Deloitte Greenhouse has created a system called Business Chemistry, a data-driven approach to recognizing and responding to differences in people’s business styles (Recently featured in the Harvard Business Review). Every Business Chemistry type is represented in the C-suite. Whether you like the big picture, crave details, value diplomacy, or prioritize directness, the degrees to which varying characteristics are represented in the C-suite may surprise you.
On this episode of the Business, Life, and Coffee show, Kim Christfort, the national managing director of The Deloitte Greenhouse Experience group, will take us inside findings of the study so we can all learn how to forge stronger working relationships, tap into team strengths and accomplish more together.
Which Business Chemistry type do you identify with:
- Drivers: Value challenge and generate momentum
- Guardians: Value stability and bring order and rigor
- Integrators: Value connection and draw teams together
- Pioneers: Value possibilities and spark creativity
About Business Chemistry and Deloitte Greenhouse:
About Business Chemistry
Since its inception, Business Chemistry has been shared with more than 200,000 professionals in more than 160 countries. Deloitte offers several tools to help teams and organizations learn about Business Chemistry, including Biz Chem 20 Questions, a tool that helps one create a hunch about someone else’s type. The Business Chemistry Blog, written by the Business Chemistry team, showcases how teams and relationships fuel our work with timely topics and unique insights.
About Deloitte’s Greenhouse Experience Group
Deloitte’s Greenhouse experience group specializes in experiential problem-solving, and continues to advance this focus through tailored research, tools and designed experiences. Its physical spaces, the U.S. Deloitte Greenhouse™ facilities, are part of a growing global network of flexible environments designed to help clients and Deloitte professionals cultivate and nurture new ideas and solutions. In addition to the U.S., Deloitte Greenhouse™ spaces are located in Deloitte Touche Tohmatsu Limited member firms in Australia, Belgium, Canada, the Netherlands, South Africa, Southeast Asia (Singapore) and the U.K., as well as at Deloitte University Europe, the Middle East and Africa (DU EMEA). Several additional Greenhouses are set to open in the coming months.
On January 20, 2017, Donald Trump makes history as the first US President to take the oath of office with more Americas disapproving him than having confidence in his ability to truly “make America great again.” News outlets call out a perceived lack of preparation by the transition team on matters of National Security and Healthcare and Americans have expressed uncertainty about cabinet selections who are feared to be unqualified and rife with conflicts of interest.
While pundits and Facebook feeds across the country have strong opinions about Donald Trump’s transition, you can help new managers earn much higher approval ratings at the office if you follow these tips.
“Leaders must be close enough to relate to others, but far enough ahead to motivate them.” John C. Maxwell
1. Prepare your new leader well
Your business has a back story and the leader needs to know.
Unless your business is starting from scratch, there’s bound to be critical history of info that your new hire needs to know about the people and culture of your company. When you invest the time to catch them up to speed, be honest about not only the structural components of the business but also the key players and personalities they’ll be working with within the staff. This helps a person get acclimated in an honest way that’s not always divulged in the interview process.
Set aside time to catch the leader up on the last three years of your company. What were the highs and lows? Who are the key players? What goals and initiatives are in progress?
2. Develop effective relationships
Less than half of all US employees are engaged at work and poorly developed relationships are partly to blame.
People love doing business with people they like – and a happy staff is a productive one. Companies who successfully on-board new leaders make proactive attempts to spark chemistry between team members. Why are relationships at work important? And why is it so critical that mutual respect and communication be established early on? It’s all about building trust. There’s a direct link between employee engagement and poor communication from management and when I work with companies who aren’t meeting their goals, the biggest breakdown I find is lack of confidence either up the chain or down. There’s a lot to be said about getting to know employees, their motivations, their capacity for growth, and their personal interests. When a person knows you care about them, they’re more receptive to feedback and you’re more inclined to be honest and with them.
New leaders should take every opportunity they can to establish trust and rapport with colleagues. Understand their self motivations, validate them, and encourage open communication on an on-going basis.
Learn how Jumpstart:HR can help your company improve on-boarding and transition by speaking with our Customer Care team.
3. Clearly define success
Bad hires are expensive. It’s costly to fire them and even more costly to keep them around.
Whenever I work with a client who is looking to onboard new talent, the first question I ask is a simple one that means the most: “What does success look like in this role?” There can be many answers to that question but regardless if you address KPIs, deliverables, or culture fit, your new leader should know how they’re being assessed.
Imagine a company that has no roadmap for their leader and no milestones… what is the leader expected to do in his first 90 days? When you don’t have a plan, you don’t know what progress looks like. You can spend 90 days figuring out that the employee isn’t a good fit and another 365 trying to figure out what to do about! By then, your sunk costs have skyrocketed and costs go beyond just employee salary and benefits and include poisoned culture and low morale.
Establish a job description that truly reflects the position and draft a list of weekly and monthly goals that person should be accomplishing for themselves. Additionally, draft goals for his or her department and be sure everyone knows their responsibility in the execution of those goals.
4. Set checkpoints and milestones
As your new leader transitions into their new role, there will be a lot of change and new things to learn. How do you plan to keep track of it all? Establish checkpoints but be sure to carve room out in busy schedules to discuss these milestones with honest feedback.You should want to give feedback because that helps you know what’s going on in your business and how close your leader is to achieving previously discussed goals. Employees crave feedback because they need to know if they’re doing the right job.
Work alongside your new leader to set SMART goals for the position. Establish reasonable checkpoints and be sure to hold to your commitment.
