Wednesday, November 14, 2018

Tell Your Employees It’s OK To Look For Other Jobs (Yes, Really)

Every day we get new reminders of just how tough the war for talent can be. It isn't enough to attract the greatest employees — you have to retain them. That's become a bigger challenge with "job hopping" on the rise. One survey found that 64% of workers, and 75% of those under the age of 34, believe frequently switching jobs will benefit their careers.

Why, then, would I actively encourage even my best employees to pursue outside job offers? The answer is simple, if counterintuitive: It helps the business succeed.

In my last job, as senior director at HubSpot, and now as CMO of G2 Crowd, I've not only encouraged my employees to look elsewhere but also told them that I keep an eye out for potential new jobs for myself as well. Ironically, all this helps me win — and quite often keep — terrific employees. Here's why.

Employees want development, not lip service. Today's employees, especially Millennials, "want jobs to be development opportunities," Gallup explains. 87% of Millennials and 69% of non-Millennials rate "professional or career growth and development opportunities" as important. But many businesses are failing on this front. Less than half the Millennials surveyed by Gallup strongly agreed that they'd had opportunities to learn and grow in the previous year. And only one-third said their most recent learning opportunity was "well worth" their time.

So while almost every company promises to develop its employees, all too often that's just lip service. And it's up to managers to ensure their companies live up to the promises of professional development. As executive coach Monique Valcour wrote in HBR, the "manager-employee dyad is the new building block of learning and development in firms."

When I make clear to my employees that I want them to consider all options for their careers, they see that I'm genuinely committed to helping them learn and grow. They know it's not lip service; I care about their development. If I think they've gotten to the top of their learning curve on my team, and I can't figure out a way to help them grow, I will support their efforts to get a job somewhere else.

As research has found, employees often quit not because of their company but because of their manager. They stay for a manager they believe in — one who wants to help them achieve their goals. I've had employees tell me they chose to come work for me, and chose to stay, because of that commitment.

Openness allows conversations to thrive. By encouraging my employees to consider outside possibilities and sharing my stories with them, I foster a culture of openness in our communication. When they get outside offers, that communication makes a big difference.

As LinkedIn founder Reid Hoffman wrote in HBR, employees often feel they can't speak honestly with their managers about their career goals "because of the reasonable belief that doing so is risky and career-limiting if the employee's aspirations do not perfectly match up with the manager's existing views and time horizons." So they don't share information about outside offers until they've gone "far down the road" with the potential new employer.

By showing my team that I want to support them either way, I am creating a culture in which my employees feel comfortable sharing every career step with me. This open dialog gives me time and opportunity to find a way to keep them. Often, there's something I can do — such as get them a new experience or project, add to their responsibilities, or negotiate a raise. I've found that most employees don't realize how much flexibility a company has when it comes to finding a way to retain high-performing talent.

This process also makes them feel respected. As Christine Porath and Tony Schwartz found in a survey, half of employees don't feel respected by their bosses. Those who do are more likely to stay.

There are benefits to their leaving. This may be the most counterintuitive point of all. But when great employees decide to leave on good terms, there can be an upside for the company. Out in the world, they'll be in a powerful position to speak honestly about their experiences. If they leave our company feeling good about us, they'll speak positively about the brand. If they feel good about me, they'll encourage great people to come work for me.

This is why, once it's become clear that there's no way I can keep them, I offer advice to help my staff negotiate the best deal they can get at their new employer.

Every employee is unique. So it's true that not everyone is entirely replaceable. But when someone leaves, it is an opportunity for me to bring in someone else with different strengths and new things to offer the team.

They're more likely to return. Not every new venture works out. Some employees leave to try their hand at startups, which have a high failure rate. Others work at new companies only to find that the job isn't what they expected, or that the culture isn't the right fit. So these great employees may be looking for work again someday — and you want to be at the top of their list.

These so-called boomerang employees are on the rise, and serve as an "increasingly valuable source of talent," HBR has noted. So a goodbye party for an employee may turn out to have been a "farewell for now." If you can help them feel that the place they're leaving is something of a work "home," they just might return.

Of course, there's no one-size-fits-all way to handle employee relationships. People have different styles and different comfort zones for communication. And businesses have different hiring and recruiting strategies depending on their company cultures. No matter what I do, some employees will choose to be more secretive and to keep their outside opportunities closer to the vest. That's OK. As long as I make clear that my door is open, and that while they're wanted here we won't try to trap them here, we build a culture of employee empowerment.

And no matter where they end up next, if they become hiring managers, I want them to have learned valuable lessons about giving their own employees this same freedom and encouragement. This is how we build stronger work cultures.

