A new Gallup analysis finds that 48% of America’s working population is actively job searching or watching for opportunities. The numbers are not as evident here in Canada, but I suspect it is similar and comparable.

Businesses face a staggeringly high quit rate — 3.6 million Americans resigned in May alone — and a record-high number of unfilled positions. And Gallup discovered that workers in all job categories, from customer-facing service roles to highly professional positions, are actively or passively job hunting at roughly the same rate.

Read more about the cost of bad hires.

Employees who are looking for a job or watching for opportunities

People call it the “Great Resignation,” and the Gallup data show that the highest quit rate is among disengaged workers.

Employee resignation and employee engagement

Unfortunately, most employees are disengaged. Gallup’s State of the Global Workplace: 2021 Report identified an employee engagement rate of 20% — 34% in the U.S. and Canada.

• Highly engaged teams are 14% to 18% more productive than low-engagement teams.
• Low engagement teams typically have turnover rates that are 18% to 43% higher than highly engaged teams.
• Replacing existing workers costs one-half to two times the employee’s annual salary.
• Gallup finds that it takes more than a 20% pay raise to lure most employees away from a manager who engages them and next to nothing to poach most disengaged workers.

It certainly seems that the “Great Resignation” is less an industry, role or pay issue than a workplace health & values issue.

Considering that most employees are disengaged, each new hire will likely join a disengaging team.

And that means they will probably leave in short order.

This is a self-defeating cycle, but it can be interrupted.

Interrupted the ‘Great Resignation’ by ‘Rehiring’ your employees.

After two years of the C-word (COVID), now is a great time to rehire your current employees and double down on onboarding new hires.

As leaders, we have a real opportunity to go to our employees and say, ‘Remember when you were first hired? Let’s go back and reinforce the culture and values that attracted you to us in the first place.’

In the case of existing employees, let’s re-onboard them. And I am not talking about the ‘stupid ergonomics/how to sit at your desk’ lecture. Or the ‘Read all of these policies and sign off on them before we tell you where the bathroom is’ session.

Our people are not morons.

They know that despite all of our protestations that we are a family, and our values are the highest in the industry if we focus on rules, policies and procedures, the family & values part is a lie.

They see that what gets oxygen and attention are the Organization’s actual values.

So tell great stories about how you and the Organization live your values.

Populus Group curates a series of culture-related questions and has each new hire call an existing employee each day.

The new hire asks the questions, and the current employee tells a story about their experiences.

Read about the three exercises you can do with your team that will build a healthy culture

Questions like:

• What causes conflict here, what does it look like, and how is it resolved?
• How does the company support me as a family member?
• How are decisions made when there’s disagreement and stakes are high?
• When and how do people like to give and receive feedback?
• Titles aside, who in the Organization has the power to get things done?

It’s time to be vulnerable and tell your existing team that we know we may have lost our way due to COVID. Or we may have done a poor job of onboarding you the first time.

But you want to do better, so we will rehire you.

And we are going to do it better!

In other words, reversing the Great Resignation requires fixing the Great Disengagement — and you and your leaders are critical.

This past summer, I was in Victoria, BC, for a few glorious warm sun, beautiful seas with family, and doing good business with great people.

I posted a silly picture of a minor tourist attraction, and to my surprise, I received a Fb message for a soldier of mine who became a good friend of the family who had recently been posted to the Naval Base there.

We quickly arranged an impromptu reunion over a coffee. It was an added bonus to see this guy after many years and to hear how successful he had become.

When we left the coffee shop, he asked me to see his new motorcycle, and while we admired this beautiful machine, he reached into the saddlebag and pulled out a sheet of paper and handed it to me.

It was a copy of a letter of reference I had written for him in 1997.

1997!

Neither of us could remember exactly why I wrote it. And, for me, it was a small decent thing to do for a good person. But to be honest, it was one of the hundreds of letters and recommendations I have made for people throughout my career.

But he had carried that letter around with him for 24 years, so it was a big thing for him.

