Is your workplace flexible enough to allow a senior member of staff to send this kind of message?

‘I work flexibly at Telstra. I’m sending this message now because it suits me. I don’t expect you to read, action or respond out of normal work hours.’

This is the email signature of Troy Roderick, Telstra’s Head of Diversity & Inclusion. Signs are that while it might still be a tad unexpected, it’s on the way to becoming the norm. And for good reason!

According to Australian research conducted jointly by Bain & Company and Australia’s powerful Chief Executive Women lobby group, juggling our career aspirations and family growth and needs is entirely possible - as long we think of workplace flexibility as a norm and not an exception to the rule.

In this 2015 report, The Power of Flexibility: A key enabler to boost gender parity and engagement, it’s emerges that Australian organisations have built good foundations for flexibility within their workforces. But key challenges still remain - especially if we want workable options for both genders.

As it turns out, workplace flexibility isn’t just a woman’s issue. Data shows that men are demanding work flexibility too. The primary reason is that they want to play more active roles as caregivers, and rightly so. If we really aspire to equality within our workforce at every level up to senior leader, it’s crucial both genders should be equally considered and enabled - with flexible work practices.

Gone are the days when employees worked 9 to 5, Monday to Friday and only within the same four office walls. The incredible transition of the digital age, and our new capacity to run operations and communicate 24/7 from anywhere with a wifi connection has changed everything in most of our working communities - and across the globe.

WESTPAC CASE STUDY – IT’S TIME TO LOVE BANKS

The 2015 report highlights Westpac Banking Corporation as a standout company. They offer a range of flexible work practices, as part of their longstanding commitment to flexibility.

Those of us in smaller businesses might debunk their efforts as 'big business with bigger budgets’. But there is no denying the teams at Westpac have done their research and are implementing change for reasons that resonate in small business too. There are many takeaways that smaller teams could easily adopt and weave into their own culture with tremendous benefit.

Brian Hartzer, Westpac Group CEO, nails it. ‘The way I see it, flexibility helps people achieve their full potential by removing barriers to success. If people have the flexibility to manage their personal commitments, they are more likely to bring their whole selves to work every day. And that means they’re more likely to do their best work and exceed customer expectations.’

Like the inside scoop? Here are five key practices Westpac leaders are required to implement, to facilitate flexibility:

1. Make yes the default answer;
2. Put flexibility on the agenda at team meetings;
3. Understand the flex options and resources available;
4. Raise flexibility as a key benefit; and
5. Role-model flexibility.

The culmination of Westpac’s thinking is in their WorkSMART initiative. This permits employees to choose how, when and where they work. It’s a transformative program charged with overhauling Westpac’s corporate environment, technology, tools, systems and policies. They’re set on creating a culture where work is no longer a place you go, but something you do and achieve.

BENEFITS? WE THINK SO!

When you encourage employees to reach their full potential through flexible work practices, the capacity to generate a positive environment and boost employee advocacy and productivity is proven to follow.

It seems Westpac aren’t the only bank with the smarts on this. As Craig Meller, CEO of AMP points out, ‘normalising flexible work opens up new sources of talent and new ways of operating, and this is key to being an innovative and agile business.’

The small business sector has much to gain by following suit, and actively encouraging the uptake of flexible work practice arrangements. It’s well worth considering how we can make such practices work for our teams – and that includes the whole team, not just those with kids Others have family and other commitments of a different nature.

Be sure to underpin your new thinking with clear policies and practices.

If you lead a culture that’s supportive and respectful of flexibility, and make it the norm rather than the exception, only good things can come, both now, and later!

In 1905 Mark Twain, American writer, humorist and entrepreneur, received a small package and handwritten letter from a gentleman claiming to be a medical doctor. The package contained a snake oil — a cure-all called ‘The Elixir of Life’ — which purported to ‘cure all ailments of the human, animal, and fowl.’ 

Twain was in ill health at the time. His wife had died suddenly the previous year. Moreover meningitis and diphtheria, which the elixir proudly claimed to cure, had taken the lives of both his daughter and 19-month-old son. With these memories still very fresh, Twain communicated his deep dissatisfaction to Mr. J.H Todd - the ‘doctor’ who sent him the package. 

Dear Sir,

Your letter is an insoluble puzzle to me. The handwriting is good and exhibits considerable character, and there are even traces of intelligence in what you say, yet the letter and the accompanying advertisements profess to be the work of the same hand. The person who wrote the advertisements is without doubt the most ignorant person now alive on the planet; also without doubt he is an idiot, an idiot of the 33rd degree, and scion of an ancestral procession of idiots stretching back to the Missing Link. It puzzles me to make out how the same hand could have constructed your letter and your advertisements. Puzzles fret me, puzzles annoy me, puzzles exasperate me; and always, for a moment, they arouse in me an unkind state of mind toward the person who has puzzled me. A few moments from now my resentment will have faded and passed and I shall probably even be praying for you; but while there is yet time I hasten to wish that you may take a dose of your own poison by mistake, and enter swiftly into the damnation which you and all other patent medicine assassins have so remorselessly earned and do so richly deserve.

Adieu, adieu, adieu!

Mark Twain

In the eloquent and elegant language of his time, and with an initial lightness of touch followed by but a devastating directness that goes straight to the heart of the matter, Twain elucidates his feelings with precision and purpose. 

But how might he have expressed his same dissatisfaction in contemporary times? Would one of our modern, digital methods of appraisal have conveyed his disdain so ably? 

Perhaps he may have reviewed J.H Todd with a zero-star rating or possibly a 120-character tweet with a few choice acronyms thrown in. Would he have agonized over an emoji? Or chosen to go grammatically correct and emoji-free, rising above the hoy polloi in unadulterated prose? And would he have blocked, reported and unfriended Mr Todd, if they were ever ‘friends’ at all?

Joking aside, the strength of Twain’s letter isn’t his clever use of language but the absolute clarity with which he expresses himself. There’s no misunderstanding his message.  

In these progressive times when communicating with others, including your employees, is something to be ‘optimised’ and abbreviated, it’s vital to remain mindful that good communication practices are still at the heart of every successful business, and every business relationship – internal, external, with employees and suppliers, including snake oil vendors.

Communication has the ability to build, and destroy, a relationship very quickly. As a business owners, you can set yourself apart by developing the right communication style for your workplace.  

Thinking the small things through can be particularly helpful. How would you like social media comments to be handled? When to pick up the phone and have a real-time in-person discussion – rather than yet another email. How to hit the right note in email communication – not too formal, but not too personal either. When it’s okay to send a text message, and when a hand written thank-you card is called for – rather than virtual flowers.  

The communication methods you choose to implement now will set the tone for future business.  It’s free marketing, speaks of your own style and your business, and can leave a lasting impression. 

So choose your words carefully. Few of us will achieve the literary prowess of Mark Twain, but adopting a business style that’s meaningful, authentic and perhaps even a little elegant is generally best practice and will be remembered. Would Twain’s letter still be circulating a century later if he had replied with a ‘middle finger’ emoji?  We think not!

With the year end-looming, the silly season is almost upon us. Soon the boundaries between work and play will start to blur with the prospect of festivity. There will be long client lunches where nobody’s quite certain who’s servicing whom, and that annual ritual, the Christmas party or ‘work do’.

Amongst all the merry making, there’s always the possibility of interesting and sometimes unexpected outcomes underneath the mistletoe. Because Christmas drinks can lead to Christmas high jinx. And without meaning to come across all Bah Humbug, we suggest it’s something you plan for.

Rewarding employees for another year of hard work is essential festive fun. As leaders, you don’t want to play Scrooge – you want to have fun alongside them. But let’s not forget that getting the balance right in all things, including festive merriment, and taking responsibility for keeping everyone safe is also your job. So before you don your party hat, wrap yourself in tinsel and get all teary over Auld Lang Syne – do some planning.

