Twenty-five years ago, my husband and I moved into a newly-built house in a brand new neighborhood. There were just a few other residents at the time and there was a ton of construction. For the first three years, our streets were filled with dirt, noise, and construction workers. As each house was completed, we were excited to meet our neighbors.
We soon discovered that many of our neighbors had children the same ages as ours and that we also shared similar interests. We kept seeing these same neighbors while waiting at the bus stop with our children, while volunteering in the schools, while working out at the gym, and while shopping for groceries. They seemed to be everywhere! If we hadn’t liked them, it would have been a problem, but we not only liked them, we loved and cherished our newly-formed relationships.
As humans, we have a fundamental desire to connect with others. Informal relationships, where people in close proximity engage in frequent interactions and bond with one another, happen at work as well. This phenomenon has been studied and can actually lead to what is called proximity bias. Proximity bias is when those who are physically closer to company leaders enjoy greater influence and advancement opportunities. Unfortunately proximity bias can create a less equitable work environment since remote employees can feel like their career trajectory lags behind their in-office peers, simply because they are less visible.
So, how can organizations encourage a thriving in-person office community while at the same time offering an inclusive environment for remote workers?
As with many challenges, the first step is to begin talking about the issue. Through open and honest communication, obstacles can be identified and solutions proposed.
It’s very helpful for meetings to include a virtual option, and information sharing should be done both in writing, and when possible, in person. Written documentation of all communication should be shared through a central digital platform.
In order to ensure that promotion decisions and bonus opportunities are fair, it is critical that performance appraisals measure and analyze an employee’s full impact.
Concordia Consulting can help your organization with the new challenges of a post-pandemic workplace. And, if your business is successfully navigating the demands of in-person, hybrid, and remote work, please share your achievements with us!
I just came back from a big adventure and am eager to share my experiences and pictures with you, but for now there’s a more immediate message. I had just returned to the US (and this time zone!) Sunday night when I joined millions of other Americans to watch the Super Bowl and shake off some jet lag. Although I usually just watch the commercials, this year the game was actually worth watching! It was during the commercials that I learned that saying “You are a rock star!” is passe, at least according to the featured rock stars.
I have a neighbor whose son is an actual rocket scientist, and when you ask her what he is doing she says, “He’s a rocket engineer. For him, it really is rocket science.”
You probably know me well enough to realize that if you can’t say someone is a rock star, and your son or daughter are not rocket scientists, I will be glad to offer you other words of praise to compliment your colleagues and to show your appreciation.
Thus, let me take this opportunity to share some phrases of thoughtful recognition:
- You rock!
- Your work on this product was awesome.
- I appreciate the expertise you have in this area.
- You bring a skill to this project that none of the rest of us possess.
There’s another term that while well-intentioned, some consider offensive. It’s referring to a woman as a “badass.” While once considered a compliment, now some women say, “Can’t you recognize my efforts without referring to me in loaded terminology?” This article underscores the concern.
So, should you stop calling someone a rock star? That is probably not necessary. In fact, it may be even more popular now than before thanks to the Super Bowl commercial, but eliminating badass from your lexicon is a good idea! And giving sincere words of praise is always welcomed. What are your favorite compliments for others?
When I arrived at my destination to conduct a recent in-person training, Sui was in the parking spot next to me. She greeted me warmly and stood at my hatchback while I unloaded my cart, lunch, flip chart, and other materials.
As I was checking to make sure that I had removed all the right things – and left my workout clothes, grocery bags, and other personal items in the car – Sui was overloaded holding all of my aforementioned items. When I said strongly, “Sui, thank you, but you can’t carry all of that! Please give some of it back to me!” Sui graciously said, “I want to make your morning easier because your class is so helpful to me.”
What a way to start my morning! I mean, the assistance in getting from my car to the building was truly a help, and the compliment gave me even more energy and validation. I went from “happy to be here” to “THRILLED to be here!” Sui acted as though she didn’t have her own pressing assignments, and she stayed with me and assisted by setting up the room for all the participants.
As we were chatting, I said, “Sui, what in particular have you found valuable. What has stuck with you?” I was curious since we were about to start module four of a 12-module leadership program. Sui was quick to answer. She said, “Oh, when you said that we are paid not for the information and knowledge in our brain, but for how we act on that information.”
I had told the managers, as I tell many groups, that while it’s critical for employees at all levels to have knowledge, education, and training – that alone is not enough. If managers have deep knowledge in their field of expertise, but they don’t use that knowledge to impact projects, ask insightful questions, and suggest alternatives, then truly that knowledge is of little value to the organization. I continued by saying that some of the time employees are included in a meeting to gain useful information, but most of the time when an employee or leader is included it is because the organization is hopeful that the person can and will contribute in a meaningful way.
Sui said she had never considered that and now, as a result, she is contributing more. She also said that she can see how her contributions are actually making a difference. This is a “win” for Sui, and a “win” for her organization as well!
And what I found most interesting about this whole encounter with Sui is that this key takeaway for her may not have been as significant for all of the other participants. But hopefully each one of them experiences their own aha moments, and I hope they will share them with me!
