management Archives - Amanda Bernardo

What to do when faced with a stretched team

admin — Tue, 11 Jul 2023 17:55:00 +0000

We’ve all been there…

Workload demand increases, team members feel at capacity, some employees may be leaving your team or off to vacation, others – hired for reinforcement – are still a ways away from being on-boarded and so, what do you do?

Despite best efforts to plan ahead with HR, sometimes these perfect storms happen and it’s up to us as leaders to deal with so that deliverables are met and our team isn’t burnt out in the process.

So, how do we handle such situations?

I read a tweet recently from Adam Grant that made me think about this more closely:

“An opportunity that seems compelling in isolation is a mistake if it leaves you overextended.”

When faced with an increased workload, organizations must acknowledge the limitations of their teams. While enthusiasm for new projects is valuable, it is equally crucial to assess whether undertaking additional responsibilities would stretch your team thin. Overextending employees can lead to reduced productivity, compromised quality of work, and, most importantly, burnout.

As the quote wisely suggests, when embarking on a new project/deliverable/initiative etc., we must not think of it in isolation but rather with existing priorities and resources in mind. Do you have capacity to take on something new? If the answer is no, but the priority is high, these are the times where leaders need to renegotiate priorities and timelines, or potentially levels of commitment if everything remains important but resources remain the same.

To ensure employees do not become overextended, it is essential to establish a systematic approach to prioritize tasks and projects. As leaders, we need to assess whether the team has the necessary resources, time, and skills to successfully complete both existing and new projects and use this information to brief effectively on what is truly in the realm of the possible for your team. This doesn’t mean you’ll have to turn down things long-term, but it does mean you’ll say yes when things are balanced, or not now, or yes if (insert necessary conditions).

When faced with a stretched team, effective delegation and resource allocation are also vital for maintaining productivity and preventing burnout. #Leaders will need to evaluate individual strengths and assign tasks accordingly, ensuring that team members are working on projects that capitalize on their skills and expertise. Additionally, providing the necessary resources and support can help alleviate the burden and prevent employees from becoming overwhelmed.

But while there are some snippets of advice sprinkled in this post, the most important is likely this one:

Prioritization is not a one-time process; it requires ongoing evaluation and adjustment. You need to regularly assess your team’s workload and monitor individual stress levels. Keep an open line of communication to address any signs of burnout promptly: and, adapt task distribution and project timelines as needed to maintain a healthy work environment.

The post What to do when faced with a stretched team appeared first on Amanda Bernardo.

One of the most important questions in your toolbox: “How are you?”

admin — Wed, 07 Jun 2023 20:52:00 +0000

One of the most important questions we can ask as managers is quite simple … yet, we often don’t ask it nearly enough.

The question: How are you?

Asking about an employee’s well-being demonstrates empathy, showing that you genuinely care about your team members as individuals and that you value their overall happiness and welfare. It helps to create an environment where employees feel comfortable approaching their manager with any concerns, challenges, or personal matters and fosters open communication and trust between the manager and their team. All of this resulting from one question … how are you?

We can often get caught up asking about deliverables, but it’s questions like how are you that allow us to truly focus on what matters most … our people. When employees feel cared for, supported, and valued, they are more likely to be motivated and committed to their work.

If these reasons don’t drive it’s importance home, here are several more on why “how are you” is one of the most important questions in your toolbox:

1️⃣ Builds Rapport: Rapport establishes a foundation of trust between managers and their team members. When there is trust, employees feel more comfortable sharing their ideas, concerns, and feedback. This open communication fosters a positive work environment and helps address issues more effectively.

2️⃣ Identifies Challenges: Regularly asking “How are you?” can help managers identify potential challenges or issues that may be impacting an employee’s performance or well-being. It opens the door for open and honest communication, allowing managers to provide appropriate support or resources.

3️⃣ Promotes Work-Life Balance: Inquiring about an employee’s well-being acknowledges the importance of work-life balance. It sends a message that you recognize the need for employees to have a healthy equilibrium between their personal and professional lives.

4️⃣ Enhances Retention and Loyalty: When managers demonstrate genuine care and concern for their employees’ well-being, it fosters a sense of loyalty and commitment. Employees are more likely to stay with an organization where they feel valued and supported.

5️⃣ Employee Wellness: By showing interest in an employee’s well-being, managers contribute to creating a positive work environment that prioritizes employee wellness. This, in turn, can improve overall morale, productivity, and job satisfaction.

