Lead Artfully

Category: Management

Management topics and resources

  • What are the most important considerations when hiring?

    What are the most important considerations when hiring?

    As a leader, possibly one of the most critical decisions you make is who to hire and who not too.  People are the lifeblood of every organisation.  But did you know as many as 50% of all new hires fail?  Did you also know that staff retention levels are also seriously reducing?  That means hiring and keeping the best people is getting harder.  So, what are the most important considerations when hiring to turn this around?

     

    Address poor retention

    Often overlooked in the hiring process is the cost of onboarding and retraining. It requires time and effort to bring someone up to speed, a lot more than you probably suspect.  If you can reduce the number of times this has to happen it makes good financial sense.

    So, to address this have your asked if your current staff are happy?  Running regular team surveys are a great method to measure the overall mood and engagement levels and track this overtime.  But often nothing beats one-on-one conversations.  Asking each of your people what keeps them around, what annoys them, and what they see in their future.

    The next thing you can do to is track the number of internal hires and promotions that are happening, versus external new hires.  Do you always look outside for new talent to fill roles?  Why?  Start capturing and measuring these metrics because they are important.  Rather than training up new staff, that investment can be better spent upskilling your current staff so they can achieve an internal promotion.  Watch your retention levels increase when you start investing in your people.

    Next, advertise all new jobs internally first and only advertise externally if that is unsuccessful.  That way your existing staff will feel more valued and prioritised.  Entry and mid-level positions then get an opportunity to progress in your team or organisation, and this creates a huge amount of good will to you as an employer.  People love being part of something bigger than themselves when their contribution is respected.

     

    Does everyone look or think the same?

    If you consistently hire people that look and think the same as you, then you are seriously limiting your market.  Diversity is becoming an even more important consideration in improving organisational performance.  Not only for legal reasons, but for ethical and good management reasons.  Having a diverse group of people that reflects the society you operate in is key to staying competitive, and frankly being a fair and just employer.

    What are the most important considerations when hiring for this specific role?  If someone works behind a desk but is in a wheelchair, why does it matter?  And if someone worships in a different way to you, aren’t they still a decent person?  Equally, if someone was born in another country and you can’t pronounce their name, why does it matter?  If any of this resonates with you then next time you are hiring, take a chance.  Diversity in people brings diversity of thought, perspective, and innovation.  This can only help improve an organisations resiliance and adaptability.

    Want to learn more about this?  Check out our article on unconscious bias.

     

    Hire for attitude

    In times when highly skilled people are in hot demand, do not overlook the attitude and passion of candidates who may lack some experience.   Most people hire based solely on someone’s skills and experience.  It is no wonder then, that 50% of new hires fail.

    Attitudes are the views an individual has relating to aggression, dependability (habits, reliability, etc.), honesty, and compliance (to rules, laws, etc.).  Our attitudes about hierarchy, social norms, and beliefs, drive our patterns of behaviour.  Someone’s attitude will have either a positive or negative impact on the values you are wanting your team to live by, and their performance.   Imagine hiring someone to handle customer complaints who has a history of aggression.  Even if it is just verbal, in an organization that values respect and customer service?    Clearly that is a recipe for disaster.

    When interviewing people, think about the top behaviours or attitudes you want in the role and team and put together some scenarios you can ask your candidates.  If someone lacks the experience in the role and will need development, but they have the right attitude, then this is arguably the most important trait.   You can always teach new skills, but attitudes can last a lifetime and are very difficult to change.

     

    What are the most important considerations when hiring?

    So, when hiring take a look within your team or organisation first.  Advertise the role internally for the first few weeks, and only then advertise externally if you need to.  Next, take a different approach to shortlisting and interviewing and consider people who may look and think differently to you.  And finally, when interviewing, think who has the best attitude and energy for the role rather than who has the most skills and experience.  They are not always the same person.

  • Tips for managing a team you were just a member of

    Tips for managing a team you were just a member of

    Have you recently been promoted to lead the team you were just a member of?  Congratulations!  It is an exciting and sometimes daunting time.  Your paycheck just got a little fatter (I hope) and you have a nice new shiny title to go along with it.  But your world is about to change drastically, whether you believe it or not.    Your job is about to change, and even though you might think you can keep doing much of what you like in your old role, should you?   In this article we provide some useful tips for managing a team you we just a member of.

