Author: Georgina Barrick
On a flight to Cape Town recently, I was forced to ponder the psychology behind those who choose to follow 'rules' (or norms) and those who don't. Things like wearing a mask for the duration of the flight, switching your cell phone to flight mode or not standing up until your row is called to exit the plane. Naturally, if you are largely a 'rule follower', when those around you do not comply with a rule that you have chosen to follow, you tend to have a very negative reaction to the 'rule breaker'.
But, should this be the case? Or, do we all (on some level) have an element of 'rule breaker' within us? Anyone paid e-tolls lately?
Ask yourself whether you often resist rules or procedures? Do you welcome opportunities to break the status quo and create new stuff or innovate? Do you consider yourself a change agent? If you answered 'yes' to any of these questions, then you are probably a 'rule breaker' in some way, shape or form.
Becoming a 'rule breaker' doesn't happen overnight. Our attitude to risk develops from early childhood and, by the time we reach adulthood, these attitudes are often our natural coping responses to adversity or conflict.
Fortunately, 'rule breaker' tendencies are sometimes tempered by a need to succeed, to be perceived positively or to be liked. Most 'rule breakers' have some boundaries that stop them from going too far (unlike Bernie Madoff, Billy McFarland et al)
There is no doubt that breaking a rule and getting away with it triggers brain chemicals that help us to rationalise the transgression. Being able to rationalise allows us to make exceptions of ourselves when it comes to abiding by the law, which is reinforced each time we get away with a transgression. So, while we all might agree that laws are required to keep order in society, we might come to believe that these same laws apply don't apply to us if we feel that they're unreasonable, inconvenient, go unpunished or have no real consequences.
As an example think of it like this…
When you get onto a plane, the rule is that you have to switch off your mobile phone (technically so that your mobile signal doesn't interfere with the operation of the plane and potentially cause a crash). However, over years, the lines have become blurred.
Firstly, mobile operators created 'flight mode', so you can switch your phone into this mode, instead of switching it off completely which, bizarrely, is allowed by some airlines and not others. As far as I'm aware, few (if any) commercial air crashes have been attributed to a mobile phone being left on, in-flight. So, because the potential risk seems exaggerated (and, therefore, unreasonable) and because there is a reasonable alternative (flight mode), we often ignore the 'phones off' or 'phones on flight mode' rule now.
Looking at the research, it seems that we break rules for the following reasons:
- The number one reason that we break rules is because rule-breaking is rewarding. Instead of feeling guilty or remorseful, we feel smarter and more capable when we break a rule, which gives us an endorphin high (which becomes addictive).
- Defying authority gives us a sense of freedom and makes us feel like we are able to make associations that aren't apparent to people who obey the rules – the 'I don't need anyone to tell me what to do' school of thought (and more endorphins).
- The reason could be situational. Breaking rules can be less about our innate character and more to do with the situation that we find themselves in. Some of us may be more willing to break a rule under certain conditions or mindsets – e-tolls being a good example.
- When Apple talked about the 'crazy ones, the misfits, the rebels, the troublemakers, the round pegs in square holes, the ones who see things differently' not being 'fond of rules', it highlighted the fact that rule-breakers are creative, divergent thinkers. Supporting this, a study by Francesca Gino and Dan Ariely (I'm a huge fan) found that breaking the rules is associated with creativity - being able to think outside of the box to see non-visible solutions and make them reality.
- Finally, rule-breaking is associated with perceptions of power – we break rules because we need to feel (or be seen) as powerful (those endorphins again).
So, if the high that we get from breaking a rule is rewarding and reinforces our belief that we are special, why can't we just let rule-breaking be?
I believe that there are two issues with 'rules don't apply to me' thinking, particularly in our working environments. Firstly, if left unchecked, 'non-compliant' behaviour can generate resentment in a team. If one employee is allowed to bend the rules persistently or is given liberties that other members are not, the team will eventually start to dislike the status quo. Over time, the behaviour escalates, which can have long-term consequences for team cohesion, motivation and engagement. Secondly, allowing 'bad' behaviour from one person opens the flood gates to rule-breaking from the rest of the team – or 'if they're able to break rules and get away with it, why can't I' thinking. So, how do we, as leaders, manage this more effectively?
Set clear rules – and apply them consistently…
I'm not a great believer in too many rules and would rather have a few clear, precise rules that work (and can be applied consistently) than reams of vague rules that are difficult to implement. This is because too many rules create homogenised behaviour, which stifles creativity and innovation.
To avoid hidden grey areas, be careful of setting rules that are open to interpretation. Clearly state what conduct is unacceptable and let your team know how transgressions will be handled.
In other words, as Dan Ariely suggests, set rules that clearly show people when they are in the right (or wrong) and offer examples of alternative behaviours that are acceptable.
Understand 'friction' and 'motivation'…
Dan Ariely's research has shown that, even when we know that behaviour is dangerous (like smoking), we still don't give it up. To change behaviour, understanding 'friction' (whether easy-to-action behaviour is aligned with the right behaviour and, if it is not, finding ways to make it so) and 'motivation' (what truly motivates people to follow the rules) is key.
When we know that an attitude is shared (or not) by others, we're more likely to adopt (or reject) it. If the majority of people diligently wear masks correctly, it's more likely that more will adopt this approach. And, while this might not work for all, it will work for most.
As leaders, we need to set rules that are reasonable, clear and precise. Rules that don't create friction in application – then we need to understand the motivation needed to follow them.
As Wallace Stegner said: 'It is the beginning of wisdom when you recognize that the best you can do is choose which rules you want to live by, and it's persistent and aggravated imbecility to pretend you can live without any.'
