Don't let adversity hold you back...

I think the best careers are those you must work hard at, and sometimes they’re a struggle. Two articles in the news this week highlight this:

1.    In the US workforce, Gen Z (those born between 1997 and 2012) currently represents about 27% of the workforce, with projections suggesting this will rise to 31% by 2035. This makes them the largest generation in the workforce. 

o   Unlike older generations, Gen Z prioritizes mission-driven roles, flexibility, recognition, learning opportunities, purpose-driven work, and career growth; they prefer meaningful work over stability.  

§  Organizations that fail to adapt to Gen Z’s workplace expectations may find them disengaged, not easily motivated, or leaving to find work with employers who share their values and interests, and better accommodate their needs.

2.   Meta’s AI team is unraveling – attrition among researchers (many of whom are Gen Z), is now their key risk. The war for AI talent is fierce – the best people want and need: 

o   The freedom to soar

o   Clear objectives about their work and themselves

o   Cultural alignment with their company and work

 

What these tell me is that leaders must learn to adapt to the needs of this group and the group needs to learn how to better fit into the world of work. 

·      Leaders must learn to better understand and manage a multi-generational workforce.

·      Help your Gen Z employees see the big picture so they can discover where and how to contribute.

·      Teach your leaders how to allow more flexibility while guiding their Gen Z employees into areas where they can (and why you need them to) make a difference.

·      Design your company’s objectives to allow them to achieve results and recognition in shorter timeframes.

·      Understand that they may leave you quicker than previous generations of workers – if they choose to go, it’s more about them than you – stay in touch by providing them ways to remain within your network.

Life and work can be a struggle: help your employees to see how challenges can lead to future success, starting today.

 

Charles Spurgeon (1834 – 1892): English Particular Baptist preacher. Spurgeon remains highly influential among Christians of various denominations: to some, he is known as the "Prince of Preachers."

Make everybody feel like they're a big deal...

dig·ni·ty

/ˈdiɡnədē/

noun

1.     the state or quality of being worthy of honor or respect.

·       a sense of pride in oneself; self-respect.

 

Getting people to do great work starts with giving them a great place to work. It’s all about treating them right, creating an environment and a culture designed to inspire them to feel good about themselves and what they do. Giving them a sense of pride and self-respect. That starts with knowing them and what they do – make it a goal to know your staff personally. Then make it a point to watch their performance and comment on it – catch them doing things right or spend personal time coaching them to be better. This doesn’t have to be you – it can be delegated to spread the responsibility and impact. But you should have a sense of it so you can address your peeps directly. That means a lot to workers at all levels – you know how good it makes you feel so remember to do it regularly. Without this, employees are just an ID number – when that’s the case, they know it, and you know they know it – and your customers will sense that – which is (definitely) not in your best interest. Just to be clear: that’s the answer to your “what’s-in-it-for-me” question. So, make it your purpose not to let that happen. Make doing what it takes to make everybody feel like they’re a big deal[1] a part of your regular routine today.

 

Laura Hillenbrand (born 1967): American author – my favorite is Seabiscuit: An American Legend (the book, and the movie they made from it).

Interesting personal story: https://en.wikipedia.org/wiki/Laura_Hillenbrand

---

[1] I gratefully (and enthusiastically) acknowledge that this is the wonderful new mission statement from the Parq Casino in Vancouver, BC. Kudos to the team there.

Wrap your mind around the possibilities...

Golden Nugget embarked on an ambitious college recruitment program in preparation for the opening of the Mirage. Known as the Management Associate Program, MAP for short, the goal was to infuse our growing management ranks with recent college graduates who would in turn infuse our management culture with the latest thinking and their youthful enthusiasm. Over the ensuing 12 years we brought on more than 350 graduates who provided leadership throughout our company and the gaming industry worldwide. The program enlarged their minds to the grandeur of the mysteries, and their discoveries and efforts continue to have an impact in ways we only could have hoped for. Too often, companies tend to squeeze up-and-coming leaders in ways that lead to the mysteries contracting to the narrowness of the mind. Risks are avoided and nothing out of the ordinary is attempted. We didn't want that to happen - the result was that gaming and hospitality benefitted from the fertile ground in which those graduating professionals were nurtured. We were lucky – I was a Cornell grad and UNLV was in our backyard – both willing and enthusiastic partners, introducing us to their brightest minds. There are programs like that in every company’s backyard – all you need is to wrap your mind around the mysteries and possibilities their students offer. And like the Mirage, your company can find greatness in the wonders they can help unlock today.

