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The Two Things that Frustrate Employees Most

In response to uncertainty, inflation, and a slowing economy, many organizations have become leaner—squeezing employees and managers to the breaking point—bringing burnout to an all-time high.

There are a number of approaches that could alleviate the situation and re-energize employees and the organization; however, you may want to consider fixing the two things that frustrate employees most. [Read more…]

4 Steps for Rethinking Hybrid Work

 

Many organizations have explored and experienced the advantages of hybrid work: better flexibility and life balance, along with reduced commute time. For employers, hybrid provides an edge in recruitment and retention, and allows them to source talent globally. However, some companies are finding the current economic environment challenging—with layoffs, the economic downturn, and global insecurity eroding performance. Leaders report their organizations seem more fragmented and teams seem to be losing the momentum gained during early days of hybrid work, and leaders are considering doing away with hybrid work entirely. It’s time to rethink hybrid work. Begin with these four steps: [Read more…]

Are you disappointed in your team performance?

In the current business climate of disruption, uncertainty, and historically high inflation, organizations are looking to make innovative improvements, boost output, and trim cost–all at the same time. They’re counting on their teams to get it done; and in many cases, leaders are more and more disappointed by their teams’ performance.

When we read success stories of high performing teams, they are characterized by certain attributes: they meet or exceed challenging goals, they improve morale and reduce employee churn, and members hold each other accountable.

Why don’t more of our teams measure up? Although there are many contributing reasons, three stand out. [Read more…]

3 Reasons Why C-suite Executives are Fed Up

In recent weeks, more and more executives are voicing frustration, and it’s been building for a long time. COVID forced remote work when most organizations had no idea how to design and implement virtual work, and managers were ill equipped for managing it. Since then, companies have had to grapple with various hybrid models and employees demanding more pay, more flexibility, and more perks. Now, declines in productivity, shrinking profit margins, layoffs, and cost-cutting are bringing levels of frustration to the breaking point. In recent client conversations, executives tell me there are several factors that contributed to this situation, but three are key: [Read more…]

How Cost Cutting Misses the Mark

In the current turbulent, uncertain business climate, countless organizations are belt-tightening and laying off employees. Because of how the business environment has evolved in recent years, traditional forms of cost cutting may not “cut it.” While cutting costs, organizations need to be more agile, resilient, and innovative as they face the future.

One question we should be asking is, “Are we cost cutting in the traditional way, with an eye to the short term?  Or are we cost cutting to yield long-lasting results, allowing us to be innovative and nimble?” Too often we cut costs for short-term gains. We need to rethink how we approach cost cutting so that we can accelerate growth, foster innovation, and bring enduring results to our businesses. [Read more…]

Rethinking Layoffs

This morning’s headlines in my news apps included an item about McDonald’s closing its US offices as preparation for layoff announcements. Many companies across industries are planning or have already executed layoffs; but there can be significant downsides, and we’ve seen some play out. Thoughtful approaches to cost cutting or layoffs are vitally important because trimming the wrong people or functional areas may undermine your strategy or cripple future innovations. How can you know you’re cutting the “right” people?

[Read more…]

5 Ways to Make Change Stick

With crippling inflation, global competition, disrupted supply chains, geopolitical upheaval, and complex demands from the workforce, never has the need for rapid, enduring organizational change been stronger. Whether we are redesigning how we work, implementing ESG, exploring virtual employees, or making large scale improvement, we need to be as efficient and cost effective as possible in planning change and in making sure it sticks.

Even when change is well planned and implemented, that does not necessarily mean that the change will stick. [Read more…]

4 Vital Reasons for Clear Strategy

On more than one occasion over the past 6 months, mid-level managers have voiced their frustrations to me about various performance obstacles, but one conversation took me by surprise: Post-merger, a director-level manager was asked by his boss to create a structure for the functions and processes that report to him. He asked his leader, “What is our current strategy? Having a clear picture of that will help us develop the best structures to support it.” His leader could not answer that question. Common sense may dictate that the merger itself should have been part of a preexisting strategy that is satisfied by the merger. But the current reality is this: A year post- merger, there is no clear strategy that anyone knows of; and if there is one, it is not being clearly communicated. [Read more…]

How to Utilize Middle Managers in Planning Strategic Change

How to Utilize Middle Managers in Planning Strategic Change

When it comes to planning and implementing strategic change initiatives, there may be fewer important roles than that of middle management. Whether you’re implementing an important operational change, a new structure, a significant process improvement, DEI, etc., middle managers will be charged with making it work by coaching employees, holding people accountable, providing input up the organization, pleading for resources, offering just-in-time training to employees and mid-course corrections. Because of this critical role, middle managers’ input and participation in planning the change are critical.  As we evaluate past major change initiatives that have not “stuck,” we need to ask the question: Could it be that we have undermined our own success by not adequately soliciting middle managers’ input when planning the change?

In my 20+ years of helping organizations plan and implement strategic initiatives, three key principles stand out pertaining to the role of middle managers in planning change. [Read more…]