YOUR CHRISTMAS LIST – THE TOP 3 RISKS AT WORKPLACE EVENTS

Here’s a Christmas list with a difference – and it’s one to take sober account of.

1 Employees being injured;
2 Sexual harassment and bullying; and
3 Inappropriate behaviour.

It’s not a list any of your employees deserve to be on. So do your part and look out for them, and your business, by being prepared. Get the music and Chrissie Kringles worked out in advance by all means, but also set the tone for everyone on behavioural expectations, accountabilities and obligations.

CHRISTMAS LIST NUMBER TWO: 6 BEST PRACTICE TIPS

Here’s how to arrange a Christmas company party or event that’s memorable for all the right reasons – not the wrong ones.

1. Send an email at least one week prior, getting a few things straight:

• The event is a ‘work function’ and conduct must be aligned with workplace policies.  If you have a drug and alcohol policy, or a sexual harassment, discrimination and bullying policy, then remind your employees to review them, be familiar with them, and take them seriously.  
• Set clear rules and expectations around social media;
• Make it clear that employees are individually accountable for drinking responsibly and, where appropriate, legally;
• Direct employees to make travel arrangements for getting home safely and within the limits of the law. If the function is a significant distance away from the workplace, consider arranging a courtesy coach or cab charge vouchers.

2. Send invitations with all the specifics - including the start and finish times.

Thinking an ‘after-party’ might be fun? Be aware that this still constitutes a work event and your obligations as the employer continue up until such time that all events comes to a close.

3. Ensure that the quantity of alcohol available is proportionate to the food being served.

4. Limit the possibilities for employees to consume excessive amounts of alcohol.

If there’s an “open bar” take extra precautions to ensure the responsible service of alcohol. Make your expectations clear to the bar staff.  The Fair Work Commission found, “it is contradictory and self-defeating for an employer to require compliance with its usual standards of behaviour at a function but at the same time allow the unlimited service of free alcohol.”

5. Nominate someone to ‘supervise’ the function and address any escalating behaviour.

6. If complaints are received, take them seriously and deal with them promptly and thoroughly. That’s best practice.

If you’ve got best practice down pat as a manager or business owner, then it should be less than a stretch for you to get it in place as a party planner too. That way, the only headache you wake up to the following day is from the grape juice, rather than nasty spillages and catastrophes.

Your tribe look to you to keep them safe - even when events take them out of the office. So don’t let them down!

Highly motivated employees can, if nurtured, bring an extraordinary exuberance and pep to your business.  These are the vibrant individuals who can drive ideas forward – perhaps with even as much passion and zest as you can!  

They’re the ones who love your brand and put their heart and soul into making it work. Others may have talent. These people bring something extra to the table – creativity, ideas and keenness. 

It’s a worst case scenario when one of your most passionate employees goes quiet. As Tim McClure, professional speaker and brand and leadership consultant observes, ‘Passion is contagious, and so is not having it’.   

Dealing with highly inspired, smart people can take all the emotional intelligence skills you have. And showing them how valued they are is critical.  Because the last thing you want, as a business owner, is to fail in recognising when such individuals are feeling undervalued - and disengaged.

In a changing and innovative world, retaining top potential and keeping employees engaged and fulfilled is the flame you need to keep kindled. If you find yourself faced with the challenge of silence, here are our top three tips to get your most passionate people energised once again.

COMMUNICATION – KEEP IT COMING! 

Great communication with your employees has to be given a red hot go pretty much all the time. The effects can be electrifying - charging workplace dynamics, building relationships and trust. Communicating openly and in detail with your team demonstrates that you understanding their input, needs and projects in their every detail and nuance. This is confidence inspiring, and it shows great capacity on your part.

Bad communication and indifference is like a power outage. Connections fail, progress stops, and everything goes dark. 

To communicate well, be candid and open – and that means listening. If one of your mission critical people or projects have gone off track, you need to know what’s going on. And the individual at the centre of it all will most certainly have insights about it. So stop, and pay attention. Create a comfortable space and time where they have the chance to talk without negative comeback. Respond but don’t interrupt. You’ll learn something, and you’ll have started to equip yourself with the knowledge you’ll need to fix things – with your employee alongside you.  

SWOOP IN! 

Problems can manifest overnight or in moments around the lunch table. If they gain traction, they can become contagious and even toxic. If you value your team and the individuals within it, act on discontent the moment it manifests. Those special players within the ranks will respect and thank you for banishing discontent, so that they can get back to what they love – making progress and building your brand! 

LEAD AND INSPIRE! 

Tim McClure talks and writes about why passionate employees lose their mojo. Often it’s down to an issue with your leadership – you’ve breached trust, you’ve been inconsistent, you’ve overlooked something or something. Be open to any changes you might need to make, or ground you might need to make up. Resolve problems decisively, and most importantly get the buy-in of that team member. The way in which you handle their grievance will determine whether they continue to love your brand - or move on to love another one.  

Passion is infectious, and it’s noisy. So when passion goes quiet and you know there’s a problem, respond! Your response as leader is what those vital employees will remember, and it’s what underpins their loyalty to you and your brand. So break any silences before they morph into something bigger. Get your collective mojos back - and it could take everything to a new level! 

President Franklin D Roosevelt took great care to ensure that he was always seated at the Cabinet table before his Ministers entered the room for a meeting. Whilst everyone knew that he was in a wheelchair, he still went to some lengths to keep his disability from being at the forefront of people’s minds and their impressions of him.

Sociologist Erving Goffman described this as ‘covering’. He coined this term in 1963, to describe the measures we take to conceal certain features about ourselves, those unique identifiers we’d prefer people not to focus on. We often do this socially, he noted, but more often in the workplace.

In his book, Stigma: Notes on the Management of Spoiled Identity, Goffman wrote ‘It is a fact that persons who are ready to admit possession of a stigma - in many cases because it is known about or immediately apparent - may nonetheless make a great effort to keep the stigma from looming large.’

It’s an interesting insight into the world of workplace behaviours. Why do we feel the need to create a smokescreen around a certain aspect of our identity? Why do we strive to keep it out of the spotlight?

And how, when some work colleagues may still take such measures, can we claim to have truly progressive and inclusive workplaces where people can be themselves, wholly and authentically? From a policy perspective, it’s an interesting question. 

IT’S OK TO BE DIFFERENT, AS LONG AS YOU ACT THE SAME

Finding it hard to believe that anyone in a modern workplace has to conceal a part of themselves for the sake of fitting in? Here are some examples.

• A Muslim sales manager habitually uses a dusty and deserted corner of his employer’s premises in which to pray, instead of using a conference room where co-workers might see him.
  
  
• An account manager bites her lip and holds off from mentioning family commitments she has, including childcare pickup, because she doesn’t want to be the cause of awkward comments about flexible arrangements working in her favour at the expense of others.
  
  
• An administrator keeps his desk free of personal pictures including any of his partner, and is mindful of personal pronouns in discussions, so as not to reveal his sexual orientation in front of co-workers.
  
  
• An executive leaves her jacket on the back of her office chair so to obscure the fact that she’s working from home for the afternoon to care for her children.

All entirely plausible, right? So how do we make our workforces richer and more accepting places where we each feel we can answer our needs, stand out and be proud, rather than being seen to run with the herd?

We’ve all got it in us to strike out and make a difference, but in case you’re having difficulty getting off the blocks, here are three starter ideas.

1. LEAD BY EXAMPLE

Hard-wiring diversity and inclusion into our strategic planning is a big and brave step. Such a change has to start at the uppermost level before it can be collectively embraced. So lead by example. Taking time out to watch your kid’s athletics carnival? Be brazen about it! Put the school scarf on as you leave the office and phone the results through from the track.