 

Francis Bacon, 1st Viscount St Alban (1561 – 1626): English philosopher and statesman who argued for the importance of natural philosophy, guided by the scientific method, and his works remained influential throughout the Scientific Revolution. He has been called the father of empiricism.

Luxury starts and ends with a smile...

I started writing these daily messages in 2009 when working on the opening of the Resort at Pelican Hill, known for its Palladian architecture and grandeur. It was a lot like Bellagio and Wynn Las Vegas, also known for their luxury design and service. Luxury that goes beyond function and is meant to touch all the senses to create memorable personal experiences. The designers of those luxury resorts understood the importance of making them come alive with and by the service their employees provided. That’s what makes a great experience. And great experiences can be found at all levels of the hospitality industry – big or small, fostered by a warm smile and genuine interest in guest satisfaction. You’ll find that at family establishments, those owned and operated by a family and those that aren’t but run like they are. Both are managed by people who care about their employees, treat them the way they want to be treated, and inspire them to care about their guests. In today’s hyper-competitive business environment, that is what separates good from great. Great being where it's personal. That takes a little extra effort, but it’s worth it today.

 

Marcel Wanders (born 1963): Dutch architectural, interior, and industrial designer, and art director in the Marcel Wanders studio in Amsterdam.

May their memory be a blessing...

“They are not dead who live in the hearts they leave behind.” Proverb

 

In remembrance of our heroes: wishing you a meaningful Memorial Day.

 

It's all about the results...

I’ve helped lots of companies review their job descriptions, a task that’s harder than it looks. Management must first figure out what the duties and responsibilities of that job are, something that takes getting employees engaged in the effort since they know best what they do, why, and how. Together they then must list the results of those tasks – the tasks being the inputs, the results being the outputs. All of which new employees need to know. Nobody likes putting this much effort into job descriptions until and unless they understand this linkage. Same is true for the knowledge, skills, and abilities that are also listed in most job descriptions – on their own, each is a simple statement, but for new employees they need to know what each enables them to be able to do those tasks listed previously. Together, all of this explains what, why, and how these lead to an expected result. Many of the managers I work with hope their new employees come fully trained and functional – unfortunately, recruiters are telling them that’s not often the case and they must commit to training their new hires. I agree. Start by getting your training programs in order so that you can effectively and efficiently transform new hires into productive employees today.

 

Clayton Magleby Christensen (1952 – 2020): American academic and business consultant who wrote a book called The Innovator’s Dilemma based on his theory of "disruptive innovation" (which has been called the most influential business idea of the early 21st century).

Learn more:   https://en.wikipedia.org/wiki/Clayton_Christensen

Promote autonomy and accountability...

Throughout my career we were interested in the concept of self-managed work teams. Those consist of groups of employees who have the autonomy to plan, organize, and control their work, often without direct supervision. They are responsible for delivering service, making decisions, and managing their own processes. It wasn’t so much the autonomy as the shared responsibility and accountability that interested us. Because when employees join in owning the responsibility for business success, an exciting new sense of teamwork takes hold. We believed the benefits included increased productivity and efficiency, improved employee engagement and satisfaction, better decision-making, and greater flexibility and adaptability. But there were also challenges, including less than effective communications, lack of clear expectations, difficulty resolving conflicts, and resistance to change. The benefits were obvious and exciting – the issue was managing the challenges, which managers and supervisors needed to learn to deal with without infringing too much on the self-managing piece that the employees sought to own and perfect. I believe companies should  address this exciting issue by providing training to employees and supervisors, articulating clear vision and direction, providing role training, and supporting the employees with lots of positive reinforcement. It’s a new way to manage and a different kind of teamwork, both of which can help reinvigorate workplaces and help them compete. If you're interested, take time to learn more about self-managed work teams today.

 

Punit Renjen (born 1961): Indian American businessman who is chief executive officer of the multinational professional services firm Deloitte.

Open yourself up to trust...

