4 Tips on Being a More Inclusive Manager

What does it mean to be an inclusive manager? In part, it means that you do your best to utilize the talents of your entire group and get everyone involved in solving problems and creating policies. It’s easy to fall into comfortable habits when it comes to managing employees and delegating tasks, but those habits can also be destructive to the morale and effectiveness of your group.

Know Your Employees

The National Integration Working Group for Workplaces insists that managers cannot create an inclusive environment if they do not take the time to understand the talents of their employees. If you do not know the capabilities of the people who work for you, then how can you utilize those talents to their maximum return?

An inclusive manager takes the time to understand the strengths and weaknesses of each employee and delegates responsibility based on that understanding. When you are inclusive, you are more interested in the strength and success of the group, than in the personal success of individual employees.

Be Fair With Evaluations

If your company does only annual employee evaluations, then your employees spend all year working hard and looking forward to those evaluations. According to The Guardian, you are wasting the potential positive effects of those evaluations if you are repeatedly giving promotions and raises to the same people. An inclusive manager works with their entire staff to carefully determine which employees deserve raises and which employees should use evaluations as a time to work on issues and develop better working skills.

Value Diversity

An inclusive manager does not look at the diversity of a workforce as a burden, but rather as an opportunity to become more efficient and develop better solutions to problems. To become a truly inclusive manager, you must understand how to take the various points of view of your diverse staff and use those varied backgrounds to your advantage. Encourage your entire group to give input on issues and bring together that input to create innovative and effective solutions.

Use an inclusive management style to empower your employees and improve morale.

Being Inclusive Is Empowering To Employees

An inclusive manager invites input from every employee and values the innovative manner in which a diverse group of employees can solve problems. When a manager is inclusive, it inspires employees to think of the best ways to help the company and it also empowers employees to take control of their own professional careers. Empowered employees take a greater emotional interest in the success of the company and that helps to drive a company to achieve its growth goals.

Every manager has to learn to walk that fine line between being too involved in their employees’ activities to seeming as though the entire staff does not matter to the success of the company. By being inclusive and remaining professional, a manager can get professional input from employees and make every employee feel like their ideas matter to the company. In order to energize an entire company to take an active part in the company’s continued success, a manager must be inclusive and inspire employees to care about their own futures and the future of the organization.

Contact us today and start developing the skills you need to be an inclusive manager. We can work with you to develop the skills you need to motivate your staff and maximize productivity.

February 21, 2015October 22, 2016

5 Ways To Identify a Trustworthy Leader

They have a great resume, are telling you all the things you want to hear, and seem to want your company to succeed. But how can you tell if they’re really a trustworthy leader?

Unfortunately, 80% of senior executives report being wrong about someone they trusted during their careers reports social psychologist Roderick Kramer. If you’re hiring a senior executive or want to exude more trustworthiness yourself, here are 5 key traits which Professor Kramer says all trustworthy leaders share.

Trustworthy Leaders Project Confidence, Competence and Accessibility

Trustworthy leaders are not afraid to tell it like it is even if the news isn’t great. They are good at their work, deliver results and focus on what’s best for the firm. Leaders that interact with their team and workers at the company gain a reputation that boosts their trustworthiness.

They Communicate The Importance of Trust

A great leader will not only talk about the importance of trust within the organization but will implement consequences if that trust is violated. Team members and subordinates then understand that the leader values trust and that it is an integral part of the company culture. Other ways to demonstrate such values is to empower individuals to make decisions. If leaders show that they trust their employees, then that will be reciprocated.

Trustworthy Leaders Take Blame But Dish Out Credit

Whenever a project succeeds, if a leader gives credit where credit is due, not only does loyalty for the leader and company increase but people are more likely to trust that leader with their creative ideas and try new things. On the flip side, if something fails, a leader that shoulders the responsibility instead of pawning it off on a subordinate gains trust.

They Create Systems that Can Be Trusted

When a leader can create a system that works and employees can rely on, more trust is built into the process and that leader sets a tone of trustworthiness. For example, if a process can be developed that adequately vets new ideas until they become solid and problem free, people are willing to trust it and move forward with confidence.

