by Fronetics | Oct 16, 2017 | Blog, Leadership, Talent
Google trains new managers in these six areas to make them highly effective leaders.
When you think of the word “manager,” you associate it with leadership. (Or, at least, I do.) But the two don’t necessarily go hand in hand.
Being a manager is just a position; a leader is something more. Oftentimes the skills that get people promoted to the managerial level don’t necessarily make them effective leaders. Then you’re stuck with managers that can’t lead, and that’s a problem. (See How to Be a Bad Leader: 6 Common Characteristics of Poor Leadership.)
Lucky for us, organizations like Google have spent years researching what makes an effective manager. Using Project Oxygen, an internal study analyzing more than 10,000 manager impressions, Google identified 8 habits of highly effective managers, which the company now uses to train new managers. Google shares this presentation through the re:Work website, which focuses on 6 key attributes.
6 key attributes of highly effective managers
1. Mindset and values
Dr. Carol Dweck, a professor of psychology at Stanford University, studied the science of growth mindset, the belief that intelligence can be cultivated. Project Oxygen showed that productive leaders live this philosophy at work. They are eager to learn, take risks, and challenge themselves — all of which ultimately boost their performance.
Also, Google empowers new managers to leverage their individual values in their management styles. This drives deeper meaning into their work and supports them when they, inevitably, need to make tough decisions.
2. Emotional intelligence
Emotional intelligence is the ability to recognize emotions in yourself and others, and leverage this awareness to manage behavior and relationships. Managers who are emotionally intelligent make better decisions, communicate more effectively, and seem more relatable to employees. They can better control the emotional climate of the workplace by anticipating employees’ needs and creating an environment that supports them.
3. Manager transition
Google has new managers share the challenges, surprises, and frustrations of their transition from individual contributor to supervisor. This not only teaches that it’s ok to be vulnerable and honest, but also encourages others to offer advice and to help devise actionable new strategies.
4. Coaching
A good coach nurtures and grows the talent on his/her team. The positive effects impact more than just team performance. Research by the Human Capital Institute and the International Coaching Federation shows that a strong coaching culture increases employee engagement and revenue growth.
Google defines good coaching as:
- Timely and specific feedback
- Delivering hard feedback in a motivational and thoughtful way
- Tailoring approaches to meet individual communication styles in regular one-on-one meetings
- Practicing empathetic “active” listening and being fully present
- Being cognizant of your own mindset and that of the employee
- Asking open-ended questions to discover an employee’s acumen
5. Feedback
“Embrace bad news to learn where you need the most improvement.” — Bill Gates
The purpose of feedback is to improve performance and foster professional growth. But words can hurt, and employees can interpret constructive criticism as an attack. Thus, the ability to provide feedback effectively is essential for any manager.
Google teaches new managers to be consistent across their teams when delivering feedback, and to balance the negative with positive. It’s also important to treat these conversations as a dialogue, not a monologue. Being authentic and stating growth opportunities in a clear and compassionate way will build trust between new managers and their employees.
6. Decision making
Effective leaders take on the tough task of making decisions and, often, with little time to deliberate. Managers make decisions taking into account their personal values, as well as the values of their organization, and they must be consistent over time.
It’s also important that managers occasionally throw their ideas out to their team and ask for feedback. By creating solutions that are based on a comprehensive understanding of the issue, managers are able to make decisions based on their internal compass, as well as the feedback from others.
After implementing this new-manager training program, Google saw statistically significant improvement in 75% of its underperforming managers. That speaks to the impact these 6 areas have on the effectiveness of new managers. And managers have a major impact on the effectiveness of their teams. So a great new manager can be all the difference for a company. In the words of Andrew Carnegie, “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.’”
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by Fronetics | Oct 9, 2017 | Blog, Content Marketing, Marketing, Social Media, Talent
As peer influence becomes increasingly important in B2B buying decisions, empowering employee brand ambassadors will benefit your bottom line.
I recently attended a dinner party where I met a new acquaintance. We talked about our families, our hobbies and, of course, our jobs. She recently started working for a small business about which she was tangibly passionate. After listening to her talk, I went home, immediately started following the company on social media, and purchased some products.
Some companies are overlooking their greatest marketing tool: their employees. That woman made a big impression on me and actually influenced a sale. The experience reflects a trend that’s also growing in the B2B space: the impact of peer influence on buying decisions. In fact, 68% of B2B buyers say they give credence to peer reviews in the purchase process.