     

    Build a new support network

    Being part of a healthy team is great.  I love the support, fun, and sense of purpose this comes with.  Or perhaps your team has not always been that great to work in.   In either case, chances are you still have your own support network within that you can call on or have a rant to, when you need it.   The team dymamic of your old network just shifted with you changing roles, even if it is not immediately apparent.  Your relationships with team mates is changing from their peer, to their boss.  Chances are some may have even been passed over for the role that you just got.  So, whether they intend it or not, they may harbor some resentment over that as they come to realize that they are now your subordinate.  At least in the early days of you taking over.

    So, during the early stage of transition to manager, you are going to need to create a new support network.  A good place to start is with other managers who are now your peers, and with your new boss.  For your new peers, pick one or two who you trust and respect.  People love being asked for advice, as it shows you value their opinion.  This is a fast way to build connections with others.   For your boss, ask them to be patient with you.  Explain that your team needs time to understand that you are now their boss.  Do not be afraid to ask for support from your manager also over this time.

     

    Let go of your old role

    Now we come to the next important part of your transition.  Letting go of the doing.   This is hard for technical people who know their old role so well, but it is important.  You might be good at it, but if you want to be good at being a manager it will require all your energy and focus.  You now need to be there for your team.  If there are certain technical tasks others do not do as well as you, then this is a good way to start the transition.  Start coaching your team to pick up these tasks, or hiring your replacement.  Then begin by showing them what to do, then by encouraging them to do it themselves until they have mastered it.

    Why is this so important?  Your old role was likely related to just a few key areas of focus or field of expertise.  But being a manager means crossing team boundaries even more and more.  Working with others in different fields, some perhaps completely new to you.  You need to free yourself up to do this.  For example, you will likely need to communicate and engage with people discussing vastly more varied subjects that may be unfamiliar to you.  These can include finance, sales, I.T., marketing, design, production, or legal.  You may also need to engage with customers more, from various cultures and backgrounds.  This all takes energy and time.

     

    Learn about your new role

    Your new management role sounds clear, right?   You read the position description.  Well, what is on paper is typically a broad brief.  Do not relying on assumptions.  Ask your new boss what they expect to see from you in the role.  Equally, ask what your team need from you, as their manager.  You will now be their advocate in the organization. Chances are you are used to managing things in your previous role, but now you need to manage team outcomes.  That requires leading and supporting people. Your people.

    You have an advantage!  As you have come from within the team you will already have valuable insights about your team members, and the organization as a whole.  Something an outsider could never know early on.  Think about the strengths of your team, who is good at what, and what makes them tick.  This gives you an advantage of using your team at its strengths right out of the gate.   Think about what type of tasks you should be delegating, and who would be best to pick it up.  Also consider the type of culture and environment you want to build so people.  This is so your team understands what your goals are, they feel happy, productive, and trust you to have their back.  To that end, what sort of relationships within the organisation need harnessing or developing?

     

    Identify management success measures

    One massive shift your new role brings is that you are now longer just responsible for your own performance or output.  You will be judged on the performance and productivity of your team.   So that means you will have to measure your contribution for helping others succeed.  That might sound difficult, but it just means considering actual outcomes.  What does success look like?  For example, the overall quality and consistency of work, how cleanly problems solving occurs, and how conflicts are resolved.

     

    Understand management accountability

    Supporting the above success factors comes down to accountability.  A poor manager blames issues on their teams and hold them accountable.  But in reality, the manager is accountable.   Good managers look at issues or mistakes as learning opportunities and work with the team to find ways of doing better next time.  They take responsibility on behalf of their team.  In response, team members then learn to trust them.  You are being successful when you observe progress still happens even when they are not there.  Your team openly shares new ideas and engage in both their work, and with each other positively.

     

    Tips for managing a team you we just a member of

    Final thoughts – This is an exciting time for you, and these tips for managing a team you we just a member of are not meant to put you off!  Just go in with your eyes open that you are starting a totally different role.  This is a new chapter in your career so you will need to let things go for your own sake, and for your teams.  Consider these tips, but above all else build a new support network around you and you will not just be fine.  You will be great!

    You might also find our article on what makes a great leader useful.  It’s located here.