Recently I read an HBR article about Sheldon Yellen, CEO of BELFOR Holdings, who grew sales to more than $1.5 billion. BELFOR’s people jump into action after a flood, tornado, or fire damages or destroys property. It’s a tough, dirty, dangerous business. To express his appreciation, Yellen sends handwritten birthday cards to each employee every year—that’s 9,200 cards, plus additional anniversary cards, thank-you notes, and messages for a job well done, for a total of 12,000 or so handwritten notes per year.

Yellen once said that “Doing this has helped build a culture of compassion, family, and respect,” he said. Need evidence? When Yellen turned 60, he got an appropriate gift—more than 8,000 handwritten birthday cards from BELFOR employees, who wanted to show their appreciation for the CEO’s tradition.

Small gestures

Small gestures—references or recommendations, body language or handwritten messages—can send significant signals about who we are, what we care about, and why we do what we do.

The fantastic thing about a small gesture is that we have no idea the impact that it will have.

Like throwing a stone into a pond, the ripples go far, and we will likely never see what the impact that little rock will have.

I believe that my friend would have been successful without that letter as he has been, but what if I had blown him off that day? What if I had dismissed him because I was ‘to busy.’

What if Mr. Yellen drove hard every day to hit a financial target and didn’t take the time to write those notes?

We’ll never know, but even (maybe especially) in this age of digital disruption and creative destruction, never underestimate the power of a small gesture.

Don’t let technology or business overwhelm your humanity.

The cost is small, and the ROI is unfathomable and unimaginable.

Read About The 7 Simple Shifts – Your Checklist To Being A Better Leader

Based on an article written by Melody Wilding, LMSW

When I speak to a group, I am surprised that one of the most recurring questions people ask is: ‘How can I speak confidently in meetings?’

Next Week? How to get people to speak up in meetings.

It usually comes up in raising issues derailing a project or impacting the organization’s health and culture.

Most people are very anxious about raising issues that they may feel are contentious—the idea of speaking in front of peers and bosses and being paralyzing to some.

Whenever it comes time to contribute, some people freeze, overthink their response, or end up rambling.

Afterward, people beat themselves up, feel like an imposter be less confident.

Sound familiar?

If so, you’re far from alone.

Read about running great meetings.

Speaking Up in Meetings

It’s not uncommon to be a high achiever and, at the same time, highly sensitive. This describes many of us who thinks and feels everything more intensely.

Everyday workplace situations might be moderately stressful to the average person can cause some to shut down, especially when overwhelmed. Thanks to your ability to process information more thoroughly, you bring many assets and talents to the table.

But it also means you are more susceptible to stress and emotional reactivity, mainly when it involves judgment or evaluation from others (like in a meeting or on a conference call).

Meetings can be harsh environments because:

• You want and feel you have to listen carefully to others’ ideas
• You prefer to observe and absorb what’s happening before offering an opinion
• You have a high sense of responsibility, so you show respect by deferring to the leaders at the table
• You tend to be more reserved, which mean more outgoing coworkers may dominate the discussion
• You are overwhelmed more quickly and may freeze under pressure
• You can think deeply and see all sides of a situation, which can lead to overthinking
• You are so empathetic that you worry about what other people think of you

6 Strategies to Speak Confidently in Meetings

Sitting frozen and fearful through yet another meeting is a terrible feeling. Take heart because it doesn’t need to be this way. It is entirely within your power to take control and ditch a habit of staying silent so you can get ahead.

Elevating your visibility at work is essential if you want your career to evolve and grow. You work hard and have great ideas to contribute—you should be making an impact and getting the recognition you deserve.

With a bit of practice from these tips, you’ll finally feel like the integral team member you’ve always been.

1. Banish Pre-Meeting Jitters

Your hands are shaky. Your stomach is doing somersaults. You suddenly start second-guessing every thought you have. These are common pre-meeting anxieties. It’s normal to experience anticipatory stress when you feel your intelligence or contributions are being evaluated.

Instead of doubting your jitters as a sign that you’re inadequate or otherwise not up to the task at hand, befriend your stress response, reframing it as a sign you’re ready for action and prepared to bring your best.

Ease Into It

It may be tempting to arrive right before a meeting starts to appear prompt or avoid awkward small talk. But if you feel rushed or short on time, this will only exacerbate the existing stress you already feel during meetings.

