Volume 1, 2022

How to improve your negotiation skills and conduct successful negotiations

Author: Natalia Novoa

Many people see the negotiations as an unpleasant, stressful moment that should be avoided at all costs. And because they feel uncomfortable negotiating, confronting, and taking risks, these people often prefer to shorten and end the negotiation process quickly.

Success in negotiations can increase your salary, give you a better place in the hierarchy, gain support for your project or department, get an approval of the desired budget, improve your chances of success at work.

Therefore, it makes sense to overcome your reluctance to negotiate and improve your skills in how to conduct them.

How to conduct successful negotiations (and what skills you need)

You can get an immediate improvement in your negotiation skills simply by following my suggestions below.

Negotiations "I win - You win"

When people imagine a negotiating situation, they think that one of two things will happen: they will either win or lose. However, negotiating professionals do not see this issue in this way. They are aware that successful negotiations are those in which both sides feel victorious - at least to some extent.

When sitting at the negotiating table, do not try to be a winner on absolutely every item on the agenda. Win big battles and give in to small things. Ask yourself, "What is it that I can give up without costing me much, and that would make the other party happy?"

Everything can be negotiated

Many business people believe that certain company policies and procedures are not subject to change and negotiation, as if they were the Ten Commandments. In practice, however, nothing is constant, everything can be negotiated.

Realizing this fact is a strong advantage in negotiations. An engineering consultant, for example, when negotiating his fee with a potential client, was told that the company was unable to accept his condition for partial advance payment. "I don't mind paying a certain amount in advance," explained the project manager, who was an employee of the client company. "However, our company policy does not allow us to pay until at least some of the work has been done."

The consultant knew better than to agree with the news. He replied:

"Bill, I understand that's the way you usually work with your suppliers. However, I am an independent consultant and receive advance payment from people who want to hire me.

I know that the company policy you mention is just a direction of work set by the management of your company and that the management can bypass it if it wants. And I claim that this time you will have to circumvent your rule if you want to hire me. "

A week later, the consultant received an order and a check for a third of his fee.

The rule of three

Before you sit down to negotiate, you should have clarified very precisely three specific figures:

The maximum - the highest figure. This is the highest price you intend to ask for without fear that you will immediately refuse the other party.

The minimum - the lowest figure. This is the lowest price you would accept a deal.

The goal - a realistic figure that you have a good chance to win. Your goal will probably be between 50 and 75 percent of the maximum.

Your effort will pay off if you are optimistic when setting your maximum.

For example, a scientist wants to apply for new laboratory equipment and estimates that such a machine can be purchased for $ 15,000 to $ 50,000. If he asks for $ 50,000 and management halves his budget, the scientist will have $ 25,000. But if he increases his claim by 20% in advance and applies for $ 60,000, halving it will provide the scientist with a budget of $ 30,000. it will have a machine for $ 5,000 more in capacity and capabilities.

When negotiating, strive to achieve your goal, but be prepared to accept any other offer between your minimum and maximum. In some cases, you will be surprised to learn that the maximum you ask for is accepted without objection. In other cases, the other party will not want to hear even the bare minimum. If this happens, you will be forced to take more drastic measures, such as talking to the manager of the employee you are negotiating with, threatening to leave the negotiations, or changing jobs.

You set the rules

The person in charge of the negotiations is usually the one who has determined the main directions of the conversation. Make this person you, not your opponent.

To do this, say:

"Before we begin, I would like to take a look at the current situation and outline what we expect to achieve together."

Then go on to describe things from your point of view. The other party will usually agree with you, intervening only when it wants to make some (small) remarks and comments on what is generally your position. That way, when the negotiations start, you will be in control of the situation - because you have defined it.

You choose the time and place

To succeed in negotiations, you must be physically and mentally prepared. To distract you, the other party may try to surprise you. For example, the boss puts his head through the door and asks you a question that he wants an immediate answer to. Or, suddenly the phone rings and a client wants to get a price for a project that was discussed quite a few months ago.

Don't let yourself be put in a situation you are not prepared for. Tell the boss, "Boss, I'm doing something very urgent right now. Can I walk through your office this afternoon? ” Respond to the client: "I am not alone at the moment, and it will take me some time to calculate the numbers. I'll call you tomorrow. " No reasonable person will deny such arguments, and you will gain time to prepare properly. Also, that you can take advantage of the negotiations at a time and place of your choice.

The arsenal of facts

The best way to prepare for negotiations is to gather information about all the facts, statistics, cases, events, documents, and other evidence that can support your position.

Printed evidence is particularly useful. People are skeptical of oral arguments but would accept that words printed in an article, book, or report are true. Collect research, studies, and articles in a folder, make copies and highlight or highlight key facts to make them stand out on the pages. Use this powerful evidence support when you feel you are losing ground on a key point in the negotiations.

In the end, you may need to use only a small part of all the prepared materials, but in any case, you will negotiate with more confidence, just knowing that you have them. Experience has shown that the people who succeed in negotiations and debates are usually the people who have the most facts.

Do not hurry

People who think logically are usually looking to close negotiations faster. Closing is the final, clear, and well-defined solution to a problem. Many people, including technically-oriented professionals, are looking for closures because they are trained to find the right solutions.

However, life is not a mathematical equation. Negotiations and other human issues cannot always be "wrapped" in mathematical evidence.

When negotiating, you should expect and be prepared to accept some ambiguity in what you are negotiating. If 90% of the issues are resolved and the negotiators are already tired, let the other 10% wait a while. Do not insist on discussing and resolving all, even the smallest details on the same day, otherwise, you risk irritating people against yourself and losing the advantage you have gained so far.

On the other hand, don't give in to your opponent just because you're tired and you go home. Instead, ask for a break. Assess where you have taken it and offer a new meeting to decide everything else… where, thanks to a few days break, each country will approach the negotiations with fresh ideas and ум fresh mind.

Human attitude

Most of all, remember that in your negotiations you are dealing with human beings, not machines.

You will have an advantage if you know as much as possible about your opponent before you sit down to negotiate. Assess what kind of person you will be talking to and adjust your sales style as appropriate. Senior managers, for example, usually want to get into the details quickly. They are interested in the "big picture" and do not want to waste time on trifles.

On the other hand, production or maintenance managers, for example, want to prove that they are aware of all the innovations in their industry… even when they are managers, not just ordinary employees. So before approving a project, they may ask you to explain every detail down to the last detail.

Poet Henry Wadsworth Longfellow said, "If we could read the secret history of our enemies, we would find that there is sorrow and suffering in every man's life enough to disarm any hostile intent." You may not like your opponent or be angry with him for hindering your intentions, but your negotiations with him should be polite and arrogant, not violent and hostile. Keep your composure if you are attacked and respond with solid arguments and supporting facts. No shouts and outbursts of nervousness.

Whenever possible, try to outline common goals and points where you agree with the other party. After all, this is not a war, but just a negotiation. In most cases, both sides will have similar goals, the difference is in your intentions on how to achieve these goals. When answering, use phrases that show empathy for the other party's position, such as "This is a good point of view" or "I share most of what you said, but…" Make the other party feel like a winner - both together. you will be like that.

Techniques for convincing the opponent, with the option to turn him into a business partner and friend

To get someone to do something, they have to ask for it themselves. Even better, if you convince him to fulfill it with desire. And how about becoming so good that even he decided the idea was his.

Here are some tips to help you become an expert in the art of successful negotiation:

Praise and sincere interest in the opponent

Greet your interlocutor warmly, praise him and start a conversation on a topic that excites him. Examine the person against you in advance and find out where his sense of importance comes from, take an interest in his interests. Find out what he wants and think about what you can offer him.

Listen

Take an interest in the person by encouraging him to talk about himself and his successes. In this way, you will show respect to him, and you will also intrigue him indirectly.

In case of dispute - avoid confrontation

The surest way to win a dispute is to avoid it. Be proud of your interlocutor - if he is wrong, what you need to do is, without pressure, gradually convince him of your rights. Meek, modest and well-meaning. Try to understand how things stand from his point of view. Ask him questions that will lead him to the correct answer. Before or after he realizes his mistake, show him that you are not sinless - admit your own mistake - this will make it easier for him to tolerate criticism. Emphasize its strengths, and then tactfully and respectfully discuss what can be corrected and improved. Challenge him and give him a chance to prove himself. However, in case you make a mistake - immediately admit it and apologize.

Magical phrases and tactics during persuasion:

"I may be wrong, let's see the facts."

Isn't that better?

"What do you think about this?"

Socrates' method - ask questions that suggest a yes. They direct the thought process in a positive direction and help to avoid a negative response or rejection.

Look for the intersections of your opinions on a given issue.

Surprise your opponent by presenting your idea unusually and differently.

Bonus advise if you fail to reach a consensus on the topic

Take the time to reconsider. Postpone the meeting on the pretext that you need time to consider the opinion of others. Do not forget to thank your interlocutor for his interest in the case.

What is Parkinson's Law and how to overcome it?

Author: Lucas Augustin

For example, according to the plan, the world-famous Sydney Opera House was to be built in 4 years. However, its construction took 14 years.

What is Parkinson's Law?

Parkinson's Law was formulated by Cyril Parkinson (1909-1993), a British historian and writer.

In 1955, Parkinson published his humorous essay in The Economist, in which he formulated the law. He later developed his essay in several books, in which he defined more laws in connection with the basic law.

Parkinson's law states that "The work is growing to fill the available time."

Or, the more time is given to a task, the more work will be done to achieve it. This is because, according to Parkinson's Law, the volume of work expands to the extent necessary to fill the time allotted for its implementation.

Despite Cyril Parkinson's humorous way of presenting this idea, the idea is extremely serious and has a huge practical impact.

Why do teams and organizations fall victim to Parkinson's Law? 

There are two reasons for this. First of all, in many areas, the work is becoming more complex. A variety of conceptual skills are required to perform a large number of activities related to the activity of the right hemisphere of the brain, which is responsible for creativity and creativity. This in turn requires more time to do the job well.

But there is a second point related to Parkinson's Law, and that is procrastination. When a person or team knows that they have a specific time to complete a task, it reassures them that the completion of the task can be left until the last possible moment. The problem here is that any delay in the start of the actual work usually means that it will take more time to complete, which further extends the planned deadlines.

Based on his first law, Cyril Parkinson formulated several other laws as follows:

Law II: "Expenditures are raised to absorb revenues."

Law III: "Expansion means complication, and complication means decline."

Law IV: "The number of people in a working group is growing regardless of the amount of work to be done."

Law V: "If there is a way to delay an important decision, the official will always find it."

Parkinson notes that organizations have an indestructible desire to expand, regardless of the results of their activities. Even if there are no results, the number of employees often increases, creating unnecessary work for everyone, so that everyone becomes even busier. In turn, costs increase so that they fit into revenue, even if there is no need to do so.

How to Overcome Parkinson's Law?

Parkinson's Law has to do with productivity. It is useful to know how the consequences of its negative impact on teams and organizations can be overcome.

Let's imagine an employee who is assigned by his boss to complete the task of arranging for months and years some scattered documents in folders. There is no deadline for the task - the boss tells his co-worker to do it "when he has free time" - but it looks impressive in volume, as the documents have been piled up for years and are too numerous.

