Alexandra Levit's Water Cooler Wisdom

Should You Relocate for a Job?

In a job market that still leaves something to be desired, the question on many professionals’ minds is, “should I relocate?”  Whether your current organization offers you a transfer that sounds too good to pass up or you receive an offer from an out-of-state (or out-of-country) firm that comes just as you were starting to get desperate, relocation is an issue that must be taken seriously – especially if you have a family that will be uprooted with you.

Of course, developing a list of pros and cons is a good move when making any major decision, but careful consideration of these five questions will also aid in your thought process.

Would you move there anyway?

If this job didn’t exist, is the area in question a place you’d ever want to go?  Think about what your regular daily routine will be like in the new location.  Do the pace of life and the amenities appeal to you?   How about the people, the culture, the weather, and the traffic?  Remember that a job is only one aspect of your life, and even work that you enjoy won’t be enough to overcome the distress of being stuck in a locale that’s not a good fit.

How will the move impact your family?

Relocations are easiest when you’re at a more flexible stage of life.  Once you have a family, however, you have to think about what your spouse will do in the new city.  Will he or she be able to get a good job too?  Is this area somewhere you can envision raising your children, complete with safe play areas and good schools?  Does the relocation involve moving away from extended family and friends who make life meaningful?

For more suggestions, have a look at the full post at Intuit's Fast Track blog.

Be Productive First Thing in the Morning

Once upon a time, I was a morning person.  Good thing that was back in high school, when I had to be in class at 7:30AM!  In all seriousness, though, mornings have become more difficult for me since having two young children.  However, I recognize the necessity of starting the day off right.  I’ve found that the earlier I attack my work, the more productive and satisfying my day will ultimately be.  Here are 5 tips I have incorporated:

Start on Time

Obviously, it’s critical to show up to the office on time if you have a clock-watcher boss who is taking notes.  But even if you work for yourself, keeping to a regular start time ensures that the day runs according to your schedule and that you aren’t in a frazzled state of mind.  This means leaving ample time for your commute, coffee, etc.  If you are the type of person who takes a little while to get going once in your office, consider sitting down a bit earlier.

Focus Mentally

 A friend of mine takes a 30 minute yoga class every day before work.  In my opinion, this is the perfect strategy to calm yourself sufficiently to give your job your full attention.  Women in particular are not as good at separating home life and work life as men are.  So if you find yourself rushing into work like a chicken with its head cut off, close your eyes and take some deep breaths before you turn on your computer.

For more tips, have a look at the full post on Intuit's Fast Track blog.

 

Rule #1 in Business: It’s Not About You

Every day, I get at least three requests from people who want to write guest posts on my personal blog.  I have given up responding to these people.

Why?  Because looking at my blog for 30 seconds will tell you that I don’t do guest posts. I have never done guest posts.  I may include tips from other experts, but the writing is always my own.

Yet people continue to ask me, because THEY want to do a guest post.  They are making this initial interaction all about them.  It doesn’t matter what I want or need.

This is not a good strategy for building relationships with people, especially managers and co-workers who have no vested interest in doing what you say.

What’s in it for them?

You might have heard the story of the salesman who greets a prospect by announcing, “I want to tell you about a great new product that has a thousand new features, all for the low price of…” The prospect stops listening as soon as she hears the words I want and slams the door in the salesman’s face.

One of the biggest mistakes you can make is to enter a negotiation or interaction with someone by expressly stating what you want. As I said in this post back in 2010, no one cares – they want to know what’s in it for them.

For my advice on how to proceed, check out the full post on Intuit's Fast Track blog.

5 Truths About Work/Life Fit

My friend, Cali Yost, is an internationally-recognized expert on work/life fit.  In her new book, Tweak It: Make What Matters to You Happen Every Day, she suggests ways to hone in and make time for your most critical priorities.  But before you can do that, she shares some essential truths about work/life fit that are important to understand if we are to be satisfied at work and at home.

Truth #1:  A work/life mishmash is the new reality

As recently as the last decade, the hours of 9-to-5 were standard in most organizations.  You did your work during that period, and then you went home and took care of your personal life.  But the reality of people’s lives no longer matches those neat, rigid expectations.  The growing mismatch is causing people and business to suffer.

