How can we be more effective?

Stephen Covey’s The 7 Habits of Highly Effective People® has been referenced over many years.  First published in 1989, it’s been reissued multiple times since then, and has been adapted / spun out in to targeted versions, for example focussing on teenagers, families, journals, workbooks and card decks.  He continued to release books up to a year before he passed away in 2012, leaving a legacy of effective leadership principles.

What’s it about?

Covey seems to have had a genuine wish to help others and lead by example by closely following the principles of the habits himself. He provides practical advice, which requires us to look inside ourselves.  Reading the habits, we may already find that we’re on the right track.

What are the 7 habits?

There’s much more to the habits in the book, however here is a flavour of the 7 habits:

Habit 1: Be Proactive®

Take responsibility for your life. This habit encourages us to move away from blaming external factors and responding to them in a reactive way. We should use proactive language; I will, I can etc.  and our energy should be focussed on things we can control.  The first step is to build awareness of where we expend our energy now, so we can develop into a more proactive approach.

Habit 2: Begin With the End in Mind®

We will not feel successful, if we achieve things which are not where we wanted to end up.  We need to focus on what we want, and how we want to live, and then use the 1st Habit of proactivity to get there.

Habit 3: Put First Things First®

This is where the 1st and 2nd Habits come together, and we can make decisions about what we will and won’t do.  We don’t have to do everything, it’s about choosing proactively what you will do, and prioritising accordingly. These decisions will be made based on our purpose, values and role, with the end in mind.

Habit 4: Think Win-Win®

Be co-operative and collaborative.  It’s a mindset which means that we seek mutual benefit with our solutions.  Covey identifies 3 character traits; Integrity, Maturity and Abundance Mentality (believing there is plenty for everyone). It doesn’t have to be either / or, both parties can ‘win’. Further character traits identified are empathy, confidence, consideration, sensitivity and bravery, which all underpin real Maturity.

Habit 5: Seek First to Understand, Then to Be Understood®

Communication is key, but this Habit is more focussed on listening, and really understanding others.  We all want to get our point across, but in doing so we may not listen to the other person properly.  This means we may miss their meaning or make assumptions, based on our own point of view.

Habit 6: Synergize®

This is about teamwork, being openminded and finding new solutions. This is best done with multiple contributors who all bring different insights and experiences.  The principle of ‘the whole is greater than the sum of the parts’ is in play here.  Valuing differences is important to achieve synergy. It might feel uncomfortable initially, as there may be disagreements, but the outcome will be more interesting and successful.

Habit 7: Sharpen the Saw®

This means preserving and enhancing ourselves in 4 different areas of life: physical, social/emotional, mental and spiritual.  We need to grow in each of these areas, for example through healthy lifestyle choices, making social connections, reading, learning, spending time in the natural world, music and art. By growing in these areas we become more able to deal with challenges, grow and continue to build on the other 6 Habits.

Although a lot of focus of adopting the 7 Habits has been on implementing these principles in leadership and management, they can apply to all of us.  After all, the title of the book is simply to make us highly effective people, whether you’re a junior executive or business owner.  If you’re new to a leadership role, read one of our previous blogs to get some practical leadership tips.

Presenteeism

The Covid-19 pandemic had an undeniable impact on everyone’s lives.  During that time, the requirement to work flexibly created a new landscape, which employers are still having to navigate.

For some employees, that switch to remote, flexible working appears to have resulted in the ‘always-on’ phenomenon. There’s no real boundary between work time and personal time. This means that employees can work around other personal commitments or activities, if they wish. However some people find it difficult to switch off, in some cases leading to a culture of presenteeism.

What is Presenteeism?

The CIPD states that presenteeism occurs when people work when in suboptimal health.  Your employees are attending work when they are unwell, and are therefore unable to be productive.  Absenteeism has a huge cost implication for employers.  But interestingly, the CIPD also reports that presenteeism has a much bigger cost (according to research by Deloitte).

Why is it a problem?

Unless addressed, presenteeism can lead to a culture where presence indicates commitment and success. I.e., if you turn up early and leave late you’re doing a great job, you will be more valued, and potentially rewarded accordingly.  What it doesn’t do is lead to an increase in productivity and it can cause a toxic culture. These things will drive away talent, further decreasing productivity.