And, to the guy in 11C: You are not Elon Musk or Steve Jobs! Please wear your mask for the protection of everyone or else drive, don't fly!
Author: Georgina Barrick
When lockdown hit in March 2020, working from home allowed many companies to continue operating remotely, saving jobs and livelihoods. As the weeks and months passed, you couldn't open an online news site without seeing articles extolling the virtues of remote work. It started to look like lockdown had accelerated the 'work from home' revolution and that working from a home office would be our new post-pandemic normal.
However, fourteen months in, it appears that working from home is starting to lose its shine.
Recent announcements by global companies who are fast tracking 'return to office' plans would indicate that employers haven't fully embraced remote work.
'Work from home' movement leader, Google has done an about-face, accelerating reopening plans and announcing a hybrid model that includes a blend of both remote and in-office work. Employees have been asked to return voluntarily before the 1 September 2021 deadline and are expected to live within commuting distance of the office. Other employers, like Goldman Sachs, Ernst & Young, WeWork, Apple and Facebook will be back to in-office work from as early as April 2021.
So, why is working from home not working?
As a start, it's important to note that there are many benefits to home working. Many of them are what we, as leaders, chase on a daily basis – like increased retention, productivity, motivation and well-being. Employees report that the flexibility of working at home allows them to fit their personal lives around work, giving them time to meet childcare and other caring needs, improve their health and reduce stress, all of which improves overall wellbeing. Dropping the commute saves time (and money) and most employees say that they are working longer hours as a result. With children back in school, working in a quieter environment, with fewer disruptions, has improved productivity for many. Finally, the autonomy that comes with working alone (along with feeling trusted to get work done) has increased motivation. For employers, savings on office space, supplies and utility bills has reaped significant financial benefits.
So far, so good for the 'working from home' team.
Yet, as the months have passed, the negatives of home working have started to emerge, demonstrating clearly that that WFH doesn't necessarily suit everyone.
Firstly, we're all finding it hard to 'unplug' from work. Without a clear-cut change in location and defined office hours (combined with the technology that enables remote work), many of us are finding it hard to separate personal and professional time. For some, this feeling is exacerbated by things like the MS Teams status, which shows colleagues whether we're available, offline or away (and for how many minutes). Many report feeling pressured to be 'at desk' more so that their status stays 'green'. Those who experience difficulty switching off from work are likely to suffer from increased stress and inevitable burnout.
Secondly, we're missing out on collaboration and easy opportunities to communicate.
As Google CEO, Sundar Pichai said recently 'we firmly believe that in-person, being together, having a sense of community is super important when you have to solve hard problems and create something new – so we don't see that changing.' The lack of in-person 'water-cooler moments' is a challenge for many, leading to a feeling that we're missing out on the opportunities that these moments present to collaborate informally and build better working relationships. Working remotely also means that there is a chance that the full extent of our efforts won't be seen and appreciated, which could affect our career prospects in the long term – the 'out of sight and out of mind' scenario. And, for interns, lack of face-to-face guidance from managers and colleagues could slow down their learning, making it harder to develop new talent.
Thirdly, we're feeling isolated, which is negatively impacting our mental health.
Working remotely (particularly if we're spending hours daily working, with little to no interaction with the outside world) can make us feel disconnected from colleagues (and, often, from the company itself). Coupled with a lack of office routine and the struggle to separate work and home life, this can negatively impact our mental health, making us feel lonely, demotivated, unfocused and unproductive.
Fourthly, our employers are struggling with bloated leave provisions, which isn't great for the bottom line. Greater flexibility and being home more means that we're using any free time that we have during the week (like extended lunch hours) to get personal tasks done. So, we're no longer taking regular 'personal days' to run errands, which also means that we're taking less annual leave. This is great for employees, but a real headache for employers.
Finally, the high cost of data (and relatively low speed) of South Africa's connectivity offering is taking its toll. Data costs more in South Africa than in many other countries, a fact which severely limits access for the average South African. If you're unable to get online cost-effectively, you simply can't do your job remotely – which is the reality for many.
If working from home isn't working for all, what is the solution?
Google (along with many other employers) believes that the future of work lies in a hybrid working model. As CEO, Sundar Pichai said 'We do think we need to create more flexibility and more hybrid models'.
A hybrid model means that employees have the opportunity to work in different spaces, with the majority of time (up to 3 days per week) spent in the office, alongside working from home or from coworking or public spaces.
WeWork (a company that provides flexible shared workspaces), recently conducted a survey of flexible working thinking, which concluded that, post-pandemic, while most employees expect to continue working from home for at least a few days a week, they desperately want to work in a collaborative office environment again. Employee's desire for greater control over their working destiny translates into a desire for flexibility – which is actually beneficial for the bottom line, through greater productivity, engagement, loyalty and well-being.
Given that Google and other American companies have taken this leap of faith, it remains to be seen whether their South African counterparts will follow suit.
Siya Kholisi's recent move to the Sharks has certainly shaken up South African rugby.
But, behind the scenes, it appears to be part of a well-thought out strategy to bring international investment into rugby, while keeping the superstar South African player on our shores.
As a career headhunter, I have been involved in many job change and salary negotiations and the most startling part of this deal is how quickly it all seemed to take shape (even though, I'm sure, not without many late night conversations).
In this economic climate, negotiations (which are never easy at the best of times) can be very stressful for all parties involved. Whether you've reached final round interviews and are being asked if you would accept a competitive offer or have been offered a role you'd enjoy, at a salary lower than you think you deserve, the truth about negotiation is that it is always about navigating perceived value in the context of supply and demand.