In summary, there are many ways to improve leadership transition and with a little bit of planning and stick-to-it-ness, you can easily implement them. Prepare your new leader with back story, acclimate your team with one another, and be vigilant with goal setting and feedback.
“The [immediate halt of the proposed FLSA overtime rule change] is expressly nationwide in scope, including applying to states that did not join in the lawsuit. Accordingly, pending further action, the December 1, 2016 implementation date of the Final Rule is postponed and employers need not adjust salaries upward in order to continue to claim exempt status.”
U.S. District Judge Amos L. Mazzant from Texas ruled that businesses [and state goverments] would face serious financial harm if this law came to pass and he’s right. When you look at this case from a purely financial perspective, halting the rule is a WIN for employers who -for the time being- will not have to pay overtime for employees making more that $455 per week. Also, the amount of resources state governments would need to allocate to education, oversight, and enforcement of the Obama administration’s proposed change would come at a significant price tag for taxpayers across the nation.
However, the rule change was never meant to be about employers in the first place. Now that the ruling is halted (and an impending Trump Administration is only days away from taking office), employees are left out in the cold and look to lose out big time. The probability of the Rule passing “as-is” in a Republican-dominated Federal Government is slim to none. Therefore, employees making between $455 a week to $921 per week LOSE out on potential overtime pay when asked to work more than 40+ hours in a week. That’s over 4 million Americans who go back to square one with unpaid overtime.
So, what do small business owners across the US need to do sooner rather than later in order to be proactive about addressing staff concerns? Here are my suggestions:
- Pause for a second to take it all in and catch up to speed with news reports on the subject. I find that a balance of business (Forbes) and law (National Law Review) outlets are a healthy place to get a holistic view of the ruling and it’s implications. You want to be informed about the ruling before taking action. It’s better to wait until you have the facts than to make an un-calculated move in either direction with the steps I suggest next.
- At the Senior Management-level, decide how to proceed in light of the halted rule change. Even though the DOL ruling is halted, employees will look to you for guidance about their pay and you’ll need to address whatever was promised about their duties and compensation when the rule was set to become law. Questions to ask amongst your leadership team include:
- Has our staff already bought into the changes and does it make sense to just continue as planned?
- Who will be negatively affected if we move forward/pull back?
- Are there cost-benefits to moving forward with changes?
- What relational/employee morale costs are at stake by moving either direction?
- Do we have the HR expertise to handle this tough issue our do we need to reach out to Jumpstart:HR?
- Once you’ve done your homework and consulted with an expert, develop a response to staff about whether or not changes are still going to happen and your official position (or “Why”).
- Will you still convert salaried employees to hourly?
- Will employees be required to track time on time sheets?
- Will you uphold the changes you were planning to make to your employee handbook?
- Will staff get those raises you promised? (Especially the ones who were going to receive raises that would push them into the category of “overtime exempt”)
- Execute with clarity but keep a close eye on what happens in Washington. Remember, the rule is halted and it could go into effect at a later date “as is” or with modification. You’ll want to stay updated on changes as they develop and give your staff proper updates.
Are you happy about the rule change halt? Leave a comment below.
Need HR support for your small business or startup? Schedule a free consultation now.
Due to the potential negative implications of the new overtime regulations on small businesses and startups, the House of Representatives has voted to delay the update by six months.
This is a plus for all parties involved. If the ruling is delayed, employers will have more time to prepare and employees will have a greater chance of being properly adjusted. To learn more about the overtime regulations, we have prepared a downloadable course.
See more information via SHRM.org.
BALTIMORE, MD, October, 2016 – In a recent article by Inc.com titled “7 Startups Making Life Easier for Small-Business Owners,” Inc.com featured Jumpstart:HR as the top provider of Managed Human Resource solutions for small businesses. Jumpstart:HR takes care of Human Resource tasks for startups and small businesses, allowing them to focus on the core of their business and not have to worry about the demanding tasks of HR.
Human Resources is a fundamental part of any business, large or small, but not all small businesses or startups have the funds to hire a Human Resource Manager full time. This forces business owners to do payroll and other HR tasks themselves, which can lead to inaccuracies, or worse – legal trouble. In a 2009 survey conducted by Actionable Research, nearly 75 percent of CPAs who serve small businesses felt that their clients do not have the necessary expertise to handle the demands of payroll processing.
“Outsourcing the HR component of your business is the best way to provide stability, knowledge, and growth to your organization.” says Joey Price, CEO of Jumpstart:HR. “For over half a decade, Jumpstart:HR, LLC has been a part of the secret sauce for what makes innovative small businesses successful. Our diverse clientele — from non-profit religious institutions to Federal Contractors providing Top-Secret support to the Government (and everything in between) — speaks to our ability to focus on the heart of small business HR issues while allowing our customers revenue, time, and freedom to focus on the heart of their business. As we say, ‘Let’s build a better business, together.’”
Jumpstart:HR is a Managed HR Services company that specializes in providing up-to-date Human Resources knowledge and implementation strategies for small to medium-sized businesses in the U.S. Jumpstart:HR provides virtual as well as on-site services to solve even the toughest HR challenges, giving businesses the time and freedom to do what they do best. Jumpstart:HR was created in 2011 in the Washington, DC, area and has grown to serve a national client base. For more information, visit: www.jumpstart-hr.com.
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Actionable Research. 2009 National Payroll Study (Laguna Niguel, CA: Actionable Research, 2009).