The employee has no idea how important this task is to the boss or the organization. He is also unsure why the documents should be sorted by year. How motivated will such a person be to take on such a task without delay? Most likely, he will not be particularly motivated, which is why this task will end in a huge amount

Therefore, the first thing that should be done to stimulate a person or team to take active action is to clarify why one task or another is important and why it is important. This immediately leads to the idea of ​​clarity for employees about the mission and vision of their organization or team.

The mission of an organization

The mission of an organization is the meaning that makes it exist and its fundamental goals. An organization's vision is what it wants to achieve and what it strives to become.

If people in an organization are unsure about these two things, they will have a hard time understanding how each subsequent task assigned to them makes sense. And when one task or another doesn't make sense to the people who have to do it, they usually start trying to postpone it for "further" or not even do it at all.

The next important point for overcoming Parkinson's Law is clarity about the roles in the team or organization when it comes to implementing a project or task.

When there is a common task to be done in a team, sometimes there is a problem with responsibility. It is easy to blur the responsibility and it is not clear who is responsible for what in the joint work and for what - not. This in turn increases the time required to complete the task.

Use the RACI Matrix to define team responsibilities

In this regard, it is useful to use the RACI Matrix to define team responsibilities. At each point in the group activity, it should be clear who is working on the task, who has the highest responsibility and authority for it, with whom the task should be consulted, and who is the person who should be informed about it.

With the help of the RACI matrix, the risk of the inaction of certain people or duplication of effort can be reduced. The matrix is ​​useful for better communication between people, and effective communication is very important to overcome the consequences of Parkinson's Law.

Finally, to combat Parkinson's Law, it is very important that the task is well formulated and that you know what goes into it and what doesn't. People who will work to achieve it must have a clear idea of ​​what will be the main priorities in the work, the main parameters and limitations, as well as the criteria according to which it will be assessed whether the task is completed successfully.

This in turn leads to the idea that a project should not be expected to be perfect. Every project, activity, or task to be done should have a main focus that employees are familiar with, but also areas where the project has no ambition to develop, which employees should be familiar with again.

The Impossible Triangle in project management

For example, in project management, the concept of the "Impossible Triangle" is known, which consists of price, quality, and deadlines. For a project to have practical value, we need to focus on only two of the three variables. In practice, it is impossible to perform all three things to a great extent - a job is done qualitatively, both quickly and cheaply.

All this should be known in advance by the people who will be working on a project or task, otherwise, they will wander, waste a lot of time, and eventually, Parkinson's Law will be in full force.

Summary

Parkinson's law states that work grows to fill the available time. Read more: Time Management.

This has negative consequences for organizations, which manifest themselves in the form of ineffective efforts, bureaucracy, increased costs, and low morale.

Parkinson's law can be neutralized by requiring active managerial action from the very beginning of a project or task.

Additional Parkinson's Laws

Law I: "The work grows until the available time is filled."

Law II: "Expenditures are raised to absorb revenues."

Law III: "Expansion means complication, and complication means decline."

Law IV: "The number of people in a working group is growing regardless of the amount of work to be done."

Law V: "If there is a way to delay making an important decision, the clerk will always find it."

Law of Silence: "The progress of science changes inversely with the number of journals published."

Law of Delay: "Delay is the deadliest form of denial."

Data law: "Data grows until the capacity of the data carrier is full."

Law on Operations: "The time spent in a meeting on a problem is inversely proportional to its value."

Law of a Thousand: "A company with more than a thousand employees is a self-sufficient empire that creates so much internal work that it does not need contracts with the outside world."

A popular example of writing a letter to a niece

The author gives the example of an elderly lady who sits down to write a card to her niece. Because the woman has no work to do, this otherwise simple task manages to fill her whole day - an hour goes to choose the card, another hour to look for glasses, half an hour to find the exact address of the niece, an hour and a half for composing the letter, and another 20 minutes for wondering if to take an umbrella on the way out to the post office. The effort, which would take no more than three minutes per busy person, could last for hours with more free time.

Anyone who has faced the challenge of completing their work by a certain deadline knows how true Parkinson's law can be.

The historian's article has a very specific purpose - criticism of the bureaucratization of the British state administration. Despite a 2/3 reduction in the British Navy's fleet and a reduction in the army staff by a third between 1914 and 1928, the bureaucracy had inflated by almost 6% a year.

The fewer people and activities that need to be managed, the more the management staff increases. Parkinson points out that the reason for this paradox is related to factors that have nothing to do with the specifics of the operational needs of the Navy.

One of the scholars who support this theory is Stefan Turner, a professor at the Medical University of Vienna. His interest in Parkinson's law arose when the Faculty of Medicine at the University of Vienna split into a separate structure in 2004.

Within two years, says Turner, Vienna's new Medical University has increased its administration from 15 to 100, while the academic staff has hardly changed.

At the same time, he came across Parkinson's book and was inspired to test its laws with a mathematical model.

Any company with 6% annual growth in administration will sooner or later disappear

Parkinson says that any company with 6% annual growth in the administrative apparatus will sooner or later cease to exist, as the entire workforce will deal with bureaucracy at the expense of productivity, "Turner said.

Parkinson points to two elements that lead to bureaucratization. The first of them is the so-called law on the multiplication of subordinates - the tendency of managers to hire two or more subordinates to perform their tasks so that no one is in direct competition with the manager himself. The second factor is the tendency of bureaucrats to create jobs for other bureaucrats.

Companies usually start with a horizontal hierarchy. As the business grew, managers recruited assistants, who were subsequently promoted and in turn began to hire their subordinates.

Thus the pyramidal structure begins to grow. Artificial layers are added, which have no purpose other than to introduce a new hierarchy and create an opportunity for the structural displacement of the people that the manager wants to motivate and satisfy. When the pyramid turns out to be too big or expensive to maintain, it can "eat" all the company's profits. If the bureaucracy is not drastically reduced at this stage, the company will perish.

Turner also analyzes the structures that underlie Parkinson's Inefficiency Study: Governments.

The Austrian and his colleagues examined the number of ministries in nearly 200 countries and found that there was a negative correlation between cabinet size and government efficiency, political stability, pluralism and accountability (measured by the World Bank), life expectancy, education, and education. standard of living (measured by the UN).

Change in efficiency when the group reaches 20 people

The scientists' model shows a significant change in efficiency when the group reaches 20 people.

"We have created a realistic model of people-to-people connections and given virtual commissions random initial opinions on various topics. We see serious differences in the ability to form coalitions in 20 people. Smaller interest groups have formed that block each other. This explains why "It's becoming increasingly difficult to reach consensus solutions with big governments," Turner said.

If Parkinson's theses are still valid today, does the same apply to his famous first sentence? Is it true that without strict deadlines a person tends to waste his time so that the performance of a specific task takes more than necessary?

Research shows that there is some truth in Parkinson's law

Research conducted in the decades following Parkinson's essay shows that there is some truth in it.

In the 1960s, scientists proved that if the subjects "unexpectedly" received an additional extension of the term of work on the task, it would take them more time to complete.

In another 1999 study, participants were asked to rate four groups of photos. When they are told that the fourth group will drop out, the subjects start procrastinating on the penultimate third set, instead of just finishing the task earlier.

The researchers found that the extra time spent on the task (counting the number of letters in a given phrase) did not improve the accuracy or the ability to memorize pairs of words in the subsequent surprise test.

In that case, what should one do to increase one's productivity? Should I set shorter deadlines, or should I limit my efforts?

Can limited time improve our productivity?

People have a limited capacity for memory, attention, and endurance (mental range), says Eldar Shafir, a professor of psychology at Princeton.

Because our ability to concentrate is limited, we divide it sporadically as we see fit as we perform the tasks of our daily lives. Sometimes - by necessity - one has to tighten up and focus one's efforts.

When a person knows that there is a deadline and it expires soon, it acts as a warning of an approaching storm - threatening and inevitable. This is the reason why the mind is mobilized more seriously to perform the task.

The problem is that even if it is completed perfectly, everything else shifts to the periphery of attention - even if it is important personal commitments. This is the price everyone pays for the success achieved with full concentration of effort.

Rushing to complete a task in a short time can also have drawbacks - especially when the deadline is set by someone else. If the working time is too short and a person panics, he will have to sacrifice his efficiency, and from there everything can go wrong.

People often say that if they had not been pressured at the last minute, they would not have finished the job. But research shows that human productivity is not linear.

What does this mean for the hypothetical elderly lady with Parkinson's, who writes letters to her relatives? If she had given herself a tighter deadline, she would probably have finished sooner. But if there's nothing to do all day anyway, she may have finished just in time.

Questions and Answers

Q1: What is Parkinson's Law in the economic context?

A1: In the economic context, Parkinson's Law refers to the observation that government or organizational bureaucracy tends to expand over time, regardless of the actual need for its activities or the accomplishment of its objectives. It is often associated with the notion that work and administrative tasks tend to increase in complexity and volume, leading to inefficiencies and wasteful use of resources.

Q2: How does Parkinson's Law affect productivity and resource allocation?

A2: Parkinson's Law affects productivity by diverting resources and attention to non-essential or redundant tasks, leading to a decrease in overall efficiency. As bureaucratic processes expand, more resources get allocated to manage the bureaucracy itself, leaving fewer resources available for productive activities.

Q3: What are the consequences of bureaucratic expansion due to Parkinson's Law?

A3: The consequences of bureaucratic expansion can include increased administrative costs, delays in decision-making, reduced responsiveness to changing conditions, and decreased innovation. It may also result in a bloated workforce and decreased accountability.

Q4: How can organizations combat the negative effects of Parkinson's Law?

A4: Organizations can combat the negative effects of Parkinson's Law by implementing measures to streamline processes, improve transparency, and enhance accountability. Regular reviews of bureaucratic processes can identify inefficiencies and opportunities for improvement.

Q5: How does Parkinson's Law relate to public spending and government programs?

A5: Parkinson's Law is relevant to public spending and government programs as it suggests that government bureaucracies tend to expand continuously, leading to increased public spending on administrative activities. This expansion may not always be linked to the achievement of the program's original goals.

Q6: What role does effective oversight and evaluation play in preventing bureaucratic expansion?

A6: Effective oversight and evaluation play a vital role in preventing bureaucratic expansion. Regular evaluations of government programs and agencies help identify redundant or non-essential activities, leading to more targeted resource allocation.

Q7: Can Parkinson's Law impact private sector organizations as well?

A7: Yes, Parkinson's Law can impact private sector organizations as well. Bureaucratic processes, unnecessary red tape, and a focus on administrative tasks can hinder the agility and efficiency of private companies.

Q8: How can resource constraints influence the manifestation of Parkinson's Law?

A8: Resource constraints can exacerbate Parkinson's Law as organizations may focus more on administrative activities and less on productivity due to limited resources. This can lead to a vicious cycle of inefficiency and resource misallocation.

Q9: What are some successful examples of organizations overcoming Parkinson's Law?

A9: Successful examples of organizations overcoming Parkinson's Law include those that implement lean management principles, foster a culture of efficiency and innovation, and regularly review and optimize processes.

