By Adrian Furnham and Dr Amanda Potter

At your last departmental meeting, did you join in, or did you zone out? Did you buckle down, or clam up? Well, don’t feel too bad if your participation wasn’t as wholehearted as it might have been. It could just be that you’re a victim of poor psychological safety.

When is it unwise to express your views at work? “Speak now or forever hold your peace” is a sentence that is often heard at Christian wedding ceremonies. There is a difference between using the words “peace” and “piece”. You “say your piece” when you want to speak your mind. You “hold your peace” if you are going to keep quiet.

There are numerous occasions when it is unwise to “pipe up”. One is where you are simply ignorant about the topic. But all too often, most people report on times when they (and others) did not feel confident enough to speak up on an important issue and where they were later proved right. It is not always a matter of confidence or eloquence. It is often about the perceived consequences of airing particular views. In short, you get punished. The situation is that it is simply not safe to air your views.

There is a lot of psychological research on the topic of (not) speaking up in groups. To choose three examples:

1. Brainstorming/Thought-Showering

You must have taken part in a brainstorming session, which now often goes under less misleading and potentially offensive terms. Whatever you call them, these idea-generating sessions can be a lot of fun. They have strict(ish) rules, which include freewheeling, out-of-the-box thinking and speaking, and piggy-backing. They can lead to seriously creative ideas, as well as create a powerful sense of group well-being.

Participants in these sessions are encouraged to be different, to break the mould, to let rip and allow any crazy idea or association into the solution. Silence is discouraged and nothing is unacceptable. The second rule is no criticism. In order to encourage the most creative ideas, participants should not be put off by the disapproval of others. At this stage, all ideas, however way out (indeed because they are unusual), are equally valuable. Be courageous and outrageous.

The third rule is that piggy-backing is OK. This means that it is quite acceptable to jump on the back of others, to run with their ideas and to follow someone down an unusual path. Indeed, this is precisely why this activity is group-oriented. Groups supposedly give one synergy and energy, and provide stimulation.

Brainstorming is used most frequently to generate as many solutions to a particular problem as possible, because quantity is favoured over quality. The product of a session is ideally a wide range of possible conclusions (options, solutions) which can be presented to a third party qualified to pick the best one. The basic assumption is that “two heads are better than one” and that, together, in groups, innovative solutions can be found.

So how are brainstorming sessions different from the average business or staff meeting? Standard business meetings are clearly structured not around fun, but often the complete opposite. There are explicit or implicit rules about who and what can be challenged and criticised – and, more importantly, when it is safe to speak up.

2. Pluralistic Ignorance and Collective Illusions

Ever come out of a meeting when there was supposedly total agreement about a decision, and confessed to a (trusted and close) colleague that you personally did not agree with the decision, only to find that they feel just the same? Then one wonders about the others who all voted in the same way. Did no one have the guts to speak up?

Pluralistic ignorance is a phenomenon in which people mistakenly believe that others predominantly hold an opinion different from their own.

Pluralistic ignorance is a phenomenon in which people mistakenly believe that others predominantly hold an opinion different from their own. People don’t speak up or disagree with others out of fear, embarrassment, or social inhibition. In pluralistic ignorance, people often privately reject but publicly support a norm or belief.

This is related to wilful blindness. In decision-making, wilful blindness means choosing to ignore critical information, risks, or perspectives that could challenge your assumptions or make your choice more difficult, even when evidence is available. This is particularly the case if there is cognitive dissonance. It’s refusing to see, because you don’t want to see.

This is all related to the “groupthink”, false consensus, illusion of unanimity, and spiral of silence effects. Pluralistic ignorance has also been cited to explain why majorities remain comparatively quiet about certain issues at work and keep up the collective illusion of consensus.

3. Conformity

Conformity is defined as the tendency to change one’s belief and / or behaviours in ways that are consistent with the group norm or standard. It means yielding to perceived group pressure to behave like the group, even when no direct request or command has been made. In this sense it is different from compliance, which is doing what others request or ask you do to (even if you prefer not to), and obedience (which is following orders).

Some of the most dramatic studies in social psychology have demonstrated how often people conform to the group, even when the group is seen to be wrong.

We also conform because we like to “fit in”, to gain social acceptance. This is the very essence of social pressure.

People look to others for clues on how to behave. What is correct etiquette? The less informed we believe ourselves to be and the more informed we perceive those around us to be, the more we “follow the crowd”. This seems a rational process. We also conform because we like to “fit in”, to gain social acceptance. This is the very essence of social pressure. We do so because of our need to belong. To be a member of the group, we need to follow the rules and norms, even if perhaps we disagree with them. Certain groups allow for rule-breakers and non-conformers. Some make it safe for people not to conform, though that may be the exception rather than the rule.

What Are the Core Elements of Psychological Safety?

Psychological safety is characterised as the belief that individuals feel comfortable speaking up, asking for help, admitting mistakes, or challenging the status quo, all without the fear of negative consequences for their brand, self-image, status, or career. Essentially it is when people feel safe at work, they take smart risks, speak honestly, and contribute fully. This raises an important question: is such openness only for the brave, the naïve, or those already inclined to take risks?

In practice, psychological safety is feeling safe enough in your environment at work to be honest and candid, try new approaches, raise concerns, offer suggestions, make mistakes, and ask for support. These behaviours are distinct yet interconnected. Not feeling able to safely contribute to work issues can cause staff to feel frustrated and also leave good ideas unaired.

Achieving psychological safety requires a team or organisational climate of trust, interpersonal connection, respect, openness, inclusion, and a willingness to learn. These elements, while not identical, reinforce one another and together create the conditions in which people can participate more confidently and constructively.

Most importantly, psychological safety is not just a “nice to have”. There is lots of empirical—not just anecdotal—evidence that demonstrates that psychological safety underpins high performance, innovation, and employee engagement. Of course, it is not binary (have / not have) nor similar across all contexts and situations. One might feel more able to express honest personal views in a team vs in a departmental meeting (complete honesty = high psychological safety). Employers might feel safe enough to confront the CPO but not the CFO or CEO.

In a review, Newman et al. (2017) noted:

In the majority of studies we reviewed, psychological safety was the mechanism through which the effects of these supportive environments were transmitted to desirable outcomes, such as increased knowledge sharing, engagement, creativity, innovation, and ultimately performance … Psychological safety is a valuable resource, especially important in hazardous work contexts where speaking up and providing feedback is imperative in order to reduce errors and improve safety (p. 530).

Facets or Components

Those who have attempted to measure psychological safety have come up with different facets to get a finer-grained understanding of the concept. For example, Plouffe et al. (2023) developed the Psychological Safety Inventory, which has five dimensions. Interpersonal Risk-Taking is defined as a sense of confidence that the team is safe for interpersonal risk-taking (e.g., speaking up about mistakes, asking for help, seeking feedback, and experimentation). Mutual Trust Respect refers to perceptions of the team environment, whereby individuals exhibit trust and mutual trust, care about and are interested in each other. Organisational / Structural Support is characterised by the presence of structural features such as adequate access to resources, information, and rewards to promote a sense of support. Identity and Clarity refers to perceptions of positive individual identity, importance, and security within the team. Supportive Leadership reflects one’s perceptions of positive leadership defined through effective guidance and support, encouraging personal growth, and prioritising the open and efficient resolution of issues.

Our research led to a slightly different model, also with five facets. These were Learning from Mistakes, Being Inclusive, Creating Purpose, Speaking up and Sharing ideas, and being Personally Connected.

Teams that learn from mistakes tend to see failure as a learning opportunity, often report mistakes honestly, and are likely to take time to consider and reflect on errors. For example, a sales team that learn from mistakes may analyse why they missed their sales target so they can improve next quarter. They treat mistakes not as something to hide or be ashamed of but openly discuss them and use the discussion to refine their future strategies.

When the team focuses on being inclusive, they are likely to value equality and often take time to actively listen to their colleagues. For example, during a project launch meeting, everyone may be encouraged to share their ideas, and quieter team members are specifically given space to speak and share their views. Ideally, the project lead ensures that all voices are heard and respected, fostering a sense of belonging and mutual respect.

When a team has a clear purpose, they clarify team roles and responsibilities, set clear standards, and all work toward a common goal. For example, if each team member understands their specific role in delivering the project and everyone aligns their work toward achieving the company’s mission, they are more likely to succeed. They stay focused on shared objectives, ensuring clarity, accountability, and collective progress.

When a team speaks up and shares ideas, they engage openly in conversation and debate, and can be vocal in questioning assumptions. For example, when invited to brainstorm, team members openly challenge each other’s ideas to explore all perspectives before making a decision. They see constructive debate as a strength, using genuinely open dialogue to spark innovation, improve outcomes, and avoid conformity.

At the heart of psychological safety is personal connection. When people invest in each other’s personal and collective success, they tend to understand one another more deeply. When team members check in on each other’s well-being and celebrate both personal and professional milestones together, they build trust through genuine care, compassion, and support, creating a safe environment where everyone feels valued, heard, and understood.

Climate and Culture

It is important to distinguish between organisational climate (the shared perceptions of the day-to-day working environment) and culture (the deeper values and norms). Psychological safety is considered more a climate phenomenon—how people feel in their team’s environment.

It is very apparent to an outsider whether groups experience psychological safety. It can be seen in their everyday interactions. It doesn’t happen by accident; it must be understood, measured, and actively nurtured. In highly competitive, dog-eat-dog cultures, psychological safety really does not exist—indeed the opposite: the office is a battleground with winners and losers, heroes and suckers, the victors and the vanquished. Stick your head above the parapet and you get shot.

But we know the benefits of psychological safety: high-trust teams, inclusion, innovation, better decision-making, employee well-being, retention. Research has found that psychological safety contributes to productivity and team effectiveness. Psychologically safe teams are more likely to achieve financial success. Of course, it is not the only important factor in healthy, happy, and productive teamwork, but it seems to be a prerequisite for many other factors.

The good news is that psychological safety is relatively simple to measure and not too difficult to introduce. But it is a journey and not the destination, a delicate flower that needs constant surveillance and nurturing.

About the Authors

Adrian Furnham is Professor in the Department of Leadership and Organisational Behaviour at the Norwegian Business School, which is a very safe organisational environment.

Dr Amanda Potter is the CEO Zircon Management Consulting Ltd and the lead author of the “BeTalent Psychological Safety Questionnaire”, and the award-winning host of the “Chief Psychology Officer” podcast.

References:

1. Edmondson, A. C., & Bransby, D. P. (2023). “Psychological Safety Comes of Age: Observed Themes in an Established Literature”. Annual Review of Organizational Psychology and Organizational Behavior, 10, 55–78.

2. Furnham, A., Horne, G., Ross, J., & Potter, A. (2025). “Assessing Psychological Safety: Correlates of a New Scale”. Psychology, 16, 1298–312.

3. Newman, A., Donohue, R., & Eva, N. (2017). “Psychological safety: A systematic review of the literature”. Human Resource Management Review, 27(3), 521–35.

4. Plouffe, R. A., Ein, N., Liu, J. J. W., St. Cyr, K., Baker, C., Nazarov, A. et al. (2023). “Feeling Safe at Work: Development and Validation of the Psychological Safety Inventory”. International Journal of Selection and Assessment, 31, 443–55.

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Awkward moments at work are unavoidable. This article outlines seven common situations and shows how calm, clear behaviour helps you respond effectively.