There are also other effects, for example:

  • Employees come to the workplace with contagious illnesses, which spread through the workforce, increasing absence and / or presenteeism.
  • Employees won’t take the rest from work they need to recover, therefore stay unwell for longer, or their health deteriorates further.
  • Employees working while unwell will understandably demonstrate less enthusiasm and motivation, leading to low morale. This low morale may be contagious within the workforce, even in your healthy employees.
  • Depending on the sector, employees who are unwell are more likely to have workplace accidents, putting themselves and others at risk.
  • Presenteeism means that employees aren’t giving their full commitment to their work, and therefore will not progress and develop, which may lead to further demotivation and disengagement.
  • The quality of work produced is less likely to be as high as it might otherwise be, if the employee was healthy. This may have a knock-on effect on colleagues, for example causing frustration, or blockages and delays in systems and processes.
What can you do about it in your business?

Leaders need to be proactive in changing the narrative about the behaviours that are valued in their business. They need to move away from a ‘bums on seats’ approach (i.e. presenteeism), and instead focus on outputs and achievements. One of the first things they can do is lead by example. Create those work and home time boundaries. For example, only respond to emails during working hours, or as close as you can get (unless it’s business critical). Encourage employees to leave work, or if remote, switch off at the end of their contracted hours.

Tips to reduce presenteeism
  • Find out why people are behaving this way, either through focus groups or an anonymous survey, and find out about their concerns around taking time off ill, and blurred work / home boundaries.
  • Look at your sickness absence policy. Will employees suffer significantly financially every time they take a day off sick?  Do you have a fair sickness absence review policy which is consistent, reasonable and supportive?  And if you make changes to your policy, ensure these changes are communicated. Create clear messaging that supports taking time off if it’s needed, so people can fully recover and then return to work.
  • Consider what you could do to promote a healthy working environment that supports mental and physical wellbeing.  For example discounted gym membership, walking meetings, cycle to work schemes, wellbeing apps, mental health first aiders and training for all employees.
  • If you use zero hours contracts, consider if this is a factor. Review your resourcing model to establish if you could reduce these and create more stability for your workforce.
  • Improve manager / staff communication, so that managers are familiar with their employees and have positive working relationships. Employees may then feel the can share any health concerns with confidence, and managers will spot warning signs of any health or wellness issues.

If you’ve noticed your employees seem to be working when they are clearly unwell, and you want to find out why, or need support to change those habits, get in touch.

Employment law changes in April 2020

As an employer it’s important to know of any forthcoming employment law changes. Being aware of the changes ensures you can prepare for them and protect your business from any legal claims. Here’s a rundown of the changes taking effect from April 2020.

Introducing parental bereavement leave

An Act passed in 2018 has resulted in the introduction of parental bereavement leave to provide support for bereaved parents. The leave will be available to parents who lose a child under 18, or suffer a still-birth in the later stages of pregnancy.

What is it?

Employees will be entitled to 2 weeks leave, and employees with 26-weeks continuous service will also be entitled to pay at the statutory rate. This leave is separate from the statutory right to unpaid time-off in an emergency, and compassionate leave which is discretionary.

Action to take

Employers should take the following steps, prior to April 2020:

  • review your current leave policies and decide if you will follow or exceed the minimum requirements of this legislation;
  • review and update policies and handbook to include this entitlement, as well as any other policies which may benefit from this information (for example, any family friendly policies);
  • consider if you need to review and update other content in your handbook, and
  • review and update your contracts of employment, so they are fit for purpose.

More information

Changes to written statements of particulars of employment

The current law states that written statements must be issued by employers to their employees within 2 months of their start date.  The new law will require employers to give all workers (not just employees) a written statement on or before their start date. In addition the written statements must include:

  • the hours and days of the week the worker /employee is required to work, if they are varied and how;
  • any details of a probationary period;
  • their entitlements to paid leave;
  • any details of training provided by the employer and
  • other benefits not covered elsewhere in the written statement.
Action to take

Employers should take the following steps, prior to April 2020:

  • be aware of exactly what needs to be included in the written statement;
  • know about any other information which needs to be provided to employees in writing;
  • ensure you have a template statement / contract of employment which is ready to use, should you need to make a new hire and
  • review your current written statement / contract of employment to ensure it complies with the new requirements.

More information

Increase in the holiday pay reference period from 12 weeks to 52 weeks

The reference period for calculating holiday pay for workers with irregular hours will change. Employers will need to look back over the past 52 weeks for the purposes of calculating holiday pay.

