by Miriam Hara | May 3, 2024 | Administration, Business Success, Management
Goodbyes are never easy and breaking up is hard to do no matter if it’s a personal relationship or a business relationship. Scratch that. If you are working in a good organization that caringly fosters culture and growth, chances are you are fortunate to share a personal relationship at some level with your colleagues. So the end result is that all relationships are personal, even the business ones.
It’s a Small World:
If there is truth with the saying that the world is small, the same can be said about the business community. Whatever your profession is; in the business world of marketing, sales, logistics, or finance; or if it’s in the medical arena and you’re a pharmacist, nurse, family doctor, or a medical specialist; that professional community is small.
It is in the interest of all parties to act professionally when saying goodbye because chances are you will run into one another, or yes, may even need the assistance of one another in the future. For instance, when transitioning from one company to another, you might find yourself working with former colleagues or clients in a new setting. You just never know! Working alongside one another every day, for 1year, 5years, or 15years…it is inevitable to have a personal relationship. And sometimes, even if it’s the best working relationship, there needs to be a parting of ways.
The “Be-Kind” Philosophy:
Relationships work both ways. So even when it comes time for a business relationship to end…keep your head high, and your heart kind. That has been my philosophy. In the years I’ve been in business I’ve had to say my fair share of good-byes.
The Reasons for Calling it Quits:
I’ve had to say my fair share of saying goodbye to awesome clients as there was a “change of guards”, or a change in their direction. And of course, I have had to say my goodbyes to fabulous team members that I had built an amazing rapport with. The reasons for their leaving range from a personal change, or to wanting something different, or just needing a change, or quite frankly, it just wasn’t working anymore.
I’ve always been accepting of the choices or the situation and have been professional about it. As a result of this, many of my former clients are my friends, and some clients have come back. Former team members still reach out to me to say hi, or for advice and it’s a beautiful thing. I acknowledge that there are some awful situations that merit being cut off at the pass forever and ever. However, doing it respectfully removes the drama and leaves the situation behind rather than it being part of history.
Time Brings Perspective:
In the interest of transparency, sometimes you need a break after the breakup. However if the breakup was done respectfully, then it’s only a matter of time before the ability to open the door and reach out becomes even remotely possible. When saying goodbye to a client or an employee or employer isn’t done professionally, you not only cut off any more history to be developed between you…but you amputate a part of your career as well. You can no longer reach out or draw in advice from people that can help you in your future endeavours. It’s really being short-sighted and self-sabotaging. It also really cuts into your networking opportunities.
Don’t Burn Bridges:
There is some truth to most sayings… and this one really resonates here. Not burning the bridge that links the 2 parties together is sound advice. When all is said and done, there are always 3 sides to a story… 3 perspectives to the same story…your side, the other side and the truth. By dealing with it professionally, you get the time you need to be able to look back at the situation with maybe a fresh perspective.
Navigating goodbyes in professional relationships is an art that requires kindness, respect, and foresight. Whether bidding farewell to clients, colleagues, or employers, the manner in which we part ways speaks volumes about our professionalism and character. By embracing the “be-kind” philosophy and understanding that relationships transcend transactions, we not only preserve bridges but also pave the way for potential future collaborations.
So, the next time you find yourself at the crossroads of a professional departure, remember to leave with grace, knowing that every goodbye is an opportunity for growth, reflection, and perhaps, a future hello…quicker than you realize.
by Miriam Hara | Aug 10, 2015 | Administration, Business Success, Communications, Creative, Latest, Management, Problem Solving
I’ve blogged about 7 Things I absolutely Need in a New Creative Hire and my slightly tongue-in-cheek 7 Quirky Questions to Ask a New Creative Hire, but there is another important viewpoint to consider – that of the person you’re hiring. What does the person you’re thinking of hiring absolutely need in order to say ‘yes’ to the hire? Things your new hire absolutely needs from you. ‘Need’ and ‘want’ aren’t the same, remember. In many ways, we all need the same things. What we want varies. We need food, but some of us might want an expensive Vita-Mix to blend, mix, puree or process recipes to make that food. Wants are flexible, needs are not; not if you want a motivated, contributing, satisfied creative employee.
The interesting thing about uncovering what a person needs is that it can help you decide if they are the right person for the job.
The interesting thing about uncovering what a person needs, is that it can help you decide if they are the right person for the job. It lines up with my earlier blog: 7 Things I Absolutely Need in a New Creative Hire. I’ll skip salary talk; that’s related to budgets; yours and theirs, and stick to more universal needs. I’ve been a business owner for many years, so I trust my experience and my instincts when I hire, but I’ll quote the behavioural coaches here. Mostly, my views align. I see all of the following as ‘needs’. No one is ever going to answer in neat little phrases like in the list below, but if you listen carefully, you’ll see what their needs are and which ones are most important. It’s my feeling, that you owe it to your business and to your business’s culture, to see if you can satisfy those needs.
Just because we’re in charge, doesn’t mean we don’t have our own needs and goals.
