conversations | the fierce newsletter


 

October 2014 Edition

Welcome to the October edition of Conversations, the Fierce newsletter.

 

This October, we highlight articles sharing tips on how to build a balanced workplace along with tips for sustainability. Additionally, we highlight a new case study with BC Public Service, a government agency. We also highlight our Fierce in the Schools team and the work they are doing with job readiness programs.

 

As always, we're interested in hearing your thoughts on our Fierce blog, and don't forget to check out upcoming workshops, webinars, and other events.

 

1. The Art of Balance: Cultivating a Sustainable Workplace
2. Fierce News!
3. Fierce in the Schools News!
4. Fierce Events: Save the Date

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1. The Art of Balance: Cultivating a Sustainable Workplace  


Work/life balance discussions have taken on a new urgency lately, thanks in large part to Arianna Huffington’s bestselling book “Thrive.” The book begins with her personal “wake up call.” She found herself lying in a pool of blood after collapsing from exhaustion and lack of sleep. Her demanding and lucrative career overpowered her—the weight eventually crushing her ability to keep up.

While this is a dramatic and high profile example, this same scenario plays out day after day with average Joes and Janes. We may not crumple to our knees like Arianna, but the upward spike of stress reported by employees is sobering. And slowly, but surely, it’s taking a toll.

The third annual 2013 Work Stress Survey, conducted by Harris Interactive on behalf of Everest College, found that 83% of Americans are stressed at work. One of the top stressors? Poor work/life balance.

In Fierce, Inc.’s 2014 Having It All Survey, which examined professional women’s attitudes about work/life balance, 70% of women reported being stressed with nearly half experiencing stress-related health issues, such as loss of sleep (45%), weight gain (45%), and depression (34.5%).

The impact is so strong that 1 in 5 women, according to the Fierce survey, reported leaving a more lucrative job for one that supported better work/life balance. And if one believes this issue is a “girl thing,” one should think again. Just take ex-MongoDB CEO Max Schireson as a recent example. He quit his role as CEO to spend more time with his family, finding the demands of his job too much to support both work and home life.

If corporations haven’t gotten the memo yet, their time is running out. While some may prefer this issue disappear, it won’t. It has sprung forth yet again as our society gets further and further caught up in trying to run at the rate of technology and, subsequently, pays the price. And while we can replace the hard drive in a computer, there is no replacing a company’s most valuable asset—the hearts and minds of its employees.

Here are three key ingredients to cultivating a workplace that fosters more balance and sustains long-term health for both the business and its workforce. And as with all things, it begins with trust.

Without trust, there is nothing

Trust is BIG. Employees crave it, employers must give it, and people require it as a fundamental component to all relationships. Without it, there is hand-holding, micro-managing, clock-watching, and side-glancing paranoia. Decisions are made behind closed doors, people whisper at the water cooler, and a world of energy is spent paving every road in “Worst Case Scenario Land.” In short, we spend our time focused on how to avoid failure or catching someone doing wrong rather than looking for possibilities, success, and spontaneous innovation.

In the “trustless” environment, corporations are hamstrung when it comes to affording employees work/life balance because to give balance, one must have balance—balance of trust between management and staff, staff and leadership. Cultures of deep-seated personal accountability must replace command-and-control dictatorships.

Building a foundation of trust at all levels, in every direction, is the launching point for creating a balanced workplace and is what’s needed to sustain it over time. To establish trust, one must choose trust. Trust is a choice—a belief—that resides within each individual and is his or hers to give. It starts from the top and when trust is given, much is granted in return.

Have the conversations; and keep having them

Once trust has been established, have conversations that identify what employees need in order to experience better work/life balance. In one-on-ones, ask where the challenges are and request recommendations for resolving them. Ask what the company is doing now that’s helpful and how it could be made more helpful. Lean in and get curious. The solution (or solutions) may be much simpler than imagined, as we often tend to over-correct for situations that merely need a small modification.