Truth #2: It’s not just your employer’s responsibility

Companies and managers alone can’t solve the work/life challenges of their employees.   Managers and HR departments can’t tell each person in the organization how to manage their work and life because everyone’s circumstances on and off the job are completely different.  Employers must create a work environment in which it is okay to discuss potential flexible work/life solutions.  Then we, individual employees, need to meet the organization halfway and come to the table with a plan that takes into consideration our needs and the needs of the business.

Truth #3: It’s work/life “fit,” not “balance”

Using “balance” to describe the goal of flexibility for individuals causes more problems than it solves.  That’s because there really isn’t a “balance” or ideal 50-50 split between work and life.  Most of the time, what we’re after is not working less, but working differently.  By shifting hours, allowing telecommuting, and changing the way work is completed, everyone can manage the way work fits into his or her life.  The goal is to create an environment where all of those different work/life fit realities can live together to achieve the goals of business over time.

For more truths from Cali's book, have a look at the full post on Intuit's Fast Track blog.

Reader Question: Dealing with a Micromanaging Peer

This question was submitted by a reader at the Fast Track blog:

I’d like to get your input about how to deal with a coworker who micromanages laterally. I am a manager, and one of my peers, another manager, often takes it upon herself to tell the other managers how they should run their departments (even though we haven’t asked and it’s not within her realm of responsibility). It doesn’t happen all the time, but every few months or so she’ll go on a tirade and drive all of the managers crazy. For example, she’ll get on a dress-code policy kick and scrutinize every article of clothing staff wear, and then send repeated emails to department managers saying that it needs to be dealt with. The most recent time this happened, when I went to check on the “offensive” clothing, they fell completely within the code — perhaps she just didn’t like what the person was wearing?

She tells us which staff members need disciplining (when they don’t), tells us how to deal with clients, recites well-known procedures to us over and over, and will even go so far as to reorganize our service desks because she doesn’t like how they look! And I don’t mean just a little — I’m talking moving computers to a completely different location, and leaving post-it notes everywhere about why something isn’t right or shouldn’t be the way it is.

Usually I try to see where she’s coming from and consider whether she has a valid point, but often it’s just trivial things that don’t matter or don’t make sense. I’ve tried ignoring her, giving in to her, and being firm and telling her why my department chooses to do things a certain way and that we won’t be changing it. Nothing seems to help. I think she acts this way because she cares about our organization and likes to see things run smoothly, but it’s too much at times, and ultimately not her responsibility. Our organization functions well and overall our staff have good morale. I am perfectly capable of handling my team and, if I do say so myself, do a darn good job of it. How can I get her to back off when she gets like this?

Here was my advice:

I think it’s time you had a formal sit down with the micromanaging peer.  Ignoring her might be the path of least resistance, but at this point it sounds like her behavior is negatively impacting the productivity of your team – and this is a problem that’s yours to remedy.

Ask her to lunch.  If it isn’t completely out of the ordinary, go offsite so you won’t risk being interrupted or joined by another teammate.  Tell her there’s something important you need to talk to her about, and preface the discussion with a comment along the lines of what you said in your e-mail to us:  “I admire how much you care about our organization and I know that you want to see it run smoothly.”  This will help to mitigate her natural response (i.e. defensiveness) to what you’re about to say.

Next, tell her that while you appreciate her input on your team’s discipline, dress, etc. you are capable of managing these issues yourself and that you’d prefer it if she would confine her improvements to her own group.  Use a “this is what’s best for the organization” type of argument, such as “Right now my staff feels that it’s getting confusing cross-direction, and their work is suffering.”  Try to be assertive rather than wishy-washy.  You are a manager for a reason and your judgment should be trusted.

If this doesn’t work and she continues to interfere and wreck havoc around the office, you should talk to your boss on the down low.   Just remember to be solution-oriented and bottom-line focused in your comments, as the last thing you want to do is come across like you are whining or complaining.  You are not a tattletale and this is not a mere personality conflict.  Be clear that you are genuinely concerned that because of this woman’s actions, the organization is not operating as optimally as it could be.

For guidance from Fast Track's other amazing experts, check out the full post.

Building Culture in a Digital World

Quick quiz: true or false?

