When you have little professional respect for a client, a co-worker, an employee, or even your boss, it can be difficult to stay motivated and get things done. But the unfortunate reality is that sooner or later, you will have to work with or for someone you don’t respect — people whom you may find difficult, distasteful or downright unbearable. While it’s certainly easier to work alongside those you like, don’t fall into the trap of thinking that you can only do a good job if you respect your workmates. In fact, you can function effectively with (almost) anyone if you keep just a few things in mind.
It is possible!
How to work with someone you don’t respect is exactly the subject I address in my latest column in The Globe and Mail which published this morning.
If you get the print version of The Globe, you would have seen it on page B9.
Note: if you are a subscriber to The Globe and Mail, you can also read the column directly at their website at this link: https://tgam.ca/2B9JDKz
The reality is that sometimes you’re just going to have to work with people you don’t like and respect – it’s all part of being an adult in the world of work. You’ve read my suggestions. What is your advice to handle these kinds of situations with poise and equanimity? I’d love to hear from you. Please share by adding your Comments below.
Next Wednesday January 23 marks a very special day for me – exactly five years ago on this date, my very first column for The Globe & Mail published that morning. In How to be the boss when your co-workers are your friends, I laid out seven steps to ease this difficult transition. I’ll be honest, this was (and still is) a very exciting day for me! To be invited to contribute as a thought-leader for one of Canada’s most respected and widely-circulated national newspapers is a huge honour. Not to mention a validation of the leadership development work I have been doing for so many years.
Back then, I was a contributing columnist to The Globe’s Leadership Lab series, published primarily online, but also occasionally in their print edition. Today, five years later, I write a regular column in their Report on Business print edition, every four weeks on Mondays, under the loose banner of “Leadership Matters”.
Thank you The Globe & Mail, I am gratified to be amongst the ranks of your respected writers.
My most popular column ever was Four things millennials hate about you, garnering more than 50,000 views, over 4,000 “direct” shares, and comments and re-tweets numbering in the thousands in just three days. It was my first taste of “going viral” and while pretty exciting, was also a little scary! Continue reading
Are you trustworthy? Do you find that your coworkers are reluctant to rely on you? Are you left out of confidential meetings? Does your supervisor double-check your work or micro-manage you? Are you always the last person to find out what everyone else already seems to know?
Regular readers of the blog know that I often talk about the importance of building workplace trust. In fact, in a previous blog post titled How can you build trust in the workplace?, I offered four ideas. Workplace trust is essential to establish not only your reputation, but also to build a strong network of people who will help you throughout your career. So if you often find yourself in situations such as those above, it may be time to self-reflect; to consider whether your own actions are inadvertently causing others to view you as untrustworthy.
Five things you may be doing that send the wrong message
My latest column in The Globe and Mail published on December 31, and in it I spelled out five unintentional behaviours you may be exhibiting that cause others think that you are not to be trusted.
Note: if you are a subscriber to The Globe and Mail, you can also read the column directly at their website at this link: https://tgam.ca/2VlSTDZ
I’d love to hear your thoughts on this topic. Do you work with people who are untrustworthy? Are there any other signs that you think are dead giveaways of people who should not be trusted? Please share your perspective and your experiences by adding your comments below.
Employee retention is an issue that should be top of mind for leaders everywhere. Sure, depending on your industry or market sector, employee turnover may be a fact of life, but have you ever noticed that when employees leave, it’s never the lousy ones that jump ship? The unfortunate reality is that the ones who are most likely to leave are the ones that are in greatest demand elsewhere. And of course, those are usually your best and your brightest, the ones that you really want to keep!
What are you doing?
So what are you doing for employee retention? What actions are you taking to ensure that your top employees want to stay in your organization? What are you doing to engage them so that your company is their employer of choice? If the answer is “nothing”, then you’re putting yourself at a serious competitive advantage. Because you can bet that those who are departing are going right over to organizations who have taken concrete steps to entice and engage them. In my latest column for The Globe and Mail, published this morning, I lay out five proven ideas to stop your finest from fleeing to what they see as greener pastures.
If you get the print version of The Globe, you’ll find this article on page B13.
Note: if you are a subscriber to The Globe and Mail, you can also read the column directly at their website at this link: https://tgam.ca/2DYzp2F
So I’m well aware that this subject usually seems to get people riled up, primarily because of my assertion that the answer to employee retention and engagement is not “money”. But, as always, even if you don’t agree with me, I’m interested in your perspective and your experiences. So please share by adding your comments below.
The proliferation of flexible work continues. Whether the flexibility is related to hours (such as flexi-time, compressed weeks, or part-time work) or workstyles (telecommuting, flexible workspaces, or job sharing), it is something that more employees want. Flexible working arrangements are viewed as attractive because they represent freedom – to be productive, stay motivated, and save time.
All of which also benefits employers, but not every organization has come around to appreciating the advantages. Ironically, if your organization isn’t open to the idea of flexible work, you are putting yourself at a competitive disadvantage when it comes to recruiting, hiring and keeping the best and the brightest. Which means it’s worth your while to at least explore the possibility. In my latest column in The Globe and Mail, I offer five must-dos to help you make flexible working a reasonable alternative in your organization.
If you get the print edition of The Globe, you’ll find today’s column on page B12.
Note: if you are a subscriber to The Globe and Mail, you can also read the column directly at their website at this link: https://tgam.ca/2RjIGoI
So I’d love to hear about your experiences with flexible working. Is it an option that is offered in your organization? Is it working well? What are some of the challenges? What do your employees think about it? Please add your thoughts below.