Thanks to Ryan Bonnici / HBR
https://hbr.org/2018/09/why-i-encourage-my-best-employees-to-consider-outside-job-offers?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod&referral=00203

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Monday, November 12, 2018

Please Stop Bcc’ing Your Boss on Emails

Bcc'ing your boss on emails may seem harmless. You're just keeping your manager in the loop about that important project, and it's no big deal if the other recipients don't know — right? Wrong. Research shows that bbc'ing the boss can corrode trust if teammates find out, because the sender's intentions aren't clear. To your colleagues, it may seem as though you were being underhanded or sneaky. If you need the boss to know what's happening, don't bcc them; forward the relevant email with a note, or write a new email that's personally addressed to them. You can frame the email as an update, which achieves the same goal as bcc'ing — without the risk of alienating your colleagues. These extra steps take a little more time, yes, but they'll also keep you from damaging your relationships at work.

Thanks to HBR
https://hbr.org/tip/2018/11/please-stop-bccing-your-boss-on-emails

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Shift Your Perspective At Work By Telling Yourself A Different Story

We all tell ourselves stories about work, and these stories shape the way we think, lead, and make decisions. For instance, if the story that runs through your head all day is “Everything’s a battle in this office,” you’re more likely to expect hostility and be primed to attack. Negative stories like this one generally don’t help you, so consider shifting to a new narrative. Start by identifying a challenge you’re facing, and then ask: “What is the basic story I’m telling myself about this issue?” Consider how the story is affecting you and your team. Is it constraining or liberating? If the latter, think about what you’d like to change and how your story needs to shift. What reimagined (and true) version of the story would be more useful for pursuing your goals or doing things differently? Rewriting a story is often a matter of choosing to see a situation from a different, more-positive, perspective.

Source: Adapted from “To Make a Change at Work, Tell Yourself a Different Story,” by Monique Valcour and John McNulty

Thanks to HBR
https://hbr.org/tip/2018/11/shift-your-perspective-at-work-by-telling-yourself-a-different-story

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Build A Network That Challenges Your Point Of View

When your network is mostly people whose backgrounds and skill sets are similar to yours, it’s unlikely to help you find new ideas or creative solutions. Diversify your network by connecting with people whose viewpoints, insights, and experiences differ from your own. When you meet someone new, talk about what you don’t have in common. Ask friends to introduce you to their contacts who have an interesting job or who work in a unique space. In particular, try to meet people who will challenge your assumptions and biases. If you’re struggling to build your network in the usual ways, create a reason to bring a diverse group together. For example, a monthly book club can give you the chance to hear a variety of perspectives, as well as to read authors you wouldn’t normally pick up. By making a concerted effort, you can develop a network that both inspires you and pushes you to expand your thinking.

Source: Adapted from “How to Diversify Your Professional Network,” by Amy Nauiokas

Thanks to HBR
https://hbr.org/tip/2018/11/build-a-network-that-challenges-your-point-of-view

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Learn Something New To Relieve Some Stress

Many people handle work stress by buckling down and powering through. But that’s not a great way to actually relieve your anxiety. Instead, try reframing the stressful situation as a learning opportunity. Learning something new adds to your skill set and knowledge, and helps you develop feelings of competency and growth, which can alleviate feelings of stress. You can also learn with others. For example, rather than just wrestling with a challenge in your head, get input from colleagues. Discussing a stressful situation with them can reveal hidden insights, either from their backgrounds or from the questions and perspectives they’ll offer. And don’t think of learning as an additional layer of work; think of it as a break from the hard work of getting the task done. Framing learning as a form of respite can make it more appealing and more likely to create a positive, enjoyable experience.

Thanks to HBR

https://hbr.org/tip/2018/11/learn-something-new-to-relieve-some-stress

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When You Have To Fire Someone, Be As Humane As You Can

For managers, the standard procedures for firing someone tend to be about the legal issues involved. But it’s worth thinking about how the firing process itself can be more humane to the employee. (Remember, if you deviate from your company’s procedures, you should talk to HR about what’s happening.) For example, when you know you’re going to fire someone, you might consider telling them so that they can start a job search. You could allow them some time to go on interviews during work hours. You can even offer to review their résumé, make introductions, and serve as a reference. After all, even though the person isn’t a good fit for your company, they may be a great fit for another one. Being fired is a terrible experience for an employee, but by being transparent and thoughtful, managers can make it a little more humane.

Thanks to HBR
https://hbr.org/tip/2018/11/when-you-have-to-fire-someone-be-as-humane-as-you-can

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Have A Bad Boss? Consider Your Options

Having a bad manager can feel like the kiss of death for your career, not to mention your happiness. But there are steps you can take to cope. First, don’t try to give your manager feedback about their frustrating behavior (bad bosses usually aren’t open to it anyway). Instead, put your energy into making requests for the resources and support you need to do your job. Be specific, and articulate how the request will benefit your manager and the organization. Another tactic is to find outlets away from work for socializing and reducing stress; a strong support network is crucial for dealing with an emotionally draining environment. If the situation doesn’t improve over time, consider exploring other opportunities in your organization. Meet with colleagues and managers to find out about positions that might interest you. And be open to the possibility of quitting. If you dread going to work every day, and if you spend more time thinking about your boss than about work, it may be time to go.

Source: Adapted from “What to Do When You Have a Bad Boss,” by Mary Abbajay

Thanks to HBR
https://hbr.org/tip/2018/11/have-a-bad-boss-consider-your-options

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