Pull together a work/life committee made up of cross-functional and cross-departmental representatives. Submit the themes occurring in one-on-one conversations and task the committee with prioritizing, proposing solutions, and partnering with leadership to execute any new policies and/or cultural shifts that need to occur. As with all committees, ensure the work/life committee continues to meet on a regular basis to stay current with employee needs. Rotate in new members so fresh perspectives are routinely made available to the group. Peer groups can also give working parents, or individuals tasked with greater life responsibilities, an opportunity to share solutions and strategies for overcoming work/life issues outside of the company.

Reach beyond your limits and flex your flexibility

More than likely, a request for greater flexibility will be a common theme in your work/life conversations. After all, life doesn’t happen on a Tuesday nor does it occur conveniently between the hours of 9 and 5. Life happens when it does. It’s the nature of the beast, warts and all, so it’s best to adopt a strategy that embraces reality rather than ignores it.

Some highly adopted and emerging trends are listed below as options to consider. All of these address work/life issues and, on their own or together, will cover much ground in providing employees a less stressed, more engaged environment—both of which come with higher profits and lower turnover.

  1. Flexible Hours. A wide variety of office positions have no real need to be religiously staffed during specific hours, such as 8 to 5. Instead, there may be core hours where overlap with other team members is crucial but, outside of this, mandating an 8 a.m. start time is without much purpose and is more an act of old policies unvisited.

    Evaluate all positions and identify core hours and the associated tolerance for flexible hours. Offering employees a grace period around when they need to be physically present in the office allows for life to sporadically bleed outside the margins into work, without causing undue stress.
  2. Telecommuting. Hand in hand with flex hours, telecommuting is a wonderful and practical option to give employees. Thanks to technology, employees can still participate in meetings while getting work done (sometimes even more!) when in the rather calm and controlled environment of home.

    Here again, assess which positions would be a good fit for working remotely and set clear expectations such as response time, indication of availability, and any specific days of the week where presence in the office is preferred due to weekly team meetings, etc.
  3. Unlimited PTO. Perhaps the pièce de résistance of work/life policies is adapting an unlimited vacation “non-policy.” The latest high-profile CEO to roll this out is Richard Branson. He, like other CEOs, has observed the higher profits, morale, and productivity that the pioneering CEOs have experienced since implementing this bold policy.

    Of all policies, this one requires the most trust and asks employees to be highly accountable to themselves, their peers, and their company. And when it works, it works like a charm. Ensure employees understand the goals and objectives they are responsible for delivering and communicate the expectation that they may take time off when they feel their absence will not damage the business, the team or their careers.

While there may be a lot of initial fear around implementing this policy, most companies find they actually need to encourage employees to take more vacation! When trust is handed over, people step up in equal amounts.

With the three key ingredients of trust, conversation, and flexibility, organizations can take meaningful steps towards easing the work/life issues plaguing the American workforce. Companies that begin now will have a tremendous leg-up on those who continue to merely pay lip service to the cause. This issue isn’t going away. It’s time to get out in front of it before employees lose patience and take their talent elsewhere.

Fierce CEO, Halley Bock, is a contributing author for TrainingMag.com. This article was originally posted here.


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2. Fierce News! 


How One Agency Pulled Off the Impossible: Strengthening Engagement During Times of Big Change



This case study with BC Public Service outlines the challenges of a mandate for change and the strategy and conversations that took place along the way. 

Read the case study

 




a Fierce announcement: Save the Date Facilitators!


Fierce is excited to announce that our Fierce Facilitator Summit 2015 is in the works! Facilitators, keep your eyes peeled for emails with registration and conference details coming soon!

May 6th and 7th, 2015
Seattle, WA
USA


Build a Culture of Curiosity: Move the Needle with Diverse Perspectives


This webinar provides tips on how to take advantage of a diverse workforce adn gain real perspectives to help you move the needle in your organization.

View the webcast


Generalizing Generations: Why It Doesn't Work


This article shares insights to the never-ending debate on multiple generations in the workforce from the perspectives from a Millennial, Gen Xer, and Boomer.