You’ll make up for lost ground with higher productivity through the rest of the day. Have the same expectation of your team. Work with them on doing the right thing, and a bucketful of renewed commitment to the cause will eventuate. If it doesn’t, keep communicating and make adjustments.

2. BE AUTHENTIC

Authenticity isn’t just a buzz word, it’s a state of mind. Brene Brown, author and speaker, defines it as ‘a collection of choices we have to make every day. It’s about the choice to show up and be real.’

To create a diverse workforce and accept co-workers for who they are requires authenticity. Those around you know when you’re being genuine, and when you’re not. So dig deep, and keep it real.

3. ENCOURAGE WHOLE-SELF

‘Covering’ for an aspect of ourselves takes energy that could be invested much more productively. When you change the rules and allow your employees to bring their whole self to work, big benefits follow - both for the individual and the company. That’s a great reason to foster an environment where your employees can be themselves.

It’s official – having a dog around the office is good for you. Studies show it can improve your work life balance, boost productivity and morale, make employees more trusting of one another, inspire creativity, and even lower stress levels.

So far so easy. When it comes to choosing a canine friend, that needs more thought.

Here’s the rundown on what breeds are best suited to office life, how to manage them around the desk and the photocopier, and three reasons why your next team member should have four legs.

DOGS LOWER STRESS LEVELS

The presence of a dog is now proven scientifically as one of the ways to manage stress in the workplace! Researchers from the University of Buffalo measured the stress levels of 48 stockbrokers in New York City. Half were being treated with a hypertension drug, and half were given a dog. Those with the four legged friends were found to have more stable blood pressure and lower heart rates. Waggy tails all round.  

DOGS RAISE MORALE

A major dog food manufacturer’s report Pets at Work revealed that employees who brought their dog to the office considered it a better perk than coffee or a parking spot. Eight out of ten of those surveyed said it made them feel happier, more relaxed and more social.

Which brings us to our next point...

OFFICE DOGS ENCOURAGE TEAM BONDING

Teamwork is a crucial foundation for a thriving, sustainable business. The benefit of a dog in the office is that they are naturally social creatures who are happy to bond with new human friends – and help the humans form bonds too. Team members who may not usually speak to one another have the opportunity to break the ice over their mutual affection for the office pooch.

Taking a dog out for lunchtime walks or a game in the park goes a long way towards building camaraderie, and it’s a great way to integrate new team members into the company culture.

THE 5 BEST OFFICE DOGS

Some dogs are suited to the office better than others. Picking the right one usually comes down to the type of working environment you’re in, and the dog’s personality.

1. Beagle

Charming, social, smart and affectionate, the qualities that make beagles a family favourite also make them a top choice as an office dog. With a preference for human contact over wide-open spaces, beagles thrive in an office environment. As curious as they are social, they will follow their nose throughout the entire space, making it easy for everyone to interact with them during the day. Quick tip – keep your trash cans out of reach, or make sure they have sturdy lids.

2. Labrador

According to recent statistics from the RSPCA, Labradors are the third most claimed breed in Australia. It’s no wonder why, considering this breed has buckets of charisma and charm to spare. Friendly, happy and loyal to a fault, they’re never more content than when they’re by our side. That said, they’re also comfortable entertaining themselves or lounging nearby while you do your work. Due to their intelligence and obedience, they’re very easy to train, which makes them great little helpers around the office.

3. Pug

An obvious choice for wining over the entire office, these wrinkly-faced creatures might come in a small package, but they’re big on personality. As loving and energetic as they are, they can also be a quiet presence. They won’t bark at every sound, which makes getting work done much easier, and they love nothing more than a little TLC.

4. Boxer

Boxers might look intimidating from afar, but when you get up close and personal they’re one of the most loving and playful breeds around. Naturally high-spirited, a boxer’s personality will make it the life of the office – and a great distraction from mind-numbing or stressful tasks. Better suited to a bigger workplace, boxers love being part of the pack - the bigger the office is, the more enjoyment they will get.

5. Mixed breed

Re-homing a dog from the local pound or the RSPCA is a philanthropic and humane undertaking – and can pay you dividends in love and loyalty. A reputable organisation such as the RSPCA has dogs checked by a vet, de-sexed and brought up to date on vaccinations. Staff who care for it will tell you about its character. Give a dog-in-need a safe, caring and welcoming home – or office – and you’ll have the most devoted recruit you’re ever likely to make.

HOW TO DOG-PROOF THE OFFICE

Once you’ve decided to bring a dog into the office, you’ll need to make the space suitable. Some dogs love chewing things, so make sure any loose electrical wires are taped down and personal belongings are out of reach. Consider getting closed waste containers, as dogs love nothing more than following their noses and rummaging for treats. For your dog’s safety, make sure there is nothing harmful or toxic in the office – including certain plants or food items, office cleaners, highlighters and pens. If you don’t want the dog wandering into areas such as meeting rooms, simply make sure you’ve blocked them off properly.

READY TO HIRE YOUR NEW EMPLOYEE?

Having a dog around the office can make for a better working culture. Even just petting them will make you happy and reduce stress. The type of dog you pick will depend on where you work and the kind of space you have. But just know that the breeds mentioned above are adaptable to most office situations – as long as there are people around willing to interact with them. So do your research, dog-proof the office, and put a furry new face on the payroll.

A collaborative workplace is like an ecosystem in full swing. An interplay of organic and productive relationships. People are friendly, and kindness is in natural abundance. They make genuine connections and are encouraged to do so. Even quirky differences have a place, accepted with grace and a celebration of diversity – in thinking and style.

It’s a natural habitat for engagement and a mutual sense of easy accord – a place of abundance, oxygenated and breezy with energy.

Enjoy rich moments like these and relish the journey you’ve been on. A flourishing workplace is no small feat. It’s most certainly a milestone you should enjoy - and handle with the utmost of care. 

When everything is flourishing, it’s the best time to let your dynamite team forge ahead. Make some assumptions – about what they’ll generate and create. You’ve planted the seeds by putting best practice in place. Now watch them reach for the light!

If you’ve faced some challenges and had the productive flow stemmed in recent times, enjoy the refreshing change and the blooming scent of success. And work on teasing more of it into life. 

Don’t rest on your laurels too long. Just as natural disasters can sweep through without warning, businesses and ecosystems must always safeguard against any coming storms. After you’ve thanked your staff, take a moment to review these helpful strategies and checkpoint your management style.

CHOOSE YOUR WORDS WELL

The words you choose influence the way you are perceived. They’re a vital factor in the decisions people make about you - and your brand - and can build or destroy a relationship.

Mohammed Qahtani, the Saudi Arabian security engineer who won the 2015 World Champion Toastmasters title with his inspirational speech  The Power of Words, tells us, ‘A simple choice of word[s] can make the difference between someone accepting or denying your message.  You can have a very beautiful thing to say, but say it in the wrong words and it's gone.’

Take the time to think about what you’re going to say. And we’re not just talking about grand speeches. A few simple words carefully chosen and passed in a thoughtful tone are memorable to those around you.

Words have power and it’s worth reflecting on how your chosen words helped you get to where you are. And tweak. Your words will be listened to, and noticed.

MIND YOUR EGO

The ego-centric self, and we all have one, can be one of the biggest barriers to success. False pride and its antithesis self-doubt both have the capacity to cast a blight on healthy growth.

It’s crucial not to forget that you can be competent at something but not necessarily the best at it.  Sometimes it’s important to acknowledge that what you’re good at might never get any better than that – good.  To be truly great at something takes a deeper level of mastery. This doesn’t have to come from you. It could be someone specialized and supremely well resourced.  Recruit such a person on merit, and satisfy your ego with the company of a fellow clever-self to join your friendly, increasingly accomplished and ever-flourishing team. 