Imagine the number of people you could reach through each employee’s peer network. It’s a massive opportunity.
I’ve written lately about the rise of influencer marketing. It’s a strategy B2B businesses are starting to understand and use to their advantage. But you don’t need a Kardashian or even an important industry professional to get started. Employees are your most natural, ready-made influencers.
Here are 3 reasons to invest in making your employees brand ambassadors.
3 benefits of employee brand ambassadors
1. Increased social media reach
According to a study conducted by the MSL Group, employee advocates are connected to 10X as many people as their brand on social media, and can increase the reach of brand content by 561%. If your employees are posting about your company on social media, they’re reaching a much wider audience than your company page is.
While 57% of companies have a LinkedIn company page, 94% of B2B buyers use LinkedIn to distribute content. If your employees are posting company content to their personal LinkedIn accounts, imagine the potential range your brand has to reach new audiences. And these people aren’t hearing it from your corporate page. They’re hearing it from a peer connection. That’s definitely more powerful.
2. Increased brand engagement
When it comes to increasing brand engagement, there is no better place to start than with your own employees. Peer influence is a natural extension of employees who believe in your company and its mission.
While only 3% of employees share company-relevant content on social media, they actually drive a 32% increase in engagement. And their advocacy has a greater impact their peers’ buying decisions than you might imagine. Studies show that leads gathered as a result of employee advocacy convert 7X more often than other leads.
3. Elevated employee (and company) performance
While your employees are advocating for your company, they will also benefit from their new role as brand ambassadors. They will be more engaged and invested in their jobs. And the additional responsibility will foster a sense of pride and professional growth.
That pride translates to greater productivity. Companies with engaged employees outperform those without by up to 202%. But that’s not all! Companies with highly engaged employees saw a 20% increase in sales and a 10% in customer ratings.
Empowering your employees
Successfully reframing your employees as brand ambassadors requires creating a culture that empowers and incentivizes employee participation. Offer them the appropriate training or knowledge. Ask them to complete specific tasks (e.g., sharing company content), and give them room to be creative in their ambassadorship as well. Make sure you regularly engage them and thank them for their help.
Keep in mind: Employees are much more likely to participate if what you’re asking them to do is seen as complementary, not supplementary, to their workload. Make sure you are appropriately compensating them for any activity outside of normal working hours to avoid resentment. And, most importantly, keep the dialogue open. You never know how impactful your employee brand ambassadors can be.
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by Fronetics | Oct 5, 2017 | Blog, Leadership, Strategy, Talent
A hot temper. Moodiness. Micromanagement. These are common traits of a bad leader.
What’s the number one reason talented employees quit? Gallop polls show that 50% of employees cite their managers as the reason for leaving. A bad leader can cost your company. And poor leadership at the highest levels of a company can be detrimental to a business (Theranos’ Elizabeth Holmes and Turing Pharmaceuticals’ Martin Shkreli, as two recent examples).
While we often write about successful leaders and positive leadership traits, I think it’s about time we start talking about the opposite end of the spectrum. Here are 6 common characteristics of poor leadership that should be red flags to all companies.
6 ways to be a bad leader
1. Lack of transparency
Everyone appreciates honesty and transparency, and the same holds true in a professional setting. Even if you’re trying to prevent worry or stress, employees know when you’re not giving them the full picture and it makes their jobs more difficult.
Your team will appreciate knowing where they stand within the company and the greater goals you’re trying to accomplish. Oftentimes this leads to more focused and driven employees, who take pride in being part of a team working toward mutual goals.
2. Insulting employees in front of their coworkers
We all make mistakes. We are human, after all. But how a supervisor reacts to an employee’s mistakes is a direct reflection of their leadership style — good or bad.
We have all witnessed a leader get upset when issues arise. That’s natural when s/he is invested in the business. Good leaders know cooler heads prevail, offering constructive criticism in an appropriate one-on-one setting. But a bad leader berates employees in a group setting. Instead of helping employees learn from mistakes, his behavior only alienates people and causes resentment.
3. Micromanaging
I bet you are thinking of a specific manager from your past, as I am. Micromanaging may be my least favorite characteristic of bad leadership. Nothing says, “I don’t have faith in your work,” like a boss that is constantly looking over your shoulder.
Employees are only able to grow and develop if they are allowed to do so. Supervisors should provide direction and then empower their teams to get the work done. Your employees will become more confident and productive knowing they have your trust in their abilities and the space to be creative.