The list below was put together on LinkedIn by business coach and author, Rick Conlow (I’m summarizing here, the full link to his piece is below) and in my view, warrants repeating and reviewing once in a while, even if we’re not thinking about hiring anyone new. It’s something we all need to check in on. Are the people we’re working with getting their needs met? Are we as business owners and managers getting our own needs met in the jobs we do? Just because we’re in charge of a business or organization, doesn’t mean we don’t have our own needs and goals. Are we getting the same things from our own environment as that new hire is expecting? As I mentioned, I feel Rick’s guidelines are essentially universal and apply to all of us, so don’t think of them as just about the people you’re hiring or have already hired. They apply to all of us. Are we setting or getting:
- Clear expectations and goals.
- Recognition and praise.
- Regular communication with leadership.
- Growth.
- Trust.
- Responsibility.
- Respect.
- Pride in their work.
- Ongoing opportunities to learn.
- Achievement.
I think as Business Owners and Managers, we have a responsibility to remind ourselves, “I know what I need from the people who work for me and how it relates to what the business needs, but what will this new person need?”
Rick’s ‘driving-it-home’ point: “If you want your people to be better, you have to be better as a leader.” I agree. Getting back to that new hire, I think as Business Owners and Managers, we have a responsibility to remind ourselves that “yes, I know what I need from the people who work for me and how it relates to what the business needs, but what will this new person need? Will this job match and meet (at least mostly) their needs?”
Essentially, it’s a symbiotic relationship; if the needs of the person we’re thinking of hiring don’t match fairly closely with what we can deliver and what we believe people really do need, then trouble brews.
LinkedIn. Article by Rick Conlow: The Top 10 Things Employees Want From Their Job.
Additional Reading
Canadian Business. The best cultures, perks and benefits: Canada’s Best Employers 2015: The Top 50
Profitguide.com: The definitive list of organizations that have mastered the art of employee engagement Canada’s Best Small and Medium Employers 2015: The Top 50
Interesting afterthought: This famous study in human behaviour ranks by importance, our hierarchy of needs, in other words, the elements that motivate us: The Theory of Human Motivation by Abraham Maslow Maslow’s Hierarchy of Needs
by Lisa Wedmann | Jul 12, 2013 | Administration, Business Success, Latest, Uncategorized
A few years back I took a course on strategic planning for small business. When the floor opened for questions many revolved around building teams. What kind of skills should you look for when building a team, is experience more important than education, are soft skills more important than hard skills, at what point of the project should you bring on a new team member … that type of question.
But the topic I found the most interesting was around how to build a good team. The discussion spiraled on subjects we had previously discussed. Finally in exasperation, one attendee said, “Yes, I understand all that, but how do you build a good team?”
The lecturer paused, looked straight at him and answered, “Build a good team”.
It seemed a simplistic joke but as he went on to explain, it had a great deal of merit. It means that in order to have a successful team you must build a good team.
Still too simplistic? Below is the discussion that followed on how to build a good team.
Wicked Way #1: Know your goals and your objectives
Number one, number one, number one. Always know your goals and objectives. Keep these clear in your mind. Write them on a piece of paper and stick them to your wall in a prominent place. If it’s a project deadline, if it’s gross sales, if it’s a percentage of growth, write it down. Paper remembers, people forget.
Wicked Way #2: Define roles and set expectations
Define the roles that you need in order to meet your goals and objectives. Fill these roles with people who can meet them. When you are interviewing to fill the roles, make it clear what your goals and objectives are and set expectations.
The person you interview may have the best qualifications and a great attitude but if they don’t know what you want and they don’t know whether they can do what you want, you are relying on a wish and a promise, neither one is a position for success.
Wicked Way #3: Provide feedback
Once you have a team, continue to set expectations. Provide feedback. Let the person know what they are doing right and what they are doing wrong. Always ask yourself and the team, will this activity help move us towards our goals and objectives? If it doesn’t, stop immediately.
Find out what will work. Then move on. And when the work your team member is helping to meet your goals and objectives, acknowledge and reward.
THAT’S IT
There you have it. Simple. Easy peasy.
How to build a good team… build a good team.
by Lisa Wedmann | Jul 10, 2013 | Administration, Business Success, Latest, Management
Before we start let me be clear on the definition of a leader.
Well then again ….. maybe I can’t be clear.
I can’t be clear because leadership is an art not a science.
It’s not easy to pin down leadership characteristics. Regrettably, there is no magic formula you can follow to turn yourself into the beloved leader who knows how to push all the right buttons.
And to make matters complicated, in today’s matrix environments it isn’t always easy to tell who the leaders are and who are the followers.
Gone are the days when a Supervisor sat in his office and overlooked the floor of busy workers who followed set rules and obeyed orders. That old distinction between a leader and a follower no longer exists.
DISTINCTION BETWEEN A LEADER AND A FOLLOWER
Without those clean marks of distinction it can be rough to distinguish where your responsibilities start and where another’s stop. And when leadership responsibilities are not clear, you may wonder is it your job to lead or does the responsibility belong to someone else?
Sometimes there is no straight-forward answer.