THE ONE THING

Steve Tobak, management consultant and author of Real Leaders Don’t Follow, says ‘Picasso painted. Henry Ford made cars. Einstein was obsessed with light. They excelled at what they did because they focused their passion and attention on one thing at a time. Bill Gates had Microsoft and now the Gates Foundation. Mark Zuckerberg has Facebook.’

The more seeds you plant, the more time you need to nurture them all.  Generating ideas, growing plans, putting in place multiple strategies, will spread you and your time thin.  So choose carefully and know when it’s time to thin out your seedlings – or bring in extra hands, minds and capability. 

Iconic, low-cost Irish airline Ryanair had a fiasco on their hands just recently. The mismanagement of their pilots’ annual leave left them with a shortage of pilots - not enough to cover their scheduled Autumn flights. This led to a massive cost blow-out, reported to be in excess of seventeen million pounds - not to mention an embarrassing blemish on their brand image.

‘Always Getting Better’? It didn’t look that way, to the pilots, or customers.

Ryanair’s cancellation of hundreds of flights after it admitted ‘messing up’ the planning of its pilots’ leave, makes you wonder. How many more of us who are running businesses could easily fall into the same pit of mismanagement, leading to who knows what consequences?

THE STATS

The management and occasional confusion of annual leave can be a simmering mess that quickly reaches boiling point if not enough time is spent on planning. And for those of us in small business, it’s even more crucial to pay attention. The smaller your team, the bigger the impact.

And yet, studies released by Roy Morgan Research show that Australia’s full-time workforce has accrued a total 123,510,000 days of annual leave. That averages out at just under 21 days’ leave for each full-time worker. The research indicates that certain industries have a higher level of annual leave accrued than others, with those employed in wholesaling accruing an average of 25 days each.

THE COST

Allowing employees to accrue excessive annual leave in such a way has its cost. So does the approach of not taking care to spread annual leave over the course of the entire year.

Big leave balances are expensive. Why? Because untaken leave is a recorded liability. That’s a big problem. But let’s also keep in mind the purpose of leave in the first place – to prevent burnout! Leave is there to have a positive impact to the mental and physical health of your employees. And that’s a win for you – because it yields greater productivity and a more engaged workforce when they return. Bonus!

BEST PRACTICE

Maintaining best practice for annual leave is certainly clever business practice. Here to help you get it right is a quick Do and Don’t Guide on how to get your annual leave planning right first time.

Do:

• encourage your employees to submit dates for annual leave as far in advance as possible.
• review employees’ leave accrual regularly and discourage accruals greater than 6 weeks.
• send reminders to employees on outstanding accruals - anything approaching 4 weeks should be planned for and discussed.
• speak to employees who have not taken any annual leave nor requested dates for leave - as a matter of urgency.
• ensure that your employees’ annual leave is planned for in such a way that the business has adequate cover at all times – and keepyour planes in the air. 
• be proactive in the management of annual leave - this is not a topic to leave at the bottom of your to-do list.

Don’t:

• leave annual leave allocations to chance.
• take the view that it’s up to your employees to decide whether or not they choose to take leave.
• wait until the year end before reviewing annual leave accruals.
• give in to requests for payment in lieu of annual leave.
• make employees feel guilty about taking annual leave.

Managing annual leave certainly has its challenges but so do the scenarios that develop if you allow things to get out of hand, or plan badly. With transparency, good communication, forward planning and a culture that values leave taking, things can run a whole lot more smoothly - and with luck there are flights available to your employees’ chosen holiday destinations.

Across Australia, it’s Mental Health Week. This takes place in October each year to highlight the essential message that looking after our mental health and that of our colleagues, friends and family members should be a number one priority – at all times of the year.

In Australia, about eight people take their own life each day. Some 65 thousand people attempt suicide each year. And if those numbers aren’t hair raising enough, suicide is reported to be the biggest killer of Australians under 44 years – and men account for around 75 per cent of all suicide deaths.

These statistics are of considerable relevance to those of us in small business. Here in Australia, small businesses account for nearly 98 per cent of all companies. Around 80 per cent of these will fail within the first 18 months, possibly because of the unique set of pressures business owners face. These are exacerbated by a frequent lack of proper support structure and a vulnerability to mental health problems which over one third of us have a predisposition for.

Consider the obstacles to success in small business: financial pressures, high work demands and long working hours, the challenge of maintaining business growth and long-term viability, and too often a lack of focus on self-care and work-life boundaries.  Sadly, it’s no surprise that many business owners contribute to the statistics above.

THE BILLY GOAT STORY

Leanne Faulkner is the founder of Billie Goat Soap, a successful Australian start-up launched in 2004 using milk from her own goats to create beautiful soaps. At its height, her business was turning over $2.4 million annually. But when the global financial crisis bit, the business began to struggle, and Faulkner internalised its deficiencies as her own personal failings.

Appearing on this week’s ABC RN Life Matters program, she said, "A bad day became a bad week became a bad month and the bad month became chronic. At the worst I ever felt, I had some very, very dark thoughts and I just really wanted to hang in there for my family and I was starting to get quite scared.”

For Faulkner, the dream of working for herself - having flexible hours and living the high life - wasn’t in fact the reality. Long working weeks, the grind of staying afloat and the long periods away from her family were all at odds with what she associated with the entrepreneurial life.

Faulkner was diagnosed with situational depression triggered from her working conditions, and spent three months away from work. It was hard to ask for help, she explains. “It took me a bit of time to get up the courage to go and talk with someone. In my head it was, if I actually go and do that then I'm really admitting that I can't cope.”

After selling her business in early 2012, Faulkner now works as a mental health advocate for small business owners. “Nowadays I still get stressed and anxious at times, but I understand I have to come first in that process. In the past, when things were hectic at work, I didn't have time to exercise, work was always more important ... I'm much more selective with what I do and don't do these days.”

ARE YOU OK?

There is real need for all of us to ease this burden and look out for those we know who may be labouring under untold pressures. Perhaps we are a small business owner or an entrepreneur – perhaps we work for one, shop with one, or have a partner or a parent who is one?

R U OK?, a Australian national suicide prevention charity dedicated to encouraging everyone to connect meaningfully, says ‘A simple hello could lead to a million things’.

The Prime Minister of Australia, Malcolm Turnbull agrees. ‘R u ok? Four letters, but they can save a life.’

These four small letters can resonate with someone who might be struggling with the demands upon them and their business. We encourage you to check-in with them and listen. It’s that easy. We’ve all got what it takes to follow these steps - and we all have an obligation to look out for one another.

Great leadership is about looking out for the person to your left while supporting the person to your right, and not forgetting about the people above and below. Let’s remember that this week – and the rest of the year as well.

They say small business is very different to big business. We agree. Entrepreneurs and business owners are fast, smart thinkers. One thing they know for sure is that a happy, engaged workforce is a high-performing workforce.

So when we hear of companies like software designer SAP, with their indoor putting green, or Google with their indoor more-than-you-can-imagine, we think about our own little team - and wonder how we can keep up with the fireworks on offer elsewhere.

The bells and whistles that big players use to keep their teams agile and engaged come with a big price tag too - and a bucket load of resources as backing. This is what can make these benefits seem out of reach for the small but no-less-mighty businesses we normal folk lead. But with the idea for Gmail being dreamt up by a small group at one of Google’s workplace cafes, it’s important to keep an open mind and dream big. Employee perks shouldn’t just be left to the big guys, when we all want to keep our smartest talents on board.