1. You don’t know anyone who works at your company.
2. You try not to involve yourself with your company’s digital networks.
3. When it comes to certain office protocols, you have no idea what is and isn’t acceptable.

If you answered ‘True’ to these statements, you’re part of the 20 percent of global employees who work on virtual teams, and your organization’s culture is a total mystery to you.

This is a problem, because even as we strive to enhance our cultures so our employees will stick around, our strategies mostly shut out employees who don’t come into our offices. If we want to encourage collaboration and track productivity, we have dozens of effective digital tools from which to choose. But when it comes to tools meant to inform and reinforce culture, there’s not much.

In a recent article for Fast Company, Austin Carr reported on a few new technologies that are a step in the right direction. Yammer, which is an enterprise social network that Microsoft acquired for $1.2 billion, acts like a Facebook for internal business use. It enables employees to exchange messages, media and status updates—integrating the option to “Like” a coworker’s post or give him or her “Praise” badges.

Taking it a step further is emotional intelligence company Kanjoya, which has a product called Crane that taps into an organization’s Yammer network and analyzes data to measure how employees are feeling at any given moment or on any given topic. Crane can tell, for instance if your employees are irritated by a new policy or don’t like the way management is handling a current issue. Although it’s not always clear what leaders should do with Crane’s data from a big picture perspective, the program at least allows them to address small details that might otherwise go unnoticed and fester.

For tips on how to effectively build culture in a digital world, check out my full post on the AMEX Open Forum.

Is Your Workplace Safe?

Safety isn’t just a manufacturer-only concern. Protecting workers from falls and other physical injuries is part of it, but organizational safety also encompasses your employees’ ability to express themselves freely, and to come to work knowing that their confidential information will not be compromised. Whether you’re a small retail operation or a big consulting firm with employees worldwide, safety should be a critical issue. Not only will making safety a priority protect you from being sued, but it will also contribute to the overall strength of your culture.

Digicast is an Australia-based workforce consultancy that recently produced a white paper, Three Factors That Influence Workplace Culture, which connected safety to strong organizational culture. One interesting section dealt with the factors that influence safety. I’ve highlighted these in the “Five Commandments of Safety.”

1. Thou Who Has an Office Shall Clean It.

Digicast cites a study by Dave DeJoy and Todd Smith from the University of Georgia’s College of Public Health, which found that a well-kept site usually means safety is a priority. “If you talk to people who do safety inspections,” DeJoy says, ”they will tell you that the first impression they get when they walk into a factory or construction site—how neat it is and whether employees seem to be actively engaged—often indicates whether a workplace is safe.”

2. Thou Shall Not Overwork Your Employees.

The same study by DeJoy and Smith also found that when work interfered with family demands, job performance was affected and the risk for injury increased by 37 percent. In 2011, when excessive working hours resulted in pilot error on several airlines, the FAA stepped in with regulations. Even if you’re not dealing with human lives, ensuring your employees have solid work-life balance and are satisfied in their roles will enhance safety and culture.

3. Thou Shall Not Make Safety an Afterthought.

Digicast says that progressive companies with best-in-class safety records include safety in all major decisions. Safety is a topic at every board meeting and all departments consider safety when developing products and services. Leaders don’t bury their heads in the sand, and HR is totally on board. “A lot of organizations are set up so there is a wall between HR and occupational health and safety, but the two can no longer afford to work in silos,” DeJoy says.

Jonathan Thomas of the National Safety Council adds, “The things that HR leaders are most concerned about are also the building blocks for building a safe workplace.”

Have a look at the AMEX Open Forum for more commandments of a safe work culture.

 

Have You Planned Your Succession?

An important part of long-term success is developing your top talent so they can eventually replace you and other key players. Succession planning doesn’t have to be painful. After all, your organization is evolving, and you don’t want all the great progress you’ve made to be undermined due to an unplanned departure.

Along with Tim Kuppler, founder of consultancy The Culture Advantage and author of the ebook Building a Performance Culture, I offer this basic blueprint for succession planning that can be implemented by organizations of any size.