Q10: How can public policy address Parkinson's Law to improve economic efficiency?

A10: Public policy can address Parkinson's Law by implementing measures to reduce bureaucratic red tape, enhance transparency and accountability, and promote the efficient use of public resources. Emphasizing evidence-based decision-making and periodic evaluations of government programs can lead to better economic efficiency.

Ringelmann effect: Studies of group size and group performance

Author: Lucas Augustin

We can observe such situations everywhere - from working in a team of employees from any organization to collaboration on a team basis between students or pupils when preparing a joint project or presentation.

What is the Ringelmann effect?

Maximilian Ringelmann (1861–1931) was a professor of agricultural engineering at the French National Institute of Agriculture.

In 1913, Ringelmann discovered that when members of a group worked together on a task, it led to significantly less effort on their part than when individual members acted alone.

Ringelmann conducted experiments in tug-of-war competitions in which people participated alone or in a group of two, three, and eight participants. He measured the pulling force with a dynamometer and made curious discoveries:

When one participant stands on both sides of the rope, the pulling force of the rope from each of them is approximately 63 kg.

When two participants stand on both sides of the rope, the pulling force is not 126 kg, ie. 63 kg. multiplied by two, and 118 kg. or there is a loss of 8 kg.

When there are three participants on each side of the rope, the pulling force of the rope is not 189 kg, ie. 63 kg. multiplied by three, and 160 kg. or there is a loss of 29 kg.

When there are eight participants on each side of the rope, the pulling force of the rope is not 504 kg, ie 63 kg. multiplied by eight, and 248 kg. or there is a loss of as much as 256 kg. compared to the potential of the participants.

Ringelmann concludes that the loss of productivity of the group increases with an increasing number of the group.

This inverse relationship between group size and productivity became known as the Ringelmann Effect.

What causes the Ringelmann effect?

Thanks to the efforts of Ringelmann, but also other researchers, it is clear that as the number of a group increases, productivity decreases due to three types of losses:

Motivational losses - the tendency to transfer the performance of work from one participant to another, because it is impossible to determine the contribution of individual participants in a group, and because usually, no one wants to be burdened with maximum work and thus allow others to roll. This phenomenon is also known as "Social laziness".

Coordination losses - participants in the group may not pull the rope in the right direction or may not use their potential force. This happens when people fail to organize and combine their strengths and qualities productively.

Relational losses - as the number of participants in the group increases, each individual receives less and less support than the others. This includes emotional support, help at work, help with information to solve various problems, etc.

Practice shows that small groups are often more cohesive, and large groups find it difficult to maintain the same close relationships.

Taking into account all types of losses, we can draw the following conclusion: group or team productivity is a quantity that depends on potential productivity, motivational losses, coordination losses, and relational losses.

Or:

Group productivity = Potential productivity - Motivational losses - Coordination losses - Relational losses.

How to neutralize the Ringelmann effect?

If you are the leader of a group of people (department, branch, directorate, team, etc.), you can use some of the following techniques:

Determine the ideal size of your group. Some organizations use the Two Pizzas rule (a discovery by Amazon founder Jeff Bezos) to build a team, which means the team should never need more than two pizzas to eat. Or, the optimal number of the group, so that there are no excessive losses in productivity, is probably 5-9 people, and the figure varies according to the appetite of the team. In any case, if a team becomes a two-digit number, it is probably already too big.

Keep people motivated. Regardless of the size of the team, but especially for larger teams, it is important to pay attention to people's motivation to ensure that they have a clear vision of what they need to achieve, as well as a strong commitment and enthusiasm for high-quality work.

In this regard, it is useful to know and use theories and models of workplace motivation such as those of McLeland, Orphan, Adams and Amabile, and Cramer.

Learn how to successfully manage a team. The teams have a special nature, rules, and dynamics. It is useful to know the main types of teams, stages of team development, team decisions, and weaknesses in teamwork. This way you will be able to avoid many coordination and relational losses in the joint work.

Such actions help to reduce motivational, coordination, and relational losses to achieve higher overall productivity when working in a group or team. Read more: Why do teams and organizations fall victim to Parkinson's Law?

Summary

Managers often try to solve problems at work simply by "throwing" new people into it.

Ringelmann found that the group's loss of productivity increased as the group grew.

Such a conclusion supports the idea that more quantity does not automatically mean higher quality. In the context of a group or teamwork, the correct principle is "Less is more".

When someone offers you help with a job, the forces double, but the speed of execution slows down. Or, the more people complete a task, the slower the process. This paradox has been noticed, studied, and formulated by scientists since the 19th century.

More people may make the job easier, but at the same time, it is neither easier nor faster for any of them. Scientists have even coined a term for this phenomenon. They call it "Social Laziness."

When it comes to group interaction, many reasons for the emergence of social laziness immediately arise: everyone has their own pace of work, resources, and characteristics of the ability to communicate in a group. And if one of the groups lags behind the others in any of these parameters, the probability of slowing down the work of the whole group begins to increase sharply.

This pattern gets known as the "Ringelmann effect". As early as 1861, the French professor of agricultural engineering Max Ringelm was trying to understand why if five times more people were added to a task than planned, the task was not accelerated 5 times, but quite the opposite.

To investigate this phenomenon, Ringelmann devised a simple experiment: he asked several people to play tug of war. The first time - individually, then together. Thus he established the following dependence: Three people pulled about 2.5 times harder than one. By the way of logic, six should pull with five times more force.

Nothing of the kind! In the next stage, 8 people lined up on the rope and it turned out that they were pulling a total of four times harder. And then, the more participants became, the more the pulling force decreased.

Based on these results, Ringelmann also compiled a special formula, which calculates if the capacity of one person is 100 kg. traction, then two pull by 93% of the sum of their abilities, three - by 86%. And for eight people - the figures fall to 51%.

What is the explanation? "Social laziness", i.e. when one works alone, one makes every effort. If in a team, he unloads the maximum responsibility from himself and "distributes" it to the other members of the group. The more they are, the less effort everyone puts in because they rely on others to make up for it.

It should be noted that to this day no method has been found to overcome the "Ringelmann effect". Teamwork is not an unconditional advantage. But, still, there is a way to improve team results. It's just that everyone should have specific obligations, the responsibility for the implementation of which should be their own.

The Ringelmann effect in psychology

During an experiment, most ordinary people were forced to lift weights. For each of them was fixed the maximum that can lift. Then the people were united in groups, first in pairs, then in fours and eight people.

The expectation was that if one person could conditionally lift 100 kg, then two would have to lift either 200 kg or more. The myth of group work already existed, consisting in the fact that the group achieves greater results than the sum of the individual results of its members individually.

Two people lifted only 93% of the sum of their indicators. And eight people lifted only 49%.

The results were checked many times after that with other tasks. For example, when pulling a rope from two groups of people. But again, the results were the same. As the number of people in the group increased, the percentage inevitably fell.

A friend recently mentioned a pretty good historical example of this effect. 60 senators were involved in the plot of the Roman senators for the assassination of Gaius Julius Caesar, but when the act itself took place, there were only 23 stab wounds on Caesar's body. Typical project work.

The reason for this behavior is clear. When I rely only on myself, I make every effort, and in the group, I willingly or unwillingly hide. For better or worse, social technology has not yet found a way to counteract this effect. And it will always be good to take this into account when collectivists tell us how good it is for society to have everything arranged by group, collective efforts.

Questions and Answers

Q1: What is the Ringelmann Effect?

A1: The Ringelmann Effect, also known as social loafing, refers to the phenomenon where individual effort decreases as the size of a group increases. In other words, as more people are added to a group, each individual's contribution to the group's task or goal tends to diminish.

Q2: What factors contribute to the Ringelmann Effect?

A2: Several factors contribute to the Ringelmann Effect. One primary factor is the diffusion of responsibility, where individuals feel less personally accountable for the group's outcome, leading to reduced effort. Additionally, coordination challenges in larger groups can lead to decreased motivation and productivity among individual members.

Q3: How has the Ringelmann Effect been studied?

A3: Researchers have conducted various studies to investigate the Ringelmann Effect. Classic experiments involving rope-pulling tasks have shown that as more individuals participate in the task, the average individual effort decreases. Similar studies have been conducted in different contexts, such as academic settings, sports teams, and workplace environments, to understand its impact on group performance.

Q4: What are the implications of the Ringelmann Effect for group performance?

A4: Understanding the Ringelmann Effect has significant implications for group performance. It suggests that increasing the size of a group may not necessarily lead to proportional increases in productivity. In fact, larger groups may experience reduced efficiency and effectiveness due to social loafing, impacting the overall performance and success of the group.

Q5: How can organizations mitigate the Ringelmann Effect?

A5: Organizations can implement several strategies to mitigate the Ringelmann Effect. Clear and well-defined individual roles and responsibilities within the group can reduce the diffusion of responsibility. Fostering a strong sense of team identity and belonging can enhance intrinsic motivation and commitment among group members. Effective communication and coordination mechanisms can prevent challenges that arise in larger groups and maintain individual engagement.

Q6: Can the Ringelmann Effect be observed in all group settings?

A6: While the Ringelmann Effect has been widely observed in different contexts, its strength and impact may vary based on factors such as the nature of the task, individual motivation, and the level of group cohesion. Some tasks may be less affected by social loafing, especially when individual contributions are easily identifiable and essential for task completion.

Q7: What are the historical origins of the Ringelmann Effect?

A7: The Ringelmann Effect is named after French engineer Maximilien Ringelmann, who conducted rope-pulling experiments in the late 1800s. He observed that individual effort decreased as more people pulled on the rope together, leading to the formulation of the social loafing theory.

Q8: How does the Ringelmann Effect impact team dynamics?

A8: The Ringelmann Effect can impact team dynamics negatively. As social loafing increases, team cohesion and collaboration may suffer, and members might rely excessively on others, leading to reduced overall performance and a potential decline in team morale.

Q9: Are there any positive aspects of group collaboration despite the Ringelmann Effect?

A9: Despite the challenges posed by the Ringelmann Effect, group collaboration still offers several positive aspects. Diverse perspectives and collective problem-solving can lead to innovative solutions. Effective team dynamics, with strong leadership and a clear sense of purpose, can mitigate social loafing and foster high-performance outcomes.

Q10: How can leaders leverage the Ringelmann Effect to improve group performance?

A10: Leaders can leverage their awareness of the Ringelmann Effect to implement strategies that optimize group performance. Encouraging individual accountability, setting clear performance expectations, and providing regular feedback can motivate team members to contribute actively. Moreover, fostering a positive team culture and emphasizing the value of individual contributions can mitigate social loafing and enhance overall group effectiveness.

What is strategic planning and how to write a strategic plan?

Author: Klaus Schmidt

Every organization should work with a view to the future, which means that it is necessary to follow its strategic plan.

How is a strategic plan prepared? What are the steps in strategic planning?

What is a strategic plan?

Let's start with the definition of the strategic plan:

The strategic plan is a document used to communicate in the organization about its main goals, the necessary actions to achieve them, and other key elements developed during planning.

The strategic plan should be seen as a detailed roadmap for the direction and ways the organization chooses to follow over time.