For years, nay decades, there’s been talk of work-life balance – that delicate equilibrium between the time you spend at work and that which you dedicate to family, social and leisure activities, and personal interests. In fact, I too have often penned posts (such as this one) that seek to achieve just that. But work-life balance is a myth, a non-achievable nirvana that few (if any) have realized. So it’s long past the time to let this obsolete idea go. Instead, it’s time to embrace work-life blend.
In my latest column in The Globe and Mail, I explain how the word “balance” implies that a negative – work – needs to be offset by a positive – life. But there shouldn’t be anything negative about earning a living. Work-life blend acknowledges that trying to isolate work from life is not only impossible, but also places immense amounts of anxiety and tension on those trying to do so.
Shifting to work-life blend doesn’t happen overnight
So what will it take to reposition from balance to blend? That’s exactly what I address in this column which published in yesterday’s print edition of The Globe. If you get the print version, you would have seen it on page B10.
Note: if you are a subscriber to The Globe and Mail, you can also read the column directly at their website at this link: https://tgam.ca/2zIvkMH
So I’ve already heard from several readers on The Globe‘s site who are not impressed with my point of view. They believe that my suggestion of work-life blend is just another way to further reduce “life” time. But I’d love to hear what you think as well. Do you agree or disagree with my perspective? Please add your thoughts below.
On January 1 this year, my regular column in The Globe and Mail outlined my assessment of the five employee-related trends that were going to gain the greatest momentum in 2018. Number three was the influx of Generation Z into the workplace. As I predicted, this topic continues to be of huge interest to leaders everywhere, so my latest column for The Globe addresses this very subject.
Generation Z are not just millennials magnified!
Generation Z started turning 23 this year, which means that increasing numbers of them are working in more than just fast food and retail. Just as millennials changed the face of work, so will these young entrants to the workforce. Despite there being similarities between Gen Zers and millennials, there are more differences than not. Don’t make assumptions about who they are, what motivates them, and how they operate to get things done. Above all, don’t presume that they are just millennials magnified.
Note: if you are a subscriber to The Globe and Mail, you can also read the column directly at their website at this link: https://tgam.ca/2Px2a8w
So I’d love to hear about your experiences with Generation Z, either because you’re working with them, or because you are one! Are the five differences that I have outlined what you know and see to be true as well? Please comment below.
As the last of the Boomers move through their 50’s and beyond, those who elect to take early retirement often take decades of tacit knowledge with them. This boomer brain drain – the loss of undocumented, intuitive experiential information about people, business processes and informal procedures can leave huge gaps in an organization’s cumulative intelligence.
The boomer brain drain can cripple your company
This corporate amnesia can cripple a company, so if you’re a leader, it’s up to you to actively identify and work to mitigate this possibility. And the time to do it is now, well in advance, and not just in the months and weeks before a key employee is due to leave. In my latest column for The Globe and Mail, I offer five strategies to brace for the boomer brain drain, and retain crucial institutional knowledge.
Is it possible for a small young company to outperform an industry titan, for David to beat Goliath? Yes. Just ask Uber, Netflix and AirBnB. Upstart Uber became one of the world’s largest taxi companies without owning a single taxi. Netflix revolutionized the video market, essentially putting Blockbuster out of business. AirBnB has become an accommodation provider to be reckoned with, without acquiring a single piece of real estate. It’s called disruptive innovation. And many a senior leader across North America loses sleep over whether it could happen to their company, and perhaps more importantly, how they could prevent it.
Disruptive innovation is often overlooked
Historically, established corporate leaders don’t often see disruptive change as a hazard, usually because it starts when their own company’s profitability is robust and the competitive impact is minimal. However, by the time the threat is conspicuous, the disruptive force has already gained so much traction that any efforts to reverse the tide are futile. So what is really needed is an advance warning system. Which is exactly what I cover in my latest column for The Globe and Mail, out this morning!
In this column, I identify three specific actions leaders can take to assess whether their company and industry will come under attack, well before the threat becomes a reality; three things you can do to ensure that you don’t become collateral damage when your market niche is disrupted.
Note: if you are a subscriber to The Globe and Mail, you can also read the column directly at their website at this link: https://tgam.ca/2KFP2zO
So I’d love to hear your experiences and perspectives on disruptive innovation. What have you observed in your industry? What have you seen that leaders have done really well, or missed completely? Please share by commenting below.
When was the last time you washed a rental car? Probably never. And the reason is simple. Because you don’t own it. This simple reality offers a compelling insight into what it takes, really takes, to create engaged employees.
Four things you can do with immediate impact
In my latest column for this morning’s The Globe and Mail, I lay out four specific things you can do as a leader to create a level of interest and ownership that would not only get your employees to wash the cars, but also check the oil, and rotate the tires. Interestingly enough, none of the four are high-level strategic engagement initiatives developed by senior management at the annual planning retreat, or policies developed by a small army of bureaucrats in a backroom somewhere.
I make the point in today’s column that engaged employees occur at an individual level, person by person, and as a direct result of the one-on-one relationship each of your staff has with their immediate and direct supervisor. Which means that if you’re a manager, supervisor, team leader, or any other title that has direct responsibility for people, then your behaviour and actions will unequivocally determine how engaged each of your employees are. This is a weighty responsibility, one that I believe no leader should ever take lightly.
Note: if you are a subscriber to The Globe and Mail, you can also read the column directly at their website at this link: https://tgam.ca/2l3vEOc
But as always, I’d like to hear what you think. What have been your experiences? Do the four specific actions I list in this column resonate with you. Please share your thoughts by commenting below.