There are many amazing, entertaining movies where someone can turn back time, revisit or undo a moment by saying something different. And although we understand this is fiction, we might wish sometimes that we could rewind a moment in time so we could change what we have done or said to create a better outcome.

Awkward situations aren’t easy in the moment. When they catch us off guard, stress can pull us into the situation so quickly that clarity comes only afterwards. The good news is that we can prepare ourselves for the unexpected. Here are seven awkward situations you’re likely to face at work and how to handle them.

1. Someone asks you a question and you don’t know the answer

It’s important to realize that you are a human. You can’t know everything, so be kind to yourself. Don’t be startled or try to talk your way out of it. Just kindly let the other person know you don’t know the answer or depending on the situation explain that you will look into it and provide them with an answer soon.

2. You say something and the room goes quiet.

You might have said something that lands wrong. It could be a sensitive topic you addressed or a joke that doesn’t land. You might even have had something wonderful to say but the way you delivered it was just off. A lot of people are scared by the silence in the room and might overexplain why they did what they did.

The best way is to verbalize what you’ve noticed. Don’t hide behind your discomfort and say nothing, but step up to the plate and verbalize your well observed effect. “That didn’t land as I intended.” Or: “That didn’t come out the way I meant to. My apologies.”

3. You need to give an unexpected presentation

Breathe, stay calm. Nerves will get you nowhere. Find out your audience, find out the time you have to present and give yourself some guidance with one sentence. What is it that I would like to get across if I could only say 1 line. Let that message and context guide your posture, pace and presence.

4. You have to give negative feedback

There are many effective steps to give feedback but 2 things stand out. Make sure you are specific in your feedback (don’t make it vague or with absence of facts) and give the feedback as soon as possible. A lot of people avoid the feedback for days or even weeks and sadly the longer it’s postponed, the less effective it becomes. Be specific, be kind and be helpful. Describe the behaviour and its effect and be considerate in how you say it. Make sure you focus on your non-verbal communication like eye-contact and a warm voice.

5. Someone is going on and on in a meeting

Sadly, if a chair doesn’t do what they are supposed to do we have ineffective meetings. A lot of people stay quiet when someone keeps talking. They may not interrupt or say anything out loud, but their inner voice often shows up through nonverbal communication like an eye roll, a raised eyebrow or a small smirk that gives away what they’re really thinking. The most effective step is to address it through the chair and suggest moving on in the agenda. If no one is leading, you can step in yourself. Interrupt kindly, summarise what has been said and redirect the conversation: “So if I understand you correctly, you’re suggesting we focus on X.” Then invite another voice: “Claire, what’s your take on that?” Or you say: “Sorry to interrupt but I think we are running out of time, so I suggest we move on to the next topic.”

6. You have no idea what someone means when explaining something

Many workplaces use abbreviations and terms that aren’t always explained, especially when you’re new. But even experienced colleagues often assume shared understanding when there isn’t any. It could be about terminology but also about a project or solution to a problem that’s being explained as if everyone already knows the context.

That assumption creates gaps and inefficiency. No one wants to be the person who admits they’re lost, so people nod along while quietly hoping someone else will speak up. That’s exactly why it helps to pause and ask what’s really meant. Often, others feel relieved you’ve said out loud what they were quietly wondering too and probably didn’t dare to ask.

7. Emotions happen

Whether it’s you yourself who shows some tears, or a colleague, a lot of people feel awkward when they cry. But tears are just a form of communication. If you let it happen it will pass. If you try to hold it back, it will get worse. You don’t have to apologise excessively. Just give yourself some space. If it’s you yourself, you could ask for a moment to recuperate, if it’s someone else you could ask what they need in this moment. It could be some water or a tissue but usually it’s just some time and silence. Be there for the other person and don’t try to fix things.

Conclusion

With all of these awkward moments the most important thing is to stay calm and give yourself some time to choose a strategy. The calmer you are the more chance you will have to choose behaviour that gives you an effective outcome.

The realisation that we’ve all had these moments in life might help you to see it as less awkward. Because usually awkwardness isn’t the problem. Avoidance is.

About the Author

Anne-Maartje Oud is founder and CEO of The Behaviour Company, an Amsterdam-based consultancy creating customised personal development programmes for companies and organisations worldwide. She has worked with non-profit social organisations as well as some of the world’s most prominent Fortune 500 companies. She is auto of WHAT TO DO IF…? How to Handle Any Situation at Work and Come Out Winning published by Kogan Page.

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By Amy Jacobson

Adopting artificial intelligence in workplaces isn’t always easy. There is often a divide within organizations with people that embrace AI versus those who resist it. The key to managing both is to embrace emotional intelligence and change intelligence and meeting your team members where they are before guiding them forward.

Is it really AI that your teams are pushing back on, or is it the extreme level of change that comes when we start automating tasks? With 96% of organizations undergoing some form of transformation or change right now, only 34% of change initiatives succeed. To make positive changes stick, it’s integral to not just focus on the actual change, but also on helping people understand the relationships their minds have with overall change. This is standard with any form of change, especially large-scale, intense changes like automation and AI implementation. Emotional intelligence, specifically change intelligence, is integral to adopting AI or any other new system.

There are three key messages to mastering change intelligence:

1. You don’t have to love change.
2. Change is never perfect.
3. The mind is always losing something.

You don’t have to love change

Being forced or told to love change doesn’t work and doesn’t help anyone. Each one of us has a relationship with change that has been embedded in our neural pathways throughout our lives, complete with different ideas of what change looks and feels like and what is “normal” when it comes to change.

Picture our change relationship as a scale from 1 (“I loathe change and prefer consistency”) to 10 (“I love change and sometimes will voluntarily change for the sake of change”).

In every workplace, we need those people that are happy to do the same thing and do it well every day. Those team members consistently deliver quality results and aren’t knocking on your door asking for a new job — they’re content to do what they are good at and continue like this for years to come. These people are going to be found closer to the 1 on the change relationship scale. These people likely won’t be great with change.

We also have team members that always come up with new ideas, innovations and ways to improve. They have a fast-track career plan or are always looking for the next shiny object. These people will be around 10 on the change scale. We need these people too! They’re great with change and likely already have ideas to help facilitate the change.

Everyone else generally will fall somewhere between those extremes.

It may help leaders and staff to hold an exercise in which the team physically moves and stands along this scale of change when faced with different simulations, opening real conversations to understand how people were wired for change and why they are so good at their chosen skills. When we understand why we do what we do, the way we are wired and that no part of the change relationship scale is right or wrong, the battle eases and we can work together more effectively.

A successful workplace isn’t about loving change. It’s about having a balanced team. Help people to understand their relationship with change and work with it rather than against it. Don’t force something that goes against their wiring. Instead, leverage their wiring to implement changes effectively while making it clear that change will happen regardless. They don’t have to love it, but they still have to do what it takes to understand and keep up with it.

Change is never perfect

Acting like the change you’re trying to implement will be life-saving, magical and perfect won’t work, and you’ll quietly hear some of those that are resistant to change get ready to show you downsides to the new methods.

The truth is, change is never perfect. When we decide on a change, we do it because the pros outweigh the cons. We focus on pros in order to sell the change to others, but pretending it will be perfect sets unrealistic expectations. There will always be things that don’t quite go according to plan and things that might be better the old way.

These people may take pleasure in pointing out kinks in new methods and tools, which adds another layer of defense to their pushback against the overall change. It’s important to not shy away from these hiccups or sweep them under the rug. Be up front, own the fact that there are bumps in the road, and be transparent along the way when things aren’t going to plan or are being tweaked, while also sharing the brilliant wins of the change.

The mind is always losing something

With every single change, the mind loses something. Whether it is simply losing the habit that has been embedded in our mind or losing something like our purpose and drive, there is always a loss, and this loss must be owned.

Even with what seems to be the best changes comes losses. It’s amazing how teams fight to let go of a rundown, leaking old building that they have complained about every day in the past year when they move to a shiny new high tech building, simply because their mind is struggling to let go of all of the memories, habits and familiarity that they lose when they begin the transition into the new building.

Now think about the last change in your workplace. What did the team lose? Introducing AI has so many benefits, but there are obvious losses: processes, jobs, human interactions, once-valuable skills and time are just a few examples. When our mind loses something, alarm bells go off in our amygdala and trigger fight or flight responses. Our mind must create new neural pathways to align with the change, and our willingness to and relationship with change will determine how quickly we adapt and create those new pathways.

Owning loss is the first and most important step to change intelligence. If we don’t let people own their losses, face their emotions, and find closure, their minds will remain in battle mode, desperately clutching the past neural pathways and familiar comfort for as long as they possibly can.

About the Author

Amy Jacobson is an emotional intelligence specialist and speaker who helps individuals, teams, and companies harness EQ in order to excel. She is the author of The Emotional Intelligence Advantage: Mastering Change and Difficult Conversations and Emotional Intelligence: A Simple and Actionable Guide to Increasing Performance, Engagement, and Ownership.

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By Dr Leandro Herrero

For years, organizations talked about culture while quietly distrusting how culture actually works. The result was not confusion, but a persistent blind spot — one that shaped how behaviour was managed, influenced, and misunderstood. 

For decades, management spoke endlessly about culture while quietly mistrusting the very forces through which culture actually forms. This was not a lack of tools or good intentions. It was a deeper conceptual failure — one that shaped how organizations were designed, led, and “changed.”

Culture, we were told, was about values, leadership, alignment, and purpose. Yet the most powerful drivers of behaviour — imitation, peer influence, and social pressure — were treated as suspicious, juvenile, or ethically questionable. Something fundamental was missed.

Not accidentally, but systematically.

The respectable blind spot

Traditional management thinking was built on a narrow image of the human being: rational, individual, motivated by incentives, guided by leaders. This made hierarchy respectable and lateral influence uncomfortable.

Influence was acceptable when it flowed downwards — from leaders, from strategy, from formal authority. The same influence, when it flowed sideways, was treated with moral unease. “Peer pressure” sounded childish, manipulative, even dangerous. Something associated with playgrounds and adolescent conformity had no place in the adult world of organizations.

This moral framing mattered. By labelling peer pressure as something negative, management effectively disqualified one of the most powerful forces shaping behaviour — while pretending to address culture through speeches, training, and leadership programmes.

Culture was discussed. Social contagion was not.

The mislabelling of peer pressure

Peer pressure is not an anomaly. It is how norms are enforced in every human group that has ever existed.

What people wear, how they speak, how they work, what they tolerate, what they challenge — these are not primarily dictated by formal authority. They are stabilised through observation, imitation, and the subtle rewards and sanctions of belonging.

In organizations, peer pressure is already operating all the time. The only real question is whether it is left unmanaged or deliberately shaped.

Yet management treated peer pressure as something to be minimised rather than understood. Leadership was expected to “override” it. Values were expected to “counteract” it. Training was expected to “correct” it.

None of this worked because it misunderstood the nature of the force involved.

Leadership does not eliminate peer pressure. It only decides whether it operates blindly or deliberately.

Homo Economicus meets Homo Imitans

Much of management theory rests on an outdated anthropology: Homo Economicus — the idea that people primarily act as independent, rational decision-makers responding to incentives and instructions.

But humans are, above all, Homo Imitans. I dedicated a whole book to this.

We learn by copying. We calibrate behaviour by watching others. We adjust not to formal rules, but to what is normalised around us. This is not weakness or lack of originality; it is the primary mechanism through which social systems function.

