eTip #624 Three Reasons Giving Gratitude Year Round is Good for Business

By Liz Scavnicky-Yaekle

It’s common for businesses to show customer and employee appreciation during the holidays, however some organizations are differentiating themselves by weaving such efforts into their daily and weekly plans.  This approach to appreciation is benefitting their bottom line and more. 

Here are three reasons to give gratitude all year long.

Showing appreciation increases employee engagement.  Sadly, only one in three workers in the U.S. strongly agree that they received recognition or praise for doing good work in the past seven days according to a Gallup poll.  While company efforts to retain top performers by optimizing the workplace through new perks and flexible schedules are often strong, one area in which they lack is showing appreciation and recognition to employees on a regular basis. 

Dale Carnegie said, “Let us praise even the slightest improvement. That inspires the other person to keep on improving.”  No matter how big or small of an achievement, praising employees is an inexpensive yet very effective way to give them gratitude.  This form of recognition not only boosts individual employee engagement, but also has been found to increase productivity and loyalty to the company, leading to higher retention, according to Gallup.  Bonus—the more appreciation an employee receives, the more likely he or she is to show appreciation to colleagues and customers.

Beginnings and endings impact customers’ brains disproportionately.  Many companies ‘have their customers at hello’ meaning that new customers are often excited about their purchase and eager to get started. The brain selectively chooses the events it stores, which are typically the ‘hello’ and ‘goodbye’ for future recall. While the last thing any organization wants is to lose a customer, the ending—the last customer interaction is a moment in time that will linger longer in his or her memory according to psychological research. 

There are many reasons these relationships end.  Perhaps the client’s organization was acquired by another company and is now required to use that parent company’s software, manufacturing equipment, etc. for example. Dale Carnegie’s 19^th principle is, ‘Appeal to nobler motives.’  Since the end of the relationship will linger as long as the beginning—for weeks or even months to come, end it on a positive note by giving gratitude for their business.  Consider writing a hand-written note with genuine thanks for their business, or sharing a final lunch. The now former client will be more likely to refer you, write a raving review or return to you should circumstances change in the future.

Giving gratitude fosters trust—when it’s sincere.  Dale Carnegie’s 2^nd principle, ‘Give honest, sincere appreciation,’ underscores the importance of giving genuine appreciation.  This generally free and simple action is an effective business tool because, “it is a precursor to develop trust,” says Betsy Bugg Holloway, a marketing professor at Samford University in Birmingham, Al. Whether among employees or customers, trust itself is a dominant driver of loyalty, among both employees and customers. 

Bottom line—giving gratitude on a regular basis boosts business.

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eTip #623 Four Fortunate Ways to Frame Peer Feedback

By Liz Scavnicky-Yaekle

Communicating constructive criticism in an effective manner that benefits both parties can be downright challenging. This is especially true when providing feedback to peers in the workplace which is a growing trend. Peer-to-peer feedback regarding an employee's strengths and weaknesses offers insights into their performance beyond the top-down reviews given by their supervisors.

Here are four ways to deliver peer feedback effectively.

Prepare your points. In order for a peer-to-peer feedback discussion to be productive, it is critical to prepare beforehand. Dale Carnegie said, "Only the prepared speaker deserves to be confident." To deliver constructive criticism confidently, think about your goals for the meeting before you meet with your peer. Consider some of the ways you can help her grow in her role, and how you can work together to better attain team goals. Arm yourself with a few specific examples of behavior that should be modified so when speaking you can share relevant examples and suggest better ways of handling things.

Use the growth mindset as a guide. In her book, Mindset: The New Psychology of Success, psychologist Carol Dweck explains, “In the fixed mindset, everything is about the outcome. If you fail—or if you’re not the best—it’s all been wasted. The growth mindset allows people to value what they’re doing regardless of the outcome.” Use mistakes as a teaching tool. For example, if someone is running a report incorrectly, demonstrate the right way to do it and say something encouraging such as, “Now you know exactly how to do it and can feel confident every time you publish the results!” Dale Carnegie’s 29th Human Relations principle, ‘Use encouragement. Make the fault seem easy to correct,’ reinforces how important it is to use words of encouragement when correcting mistakes to foster as much employee growth as possible.

Position your passive voice. This step may require some practice, however it is a critical skill—especially if you are vying for a leadership position. For example, if a colleague says, “You did not provide enough evidence when presenting your case for investing in XYZ,” it will most likely be interpreted as harsh criticism. Instead, she should use a passive tone to state, “The presentation supporting additional investment in XYZ would be stronger with additional supporting facts.” While both statements essentially say same the same thing, the latter focus feedback around on the subject instead of the individual. This approach reinforces Dale Carnegie’s 23rdprinciple, ‘Call attention to people’s mistakes indirectly.’

Assume good intentions. 76% of employees surveyed said that positive feedback from their peers motivated them. To ensure a positive delivery, assume that the person receiving constructive criticism had the best of intentions. Avoid dwelling on what went wrong and focus on how it can be done right. Dale Carnegie’s 26th Human Relations principle, ‘Let the other person save face,’ reminds us to assume our peers have good intentions and to provide positive feedback along with constructive criticism.

