The State of Things.

Over this past year, I have sat down with hundreds of business owners, executives, emerging leaders, managers and every title in-between from companies across New Zealand and Australia. These individuals come from different industries, backgrounds, skill sets, personalities, passions and pay grades. However, despite their vast differences, certain themes have continued to pop up in our strategy and coaching sessions. The workforce has undoubtedly changed over the last half decade- but things are settling, building, and booming again. However people are feeling the pressure in many similar ways. So, I thought I’d break down the state of the workforce on this side of the world, with a few tips on how to work through.

Lack of Talent. People are working differently post-covid. Whether working from home, having a hybrid schedule, or leaving the traditional workforce completely, the talent pool has changed and they have different expectations. Because of this, it can be hard to find good staff. Pair that with an industry that has seasonal workers or high and low seasons, and this can make things particularly difficult. So, how do we combat this new environment and ensure the work is getting done and our teams are full?

1. Have a strong culture and hire for fit. Your company’s culture should be undeniable (and if it’s not, get in touch), so it should be easy to know the type of workers that succeed in your place of business. Write down the key attributes of your most successful employees and use those keywords when recruiting. Know your must haves, your nice-to-haves and your deal breakers- and don’t compromise. And please- be proactively recruiting talent- ‘posting and praying’ should be your last resort when it comes to hiring.

2. Focus on your Values. Your company has a Mission Statement and Company Values for a reason- so use them in all you do! From hiring, to onboarding, to training- make sure you keep coming back to the values of your company so that everyone knows the expectations and the way things work.
   Exercise: Ask your employees whether they know your corporate values at your next meeting. If they don’t, you, as their manager, have some work to do!

3. Know the Expectations. One of the largest complaints I hear from managers is that their staff expect to do the bare-minimum in their jobs and never take the initiative. My question to that is, where are these expectations coming from? As a manager, we set the example. So, if the majority of employees aren’t pulling their weight, it’s either because the wrong expectations are being set by the manager, or the manager is not addressing this behaviour. Be clear with your expectations and set the example through your own behaviour and you will start to see change in the majority of your team. The ones that don’t meet your expectations, can then be dealt with one-on-one, but you’ll have a team of people to highlight as to how work should be getting done.

4. Create Opportunities. As an employee, it’s hard to be excited about work if you feel like you’re wasting your time or there is no place for growth. However, I hear a lot of managers wondering why they should invest time and resources into someone who isn’t going to stay long. Well, why would they stay if they don’t have a reason to?
   Most people get a job for the paycheck, but careers are made by managers who invest time and resources into their staff- even the ones who may not be the obvious next promotion. As leaders, we have the responsibility to educate and empower our employees with the hope that they will grow into great and succesful leaders. And for the ones who may leave, you can rest easy knowing that you have made an impact and have helped them in their leadership journey- wherever that may be.

Lack of Time. With a hybrid workforce, difficulty finding and retaining talent, and demand stabilising/increasing, it can be difficult to shut it off at the end of the day. Even if you are fully staffed, the new working environment post-covid has created an atmosphere where it’s more difficult to disconnect from work- and it is weighing people down. So, how do we navigate this new environment so that work is getting done but we don’t burn out?

1. Be in control of your schedule. Whether you are a 9-5er, a shift-worker or your schedule varies, you have an idea of when you start and finish work. Yet the day can quickly get away from us and before we know it, we’ve worked well past our scheduled hours. It happens all the time- and working longer hours is fine- as long as it’s purposeful.
   Exercise: Set an alarm in your calendar/phone for when you start and finish work- and try to stick to it. The ideal is to not check emails or answer work calls before your official work day has started, and to leave work when the alarm goes off at the end of the day. But that isn’t always practical.
   However, if we are made aware of when our day starts and when our day ends, it gives us a choice. If you do not start work until noon, however you want to review notes before your meeting, then make the conscious choice to do so. If the alarm goes off at the end of your work day, yet you are in the middle of a report and you know that another hour will allow you to finish the work and sleep better, then stay. What you do before or after the alarm doesn’t fully matter, but it’s taking control of your work day that does. Setting an alarm stops us from getting lost in our work until 11pm, sitting up and wondering where they day has gone. You will also begin to expect the alarm, so will start working more efficiently. When 3pm hits, you will know that you have two hours left in your day, so what can get done in that time? A simple set of alarms can be the first step in getting your control back- and that will give you back your power.