Track Potential Successors

Identify potential leaders on your team by reviewing 360-degree survey feedback, performance reviews and personality and strengths assessments. Ensure that your selections reflect your organization’s ideal culture and that they will keep things moving in the right direction. Keep tabs on where potential successors are headed by noting key development actions, resources and timeframes. Organize everything with a grid that makes it easy to compare one candidate to another.

Leverage Your Team

Gather your current leaders together to provide input on the most critical competencies, skills and attributes of successors. Set aside time for meetings where succession planning is the only focus. Devise a rating scale so potential candidates and supporting documentation can be reviewed objectively. Note that open discussion may bring out political sensitivities, especially if family members are involved.

Facilitate Growth

Great leaders are created, not born. Make sure potential successors, especially those who are new supervisors, have access to general management training so they “get it right the first time.” Mentoring programs are also beneficial for providing extra coaching to accelerate learning. Give employees options for potential mentors instead of making assignments where fit or trust issues could exist. Make sure mentorship is a two-way street. Your current leaders can learn a lot from the questions and approaches raised by potential successors.

For more succession planning tips, check out the AMEX Open Forum.

Map Your Office Design to Your Culture

The 712,000-square-foot Deloitte University (DU) facility in Westlake, Texas, was once a controversial project. 

Some didn’t believe that the forward-thinking accounting company should invest significant resources in a non-virtual campus. But Deloitte executives were committed to growing the world’s best leaders through collaboration, and having a place where people could meet in person still seemed like the best path.

The cornerstone of the DU facility is a multi-touch, multi-user 20-foot media wall, which allows visitors to track others who are onsite in real-time. Attendees are encouraged to meet up in themed hang-out rooms on each floor, socialize in the facility’s many restaurants and lounges, and attend sessions in classrooms equipped with videoconferencing and wifi.

Working Together, Not Apart

Deloitte is a culture where people talk to and brainstorm with each other–a lot–so the new facility was designed to make that as easy as possible. New employees often start their Deloitte careers with training that takes place at DU, and by the time they leave they are accustomed to working in a highly interactive fashion and are likely to continue this approach in their home offices.

Deloitte’s perspective is illustrated in a recent article for Forbes, in which Steelcase CEO Jim Hackett explained that today’s organizations are shifting from the “I” space to the “we” space.  As the command-and-control leadership style fades, c-suite executives no longer wish to be isolated from their employees. This means that in the realm of physical space, the literal c-suite is becoming a thing of the past. 

Steelcase, which is a workspace design company, does not have traditional offices. Its “we” spaces are conference rooms focused around particular issues or initiatives, and there reside the relevant executives and employees. Like Deloitte, Steelcase’s goal is to promote non-stop collaboration. This environment, as Mr. Hackett told Forbes, aims to encourage eye contact, provide everyone with equal access to information and allow people to move around and participate freely.

Learn more about how to map office design to culture at the AMEX Open Forum.

Drinking Too Much Kool-Aid Can Be Dangerous

Anyone who has worked in an organization for longer than a few months has heard the expression “drinking the company Kool-Aid.”

Even though Kool-Aid isn’t as popular as it used to be and may well end up with the same fate as Twinkie, the comparison still resonates. To drink the Kool-Aid means you believe in the organizational culture so much that you are willing and able to spout its principles without thinking, and that you ignore any evidence supporting the notion your company’s way of doing things isn’t working as well as it could. 

This is dangerous.

I once worked with a small company that was convinced its new accounting practices were revolutionary in the industry. Management spent a lot of money to get an automated system up and running, and drilled employees mercilessly on how to use it properly. The company got a great deal of incredible PR around the initiative. The system was easy to use! It saved tons of time! And new accounting was just the first step in a phased cultural initiative that would leverage state-of-the-art technology to free employees up to do what they did best!

There was only one problem. It didn’t work—at least not precisely enough. It turned out that some of the complex accounting issues the company faced required a human brain to sort. But the company was so busy touting its brilliance that it took numerous customer complaints to realize what was happening.

When you have a terrific culture or are in the midst of changing your culture to become terrific, it’s easy to overlook data that doesn’t support what you’re trying to do—and that’s where things get risky. A healthy organizational culture must be in touch with its thinking and have the ability to make rational decisions.

For suggestions on questions to ask to remain in touch with reality, have a look at the AMEX Open Forum.