Smaller businesses are mighty in their ability to react and respond quickly, to think laterally without the red tape and boardroom conversations those bigger players have to engage in. All it really takes is a little creative thinking to show your people that you’re committed to finding agile ways of growing your brand and taking them along for a great ride.

Here’s our take on five out-of-the-box ideas to help you get started on employee perks.

CLEVER LEVERAGE

Look at the other businesses in your local area. Could trading your services for theirs benefit all your employees collectively? Whether it’s a hair salon, bakery, dry cleaners or coffee shop, leveraging with each other builds connections and creates small but handy and welcome perks. It’s a great way to support each other - and increases the foot traffic through your door.

Mark Bilbe of Mimecast did just that, using the services of a local catering company. ‘We started catering lunches four days a week to allow employees to take a break, socialise, swap stories and enjoy a lunch on us. Food in general is a great unifier of cultures, functions and personalities.’

INNER CHILD

Maybe you haven’t got the space for a ping pong table or tennis court, but there are plenty of ways to get your employees away from their desk and talking to each other. Puzzles on the lunch table, pencils and colouring books, board games by the coffee machine – all encourage interaction, and are simple, effective and fun ways to get people talking. It’s certainly not as cool as slippery dip from your mezzanine, but the intention – and the effect - is just the same!

DOGS ON THE JOB

If you're a dog lover, this may work for you. Studies have shown welcoming a dog into the office can improve sense of work-life balance, boost productivity and morale, make employees more trusting of one another, inspire creativity, and lower stress levels.

Shayan Zadeh, CEO of app creator Zoosk says, ‘Like any successful company, we want to foster a happy and productive workforce. In order to promote a stress-free environment, Zoosk has a dog friendly workplace, which helps relieve employee tension.’

AGILITY AND FLEXIBILITY

Play with your working hours. Allow working for longer hours on certain days in exchange for a shorter week. Try job sharing, half-day-Friday, a Christmas shopping day, pro-rata bonuses and days in lieu. Incentives like these offer great flexibility for employees who appreciate the fresh take and the opportunities. And the cream? These offerings shouldn’t affect your cash flow. Just be sure to check the employment standards in your jurisdiction first - complying with relevant laws and legislation is essential.

DISCOUNTS

If your business creates products or services that could be useful to your employees, offer them a discount. Don’t be a Grinch: make sure it’s a discount worth having – you don’t want your altruism questioned for the sake of a few dollars. If you have no products or services to offer, think outside the box. In Australia, a membership to Entertainment is a tangible perk with benefits for the good cause you source it from too. Friends and family movie deals are another option. Get creative! Some crowdfunding startups give employees “bucks” or points to donate to the campaign of their choice on a monthly or quarterly basis.

How you measure the contribution your people make? Do you count the number of hours they spend at work? How well do you measure their contribution while they’re present?

If ‘face-time’ is what matters to you – the time your people spend at the office - ask yourself why. That is, why does the time they spend at work influence your perceptions of their performance? And should it?

We’d say no.

FACE TIME – IT’S NOT THE FUTURE

All too often I meet leaders who believe that hard work means long hours, and that long hours are the only recipe for commitment and success. The reality is quite different. It’s the outcomes people are able to achieve which are the true reflection of their value.

Placing value on someone’s willingness go the extra mile from time to time is natural, and it’s important your people are willing to be there when the pressure is on. But expecting them to be there at all hours and live at the office to demonstrate their commitment – just isn’t.

FACE-TIME CULTURE – SHOULD BE IN THE PAST

A ‘face time’ culture that permeates your workplace can have very real financial consequences for your business – and we’re not talking beneficial ones. For example, it’s common to find that people regularly work overtime to boost their income. Others might be ineffective in their roles and flying under the radar of accountability by doing extra time.

A lack of capability, focus, ability to delegate or share responsibility are common reasons why people work long hours - and business owners pay for it. Good value? We think not.

GET THE BALANCE RIGHT

A team who are willing to put the hours in when the job just has to be done – that’s invaluable. It’s especially important to build a culture that inspires people to roll up their sleeves when the chips are down. However it’s unquestionably in everyone’s best interest to maintain a balance.

Working long hours and regularly making personal sacrifices for our job is detrimental to our health, wellbeing, relationships, productivity and performance. Allowing people to reach a point of burnout is not only irresponsible, it’s also unwise. When people are exhausted and stressed the consequences for them, their families and your business are serious. Mental and physical illnesses are very real costs of unreasonable workload and demand.

FACE UP TO WHAT MATTERS

If your people are spending a lot of ‘face time’ at work, you need to understand why. If it’s a challenging time and they’re driven by dedication, then value and reward their behaviour. But if employees are measuring their own success by the hours they spend in the workplace, you must set clearer expectations of their outcomes – achievements, not hours.

Managing for outcomes and creating a performance-focused culture takes five essential steps:

1. Inspire
Create a clear and compelling vision for the future. Make it clear that you expect your people to influence overall success – with their talent and dedication, which matches your own. Build confidence and energise your team’s spirit with the strength of your leadership.

2. Direct
Get specific. Give clear guidelines for each individual and every team - and then let them get on with the job. What will their contribution be? How will they influence your success? Create specific aims, and communicate them.

3. Empower
Allow each person to take ownership of their role. Empowerment is essential if you want to hold people accountable for their performance. Give them room to make day-to-day decisions for themselves. Be clear about the number of hours they need to meet the needs of your customers and deliver on their objectives.

4. Coach
Influence your team’s approach and capabilities through regular coaching conversations. Give feedback about what works well and how they might approach a scenario or task differently. Aim to give them the spirit and capability to take full ownership of the task - and achieve a great outcome.

5. Accountability
Put mechanisms in place for measuring the standard of performance achieved along the way. Set milestone goals, and measure and reward progress. Long-term objectives are important, for sure, but breaking them down is an important way of maintaining focus, motivation and momentum achieved.

Coffee. For many of us it’s a ritual, right? And that means it has to slot into the working day, somehow.

For some employees, a quick fuel-up at the desk can kick-start the day. For others, the coffee break is a momentary escape. It’s a chance to connect with others – and great things can come of it.

The idea for Gmail was dreamt up by a small group at one of Google’s workplace cafes. So says Katelin Todhunter-Gerberg, a senior associate on Google’s communications team.

So if your team does some of its best thinking over a coffee, doesn’t it make sense to do some thinking over the coffee and the equipment that brings it to them?

Let’s nurture the coffee break and take a look at how your business can benefit – and what some of the considerations are.

Help yourself to your choice of brew, and let’s go deep into coffee territory! 

RENT OR BUY, KNOW YOUR MACHINERY 

The price of buying or renting a coffee machine for a business is comparable. It’s generally thought that renting or leasing is preferable, as it provides greater flexibility and maybe frees up your capital for more pressing things.

Rental Packages – what to consider

As with any rental agreement, there are things to consider before moving a top-of-the-range barista-ready model into your lunch room. Here are some of them.

• Does the rental package include a minimum quantity purchase, or specialised products?
• Will there be model updates prior to the end of the lease?
• Is technical support and servicing included? 
• What are the rental T&C’s? 
• Is there a buy-back scheme at the end of the fixed term?
• Are there any risks in a fixed term contract – are you able to opt out?

Besides the obvious attraction of a latte or mocha whenever you want one, there are very real business perks to renting a coffee machine. You may be able to claim tax deductions for the rental expense every month for the lifetime of the agreement.

Buying Outright – benefits here too

Buy a coffee machine, and you’ll be congratulating yourself over your first office cappuccino, as there are many benefits to be had here too. Some things to consider first:

• There are no monthly obligations or the T&C’s that come with renting a machine.
• Is there an extensive warranty option available?
• Is servicing included complementary or an additional expense?
• What’s the ‘life expectancy’ of the machine? Knowing this helps you compare products.