By ignoring imitation, management tried to change behaviour without changing exposure. It focused on what people were told, rather than what they saw repeated. It invested in individual mindsets while neglecting collective patterns.

Culture change was designed as instruction, when it should have been understood as contagion.

The leadership displacement

The obsession with leadership that emerged in the late twentieth century can be seen, in retrospect, as a displacement activity.

Leadership became the respectable way to talk about influence without addressing the uncomfortable reality that most influence does not come from leaders at all. It comes from peers. From role models without titles. From what is rewarded informally, not declared formally.

This is not an argument against leadership. It is an argument against asking leadership to compensate for a flawed understanding of social dynamics.

No amount of leadership development can substitute for unmanaged peer norms. No vision statement can compete with everyday imitation. No cascade can override what people see their colleagues getting away with.

Culture does not follow leaders. It follows patterns.

The real failure

The failure of traditional management was not practical. It was conceptual.

It failed to take social forces seriously because they felt unruly, informal, and ethically ambiguous. It preferred clean models to messy reality. It trusted design over emergence. It valued control over contagion.

As a result, organizations kept trying to “implement” culture — and were repeatedly surprised when it behaved like a living system instead.

Ironically, many organizations did change. But not because management finally understood culture. They changed despite management — through informal networks, peer reinforcement, and imitation operating below the radar.

The tragedy is not that peer pressure exists. It is that management refused to name it, understand it, and work with it.

The uncomfortable inheritance

If there is a lesson here, it is not methodological. It is philosophical.

To take culture seriously requires taking social influence seriously — without moralising it, romanticising it, or pretending it can be replaced by leadership rhetoric. It requires accepting that behaviour spreads laterally far more than vertically, and that control is weaker than example.

Until management makes peace with this, culture will remain something it talks about fluently — and shapes accidentally.

The force that changes culture was never missing. It was simply distrusted.

About the Author

Dr Leandro Herrero is Chief Organizational Architect at The Chalfont Project, psychiatrist, author, and international speaker. For over 25 years, he and his team have transformed organizational cultures worldwide through his pioneering Viral Change methodology – where a social movement approach creates lasting change. Follow Dr Herrero on LinkedIn for his latest updates.

The post Why Management Distrusted the One Force That Actually Changes Culture appeared first on The European Business Review.

Training Your “Neural Filter”

New year, new me. Vague resolutions rarely change much, but highly specific, well-defined goals can lead to meaningful change. Cognitive neuroscience shows that maintaining a clear goal representation engages prefrontal cortex networks responsible for planning, attentional control, and progress monitoring. The prefrontal cortex supports goal maintenance by actively biasing perception, memory, and decision-making toward information that is relevant to the current objective.

When a goal is specific and repeatedly revisited, top-down attentional control increases the likelihood that goal-relevant cues are noticed and integrated, while irrelevant information is deprioritized. This makes connections and opportunities easier to recognize – not because the brain automatically filters reality, but because attention is strategically guided by goal relevance and value. This is a valuable approach in the attention economy where attention is limited while content is infinite.

Sustained engagement with goal-directed thinking and tasking can also produce experience-dependent changes in executive control networks, reflecting well-established mechanisms of neuroplasticity that support improved planning and self-monitoring over time. In other words, if your New Year’s resolution is specific and revisited throughout 2026, there’s a higher chance that it will be impactful and create a meaningful change.

High performers also build structured reflection into their routines to ensure continuous learning and course correction.

Systematic Reflection and Micro-Reviews

Setting goals is a good start. High performers also build structured reflection into their routines to ensure continuous learning and course correction. Weekly or monthly micro-reviews allow you to step back and ask key questions such as:

• What tasks or strategies are producing the most impact?
• Where did I encounter friction, and why?
• What skills or resources could have improved results?
• Which opportunities am I missing by staying within my comfort zone?

These sessions are most effective when they are short, focused, and, most of all, consistent – even 15-30 minutes can make a difference. A progress journal helps make these reflections tangible: note wins, lessons learned, unexpected insights, and actionable next steps. This can be in a physical journal or even in a Google Docs or Notion document. Over time, this creates a personal knowledge base, allowing you to identify patterns, anticipate challenges, and make smarter decisions.

The Premortem as Strategic Foresight

The old “move fast and break things” mantra has gradually given way to disciplined foresight. In an environment shaped by volatility, uncertainty, and constant information overload, high-performing individuals increasingly rely on structured foresight not only to anticipate change, but to make progress toward specific goals with fewer avoidable missteps.

Before committing to a major personal or professional initiative, many now use a prospective hindsight exercise, commonly known as a ‘premortem‘. In this exercise, you imagine it is December 2026 and your initiative has failed spectacularly, then work backward to identify the most plausible reasons for that failure. Research shows that this framing helps counter overconfidence and the planning fallacy by making risks easier to identify and acknowledge.

For individuals, the value lies in how the premortem legitimises self-critique and future-oriented analysis. By deliberately surfacing hidden assumptions, unrealistic timelines, and foreseeable obstacles early, premortems act as a career immune system: strengthening judgment, improving prioritization, and thereby increasing resilience.

Adopting the “Future-Back” Skills Framework

The Future-Back method, also known as Backcasting, is an opposite approach to foresight that starts by envisioning your desired state at the end of the year with extreme granularity. From this future vantage point, you work backward to identify the high-stakes skills you currently lack. The skills that are critical to achieving your goals. Examples might include AI auditing, cross-cultural negotiation, or data analysis.

By defining the end-state first, this method helps individuals spot mission-critical skill gaps before they become urgent, turning abstract goals into a data-driven roadmap for skill acquisition. It focuses attention on what truly matters, prioritizes learning, and reduces the risk of investing effort in low-impact areas. Backcasting from a detailed future allows you to act with foresight, ensuring your personal development aligns with long-term objectives.

Strategic Experimentation and Small Bets

Beyond reflection and foresight, a valuable method is to do a series of small, testable experiments. Instead of committing to a single rigid path, take small bets and prototype, test, measure, and iterate. This approach is especially valuable for professionals seeking a career breakthrough, where the stakes are high but uncertainty is unavoidable.

Career breakthroughs rarely happen by following a clear, defined path. Experimentation allows you to try multiple approaches safely, identifying what works before fully committing. Over time, these small bets compound, revealing patterns, building skills, and creating visibility that can accelerate promotions or entrepreneurial opportunities.

Examples include:

• Experimenting with content or being more active on LinkedIn to attract a new following.
• Learning a new tool or skill with a small, applied project. Test interest by seeing how many people sign up for your newsletter or expresses interest in a product.
• Pitching an idea to a mentor, social media followers, or peer network as a trial before scaling.

For each micro-experiment, track outcomes carefully – successes, failures, unexpected insights, and lessons learned.

An AI audit begins with mapping your tasks and workflows. Ask: Which parts of my work are repetitive, data-heavy, or research-intensive.

AI Audits: Finding Where AI Can Boost Your Work in 2026

As AI tools continue to evolve, 2026 will be a year where individuals can continue to unlock productivity gains through strategic AI use. Rather than chasing the hype around multi-agent systems, for most professionals a good first step is conducting a personal AI audit: systematically identifying where AI can enhance your workflows today – and preparing for future breakthroughs.

An AI audit begins with mapping your tasks and workflows. Ask: Which parts of my work are repetitive, data-heavy, or research-intensive? Large language models can assist with summarization, drafting, and analysis. Specialized AI tools can support data visualization, coding, or content generation. Even if multi-agent systems aren’t yet mainstream, evaluating where agents can safely orchestrate multiple steps – research, drafting, reviewing, generating leads – helps you anticipate future skill needs and avoid scrambling when these tools mature.

This mindset also counters the major pitfall of agent overconfidence: assuming AI can replace judgment. Not every task benefits from automation, and poorly scoped agents can produce noise rather than value.

Mastering “Energy Management” Over “Time Management”

Failing to match when you work to how your brain functions can erode decision quality, focus, and creative capacity. As AI assumes more of the repetitive work, humans are left to provide strategic insight, judgement, and complex reasoning. Qualities that are best expressed when biological energy is optimised.

Recent research confirms that performance on high‑level cognitive tasks fluctuates systematically with time of day and an individual’s internal biological clock, known as chronotype. When tasks are aligned with a person’s optimal time of day, performance on attention, memory, and executive functioning can be significantly better than when misaligned, with some studies showing measurable differences in cognitive performance across the day.

Energy management starts with understanding your chronotype – whether you’re a morning peak, afternoon peak, or evening peak – and attempting to structure your workload to match your internal rhythms. To many people, that looks like scheduling deep work sessions and demanding meetings in the early hours of the day and doing more exploratory work later in the day. This, however, depends on the chronotype and varies from person to person.

The post Seven Methods for Making 2026 Your Breakthrough Year appeared first on The European Business Review.

By Barbara Salopek

Silicon Valley’s 996 work culture is often framed as commitment, but it undermines innovation. Drawing on experience and research, Barbara Salopek explores how overwork breeds fear, conformity, and silence, as well as how competitive advantage stems from psychological safety, learning, and leadership practices that prioritise insight over hours worked. 

The illusion of dedication.

I have been there. At twenty-five, I managed a customer relations department in a fast-growing start-up. My days began at seven and ended close to eight in the evening. The pace was relentless, the stakes high, and the pressure constant. At first, I thought this was what success looked like: intensity, long hours, and competition. But behind the glossy façade of ambition, the company was crumbling from within: mistrust, political games, and fear had replaced collaboration. Nobody felt safe to speak up or admit mistakes.

After one exhausting year, I left – and realised that overwork may sustain performance for a quarter, but it silently kills innovation in the long run.

Silicon Valley’s “996” culture – working 9 a.m. to 9 p.m., six days a week – has become a global symbol of commitment. But in truth, it is a symptom of panic, not progress.

The real signal behind 996

996 is more than a schedule; it is a cultural signal. It tells people that time matters more than trust, and presence more than progress.

When organisations celebrate long hours, they unintentionally punish reflection, experimentation, and creative risk-taking; the very foundations of innovation.

Research supports this. Google’s Project Aristotle found that psychological safety, the belief that you can speak up without fear of humiliation or punishment, was the single strongest predictor of high-performing, innovative teams. Psychological safety is not about comfort or leniency. It is about creating conditions where people can take interpersonal risks, challenge assumptions, and share half-formed ideas.

In contrast, 996 normalises fear. How? Very simply, it tells people: stay late, don’t question, just deliver. The result is efficiency without evolution.

Why 996 kills innovation

1. Exhaustion breeds conformity

Creativity requires cognitive space: time to reflect, connect ideas, and experiment. And creativity is not like a pizza that you can order when you are hungry for it. It requires a relatively fresh brain and clear eyes. Under constant fatigue, the brain defaults to routine patterns, a phenomenon psychologists call functional fixedness. We stop seeing new possibilities because we are too tired to question old ones. Teams caught in perpetual motion may produce more output but fewer breakthroughs.

In cultures dominated by overwork, mistakes are more likely to be hidden than discussed. People avoid suggesting controversial ideas that could backfire. This leads to organisational silence, where everyone appears busy but no one is learning. In innovation, silence is the loudest danger signal.

2. The psychological cost of speed

996 glorifies speed as if faster automatically means better. Yet when fear replaces safety, teams shift from problem-solving to self-protection. They focus on avoiding blame rather than exploring solutions. Managers under pressure tend to micromanage, which further erodes trust.

The irony is that fear slows organisations down. Without open dialogue, problems escalate unseen until they require crisis management. The constant “panic productivity” creates short-term busyness and long-term fragility. The more time leaders demand, the less thinking they receive.