  • How to identify areas for improvement

    How to identify areas for improvement

    In an effort to make a difference in our business or organisations, continuous improvement is vital to make sure our systems keep supporting our mission.  But how do we know how to pick the right battles?   It is easy to complain about something, but often there is a lot more to it.  Organisations, like people, settle into accepted procedures or patterns.  This is especially true if a process is meeting a need, even if it appears clunky.  But often this can miss key opportunities to improve efficiency, reduce frustration, and improve outcomes.  So, when it comes to how to identify areas for improvement, there can be some obvious tell-tale signs.

     

    Identifying opportunities

    Key symptoms of an opportunity often comes with phrases like, “we’ve always done it that way”.  Even when there are regular complaints about specific systems.   How many of us have complained about a bureaucratic process, or poor customer experience?  But we often only see the tip of the iceberg.  Systems are inherently complex, even in small businesses.  There will be nuances that require understanding.  It is not until we explore why things are done a certain way; do we discover the reasons.  Understanding is the first step to work through when looking at opportunities for improvement.

    But understanding takes involvement and analysis, which takes critical thinking.  But if something is worth the energy complaining about then it is your obligation to understand it.  If a process or function often gets raised in this way by others, then it perhaps warrants a discussion.   Get the people involved in the system to help you understand the nature, and give context to the complaints.

    What to learn more about critical thinking?  See our article here.

     

    Rallying support

    It is unlikely you have control over all the systems and processes in your organisation.  But you do have a choice.  Mindlessly accepting something because it has “always been done a certain way” is accepting mediocrity.  All managers have an obligation to help organisations function better.  Systems should contribute to the success of a businesses mission, not constrain it.   Taking time to understand the rationale behind why things are done a certain way will give you better insights into how the organisation runs.  It will also improve your work relationships.  But better yet, you might just strike gold and all find an opportunity for improvement.

     

    Making improvements

    Identify one system for improvement at a time where this can have a significant positive impact.  That is because it takes an even deeper look and commitment from you.  You will also need to rally support and effort from other stakeholders.

    The following questions will help identify what to focus on: –

    • People: Are the right people doing the work? Do they have the necessary skills and doing the right work to support it?  Are all the roles identified and filled to succeed?  What do people receive in terms of rewards and recognition and does this support the desired outcomes?
    • Process: All roles are clearly identified, filled, and resourced? Are the right decisions being made at the appropriate time?  Are there any steps that can occur in parallel rather than sequential?
    • Tools: Does the team have the most efficient tools and technology to reduce time, human error, or potentially automate some steps?
    • Culture: Are people nervous about their role so making extra work for themselves?  Is there sufficient trust and communication to enable people to make decisions close to where the work happens?  How open are people to change, and what do you need to do to alay fears?
  • What to do when everything becomes urgent?

    What to do when everything becomes urgent?

    When work becomes constant firefighting

    There are things we can do to protect our teams against urgencies.  The behaviours we model and the culture we encourage has a lot to play in this.  Who does not like the thrill of fixing a new problem, or offering up some intoxicatingly innovative new solution to a client or our bosses?  That hit of dopamine we all get from putting out fires.  How many of us have called the team in to reward some heroic act of last-minute action to resolve a problem?  Thanked for dragging that proverbial cat back safely from the flames?  These behaviours do nothing but celebrate and reinforce urgent, selfless, reactive actions.  Sure, urgencies happen in every job.  But what to do when everything becomes urgent?

    Naturally, we should recognise it when our teams go above and beyond.  But when we only reward responses to urgent tasks, it should be no surprise that everything becomes urgent. That is where our focus is.  As leader you have a choice to lay off the self-induced dopamine hits.

     

    When the flames of urgency remain uncontrolled

    So, when this occurs, we naturally see less focus on planned and proactive work that ultimately would make the team or company function better.  When everything becomes urgent, and firefighting becomes the norm, your credibility suffers.   Your team grows weary of the constant fire fights.  If you do not learn from this, you may soon find yourself needing to look for a new role.  And what well run organisation needs a firefighter, especially one who fans or lights fires?  Subsequently, you would likely find yourself in another firefighter role, in an organisation where everything is urgent.  This situation is both stressful, and extremely career limiting.