Machines in excess of $1,500 are considered a business asset, and you may be able to write off depreciation as an expense. Anything under, and it’s possible that you’re eligible to claim the tax deduction for the full cost – just as long as you meet the prescribed criteria. A quick chat with your tax agent should clear this up.

The Benefits Beyond

Beyond the luxury of having great coffee on hand in your workplace and a few tax-incentives, you have to wonder whether it’s all just self-indulgence, or whether there are tangible benefits beyond the taste.
Turns out, there are.

Dr Suzy Green, founder and leading psychologist of Positivity Institute says, ‘Our brains do need to have a little rest - they just can't be on all the time. And it's often in the breaks where you get your creative ideas.’

Walking away from your desk for a coffee break can spark many cool things, including workplace engagement, cross-functional conversations and general idea sharing. 

As a business owner, it makes perfect sense to nurture such opportunities – with perfect extraction, great quality beans, and a café quality drop! 

IT’S THE LITTLE THINGS THAT COUNT

When it comes to rewards, employees appreciate the small things. Sure, sometimes grand gestures are in order to reward exceptional performance. But when we think about the day-to-day, most employees will tell you they’re really not looking for fireworks, but simple things that make a tangible difference and genuinely foster a great workplace culture.

You don’t have to provide barista training. But as a business owner, it genuinely pays to think about coffee breaks and the facilities you provide as an opportunity - for increased productivity and engagement.

In Part 1 of Emma’s story, a chat on the bus revealed that talented, high achieving Emma was feeling directionless and unappreciated in her role. After Emma confided that she was unsure her manager had any faith in her, looking around for another role elsewhere started to seem like the best option. Missed Part 1? Catch up.

So here I am on the way to a barbecue on the weekend, and I’m thinking about how incredibly useful I am. With only a couple of phone calls, I’ve connected my clever friend Emma to an awesome job opportunity at my company, and she already has an interview lined up! I truly am a legend. She’s such a superhero, my company will be lucky to have her!

Buoyed up by my legend status, I start a chirpy conversation with a guy near the beer fridge. What is it with guys and beer fridges?

“So how’s your week been?” I like to keep openers simple, but I can tell he’s impressed by my bold ice-breaking move.

“Up and down,” he offers. A little non-committal, but I’m not easily discouraged.

“How so?” I ask. And then it all comes out. Just a little prompting was all it took. His name is Ash, he tells me, and he’s stressed.

“Work’s a rollercoaster ride right now,” he confides. “Everything’s changing. We’re working on a whole new product to meet our competition. I’ve got a great team, but it seems like some of them don’t have their eye on the ball. Our normal business is pumping right now and I can’t do everything myself. I need a team that I can rely on to get this new stuff off the ground. So, I’m having a few sleepless nights.”

“So you’re managing a team?” I say astutely. “It can be hard to get good people.”

“Well that’s just it, I do have good people, but it feels like they’re distracted or something.” He seems puzzled. “There’s this one woman, I was so excited when she joined the team – she’s really creative, fantastic communicator. People really respect her and she gets stuff done. But I’ve got her working on this new product and it’s going nowhere. I’m not sure what’s going on.”

That’s funny, I think. Emma was working on a new project wasn’t she?

“I had a friend who was in just that position,” I chip in. “She was saying just last week, she’s working on something new and it feels like she’s going nowhere with it. She’s a really high performer too.”

Ash looks mildly interested at the parallels, so I keep going.

“Thing is, in her case I really think it was her manager dropping the ball. She wants to do great things, but he’s just not there for her, so he’s definitely not getting the best out of her. She’s got so much to offer. But, um, I’m sure it’s a different situation.”

“So what’s her manager doing wrong?” Ash asks casually.

“It’s more like what he’s not doing,” I say. Well, he did ask. “Not letting her know why the project’s important. Not giving her feedback on how she’s going. Not including her in meetings. He hasn’t suggested any ways for her to pick up new skills the she might need.”

Ash looks thoughtful. I carry on.

“She’s pretty much decided she’s been sidelined and it’s really a make-work project. She’s really depressed.” I have a thought. “You’re a manager – does it sound to you like she’s being sidelined? The whole thing just seems so odd to me, she’s really talented.”

Ash is looking a little uncomfortable now. “Well, managers are always being pulled in different directions, and sometimes you miss things. You tell yourself that people are ticking along fine, and then it all goes wrong suddenly. You know, I don’t think your friend should assume she is being sidelined. Maybe she should talk to her manager, get it on the table.”

And then he says softly, as if to himself, “Maybe that’s what I need to do with Emma.”

I try not to react. EMMA? Are we talking about the same person? Beyond awkward! I’ve already said too much, but then I go and say one more thing. May as well!

“Yeah, maybe that’s the way to go. Except it’s too late for this friend of mine. She’s already looking at another opportunity.”

Ash has a really weird look on his face now. “Wow, I’m not surprised,” he says, a little flatly.

To be honest, after this he seems kind of distracted and I get sick of talking to him. But I keep thinking about it. Will Emma stay where she is, or come and work with me? And are the two Emma’s the same person, or is this a really weird synchronicity? I’m feeling like the woman who knows too much.

So, jump forward three days and I spot Emma on the bus again. We get talking. How she is feeling about the big interview at my company, I ask her?

“Oh, I’ve cancelled it, I’m going to stay where I am” she says. Whoa! What’s happened there? I delve for details.

“Oh, I really appreciate you making the introductions at your place,” Emma continues “I’m sure it’s a great job. But things have really turned around with my manager this week. We’ve had some great discussions, and we’ve completely changed how we work together. It’s so much better.” She seems puzzled and elated at the same time. “You know, I hadn’t realized, but the stuff I’m working on is actually a top priority, he just hadn’t told me. So I really feel like I need to stay and get it right. I think they’re relying on me.”

So there you have it. Maybe Ash is a good listener after all. Maybe my Emma was his Emma. Maybe he just needed to know how the wind was blowing and that he needed to change tack! Maybe he’s a pretty good manager after all!

Leaders of engaged teams:

• Align teams behind a strong purpose
• Build trust and are inclusive
• Mentor and develop team members
• Provide ongoing feedback

Upskilling your team is a win-win. You get a more productive and loyal workplace, while your employees gain valuable skills and take on more responsibility. Put simply, it’s an easy and effective way to future-proof your business. But if you don’t know where to start, here are some areas to focus on.

HEALTH AND SAFETY

Training your staff in workplace health and safety is more than about ticking regulatory boxes. It’s about demonstrating how committed you are to their development and safety, as well as providing them with essential life skills. When your team is aware of risks and dangers in the workplace, they’re in a much better position to prevent accidents from happening, and react appropriately in emergency situations.

The great thing is, investing in training works both ways. Your employees feel safer, healthier, and more empowered. This makes them more productive, and less likely to run into trouble (which can cost you greatly). It doesn’t matter if you’re running a construction company, or a startup in a small office, there are risks in every workplace. And the more your team are aware of these, the safer your business will be – now and in the future.

BECOMING ACCOUNTABLE FOR INTEREST SECURITY 

Securing your business from cybersecurity threats often starts with employee education. The sad truth is, there are scammers and hackers determined to access your sensitive data and use it against you. And while having a strong firewall system in place goes a long way in protecting your business, training your staff in Internet security is equally as important.

But the thing is, unless your team understands the range of threats out there and how these can affect them – not just the business – they are less likely to care about data security, privacy policies, intellectual property, and data breaches.

To get started, make sure cybersecurity training is regular and mandatory. Your team should know how to identity basic threats such as phishing emails, and understand that passwords should never be shared. They should also be well versed on all the latest security threats, and be aware of the fact that many breaches are caused by human error. If they understand that scammers and ransomware don’t only target bosses, but employees too, they’ll be more inclined to pay attention.