Just because the market is in panic does not mean we have to be as well. In such situations, we need to be calm and, as Norwegians like to say, breathe with your stomach i.e. slowly.

3. What drives innovation instead

The opposite of 996 is not laziness; it is psychological safety combined with accountability. In my work with innovation teams, the most successful leaders model three core behaviours:

• Show vulnerability. Admit what you don’t know, and invite others to help solve it. This turns authority into credibility. People open up more to those who are human; leaders who show they are just like them.
• Listen actively. When people share ideas, don’t interrupt, dismiss, or instantly evaluate. Curiosity builds ownership. As much as I love to talk, I’ve learned that others love to talk too — and my role as a leader is often to stay quiet and listen with curiosity.
• Clarify roles and goals. Ambiguity breeds anxiety. When people know their scope, they dare to experiment within it.

These small habits have a disproportionate impact. They create a sense of collective responsibility, where failure becomes feedback, not a threat. Innovation flourishes in environments where people feel both trusted and challenged.

4. Lessons from adaptive cultures

Companies known for innovation, whether in Scandinavia, Japan, or Silicon Valley itself succeed not because of endless hours but because they design for learning. They intentionally protect space for reflection, exploration, and collaboration.

The idea is not to copy “Google’s 20 percent time,” but to understand what it represents: a protected environment where curiosity is safe and learning is valued as much as results. These organizations replace “hours logged” with “experiments run.” They measure innovation by hypotheses tested, not weekends sacrificed.

Leaders who want to compete on innovation must reframe productivity from effort to insight. The goal is not to do more, but to think better.

Replace fear with focus

996 is not a symbol of dedication, it is a red flag. It signals a culture that confuses exhaustion with excellence. Innovation depends on energy, not depletion; on trust, not terror.

Leaders who genuinely want speed must first create safety. Without it, every new idea feels like a risk too big to take.

Remember Formula 1: there is no room for fear or ambiguity when changing tyres in the middle of a race. Asking employees to sprint 996 and to innovate in that state is like asking a pit crew to redesign the car mid-lap. It will never work, and we both know it.

The companies that will win the next decade are not those that run the fastest, but those that learn the fastest.

The companies that will win the next decade are not those that run the fastest but those that learn the fastest.

Three shifts every leader can start this week:

• Replace “Who made this mistake?” with “What did we learn?” or “How can we not repeat it next time”
• Replace “Work harder” with “Let’s experiment more and learn faster.”
• Replace “Be perfect” with “Be curious.”

When organisations stop glorifying exhaustion and start rewarding learning, innovation returns naturally. Because the real shortcut to performance is not more time in the office, it’s the courage to make thinking safe again.

About the Author

Barbara Salopek is the author of Future-Fit Innovation and Founder & CEO of Vinco Innovation, a consultancy helping companies build sustainable innovation cultures. She is also a lecturer at BI Norwegian Business School and an internationally recognised expert in innovation, leadership, and organisational transformation.

The post 996 is Not a Competitive Advantage – Why it Stifles Innovation appeared first on The European Business Review.

Are you willing to go the extra mile above your paycheck? Despite decades of focus, Gallup’s State of the Global Workplace 2024 data revealed that only 21% of employees worldwide feel engaged. It’s a critically concerning decline, as it costs the global economy $8.8 trillion annually in lost productivity.

The problem? Traditional engagement strategies often relied on guesswork and outdated annual surveys. In this article, we tackle not only the latest data-driven insights but also redefine employee engagement in the modern workplace.

What Does ‘Data-Driven Engagement’ Really Mean?

Simply put, data-driven engagement means using data to understand and influence what drives your team’s motivation, satisfaction, and commitment inside the workplace. Beyond collecting numbers, it’s about interpreting signals to uncover stories that guide informed decisions.

Where the Data Comes From

Modern engagement analytics blends various key metrics from sources like:

• Pulse surveys and employee listening tools are integrated to capture real-time feedback.
• Sentiment analysis can be done through text tools and engagement surveys that reveal emotional tone.
• Performance and recognition data that represent where efforts and appreciation are misaligned.
• Turnover, absenteeism, and promotional trends are tracked to observe how people respond to culture and leadership.

Each data metric is analyzed in isolation and offers a limited value, but combined, they become a living map of engagement across the organization. For example, a steady decline in pulse scores from a specific team might indicate a risk of burnout, and months before resignations start.

The Benefits of Using Data for Engagement Strategies

1. Personalized Engagement

Each employee is different. While one values flexibility and growth, other expects recognition and stability. Data helps in understanding every goal and tailoring engagement strategies accordingly. For instance, a SHRM study found that personalized engagement efforts maximize participation in initiatives by 30% compared to standard programs.

With data, HR teams can segment their workforce by understanding what Gen Z employees prioritize compared to senior leaders, or how the remote staff is treated compared to those in the office. These factors make engagement personal, actionable, and measurable in all aspects.

2. Real-Time Feedback Loops

Companies don’t have to wait 12 months for survey results anymore. Today’s leading competitions use continuous listening systems that can collect data and create actionable strategies in real time. Modern strategies include pulse surveys, quick check-ins, and AI-powered sentiment analysis tools that effectively detect mode changes.

For example, when a company introduces a new hybrid work policy, it can monitor live feedback and adjust within weeks rather than quarters. As per ContactMonkey’s 2025 Employee Engagement Trends, a staggering 67% of HR leaders are using pulse feedback at every stage.

3. Better Decision-Making

You understand the real benefits of data-driven strategies when you quantify engagement. Leaders can now link people initiatives to tangible outcomes that translate into productivity, innovation, and customer satisfaction.

WellStep’s 2024 study found that highly engaged teams deliver 23% higher profitability and 18% higher productivity than disengaged teams. With these insights, organizations can move from activity tracking to impact tracking. This shift from intuition to intelligence transforms engagement into a strategic lever for long-term business growth.

4. Predictive Insights: Seeing Problems Before They Happen

Predictive analytics enables organizations to forecast disengagement or turnover risks long before they’re encountered in exit interviews. We can analyze patterns like declining participation in team meetings, reduced peer recognition, or repeated low sentiment scores, and predict employees or teams at risk of burnout or attrition.

Analysis from Efectory has revealed that organizations using predictive engagement analysis are twice as likely to retain high-performing talent. You can use the predictive power to intervene early through meantoring, workload adjustments, or recognition before disengagement spirals into many resignations.

5. Measurable ROI

Measurable ROI is perhaps the most powerful outcome of data-driven engagement. By connecting engagement initiatives directly to KPIs such as retention rate, productivity, or NPS (Net Promoter Score), leaders can now demonstrate a clear ROI that is impenetrable without precise data points.

Some global tech firms have already started using AI-powered analytics to tie engagement improvements to a 12% reduction in voluntary turnover. This can save millions in replacement costs, and they’re the proof that managers need to make engagement a board-level priority and create new policies accordingly.

How to Use Data to Improve Employee Engagement

1. Collect the Right Data

Getting quality data is more crucial than getting more data. This way, you can combine structured data like survey scores and performance metrics with unstructured data such as comments, Slack messages, or open feedback. The goal is to understand continuously and ensure all segments of the workforce are represented.

Using digital tools is also beneficial since you can automate data capture and anonymize responses to build trust and loyalty. If your talent believes their voice is impacting company decisions, they tend to participate more.

2. Analyze Patterns and Context

You can predict great things when you start to analyze the emerging patterns. Data alone doesn’t engage people, but it’s their interpretation that does. When you need context, look for the recurring trends, for example:

1. A specific department is showing consistently low recognition scores.
2. Employees under one manager have reported having higher stress signals.
3. Post-promotion engagement dips after two quarters.

Each pattern tells a story about your company culture, leadership, and business growth. Advanced analytics platforms can even perform text sentiment clustering by grouping feedback into themes like communication, career development, and work pressure.

These are the pure insights you must look for to empower leaders to target interventions where they matter most.

3. Connect Insights to Action

Insight, like a metric, a timeline, or a funnel, leads to an actionable step. For instance,

• If data reports declining trust and loyalty in leadership communication, monthly AMAs must be planned and measured by trust sentiment shift patterns.
• If engagement scores dip after organizational restructuring, manager training must be launched to cover empathy-led change communication.

When actions follow insights, employees see feedback as a change initiative and reinforce a virtuous cycle of trust and involvement.

4. Track, Test, and Adjust

You can use a small set of engagement KPIs to track outcomes that matter. eNPS (Employee Net Promoter Score), recognition frequency, turnover rate, manager effectiveness, and many other KPIs like these become crucial to track, test, and adjust the data.

Treat each initiative as an experiment through testing, measuring, learning, un-learning, and re-learning what matters. For instance, after launching a new recognition platform, tracking whether engagement scores rise among previously low-scoring teams can be helpful.

If not, analyze why. Maybe the recognition frequency improved, but perceived fairness didn’t? Data guides you in ways you’ll be surprised, and saves enough time so you can spend it where it matters.

5. Balance Analytics with Empathy

The best engagement strategy is a balance between logic and reason. When data precision highlights the issue, empathy explains the reason behind it.

Managers must use insights as conversation starters, rather than judgment or interrogation. An inclining engagement score leads to a supportive and understanding narrative, not a diagnosis.

If you prioritize reasonable emotions over numbers, data empowers you, not intimidates. Employees become active partners in shaping the company culture and transform engagement data into personal and professional growth.

The Future of Employee Engagement

The future of engagement isn’t just technical but deeply resonable. It’s pure human insights powered by intelligent data. In the frontier of the modern workplace, AI will play an increasingly pivotal role in employee listening. Tools will automatically summarize thousands of feedback comments, detect tone, recommend micro-actions, and much more.

HubEngage trend reports 2025 predicts that 70% of large organizations will deploy AI-assisted engagement platforms that will be initiated and utilized by 2026. However, technology isn’t the only answer to this human problem. Organic engagement happens when leaders use data to understand talent and use analytics to illuminate, empathize, and interpret their employees. This helps in creating workplaces where people feel recognized, valued, and connected to everyone.

Organizations can turn employee data into meaningful action through AI-powered analytics and consulting that uncover the hidden drivers of engagement, predict retention risks, and translate feedback into personalized strategies that strengthen culture and performance.

By moving beyond static surveys, companies can build truly connected workforces and transform employee data into measurable impact.

The post How Data-Driven Insights Are Redefining Employee Engagement appeared first on The European Business Review.

That shift has raised a quiet but essential question: how do we design spaces that help us think, focus, and feel well – all in the same room?

This article explores how environment design is shaping the future of work, and why the most forward-thinking professionals are reimagining home offices not just as work zones, but as tools for mental clarity and freedom.

Key Takeaways

• The line between home and office is gone; design must support both roles.
• Focus-friendly spaces improve cognitive performance and reduce stress.
• Lighting, color, and layout strongly influence mood and decision-making.
• Communities like the Style Your Space Subreddit highlight how individuals are learning to personalize work environments.
• The best hybrid spaces combine structure with softness – discipline with comfort.

1. Work has become personal again

For decades, the workplace dictated how people worked – fixed desks, fluorescent lights, identical setups. But remote and hybrid work have turned that model inside out.

Now, the home office isn’t standardized; it’s personal. It’s shaped by morning rituals, energy peaks, even where the sunlight lands at 3 p.m. Workers are no longer adapting to environments – they’re adapting environments to themselves.