4. Lack of empathy
As leaders, we must understand that our jobs are important, but so are our employees. Understanding the challenges that your team faces, both professionally and personally, is key to creating happy and productive employees. When supervisors work to alleviate barriers, they create a supportive culture among their team.
5. Inconsistency
Last-minute changes, mixed signals, and overall inconsistency can lead to confusion and frustration within your team. Leaders who blow up at one person but listen intently to another foster fear among employees, who become unsure of how to approach you. That leads to lack of communication, which is never good for business.
Lack of consistency leads to a lack of trust and slows productivity. Employees that are unclear on direction or expectations spend time and energy worrying about how to approach their supervisors instead of how to get the job done.
6. Closed-mindedness
Feedback can be hard to hear, especially from your staff. But an unwillingness to listen to your team and take their ideas seriously will create tension.
Leaders that dig their heels in and refuse to consider new perspectives make employees feel undervalued and unable to control their own destiny. Not only does this cause employee dissatisfaction, but also leaders miss out on potentially good suggestions to improve business.
Remember, businesses don’t fail — leaders do. What other traits make a bad leader, in your experience?
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by Jennifer Hart Yim | Sep 27, 2017 | Blog, Manufacturing & Distribution, Strategy, Supply Chain, Talent
Insights from the Procurement 2020 survey
This guest post comes to us from Argentus Supply Chain Recruiting, a boutique recruitment firm specializing in Supply Chain Management and Procurement.
it’s no secret that the world of Procurement is changing and fast. With automation, big data and burgeoning AI systems removing more and more of the profession’s “tactical” or “clerical” tasks, companies are calling on their Procurement teams to be more strategic, more nimble, and more innovative. They’re expecting their Procurement functions to deliver not just bottom-line cost-savings, but other sorts of value, adding to organizations’ overall competitiveness.
Procurement, you’ve come a long way, baby.
But a new survey of 200 C-Suite executives from a variety of industries and functions presents a rather dispiriting picture of the Procurement function today – or at least how it’s perceived. Held by Management Consulting firm Ayming, the survey explores a wide base of opinions from some of business’s top leaders – CEOs, CPOs, COOs, and CFOs – about the value Procurement has to add, and where it’s going to be in 2020. The survey, titled Procurement 2020, has lots of interesting insights, showing where Procurement is knocking it out of the park – and where it’s striking out.
The biggest headline takeaway? 83% of executives surveyed say that their Procurement function is not entirely strategic – meaning they don’t think it’s crucial to business leadership, and that it isn’t a key input when making high-level strategic decisions.
It’s a rough verdict, one showing that as much progress as the field is making, a lot of that development – the chance to be a true partner to business at the highest level – is still unfulfilled potential. Some of the other data is relatively damning as well: only 28% of executives surveyed viewed Procurement as a core aspect of their strategy. More than half (51%) of the executives do not consider their Procurement operating models to be effective as they stand today.
Interestingly, this last number breaks down differently across industries:
- Retail executives had the highest confidence in their Procurement function, with 43% of retailers considering their Procurement operations to be highly effective – and 18% considering them to be somewhat effective. Retail also had strong marks in terms of its strategic value from Procurement, with 79% of executives saying that its Procurement operations were “mostly or entirely strategically focused.”
- 27% of Manufacturing companies viewed their Procurement operations as highly effective – with 24% considering them to be somewhat effective. The Manufacturing industry also led the way in terms of strategic value, with 91% of Manufacturing executives saying that their Procurement operations were highly strategic.
- 21% of Technology companies, as well as only 21% of Healthcare companies, viewed their Procurement operations as highly effective.
- Dispiritingly, only 15% of Financial Services companies considered their Procurement operations to be highly effective.
The numbers represent a large base of dissatisfaction with how companies are prioritizing, training and supporting their Procurement departments. 44% of CEOs, as well as 44% of CFOs, consider their Procurement functions either very or somewhat effective. 52% of COOs gave a “very or somewhat effective verdict,” compared to (perhaps unsurprisingly) 56% of CPOs. Perhaps unsurprisingly, very large companies – most able to leverage a shared service model and consolidated spend – were most likely to report that they received a very high amount of value from Procurement: 36%.
Despite the survey saying that Procurement still has a long way to go, the broad base of executives surveyed often indicated a deep interest in helping the function get there. 48% of companies surveyed have either reorganized their Procurement function in the past 5 years, or are in the middle of reorganizing it, with a full 20% planning to reorganize Procurement in the next 24 months.