They Are Anti-Crisis

When a leader can handle a problem with equanimity and poise instead of reacting and causing a crisis, they not only gain respect but people will be able to trust them with the responsibility. Leaders who acknowledge the problem and take quick definitive action build trust within their organizations.

What do you think makes a trustworthy leader? Share your thoughts in the comments.

February 11, 2015March 17, 2015

Millennials May Be Eager to Lead But Can They Rise to the Challenge?

As you know, in just a short amount of time millennials will occupy nearly every leadership role in the world. Whether in government, non-profits, education, or business, millennials are on track to fill the retiring Baby Boomers slots. And they’re eager to get those jobs. But even though they’re eager for all this responsibility are they truly ready for the challenge of leadership? And what can companies do to prepare them for it?

Millennials (the generation born between 1984 and 1996) are commonly known for their desire to work jobs that they not only find personally meaningful but that they also feel contribute to society at large. In a recent study on millennials across the world conducted by INSEAD Emerging Markets Institute (EMI), Universum, and the HEAD Foundation, more than 16,000 millennials were surveyed in 43 countries in an effort to study their values, workplace habits and career ambitions.

Although responses were different depending on regional geographic locations more than 41 percent of respondents world-wide indicated that becoming a leader or manger was very important to them. And the younger millennials indicated that coaching and mentoring were important pieces to holding a leadership position that they strongly desired.

Although such a large proportion wanted to be managers and leaders, only 21 percent of respondents indicated that they were interested in a fast-track career with frequent promotions. For millennials the primary goal is to foster a work-life balance that brings happiness. Not achieve high salaries and acquire a better job title. The second most important goal for the generation was to learn new things and to grow as individuals and millennials see work as a way to do that.

When work-life balance was compared to different career and salary aspects, work-life balance won by a landslide. 73 percent of millennials preferred having a better work-life balance than a higher salary and 82 percent said work-life balance was more important than their position or job title within their company. And perhaps most surprising, 42 percent of millennials would prefer to be unemployed than struggle through a job they hated. This might not bode well especially when companies are trying to fill undesirable positions.

So what do millennials fear the most? 40 percent (which was the largest percentage) said their biggest fear was getting stuck in a career that offered no growth potential or room to develop professionally.

Preparing the Next Generation of Leadership and giving millennials what they want/need

Although a large proportion of millennials want to be leaders at some point of their career, they will have to be lead to that position. Since they will spend a large portion of their work life following another’s leadership, companies must be prepared to groom millennials for their turn at the helm. So what can companies and managers do to help prepare millennials for their inevitable rise to leadership and give them what they need?

In Western Europe and North America, millennials reported that they desired managers who could empower them in their roles. Other regions didn’t indicate that this was as important. According to the survey, millennials connect empowerment with the ability to make decisions and is actually more of a conceptual desire rather than a practical work-related need.
The survey reports that North American millennials hate micromanagement while those in the Middle East want their managers to answer all their questions and have all the answers. Also, most regions preferred having more frequent feedback from their managers rather than the traditional annual performance assessment. With the survey’s findings many companies could make some minor changes and greatly influence their millennial workers for the better.
As employers seek to hire and retain millennials and prepare them for the next generation of leadership, companies can open up traditional career tracks and allow millennials to try different positions at the company and department hop.
From the results of the survey, it’s clear that employers need to provide benefits beyond salary, health care, and vacation days. Millennials crave growth and development, so instituting programs that teach new skills or allow millennials to sharpen the ones they have will foster company loyalty and prepare them for a successful career.

Despite what you might think, male and female millennials share very similar values. But a bigger gap seems to occur at the age level. Older millennials and younger millennials might need to be studied differently and approached with different tactics in order to prepare them for leadership positions adequately.

As more Baby Boomers prepare for retirement, millennials will be making their rise to the top. But as they currently stand, they’re not ready for the leadership roles. Companies will need to prepare them for success and can best do that by appealing to millennial values and preferences.