2. Set the ‘Out of Office’ Standard. When you are away from work, what does that look like? Are you checking emails, answering phone calls, worrying about what is going on? These are all pretty normal actions for a manager, however they shouldn’t be. As managers and leaders, we need to set the standard for what ‘time away’ from work looks like.
   The first step is to ensure you have a process for your team when you aren’t at work. Outlining how situations are to be handled when you are not there will give clarity to everyone on how things should be done- and give you peace of mind.
   Exercise: When a situation comes up at work while you are out of office, have the employee ask themselves, “Do I have the tools, the resources and the authority to deal with this on my own?”If the answer is yes, then empower them to handle it themselves.
   If the answer is no, then make sure they know who has the authority to make a decision that is currently working, and contact them. If you are the only person who can handle the situation at hand, then a phone call is warranted- but only if the above has been exhausted.

   By creating a process, you are empowering your employees to handle situations in the best way possible and giving yourself a reprieve from having to check in- because you know if they really and truly need you, they will call. You are also setting the standard for the team that time outside of work for all employees is important- and it is respected.

3. Know your place. There are two types of situations that we deal with: controllable and uncontrollable. Yet, we often put the same amount of time and energy into both, even though the results can be drastically different. The next time a situation pops up, or you find yourself spending a lot of time on a certain issue, ask yourself: “Do I have control over this?” If you do, then the energy may be well spent- (but make sure it is a reasonable amount!). But if you do not, then take a deep breath and let the realisation that this is not in your control sink in. Now, if it’s a cause or situation you are deeply invested in, then you may want to spend time trying to influence the situation, and that is ok. However, it is still important that we have a clear understanding of our role. It is amazing the clarity that can come when we realise a situation is ours, and the sense of relief that can come when we realise something is actually out of our control.

4. Ask. People are working long hours, covering multiple positions/titles, upskilling when they can and just trying to get the job(s) done. And many feel they are doing this on their own. The obvious answer seems to be to ask for help, yet one of the most common statements I hear is “I’d ask my manager for (help,resources etc.) but they are just as busy as I am.”
   Here’s the thing. If you don’t have the tools or resources to get the job done, then you aren’t doing what you were hired to do- or at least aren’t doing it efficiently. Your manager is most likely affected by this too. By having a conversation around what you need to succeed, you will be advocating for yourself and hopefully creating an environment where you are able to work better. This means a happier workplace, a less stressed employee, and potentially more time to assist your manager (and create opportunities for yourself) with all they have going on. There is no one that can advocate for yourself better than… you. So, ask for it.

Lack of Opportunities. We get a job because we need a paycheck, yet we work because we want purpose. However, no matter how passionate we come into a job, it is easy to get stuck in the weeds, and start to lose that passion. When this happens, people start to blame the job. They blame the managers. They blame the environment. They blame the corporate culture. One of the last places we normally look to blame is our own actions. But taking a look at what we’re doing and how we’re doing it could be the most effective place to start with the fastest benefits. So, how we can get out of the weeds and not only make room for opportunity, but potentially create them ourselves?

1. Know your Role. One of my least favourite sayings is “that is not in my job description”. However, sometimes we need to do a real check at the work that we’re doing. Does everything really need to be done by us? Are there people better suited (skill) or in a position (support) to take on these tasks? If the answer to either question is yes, then that task does not need to be done by you. When we delegate properly, we create space for ourselves to have a higher and more in-depth understanding of the work that is being done, as well as creating opportunities to be better, do more and be innovative.
   Exercise: Make a list of your responsibilities, including the tasks that you do on a daily, weekly, quarterly etc. basis.
   Now, categorise the list:

   • The first section should be tasks that have to be done by you. Perhaps they require your signature, require access to a database that only you have access to, or are a specific requirement of your title.

   • The second are the tasks that make your job worth-while. These are the things that you are proud of, that you take ownership of and highlight when people ask you what you do. These are your babies.

   • Anything not listed in the sections above should be added to section three. These are the tasks that can be delegated or streamlined.

2. Delegate. You would be surprised how many managers don’t delegate. The reasons for this are endless (they like to be in control, they fear looking lazy, they worry about having to micromanage, they think that it’s just easier to do it themselves…), but most managers view delegation as a daunting task that will cause them more work.
   Delegation is how work gets done efficiently and how managers create strong teams, so it is a necessity if you want to be successful in your role. The good news is, it can be very simple to do, if you have the right framework. I like to follow a simple step process to ensure i’m delegating effectively:

   • Know the task. If you’ve done the exercise above, then the first step of delegation is already done. The point is, you have to know what you’re asking people to do before you give it to them. You also need to decide how particular you’re going to be about how it gets done, the timeline(s) for completion and any other details that are important. Is there a process that needs to be followed or can your employee figure it out for themselves? Are there deadlines, or check-in points that you expect? Whatever the answer, make sure you’re crystal clear about what you’re delegating.