For this reason, its preparation is critical to the success of any organization and usually, the development of a strategic plan is handled by the top management of the organization.

With the help of the strategic plan, the following is achieved:

• Chaos is organized and all good ideas are arranged in one place.
• The organization is preparing for the upcoming growth.
• The strategy is communicated to employees.
• Employee engagement is increasing - they have a clearer sense of direction to follow.
• The competitive advantage of the organization is built.
• Focus and clarity are created on what the immediate actions are.

7 stages of strategic planning

There are different approaches to strategic planning, but one of the most established is related to seven stages and has become a standard in practice.

The seven stages of strategic planning are:

• Mission;
• Strategic goals;
• Tactical goals;
• Strategies;
• Actions and tasks;
• Control;
• Reward.

Let's take a closer look at the seven stages of strategic planning.

1. Mission

Defining the mission of the organization is the first stage of the strategic planning process.

The mission of an organization is the meaning that makes it exist and its fundamental goals.

For this purpose, it is useful for each organization to have the so-called. "Mission statement" - a written description of why it exists as a business or activity. The mission statement should be a short, clear, and powerful message addressed to both the members of the organization and the people outside it.

2. Strategic goals

Defining the strategic goals of the organization is the second stage of the strategic planning process.

Here it is necessary to determine what long-term strategic goals the organization pursues given its mission.

Strategic goals have a longer period and we can even talk about planning large, hairy, bold goals - vision-oriented goals with a time horizon of 10-25 years.

3. Tactical goals

Defining tactical goals is the third stage of the strategic planning process.

These are practically the so-called "Sub-goals" of strategic goals. They should be, concretely, and measurably formulated so that they can be controlled.

One of the best ways to formulate goals is by the SMART rule. According to him, for a goal to be "smart", it should be:

Specific;

Measurable;

Accepted by the people who will work to achieve it;

Realistic;

With a deadline for implementation.

4. Strategies

The choice of strategies to achieve the goals is the fourth stage of the strategic planning process.

A basic rule in defining a strategy is that each organization should focus on those areas of its activity in which it has a distinctive competitive advantage in the target market.

In other words, the strategy is not only a matter of desire but also an opportunity to define the strengths of the organization concerning the competition.

The three main competitive strategies are:

Expenditure leadership;

Differentiation;

Focus.

5. Actions and tasks

Clarifying the actions and tasks for the implementation of the strategies is the fifth stage of the strategic planning process.

At this stage, it is necessary to determine the steps that departments, teams, and people should take to implement the strategy and achieve the tactical goals.

This requires that all actions and tasks be properly identified and differentiated according to their priority and the impact they would have on the organization. Tools such as the Eisenhower and Covey Time Management Matrix, the Priority Matrix, or the MoSCoW Method for setting priorities are useful in this regard.

6. Control

Control is the sixth stage of the strategic planning process.

It is necessary to develop a system to compare current results with pre-planned results. Immediately, when the system finds that there are deviations from the set goals, corrective actions should be taken to correct the poor results.

Also, the control system must allow changes in the strategic plan if there are changes in the external environment.

7. Reward

Determining an award is the seventh stage of the strategic planning process.

In the successful implementation of the strategic plan, the contribution of all those involved must be noted. These are departments, teams, and people in the organization, whose work has contributed to the realization of the mission and vision, as well as to the achievement of strategic and tactical goals.

Fair remuneration is an important part of human resource management in the organization, which directly affects people's motivation.

Top-down or bottom-up?

When preparing a strategic plan, two main approaches are possible - top-down or bottom-up.

The top-down approach assumes that senior managers will lock themselves together somewhere, invite several experts who have the necessary competence, and in a week will draw up a strategic plan without having contact with anyone else.

In such a situation, the role of middle management is to adopt the strategic plan and, without asking questions, to proceed with its implementation. For this approach to work, the strategic plan needs to be actively promoted among staff to involve as many people as possible in the work involved to achieve it.

The bottom-up approach assumes that data will first be collected from the staff at each level in the organization, after which senior managers and experts involved will use them to create the strategic plan.

The role of middle management is to collect, analyze and summarize the most useful information before passing it on to the strategic plan team. In this way, it is more certain that the implementation of the plan will be realized, as the staff feels that their views have been taken into account.

A strategic plan or business plan?

Sometimes managers do not make enough distinction between strategic and business plans. From a practical point of view, the boundaries between the two plans can be blurred and the organization can operate either only with a business plan or only with a strategic plan. Read more: What is a business plan? Complete instructions on how to write one

The business plan is a document that covers the main goals of the organization and contains detailed analyzes, plans, and budgets showing how the goals will be achieved. A business plan contains an analysis of the environment, the market, the competition, including a marketing plan, management plan, operational and financial plan.

The strategic plan is also a document that covers the main goals of the organization and contains a description of the mission, strategic and tactical goals, strategies, activities, and tasks, as well as methods of control over them.

As you can see, there are similarities between the two plans. What are the differences?

Simply put:

The business plan focuses more on answering questions such as "who" and "what".

The strategic plan focuses more on answering questions such as "how" and "when".

From the perspective of the future, the business plan and the strategic plan have similar perspectives. However, a business plan can often be created over a shorter time horizon, such as financial forecasts for the first three years. With all the conventions, the strategic plan can look a little further into the future, for example, three to five years.

Summary

The strategic plan is an important document that publishes the main goals of the organization, the necessary actions to achieve these goals, and other key elements developed during the planning.

The strategic plan is prepared by senior management and may follow a seven-stage process of strategic planning, as follows:

• Mission;
• Strategic goals;
• Tactical goals;
• Strategies;
• Actions and tasks;
• Control;
• Reward.

The four levels of the strategic plan

Every high-ranking manager (manager or CEO, for example) should be able to draw up a strategic work plan for their company.

The preparation of a strategic plan is critical to the success of any organization and is related to managerial competence and in particular to the managerial role of "Strategist", which every manager needs to know and perform well.

What exactly does this mean?

What is a strategic plan?

First, what is NOT a strategic plan?

A strategic plan is not a piece of paper (or two) on which (out of nowhere, for example, because others do) at the beginning of the year (or at any other time) some ideas or goals for the development of the company are written (of a desirable nature).

So, what is a strategic plan?

The strategic plan is a detailed roadmap for the direction and ways that the company (or division, directorate, department) chooses to follow for a certain time. It is a consequence of the chosen strategy, and the strategy itself is a set of appropriate management actions to achieve specific deadlines.

Why is it necessary to prepare a strategic plan?

The answer to the question of why it is necessary to prepare a strategic plan is given in a well-summarized form on the MyStrategicPlan website.

In particular, the strategic plan achieves the following:

• Chaos and all good ideas are organized
• The company is preparing for the upcoming growth
• Employee engagement increases - they have a clearer sense of direction
• The competitive advantage of the company is built
• The strategy is communicated to employees
• Financial needs are prioritized
• Focus and clarity are created on what the immediate actions are
• What are the levels in preparing and implementing a strategic plan?

The levels in the preparation of a strategic plan may vary depending on the source that recommends them, but in general, should be oriented to the following:

• Basics;
• Strategic differentiation;
• Organizational commitment;
• Organizational transformation.

Let's take a closer look at each of the four levels of the strategic plan.

1. Basic provisions

Highlights include such important (and massively underestimated) things as mission definition, vision, values, goals, and key performance indicators.

These are very important things that require serious time for reflection and are practically the foundations of any company.

The key positions, without which any strategic plan would be more or less invented in a vacuum, are the direct responsibility of senior managers and are not tasks that can be delegated to be done by someone else.

2. Strategic differentiation

Strategic differentiation is also a fundamental issue. The strategic plan should focus on providing value and uniqueness to fight for market positions and win the battle for the hearts and minds of customers.

The definition of strategic differentiation depends on the needs of the market and the competitive environment, and in this regard, the ideas of Porter's five competitive forces, as well as the three competitive strategies for market behavior of the company can be useful.

3. Organizational commitment

Organizational commitment is the moment when the strategic plan is put into action. For this purpose, it is useful for everyone to have an idea of ​​what exactly the plan is, why it is such and what is his role in its implementation.

It is important for people here not only to know what they are expected to do but also why it is important to do it and how all this is in line with the principles of their company and their vision of their workplace. This is necessary because if there is such an understanding, people will be more willing to get involved voluntarily in the implementation of the strategic plan, and this is the key to intrinsic motivation, which often distinguishes between good and mediocre performance.

David Meister talks about this in great detail in his article "Strategy and the Heavy Smoker". The moment of commitment is really important, because without commitment there is no implementation, and without implementation any plan is useless.

4. Organizational transformation

Organizational transformation is the moment when the strategic plan is already being implemented and as a result, many problems, dilemmas, and issues arise.

It is important to realize that all of them could be resolved appropriately if there is an understanding among the people about the mission, vision, values, key indicators, strategic market behavior, and other things mentioned above. In this case, the company will make decisions, take action and develop in line with its principles, which will ensure its proper transformation (because nothing is static, everything is dynamic) on the way to achieving goals.

Leadership is especially important here because, with the help of appropriate leadership, the organizational transformation could "run" much smoother and the desired changes can happen faster and more efficiently.

Practical application

What is the practical application of the model with the four levels of the strategic plan?

First, the model outlines the need for goals and strategy. Because to make a strategic plan, you first need a strategy. It is a function of goals - the strategy is created to achieve certain goals.

It is good when a company has goals and strategies. The benefits are clear. But why do so many companies operate without clear goals and strategies?

The answer to this is convincingly given by David Master in "The Courage to Have a Strategy":

"Many companies (and people) do not dare to stick to the plans and goals they have set for themselves. They lack courage in their own beliefs."

Or, we rely on beliefs. These are the few mystical and not always clear concepts such as "mission", "vision" and "values". Every strategy, every goal, and every strategic plan starts from them. These are the basics.

For small and medium-sized companies, as well as for large companies, the development of a strategic plan is associated with a clear definition of all these things - mission, vision, values, principles…

In the past, I've read about the practice of companies in the United States organizing special workshops for their top managers (executives, deputies, heads of departments, branches, etc.) spending two, three, four, or even more days. to be alone in a luxury villa on the shores of a beautiful lake and to talk about their vision for development, what are the values ​​that unite them, what are their key symbols…

When I first came across such examples, I had thought about the serious costs of doing such a thing and how responsible it is to look at it all. "Well, that's nonsense!" I had heard a man say on the occasion, "What's the point of holding such meetings to discuss such issues?" These are some American inventions!”

However, this is a practice not only for American companies but also for European and Japanese companies. it is not about something significant.

Example of human resource management

Take, for example, human resource management in a company. How should this management be approached? Are there universal ways to manage people in the context of HRM activities - planning, recruitment, selection, evaluation, remuneration, training, development, etc.? See BVOP Certified Human Resources Manager.

And yes, but no!

There are undoubtedly universal principles and rules in human resource management, but there is also a context in which these principles and rules are applied and which outline the true face of human resource management practice.

What is this context?

Mostly the main points from the above, ie. the first level of the strategic plan.

In particular:

If the company does not have clear goals and vision, then the recruitment/selection of employees will be vague and chaotic, people without special principles will be hired, not so important requirements of the positions will be given importance, and other requirements will be ignored. they are needed.