     

    So, what to do when everything becomes urgent?

    1. Assign reasonable timeframes and due dates on activities.
    2. Start rewarding behaviours that lead to fire protection, rather than just firefighting.
    3. Prioritise planned work, and factor in time for surprises. Well-run projects always include something for contingencies.
    4. Encourage innovative ideas but be careful not to create new urgencies. New ideas still need to follow the first three steps.
    5. Recognise that you as leader may be the source of some urgencies, when in fact it is your role to help your team identify and work on urgent, and proactive efforts. Not create fires!
  • Building trust with remote teams

    Building trust with remote teams

    Remote working is far more commonplace today than ever before.  But there are new challenges for us as social beings when it comes to physical separation.   In this article we provide advice on how building trust with remote teams is critical, but does not need to be difficult.

     

    The relationship chasm

    Things we took for granted by being in a shared workspace, and being able to see and hear our colleagues throughout our day, can create a chasm between us when we are all physically distant. Casual greetings, water cooler conversations, posture, and body language, all become lost opportunities for us to communicate in unplanned and unstructured ways.   But the technology is available to support remote working like never before.  It enables us to continue on with a level of structure to our day.  But without some form of unstructured interplay, it is a lot harder for each of us to understand how our remote teammates are faring.

    In addition to communication gaps, lack of trust with remote teams or workers is the other reason remote teams fail.  When a team has trust they operate understanding they are all in “it” together.  A communication issue or gap is more quickly overcome as people look for ways to help each other.  When trust is low, communication gaps increase as people stop talking.  They withhold information.   Likewise, jealousy and dislike between teammates creep in.  In extreme cases behaviours like schadenfreude, or individuals taking pleasure at another’s misfortune, appears.

     

    Building trust with remote teams

    For a team to succeed and thrive when remotely situated, their manager must have the right mix of attitude and aptitude, combined with applications.   Attitude refers to the leader’s mindset and belief that the remote team can succeed and can trust each another.  Aptitude refers to management and leadership skills required to observe objectively, and support and influence others.  Application refers to the ability to apply the right tools and methods to support teamwork, reducing the impact of any relationship chasm caused by distance.

    Having a trusting attitude

    1. Be likeable.  A warm and consistent approach is important, even when under pressure.
    2. Care for your people.  And let them know you have their back, and they will begin to trust you.
    3. Be positive and celebrate successes.  Remember to say thank you, even for the small stuff.

     

    Having an aptitude for trust

    1. Be reliable.  Stay on top of things and do what say you when you say you will do it.   There is a thin line between an unreliable leader, and an untrusted one.
    2. A leader’s role is to help their team succeed.   So do not try to control everything.  Empower your team to make decisions and be creative.  Share power to grow trust.
    3. Create feedback loops – create ways for individual team members to work together on issues or opportunities and give you updates.  Check-ins are okay, but not to simply check up!   Checking-in builds trust and remind teams you are there to help, but simply checking-up diminishes trust.

    Applications to build and maintain relationships

    1. Over communicate! Well almost.  Use instant messaging often, provide regular email updates, or do daily stand-ups to keep your team engaged and informed.  When you are all no longer in the same building, find ways to compensate.
    2. Work online together but not always in a structured meeting format. Use webcams and microphones just to feel connected.  Encourage others to do this for a time every day.
    3. Have informal one-on-ones with your team over video-conferencing.  Try and spend at least the first 5-10 minutes not discussing work so you can both learn more about each other as people.

     

    Want to learn more about teamwork and collaboration?  See our related article here.

  • Improving work-life balance while working from home

    Improving work-life balance while working from home

    Working from home: the new norm

    People working from home is on the rise.  Even before the pandemic, more companies were letting their staff work from home.  But a recent study by S&P Global has found that 67% of employers surveyed plan to make the change permanent.  Simply put, it is much easier to access work systems and people from just about anywhere than ever before.  Working remotely allows employees to experience more flexibility when it comes to their work-life balance.  No commute time, and typically less interruptions in your day.  But working from home comes with its own disadvantages.  Improving work-life balance while working from home is a key reason people often opt for it.  So, how does a person that works from home maintain a balance between their home and working life, if they are raising a family?  How has the corona-virus affected the work-life balance when it comes to working from home? 