Team members see everything – the good and the bad about their individual and group efforts. That comes from endless learning and practice, running their plays over and over until they get them right. Along the way, they get to know themselves and each other deeply. Learning to trust their knowledge of what’s expected and their intuition about behaviors both planned and unplanned. For a team to function effectively, its members must have the courage and confidence to confront one another when they see something that isn’t serving the team. That tightens their trust in what’s going to happen, reinforces their courage to speak up without fear, and their confidence in their plans. Whether in sports or business, the coach in the former and the leader in the latter must constantly encourage the openness to make this all work. Call it coaching or team building, it all results in the cohesiveness needed to succeed. Neither is technically a part of the team, but both have everything to do with keeping it on track. Having the strength to shape their moves and the finesse to move their thoughts. Then get out of the way and let them do what they do best today.

 

Patrick Lencioni (born 1965); American author of books on business management, particularly in relation to team management.

Find friends in all the right places...

The best times during my career in the gaming business were the 2 years before each of the property’s opened – called, not surprisingly, “pre-opening”. During that time, we hire and bring on the team, starting with the C-suite (24 months out), their direct reports (8-18 months out), followed by the department managers (4-8 months), supervisors 2-3 months), and employees, 2-8 weeks), in that order. Everyone who participated in those openings will tell you that during that time, the teamwork builds friendships that last a lifetime. When they’re developing policies and SOPs. creating training manuals, designing office space, ordering and putting away supplies, and interviewing and hiring employees. Together. At work long hours, networking, and making friends. Together. I’ve posted here in the past that at Bellagio we created a yearbook that included pictures and stories about the more than 10,000 employees who took part in that effort – if asked, most will show you theirs and all the comments and signatures they collected from their friends and co-workers. And most will fondly point to that book and the times it chronicled, as a high point in their lives and careers. Work can be that for people – our job as leaders is to create the environment and culture where that happens. Then it’s more than just a job. Start making that happen where you work today.

 

Natalie Katherine Neidhart-Wilson (born 1982): Canadian American professional wrestler. She is signed to WWE, where she performs on the Raw brand under the ring name Natalya.

Don't forget to show your appreciation...

 

Today’s quote clearly articulates the special qualities of service employees – out there, on their own, face-to-face with customers. In a spot at that moment of service truth where and when it’s just them. Supervisors almost never see the service or get between the customer and employee. They must be knowledgeable, inspired, and willing to act on their experience and instincts. How often have you seen a comment card or received a post-service survey – those are common, and far too few customers take the opportunity to give their feedback. Especially when the service is good. Everyone seems anxious when the service is bad, but management appreciates it either way. What’s not as evident is the work happening out of sight of that service – where employees communicate with each other and engage in the kind of teamwork that makes for great service. And don’t overlook the importance of their eye contact, a smile, and a little personalization – too often customers fail to notice these little things nor appreciate how they impact the overall service experience. They’re made possible by those behaviors and that teamwork. Service employees, working alone and in tandem with others, are the backbone of our shopping, eating, and hospitality experiences, good and bad. Either way, give them some feedback today. 

 

Anna Mary Soubry (born 1956): British barrister, journalist and former politician who was Member of Parliament from 2010 to 2019.

Get organized...

I like to think of myself as organized – the clothes in my closet are organized by type and size, and the dishes I wash every day or take out of the dishwasher are put back in their cupboards in neat and orderly fashion. I’m a leader who uses checklists and was known to give my managers note-card holders to facilitate them doing the same. But I often procrastinate when working on assignments and fail to organize my office until forced to do so. I guess I’m what’s known as an enigma – what Webster describes as hard to categorize or difficult to understand. But my daughter, who like today’s author organizes personal habits and spaces for a living, is always reminding me to make plans, be prepared, and stay focused. Because with those in mind, it’s easier to be more efficient and effective. But it’s something you must work on all the time, constantly assessing if and how you’re using these concepts and tools, and forever reminding yourself of their importance. As leaders, it’s good to model these behaviors for your peeps. Better yet, this is a great topic to discuss in team and pre-shift meetings, talking it through, sharing best practices, and reinforcing each other. Or using as a team building exercise. There’s no end to the benefits of good planning and preparation, and focused action today.

 

Ruzanna Hernandez: A super busy mom, wife, public school administrator, small business owner, writer/author, and content creator focusing on efficiency, organizational skills, productivity, time management, planning, and self-development.