If the company is not clear about its principles and values, which it adheres to and from which it is united, this will be directly reflected in the way it is evaluated and rewarded - again unprincipled and regardless of the actual individual, group, or team contributions.

Or, imagine that the owners of a company are unscrupulous people whose sole purpose is to make a profit, whether they are paying salaries or fulfilling certain commitments to groups of people, society as a whole, or the law. Read more: Ringelmann effect: Studies of group size and group performance

Imagine that a human resources manager starts working in such a company and tries to apply modern and ethical practices for working with staff as an important part of the strategic development and behavior of the company.

Do you think that such good intentions of this manager can be realized given the values ​​of the owners, which, as it has already become clear, are limited to dishonesty, arrogance, and strong selfishness?

Many other examples could be given in which one or another good idea, which was part of the strategic plan of a particular company, can not be realized not because of anything else, but because of a weak foundation (first level of the strategic plan).

Or because of the vague market orientation (second level of the strategic plan).

Or due to insufficient involvement of managers and employees (third level of the strategic plan).

Or because of the slow and cumbersome organizational transformation (the fourth level of the strategic plan).

You can see for yourself that the strategic plan is far from just a piece of paper on which to write some wishes for the company's development in the next year, two or three.

Creating a strategic plan is a key managerial skill inherent in Thinking type managers, and in particular in the managerial role of Strategist. Read more: Skills and roles of the manager

This is one of the main tasks of the manager in general - to create a real whole, which is greater than the simple sum of its parts, as noted by Peter Drucker himself. With the help of a strategic plan, which does not remain just a plan, but becomes a realized plan, this task is achieved.

OSCAR coaching model of Gilbert and Whittleworth

Author: Amber Salomons

Or, each manager should act as a mentor to his employees and provide them with the much-needed coaching.

One of the popular models in this regard is the OSCAR coaching model. It focuses on finding solutions in the context of the "manager-subordinate" relationship. Let's look at it.

OSCAR model for coaching

The OSCAR coaching model was developed by British coaching experts Andrew Gilbert and Karen Whittleworth in 2002.

The OSCAR model is based on the idea that coaching should focus on results and not on problems or their causes. According to Gilbert and Whittleworth, such an approach provides benefits to all parties - employee, manager, and organization, and allows the manager to further develop the knowledge and skills of his employees.

The OSCAR model is based on an acronym, behind which are five components, as follows:

• Outcome
• Situation
• Choice
• Action
• Review

Gilbert and Whittleworth argue that their model makes the most of the employee's existing skills and abilities, as well as shifting responsibility for the process from the manager coach to him.

Let's take a closer look at each of the five coaching parts according to the OSCAR model.

1. Outcome

The outcome is the first element of the OSCAR coaching model. From the very beginning, the coach must determine what the coaching employee wants to achieve.

The desired results can be determined by the coach using the following questions:

• What do you want to achieve by working with me?
• What exactly do you want to achieve from our current meeting?
• How will you know if you have achieved the desired results?

By discussing such issues with the employee, the manager elegantly transfers responsibility for the process from himself to the employee. Read more: Skills and roles of the manager.

2. Situation

The Situation is the second element of the OSCAR coaching model. The coach must find out what the employee's current situation is - where he is and what is happening to him.

The current situation can be determined by the coach using questions such as:

• What exactly happened to you to get here?
• How do you feel in this situation?
• What do you think are your strengths and weaknesses in the current situation?

Clarifying the situation and the feelings and emotions of the employee concerning it is an important moment in the coaching process, which should not be missed.

3. Choice

Choice is the third element of the OSCAR coaching model. Here the coach and the employee discuss the different options and the possible consequences of their implementation.

The options can be determined by the coach using the following questions:

• What are the opportunities and threats in front of you?
• What exactly will be the consequences of them?
• What will happen if you do not face them?

The identification of alternatives for selection includes not only questions of the coach to the employee, but also joint work with him to test the possibilities with their positive and negative consequences.

4. Action

Action is the fourth element of the OSCAR coaching model. With it, the coach encourages the employee to take responsibility for their action plan.

Actions can be defined through questions such as:

• Which is going well?
• What exactly is the next step to take?
• How will you know that you have taken this step?

At this stage, the coach manager encourages the employee to take real action, which can become even clearer if the SMART rule is used to set goals.

5. Review

The Review is the fifth element of the OSCAR coaching model. This is an opportunity for both sides to look at what they have done so far and to assess what has worked well and what needs to change.

Actions can be done more precisely with the help of questions such as:

• What did you do to make the changes?
• How exactly did these changes affect you?
• What do you think will change next?

In the action phase, the manager and the employee look together at how the change process is going and whether the employee is on the right track. It is important to discuss not only the positive things that went well but also the things that did not go well, which allows the coach to get feedback and an idea of ​​their actions.

In summary

The OSCAR coaching model has five components:

The result;

Situation;

Choice;

Action;

Review.

The OSCAR coaching model is a useful tool that provides the necessary structure for managers who want to develop their qualities as inspiring leaders and help employees overcome temporary or permanent difficulties in the workplace. Read more: Manager or Leader: What are the differences and similarities.

The OSCAR model gives greater priority to the near future results over the current situation. Ensures that you have ready-made alternative plans in case someone fails, and lists the obstacles for each choice made. This method is more or less similar to the CLEAR model, except that it emphasizes more solutions and results, especially taking care of the consequences.

The OSCAR coaching model is a way to help people improve their performance.

The OSCAR model is a way of coaching that focuses on results instead of problems. This approach is good for the employee, manager, and organization, and it helps the manager develop the knowledge and skills of employees.

In their model, the manager coach would help the employee assess his strengths and weaknesses, set goals, and work on a plan to improve his skills. The employee would then be responsible for carrying out the plan and meeting his goals. This would shift the responsibility for the process from the manager coach to the employee.

Question and Answers

What is the OSCAR coaching model?

The OSCAR coaching model is an acronym that stands for Outcome, Situation, Choices, Actions, and Review. Each component represents a stage in the coaching conversation, guiding both the coach and coachee toward a productive and goal-oriented discussion.

How does the OSCAR coaching model work?

The OSCAR coaching model follows a step-by-step approach to facilitate effective coaching sessions. The coach begins by clarifying the desired outcome of the coaching session with the coachee. Next, the coach explores the current situation and challenges faced by the coachee. After understanding the situation, the coach assists the coachee in exploring potential Choices or options to address the challenges. Together, they identify Action steps to implement the chosen options. Finally, the coaching conversation concludes with a Review, where progress is evaluated, and any adjustments are made as necessary.

What are the benefits of using the OSCAR coaching model?

The OSCAR coaching model offers several benefits for both coaches and coachees. It provides a clear and structured framework for coaching conversations, ensuring that essential elements are addressed systematically. This model encourages coachees to take ownership of their development and empowers them to explore various solutions to the challenges they face. For coaches, the OSCAR model serves as a guide, enhancing their effectiveness in helping coachees achieve their desired outcomes.

How can coaches apply the OSCAR coaching model effectively?

To apply the OSCAR coaching model effectively, coaches should actively listen to the coachee and ask open-ended questions to explore their goals and challenges fully. The coach should encourage the coachee to generate possible solutions and support them in setting actionable goals. Throughout the coaching conversation, maintaining a non-judgmental and supportive stance is crucial for creating a safe space for the coachee to reflect and explore.

What role does the "Outcome" stage play in the OSCAR coaching model?

The "Outcome" stage sets the direction for the coaching session. Clarifying the desired outcome helps the coach and coachee establish a clear focus for the conversation. It allows the coachee to envision what they want to achieve and guides subsequent discussions toward achieving that goal.

How does the OSCAR coaching model promote accountability?

The OSCAR coaching model promotes accountability by encouraging the coachee to identify Action steps to move toward their goals. By creating a plan of action and setting specific tasks, the coachee becomes responsible for their progress and growth. The Review stage also reinforces accountability, as the coachee evaluates their progress and identifies areas for further improvement.

Can the OSCAR coaching model be adapted to different coaching contexts?

Yes, the OSCAR coaching model can be adapted to various coaching contexts, such as executive coaching, career coaching, or life coaching. Coaches can tailor their questions and approaches to suit the unique goals and challenges of each coachee, making the model versatile and widely applicable.

What is Ethical Leadership: How to be an Ethical Leader

Author: Amelia Williams

What is Ethical Leadership? We are constantly witnessing unethical behavior on the part of a business or political leaders around the world. These are leaders who act deliberately to the detriment of large groups of consumers or society as a whole.

More than obvious is the need for the so-called "Ethical leadership", i.e. leaders who follow certain ethical rules and do not compromise with them. Various studies have shown that ethical leaders make their followers more loyal, gain their trust, inspire them to do good, and in turn make them more ethical.

Let's take a closer look at this topic.

What is Ethical leadership?

Ethical leadership is leadership behavior that adheres to certain principles and values ​​and is recognized by the majority as a solid foundation for the common good.

Most often, ethical leadership is associated with principles and values ​​such as honesty, integrity, fairness, trust, transparency, and respect.

Ethical leadership should be a conscious decision. The leader should strive consciously and purposefully for ethical leadership behavior. In the absence of a conscious effort for ethical leadership, it is very easy for a leader to fall victim to his or her destructive instincts or bad habits that will lead him or her to unethical behavior and even ethical collapse.

Why is it important for a leader to be ethical?

From a collective perspective, an ethical leader inspires his followers to behave ethically. By setting a personal example of ethical behavior, others observe it and would be willing to act specially.

On a personal level, if one wants to be a successful leader, one should think long-term and adjust to systematic and sustainable ethical behavior. Attempts to find quick solutions and achieve speculative short-term results are usually at the cost of a bad reputation, which in turn leads to missed opportunities to realize their full personal potential in the future.

6 elements of ethical leadership

Various studies of ethical leadership highlight six of its elements - principles and rules that ethical leaders follow.

These are:

• Honesty. Ethical leaders are honest people and treat their followers and even their competitors fairly.
• Justice. Ethical leaders treat everyone equally and condemn acts of malicious injustice and manipulation.
• Respect. Ethical leaders respect others around them, regardless of their position. They are good listeners and show understanding of other people's points of view.
• Integrity. Ethical leaders are consistent people whose words match their actions. They do not limit themselves to general talk but act in defense of what they say.
• Responsibility. Ethical leaders are responsible and proactive people with an internal locus of control who act within their means to bring about the change they want.
• Transparency. Ethical leaders communicate transparently with all stakeholders and are ready for open dialogue, receiving feedback, and disclosing information.

How to become an ethical leader?

Here are some steps that should be taken by any leader who wants to become an ethical leader:

Clarify your values. The ethical leader is aware of his values. Determine which are your most cherished values, for example, the Top 5 of the values ​​you believe in the most. These personal values ​​of yours form the backbone of your value system and it would be difficult for you to compromise with them.

Clarify the values ​​of your organization. Whether you are a business leader or even a political leader, the organization you lead also has some values ​​that shape its organizational culture. These values ​​should be communicated clearly and consistently to all members of the organization. Make values ​​visible.