Instead, build in a buffer and plan to settle in before things get underway. Allow yourself to ease into the physical meeting space. If it’s a virtual teleconference, get comfortable with the webinar controls, your mic, and webcam ahead of time. As colleagues arrive, focus on making conversation with one or two people at a time.

This can help ease anxiety and make speaking up for the duration of the session seamless.

Commit To Speaking Early

Have you ever come to a meeting with ideas and planned what you want to say, then left realizing you said nothing the entire time? You are not alone, but staying quiet is doing yourself a disservice. It typically gets more challenging to enter the conversation as the meeting progresses. The longer you wait, the more your anxiety will build.

Growth often comes from discomfort, so push yourself to speak up early. Ask a question or offer an opinion on a new business proposal. Try to say something in the first 10 to 15 minutes of the session–whether to welcome attendees, present your main argument, ask a question or offer an opinion on a new business proposal.

Use Your Strengths When Speaking Up

You don’t have to be the loudest in the room. Even the soft-spoken can still make an impact by backing up coworkers’ comments with a simple “Great idea! I can see that working we” l.”

You can also focus on asking powerful questions. You are likely very observant, which gives you an edge when it comes to posing the kind of thought-provoking questions that haven’t crossed your colleagues’ minds quite yet.

Be The One To Take Action 

Did something come up in the meeting that could use more research? Commit to taking on something for the next meeting. It shows you have initiative and that you’re interested and invested in your organization.

This is an excellent example of employing a pre-commitment device, a habit formation technique you can use to nudge yourself towards desired behaviours, be more motivated and likely to follow through.

Challenge Your Beliefs About Contributing

Many people’s leadership instincts may be held back by the ‘Imposter’s Syndrome’ where subconscious insecurities can seep into our behaviour to this day when speaking up.

Growing up, what were you told about standing out? Were you given the message by your parents, teachers, and community that you could be whatever you wanted, or did you internalize concepts like: “People won’t like you if you try to stand out”?

Read what an employee might tell you. If they could.

Remember

Don’t be held back by real or imagined negative feedback.

Somebody hired you because you are intelligent, competent and qualified to do your job.

If they thought that, the least you could do is respect their opinion and speak up.

You have got a lot to offer.

Now it’s time to let everyone know it.

The most enduring leadership lesson I ever learned was a military adage that says:

“Your plan is only good until first contact with the enemy.

And the enemy’s job is to stop your.”

 In military training, friendly forces are called the ‘Blue Team,’ while enemy forces are considered the ‘Red Team.’

The Red Team’s job is to stop the Blue Team’s plan.

Read more about planning

Red Teaming

Recently a simulated battle took place at the U.S. Marine Corps training Centre at Twentynine Palms, California. The exercise involved 600 British Royal Marines acting like the ‘enemy’ force, or ‘Red Team’ against a much larger U.S. Marine Corps (USMC) unit preparing for deployment overseas.

The British press gloated that the Royal Marines trounced the USMC so severely during the exercise that US commanders asked for a pause to reset their plans.

I’ve been on the receiving end of a similar simulated defeat, and I was glad for it.

Glad?

Except for a few bruised egos, nobody was hurt. We learned important lessons. And plans were tested and improved. And we were better for the experience and more prepared for the day when we faced off against a real enemy.

This is the point of exercising and training: To test your plans and capabilities.

How about your plans?

Outside of the military, most organizations conduct their planning with a small group of executives. Or worse, planning is done by one person, the CEO.

One of the best ways to ensure your strategy or projects are successful is to test it by an objective team, a ‘Red Team,’ that sees it through clear and new eyes.

The red team evaluates a strategy, a presentation, or a business plan for weaknesses and checks that any unanswered questions are answered to improve the plan.

And give it the best chances of success.

if your presentation or strategy has serious problems, they should tell you that, “This is not making sense!”

Red teaming can be a very unsettling experience for some – but the goal of each member of the red team is to help improve the strategy, presentation, value proposition, business plan and chances of success.

Remember, to have success; you occasionally have to break a few eggs!