It could be the person leading a team or running a corporation. It could be a Project Manager or Head of a Department. In these situations, it’s easy to tell who is the leader. The title defines the status. But more often than not these people will jump in to assist in some way or another or they bring in others to help with big decisions or challenges.
Then what about when those who are leading a specific part of a project? Sometimes identifying a leader is easy. They lead, direct and interact with others and rely on them to help get the job done.
Who’s the leader now? Is it the Manager driving the project, the Project Manager who is leading the team or the specialist running her end of the show?
Consciously or unconsciously different people are in charge at different times and places. For one reason or another they have the responsibility to lead.
SUPERMAN OF LEADERSHIP DOES NOT EXIST
Today’s’ world is dynamic where challenges are too complex for just one person to handle. The Superman of leadership does not exist. Instead we are faced with the dichotomy of Superman and Clark Kent. On one hand we are saving the world and on the other we are heads down in our work.
In reality, we are both leaders and followers.
WE ALL ANSWER TO SOMEONE
This flexible definition of leadership that changes from one minute to the next may not be crystal clear.
But one thing is clear when we are looking for the definition of a leader and that is we all have a boss.
Whether it is a supervisor, a manager, or a customer. Whether it is shareholders, a Board of Directors or the person who signs your timesheet, we all answer to someone.
And at one time or another we have all been the leader where we lead and direct the outcome of our tasks.
Leadership qualities are fluid. One minute you’re the driver, the next minute you are the passenger.
It’s complex.
Or as Mongomery Burns says when he tries to scoop homer’s brain to turn him into a robot, Dammit Smithers, this is brain surgery, not rocket science.
What qualities do you wish to see in a leader? What don’t you like?
by Lisa Wedmann | Jul 8, 2013 | Administration, Advertising, Branding, Business Success, Latest, Management
Today I am sitting at my desk staring at my inbox full of emails. There are 30 emails waiting for me to open. I know each one of them is important and each one requires an answer. I have a meeting in 15 minutes. I don’t want to be late but there may be something urgent in one of those emails.
How do I know which emails to read?
Typically I scan the emails to look for subject lines of projects I know are urgent. This usually works. I find what I need immediately and the rest can wait until after my meeting.
But I pity my poor boss who mentioned in the meeting she has over 250 emails sitting in her inbox.
My first thought, did she read my emails from yesterday?
Then, that made me think.
Does she know which ones are urgent?
There must be others who are faced with this type of situation. I began to question myself, how can I get more attention for my emails at work? Is it because there simply isn’t enough time? Is there a way that time management at work will help?
Maybe, but there are other ways.
Time management is important but it is more a symptom and doesn’t get to the root cause. If your email is not working to get the attention you need here are a few suggestions.
My best tips on HOW TO WRITE EMAILS AT WORK
Choose your emails carefully
It’s mostly common sense but common sense seems to fly into cyberspace where email at work is concerned. And that is to choose your emails carefully. It stands to reason if you are known as that person who emails about everything, if you become the boy who cries wolf, your email will go to the bottom of the list.
If anything is the kiss of death in the email war, then this is it.
If you haven’t thought about it before now, your personal competence is being judged every time you write an email. If your email is convoluted then people will think you are convoluted. Either consciously or subconsciously they will label you as an unclear thinker. Not the type of person they want on their team.
Before you send an email consider its value and whether it will help to advance your cause if it doesn’t then don’t send it.
Prepare your subject line carefully
Be clear in what you want in the subject line and provide a deadline if possible.
For example, “Approval to proceed required by Thursday 2 pm” or “Feedback request by noon today”.
You can even use the subject line for a question. “Can we meet at 3 today?” “Our meeting today is changed to Friday”. Or what about a response to a question? “Yes I will be on Flight 429 leaving at 4.30.”
Aim for quick answers
I’m sure you do it yourself. You look for the easy emails and you answer them first. We tend to answer emails first that require a quick response or a quick answer.
Is there any way you can accomplish what you need by breaking it down to a very simple question?
If it is not a question and requires more detail, consider putting a 2 or 3 line summary at the top of the email and the balance of your content following. Often the extra information you provide is either background to the summary or to support your due diligence. If the reader is familiar with the subject they may not need this extra information or will skim it quickly after they read the summary. Either way, they have spent less time on the email and there’s a good chance you will get a faster response.
Pretend you are on your phone
You know you should keep it simple. You may try hard to keep it simple but it isn’t always easy particularly for those emails at work that are … well, more complicated. A simple trick is to pretend you are texting on your phone. What would your email look like then?
Limit yourself to one subject per email
When there is more than one subject per email it is difficult to respond to all the different subjects. Some may not have an answer, some need an urgent response and some are on hold. Then, when you receive the response to a multi-subject email you need to track which subjects had answers and which did not. It can become complex and almost overwhelming when there are too many subjects in one email. When we limit ourselves to one subject per email we make it easy for others to answer.
Turnaround is fair play
If you expect others to respond to your emails quickly then you must do the same in turn. Don’t be the bottleneck who holds up the email at work.
Writing the best emails
In the beginning you may feel that writing the best emails take more time since you will need to compose your thoughts, you will need to take those extra few minutes and think, really think before you hit the send button.