That subtle reversal has big implications. When we build spaces around human rhythms, productivity stops feeling forced. It becomes intuitive.

2. The psychology of space and focus

Cognitive scientists have long known that our surroundings affect attention. Visual clutter competes for mental bandwidth. Natural light helps regulate alertness. Warm tones encourage calm; cool tones promote concentration.

In practical terms, that means a well-designed home office isn’t about décor. The goal is to reduce cognitive noise so that focus can flow.

The most successful professionals treat their workspace like a partner in their performance. It’s not an aesthetic indulgence; it’s a mental strategy.

3. From productivity to presence

The hybrid era has exposed a deeper truth: good work doesn’t come from constant motion, but from sustained presence.

To sustain presence, people need more than Wi-Fi and ergonomics – they need spaces that signal when it’s time to focus and when it’s time to rest. A soft lamp, a small plant, or even a visual boundary between zones can make that shift easier.

This is where design and psychology meet: boundaries don’t restrict us; they free us to perform better.

4. Learning from community-driven design

One of the more interesting side effects of remote work is how it’s democratized design. You no longer need an architect or corporate budget to create a supportive space –  just intention, observation, and a little curiosity.

Online communities have become unexpected design classrooms. The Style Your Space Subreddit is a perfect example: professionals, students, and creatives share how they’ve built inspiring home offices with limited space or resources.

The lesson isn’t about trends. It’s about agency. People are discovering how much design influences mood and motivation – and they’re teaching one another how to make small, meaningful changes that improve both.

5. Designing for flexibility and freedom

As work and life continue to blur, design must evolve to protect both focus and rest.

A room can have dual purpose if the design acknowledges that. Lighting that shifts from bright task mode to warm relaxation mode. Desks that fold, chairs that move, and shelves that double as acoustic dividers. These small gestures help people transition without losing the sense of separation that keeps burnout at bay.

The future of hybrid work isn’t about squeezing the office into the home. It’s about creating homes intelligent enough to know when to work – and when to stop.

6. The next evolution: emotional ergonomics

Ergonomics once meant posture and desk height. Now it means peace of mind. Designers and companies alike are recognizing that emotional wellness is a productivity metric.

Spaces that balance visual quiet, natural materials, and personal touches act as cognitive anchors. They help people return to focus faster and disconnect more completely.

In other words, design has become strategy.

Closing Thought

The home is now an ecosystem – part workspace, part sanctuary. The challenge for the modern professional isn’t just to organize it, but to understand it.

As we design our environments to support both ambition and ease, we’re redefining what productivity feels like. It’s no longer about efficiency alone, but about the quality of energy behind the work.

Because in the end, the best workspace doesn’t just help you perform – it helps you stay human.

The post The Future of Home as Workplace: Designing Environments That Support Focus and Freedom appeared first on The European Business Review.

By Diane Newell

Amid slowing UK private sector growth, employee engagement is a strategic necessity. In this article, OCM Discovery’s Managing Director, Diane Newell reveals how clarity, conversation, commitment and culture drive performance, highlighting that clarity is the often overlooked foundation. This article explores the practical ways HR and business leaders can embed clarity, align goals, and unlock employee trust, productivity and profitability.

Private sector growth is expected to decline steadily over the next quarter according to the CBI’s latest Growth Indicator^[i]. With businesses facing growing pressure to maintain performance in a challenging economic climate employee engagement isn’t a “nice to have”, it’s a strategic necessity. Gallup’s research^[ii] shows that engaged teams are 23% more profitable, 18% more productive and far less likely to be absent or leave.

But engagement doesn’t happen by accident. It’s built intentionally through four key drivers: Clarity, Conversation, Commitment and Culture. This article focuses on the first of those, clarity, exploring what it means, how it drives engagement, and how HR leaders can embed it into the day-to-day reality of work.

Clarity starts at the top

Organisational clarity begins with a clear, consistent purpose, one that defines why the organisation exists and what it stands for. This provides the foundation for a clear strategy, decision-making, and performance expectations. But while clarity starts at the top, Boards and C-Suite leaders often overestimate their collective clarity, assuming their individual understanding is shared. This creates confusion, misalignment, and conflict across the organisation. Investing in executive team coaching can build and sustain shared clarity by enabling honest conversations and developing the capability to have creative conflict in leadership teams.

Clarity is personal

It’s important to remember that having clarity amongst the leadership team is not enough. Leaders, and particularly HR leaders, need to communicate purpose and values effectively and consistently across the business. However, if by ‘clear communication’ HR read this as ‘telling people clearly,’ then they are missing half the story.

Being ‘told’ is never enough. People need to make sense of it for themselves, which means understanding why the organisation exists, how it operates, and how their role contributes to its success. When individuals are clear about what’s expected of them, including how their performance is measured, how it supports the team, and connects to the organisation’s purpose, true clarity begins to form.

But clarity isn’t just organisational, it’s also personal. If the organisation’s goals don’t align with an individual’s own values, ambitions, or sense of purpose, sustained engagement is unlikely. This is particularly vital for an HR leader working to create clarity for others. How can a leader be inspiring if they are not personally inspired and committed to the company?

HR leaders must be able to answer and communicate:

• Why is the organisational purpose important to them?
• What in the strategy of the organisation, the HR strategy and individual or team goals, gives them an opportunity to develop in line with their own goals?
• How does delivering success against their team and personal targets give them satisfaction?

Coaching for clarity

The world is never static, and ‘perfect clarity’ is an ideal, rarely attained and constantly being reinvented.  Purpose should always be clear, but strategy can only ever be a current hypothesis to which teams are working. Clarity does not imply certainty or rigidity, which is why clarity of purpose and values, and alignment with them, need constant attention and focus from leaders at every level.

Some leaders abdicate responsibility if they aren’t ‘given’ clarity by their bosses.  Those who lead must be responsible for creating clarity for their team, and to build wider clarity with others, even if they don’t have it delivered to them by their boss. Leadership or executive coaching can be a tremendous catalyst to help senior leaders develop that clarity, providing reflective learning in a supportive and challenging thinking space.

HR leaders often recognise the value of personal leadership coaching as a space to examine and hone personal clarity and authenticity. They also recognise the value of insight into individual values that allows teams to have the honest and open conversations that enable work on the engagement and performance of the team.  That team element is particularly vital in today’s diverse and virtual teams.

HR leaders invest in it for others, however they can be guilty of neglecting their own opportunities to develop more powerful clarity, and to invest in HR teams.  This is a missed opportunity to empower HR to support clarity throughout the organisation.

The role of HR in creating clarity

HR as a function can support leaders in creating and sustaining clarity.  The key levers that they hold are in:

• Role design
• Performance evaluation,
• Feedback
• Development

Building clarity into role descriptions means working to ensure that the purpose of a role and how it contributes to team and wider purpose is stated clearly and coherently.  HR professionals support leaders by coaching them on how to develop and communicate clear direction, particularly when setting goals and targets that align with and measure progress toward the organisation’s purpose.

Evaluation and reward systems, both formal and informal, must be built and operated to be coherent with the organisation’s purpose and values.  It is important at an organisational level that people are rewarded and recognised when they meet these expectations. If reward and performance evaluation is inconsistent with purpose and values, then clarity is lost, and engagement, productivity and trust in leadership undermined.

Feedback is a vital tool in sustaining clarity.  The world is complex and changing; navigating to deliver on purpose requires constant adjustment. If leaders and managers are not giving and seeking individual and team feedback, both positive and negative, consistently and coherently then clarity can’t be sustained.  It’s not productive to wait for an end of year performance evaluation for employees to find out they are way off course. Plus, just ‘giving’ feedback to others is insufficient if HR leaders can’t coach for change.

Unfortunately, the complex, changing nature of the world can make leaders feel like they lack the time to give constant feedback and coach their teams. Leaders may also avoid giving feedback because they lack confidence in their ability to give and receive feedback effectively.  They may resort to directive styles because they lack confidence that they can drive performance through coaching, but avoiding difficult conversations means that clarity can be lost.

HR is key to overcoming these barriers in companies, both by providing effective development through coaching skills training and supporting leaders and leadership teams with effective coaching, whether that is internally or externally provided. Building giving feedback and being an effective coach into the role requirements of leaders and ensuring reward systems and evaluations reflect a manager’s performance keeps these key facets of their role on leader’s priority lists especially in challenging times.

Clarity isn’t just a concept; it’s a daily leadership discipline.

The time to invest in clarity is now. Without it, everything else HR work on, all the effort and energy spent in the organisation is diluted, productivity squandered. HR leaders should ask themselves how clear they really are on the organisation’s purpose, strategy, and expectations, and, more importantly, how clear is their team. Exploring their own purpose and values, and how these values align with organisational goals can help HR leaders gain greater clarity which in turn will drive greater impact on engagement and performance.

About the Author

Diane Newell is a seasoned leader with extensive experience in engineering, technology, logistics, and professional services. As MD Discovery at The OCM, she champions coaching for sustainable success. Diane coaches and mentors leaders and teams, partnering with organisations to foster purposeful, adaptive, and appreciative leadership.

References

^[i] https://www.cbi.org.uk/media-centre/articles/private-sector-growth-expectations-remain-weak-cbi-growth-indicator-june-2025/

^[ii] https://www.gallup.com/workplace/236927/employee-engagement-drives-growth.aspx

The post Clarity is the Catalyst: How HR Leaders Can Drive Engagement and Performance appeared first on The European Business Review.

This blog explores strategies that enable businesses to optimize both expense reduction and output enhancement. The strategies discussed below can guide decision makers toward sustainable workplace excellence.

Understanding Cost Versus Performance

Cost Considerations

Cost management involves more than cutting budgets. It means evaluating fixed and variable expenses, recognizing where waste exists, and targeting areas where savings generate real value. Technology, energy use, and staffing represent major cost centers. Monitoring spending on supplies and services reveals chances to negotiate better deals or explore alternatives.

Performance Drivers

Performance depends on employee productivity, process efficiency, customer satisfaction, and innovation. Time wasted due to inefficient workflows hurts morale and reduces output. Quality shortcomings result in rework and dissatisfied customers. Investments in training, tools, and systems raise performance, while collecting feedback from staff and clients helps pinpoint performance gaps.

Aligning Goals With Strategy

Set Clear Objectives

Defining measurable targets links cost savings to performance. Goals might include reducing operational waste by 15 percent, lowering energy bills, cutting supply expenses, or improving delivery timeframes. Targets should have deadlines, assign accountability, and include metrics for monitoring progress.

Prioritize Investments

Investments must produce value that offsets their costs. High ROI improvements like new software that automates processes or ergonomic furniture that reduces fatigue merit serious consideration, while supplies that frequently run out or cost too much deserve evaluation. For example, selecting cost-efficient printing supplies without sacrificing quality can reduce budget leakage. For sourcing printing needs with reliable performance, consult trusted suppliers such as TonerGiant that offer quality and cost options.

Optimizing Resource Allocation

Streamline Processes

Examine workflows to find steps that do not add value. Eliminate redundant approvals, automate manual reporting, or adopt lean approaches. Efficiency improvements often cost little but enhance performance substantially.

Invest in Technology Wisely

Technology solutions improve performance if chosen based on needs. Flexible cloud services, collaboration platforms, and analytics tools deliver returns on investment when aligned with organizational goals. Procurement should include warranties, support, and scalability that match demand.