This doesn't mean that you shouldn't negotiate, if you feel it's necessary and will protect your lifelong earning potential. But, it does mean that you need to tread carefully.
So, how do you successfully negotiate a holistic package that recognizes your value?
The first step is to consider the whole deal.
Remember that money is only one aspect (albeit important) of any offer. There are many other factors that will directly influence your job satisfaction, including your responsibilities, growth/ promotion opportunities, flexibility, location, long term earning potential, support for continued education and technologies used. These factors all add value to the deal – and could possibly be easier to negotiate (with greater impact on your overall happiness and long-term prospects) than money.
Also, bear in mind that you don't have to negotiate. This is not the time to try to prove that you're a great negotiator by haggling over things that really don't mean that much to you. My advice is that you should only negotiate if something is really important to you or when you feel (and can prove) that you deserve more or something different. If this is not the case (and you really want the job), rather accept upfront and keep your powder dry for later in your career with the company, when you really might need it.
Once you've made the decision to negotiate the deal, your next step is to prepare.
If you want a prospective employer to seriously consider adjusting an offer, you need to give them real reasons to do so.
- Research the average market salaries for your job type: Knowing what the competition is paying for people with your skills will give you a good baseline to work from, while acting as justification for your requested salary.
- Understand your value proposition: Spend time mapping out the value that you will add to the role. Look at how the results that you've achieved in previous roles (goals met/ revenue earned/ awards won) will set you up for success in this one. Or how your prior experience is valuable now. Prepare talking points so that you can detail this for your new employer as justification for your ask.
- Prepare for tough questions: Prepare for questions that may make you uncomfortable, put you on the defensive or expose a weakness so that you can answer honestly without reducing your attractiveness as a candidate or giving away bargaining power.
- Decide where you're willing to be flexible: If your prospective employer is constrained and can't negotiate on money, be ready to ask for alternative forms of compensation – like stock options, extra leave, bonuses or more 'work-from-home' days to combat a lengthy commute.
Add rehearsal time into your preparation so that you can build confidence. Once you're ready, schedule a call to discuss what's bothering you as direct contact allows less room for misinterpretation.
Finally, if you're going to negotiate an offer, remember the following 'golden rules':
It's simple, but true – potential employers will only go to bat for you if they like you. Anything that you do during negotiation that makes you less likable will reduce your chances of getting a better offer. It's all about reading the situation correctly and managing the negotiation well so that you don't come across as greedy, petty or overly persistent.
This is also why you should only ever negotiate a better package if you are serious about taking the job. No-one wants to waste political capital to get an increased offer approved, only to have the candidate turn it down.
- Negotiate your issues concurrently:
If you negotiate your issues piecemeal, you run the risk of seriously annoying your negotiating partner (and potentially losing the offer outright). There's nothing more irritating (or time-consuming) than someone who keeps coming back with 'just one more thing'. Rather, set out your list of issues and rank them in order of importance so that your counterpart understands the full picture and can get approval for changes, en masse, without wasting time (or capital).
- Always maintain perspective:
Remember that the outcome of a successful negotiation is a job that you love and that will love you back – it's not all about the money. To achieve this, it's best to keep reminding yourself that nothing is personal and that no-one is out to get the better of you.
Ignore ultimatums and stay at the table – but, if it doesn't feel right, be brave and walk away. This should ensure that the path you're on will take you where you want to end up.
No matter whether you're a Siya Kholisi at the top of your game, a graduate starting out or somewhere in the middle of your career, effective negotiation, used carefully, can be a game changer.
Make sure it's the right type of game changer, though! Good luck!
Author: Georgina Barrick
‘While the world has been distracted by the noise of those resistant to change, change has been happening anyway’. These are the words that start a video about women in power that was sent to me recently. The video, which has gone viral, goes on to list all the current female heads of state, from Germany to Finland, New Zealand and Singapore. It’s truly inspiring, particularly as leadership has historically been (and, in most cases, continues to be) defined in terms of male stereotypes.
Power is still more associated with men, than women.
Which makes a recent study, that shows that countries with female leaders have suffered 6 times fewer confirmed COVID-19 deaths than those with governments led by men, so interesting.
It seems that female leaders have been far more effective at managing this unprecedented crisis than their male counterparts, ‘flattening the curve’ more successfully and reducing the number of days with ‘confirmed deaths’. As a real-time leadership test, played out in front of a global audience, COVID has rendered traditional experience and expertise ineffective, driving change in ways that we could not easily have imagined.
So, what does this mean for leadership?
It would be easy to claim that women make better leaders than men.
Women are socialized from a young age to be more empathetic than men. We’ve had to develop resilience, pragmatism and resourcefulness as we’ve had to work harder, longer and smarter to overcome broad cultural bias and prove that we’re capable.
Compelling evidence from the Harvard Business Review shows that women in leadership roles are perceived to be slightly more effective than men across almost every functional business area. Women excel in taking initiative, self-development, driving results and displaying integrity. One of the unintended consequences of sexism is that it elevates the quality of female leaders, who often end up being more qualified and talented than their male counterparts by the time they’re selected for leadership roles.
But I believe that this is only part of the story.
Countries (and companies) who elect female leaders tend to have a more balanced representation of both sexes (or greater gender parity) across all levels than those with a predominance of male leaders. Instead of the traditional ‘command and control’ approach, more ‘gender-balanced’ societies support greater diversity in thinking and are more likely to have leadership driven by ostensibly ‘feminine’ qualities – like empathy, compassion, communication and collaboration.
