After a collective push to hire more than a million U.S. military veterans in recent years, business is wrestling with a new challenge: holding on to them.
Hiring initiatives by Verizon Communications Inc., Amazon.com Inc., Union Pacific Corp. and hundreds of other companies have helped cut unemployment among younger veterans—in the double digits six years ago—to close to the 4.7% national average, according to the Bureau of Labor Statistics. But many veterans stumble in the transition to civilian careers, landing in jobs…
All types of organizations give change top priority, but studies consistently show between 50-70% of change efforts fail.
It doesn’t bode well for organizational ambitions if such efforts are — at best — just as likely to fail as they are to succeed.
How can leaders and organizations improve the odds of success? We found that many organizations have mastered the operational or structural side of change, but give little effort to the people side of the equation. […]
Kim ran a successful professional services firm with a staff of 28 and clients in a dozen states. But when she shared her 2017 goals with me, I saw something that gave me pause. There, under her revenue and profit goals for the year, was this sentence: “Eliminate 12 hours a month of non-revenue work.”
Kim understandably believed that the most valuable work she could do for her business was to churn out more billable hours–to turn some of her activities that don’t earn revenue into those that do. But that’s flawed thinking. Of course billable hours create value, in a sense that couldn’t be easier to quantify; Kim bills at $325 an hour. Yet if all she does is focus on converting non-revenue work into more billable hours, she’ll soon be in for a rude awakening.
The reason why has to do with the all-too-familiar “80/20 rule,” otherwise known as the “Pareto principle,” which states that 80% of your efforts produce only 20% of your results, while the remaining 20% of your efforts drive 80% of your results. It’s not that this isn’t true–in my experience, and in loads of other professionals’ experience, it is–it’s just that it’s too often mistaken for a time management strategy: Find that 20% sweet spot, and just do more of whatever it consists of.
RADICAL CANDOR is a culture of guidance based on caring personally and challenging directly everyone you work with. The goal is to achieve collaboratively what you could never achieve individually, and to do that, you need to care about the people you’re working with.
The very heart of being a good boss is a good relationship, writes Kim Scott in Radical Candor. We need Radically Candid relationships with those we work with and because this is often scary and can be emotionally taxing, we resort to be ruinously empathetic or obnoxiously aggressive or manipulatively insincere.
In an Army infantry unit packed with tough combat veterans, our sergeant major was the toughest. Built like a slab of concrete, he had completed multiple deployments with the elite 75th Ranger Regiment. As officers, my colleagues and I technically outranked him. But if he had told us to jump, we would not have hesitated to ask how high — and how soft we should land.
The most impressive thing about this tough leader was how much he cared.
Are you feeling burned out at work? You should take that feeling seriously. Research shows that not only does burnout affect your mood and productivity–it actually affects your brain function. Participants in burnout studies showed enlarged amygdalae, and thinning of the frontal cortex. The frontal cortex thins naturally with aging, but subjects with work-related burnout showed accelerated thinning–in effect, burnout was making their brains old before their time.
Not surprisingly, research shows a correlation between burnout and reduced cognitive function. Even more frightening, it also shows a correlation between burnout and coronary heart disease. Yup, burnout can literally kill you.
All this should be enough to convince you that you should take burnout seriously, and if you’re feeling burned out at your job, now is the time to do something about it. But the solution may not be to shorten your workday. In fact, if you enjoy your job and feel that your efforts are valued, you may be able to work very long hours without encountering burnout.
Everyone knows someone who works full time, volunteers, runs a successful blog, and somehow still finds time to go grocery shopping, cook organic Instagram-worthy meals, foster a loving relationship, walk his or her adorable Boston Terrier, and, oh — train for a half marathon.
These kinds of “super-achievers” have the same number of hours in the day as the rest of us, but somehow, they always seem to get more done. How do they do it?
As a psychologist and life coach who has spent thousands of hours working with clients over the past 28 years — including hundreds of hours with clients who meet this super-achiever character profile — here’s what I’ve noticed about people who consistently succeed. Plus: How you can tweak your mindset to become a high achiever, too.
As “the boss,”Sometimes, despite your best efforts to ensure everyone works well together, there are employees who just can’t seem to get along with each other. And if you don’t handle the situation, it can wreak havoc on an otherwise solid workplace.
After the immediate disagreements are addressed, map out a plan to help everybody stay on the same page. Help your employees identify what group success looks like—and how success for the group is different than individual success, says Reynolds. With a shared mission statement that everyone believes in, you can rally your team to work toward that mission together in harmony. […]
Incivility can fracture a team, destroying collaboration, splintering members’ sense of psychological safety, and hampering team effectiveness. Belittling and demeaning comments, insults, backbiting, and other rude behavior can deflate confidence, sink trust, and erode helpfulness — even for those who aren’t the target of these behaviors.
A little civility goes a long way, enhancing a team’s performance by increasing the amount of psychological safety that people feel. One experiment of mine showed that psychological safety was 35% higher when people were offered a suggestion civilly than uncivilly (i.e., in an interaction marked by inconsiderate interruption). Other research has shown that psychological safety improves general team performance. Studying more than 180 of its active teams, Google found that who was on a team mattered less than how team members interacted, structured their work, and viewed their contributions. Employees on teams with more psychological safety were more likely to make use of their teammates’ ideas and less likely to leave Google. They generated more revenue for the company and were rated as “effective” twice as often by executives.
Even people with many apparent leadership strengths can stand to better understand those areas of EI where we have room to grow. Don’t shortchange your development as a leader by assuming that EI is all about being sweet and chipper, or that your EI is perfect if you are — or, even worse, assume that EI can’t help you excel in your career.
We recommend comprehensive 360-degree assessments, which collect both self-ratings and the views of others who know you well. This external feedback is particularly helpful for evaluating all areas of EI, including self-awareness (how would you know that you are not self-aware?). You can get a rough gauge of where your strengths and weaknesses lie by asking those who work with you to give you feedback. The more people you ask, the better a picture you get.