Remember, when asking “How are you?” as a manager, it’s essential to actively listen and respond with empathy – asking without listening is similar to not asking at all. Make space for employees to share their thoughts and feelings, and be prepared to offer support or resources as needed. By demonstrating genuine care and concern, managers can foster a supportive and thriving workplace culture.

The post One of the most important questions in your toolbox: “How are you?” appeared first on Amanda Bernardo.

The Psychological Contract

admin — Fri, 03 Mar 2023 01:12:00 +0000

This week I started the Managing People and Organizations course within my MBA and I am already learning a lot.

Among the things I learned this week was the notion of the psychological contract.

The psychological contract is a concept in organizational psychology that refers to the beliefs, perceptions, and expectations that employees have about their relationship with their employer. It is an implicit, unwritten agreement between the employee and the employer that outlines what each party expects to give and receive in the employment relationship.

This idea of expectations is one that we may not always prioritize as we should, especially when we consider the retention of employees. How then can leaders use their understanding of the psychological contract to improve their teams?

Leaders should ensure that they clearly communicate expectations to their employees. This includes outlining job responsibilities, performance expectations, and organizational goals. When employees have a clear understanding of what is expected of them, they are more likely to feel engaged and motivated to meet those expectations.

Leaders should ask employees to define their expectations of them / their organization by creating a safe and supportive environment where employees feel comfortable sharing their thoughts and opinions. This can be achieved through one-on-one meetings, performance discussions, surveys (open and/or anonymous), team meetings, open-door policies, and through regular opportunities for communication and feedback.

Leaders should build trust by being transparent and open with their employees. This means being honest about organizational goals and challenges, and involving employees in decision-making processes. When employees feel that their input is valued and that their leaders are honest and transparent, they are more likely to feel invested in the success of the organization.

The psychological contract is important because it can influence an employee’s job satisfaction, motivation, commitment, and engagement. When employees believe that their employer is fulfilling their side of the psychological contract, they are more likely to be satisfied with their job and to remain committed to the organization. However, when employees perceive a breach of the psychological contract, they may experience feelings of violation, disappointment, and mistrust, which can lead to decreased job satisfaction and even turnover.

The post The Psychological Contract appeared first on Amanda Bernardo.

A good manager is emotionally intelligent

admin — Tue, 24 Jan 2023 02:21:00 +0000

A good manager is emotionally intelligent, they know how to practice empathy and are able to manage difficult conversations for the betterment of their team.

There will be some difficult conversations ahead as employees struggle to adopt a new hybrid way of working, they’ll need to juggle new commutes, perhaps day care, a shift in schedules, anxiety and so much more.

To say emotions are heightened would be an understatement.

How can you help manage that? Today’s article by Jacob Morgan offers a little advice:

1. Perspective taking, or putting yourself in someone else’s shoes. Imagine things from their point of view.
2. Stay out of judgment and listen. Don’t rush into judgment; focus on listening to the other person.
3. Recognize the emotion the other person is feeling. Think of a time you have felt similarly.
4. Communicate that you recognize that emotion. Sharing understanding builds trust and connection.

These best practices shared from Dr. Bréne Brown also tie into another valuable share on “venting” or “over sharing”. In her book Daring Greatly, Brené addresses the difference between vulnerability and oversharing

“Using vulnerability is not the same thing as being vulnerable; it’s the opposite – it’s armour. When we’re “being vulnerable” with an ulterior motive, it feels manipulative and icky to the other person. When we’re just vulnerable, we’re being authentic. And being authentic is how we really develop genuine heartfelt and deep intimacy.”

Brené offers a selection of questions we can ask ourselves to stop over-sharing to help keep in mind as both managers and employees:

Why am I sharing this?
What outcome am I hoping for?
What emotions am I experiencing?
Do my intentions align with my values?
Is there an outcome, response, or lack of a response that will hurt my feelings?
Is this sharing the service of connection?
Am I genuinely asking the people in my life for what I need?

To know the difference of being vulnerable versus over sharing is important. It may come off as harsh, as if we’re saying “hey don’t share” but the real goal is to have more constructive conversations that can lead to action and change… and avoid, ultimately, creating a very negative workplace culture consumed by a constant need to vent.

Don’t get me wrong, a little vent session here and there is normal – we’ve “let it out” so to speak in my own teams. But to help protect the mental space as much as the physical one, it’s important to consider how venting can also be too much.

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