Be a role model. When you are aware of personal and organizational values, start creating an appropriate environment for your followers in the organization by setting the right tone for the action.

People will adapt their behavior according to their behavior, and they in turn will be role models for other people around them.

Everyone in the organization must be aware of the consequences of behavior that is contrary to the norms of ethical behavior that result from values.

Works with ethical people. The people you choose to work with - employees, suppliers, partners - will send impactful signals to the world around you as a leader and what you believe in. Choose your people wisely according to the three key personality traits.

Never ask your people to act unethically. Such action will instantly ruin your reputation as an ethical leader and create demotivation and/or a cynical attitude towards work.

Be brave. An ethical leader may face daily difficult situations or moral dilemmas in which he must make bold and unpopular decisions.

Courage is an important virtue associated with emotional and physical forces that motivate a person to take action to achieve his intentions and allow him to overcome difficulties and obstacles.

It must be cultivated consciously with the right thoughts, the right actions, and the right attitude towards the world around us.

In summary

Ethical leadership is a leadership behavior that adheres to certain principles and values ​​and is recognized by the majority as a solid foundation for the common good.

In real life, ethics and leadership do not always go hand in hand. This can bring certain benefits to unethical leaders, but it corrupts, demotivates, or repulses their followers, and is not a testament to high leadership skills. Read more: Manager or Leader: What are the differences and similarities.

One of the reasons so many people are interested in the ethical aspects of leadership is the high potential for abuse of power.

Another reason is the declining public trust in business leaders and community leaders, fueled by recurring public scandals promoted by the media.

The issue of ethics in leadership is very relevant in Bulgaria due to the constant news about abuses of power, abuse of office, and corrupt practices.

Despite the growing interest in ethical leadership, there is considerable disagreement about its proper definition and evaluation.

The main aspect of leadership is influence, and influential leaders can make a significant contribution to the lives of their followers and the fate of the organization.

According to Gini (1998), the main question is not whether leaders use power, but whether they use it wisely and for good. Leaders can use their power to grow their careers and improve their economic well-being at the expense of members of the organization and society.

Leaders need to be ethical and moral

It is important for leaders to be ethical and moral because nowadays they are required to act as transformational leaders to be more satisfied with their followers and achieve higher results.

Transformational leaders become role models for their followers, they encourage their followers to use creativity, and imagination and put maximum effort into their work.

However, the ethics of these leaders is often questioned, as they may not aim for the good of their followers, but personal gain, for example. Another important point is that when leaders are more morally elevated, their followers also become more moral (Burns, 1978).

Difficulty in assessing the ethics of leaders

Difficulty in assessing the ethics of leaders is the objectivity in determining the evaluation criteria, as well as their relative importance. Several criteria are used to assess leaders and their morality: their values, level of moral development, conscious intentions, freedom of choice, ethical or unethical behavior, and the types of influence used.

Assessments of the ethics of action usually include the goal, the extent to which the action is in line with moral norms (means), and the consequences for the individual and society (the result). The three criteria are usually considered concerning each other, and the usual question is to what extent the goal justifies the means.

Moral standards for valuing resources include the extent to which a leader's behavior violates basic social laws, denies the rights of others, endangers the health and lives of others, or involves attempts to exploit others for personal gain. Examples of behavior that is considered unethical are:

Falsifying information, stealing goods for personal use, blaming others for personal mistakes, provoking unnecessary hostility and mistrust among others, selling secrets to competitors, favoritism in response to bribes, as well as showing aggressive behavior that can hurt others.

The "crisis of leadership" and the social notion of moral leadership

Leader and morality, ethics, and leadership are words that we interpret inseparably. Many of the key themes that reveal the nature of leadership have moral content: relationships, authenticity, influence, impact, ethos, responsibility, altruism, authenticity, and loyalty.

"Ethics is the heart of leadership" - the title of J.'s work. Ciulla is both a magnetic maxim and a provable thesis (Ciulla, 2014).

Some concepts have been discredited as scientific terms because they have been used by political leaders (temporary) and circulated in their doctrines. Alas, among them are word combinations such as moral leadership, multiculturalism, and ethics.

When the media "living" sphere does not give examples of leadership, this discredits the meaning of the term. Leadership in public civil service has always been important for the social notion of moral leadership.

Applied ethics specialist S. Bok writes that “moral leadership comes first from people in the public sphere” (Bok, 2011). This is a centuries-old tradition: in Europe, it also comes from Aristotle, who argued that government officials have an important role in educating citizens.

The line is continued by Machiavelli, after whom both Jesuit maxims and psychological constructs related to leadership qualities are named: Machiavellianism is an important personality trait for leadership potential.

Over the last two decades, the finding of a major crisis in public leadership has been repeated in various contexts.

The crisis of leadership in our institutions is the most immediate and dangerous threat facing the world today, as leadership is insufficiently understood, writes W. Bennis - one of the most cited authors on the subject (Bennis, 2009).

However, in such a social environment, new interdisciplinary problems of moral leadership arise, which have crystallized in global communication.

They can be expressed and understood in the border area between applied ethics and cross-cultural research. In this article, an attempt was made to clarify conceptually and based on critically summarized consulting experience specific aspects of moral leadership in the context of cross-cultural ethics.

Possibilities of concepts and models, insufficiently included in leadership research and coming from business ethics, organizational ethics, and intercultural communications, are highlighted.

The first step, however, is to look at the language, at the peculiarities of the expression that contains the words moral leadership.

A matter of leadership: what hinders ethics?

Organizational language and erroneous messages in communications are neglected aspects in researching and learning ethical behavior in business.

On the one hand, morality and ethics are "junk", understandable to any member of homo sapiens. On the other hand, common phrases or banalities have become an essential part of the everyday language of managers and company trainers.

These arguments were first put forward by organizational consultant M. Evans (2009), one of the founders of Cultureship, a team that supports an organizational culture based on ethics. To achieve such a goal, one must start by talking to managers.

They often use trivial phrases to explain problematic situations in their work, which can be called differently - clichés or stencils, an ie. pattern that follows automatically. Organizational issues are expressed through superficial non-significant and overly generalizing expressions.

Such common words and phrases are used to explain failures, bankruptcies, and minor failures. According to M. Evans, a "decisive correction of vicious managerial language" is needed (Evans, 2009).

Trivial explanations of daily failures hinder ethical communication in business. It opposes a concrete and public discussion of how to reach the "high levels" of ethical standards set out in the codes, from an everyday life full of aggression and pressure, dictated by "here and now" decisions that bring revenue and recognition.

The use of stencils in explaining failures is a sign that there is a gap between the floors in a business organization.

"It's all a matter of management" is a banal statement

Examples of trivial statements are judgments such as "it's all a matter of management", and "there are problems in leadership, in management style, in leadership".

They do not describe the specific difficulties and set aside the real complexity of the problem and the way out of it. And one more important thing - the messages are unaddressed.

The reason for the attachment to stencil phrases is their truthfulness. Vague and unequivocally unambiguous problems of organizational everyday life make us use labels like: "This is a lack of leadership", and "there is no good communication".

There is a strong desire to make a quick diagnosis. With different perceptions of people (managers, employees, outsiders) about the problem situation and how to deal with it, banal judgment is a way to generalize meaning that is understandable to all.

By using examples of organizational dialogue, it is possible to illustrate a more precise reconstruction and correct understanding of the problem situation.

Banal "diagnoses" stop communication. When the "diagnosis" (identification of the problem situation) is limited to generalized findings of the boss, then the phrase "It is about leadership" comes to the rescue - the most commonly used universal cliché.

It is a substitute for analysis and assessment of the problem situation, to formulate and seek answers to questions: "If the problem is leadership, then more or less leadership is needed in the case of the organization?"; "Do we want leadership or just a change of leadership?" Do we want a leader? Do we need a leader who is one of us or who comes from outside?

Don't use commonplace phrases like "It's about leadership."

The less often the organization uses the banal phrase "It's about leadership", the more it can successfully deal with its problems. Leadership is the most trivial term.

The above phrase is a mantra, it is always at hand to cover up other problems. It can be used in cases such as complaints from fraudulent customers, incorrect execution of orders, frustrated suppliers, a mismatch between order and payment, incorrect payment for overtime work, as well as in other moments of frustration and dissatisfaction in the organization.

Concretizations of the hollow expression "it's about leadership" are the following most common organizational cues:

• 1. "The boss is incompetent";
• 2. "The boss also needs help and assistance";
• 3. "People do not have the necessary skills";
• 4. "Senior management does not want to be responsible (it does not care about the organization)";
• 5. “There is no one to set an example; there is no one to ask the question openly ";
• 6. "There is not enough interpersonal sensitivity, empathy, finesse in small things";
• 7. "Everyone avoids direct contact with the employer (boss)";
• 8. "No one wants (can't remember, doesn't give money for) a consultant or training";
• 9. "No one notices the small successes (everyone sees the negative)."
• 10. "There is only casual communication with staff, and that is the authoritarian habit of communicating through complaining and nagging, not encouraging and directing."

Leadership messages have moral content

Leadership messages are doomed to remain vague and declarative if there is no specific name. Changing the language habits of the organization is the mobilizing initial step that "with the power of moral attraction" could attract others to the desired change.

Questions and Answers

What is Ethical Leadership: How to be an Ethical Leader

Ethical leadership is a vital aspect of successful and responsible leadership. It involves leading with integrity, honesty, and a strong moral compass, prioritizing the well-being of individuals, the organization, and the broader community. In this article, we explore the concept of ethical leadership and provide practical tips on how to become an ethical leader.

What does ethical leadership entail?

Ethical leadership goes beyond achieving business goals and focuses on doing what is right, just, and fair. Ethical leaders demonstrate transparency, humility, and a commitment to ethical decision-making. They inspire trust and respect among their team members and stakeholders by consistently upholding ethical standards.

How can ethical leaders promote ethical behavior within their organizations?

Ethical leaders play a crucial role in promoting ethical behavior within their organizations. They lead by example, modeling ethical conduct and values in their actions and decisions. Additionally, they establish clear ethical guidelines, encourage open communication, and provide support for employees facing ethical dilemmas. By fostering a culture of ethics, ethical leaders empower their teams to make principled choices.

What are the benefits of ethical leadership in organizations?

Ethical leadership offers several benefits to organizations. Firstly, it cultivates a positive work environment, fostering employee satisfaction and engagement. Secondly, it enhances the organization's reputation and credibility, leading to increased stakeholder trust and loyalty. Moreover, ethical leadership contributes to long-term sustainability and resilience, as ethical decisions often result in better long-term outcomes.

How can leaders ensure ethical decision-making?

To ensure ethical decision-making, leaders should regularly evaluate choices through an ethical lens. They can employ ethical frameworks, such as the "golden rule" or the "utilitarian principle," to assess the consequences and impacts of their decisions on various stakeholders. Seeking input from diverse perspectives and consulting with ethical experts can also aid in making well-informed and ethical choices.

What role does emotional intelligence play in ethical leadership?

Emotional intelligence is essential for ethical leadership as it enables leaders to understand and manage their emotions and those of others effectively. Empathy, a key component of emotional intelligence, helps leaders consider the feelings and perspectives of others, leading to more compassionate and ethical decision-making.

