affecting employee satisfaction is the employee-manager relationship. Communication is essential for relationships to flourish – especially employee-manager relationships. A recent Gallup poll found that employee engagement was highest among those with daily communication with their managers. By leveraging digital communication tools, employees who work remotely are able to have just as much, if not more, interaction with supervisors. Consistent, regular access to management creates a culture of connectedness and accountability – a culture where employee satisfaction is high. Not only does this allow for nimble adaptations in project approach or client strategy, but the immediate feedback loop positively affects employee engagement and motivation. The emergence of this unique employee-manager structure has allowed for managers to effectively monitor work and provide meaningful feedback, but to avoid micromanagement.
The most effective managers have been shown to be the ones who have respect for their employees as individuals. These managers actively work to help their employees find an ideal work-life balance. Recognizing and responding accordingly to situations where employees are disengaged, either physically or emotionally, from their work responsibilities is at the heart of building a relationship of trust and conviction.
Even though remote work arrangements seem to run counterintuitive to expanding the capacity of workplace productivity, giving employees the flexibility to fit work around their life actually improves worker productivity. The effects of building a company culture where employee satisfaction is valued translates into increased efficiency. That is, a happy and well-managed staff is likely to stay engaged, motivated, and committed to company objectives.
The flexibility that working remotely provides makes it easier for workers to strike their ideal work-life balance. A significant finding emerged from a 2000 study in which researchers found that on average workers reached peak productivity in their 30s and 40s. Most often concurrently, these same workers are tasked in their home lives with parenting responsibilities and the care of aging parents. Giving employees options to maintain flexible work schedules allows employees to give equal attention to both home and work life, enabling maximum productivity. What’s more, by eliminating commute time and spending less time in meetings, people who work from home actually spend more time working. Some find managing work responsibilities from a quieter environment, as opposed to a noisy office, more conducive to productivity.
Presented with all the benefits flexible scheduling and remote work options have to offer, some companies might find it tempting to quickly implement a flexible work program in order to start realizing benefits. But consider that this new work structuring also brings with it a new set of issues for managers to navigate. Supervising employees who aren’t location-specific and monitoring performance without personally interfacing require companies to put thoughtful initial focus on building a solid communication structure and setting manageable expectations for employees. Clear articulation of these expectations and structures is required for success.
While this type of work structuring might not be a good match for every employee or every workplace, the opportunity exists for employers to positively affect worker happiness while simultaneously increasing productivity. If your company is interested in exploring the benefits of offering flexible scheduling and remote workplaces, consider a trial period or experimental program. You might be surprised to find currently untapped financial gains just by putting employee happiness at the top of your priority list.