For more details do have a look at the study, which is an extremely detailed and well presented 6-part series.

February 11, 2015October 22, 2016

4 Tips for a First-Time Manager

After many years of hard work, you have finally achieved management status in your organization. While you know that your responsibilities will increase dramatically, you look forward to the opportunity and plan on being aggressive about making the most of it.

Once you are settled in your new office, it suddenly hits you that you have never been a manager before. You also realize that some of the people who now work for you are friends you made while working your way up to management. Before you take on the coveted role as a manager, there are things you should keep in mind that will help you to make the most of your opportunity.

Tip #1 for First-time managers: Remember That There Are Always Two Sides To What You Do

Forbes Magazine reminds new managers that, while you are always the one in charge, you are only one half of the relationship with your subordinates, other managers, and the executive staff. Being a good manager requires compromise and the ability to negotiate a win-win for your side and the other side.

Sometimes you have to step on a few toes to do what you think is right. But it is important to remember that even though you are in charge of your group, you still have to work with everyone else to get things done.

Tip #2 for First-time managers: Be Gradual With Change

New managers want to get into their positions and start implementing changes that they feel would help the company. The Harvard Business Review suggests that change, in order to be successful, needs to be gradual.

To successfully implement change, you need a clear idea of what you are trying to do and a well-defined path to reach your goals. You want to gradually introduce change and help others to see the benefit of what you are proposing, to gain support and give change the momentum it needs to be properly implemented.

Tip #3 for First-time managers: Always Be Sensitive To The Employee-Manager Relationship

The employee-manager relationship is incredibly important to your success as a new manager and the Small Business Administration suggests that establishing respect with employees is critical. Sometimes gaining respect is difficult because the employees that got passed over for the managerial position you were awarded may hold a grudge, or your friends may not feel like they have to respect you as a manager.

To gain respect as a new manager, you must acknowledge problems and come up with fair solutions. You need to make your expectations of the outcome of your solution very clear to all involved and, most importantly, see your solutions through to the end. It takes time to develop respect with employees as a new manager, but it is essential in creating a productive employee-manager relationship.

Plot your path carefully when you make it to the level of manager.

Tip #4 for First-time managers: Learn To Delegate

Delegating tasks as a new manager can be difficult because your employees can start to feel like you are playing favorites if you delegate tasks to the same people. Forbes Magazine suggests taking the time to understand the skill sets of your employees and delegating tasks in a fair manner. When you delegate, give clear instructions and be available to help employees out when needed.

Being a new manager is a significant accomplishment in your career, but it also comes with tremendous responsibility. To help you create a successful career as a manager, you need to learn how to interact with your employees and become an asset to the entire organization. Subscribe to the Sandbox Advisors newsletter to learn all of the tips you will need to make your transition to management as smooth as possible.

December 24, 2014March 18, 2015

Top Tips From Leadership Training Experts

Leadership training and knowledge is always something that is best provided by people with experience in being successful leaders.

Jack Welch, Tom Peters, Peter Drucker and Jeff Bezos are all internationally recognized for their leadership methods and the success that they have achieved over the years. Anyone who wants to find their way in the corporate world and become the best possible leader needs to heed the advice of the successful experts who have come before them, and these four experts are at the very top of their class.

Lead, Don’t Manage - Jack Welch

When Jack Welch took over General Electric in 1981, the company was in a tailspin. By the time he left two decades later, he had brought General Electric back to its position as a global corporate leader. Throughout his time as a corporate executive, Welch says that he avoided using the word “manage” because, as Welch said, the word “manage” has a “negative connotation.”

Welch prefers to encourage people to lead and inspire others to become better than they are. He insists that leaders are people who lay out the vision for the future and then motivate others to follow that vision.

If You’re Not Confused, You’re Not Paying Attention - Tom Peters

For a man who is recognized as one of the more successful leadership training experts in the world, Tom Peters remains a humble and accessible person. Peters is a big believer in encouraging leaders to learn from their subordinates and then use what they learn to become better managers. It is a constant cycle that Peters has written about and preached for years and it is a cycle that he insists can work in any situation.