There are some other interesting and divergent opinions when it comes to how companies are seeking to increase their Procurement function’s effectiveness:
- 68% of executives surveyed believed that if Procurement gets involved earlier in new product creation, as well as long-term strategy, it’ll be able to add more value.
- 82% of CEOs believe that employee training and upskilling is a key way to improve Procurement effectiveness. In contrast, a 38% of CEOs believe that Procurement-specific technology is the answer.
- A large percentage of CPOs (90%) believe that upgrading technology is key to improving Procurement strategy (compared to 76% of CEOs), but across different industries there’s some disagreement about the best way to drive further value from Procurement: In the Financial Services, Transportation, Retail and Technology sectors, executives saw people and skills development as the biggest opportunity to add more value through Procurement, whereas Manufacturing executives saw reorganization as the best opportunity.
We tend to think that surveys like this are an opportunity for the field rather than an indictment. And despite some of the more negative responses, we happen to know tons of Procurement departments who are excelling and creating true strategic value for their stakeholders. But if these surveys are anything to go on, there’s much more to be done. We encourage you to dig into Ayming’s survey, as there’s a lot more data we only briefly covered here.
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by Fronetics | Jul 18, 2017 | Blog, Leadership, Talent
Great leaders are able to push employees to their fullest potential and increase productivity without causing undue stress.
In a new study published in the Harvard Business Review, managers were 30% less likely than their coworkers to be stressed out. 30% LESS!
One might assume that leadership takes the heat when it comes to performance evaluation. But we’ve all probably experienced the trickle-down effect in the workplace: If a manager is feeling pressure, it’s safe to assume the team is feeling it twice over.
Not all stress is avoidable, and sometimes certain periods of increased demand can lead to increased performance. Research shows that an optimal level of stress exists below which employees are unmotivated and above which they are overwhelmed.
Leadership consultant and author Steve Arneson describes this balance as the “leader’s dilemma:” Management works to create a balance between pushing employees and pushing them past their limits. He recommends that leaders create a safe and supportive environment where employees feel respected and, in turn, cooperative and productive.
With this is mind, it’s important to incorporate tangible ways of reducing stress for your employees. Though some of these may be obvious, with record-breaking levels of stress at work, not enough leaders are paying attention to them.
5 tricks for reducing stress while pushing talent
1. Provide certainty and clarity (when possible)
Frederick Herzberg, an influential psychologist in business management, wrote extensively about “hygiene factors” in the work place. These are basic factors that cause dissatisfaction and can include: poor relationships with supervisors, company policies, work conditions, salary, and status.
In order to promote productivity, management should focus on providing a level of certainty to its employees. Herzberg suggests fixing obstructive company policies, providing effective and non-intrusive supervision, and creating and supporting a culture of respect for all team members as a few ways to help nurture a sense of certainty.
2. Be fair
There are three drivers that determine fairness in the workplace. The first is the belief that an employee’s input is considered in a decision. Are their opinions valued and taken into consideration? The second, is how decisions are processed and implemented. Are decisions made consistently and with accurate information? The third is how a decision is reported. Are the managers listening to employees’ concerns and explaining their decisions? These three factors can help foster a sense of fairness in the work place that lead to employee satisfaction and productivity.
3. Show support and gratitude
When Jack Zenger and Joseph Folkman studied results from workplace surveys, they found that 37% of managers admitted that they never gave their employees any positive reinforcement. That’s a lot of missed opportunities to tell your team that you appreciate their hard work.
Lisa Commendatore, a program director at Northeastern University, goes to the opposite extreme. She believes that rewarding her team turns them into more productive employees. “After a particularly challenging cycle, I make sure to reward my team with a thank you card or a free cup of coffee. The small gesture goes a long way.”
4. Exhibit self-confidence and competence as a leader
It is important for managers to demonstrate their competency. Through hard work, innovative ideas, willingness to take on a new challenge, and working long hours, leaders want to be seen as capable of their duties. These demonstrations don’t go unnoticed by your teams.
It’s a healthy example for employees to see that their stress and efforts are felt all the way up the corporate ladder. Workplaces lacking in trust often have a culture of “every employee for himself,” in which people feel that they must be vigilant about protecting their interests. Managers that are able to create a foundation of trust are helping to alleviate tensions in the work place.