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eTip #622 The Next Generation Training Needed to Develop the Future Worker

The Next Generation Training Needed to Develop the Future Worker
By Ryan Jenkins

In the past, apprenticeships, classes, manuals, mentoring, and conferences were how information was passed on to the next generation of workers. Today’s cutting edge companies are leveraging virtual classrooms, online quizzes, self-paced courses, discussion groups, blogs, and video games to train and develop the next generation worker. Technology and the Internet have shattered the boundaries of workplace learning and next generation training.

Because Millennials rate “professional growth and career development” as the #1 driver of engagement and retention at work, it’s important to better understand how learning and training is shifting in today’s workplace. Below are descriptions of the emerging methods of workplace learning supplemented by statistics that support the learning trends.

• E-learning (electronic learning) is an approach to administrating education and training through the use of modern technology. Classes can now be held in the cloud thanks to video conferencing, digital course materials, and real-time chat.
• By 2019, roughly half of college classes will be e-learning-based.

• M-learning (mobile learning) is defined as “learning across multiple contexts, through social and content interactions, using personal electronic devices.” A form of distance education, m-learners use mobile device educational technology at their time convenience.
• Mobile learning is growing globally by 18.2% per year.

• Micro-learning deals with relatively small learning units and short-term learning activities. Content is distributed in “microscopic” learning bursts (typically 2-10 minutes). Video is an ideal vehicle for delivering micro-learning.
• 87% of Millennials say they would choose to work for a video-enabled organization over a company that has not invested in video.

• On-demand learning (or just-in-time learning) is a training strategy for how users gain access to knowledge-based content in real time, anywhere, and at any time. No more classroom training. Users can tap into tutorials and videos to zero in on just the information they need to solve an immediate problem or update a specific skill.
• 50% of Millennial college students say they don’t need a physical classroom.

• Gamification is the use of game elements and game design techniques in non-game contexts. Game elements can include points, badges, leaderboards, leveling up, avatars, social graphs, and missions. There is a clear difference between gamification of learning and game-based learning. In game-based learning, learners play a game that encompasses a learning objective(s). When learning is gamified, a game is incorporated within the overall learning.
• 97% of youth play computer and video games.

• Self-directed learning is where the individual takes the initiative and the responsibility for what occurs. Individuals select, manage and assess their own learning activities, which can be pursued at any time, in any place, through any means, at any age.
• 72% of Generation Z want the right to design their own majors.

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eTip #621: Ask These Three Questions to Make Interviews Less Intimidating

Ask These Three Questions to Make Interviews Less Intimidating

By Liz Scavnicky-Yaekle

If you’re nervous about an upcoming job interview, you’re not alone.  A recent study by Harris Interactive and Everest College reveals that 92% of U.S. adults between the ages of 18-54 are anxious about job interviews. 

Dale Carnegie said, “Only the prepared speaker deserves to be confident.”  An effective way to combat our human inclination to fight, flight or freeze in high-stake situations such as a job interview is to plan and prepare.  While you cannot anticipate every single question the interviewer will ask, it is possible to develop a list of important questions to pose to the interviewer.

Here are three questions worth asking during the interview.

What do you like best and least about the company culture?  Pose this question to both the recruiting and hiring managers to hear different perspectives about your prospective employer’s culture.  Learning about the company’s culture helps ensure that you are a good fit overall, and impacts your level of future employee engagement.  For example, if flexibility is important to you and you hear that the organization trusts its employees to work from home when necessary, you can rest assured that you and the company are aligned in this regard.  Probe further with questions such as, “What sets a superstar apart from an average performer, and how are they rewarded?” to gain better insight into the organization’s culture.

What is your management style?  Once you’ve passed the interview with the recruiting manager, the next natural step in the hiring process is to meet with whomever would be your direct manager.  It may seem awkward to pose this question, however it is critical because a Gallup study conducted last year found that about 50% of the 7,200 adults surveyed left a job “to get away from their manager.”  The answer to this question will help you determine your long-term success in the role versus a premature departure.  Your direct manager may ask you to clarify the question, so have a few follow-up questions in your back pocket such as, “Are you more of a hands-off or hands-on manager?”  Also, “Which characteristics and behaviors do you value most in the employees you manage?”

What are the top three challenges I would need to overcome in this role?  No one wants a job at which they are destined to fail, so it’s important to understand potential performance pitfalls.  Dale Carnegie’s 3^rd Human Relations principle, ‘Arouse in the other person an eager want,’ underscores the importance of appealing to the hiring manager during the interview process.  Inquiring about potential challenges shows that you are realistic and genuinely interested in all aspects of the role, both positive and negative.  Ask additional clarifying questions as needed to help you ascertain if you would be overwhelmed by the challenges or if you could more than likely overcome them.

Arming yourself with questions to pose during interviews will minimize any feelings of anxiety and maximize your confidence level.  Just be sure to actively listen to the responses.

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