Ask What Needs To Be Done - Peter Drucker

Peter Drucker has been involved in leadership training longer than most corporate executives have been alive. He has written books and given seminars on the idea that a good leader does not look to pursue their personal agenda, but rather a good leader looks to solve the problems that lie before them. Drucker encourages good leaders not to ask “What do I want to accomplish?”, but he instead insists that they should always be asking “What is the next accomplishment that needs to be done?”

Drucker believes in a leadership style that is driven by accomplishments when gauged against the needs of the organization, instead of accomplishments that are determined by personal gain. Drucker insists that a leader who keeps the needs of the organization at the forefront of their planning process will ultimately achieve their own professional goals as well.

Be Willing To Be Misunderstood For Long Periods Of Time - Jeff Bezos

If you are not familiar with Jeff Bezos, then you are probably familiar with his company Amazon.com. Bezos is the CEO of the largest Internet retailer in the world and he is also someone who is not afraid to come up with some pretty outlandish ideas. When Bezos first introduced the idea of offering same day delivery by drone to Amazon customers, the rest of the online retail world laughed. Now the rest of the online retail world is trying to keep up with Bezos and his phenomenal success with Amazon.

When Bezos does leadership training, his chief message is to always stick to your ideas and never worry about what other people think. A competent leader has a vision and sticks with it and is willing to be misunderstood for a very long time. Considering the success Bezos has had, it is hard to argue with his teaching methods.

The best leadership training experts are the people who have experienced success first-hand and know how to put that success into words. Anyone interested in learning the principles of a good leader should take the time to read the words of people like Jack Welch, Jeff Bezos, Peter Drucker and Tom Peters.

December 19, 2014October 22, 2016

Managing Workers Across Generations

Creating a diverse workforce that contains a variety of generations offers several benefits to your organization. By including Baby Boomers, Traditionalists, Generation X, and Generation Y members on your staff, you will benefit from their varied experience and their different approaches. A diverse work force can also support itself with each generation filling in information that the others may lack.

Diversity creates strength for any company, but it does create managerial challenges. If you want to get a diverse work force to work together, then you need to understand how to manage workers from a variety of generations. It is not always easy to manage several generations at once, but it offers significant business benefits.

Have A Policy In Place From The Beginning

The National Integration Working Group for Workplaces offers a comprehensive study on managing different generations and one of the key concepts the group mentions is having a plan in place to help make managing diverse work forces easier. A company must not only desire to have a diverse work force, but it must have goals for that work force and have a defined path for success for the entire group.

Why is your company creating a diverse workforce? Is it to focus on customer needs, or to create an environment that offers a wealth of solutions to company issues? A policy on how to utilize a diverse work force makes it easier to manage that work force because everyone involved understands the goals and what is expected of the group.

Know The Issues To Avoid Stereotypes

Did you know that generation Y is not nearly as reliant on technology as most people think? According to the Newspaper Association of America, 68 percent of Millennials react to print advertising in newspapers along with utilizing online resources. When you know this kind of information, it can prevent you from making the mistake of assuming that your youngest workers are the tech experts.

Rice University suggests that the best way to manage across generational lines is to understand each generation thoroughly and avoid using stereotypes. When you open up to what each generation can really do, you will maximize your work force and avoid alienating anyone over generational issues.

Know How To Reach Each Generation

A big part of managing a diverse work force is understanding how each generation prefers to get its new information. The Wall Street Journal says that Baby Boomers prefer training material they can read, while Millennials react better to interactive training materials such as videos. If you want to be able to train your diverse work force, then you need to understand the manners in which they each take in information and how they process new ideas.

Your company could benefit significantly from having a diverse work force made up of people from a variety of generations, but you can only benefit if you know how to manage diversity. It takes time to understand the management techniques that make diversity profitable, but the results will make your company much more competitive in your marketplace.