Read the article

Blog Posts

Millennials: Creating a New Workforce- This blog shares ideas on how to open up your workspace to be more millennial friendly and how to get rid of old beliefs about the workplace.

Fierce Tip of the Week: Stay Current – This week’s tip encourages you to have the conversations that you may be avoiding.

The Generational Divide: Who Will Win? – This blog shares reflections of a millennial and boomer, you don’t want to miss it!

Fierce Tip of the Week: Appreciate Your Boss – This week’s tip is to take time to appreciate your boss. Perhaps share some insights.

3 Tips to Motivate a Multigenerational Workforce – This blog shares tips to help you motivate your workforce regardless of the generation.

Fierce Tip of the Week: Bust Generational Stereotypes – This week’s tip is to get curious and not make assumptions about different generations around you.

Holding Back? 3 Tips to Foster More Feedback- This blog shares tips on how to ask for feedback and get more of it.

What People are Saying

"When you're working on big projects where the decisions you make impact a lot of people, you need to gather insight from everyone or you’re bound to miss critical components. That’s where Beach Ball conversations really help us out."
– Trisha Gilmore, Manager, Costco

"I felt the experience was amazing and provided me with a wealth of information to help me improve my personal and professional relationships. I intend to integrate the principles into my daily activities to help foster and build better relationships through effective communication by taking risks and sharing my true self."
– Rachel Askin, Chief Operating Officer, Brandon Hall Group

"The workshop has helped me to see the importance of leading by a Fierce example!"
– Mark Sliger, Senior Civil Engineer Specialist, Seattle Public Utilities


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3. Fierce in the Schools News! 


Beyond Graduation: Job Readiness Programs and the Fierce Conversations Field Guide

The FITS team (Fierce in the Schools) collaborates on several initiatives with partners - schools and nonprofits - to incorporate Fierce skills into job readiness programs for youth and young adults by integrating Fierce Conversations Field Guide lessons. Over the past decade with our education collaborations we recognize   21st Century skills, job readiness, workforce competencies and college and career readiness map to the same skills. Our clients tell us that in their research on what those skills entail, 90% are covered by Fierce practices.

The principles and practices of Fierce Conversations are critical for students following graduation. A school differentiates itself, ultimately, by the success of its graduates.  While schools can’t know what jobs their students will take, they can provide students with the foundational skills that organizations needs and value, regardless of job description.

Recruiters recognize that it is too expensive to hire someone who is smart and can’t get along with others, ask important questions or navigate through conflict. As Einstein said, “We should take care not to make the intellect our god; it has, of course, powerful muscles, but no personality. It cannot lead; it can only serve.”  No matter how much “book learning” a student gains, it is the ability to connect with others that currently resides at the top of the list when organizations are considering new hires.

Stay tuned to hear more about our developments on job readiness programs.

What People Are Saying

“The coaching conversation is so great for evaluations. And people love having a framework for effective confrontations.” 
– Lou Howell, Educational Consultant, Iowa Department of Education

“Fierce teaches [our at-risk students] it’s possible to get your point across without getting overly emotional or getting mad at the other person. They learn to really listen to another perspective and to state their own perspective clearly.” 
– Joann Tracy, Teacher, Orting High School Learning Lab

“The process prevents domination by individuals. Everyone has time to reflect on their thoughts and suggest solutions.” 
– Dale Lass, Principal, Roosevelt Middle School


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4. Fierce Events: Save the Date 


Attending one of our workshops is a wonderful way to evaluate Fierce for your organization. If you would like more information, please click on the options below.

November 4th Online

Taste of Fierce Confrontation (8-9:30 AM PST)

November 10-11th in Seattle, WA

Fierce Conversations Workshop (2 Days)

November 13th Online

Fierce Conversations: An Introduction (8-8:45 AM PST)

November 18-19th in New York City, NY

Fierce Conversations Workshop (2 Days)

December 5th Online

Taste of Fierce Confrontation (8-9:30 AM PST)

December 15-16th in Seattle, WA

Fierce Conversations Workshop (2 Days)

 
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