How can ethical leaders navigate ethical dilemmas effectively?

Ethical leaders can navigate ethical dilemmas effectively by adhering to their core values and principles. They should consider potential consequences and the impact of their decisions on various stakeholders. Seeking advice from ethical mentors or consulting with the organization's ethics committee can provide valuable guidance when facing complex dilemmas.

What are the key traits of an ethical leader?

Key traits of an ethical leader include integrity, humility, transparency, accountability, and a commitment to fairness. Ethical leaders are authentic in their actions and interactions, and they prioritize the well-being of their team members and stakeholders over personal gains.

Can ethical leadership be developed and cultivated?

Yes, ethical leadership can be developed and cultivated through continuous self-awareness and learning. Leaders can participate in ethics training, seek feedback from colleagues, and actively engage in ethical discussions to enhance their ethical decision-making abilities.

How can ethical leaders address ethical misconduct within their organizations?

Ethical leaders must address ethical misconduct promptly and impartially. They should investigate any violations of ethical standards thoroughly and apply appropriate consequences, while also ensuring support and guidance for those involved in the misconduct to prevent future incidents.

Navigating Ethical Leadership: A 10-Year Journey

Over the past two decades, my career has been defined by a commitment to ethical leadership. It has been a challenging yet rewarding journey, filled with lessons, growth, and moments that have shaped my perspective on leadership. In this reflection, I will share a personal story that encapsulates the essence of ethical leadership and the principles that have guided me throughout my career.

The Early Years

My journey into ethical leadership began when I was a young manager at a technology startup. The company was thriving, but its success came at a price. Pressure to cut corners, maximize profits, and overlook ethical concerns was palpable. It was during this time that I faced a pivotal moment that would set the tone for my leadership philosophy.

The Dilemma

One day, I discovered that a product we were about to release had a serious security flaw. The engineering team wanted to push it out anyway to meet a tight deadline. My superiors were eager to please investors and didn't want any delays. It was a moral dilemma that tested my commitment to ethical leadership.

My Decision

After careful consideration, I decided to speak up. I brought the issue to my superiors, explaining the risks and potential consequences to our customers. It was not an easy conversation. I faced resistance and criticism, but I knew that sacrificing ethics for short-term gains would erode our long-term success.

The Outcome

Ultimately, the product release was delayed, and we invested extra resources in fixing the security issue. It was a tough period, but the experience taught me invaluable lessons. Our reputation remained intact, and our customers appreciated our commitment to their safety. This incident solidified my belief that ethical leadership is not just about making the right choices but also about championing those choices, even when it's difficult.

Lessons Learned

Over the years, I continued to encounter ethical challenges in various forms. Through these experiences, I honed my approach to ethical leadership:

Lead by Example: I realized that ethical leadership starts with setting a strong example. If I expected my team to uphold high ethical standards, I needed to demonstrate those standards in my own behavior.

Communication is Key: Open and transparent communication is essential. Whether it's addressing ethical concerns, sharing values, or explaining decisions, fostering a culture of communication builds trust.

Long-Term Vision: Ethical leadership requires a focus on long-term goals and sustainability. Short-term gains can lead to long-term losses, while ethical decisions often pay dividends in the future.

Resilience: Ethical leaders must be prepared to face resistance and adversity. Upholding ethical principles may not always be popular, but it is the right path.

Continuous Learning: Ethical leadership is not static. It evolves with changing contexts and new challenges. Staying informed and adapting is crucial.

Conclusion

Two decades of practicing ethical leadership have shaped me into the leader I am today. My commitment to ethics has not only guided my decisions but has also inspired those around me. While the journey has been marked by challenges, it has been deeply fulfilling, knowing that I have contributed to a workplace culture built on integrity, trust, and a long-term vision for success. Ethical leadership is not just a professional choice; it's a way of life that brings immense satisfaction and, ultimately, sustainable success.

Creating a company culture that encourages creative thinking

Author: Charlotte Bennet

Creating a company culture that encourages creative thinking is the dream of every HR manager and CEO. Multiple deadlines, switching between meetings and phone calls throughout the day. Endless email reading. Sound familiar?

The scenario is standard in most workplaces and is causing more and more employees to suffer from burnout. From all this, it is clear that the priorities of companies must change. American company Exos says change must start at the top.

Creating a company culture that encourages creative thinking and curiosity can provide employees with the boost of inspiration they need—not only to stay on the job but to feel re-motivated and inspired. According to Exos, there are three ways managers can help make the change to a better company culture happen:

Minimize switching between tasks

Changing projects and priorities throughout the workday is a recipe for an exhausted mind. This prevents people from feeling engaged, motivated and satisfied – all things that are key to finding meaning in work. "Frequent switching between tasks is a form of hyper-distraction," says Chris Bertram, Senior Director of Applied Neuroscience at Exos. "That leaves no time for deeper focus," he adds.

While multitasking may seem like a good way to optimize your workflow, doing several things at once and having breaks in concentration when switching from one task to another, increases the likelihood of making mistakes. Research shows that switching from one task to another can result in a 40% loss in productivity.

That's why it's a good idea to introduce new policies about work schedules and deadlines that allow employees to focus on one task at a time. This leads to more thoughtful and creative ideas and solutions that ultimately improve long-term worker performance.

Prioritize purposeful breaks

The best way to counteract the exhaustion of burnout is through purposeful rest. What does that mean? First of all, checking emails and reading social media posts do not fall into this category. These actions only increase the tendency to switch from one task to another and prevent the mind from resting and recharging.

Research shows that more frequent breaks of any kind lead to less stress, but encouraging activities like walking or meditating helps increase employee productivity.

"These things build up over time," says Bertram. "The result is that employees won't feel as exhausted or overwhelmed at the end of the day," he adds.

Purposeful breaks are of great importance. Stretching, walking outside with a colleague, drinking water, or practicing meditation, for example, already qualify as forms of active recovery.

"Give your employees tools they can use themselves, anytime, for free," says Bertram. These tools are ideally part of your corporate wellness program and are readily available to both on-site and remote employees.

Give your employees the freedom to try new things

Allowing employees to feel as if they are in control of their performance at work will increase their motivation. Take, for example, Google's 20 percent rule, a concept that became popular when the company went public in 2004.

Google managers encourage employees to devote 20 percent of their time to projects they believe will benefit the company. This feature allows employees to explore their interests without being pressured to succeed.

As a result, employees begin to prioritize internal factors such as gaining knowledge and independence over external motivators such as bonuses and promotions. Next, look for the leaders (and future leaders) in your organization who have the ambition and desire to grow.

This will plant the seeds for change throughout the company and motivate employees to take action.

The different types of employees

The idea that opposites attract can make sense when talking about relationships in our personal lives. However, spending more time with someone who is your complete opposite can give you a sense of balance and open up new horizons for you.

However, when it comes to the people you work with, things are different. Unlike the people you choose to surround yourself with in your free time, you have no role in selecting your colleagues. However, you have to find a way to work with them effectively.

"You may not understand exactly what your colleague means because your ways of thinking are opposite, or at least significantly different," says Kelly Macdonald.

Some of the common personality types that perfectly embody the complete opposites found in the workplace include risk-takers and those who refuse to step out of their comfort zone; introverts and extroverts, analytical and creative thinkers; confrontational and non-confrontational people.

In all of these cases, I think the challenge in the workplace is to ensure that the business continues to move forward. Every time dialogue stops, business is lost. We should be able to talk about anything - even things we don't know how to talk about.

Find common ground

The first step to working with a person who is significantly different from you is to find common ground. "You may have to take some time to get to the heart of the other person, but the connection is always there," says Macdonald, adding that good themes for finding common ground are those related to the family. , hobbies, movies, pets, and sports.

She tells of a former employer of hers who once called his team into a conference room for a quick meeting. "He told the group, 'We've all worked together, but some of us don't know each other very well. "I want everyone in the room to share something that others probably don't know about them," McDonald says.

It was really fun because people listed random things. One man said he grew up on a ranch in Wyoming, and another said he didn't know how to tie a tie. Finding common ground or a topic of conversation creates a bridge between you and others, she adds.

Stop Saying "Let's Agree We Can't Agree"

Different perspectives, approaches, and understandings can often lead to friction in the workplace. Not everyone will see things the same way you do. If someone is trying to win an argument or convince others of their view of things, this can create tension. It is accepted that in such situations it is often good to seek a compromise and say something like agree that we cannot agree. However, according to McDonald, this is a mistake.

These words are polite and should work, but the truth is they don't have much effect. They sound dismissive, as the other party hears: You obviously can't accept that I'm right. And so the conversation ends, Macdonald explains.

Instead, she recommends saying something like, "I see things differently." These few words can turn a debate into a discussion. I'm willing to bet you'll get a response like: Tell me exactly how you see things and you'll have a full conversation. It may not all go smoothly, but it will allow you to understand the other person's perspective, even if it's very different from your own, Macdonald adds.

Don't treat your coworkers like family

Some companies strive to build a company culture where the team is a kind of family. This is the wrong approach because it makes employees feel bad when they don't like a colleague. Likes and dislikes are emotions, and emotions are something that in many cases have no place in work.

Company culture is more about the shared mission, shared goals, shared vision, and values, she says. You don't have to like someone to be able to work effectively with them. It's possible to be part of a high-performing team and not like each other. Sports teams and the military often see similar dynamics. 

When you realize that you don't have to like someone to work together, you free yourself from unnecessary worries and get the chance to focus on the work. Of course, you have to be respectful and professional. Put the emotion aside and say: What are we doing? We have work to do, let's focus on it.

How to attract and retain the best employees? Employee retention tips for everyone

Author: Amelia Williams

How to attract and retain the best employees? This question is being asked by HR managers and directors all over the world.

Employee retention continues to be one of the biggest challenges facing businesses in recent years. Studies show that among the main reasons for changing the workplace are corporate culture, work environment, opportunities for growth, and distance of management from employees in the company.

At the same time, company analysis found that employee retention costs essentially doubled during the COVID-19 pandemic.

When an organization has a clear, well-defined purpose and path forward, it is more likely to attract and retain top talent.

One of the most frequently asked questions during a job interview is "Where do you see yourself in five years?". However, this question is now increasingly being asked by job applicants. In today's world, when demand for talent outstrips supply, leaders who can't get the answers to this question right will struggle to compete.

Company leaders should also be prepared to answer questions such as: "Do you provide a hybrid work model or work entirely from home?", "Do you have a work-life balance policy?", "Will you be a company, for which I can be proud to work?".

Power and priorities

A recent study showed several trends that should be a warning light for company leaders because it is clear that employees are already the strength of the labor market.

Nearly 40% of the 14,000 respondents said they had either changed careers in the past year or were considering a similar move, and 26% had either left the job market entirely or were considering it. Read more: "Career planning and development: Definition and goals of career development".

The survey also shows the priorities of employees and the expectations of their employers. Analyzes show that salary is equally important with a good work-life balance. Employees look for leaders who show empathy and follow clearly defined goals.

Leaders with a purpose

People want to work for companies with a vision of the future they can identify with and where they can see their development and career path.

Leaders in a company must continually share and refine the company's mission and purpose. They must define how customers, employees, and business partners are treated and where the organization stands on large-scale issues such as sustainability and equity.