Giving your team a healthy dose of cybersecurity education not only benefits the safety of your workplace, it arms them with actionable information to use in the office – and at home.  

LEARNING HOW TO NETWORK EFFICIENTLY 

While giving your team the tools and opportunities to network will expand their career prospects, it also helps your business connect with potential clients, learn new insights about the industry, and even gain new employees.

In an increasingly digital world, networking is often achieved online. To make the most of this, invest in training workshops in how to use online platforms such as LinkedIn and Twitter. Train them in how to write industry articles that attract attention, why it’s important to share their accomplishments, and how to connect with influencers and peers. With the right motivation and guidance, even the shyest of employers can learn how to network effectively.

You should also think about sending your team to conferences. This gives them a chance to get out of the office, meet new people, get excited and energetic about the industry, and even find new business. Not only does this inspire purpose and responsibility, it gives them valuable professional skills too. And the truth is, the more connected your employees are, the more connected your business is.

Ever had a talented employee you saw as a core part of your team, only to find their attention wandered and they lost the plot and finally went elsewhere? You might find this story food for thought - because the problem could be you! 

===========

Emma and I always offload about work on the bus ride home. A few years back when we worked at the same place, we used to talk office politics. Now we’re in different jobs and it’s normally the nitty gritty. You know – projects that take too long, clients who won’t make decisions, colleagues with interesting personal habits. That sort of thing. 

So, I’m on the bus with Emma yesterday, and she’s getting more intense than usual. We’ve known each other since school, we’re pretty frank and I know when something’s getting to her. The thing is, stuff rarely gets to Emma, because she’s Emma the Wonder Kid. Always having a great time at work. Always getting quick promotions, big responsibilities. Everyone loves Emma, and there’s nothing she can’t do. It drives me crazy. She always was a bit of a champion. Until yesterday.

This job, she says, I’m just not into it. They’ve got me working on this roadmap for a new product, and I just can’t see how it’s going to fit in. It feels like I’m wasting my time. 

Yeah, I say, I know what you mean. I hate running round in circles too. I was being sympathetic. But really, Emma is such a talent, I find it hard to believe they would have her working on anything non-critical. Maybe she’s just got a manager who isn’t good at explaining how things fit together and what the end goal is.

So then she says Plus, I’ve got this feeling they don’t think I’m very capable. It’s like I’m not that useful to them. 

What the hell? There’s no way they think this about superstar Emma. So I ask her, Did your manager tell you that in a feedback session or something?

And she says, Nah, this manager never does feedback. You know, in the past the people I’ve worked for have always said good things about what I’m doing. Now it’s just this silence. I think he’s avoiding having to tell me bad news. 

I’m looking for a positive slant on things. But he must think a lot of you if he’s trusting you with the new product roadmap? Sounds like a tricky job.

She doesn’t look reassured. Or maybe he’s just sidelining me!   You know, sometimes he has meetings about this thing I’m working on and he doesn’t even include me. What does that mean? 

At this point I’m starting to wonder if maybe Emma is right. Could she be falling short of her manager’s expectations? Hmmm. Has he suggested you have extra training, or buddy up with someone who can work with you?

Well, no, she says, but then I’ve never noticed anyone else getting that sort of treatment either. That’s another thing he doesn’t do – training. I don’t know, it’s just so frustrating because I can’t tell what I’m doing wrong. What should I do?

Could it be that I’m smarter than Emma today? Because I think she’s missing something obvious! 

It just might be, I say, that it’s actually your manager who isn’t up to the job.

She says Well he’s pretty well respected. He knows this business inside out, manages the whole operational side.

He’s not managing you very well though, is he? I point out.

I felt bad getting off the bus and leaving her in such a discouraged state. And I couldn’t get the conversation out of my mind last night. It’s so unusual for Emma to be in a situation like this! Normally she knows exactly what she’s doing, and her employers give her heaps of great opportunities. I’m the one who isn’t sure if I’m useful! 

And then it hits me – there’s a role coming up where I work that would be perfect for Emma. So I make some calls. Because hey, whether the problem is her or her manager, maybe a complete change is what she needs. 

 ===========

Leaders of engaged teams:

• Build trust and are inclusive
• Align teams with a strong common purpose
• Mentor and develop team members
• Provide ongoing feedback

Getting along at work is easier said than done.  Mutual accord amongst colleagues is a reciprocal thing – but sometimes it’s unrequited! 

A great workplace buzz relies on the collective valuing their relationships. It needs people who know how to build trust, and who aim to do so. When like minds meet and values are shared, we make productive connections.  There’s nothing like a sense of camaraderie for creating a platform from which your best work will be done.

That’s the best case scenario! But as we all know, sometimes workplace relationships just ain’t that simple. Worst case, they can be really challenging.  One person’s temperament - good or bad - has the potential to set the tone.  If things turn nasty – and sometimes they do - workplace productivity can really suffer, along with morale.  

WHEN THE GOING GETS TOUGH

Difficult employees create confusion. Talking incessantly, not listening, always having the last word, falling short of commitments – those are some of the traits we’re all familiar with. Even more challenging is someone who’s competing for power, privilege or attention.  Or all three! When these behaviours are left unmanaged, conflict begins to simmer - and when it erupts it’s always counter-productive.    

We all have ordinary moments at work occasionally. Maybe we’re going through a sticky patch personally, and impoliteness is a bi-product of that stress.  Usually it’s short lived. But when something goes on for longer, not everyone has the self-awareness to see how it’s impacting on others. And then, look out! 

The reasons behind bad behaviour are a secondary concern. Whatever they are, the behaviour must be addressed and resolved quickly - that’s best practice.  If someone’s behaving badly in your workplace, here are some tips that might help.

THE TOUGH GET GOING

Talk constructively with the employee and find out if there’s a deeper issue.  If they’re making barbed comments in one particular colleague’s direction, take them aside and ask them why. They might be apologetic – it’s possible they genuinely don’t realise it’s a problem. On the other hand, they might make excuses for themselves, or counter-accuse the colleague. 

Either way, you’ve begun to set the tone and put them on notice that their conduct is unacceptable, and you’d like things to change - for the better.  This type of conversation can be disarming for an employee – but can go direct to the heart of the matter. If you’ve handled it well, the calm and rational conversation you’ve just had will be a far better outcome than what may have happened if you’d let things simmer. 

THE TOUGH GET READY

When an employee continues to be problematic or destructive, the problem can lie beyond what’s happening at work. According to Mindframe statistics, 1 in every 5 Australians annually will experience a mental health problem. So where a behaviour seems emotionally charged or disproportionate to the problem at hand, it’s possible there’s a more deep-seated psychological issue.

Keep your cool. Get your thoughts together – be logical, rational and empathetic. Then talk to the employee. Calmly. It may be enough to de-escalate things.  Giving your employee the chance to be honest about what’s really going on may bring clarity to the situation, and a new level of awareness for them. What they say should put you on the path for managing the situation. 

THE TOUGH WEATHER THE STORM 

When you've tried everything to improve a difficult relationship but the employee still seems hell bent on making your workplace miserable, it's time to consider your options.

You can always try and ride it out. Forge ahead! But be candid with your employee about how their behaviour impacts productivity and workplace morale.  They need to hear it! 

No matter how challenging you find their personality, this alone is not grounds for terminating employment, and may lead to all sorts of allegations - including unfair dismissal. 

However, doing nothing - and allowing their behaviour to continue - sends a clear message to everyone else that their behaviour is condoned.  This can be a costly mistake - in employee engagement, staff retention and productivity.  Not to mention your duty of care under the work health and safety legislation.