When leaders are more empathetic, they have a broader understanding of the issues faced by all – which leads to more robust decision-making and the adoption of more inclusive, innovative and courageous solutions and policies. This, in turn, makes people feel supported and heard, making them more likely to be productive and satisfied with life (and more accepting of the hard decisions that have needed to be taken in this pandemic).
If COVID-19 has taught us anything, it’s that we need a new type of leadership to face down our many challenges. Our pressing issues - climate change, poverty, inequality, scarcity of resources and lack of affordable healthcare – are not going to be solved with old-style homogenous leadership.
We’re also not going to get anywhere if we continue to reject (either consciously or unconsciously) 50% of our available talent for leadership roles.
If watching strong female leaders navigate successfully through this crisis leads to a change in the narrative of what a ‘strong’ leader looks like and qualities like empathy, intelligence, humility and integrity become important benchmarks for leadership, we will elevate the overall quality of our leaders, moving them from ‘leaders’ to ‘great leaders’ because, as Rosalynn Carter said, ‘a leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go, but ought to be’.
Let’s work together to get where we ought to be.
Author: Georgina Barrick
There's no doubt that COVID-19 has changed how we work.
And, while there have been many negatives to this pandemic, it presents a unique opportunity to shape the world of work in a way that benefits all. In many countries, we're set to see a large uptick in the use of contract or non-permanent staff, post-COVID.
There are benefits to this for both workers and employers. For contractors or temporary workers, there is the opportunity to chase technology, to hone skills (or upskill between projects) or the freedom to schedule breaks between projects to enhance work/ life balance. For employers, the rise of an agile, flexible, contract-based workforce offers the prospect of managing critical projects without the risk (or cost) of hiring skills permanently.
For the past two decades, the International Labour Organisation has been reporting on the rise of the 'flexible workforce' – or a workforce that 'grows in number to meet business needs at any given time and falls back to a baseline number when the increased size is no longer necessary'.
Companies that embrace the use of flexible workers keep their number of full-time, permanent employees to a minimum, while hiring more temporary, part-time or contract employees to meet demand during busier periods or for specific projects.
The concept isn't new. We only need to look at retail or agriculture, where seasonal workers have always been brought in to meet demand in busy periods. However, what is new is the dramatic increase (over the past decade) in the use of highly skilled contractors to deliver on specific projects or work.
For employers, the benefits are numerous and include reduced payroll costs, greater talent diversity, access to expert skills that might not otherwise be affordable (or available locally) and greater employee engagement. For employees, working flexibly is part of the trend towards a gig economy – or the move towards temporary, flexible jobs and away from permanent employment. In an ideal world, this move is powered by independent workers, who select work contracts based on interest and how the work offered can grow their skills and expertise.
As our economy starts the slow journey to recovery, many leaders have had to reduce their permanent staff complement as a result of the effects of COVID and lockdown on business.
However, this has not removed the need to deliver on outstanding projects. Expanding the flexible workforce to support business and project needs is the obvious answer.
In my experience, effectively managing a large non-permanent workforce is not without its challenges. While your flexible contract workers aren't employees (in the traditional sense), they (and the work that they do) still needs to be tracked. It is important to establish a flexible workforce programme to ensure that you have the right tools in place to manage this type of work effectively. As part of this process, you need to consider:
- Deemed Employment: South African law makes provision for temporary or contract workers to be deemed 'employed' if temporary or contract employment persists beyond a certain period.
- 3rd Party Tax and Statutory Exposure: If exposed, it's likely that you will be pursued and not the contractor/ temp worker.
- Worker Misclassification: Incorrect classification of your freelancers could mean that you become liable for minimum wages, pension contributions, holiday and sick pay.
- IP Leakage: If your contract doesn't make provision for IP ownership, you may have no claim over valuable IP when the contract ends.
- Data and insight on costs, hourly rate benchmarking and the effective onboarding/ offboarding of contractors
- Payroll Implications: What, if anything, do you need to consider around payroll?
If you're interested in scaling up your non-permanent workforce, how do you navigate these complexities? The first step is to determine when (and if) you need a flexible workforce programme. Businesses should be thinking about:
- If you currently have any flexible workers in your business, were they onboarded into the business in a way that reduces your risk?
- Who do these contractors report to? Are they being effectively managed on a day-to-day basis? Who has sight of them and their output?
- What are they doing for your business? Do they touch customers or work on any mission-critical systems?
- Is your business exposed to any legislative, tax or statutory risks as a result of these flexible workers? Do you think that you have any business risk exposure as a result?
A properly managed flexible workforce can significantly positively influence business success and, with the right amount of visibility over your contractors, you can experience a better outcome. There is no doubt that, in uncertain times, talent agility is critical to organizational success. Using flexible, non-permanent talent can give you the skills that you need to get urgent work done immediately. It can also help you to build a talent pipeline to support future growth.
I believe, as John Wooden said that, today, 'flexibility is the key to stability' – and that, going forward, companies and individuals who embrace it will come out on top. Good luck.
Author: Georgina Barrick
Still be doing so 5 months later. Like most, I prepared for an initial 3-week stretch and, while I knew that it might be wishful thinking (given what was happening in Europe at the time), I hoped to be back in the office by the end of April. Looking back, I can only chuckle at my naivete.
Five months in, the COVID-19 pandemic has fundamentally shifted the way we work.
In our new reality, those of us who are fortunate to be employed are mostly working a hybrid of in-office and at-home work that we've started calling 'blended' working. Some are still working full time from home very productively and may never return to the 'office', except for meetings.
Work, as we know it, has changed, perhaps forever.
While this new reality has shown us that we can adapt and thrive on many levels, it also presents a challenge to the corporate cultures that we've spent so much time building and that we use to attract potential employees to our companies.