IR35 changes for the private and public sector

The public sector IR35 reforms will be extended to cover medium and large private-sector employers. This means that responsibility for determining if IR35 applies to independent contractors will shift to the organisation, not the individual. Employers should review whether they fall in to the category ‘medium’ or ‘large’ employer and then review their contractors and pay arrangements to determine how the new rules will affect them.

More information

If you’re concerned about what these employment law changes mean for your business and need help in preparing for them, please get in touch with Helpful HR.

 

 

Leadership tips

Congratulations! You have achieved that long yearned for appointment or promotion in to a leadership role. The joy of your success may be palpable, and rightly so. However, an element of apprehension may make an appearance at some point.

Here are some top tips for any newly appointed leaders out there, to make sure you’re set for success.

Identify some quick wins

The first 100 days is a typical gauge of success, so speak to key people to identify some quick wins and find the right people to deliver them. Motivate, monitor and measure their progress, provide support and celebrate the successes. Make sure that the delivery of the quick wins sets the tone of your leadership style and be consistent.

Meet people and listen

Your success is dependent on other people, both in and outside of the business.  Make a commitment to meet:

  • your direct reports and key people in their teams
  • other leaders in the business (if you’re part of a senior leadership team)
  • key partners in other business areas, with whom you can share knowledge
  • key customers and suppliers

When you meet with them, ask questions about how things are going and what could be better. Listen to their thoughts and opinions and make notes.

Create a long-term plan

Whilst the quick wins serve a purpose, you also need to think long-term. Use the information from your initial meetings to identify the long-term priorities. Ensure you communicate to your team about these priorities and your reasoning. Ask for feedback, listen, then make a final decisive plan, identifying the ‘what’, ‘why’, ‘who’ and ‘when’ for each of your priorities.

Overcommunicate

Be visible and accessible. Arrange and stick to regular meetings with peers and direct reports, as well as key project leaders. Share information with them and ensure they share their progress with you.  Involve your direct reports in defining the ‘how’ in your plan. Your success is dependent on how it is delivered, as well as the ‘what’, ‘why’, ‘who’ and ‘when’.

There are many other things you could do, and there are many articles about successful leadership if you look for them. But these tips should help to send you off in the right direction. If you need support in a new leadership role, get in touch with Helpful HR.

Keep it civil

Rudeness at work seems to be on the rise. In a survey by Professors Porath and Pearson, 40% of respondents said they had ‘no time to be nice’ and 25% said they were rude because their bosses behaved that way. We live in a busy world and people have many demands on their time. That’s not news, but in the words of Harry Hart (quoting William Horman) in Kingsman: The Secret Service, “manners maketh man”. Something has obviously gone wrong. Is politeness a thing of the past?

What’s the impact of rudeness?

There’s a great opportunity for business leaders and senior managers to have a positive impact on this issue, and ensure everyone in their business is treated respectfully as a result. 48% of employees on the receiving end of rudeness intentionally decreased their work effort and 47% intentionally decreased the quality of their work. Rudeness at work causes commitment to decline, turnover to increase, productivity to plummet and recruitment costs to increase. By creating a polite and respectful workplace, commitment and productivity will increase and your turnover and recruitment costs will decrease, because you’ll be able to attract and retain the best talent.

What can you do?

Small changes can make a big difference, so here are our top tips for creating a respectful workplace.

  • Be friendly, greet people warmly, say ‘thank you’ and ‘you’re welcome’.
  • Give 100% of your attention in meetings. Put your phone down and engage in the matter at hand. The meeting will probably be shorter and more focussed as a result.
  • Listen to your team members’ thoughts and ideas – they may be on to something.
  • Make it clear that rudeness won’t be tolerated and there are no excuses for it. If you make politeness part of day to day interactions, it will be contagious, so the impact could be huge.
  • If you see rudeness, address it directly, and encourage employees to report any incidents to their line manager.
  • Establish a staff forum where employees can share concerns with a nominated senior team member and discuss how the concerns could be addressed.
  • Hire and retain employees who exhibit the ‘right’ behaviours.
  • Lead by example, regardless of who you’re talking to and your own stress levels.
  • Carry out exit interviews to find out what employees really think.
  • Train and coach line managers in respectful people management practices.

If you’re concerned about behaviours in your company and want to discuss ideas on how to address it, get in touch.