     

    What does a work-life balance even mean?

    Work-life balance is not a new concept, but it can mean different things if you are working from home or at a physical location.  Work-life balance consists of your personal and your professional life surrounded by the activities you do for both.  Keeping the two separated while you are working from when your home life and work life are in the same place can be challenging.  So how you define work-life balance will depend on what is going on in your life, and how you separate it from work. 

     

    Employers are still responsible for staff well-being

    Managers still need to be mindful for the health of their employees who work from home.  Working from home can be stressful.  Likewise, the work area needs to be physically safe and conducive to the work.  People working where they live can be more productive and creative but may have a hard time switching off.   So potential for staff burn-out also does not reduce, simply because they no longer have the daily commute.

    Working from home problems

    In order to improve your chances of successfully working form home, we need to identify common problems it can create.

     

    > The main issue is balancing children, pets, and family demand when working from home.  The best solution is to have a separate room or space for working.  Ideally where you can shut the door and not be disturbed. 

    > Being physically separated from others can bring feelings of isolation. It’s not unusual to feel lonely, especially if you enjoy the social aspects of working with others.

    > Working from home can have the opposite effect and decrease your work-life balance. You need to be able to distinguish where you spend your free time, family time, and when it is time to start and stop working.

    > Staying motivated can be harder, without physical interactions found in a shared workplace.

    > Time management can be more difficult for some without the physical structure of a shared workplace.  [For detailed advice on improving your time management skills, see our article here.]

    > It is easier to forget about taking regular breaks when working on your own.

     

    Working from home solutions

    On the other hand, working from home can be a great thing if you use best practices to keep yourself organized and focused.  Knowing your current work priorities and responsibilities are key to success.  Here are some solutions to help you have work-life balance:

    > Create a workspace just for working. Preferably a room that you can shut the door, so you won’t be disturbed.

    > Schedule your day like you would if you were leaving the house to go to the office.

    > Have a start time and a finish time for working just like you would if you were going to the office.

    > Set specific time to respond to emails and communicate with your teammates.

    > Set a routine. Routines and schedules are effective and help you get some control.

    > Communicate to your team members if you are needing anything.

    > If you regularly socialize with co-workers during breaks in the office, how about setting up a video chat meeting at a semi-regular coffee time? It’s a great way to maintain work relationships when physically separated.

     

    The Importance of a work-life balance

    Work-life balance is important because we have to stay healthy, especially mentally.  A healthy work-life balance means you are happier in general.  When you have work-life balance and you are organized, you reduce stress, and you will feel more productive.  This also feeds your creativity and motivation. 

    So, if you are new to working from home, there will be some adjusting to the new way you are working.  Also, accept that work-life balance has been affected by the Coronavirus and the way we live our lives.  Uncertainty and even some fear is okay.  The rise in working remotely has for many employers been forced on them, if they wish for their companies to survive.  Depending where you are, this may mean that your children are also home more than before.  Having the right structure in your life where you can, is therefore even more important than ever to your own mental health and well-being.

     

    Final thoughts

    To summarize, stress is common when it comes to working from home. So, keeping home and family life separate takes discipline.  Staying organized and maintaining a schedule are keys to your success.  Just because your home may become your workplace, does not mean it should take-over your homelife.  Equally, your homelife will need to adjust while you are working.

    For your own sanity and well-being, the following is recommended:

    1. Maintain your regular working hours. Communicate these with your work colleagues.
    2. Work from only your designated working area in the home.
    3. Make sure to take regular breaks.  Make it online and social when you can.
    4. Stay connected by regularly communicating with your team.
    5. Disconnect once your workday is finished, and do not look at work emails before you go to bed.

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  • Time management tips to manage work productively

    Time management tips to manage work productively

    While being busy is a good thing, it’s essential to focus on prioritising your valuable time. Everyone gets 24 hours in the day to work with – no more and no less.  Why is it that a few people are able to accomplish so much more than the rest?  What time management tips or tricks do they use that you don’t?

    There are days when we have to push ourselves and respond to work pressures.  But if you find yourself feeling constantly stressed at work, something needs to change.  Unfortunately, most of us are ‘too busy being busy’.  But what are you busy with?  Is it adding value to your day?

    In general, people who manage their time effectively are less stressed, more productive, and have more leisure compared to those that don’t.  So what camp do you fall in?