Culture is the character and personality of your company. It's what makes your business unique and is the sum of its values, traditions, beliefs, interactions, attitudes and, most importantly, behaviours. It's an important competitive differentiator. And, it has a big impact on morale and productivity and, in a crisis, can either see your company through or lead to its demise.
Culture is built through shared experiences, beliefs and values. It grows when people spend time together in person. So, what happens to it when we don't meet 'around the water cooler' much anymore?
As leaders, I believe that COVID-19 has presented us with a unique opportunity to shape, cement and leverage our company cultures for greater impact.
I believe that it's still possible to manage culture 'by design' (and not 'by default') even if we don't meet in-person regularly. By finding new ways to engage, we can nurture (or create) strategically aligned, strong and adaptable cultures that will see us through this difficult time.
It's hard, but it's not impossible.
How do we manage culture 'by design' when our teams are working remotely?
Hire the Right Talent
This should be our lodestar - and not just something that we consider in times of crisis.
Hire resilient, adaptable people who work smart, use ingenuity to navigate uncertainty and embrace (and leverage) difference. In uncertain times, we need people who 'can keep their heads' and forge ahead to find solutions.
Nurture Your People
Engaged employees are your company's greatest assets, as their passion, commitment and discretionary effort drive business success, growth and culture – whether they are working in-office or remotely.
Stay attuned to your team's 'temperature'. Connect regularly so that you can identify those who need support but go easy on supervision and evaluation. Instead, focus on mentorship, goals and opportunities for development – and trust them to get the job done.
Culture is defined and shaped by behaviour, so continue to encourage, cultivate and highlight behaviour that demonstrates the beliefs and values that you want to reinforce. Hold people accountable for behaviour that doesn't.
Lead from the front. Leaders significantly influence culture, particularly in times of stress. When the future is uncertain, leaders become the 'single source of truth'. Educate and develop the leaders in your company so that they manage by objective, show empathy and build trust. Hold regular online conversations with your leaders to add value and connect in a meaningful way. This is fundamental if you want to hold onto your engaged employees (crisis or not).
Articulate, validate and reinforce your culture. The more your talk about your culture, the more you bring what you value into the open, making it more visible and making your employees more conscious of what is acceptable or unacceptable. Culture is ultimately defined by behavior, so make sure that you reinforce behaviour that supports a positive culture. Clarity about culture and expectations is more important when people can't gather as they did before.
Try to replicate and replace in-office interactions with easy-to-use virtual substitutes. Set up video conferences on Skype, Zoom or MS Teams to replace team meetings. Use the chat function on MS Teams for the team talk that would normally take place over coffee or at the water cooler.
Try to foster a sense of normality and familiarity online – it goes a long way towards assuring your people that the company's culture hasn't been eroded.
Find Creative Ways to Maintain 'Esprit de Corps'
Sharing personal experiences – through team building, over coffee or through office parties – shapes culture. Find creative ways to get your team together online. Team Zoom quizzes, virtual Friday night drinks and online games can break the ice, build rapport and help with the isolation that some team members may be feeling.
Whether you started Lockdown with a strong, clearly defined and adaptable culture that has supported and sustained you and your team over the past 5 months or are struggling to overcome managing culture 'by default', there is still a lot that you can do shape, cement and leverage a culture that works for your new reality. It's all about managing behaviour or, as Michael Kouly believes 'the culture of a company is the sum of the behaviours of all of its people'.
May you find your sweet spot!
Author: Georgina Barrick
Like Tim McClure, I believe that 'the biggest concern for any organization should be when their most passionate people become quiet.'
Passionate people are highly motivated. They are outspoken, they share and are full of ideas. Their passion drives your company, culture and success.
They work hard, participate, get involved (and get others involved) and show up enthusiastically. Their voice helps shape a culture. They face issues head-on, challenge thinking, find alternative solutions and drive change.
And, in doing so, they stimulate growth, performance and success.
I've heard them described as 'a necessary internal energy force that moves the business forward'.
But, sometimes, they go quiet. They stop speaking out, stop driving the conversation, stop pushing for change. Usually, this is because they've been worn down. Perhaps the ideas that they've been pushing to implement (the change that they're driving) has been rejected and it seems like there is no way forward. Perhaps they've given up because fighting for change or a new vision because they just don't feel heard.
Whatever it is that causes them to go quiet, if you are not paying attention, you have a problem.
Because, like Tim McClure also said: 'Passion is contagious… so is not having it'. In the same way that passion becomes an internal energy force, lack of it affects performance, drives distrust, raises insecurity and opens the door to dysfunction. Good people who go quiet will, ultimately, vote with their feet and quit. In a nutshell, if your good people go quiet, you need to take action.
As leaders, I believe that we need to listen for this silence, particularly now when there is so much other noise to contend with. When our attention is focused elsewhere, we risk missing the warning signs (the 'organisational alarm') that sounds when good people have disengaged.
Good people go quiet because they feel unheard, unappreciated or under-valued. It can take time for these emotions to build, but they generally start because of:
- Breach of Trust:
Leadership integrity is an intrinsic part of the employment relationship.
When people don't know if they can trust you (or if you have breached trust in the past), they'll become reluctant to share problems or speak out. Often our actions speak louder than our words. The people we lead watch what we do more than what we say.
Build trust through leadership consistency, clear communication and fairness.
If your people know that you will always speak the truth, behave predictably, be fair and won't play favourites, you'll breed trust.
People who feel confident and secure under your leadership are more likely to speak out.