Consider Flexible Staffing Models

Full-time staffing brings stability while temporary or contract staffing offers flexibility. Cross-training allows staff to cover multiple roles during peak periods or absences. Performance remains high when coverage is reliable; cost savings appear when the structure adapts to actual demand.

Balancing Short-Term Savings With Long-Term Gains

Avoid Cutting Essentials

Sacrificing core performance elements to reduce cost leads to hidden expenses. Low-quality input materials, undertrained staff, or outdated technology may save money now but incur costs later via breakdowns, losses, or reputational damage.

Focus on Continuous Improvement

Small incremental improvements compound into significant gains. Regular review cycles allow performance metrics to inform cost decisions. Suggestion programs enable employees to propose improvements. Data collection and analysis allow timely adjustments.

Risk Management

Identify Potential Trade-offs

Every cost-saving move brings the risk of affecting quality or employee satisfaction. Reducing staff support may increase errors. Cutting maintenance might lead to equipment failure. Recognizing trade-offs helps mitigate risks through pilot programs or phased implementation.

Monitor Performance Indicators

Use key performance indicators such as turnaround time, error rate, customer complaints, safety incidents, or resource utilization to track the impact of cost-saving measures. Dashboards or reports with real-time data assist leadership in making informed adjustments.

Conclusion

Building strategies that balance cost and performance requires discipline, data-driven decision making, and commitment to quality. Setting clear goals, choosing investments wisely, optimizing resources, and managing risk serve as the foundation for success. Organizations that refine workplace practices in this way achieve cost efficiency without sacrificing performance.

The post Building Workplace Strategies that Balance Cost and Performance appeared first on The European Business Review.

By Lord Mark Price

An engaged workforce drives performance, but dissatisfaction often surfaces quietly. Drawing on 40 years’ experience, Lord Mark Price identifies six warning signs that signal team unhappiness. He outlines his Six Steps to Workplace Happiness: recognition, information, empowerment, wellbeing, pride, and job satisfaction, to restore morale and strengthen organisations. 

An engaged workforce is a productive workforce but too often, unhappiness creeps into teams unnoticed until it’s too late. In my work with organisations worldwide for over 40 years, I’ve seen how six tell-tale signs can reveal underlying dissatisfaction. Here’s how to spot them and how my Six Steps to Workplace Happiness, from WorkL, the employee engagement platform I founded, can help turn things around.

Employee unhappiness rarely arrives with a grand announcement. It shows itself in subtle ways, such as the once-vocal team member who now stays silent in meetings, the sudden uptick in employees off sick, or the dip in collaboration. Recognising these signs early allows leaders to act decisively. Below, I share six common warning signs, along with practical steps you can take, guided by my Six Steps to Workplace Happiness; reward and recognition, information, empowerment, wellbeing, sense of pride, and job satisfaction.

1. Drop in Productivity

A noticeable decline in performance or output is often one of the first visible signs that something isn’t right. Targets are missed, deadlines slip, or quality falters. While external factors may play a part, consistent underperformance usually reflects disengagement.

What to do

Focus on reward and recognition. People want to feel their efforts are seen and valued. Recognise contributions both publicly and privately. Sometimes a simple “thank you” or acknowledgment of good work goes further than financial reward. By making appreciation part of your daily leadership style, you restore motivation and pride.

2. Increased Absenteeism and Turnover

When employees are unhappy, they disengage physically as well as emotionally. Absenteeism rises, sick days become more frequent, and eventually, people leave. High turnover is costly, not just financially but culturally.

What to do

Focus on wellbeing. Unhappiness often stems from stress, poor work–life balance, or burnout. Leaders must create environments where taking care of mental and physical health is encouraged, not stigmatised. Encourage flexible working, ensure workloads are manageable, and create a supportive culture where people can ask for help.

3. Silence in Meetings

Silence is not golden in the workplace. When employees stop offering ideas, questioning processes, or contributing to discussion, it’s usually a sign of disconnection. It may also mean they don’t feel safe speaking up.

What to do

Prioritise empowerment. Employees thrive when they feel trusted to contribute and make decisions. Invite input, create forums for safe discussion, and make it clear that diverse perspectives are valued. Empowered employees are more engaged, more creative, and more invested in outcomes.

4. A Breakdown in Communication

When gossip replaces open dialogue, or when team members seem left out of the loop, morale suffers. Poor communication is both a symptom and a cause of unhappiness, it signals a lack of transparency and erodes trust.

What to do

Improve information sharing. Leaders often underestimate how much employees want to understand the bigger picture. Be open about company performance, strategy, and challenges. Consistent, honest communication helps employees feel involved and respected. Even when the news isn’t positive, transparency builds trust.

5. Loss of Pride in Work

When employees no longer talk positively about their organisation, or stop recommending it to friends and family, it’s a clear sign of declining engagement. Pride is an emotional anchor, without it, people feel disconnected and uninspired.

What to do

Reinforce a sense of pride. Celebrate successes, share customer stories, and connect individual roles to the bigger mission. Remind people why what they do matters. Pride grows when employees can see the positive impact of their work, both for the business and for wider society.

6. Going Through the Motions

Perhaps the most insidious sign of unhappiness is when employees do only the bare minimum. They show up, complete tasks, and leave, without passion or initiative. This “quiet quitting” reflects a lack of job satisfaction and can spread quickly across a team.

What to do

Revisit roles and responsibilities to ensure they align with employees’ skills and aspirations. Provide opportunities for development, training, and progression. When people feel they are learning and moving forward, satisfaction rises. Encourage managers to have regular career conversations, not just annual reviews.

My Six Steps to Workplace Happiness

When you align leadership practice with the Six Steps to Workplace Happiness, reward and recognition, information, empowerment, wellbeing, sense of pride, and job satisfaction, you create the foundations of an engaged workforce. These aren’t one-off fixes, they’re ongoing commitments.

1. Reward & recognition

Pay must be fair and transparent, or nothing else lands. But don’t wait for annual reviews to say “thank you.” Build weekly recognition rituals tied to outcomes, not presenteeism.

2. Information sharing

Lack of sharing breeds rumour and disengagement. Adopt a “show the work” cadence where a monthly all-hands meeting includes reviewing real metrics, a working roadmap, and team-level dashboard for all to see.

3. Empowerment

Empowering employees means involving them in decision-making, valuing their ideas, and integrating their feedback into the company’s strategies. Everyone brings unique experiences and perspectives to the table, and only by considering all views can a team achieve the best possible outcome.

4. Wellbeing

Employee wellbeing encompasses physical, emotional, and financial health. Addressing all three areas leads to improved engagement and productivity. A positive workplace culture can reduce absenteeism, as engaged employees tend to be healthier and more committed.

5. Instilling pride

Employees who take pride in their work and workplace naturally become advocates, sharing their positive experiences with colleagues, potential hires, customers, and the community. Their pride will be evident when they talk about where they work.

6. Job satisfaction

A range of factors influence job satisfaction, but two stand out; opportunities for personal growth and the quality of the employee-manager relationship. Employees are an organisation’s greatest asset, and high engagement is essential for success.

No team will ever be free from challenges. But as leaders, our responsibility is to ensure those challenges don’t translate into unhappiness and disengagement. By staying alert to the subtle signals and applying the Six Steps to Workplace Happiness, you can transform dissatisfaction into resilience, negativity into purpose, and silence into a stronger, more collaborative voice.

After all, when teams are happier, organisations are stronger and everyone wins.

About the Author

Lord Mark Price is former UK Trade Minister, founder of happiness at work platform WorkL and author of Work Happier: How to be Happy & Successful at Work, published by Kogan Page.

The post Six Red Flags Your Team is Unhappy and How to Fix Them Fast appeared first on The European Business Review.

By Nic Marks

We need stability and change, but too much of either can be problematic. Without change, things stagnate, and we get bored. This evolutionary tension is managed by emotions, evolved to help us adapt. This article explores two kinds of happiness that foster a dynamic balance between our competing needs for stability and change.

Stability and change. We need both in our lives, but too much of either can be a problem. If everything is always change, change, change, we become unsettled and exhausted. If nothing ever changes, things stagnate and we get bored. There is a tension between the two states.

This tension has deep evolutionary roots. All living beings must maintain internal stability to stay alive. They also must interact with an ever-changing external environment. Our feelings and emotions have, at least partially, evolved to help us navigate this tension, with that self-regulation often referred to by biologists as homeostasis. Keeping our body temperature, blood pressure and heart rates within certain ranges are all examples of this process. For a wonderful exploration of the evolution of emotions, see Antonio Damasio’s book The Strange Order of Things (Damasio, 2018).

In this article, I will explore the fact that it is helpful to think about there being two different kinds of happiness, and that together they help us create a dynamic balance between our competing needs for stability and change.

Two types of positive emotions

Over the years, more and more research attention has been focused on the power of positive emotions. A key breakthrough came in the 1990s when psychologist Barbara Fredrickson proposed her broaden-and-build theory. She demonstrated that when people feel good, they become more creative, collaborative, and open to new ideas. Positive emotions, she argued, don’t just make us feel better — they broaden our range of responses in the moment, and over time they build resources like resilience, confidence, and social bonds. In short, they are not just pleasant extras but part of our evolutionary toolkit for survival and growth.

Perhaps unsurprisingly, given the complexity of emotions, over the intervening years, some caveats have emerged, especially in regard to the broaden element of the theory. For example, a positive emotion such as interest explicitly narrows our attention so that we can focus on details. Enthusiasm drives us towards pursuing a goal, but in this mood we are less likely to be open to new ideas. Courage demands that we close ourselves off to hazards and ignore risks.

The idea that some positive emotions broaden our attention and others narrow it might at first appear to be a trivial spat over words. However, the Norwegian psychologist Professor Joar Vittersø, who I have collaborated with on several projects over the decades, proposes that this difference is due to positive emotions activating two different motivation systems: one that maintains stability and one that drives change (Vittersø, 2025). This makes it clear why we have an array of positive emotions and it is useful to differentiate between these two underlying types, which I call sustaining and striving.

Sustaining

Sustaining emotions such as contentment, tranquillity, safety, caring, lovingness and pleasure help us relax and connect with other people. They are restorative when we are depleted, raising our spirits when we feel low. When we are feeling good in this way, we are more open, which helps us see the bigger picture, enhancing our creativity and making us more flexible. These emotions help us maintain the stability we need, both internally and relationally.

Sustaining emotions are related to what some people call our rest-and-digest system (Gilbert, 2009). They are associated with oxytocin, the so-called love hormone that helps us build relationships; and with endorphins, which can make us feel calm. The opposite of feeling sustained is to feel stressed, depleted or isolated. 

Striving

Striving emotions help us accomplish tasks and achieve goals. They are sometimes called our drive system. Enthusiasm, excitement and interest all help us mobilise our own energy and that of others. Striving emotions are, to varying degrees, characterised by a narrowing down of attention, which naturally helps us focus on the tasks at hand and to create change.

The hormone most closely associated with these striving emotions is dopamine – sometimes called the molecule of more, as it drives our desires (Lieberman and Long, 2019). The opposite of experiencing striving emotions is to feel directionless, disengaged or bored. 

Sustaining and striving at work

Striving emotions have a clear link to productivity – they help us focus and achieve goals. It’s not surprising that they are much valued in the business world. The quieter, sustaining emotions are just as important, though, as they are related to creativity, resilience and, ultimately, staff retention. They also critically help teams create the psychological safety needed to work well together.

Our need for both stability and change means that building happy, successful teams is a very dynamic process. Things are always in flux, which can be fun and exciting as well as sometimes quite challenging.