5. Keep your word
As Karen Firestone, CEO of Aureus Asset Management, said in a recent HBR article, “It’s important that leaders are the prime example of thoroughly executing on their own commitments to the people who support them.”
In work, as in life, if you can’t keep your promises, then you shouldn’t make them. Employees are looking to management to fulfill its commitments, and that starts with being a leader that keeps your word. As the saying goes, treat people the way you want to be treated.
Using these strategies can help relieve employee stress at work, leading to productive and satisfied (if not, happy) employees. Recognizing and helping your team deal with their stress is what makes a leader a great one.
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by Fronetics | Jul 5, 2017 | Blog, Talent
Thinking of making a professional change? Here are some questions to consider before taking the plunge and overcommitting.
We’ve all been asked to take on new projects at work when we’re already completely swamped. In the moment, it can be very hard to say no. And we’ve all jumped on LinkedIn to see what other opportunities are out there. More money, less headaches. The grass is always greener.
I recently read an article in the Harvard Business Review about asking some tough questions of yourself before making a professional change. It got me thinking about our tendency (my tendency) to overcommit.
Executive and life coach Regan Walsh’s article, Before You Agree to Take on New Work, Ask 3 Questions, offers three key questions to ask before making any major professional decisions. Walsh believes that you need to move past the “should” in order to find fulfillment in your work.
Shoulds and wants
“Shoulds are the things we do out of obligation because we have not thoughtfully considered our true objectives, even out of fear,” she writes. “What if we never get another opportunity? What will others think of us if we say no? What will we think of ourselves if we say no? Sometimes, shoulds even seem like things we want to do.”
But honestly, shoulds are often things that are in direct opposition of our wants. Instead of focusing on professional goals and aspirations, we become burnt out by the “must dos.”
We must keep moving up the corporate ladder. We must take that promotion that means double the workload. We must say yes to new projects that could lead to new opportunities.
It’s worth taking a pause to consider why you’re making a professional change and if it will, in fact, be for the better.
3 questions to ask yourself
Here are three simple questions to ask yourself before making any major professional decisions.
1. What is my motivation?
Ideally your motivation for any professional change will come from within. Oftentimes this is easier said than done. External factors can play a large role in motivating our decisions. Money, professional growth, a new title — these are hard incentives to ignore.
But if you’re seeking more than just employment, real fulfillment from your job, you should start with your passions. If you’re making decisions based on your interests, your job will become more than a paycheck.
More and more employees are seeking a sense of community, educational opportunities, and a sense of purpose from their career paths. Aligning these opportunities with your personal interests will help make your job more than just a way to pay your mortgage.
2. Does it align with my values?
To answer this question, you need to identify what your core values are. What matters to you? What principles do you live by?
For most of us, these core values can include honesty and integrity. You can find these words in endless corporate value statements, but saying it and living are very different. If you can find an organization that stands by its value statements and works to embody these values, you will find that a sense of pride in your professional setting.
In a world based on data and analytics, finding an organization that can move past the numbers to create opportunities for its employees that will make them better members of their community will increase employees’ commitment to their company.
“Ideally, an organization’s core values explicitly define how people will behave with each other and with customers. When values succeed, the daily behaviors of your people will embody the core values you set forth,” Chris Cancialosi says in 2 Ways to Ensure Your Corporate Culture and Values Align.
3. Do I have a choice?
Your supervisor walks into your office and announces a new project she’d like you to spearhead. Your first reaction might be flattery and pride. Taking a step back, you might ask yourself, “Did I have a choice?” Were you forced into taking on more work? Are you even interested in the project?
Self-determination theory suggests that in order to act, or to feel motivated to act, we need to feel that we’re in control. We’ll enjoy something more if we recognize that it’s a choice.
Just as in our personal lives, when we feel like we have a choice in the matter, we’re more likely to give it our best effort.
Companies are expecting more and more of employees, and often in less time. It’s easy to get overwhelmed. Taking a step back to realize you have a choice in the matter — or, at the very least, the ability to communicate these feelings with your employer — will help you keep a balance at work.
Before taking on new projects or additional workloads, consider how much time it will take to complete the assignments and how much impact it will have on your existing workload.
We are all influenced by obligations. It’s easy to say yes to things, professionally and personally, because we feel like we have to. In order to feel real satisfaction from our professional choices, we need to look internally. Saying yes to things that align with your core values and being motivated by your passions takes time and practice, but the end results will far outweigh the shoulds.
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