The sad reality is that sometimes you have to make the best of a bad situation – and put up with them. Stay within the guidelines of the law, and set the tone for your employees – all of them. Be clear and direct about what’s acceptable workplace etiquette. Be especially direct with those who need to hear it. Avoid being re-active. Do what’s right for your business - and all of your employees!

Technology has changed the way we do things, right?  Even the most computer shy amongst us would have to admit it. 

Working norms have gone out of the door – the filing cabinet and the nine to five routine. Technology has come along and restyled our offices, our homes and our working lives. Access to information and the latest thinking, the most up-to-the-minute opportunities and systems are but one swipe away.  

It’s not surprise then that a ‘gig economy’ has taken off. A growing breed of digital nomads have abandoned secure employment conditions, and are flitting butterfly like over a meadow of more colourful opportunities brought to them by the digital age. They’re native in the world of technology. Why should they let you run the show when they can run their own from a tablet? 

Traditional hours and workplaces are on the outer for these guys. They’re running project work from their devices, eschewing the corporate career ladder for the new freedom of decentralized work, and freedoms that money can’t buy. 

Around 79% of millennial talent prefer a flexible working environment - one that comes with autonomy and transparency, and not necessarily money and status. It has a powerful pull and there’s a danger that businesses will increasingly lose employees to this new working landscape. Gone are the days when a counter-offer could be made or a bonus offered to an employee heading elsewhere. These days they have more in their sights than a better pay cheque. 

NEW-WORLD OPPORTUNITIES 

Digital nomads will soon become the norm. When business leaders regroup to take advantage of this pool of creativity and talent, and both nomad and employer can really start to enjoy the potential flexibility this new arrangement brings.  

Choosing a legal consultant from an online freelance platform might seem far-fetched, but it’s already a reality.  One quick search and a few swipes and clicks can give you access to a wealth of talent from around the world, well suited professionals and a choice for all  budgets and briefs. 

New studies indicate that one in three millennials have a gig alongside their day job.  They’re up-skilling rapidly, looking for projects they find pleasure in doing, and integrating work and lifestyle.  This new kind of work brings with it flexibility and autonomy, and something they can be truly passionate about. It may only require investment in a few simple devices or pieces of digital kit. It sound attractive to most of us – and it’s highly appealing to this nomadic workforce. 

REAL-LIFE HURDLES 

Seductive and easy though it sounds, this new style of work isn’t without its hurdles, and they’re ongoing. 

Establishing a career, even in the fast-moving digital age,  takes time. It also takes commitment and dedication, mature age skills and life experience, a wide ranging knowledge base, and bravery - to say the least.  

It’s ever-changing. That’s exciting, but it also means there’s no ground-hog day security - returning to your desk each morning knowing exactly what you need to do and how to do it. 

Hitting your stride can be enormously challenging  and requires super-human ability to focus, rather than get distracted by the domestic duties you’re surrounded by in a home office or café – the laundry, the conversation at table number four, the doorbell. 

KEEP THE NOMADS IN THE TENT 

So what does this mean for business owners and leaders? It means opportunity. It’s time to think about this demographic and determine exactly how they can support your endeavours. How can an employee with digital nomad inclinations be of benefit to your business? Can they bring their upskilled talents into the right kind of project under your roof? Are they gaining new talents outside of your business that you can bring in? 

And how can you hold on to that digitally enabled, bright, creative and forward thinking employee? Nourishing them might mean resetting your ideas about what rewards people for their endeavours. One thing’s for sure, as the song goes, it’s not all about the money, money, money. It’s about the freedom, flexibility and lifestyle. Acknowledge that, and it might be to your advantage. 

Stay a spectator in the digital age and we end up watching the talent swoosh by and not really ever grasping how to truly reach it.  But help is on hand – and it’s probably in your workforce. There’s a good chance a digital nomad works for you or may one day do so. So plug in now, and make good of this new and changing genus. 

Building a team is one of those things that doesn’t happen overnight. It takes time, consistent effort and energy. And here’s the rub - Rome wasn’t built in a day, but your team can surely dissolve in one, in these fast-paced, demanding times!

When you’ve invested in building a team culture that hums along with everyone working towards the same goals, the last thing you want is to come unstuck and find the team hasn’t bonded or doesn’t perform when you really need them to.

So how to keep everyone inspired, realising their true potential and producing great results all of the time – and coming through the tough times intact? Do you have a strategy that keeps the working atmosphere in tip top condition and the team outshining your competitors?

These few tips should help you achieve this goal.

GET TOGETHER! 

Nobody likes long and tedious meetings, but it’s essential to keep everyone in the loop. So run team management meetings, but keep them short and to the point!

And then break your own rule. Because team meetings shouldn’t just be about status reports. No, they have a higher purpose. They give you a chance to truly engage with your employees, learn about their ideas, inspirations and also their individual goals – which may well align with your own in the business.

Team members appreciate the opportunity to share their thoughts and insights. They also need that regular get-together to discuss and solve any issues they’ve encountered on project work or in day-to-day business.

Meet weekly or regularly as an integral part of your business and your team development,  and everyone feels like they’re heading in the same direction – and the right one.

STAY ON TRACK! 

One of the main causes of frustration and disenchantment among team member is undoubtedly a loss of direction and the lack of a sense of purpose. There’s nothing more frustrating for an employee than not knowing what their key roles and responsibilities are in a particular project, what’s expected of them to accomplish that next step in the project’s development.

Everyone needs to know where they’re heading! So keep them on track, ask them what they need to know. And then make sure they have the guidance, support and understanding they need to do the job.

When times are tough, you may need to handle such situations in more of a hands-on manner. Help out directly, offer extra guidance or provide the necessary specialised equipment for the job. Whatever you do, you’re helping your team to get the job done, and maximise their potential. That’s a win for you both.

GIVE PRAISE!

Teams can be encouraged in different ways. Providing essential tools and excellent working conditions resonates deeply with people and keeps team spirits consistently high. But make sure you top that up with the occasional word of praise. We all like to know that our work is valued, and that what we’re doing has a positive impact on workflow and ultimate outcomes. But we like to hear that we’ve done good as individuals too!

Get to know what form of praise and feedback each individual appreciates best. Some may get the biggest boost in self-confidence by being praised publicly in front of others. Make sure you have a good word to say for the team too on these occasions! Other individuals may appreciate a private thank-you note more. Either way, praise is a great motivator. It helps everyone in the team to feel they are a part of something bigger than themselves, and it stimulates us to invest even more of ourselves into a project.

INSPIRE! 

True leaders, besides having the right knowledge and skillset for the industry they’re in, should also inspire. And that goes beyond the rigours and requirements of the job. It means being a well-rounded individual, empathetic to others and caring of oneself. It means looking after your business, your people and those additional things which are no less important, like your health and mental wellbeing.

Sleep, stress and work-life balance are all easy to manage. It’s now well known that being a

t the top of our game in this way fires our creative processes and concentration. Lead by example and make sure your team are looking after themselves too in this regard.

Follow these simple tips and you’ll find yourself stepping into the shoes of one who not only leads but also truly inspires by example.

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Below are a few of our most recent audio articles for you to enjoy.

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Did you know #HR Blog is on SoundCloud? If you’re always on-the-go or just prefer to listen to articles, you can subscribe to our SoundCloud channel and get our audio articles delivered right to your device. Whether you’re in the car, on a walk, or just taking a break, audio is a great way to get some valuable #HR content when it best suits you.

CLICK HERE to subscribe to our SoundCloud channel and never miss another audio article.

Below are a few of our most recent audio articles for you to enjoy.

THE EVOLUTION OF LEADERSHIP – AND WHY YOU SHOULD CARE

KEEPING CAREER SAVVY WHEN PARENTAL LEAVE TAKES YOU ‘OUT OF THE OFFICE’

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