   • Know the type. Different tasks require different support from you. Some tasks require proper training. Other tasks allow an employee to take it and run with it- as long as the goals are understood. Take a look at what you’re delegating and see which type of task it is.
     If it requires training, schedule it in so that it is learned properly. Create and communicate times that you’ll be able to train or assist and make sure you’re available over that period to check for understanding. Take the time to get the training right the first time.
     Other tasks don’t have to be as hands on, and can be explained and sent on their way. A useful tool for these types of tasks is using a backbrief technique that is widely used in the military.
     The backbrief technique works as follows:

     1. Schedule a meeting where you brief your employee/team on the task. Ensure you have all details for the task, including goals, timelines, resources and any other pertinent information.

     2. Explain to the employee(s) that you are going to brief them on the task, and then they will be able to ask questions and clarify their understanding. Once understood, they will come back and brief you on their assignment.

     3. After all questions have been asked and answered, end the meeting and schedule a time to reconvene for the backbrief. (This can be a few hours or a few days, depending on the task and everyone’s availability and schedule).

     4. Reconvene at the scheduled time and hand it over. It is time for the briefback. One of the most important parts of this exercise is that you do not interrupt them during their backbrief. This is their time to show their understanding of the task, so it’s important that we give them all the space they need to get everything out. Some people will be elegant in their delivery, and some will ramble through, interjecting details throughout their brief. The delivery isn’t important- the details are.

     5. Once they have gotten through their entire brief (uninterupted), you can tweak or add any details that may have been missed or misunderstood. “That was fantastic- however, make sure you…”. This final response from you is when you finalise the task.

     6. Then, you send them on their way.

        This technique can be scary because it requires us to trust that our employees will get it right. However, if we have provided them with adequate tools and resources, as well as a space to check for understanding of the task, they should be ready to go. This doesn’t mean there won’t be mistakes or errors. However, the time you saved in unnecessary training, micromanaging and worrying, let alone doing the task yourself, will far outweigh the times that you need to step in and clean up a mess.

3. Pick your Head up. It is amazing what we’re able to see when we’re not stuck in the weeds. If we understand our role and know how to effectively delegate, we are left with a clearer head and more time and space to see what is going on around us. With those unnecessary pressures gone, we will have less of an emotional response to the work we do, which allows our ‘thinking brain’ to step back into charge. When that happens, we are more optimistic and solutions-focused. We are proactive in the work we do and the decisions that we make, as opposed to feeling we’re on the back-foot and being reactive to everything going on around us. Simply put- we are in a place to thrive and innovate.

4. Get out there. If you’ve followed the above steps, hopefully you’re breathing easier, you’re sleeping better, you’re focusing on the relevant parts of your job, you’re creating opportunities for your team to succeed and grow, and you’re feeling in control. You are now in a place where you not only recognise opportunity, but you can go after it. Perhaps you’ve noticed areas for improvement in your team. Processes may need to be updated or modernised. Maybe it’s time to start looking at what competitors are doing and upping your game. The thing is, those opportunities were always out there, you just weren’t able to see them because of the work and stress that were taking all of your headspace. Now is the time to identify the opportunities and see if you have the tools, resources and authority to make it happen (sound familiar?). If you do, go for it. If you don’t, schedule a sit down with your manager and see where it takes you. Who knows where you’ll end up, but hopefully that passion is right back where it belongs.

The themes above aren’t earth shattering or being seen for the first time, but they do make a huge impact in our ability to perform. It all comes down to doing our best to control the situations around us through reflection, empathy, recognition and clarity.
Reflecting on what is actually causing us stress: Is it a lack of talent or a lack of focus on who to hire that is causing our workforce shortages?
Having empathy for our teams and ourselves when setting expectations for our team and workplace, and ensuring our actions reflect our values and culture.
Making sure there is recognition, both for our teams and for ourselves in what our roles look like and being able to recognise when we may be stuck in the weeds.
And having clarity on what our individual and team goals are, what ignites our passion for our work, and how we can best empower the hearts and minds of all of those around us (including ourselves) to achieve success.