    Symptoms of poor time Management

    Many managers and team leaders feel productive if they are rushing to meetings and appointments all day long. However, this is far from the truth.  At its core, time-management needs effectiveness far more than efficiency.  Effectiveness is doing the right tasks within the time, while efficiency involves getting a lot of tasks done within the time.

    If the situations described below sound familiar to you, it may indicate that you need to work on your time management skills and techniques:

    > You always seem to be rushing to complete tasks.

    > Feelings of impatience, anxiety, or stress are common.

    > You are consistently late for meetings and appointments.

    >It feels as if you have been busy all day but haven’t accomplished much.

    > You have no time for family, friends, physical exercise or leisure.

     

    Why is it important to manage time more effectively?

    Poor time management can impact a workplace in several ways.  It adds to employee stress, demotivates, and can lead to burn-out.   Stressed employees are more likely to performance poorly, reducing overall productivity.

    Employees are obliged to work longer hours, and the organisation will end up spending much more on overtime compensation.  Missed deadlines and delayed work will affect customer relationships and the company image.

     

    Tips to working smarter

    How do you maximise your day without running yourself into the ground?  Here are a our top time management tips:

     

    1. Eat the frog first

    Mark Twain, the famous writer, said that if you eat the frog first, the rest of the day will be simpler to deal with.  Simply put, start with tackling complex tasks first.

    When you get into the office, identify the most challenging task first (before your phone and inbox start going haywire). The hardest-first technique prevents us from stacking the most difficult task for the end of the day.

     

    2. Set clear, defined goals

    Poorly defined goals, or worse, non-existent goals, keep our noses to the grindstone all day long without resulting in achievement.  While setting goals, keep in mind the 80/20 principle which suggests that 80% of outcomes are achieved through 20% of work. Prioritise your time wisely.

     

    3. Leverage the power of focus: Quality over quantity

    Multitasking can be best described as a debatable talent. Unfortunately, modern technology allows us to do ten different things simultaneously. We often find ourselves looking at phone messages, keeping up with world news, laughing at forwarded jokes and trying to complete work at the same time.

    The truth is, the more you concentrate, the sooner you can complete a task.  Take a ten or fifteen-minute break every few hours so you can unwind and relax.  Avoid switching back and forth between tasks.  The human mind is capable of focusing only on one thing at any given time.  This is true even for women!

     

    4. Saying ‘No’ is okay

    Learning how to say ‘no’ is the most important time management skill you’ll ever learn.

    Most of us have been conditioned to think that the word ‘no’ is not a nice thing to say to others.  As a result, we still feel guilty when we refuse to oblige with a request.  Say ‘no’ in a polite but assertive and non-ambiguous manner that leaves no room for negotiation.

    Some distinct disadvantages of multi-tasking include:

    > Difficulty in focusing attention, memory loss due to lack of attention.

    > Poor productivity as the brain wastes time shifting gears as it adjusts to different tasks.

    > Reduction in work quality due to lack of concentration.

    > Distractions: If you find yourself reaching out for your mobile phone every two minutes, please keep it on silent mode and place the device out of reach.

     

    5. Struggling with unproductive meetings?

    Meetings that have no clear purpose, or consistently run late, waste everyone’s time.  Check out our article on tips for running more effective meetings. And if you don’t need to be there, refer to number 4, politely say no!

    6. Additional Tips to Manage Your Time Effectively

    The following suggestions can help prevent you from entering into a state of pandemonium:

    • > Wake up earlier and give yourself more hours in the day.
    • > Discover your ‘high productivity time slots’; for some, this may be mornings, while for others, it may be the later in the day.
    • > Take small, frequent breaks.
    • > Use time-tracking software to help you manage your time better
    • > Delegate work whenever necessary.

     

    Final Thoughts

    While drive, focus and hard work are crucial ingredients for success, efficient time management plays a key role in achieving an ideal work-life balance.

    The secret to getting more out of your day depends on your ability to manage your time more efficiently.  If you’re constantly running against the clock, it is impossible to perform at your best.  Learning basic time management skills can do wonders in helping you achieve your goals.  Working  smarter not harder makes a lot more sense in this context.  We hope our time management tips help you get some of your life back!