Here are some optimal guidelines for forming and running a red team review:

• Because of their experience, members of our red teams emulate the process and mindset of the stakeholders.
• Pick at least three people to serve on each team.
• They are knowledgeable in the company’s space.
• Team members must have no prior connection with the team that is presenting.
• They must be willing and able to commit the necessary time and attention to the process.
• Insist that members are given at least two days to read the materials in the presentation and do a bit of personal research.
• Team members must be committed to helping the team improve their chances of success.

Read about how to get results

Benefits of a Red Team Review

A Red Team Review is an independent test of the executive’s decision-making.  The results will provide you with guidance and direction on what must be done to improve your plan’s chances of success.

People Fear Change!

Just like they fear monsters under the bed …

or behind the closet door …

or what lurks down those cellar steps.

Why?

Two reasons:

1. We can’t see what’s there so our imagination fills in the blanks … As kids we imagined monsters, as adults we don’t like change so we imagine job loss, upset and disaster.

2. Like a horror movie we know that the first person to go down those stairs is going to get killed …Most of us have lived through a change management exercise they did not go well and we ended up worse off than when we started.

Watch the Vlog to see how we as leaders can take fear out of the equation and give our hopes and aspirations for organizational change the best chances for success.

Whether you are hiring a new leader, implementing a new hybrid workplace model, merging, or executing a new strategy, managing change is critical to the success of any organization.

Read why hiring a new leader is ‘Change Management

In my experience, leaders spend too much time communicating the vision and the benefits of the change and not enough time talking about the ‘how’.

I have worked with dozens of clients to help identify the risks and craft a strategy to address them – to arrive at the organization’s new end state faster.

From my experience, here are the most common barriers to transformational change.

1. Lack of a Communication Strategy That People Pay Attention to

When I asked middle managers and individual contributors whether they believed their organizations’ strategies were achievable, they scored 30% lower than executives due to poor communications.

When it comes to your communication strategy, an organization-wide email and prerecorded message won’t cut it. A recent Microsoft study on email open rates showed that only 40% of employees would read more than 30% of any internal email. Simply increasing the frequency of communications can further desensitize employees and thus doesn’t provide a solution.

Another critical factor in driving buy-in and engagement to organizational strategy changes is ensuring individual teams understand how their goals contribute to organizational success.

Big ideas need to be talked about and not read.

Read about being the Chief Reminder Officer

2. Excluding Informal Leaders

Ensuring that your organization’s leaders are aligned and bought into the organizational change is critical to successful change management – but what about informal leaders not listed on your organizational chart? Informal Leaders can be found at all levels of an organization and frequently fly under the radar of executive leadership in large organizations. Informal Leaders often act as information brokers and influence how others perceive the organization, so they should be identified and carefully considered in your change management efforts.

Once you have identified your Informal Leaders, you can incorporate them into your change management strategy by creating a liaison and a change champions network and reaching out to them for bottom-up feedback. By combining their feedback early on, your organization can benefit from fine-tuning the tactical execution while also building buy-in and credibility for the efforts.

Read about the client who was 90% sure they would be on time & on budget

3. Failing to Establish and Clarify New Working Relationships

Failing to establish new working relationships, ownership, and cultural norms often presents one of the largest sources of frustration in organizational change. Depending on the nature of the transformation, teams can experience massive changes in processes and working relationships that are difficult to predict and coordinate.

From a risk perspective, changed lines of communication and expectations create an environment where mistakes can happen due to a lack of coordination. Over the long term, poor coordination can lead to frustration, damaged relationships, and ultimately mistrust in leadership.

To prevent your organization from being blind-sided by operational risks and missed handoffs, consider running exercises about the impact of the change with the people undergoing change.

4. Not Collecting Bottom-Up Feedback

In all large organizations, frontline employees have valuable insights that are frequently overlooked. During times of transformational change, your frontline can serve as real-time resources and feedback mechanisms to monitor the progress of your new initiatives or efforts.

From a risk perspective, failing to consider what is happening to your frontline will slow down your reaction time to new threats, lead to overestimating your company’s ability and lull you into a sense of false security.

In the long term, the risk is that your people will lose trust in leadership. Organizations with low trust in leadership frequently experience lower productivity, low psychological safety, high turnover, and stifled innovation.

Read about Trust

An organization undergoing transformation, by definition, changes over time – being vigilant in monitoring risk should go hand-in-hand.