Check out her website: https://ruzannahernandez.com

Clarify your expectations...

It doesn’t get much clearer than this. And yet so many mangers and companies ignore this simple business proposition. Most of them support the concept of job descriptions as the foundation of letting employees know what to do, but how much effort do they put into keeping them fresh, using them as the basis of training and coaching, and building into them the results that are expected. My experience is that they are quick to list the duties and responsibilities in response to an HR request and are then satisfied when pointing to them on the shelf in their office that they’ve done their part for new employees. But the boss – the head of the company, needs to remind them to keep and use them continually as the basis of performance management, and that requires the inclusion of specific objectives and measurable results that can be reviewed and discussed regularly, not just annually. Because people with clear written goals accomplish more than people without them. Put that in your policies, hold managers accountable to actively using them, and get the most out of your people today.

 

Brian Tracy (born 1944): Canadian American motivational public speaker and self-development author.

Create a learning environment...

The "10,000-hour rule," popularized by Malcolm Gladwell, suggests that it takes roughly that many hours of deliberate practice to achieve mastery of a skill. Others suggest that it takes less time, like 20 hours, to become reasonably proficient in a skill. Most, however, would argue that it’s the quality of the training and practice that most affects the amount of time it takes to become proficient. And others say it has a lot to do with coaching, mentoring, and supporting employees by their direct supervisors and managers. I suspect the truth is somewhere in between relative to the hours needed and that a combination of all these elements is what it takes to become competent and confident. All that said, it’s important that employees be given the right amount of training to make them proficient and productive – because the faster they do that the better they’ll be in supporting their company’s objectives. The proof is in the quality and overall acceptance of whatever it is the company produces. Creating this type of professional approach is what great companies do. Make sure your employees are as good as they need to be by giving them an effective learning environment today.

 

Mary Wollstonecraft Shelley (1797 – 1851): English novelist who wrote the Gothic novel Frankenstein; or, The Modern Prometheus (1818), which is considered an early example of science fiction.

Don't run out of time...

Mastering the use of time is easier said than done. So much of the work in the service and hospitality industries is based on shift assignments, set to maintain coverage if customers are present. Meaning: employees are there because they’re scheduled to be there, not because they want to, creating a reactive rather than a pro-active mindset. The challenge for management and those supervising those shifts is to make the work engaging and challenging – it’s not just responding to a request, it’s equally about planning how to best plan and prepare for them, satisfy them, and make the most of their reactions. But that doesn’t often happen – one of my pet peeves is seeing employees standing and talking to each other rather than being productive. I liken this to athletes in soccer, hockey, and basketball constantly running to find the best open spot to support their team’s efforts; think what happens when they don’t. It’s about spending time versus using time – just being somewhere isn’t focused on excellence, while using your time anywhere wisely increases the opportunities for excellence. Talk to your employees about this, get their input on how to use time more wisely, and give them the latitude and freedom to fill their time to everyone’s best advantage. Watch what happens if you do that today.

 

Arthur Schopenhauer (1788 – 1860): German philosopher who was among the first philosophers in the Western tradition to share and affirm significant tenets of Indian philosophy, such as asceticism, denial of the self, and the notion of the world-as-appearance.

Learn how to be effective...

Professionals must balance multiple priorities, all of which must live in harmony. Many of the casinos transitioned to public companies during my tenure in that industry, potentially setting up conflicts between customer expectations and quarterly reporting expectations. Prior to the transition, long-term customer satisfaction meant riding the ups and downs of winning and losing, knowing that in the long term the odds were in the house’s favor. But those listening in on quarterly earnings calls seemed to focus primarily on the short term. While understanding the benefits of having access to the markets, we knew intuitively that if they waited, those same markets and shareholders would benefit from this kind of business. Ultimately, shareholder value is dependent on customer experience and satisfaction. Thus, having integrity, honesty, and a sincere regard for the customer is ultimately what’s best for this and most other businesses. They’re not in conflict. Professionals who balance short and long-term interests ultimately do what’s best for their businesses. Professionalism is understanding what makes their businesses operate and thrive – meaning do your homework, ask the experts, and listen to their answers, and learn to balance all these competing priorities. That kind of expertise benefits everyone today.

 

Eric Lippert: Director of Golf at Pebble Beach