- Unapproachable Leaders:
Effective leaders are approachable and sympathetic – but can be firm when the situation warrants it. Unapproachable leaders veer towards intimidating, unsympathetic and prickly – often in the mistaken belief that this makes them appear 'strong'.
Unapproachable leaders effectively stifle passion and silence employees because there is nowhere – or no-one – to talk to.
Companies where unapproachable leaders thrive also often exhibit 'leadership selfishness' – where benefits, bonuses and anything fun is reserved for leaders, to the detriment of employees. It's no secret which approach is more likely to make good people go quiet.
- Just Not Listening:
Employees who are ignored, overlooked or go unrecognized become silent.
Think about how you would feel if your ideas or input went unheard. Would you feel relevant or like you were making a difference?
Leaders who master the skill of 'leading with listening' are more likely to pick up on any employee issues early, fostering an environment where people feel heard – and make noise as a result.
- Lack of Vision:
If you hear yourself saying 'but we've always done it this way' or 'This is our recipe – it works and we're sticking to it', check yourself.
Good leadership requires vision – and encouraging new ideas and new thinking is the first step towards always staying relevant. Best practice often comes from collaboration and this requires people to participate and speak up.
- Lack of Flexibility:
Good people follow their passions. They're often brimming with ideas that can make processes, policies or procedures better. They find ways to take the company forward.
But, if they're boxed in, given no flexibility and made to follow a myriad of silly rules, they will get worn down. Companies like Google recognize this and mandate that employees spend some of their time at work working on projects that will benefit themselves and the company.
We're all going through a tough time economically, socially and psychologically.
We're in survival mode – which means that we're more focused on staying alive, than staying acute.
Now is the time to listen for the silence – and, if you hear it in your own company, take time to find out why. Your good people (and your company's longevity) will thank you.
Author: Georgina Barrick
Sometimes, I feel like we live in a world gone mad.
We are a world divided on so many important issues. Whether it's climate change, racism, gender-based violence, gender bias, bullying and, now more recently, COVID-19, you'll find people with wildly opposing beliefs about whether the problem even exists and how it should be handled.
This is nothing new. Debate, along with freedom of thought, belief and speech, is integral to a healthy democracy and strong civil society.
Yet, what seems to have changed (or perhaps just become more acute), is how unkind and polarizing the conversation around our issues seems to have become. Healthy debate should not include words that exclude, hurt or divide. It shouldn't allow one voice or set of voices to dominate and it shouldn't dismiss the feelings of others. It shouldn't hide behind the anonymity that the internet provides to say or share untruths. And, while debate should provoke change, it shouldn't incite or ignite unlawful, destructive behavior.
There is no doubt that, in this time of anger and of fear, we are all more prone to lash out and defend the views and opinions we hold so dear.
In the blur of everything that is now unusual around us, in the 'fight or flight' world, it is easy to lose sight of the fact that kindness really matters. Kindness is such a powerful tool. It fosters empathy, acceptance and tolerance, de-escalates tension and improves co-operation. Research has shown that kindness increases happiness, improves our connection to others, raises satisfaction and promotes lasting physical and mental wellbeing (for the giver and recipient). It is an interpersonal skill that, rather than demonstrating weakness, takes courage and strength to regularly practice.
And, while we may have been conditioned into believing in the 'survival of the fittest', it's worth remembering that humans are a social species who have lived in social groups and relied on one another to survive and thrive for millennia.
Simply put, kindness matters.
Our 'Arch' Desmond Tutu once said, 'Do your little bit of good where you are. It's those little bits of good put together that overwhelm the world'. I believe that the solution to some of the madness that currently pervades our discourse lies with each of us and the small acts of kindness that we can make happen daily.
As a start, kindness can make a real difference in the workplace.
A study conducted by the University of California found that small kindnesses don't go unnoticed and tend to grow across an organization. Workers at Coco Cola's Madrid headquarters were secretly divided into groups – 'Givers' were instructed to do small favours (called prosocial behaviour) for Receivers over a 4 week period. Results revealed that practicing prosocial behaviour is mutually emotionally reinforcing – both Givers and Receivers reported being happier, less depressed and more satisfied with their lives and job. It's also contagious as Receivers began to 'pay it forward', doing small acts of kindness for others, which spread across the company creating a virtuous circle.
As a practice, kindness grows when we remember the following:
As a child, I remember being told that 'sticks and stones may break my bones, but words will never break me'. As an adult, I've realized, through sometimes bitter experience, that this old adage is untrue. Words do matter. They can build – through praise, encouragement or thanks. And, words can also divide, hurt, separate and make people feel different and isolated.
Choose your words carefully – particularly when the way that you speak can affect other's attitudes and beliefs.
Check Your Attitude and Behavior
Be aware of your own attitudes and behavior.
Sometimes, unconsciously, we speak or act in ways that may hurt others. I witnessed an incident in Woolworths recently that perfectly demonstrates this. A customer insisted on re-sanitising the checkout counter after the Cashier had already done so. Speaking to her afterwards, the Cashier explained that this action had made her feel dirty (which was most likely not the nervous customer's intention). If the customer had been kind and explained why they wanted to sanitize the counter again, it could have had a completely different outcome. Seek first to understand before being understood. Strive to be less judgmental. Don't retaliate. Bite your tongue – the need to be right or have the last word drives conflict and separation.
Kindness can take many forms, but it's really, at its root, about altruism – the selfless concern for the wellbeing of others.
Find something that you're passionate about – be it humans, animals or nature – and get involved.
If you cannot spare any time, perhaps make a financial contribution (or vice versa).
Research has shown that being kind, even when there seems to be nothing in it for us, activates endorphin release to make us feel rewarded.