To summarise, happiness balances stability and change, as our emotional lives navigate a fundamental tension between needing consistency and embracing growth. Happiness plays a key role in managing this dynamic. There are two types of positive emotions: sustaining emotions, like calmness and connection, which restore us and promote flexibility; and striving emotions, like enthusiasm and drive, which focus our attention and push us towards goals. Great teams need both types. While striving fuels productivity and ambition, sustaining emotions support creativity, resilience and psychological safety, and both are essential for long-term success.

About the Author

Nic Marks is an award-winning statistician and author of the best-selling book, Happiness is a Serious Business. He is also a TED speaker with over two decades of experience connecting happiness and data. As the founder of Friday Pulse and creator of the Happy Planet Index and Five Ways to Wellbeing, he has helped hundreds of organisations worldwide unlock the power of happier teams.

The post Why Great Teams Need Both the Positive Emotions of Sustaining and Striving appeared first on The European Business Review.

If people don’t feel like they have a purpose, they tend to drift. I believe that our primary purpose needs to be to look after ourselves. This is selfless because we can’t give from an empty cup.  If you commit to recharging your battery every day, you will always be on purpose.

Having run wellbeing workshops all over the world, I know that the culture, country, psychographic or demographic I’m presenting to doesn’t matter. Wherever I am, less than half of my audience would say they have a strong purpose —that is, a distinct purpose that they wake up with every morning, knowing what they want to do with their life and, most importantly, why.

What I’ve seen through coaching is that if people don’t feel like they have a purpose, they tend to drift. If they don’t have a strong enough why, they don’t have the motivation to prioritise their own wellbeing. Typically, most of us think about purpose as outward-looking, with a focus on helping others, which is a good thing. However, I believe that our primary purpose needs to be to look after ourselves. This is selfless —rather than selfish —because we can’t give from an empty cup. You can’t be the best version of yourself with an empty battery —and you surely don’t want to be the one to end up needing help because you pushed yourself to breaking point.

If you commit to recharging your battery every day, then no matter what you’re doing, no matter what path you’re on, you will always be on purpose. As you recharge, you become the best version of yourself and start to thrive sustainably. This, in turn, inspires and encourages others, and has a positive impact on all your relationships. Once you are thriving sustainably, you will have the energy to uncover your strengths, passions and beliefs, and how you can use these to help others. You can then combine them to formulate a more defined purpose. My personal purpose is ‘to inspire others to reconnect to self and others through nature’.

I do this through many pathways, whether it’s speaking, coaching, consulting or just being there for someone. Rather than asking yourself, ‘What can I do?’, consider first asking yourself, ‘What kind of person do I want to be? What qualities, values, strengths and passions do I appreciate in myself and others?’ When you can find the things that are important to you —and not just what others expect of you —you can contribute to making those things happen. You become part of a greater community and feel you are contributing to something outside of yourself. This helps you feel connected and valued, and improves your self-worth. To help find your purpose, ask yourself these important life questions:

• Why do I want to be the best version of myself?
• What or who am I really doing it for?
• What kind of person do I want to be?

Prioritising yourself —and then others

When we talk about wellbeing and wellness, we are talking about two different things. Wellbeing means ‘to be in a comfortable state —mentally, emotionally, physically and

spiritually’. Wellness means ‘to make the deliberate effort to nurture your wellbeing’.

You really do have to prioritise yourself first to make sure you can continue to thrive sustainably and give the best version of yourself to others. I’m sure you are aware of the two versions of yourself —the one where you are full of energy and life, nothing seems to bother you and everyone enjoys being around you, and the one where you feel like you are just surviving and everything seems to get on your nerves. This version of you gets frustrated easily, and even the simplest roadblocks feel like you’re trying to move heaven and earth —and that’s just trying to open the strawberry jam jar!

Being kind to yourself isn’t just a nicety; it’s your birthright and, if you’re not already, you need to get good at it. If you don’t have enough self-worth or self-love, you won’t have the motivation to make that deliberate effort to want to look after yourself. Next time you’re looking in the bathroom mirror, look at yourself —really look at yourself —deep into your eyes as if you’re admiring a beautiful work of art. When you’ve connected with yourself, say, ‘I see you’. And keep saying it until it registers, until you feel it deep in your heart and you truly believe it. You’re worthy.

Edited extract from Energised: The Daily Practice of Connected Leadership and Sustainable Wellbeing (Wiley $32.95) by Tim Jack Adams. 

About the Author 

Tim Jack Adams is a global speaker and a pioneering thought leader in human sustainability and performance and has spent over a decade guiding leaders and teams to reconnect with themselves and others through nature. Join The Great Reconnect movement at http://www.greenx7.com.

The post Why Finding Your Purpose is More Important than Ever appeared first on The European Business Review.

By Paul Grant

Emotionally present leadership fosters trust, connection, and psychological safety. By tapping into the power of personality diversity, leaders can respond with empathy and intentionality. Here, Paul Grant explores how practicing vulnerability and self-awareness cultivates workplaces where people feel seen, valued, and empowered to thrive authentically.

In today’s fast-paced, high-performance workplaces, leaders are under constant pressure to achieve results, deliver on expectations, and appear consistently composed. But a growing body of leadership research – and real-world experience – suggests that emotional presence, not perfection, is what truly inspires trust and drives performance.

When leaders show up as fully human – imperfect, emotionally aware, and engaged – they create space for connection, resilience, and authentic collaboration.

What Does It Mean to Lead with Emotional Presence?

Emotional presence means showing up as your whole self: aware of your emotions, open to others, and willing to be vulnerable when necessary. It’s about listening deeply, acknowledging your own mistakes, and creating psychological safety for your team. In contrast, the pursuit of perfection can create distance, fear of failure, and a culture where people feel the need to “perform” instead of being authentic.

Leadership rooted in presence allows people to feel seen, heard, and valued – not just measured. But emotional presence doesn’t mean being reactive or overly emotional; it means being intentional, grounded, and self-aware in how you lead – intentionality.

Two powerful tools that help leaders embrace this mindset are the E-Colours personality diversity model and the Personal Intervention technique. Together, they empower leaders to better understand themselves and others, and to choose connection over reaction – presence over perfection.

Understanding the E-Colours

E-Colours is a simple but powerful behavioural awareness framework that helps individuals recognise their communication styles, decision-making tendencies, and potential limiters. There are four core personality styles each associated with a colour:

• Red (Doer): Bold, action-oriented, and decisive. Reds provide confidence and urgency.
• Yellow (Socialiser): Expressive, energetic, and optimistic. Yellows inspire and engage others with enthusiasm.
• Blue (Relator): Compassionate, empathetic, and relationship driven. Blues prioritise harmony and emotional well-being.
• Green (Thinker): Analytical, precise, and cautious. Green value structure, logic, and well-thought-out decisions.

Most people have a blend of two dominant colours that influence how they show up in life and at work. For example, a Red/Yellow leader might be fast-paced, decisive and inspiring, while a Blue/Green leader may be thoughtful, emotionally attuned and analytical.

Knowing your own personality tendencies – and understanding those of your team – helps you lead more intentionally, with empathy, effectiveness, structure and motivation.

The Problem with Perfection

Many leaders feel they need to have all the answers, never show doubt, and always remain composed. This drive for perfection, often reinforced by organisational culture or past expectations, can cause leaders to suppress their emotions or avoid vulnerability.

However, when leaders try to be flawless:

• They can become unapproachable.
• Their team may hide mistakes or avoid sharing ideas.
• They risk emotional burnout by constantly performing instead of connecting.
• They may unintentionally create fear-based work environments.

In contrast, emotionally present leaders say things like:

• “I’m not sure, but let’s figure it out together.”
• “I made a mistake, here’s what I learned.”
• “I can see you’re frustrated. Let’s talk about it.”

This authenticity builds trust. But emotional presence requires awareness and discipline – especially when our instincts push us toward autopilot reactions.

Personal Intervention: The Gateway to Emotional Presence 

Personal Intervention is the practice of pausing before reacting, especially in emotionally charged or high-pressure situations. It allows leaders to override their default tendencies and choose responses that align with their values and the needs of the moment.

It works in three steps:

1. Recognise your internal response – frustration, defensiveness, the urge to fix.
2. Pause before reacting.
3. Choose a response that reflects presence, empathy, and conscious leadership.

This practice is essential for leaders who want to shift from reactive perfectionism to relational responsive presence.

Real-Life Application: Presence Over Perfection

Scenario:

A leader is presenting a major initiative when a team member challenges a key assumption in front of others. The leader feels embarrassed and triggered. 

Default (Perfection-Driven) Reaction:

• Red may respond with authority: “We’ll discuss this later. Let’s stay on track.”
• Yellow may brush it off with a joke or deflect.
• Blue might freeze, avoid conflict, or agree even if they disagree internally.
• Green may become overly critical or dig into the data to defend themselves. 

Personal Intervention Response:

The leader pauses and considers, What does the moment need?

They might say: “That’s a fair point – I appreciate your perspective. Let’s take five minutes to explore it together.”

This response:

• Validates the team member.
• Models humility and openness.
• Reinforces a culture of safety and contribution.

Over time, these micro-moments of presence build psychological trust – and dismantle the myth of perfection.

Know Thyself: How Self-Awareness Helps Build Emotionally Present Leaders

Self-reflection and other-awareness are both key to emotional presence.

Here’s how:

1. Self-Awareness

Knowing your own personality tendencies – expressed, for example, through your E-Colours – helps you recognise when your potential limiters become dominant under stress:

• Reds may become domineering.
• Yellows may gloss over problems.
• Blues may avoid necessary conflict.
• Greens may get stuck in analysis.

With this awareness, you can catch yourself and apply Personal Intervention to determine the appropriate response for the situation at hand. 

2. Understanding Others

When you understand the personality dynamics at play in your team, you lead with more empathy:

• You’ll know that a Blue teammate may need reassurance before change.
• A Red colleague values efficiency and decisiveness.
• A Yellow thrives on appreciation and creative freedom.
• A Green wants clarity and logic before acting.

This perspective lets you lead through connection, not control.

3. Building Safety

Emotionally present leaders build psychological safety, and E-Colours provides a shared vocabulary for discussing behaviours openly – without judgment. When team members can say things like, “I’m going into my high Red right now,” or “I need a moment for a Personal Intervention,” they build emotional intelligence together.

The ROI of Emotional Presence

Emotionally present leaders don’t just create nicer workplaces – they create better performing, relating, enjoyable and structured workplaces. Emotionally intelligent leadership fosters:

• Higher engagement and retention
• Stronger collaboration
• Faster conflict resolution
• Better innovation and adaptability
• Greater overall trust in leadership

And perhaps most importantly, emotionally intelligent leaders create cultures where people feel safe being human – bringing their full selves to work without fear of judgment or failure.

Aim for Presence – Not Perfection

Perfection might get compliance, but presence earns commitment.

Leadership in the modern world isn’t about being flawless. It’s about being real, being aware, and being willing to grow. The combination of E-Colours & Personal Intervention gives leaders the tools to recognise who they are, understand who their people are, and meet every moment with intentionality and humanity.

So, the next time you’re tempted to be perfect – pause and then choose how to respond. That’s where real leadership begins.

Disclaimer: Nothing in this article should be interpreted as financial, investment, or legal advice. The contents of this article are the opinions of the author.

About the Author

Paul Grant is a serial entrepreneur, a leading expert on personality diversity and co-author of Personalities Remixed.