Corporate empathy

Leaders who demonstrate corporate empathy develop a better sense of what employees need if they want them to remain loyal to the company.

Creating a corporate culture that values ​​empathy often means eliminating some harmful habits within the organization. When an employee shares about their problems, negative emotions, or limitations, this should not be seen as weakness. Read more: "How does employee experience affect the company's success?"

Responding to employee needs and showing support will ultimately lead to better results when it comes to engagement and talent retention.

Employee retention tips for everyone

Specialists generally recommend the following steps that businesses and companies should take to retain their talent and remain competitive in the labor market:

• Listen to employees: Empathy begins with understanding and acknowledging the reality of others.
• Create new models of office work to support and retain your employees.
• Create flexible working arrangements that accommodate the needs of motherhood, fatherhood, eldercare and childcare, and other personal circumstances.
• Expand career paths for people. Show them that there is an opportunity for growth, development, and internal mobility within your organization.
• Consider the impact of inflation on your business so you can stay competitive for talent in the labor market.
• Follow a fair approach in the talent search. For example, support women who are considering re-entering the labor market. Make sure employees of all ages, abilities, and backgrounds feel welcome and supported at your company.
• Focus on retraining and upskilling employees. Assess their current skills and develop them. This will give them another reason to stay and at the same time provide stability for your business.
• Don't be afraid to publicly address social issues such as sustainability and justice, and do so transparently.

Managers who follow this reassessment will demonstrate to both job seekers and their current employees that they have a vision, a plan, and a set of core principles. Thus prepared, they will be able to state where they see themselves in five years.

10 tips for successful employees attracting

Finding the best employees who can fit into a culture and contribute to your organization is both a challenge and an opportunity. Retaining the right people once you find them first is easy. Of course, if we do things right. That's why in this article you will find ten practices that will help you to be more successful in recruiting. Read more: "What is internal recruitment? Internal recruitment as part of the career planning process".

These specific actions will help not only with recruiting the right people but also with retaining all the employees you need.

1. Improve your candidate outreach when recruiting

All too often, when businesses have to choose from a variety of potential candidates, whether they've crossed their threshold or responded to an online ad, they can't reach the best candidates. Because in most cases they work for someone else and may not even be looking for a new job.

Here are the steps you should take to improve your reach of suitable candidates.

Invest time in developing working relationships with various career centers as well as recruitment firms.

Allow current employees to actively participate in industry professional associations and conferences where they can meet candidates that you can successfully attract.

Look online for potential candidates whose resumes are freely available on the web, even though they are not currently looking for a new field of exposure.

Use various professional websites and magazines for advertising.

Search for potential employees on LinkedIn as well as other social channels. Encourage your employees to refer their friends and colleagues they know would be interested in your company. Finally, meet your best "hits" before you even need them.

The key is to build your "lead pool" before you need a new employee.

2. Hire safely

The authors of The Human Capital Edge, Bruce N. Pfau, and Ira T. Kay, believe that you should only hire people who have done that particular "job," in that particular industry, with that particular business climate, from companies with very similar cultures to yours."

They believe that "past behavior is the best predictor of future behavior" and suggest that this is the strategy that will allow you to hire winners. The authors also share that you should hire candidates who you think can get into the essence of your company. You cannot afford the time to train "possibly" successful candidates.

3. Look around first for potential candidates in the company

Providing new opportunities to current employees positively boosts their morale and makes them feel important and that their talent, capabilities, and achievements are valued. Therefore, always post vacancies first internally within the company.

Invite potential candidates to an interview. This gives you a chance to get to know them better, and for them to learn more about the goals and needs of the organization. There is often a good match between your needs and theirs.

4. Be a great employer

Pfau and Kay make the point that you don't just have to be a good employer, you have to show people that you are. This is how you build your reputation and your company's brand. Still, you want the best recruits to seek you out because they respect you and want to work for your brand.

Google, for example, which often tops Fortune's list of best companies, receives more than 2,000,000 job offers annually, according to sources in the popular business press.

Explore employee retention practices, motivation, accountability, rewards, recognition, and flexibility in work-life balance. These are key areas to focus on to be a desirable employer. After all, you want your employees to boast that your organization is a great place to work, right?

People will believe your employees before they believe what is written in corporate literature or on your website, keep that in mind.

5. Involve your employees in the hiring process

You have three options to involve your employees in the hiring process.

Your employees can recommend excellent candidates for your company.

They can help you review the resumes and qualifications of potential candidates.

They can help you interview people to gauge their potential as a "fit" for your company.

Organizations that don't use employees to evaluate potential candidates are underutilizing one of their most important assets. The people involved in the selection process are also committed to helping the new hire succeed, which in turn benefits both you and them.

6. Pay better than your competition

Yes, you get what you pay for in the job market. Research your local job market and take a close look at the compensation that attracts people to your industry.

You want to pay better than average to attract and retain the best candidates. Seems obvious, right? It's not. Every day you can hear employers talking about how to hire an employee cheaply. This is a terrible practice. Have you heard, "You get what you pay for in the job market?"

Of course, you can get lucky and attract a person who follows his/her spouse into a new field or needs your benefits. But these candidates will resent the amount of pay, feel undervalued, and leave after the first good job offer.

The cost of replacing a departing employee can range from two to three times the employee's annual salary. But you still get what you are willing to pay for in the job market.

7. Use your advantages

Maintain fringe benefits for employees above the standard and add new ones when you have the opportunity. At the same time, the company and its people need to be aware of the cost and value of what they are getting to appreciate how well you are taking care of their needs.

Most employees greatly value flexibility and opportunities for work-life balance. You cannot be a desirable employer without offering a good package of standard benefits such as medical insurance, pension insurance, and dental insurance.

Employees are also increasingly looking for a cafeteria-style benefits plan that allows them to easily balance their choices with those of their working spouse or partner. Consider, for example, a profit-sharing plan and bonuses that pay employees for their measurable achievements.

8. Hire the smartest person you can find

In their book First Break All the Rules: What the World's Greatest Managers Do Differently, Marcus Buckingham and Kurt Koffman believe that successful managers hire talent. Believing that it is they who think this way:

People don't change that much. Don't waste time trying to collect what's left on the outside. Try to develop what is inside. That in itself is hard enough.

If you're looking for someone who will work well with people, you need to hire someone who has the talent to work well with people.

It is unlikely that you will be able to teach a person a new talent at such a late stage. You can try, of course, but then you're not focusing on the strengths of your employees, which 80,000 managers, from Gallup surveys, strongly recommend.

The recommendation? Hire employees for their strengths. Don't expect to develop their weaknesses. Build on what is already well developed first.

9. Use your website for recruiting

Your website represents your vision, mission, values, goals, and products. It is also effective in recruiting employees who respond to what you share on it. Your website should provide information about the culture and work environment you offer for employees.

Create an employment section that describes the positions available, as well as why an interested person would want to contact your company. A website is your opportunity to shine, as well as a highly effective way to attract candidates.

10. Check references when hiring employees

The purpose of this section is to relieve you of problems with the candidates you are looking for and with the employees who are currently working for you. You should carefully read the references as well as do a background check. Why? Because in the society we live in, we need to be sure that the people we hire can do the job, contribute to growth and development, and have no previous transgressions that could endanger the company.

Even you can be held liable if you hire a new employee without vetting him and he assaults someone at work.

Important: Every organization has to start somewhere to improve its strategy for recruiting and retaining valuable employees. The tactics and opportunities detailed here are your best options for hiring successful candidates. These ideas can help your organization grow, creating a workplace that will meet both your needs and the needs of your potential and current Super Employees.

Questions and Answers

Why is attracting and retaining the best employees crucial for an organization's success?

Attracting and retaining the best employees is vital for an organization's success because skilled and dedicated employees are the driving force behind innovation, productivity, and long-term growth. They bring valuable expertise and fresh perspectives that can give the company a competitive edge in the market. Additionally, reducing employee turnover is cost-effective, as it saves time and resources associated with recruitment and training new hires.

What are some effective strategies to attract top talent to your organization?

To attract top talent, organizations should focus on several strategies. Firstly, building a strong employer brand is essential. This involves showcasing the company's values, culture, and commitment to employee growth and development. Secondly, offering competitive compensation packages, including salaries and benefits, is crucial to stand out in a competitive job market. Thirdly, creating a positive work environment and providing opportunities for professional growth are key factors that entice potential employees to consider joining the organization.

How can a strong employer brand help in attracting top talent?

A strong employer brand helps in attracting top talent by establishing the organization as an attractive place to work. It communicates the company's values, mission, and employee-centric culture, making it more appealing to potential candidates. A positive employer brand enhances the organization's reputation in the job market and increases the likelihood of attracting high-quality candidates who align with the company's vision.

What role does a competitive compensation package play in employee attraction?

Offering a competitive compensation package is crucial for attracting top talent. Talented individuals seek fair and competitive salaries and benefits that reflect their skills and experience. A well-structured compensation package demonstrates the organization's commitment to recognizing and rewarding employee contributions, making it an attractive proposition for potential candidates.

How can organizations provide opportunities for professional growth to retain their employees?

Providing opportunities for professional growth is a critical aspect of employee retention. Organizations can offer training programs, mentorship opportunities, career advancement pathways, and skill development initiatives. When employees see that their organization invests in their personal and professional development, they are more likely to feel valued, satisfied, and motivated to stay with the company.

What are some key factors in creating a positive work culture?

Creating a positive work culture involves several key factors. Open communication and transparency are essential, as employees feel more engaged and connected when they are informed about company decisions and changes. Recognizing and rewarding employee efforts and achievements fosters a culture of appreciation and motivation. Promoting work-life balance, encouraging teamwork, and providing a supportive and inclusive environment are also crucial elements of a positive work culture.

How can organizations proactively address employee retention?

Organizations can proactively address employee retention by regularly conducting employee engagement surveys to gather feedback and insights from their workforce. Based on the feedback received, organizations can identify areas for improvement and implement necessary changes to enhance employee satisfaction and well-being. Addressing concerns promptly and transparently shows employees that their voices are heard and valued, fostering a stronger sense of loyalty and commitment.

What role does recognition and rewards play in retaining employees?

Recognition and rewards play a significant role in retaining employees as they reinforce a culture of appreciation and motivation. When employees' contributions and achievements are recognized and rewarded, they feel valued and acknowledged for their efforts. This, in turn, boosts their job satisfaction and commitment to the organization.

How can managers contribute to employee retention?

Managers play a crucial role in employee retention. By providing effective leadership, clear communication, and ongoing support, managers create a positive work environment where employees feel motivated and engaged. Managers can also facilitate professional growth by offering mentorship, guidance, and opportunities for skill development, which further strengthens employees' attachment to the organization.

How can a diverse and inclusive workplace positively impact employee retention?

A diverse and inclusive workplace positively impacts employee retention by fostering a sense of belonging and acceptance among employees. In an inclusive environment, employees feel that their unique perspectives and backgrounds are valued, which leads to higher job satisfaction and reduced turnover. An inclusive workplace promotes collaboration and creativity, enabling employees to thrive and contribute effectively to the organization's success.