Be Kind to Yourself
Kindness includes being kind to yourself.
Speak gently to yourself. Take good care of yourself, through diet, exercise, sleep and a lovely candlelight bubble bath (if that is your thing).
Treating yourself kindly is the first step towards treating others kindly.
Professor of Environmental Studies and Politics, David W. Orr said: 'The plain fact is that the planet does not need more successful people. But it does desperately need more peacemakers, healers, restorers, storytellers and lovers of every kind. It needs people who live well in their places. It needs people of moral courage willing to join the fight to make the world habitable and humane. And these qualities have little to do with success as we have defined it.'
I'm going to work harder to be a peacemaker, healer, restorer and lover in my own environment; to not always need to have the last word and to be more open minded about ideas that oppose my own. I wish the same for you .
Author: Georgina Barrick
In March, lockdown instantly shifted us all into 'business unusual'.
Overnight, we moved from office-based work to work from home, leaving little time for anyone to find their feet and putting us all under extraordinary pressure. For those without a home office, Level 5 Lockdown even prevented purchasing a suitable desk and chair.
Aside from the worry about how COVID-19 could impact our health (and that of our families), we've had to adjust to new ways of working and meeting new demands around clients, logistics and delivery. All while trying to deal with parenting, managing our home environments and worrying about how lockdown could affect our job security and careers. This pandemic has been, perhaps, the biggest disruptor in our lives, to date.
Nearly 60 days in, some have innovated and thrived, while others are still struggling to adapt to our new reality.
During lockdown, I've been following (among others) the Business Results Group's free webinars for insight into leadership practice in our 'new' world. This has got me thinking about how leaders have had to change behaviour in our now virtual world. I believe that some of the challenges facing leaders today include:
How do we effectively manage and motivate people remotely when we're not able to physically 'see' them daily? How to we help our employees return to site in Level 3 (and beyond) and manage 'survivors' guilt – where they are employed and compensated, while others aren't? How do we reconnect our company vision to adapt and thrive in this 'new normal', where many things will not be as they were before? And, how do we get everyone to buy into this new vision so that we can move forward instead of trying to cling to our old ways of doing things?
Nearly a decade ago, when I wrote an article on how consciousness positively influences business success, I referenced research by Bob Anderson from the Leadership Circle which still resonates clearly today (and could help to answer some of these questions). In a study about the correlation between consciousness and corporate success, Anderson found that high-performance companies are most often led by leaders with a 'Creative' orientation (and related behaviours), while companies dominated by 'Reactive' leaders performed more poorly. He believes that as reactive behaviour grows, creative behaviour diminishes – along with performance.
This thinking is supported by Liz Wiseman's work on 'Multipliers' – people whose behaviour multiplies or facilitates effectiveness. The traits of a Multiplier include that they are 'Talent Magnets', attracting and optimising talent. These people are also 'Liberators' who unlock and require everyone's best thinking, 'Challengers' who extend challenges to the people that they identify as talented geniuses, 'Debate Makers' who see that important decisions are debated robustly before implementation and 'Investors' who instil accountability.
So, how does all of this help leaders to motivate their teams to perform optimally while working remotely, while still maintaining a semblance of balance in their lives?
1. Focus on Outcome:
Start by letting your employees work out how to work effectively themselves.
Resist the temptation to focus on making work tactical by setting strict processes, rules and procedures. It might make you feel that work is being done but being micro-managed can be very demotivating for your employees. Instead, set clear goals, some boundaries and offer guidelines – and then allow your team to exercise their creativity and work flexibly to get the job done. You can check in with them, but don't check up. Remember that, as long as you get the outcome you expect, they should be allowed creative freedom around how the outcome is achieved.
2. Identify Stress Triggers:
The first step towards identifying what positively motivates your team is to help them identify their unique stress triggers. There are a lot of potential culprits right now - COVID-19, the resulting economic fallout, increased (or decreased) workload and home environments that are not conducive to productivity. Sometimes, just acknowledging that we're living in difficult times and talking through stressors is helpful.
3. Up Your Online Meeting Game:
Personally, I'm mourning the loss of small 'water cooler moments', where I could interact with my team on a more personal level, allowing me to gauge mood and who might need more attention. Working – and meeting – virtually means that these opportunities are more limited and have to be created, rather than occurring spontaneously.
Daily check-in video calls can help you to pick up changes in behaviour or mood that can signal larger issues – and identify high risk employees who may need more intervention.
Remember that it's also easy to slip into 'tactical' mode in daily check-ins, focusing on tasks only. While this might work face-to-face, it can further isolate and demotivate employees who are struggling with remote work.
Foster connection by creating a space at the start and end of every check-in where people can share how they are feeling today and what they're doing to look after themselves.
Don't expect a detailed answer – some employees may prefer to rate how they're feeling out of 10. The important thing is to create the space and set boundaries so that the check-in remains positive. If you do pick up negative responses, cycle back to the affected employee after the meeting to discuss how they're feeling and offer additional help, if needed.
4. Be Human:
The truth is that, even if we're superstars, we're feeling stretched and stressed right now.
These are unusual times, over which we have little control and, in the case of Lockdown, are actively being controlled.
Now, more than ever, leaders need to be available and need to be human.
Focus on how you communicate with your team. Be transparent and share as much information – particularly around company and job stability – as you can.
Encourage them to take breaks and observe weekends. Set up events to help them blow off steam – like exercise challenges, virtual Friday drinks or games evenings.
Either make your calendar transparent or to set up times for 'drop ins' (the new 'open door') when you're online and available to chat, outside of set meeting times.
Understand their personal circumstances and give leeway, where needed.
Communicate, communicate and then, communicate some more.
In an ongoing crisis, clear communication is more important (and more difficult) than in times of calm. As leaders, our communication needs to address the core questions of what, how and why. If we don't get this right, we end up confusing people even more. So much communication addresses 'what' needs to happen and even 'how' it needs to do so. But, too often, 'why' isn't effectively communicated. This is a problem because 'why' gives the audience deeper understanding and allows them to align with the 'how' and 'what. In times of crisis, our teams need insight into our thinking and wisdom.
We're living in uncharted territory at the moment and are all suffering the consequences, to varying degrees, of this pandemic and it's resulting economic fallout.
But, as neuroscientist and author Abhijt Naskar says: 'The world is going through a period of crisis, but whether we look at it as a crisis or as an opportunity to reshape our thinking depends on us.'
Business Results Group - https://www.brg.co.za/
Author: Georgina Barrick
Pandemics – like any great shock to the global system – bring great change.
Already, we're feeling the effects of this 'black swan' event. Life is unpredictable, consequences (both human and economic) are devastating and everywhere we turn, the news is unprecedented.
Many of us are so confused and battered by our new reality that it's hard to imagine what 'normal' will look like on the other side. Like it or not, we will be dragged along into this new reality. We are not going back to 'normal', no matter how much we try to cling to it. As businesses, we need to start asking the sobering question: 'What are we going back to?'
Everything is changing and I'm of the view that we haven't even begun to comprehend the extent of these changes yet.
Yet, while the COVID-19 epidemic is undoubtedly one of the most globally overwhelming events we've faced in generations, it also presents a unique opportunity.
As we live through this crisis, we have the chance to reimagine our world, to reconsider what it is we truly value and create a new, improved 'normal'. One that acknowledges, as this disease has shown us, that our fates are linked and that our interdependence means that we all need a seat at the table. So, rather than just focusing on the fact that COVID is a catastrophe from which some may never recover, also look at the opportunity to engineer our rebirth and lead to a brighter future
Undoubtedly, this is history in the making.
No one knows what our post-COVID world will look like. But, we can all start to give some thought to what sort of collective reality we would like to create. I know that I would like our world to look more like this…
COVID has provided us with a common enemy, increasing our solidarity, even as it forces us apart.
This virus has reminded us that we are one people and that, if one of us is sick, we all are. I hope that this newfound spirit of unity moves us to find ways to take care of one another, for the betterment of all – whether it be in finding a way to provide sustainable healthcare for all, caring for our most vulnerable or strengthening our economy by creating stronger domestic supply chains.
The conversation around producing and buying local has already started and is likely to become more predominant in coming months and years. Our reliance on the global supply chain has impacted our economy – and a renewed focus on 'local is lekker' could help to stimulate it.
More real and truthful…
For too long, 'fake news' has dominated our discourse.
But, I'm encouraged to see the rise of the expert over the party loyalist, with people like Professor Salim Abdool Karim (a world-renowned infectious diseases expert) taking us through government's COVID response. It's also clear that decisions are being made based on evidence and facts and that co-operation (which builds trust and supports truth) is at an all-time high.
What is also interesting is that, with government making anyone who creates or spreads fake COVID news liable to prosecution, we've witnessing a shift towards a focus on verifying the source of information. We're all questioning more and accepting less at face value – unless the news is from a credible source. This can only be good for us all in the long run.
More focus on what really matters…
COVID has suddenly made the impossible, possible.
A few weeks ago, it seemed impossible that SAA's funding would be stopped, that the price of crude oil would be less than $0 a barrel, that we would ever consider approaching the World Bank or IMF for help (for fear of losing our 'sovereignty') and that celebrities who are famous for 'being famous' would suddenly become less relevant. Yet, all of these things happened recently, with little fanfare. On a personal level, isolation has forced us to stand still, to stop constantly seeking the next big thing and focus, instead, on what really matters. We're baking with our children, connecting over Zoom with friends and family and taking care of one another. I hope that this ushers in a new age of realism, where we begin to focus on the core values that really matter.
Outside of what I would like to see change in our 'new normal', I believe that we're already witnessing a revolution in how we work as a result of this pandemic.
Lockdown has forced the issue of remote work. For a while now, I've been watching this trend. It's always seemed like a good idea but has never really been widely adopted – until now.
It's clear that, despite the stress and anxiety that we feel about the impact of COVID, many of us are discovering new levels of productivity and efficiency as we work from home. We're enjoying the lack of commute, the clearer skies and the pace. With time, employers may start to see the benefits of not having to fund and manage extensive office space. I believe that remote work is here to stay and that we're going to find new ways to create connection online and to grow and build sustainable businesses.
In terms of which 'ism' emerges as the dominant economic system, post-COVID, no-one can yet tell. I know that there are many conversations taking place about the fact that none of our current 'isms' will be appropriate in their current form. For capitalism to re-emerge, it will have to evolve significantly. As a fundamental driver of consumerism, the narrative around redefining what success looks like in our new world is taking shape and, as ethical consumption takes hold, our world will no longer be about having more 'stuff', but rather, more about community, giving back, sharing and collaborating.
As we live through the 'Age of COVID' I, like our President, believe that we can look forward to a better future and – as he said on Tuesday night – I 'have faith in the strength and resilience of ordinary South Africans who have proven, time and time again throughout our history, that they can rise to any challenge that is presented to our country'.
May we rise together…
Georgina Barrick, MD of TWE and Network Contracting Solutions, all divisions of ADvTECH Resourcing (Pty) Ltd. Georgina has over 25 years of recruitment and executive search experience.