The post Leading With Humanity: Why Emotional Presence Beats Perfection appeared first on The European Business Review.

By Tom Preston and Luciana Nuñez

An effective team leader is at the same time the team’s coach. But how should they approach that role? Tom Preston and Luciana Nuñez offer some valuable pointers, not the least of which is “The Performance Equation”.

Much of leading is around helping teams to perform at their best. In the past, that might have been through sharing experience or deciding on a structure and roles and responsibilities. However, with so much change in the air all around us, team leadership requires far more agility and adaptability than it did in the past. In other words, it requires the leader of a team to also be the team’s coach.

We know that when trust is high, we look forward to time spent together, to solving problems and celebrating achievements together.

We all know the thrill of working in a team that is creative, supportive, and helps each other to perform. We know that when trust is high, we look forward to time spent together, to solving problems and celebrating achievements together. Success not only breeds success but it is also fun—and both of these can be strong talent magnets that can make high-performing teams sustainable. Yet we also know the sense of dread when none of those things are true and teams are fraught with politics, are low in trust, and the time spent together feels like walking on eggshells or stepping through a minefield. It is the difference between these two states that makes the leadership and coaching of teams so critical.

Common Traits of High-Performing Teams

We have coached a huge number of teams over the past 20 years. It is clear to us that, regardless of what the team is responsible for or the sector they operate in, there are commonalities to all high-performing teams. As a team’s coach, understanding  which key characteristics to coach the team on is the first step, so identifying and understanding these similarities is a good place to start.

We have observed these 10 commonalities among high-performing teams:

1. They share a clear vision of collective success
2. They respect and value difference, and they act on it
3. They define and document shared values, attitudes, and behaviors
4. They trust each other and show positive intent
5. They regularly have courageous conversations to make the best decisions
6. They give each other helpful feedback
7. They are thinking partners, actively listening and comfortable asking for help
8. They hold each other accountable
9. They role-model behaviors that we expect people to live by
10. They have fun together!

Coaching Your Team

Thinking about your team or the teams that you lead, how many of these points have you taken time to discuss and to codify? Can you fill in the team’s definition of collective success and your attitudes and behaviors? If you talked about trust levels in your team, consistency of message to those around your team, and the level of clarity they transmit, what would they say and how could these be improved? How strongly would they rate their ability to have courageous conversations and to hold each other to account? What could be done to improve these areas of high performance?

Laying Down the Foundations

We recommend that you take time, at least one and a half days, with your team to discuss these topics. It is only by doing so that the whole team will get behind the importance of these “soft” topics that are key to their ability to deliver on the hard outcomes that will be required of them.

In the process, you will be able to gauge how strong the team’s foundations are and whether or not you need to do additional work on making sure that the team environment is actually psychologically safe, inclusive, and embracing of diversity or if, in fact, you need to collectively work on these topics in the same way.

We recommend leveraging the following Performance Equation with teams by means of introduction and mind-setting. The team can understand the importance of spending valuable time to get these aspects of high-performing teams right and the value that this work can bring.

When defining Performance, it’s all about aligning on what success looks like for the team and the business. From “doubling market share” to “being recognized as industry trailblazers,” make sure that these criteria are motivating yet within the realm of control of your team.

As you discuss your Capabilities, the goal is to clearly pinpoint the three to five key capabilities that will help you achieve your definition of success: from faster time to market in innovation, to data-driven decisions, help your team align on the critical factors that will truly move the needle of performance.

When it comes to Attitude², it’s all about how you show up as leaders, individually and collectively. Attitude is squared in the equation because it is in fact a limitless driver of performance, and is fully within your control. How we show up is a choice we can make every day, many times over. Defining key behaviors and mindset is the language you are looking for here. From “empowering others to act and decide fast” to “resilience in the face of setbacks,” make sure that you prioritize the characteristics that your team can be a role model of, to drive positive impact in the organization at large.

As the leader and coach, your job is to set up the team to be open to discuss what is and is not yet working and then make changes that will be helpful to everyone. Then you can help them to do the work needed to identify what those changes are and how they can be implemented. A note of caution here. Be careful not to slip into the overuse of your leadership mantle here and be tempted to “tell them” what needs to be done differently. You are the team’s coach primarily at this time and they will never fully own what they have not co-created.

Whenever possible, it is always better to do team coaching off-site in an environment where the team is not anchored in behaving in a certain way or where they can get distracted with computers and the normal workings of an office that they are used to. It also signifies that the work the team is going to do together is important.

We recommend that team coaching happens every three to four months to review progress and make any changes that are critical, although beware not to change things just for the sake of it. Effectively, coaching your team allows you to set the culture of the team and to maintain it in a healthy and transparent manner.

About the Authors

Tom Preston, co-author of COACHING POWER, is the founder of The Preston Associates, one of the world’s premier executive coaching firms. With decades of experience coaching leaders across industries and geographies, he has helped organizations achieve extraordinary outcomes. A former private equity executive and bestselling author of Coach Yourself to Success, he brings deep insights and practical wisdom to his work.

Luciana Nuñez, co-author of COACHING POWER, is Head of Americas and Partner at The Preston Associates. She is an accomplished executive coach and former CEO with more than 20 years of leadership experience at Fortune 500 companies, including Bayer, Danone, and Roche. She blends her strategic expertise with a passion for coaching, serving as a board member, investor, and advisor to entrepreneurs and executives worldwide.

The post The Performance Equation: How Great Leaders Coach Teams to Excellence appeared first on The European Business Review.

By Amy Brann

Motivation isn’t about perks or pressure. In this eye-opening piece, Amy Brann, author of Make Your Brain Work, reveals why outdated incentive models fail and how leaders can truly energise teams by understanding the brain’s reward system, directing attention wisely, and creating space for deeper meaning, reflection, and self-driven motivation.

Did you know that leaders are not just setting goals—they’re shaping brains? Every conversation, priority, or performance framework subtly rewires what your team pays attention to—and therefore what drives them. In short, leaders are custodians of attention. And that makes them architects of motivation.

Yet many organisations are still clinging to outdated motivation models: carrot-and-stick incentives, short-term rewards, and generic ‘engagement’ initiatives. The science is in—and these approaches are not only ineffective, but often counterproductive. If you want a high-performing, energised, resilient team, it’s time to rethink what actually drives people at work.

1. Understand the Brain’s Reward System—Or Risk Working Against It

Most motivation strategies fail because they misunderstand how the brain processes rewards. Dopamine, the chemical often associated with motivation, is not simply released when someone gets a bonus or praise. It’s released in anticipation of something meaningful—especially when a person feels they had some autonomy or identity in achieving it.

This is where traditional rewards go wrong. Monetary incentives, performance rankings or superficial perks often light up the brain’s reward circuitry only briefly—a dopamine spike followed by diminishing returns. The neuroscience is clear: lasting motivation is fuelled not by short-term external rewards, but by internal ones that connect to purpose, contribution, and personal identity.

If you want sustained motivation, design roles and recognition systems that help people feel proud of who they are becoming—not just what they’ve done.

2. Motivation Isn’t One-Size-Fits-All—It’s Shaped by Attention and Conditioning

Here’s a truth that surprises many leaders during my keynotes: there’s no such thing as a ‘Gen Z brain’ or a ‘Boomer brain.’ All generations share the same neurological architecture. What differs is how their reward systems have been conditioned to light up.

Some individuals will be energised by hitting a metric. Others by solving a complex puzzle, or knowing their work has made someone’s life easier. These triggers are shaped by culture, personal values, and formative experiences—not by age or job title.

And this is where your role as a custodian of attention becomes vital. What you choose to spotlight in meetings, what you celebrate in others, what you measure—these direct attention, and attention shapes behaviour. If you focus only on revenue, expect short-termism. If you focus on mastery, collaboration or growth, expect a very different culture.

To motivate your team, know what lights them up—and then keep drawing their attention there.

3. Coaching Conversations Elicit Identity-Level Motivation

The best motivation doesn’t come from external nudges – it comes from within. But most organisations don’t give people the space to discover what truly drives them.

That’s where coaching-style management makes all the difference.

Unlike performance reviews or directives, coaching creates a space for employees to reflect, explore, and find meaning in their work. It encourages people to ask not just what they’re doing, but why it matters—and how it aligns with their own sense of identity.

From a neuroscience perspective, this isn’t soft skills – it’s highly strategic. Identity-level reflection activates the medial prefrontal cortex, involved in self-relevance and future-oriented thinking. It allows someone to connect a task not just to the company mission, but to their own values, growth, or who they aspire to be.

Want your people to feel truly engaged? Ask better questions (e.g. What part of this project feels most meaningful to you personally? Or What kind of reputation or impact do you want to build through this role?), listen longer, and help them find their own why—not just yours.

4. Downtime Isn’t a Luxury – It’s Where Motivation Gets Wired In

We often think motivation is about doing more. But sometimes, the key is in doing nothing – deliberately.

Research into the brain’s Default Mode Network (DMN) has shown that during rest, reflection or daydreaming, we integrate ideas, solidify memories, and generate new connections. These moments are not wasted – they are where deeper meaning is made. When people have time to pause, they’re more likely to link their daily work with broader goals, values, or insights. That connection builds intrinsic motivation.

This is why relentless busyness kills motivation. It gives people no time to internalise, reframe, or extract meaning from their work.

If you want lasting motivation, don’t just encourage downtime—protect it.

5. Purpose and Identity Trump Pay Cheques—Every Time

Compensation matters. But beyond a certain point, it stops motivating. What keeps people going through uncertainty, complexity, or setbacks is purpose—and its close cousin, identity.

Meaningful work doesn’t have to change the world. But people do need to see how their effort contributes to something worthwhile—and how it reflects the kind of person they want to be. Whether it’s being known as the go-to problem-solver, or the person who always has time to mentor others, these identity hooks activate deep neural reward pathways far more powerfully than short term material gains.

So when you connect a task to an organisational mission, don’t stop there. Ask: How could this role connect to who this person wants to become?

Because when people do work that aligns with their identity, they don’t just show up—they shine.

Rethinking Your Role as a Leader

The carrot-and-stick model belongs to a different era. Today’s business leaders need to become neuroscience-literate, emotionally intelligent custodians of attention and meaning.

Start by asking:

• What do I draw my team’s attention to most?
• Do I know what truly lights each person up?
• Are my conversations helping people feel seen, stretched and aligned with who they want to be?

Because motivation isn’t something you give to people. It’s something you help them find—and fuel.

And that’s not just good leadership. That’s good science.

About the Author

Amy Brann is the founder of Synaptic Potential and author of Make Your Brain Work (Kogan Page), out 3^rd August 2025.

The post Motivation Myths: Why Carrots and Sticks are Failing Your Team appeared first on The European Business Review.

Introduction 

Emotional well-being and mental health of employees have become an increasing concern over the last few years. The modern workplace have witnessed a significant transformation. Employee well-being has increasingly gained attention in modern organizational practices, especially within human resource management. With a growing recognition of its impact on productivity, mental health, and job satisfaction, many organizations are investing in strategies that focus on enhancing the psychological health of their workforce. Mental health is a state of well-being in which an individual realizes their own potential, can cope with the normal stresses of life, can work productively, and is able to make a contribution to their community  (Herrman et al., 2004). Programs like Employee Assistance Programs (EAPs), leadership development, and promoting psychological safety are just a few methods used to address these needs.

This article will explore the various ways HR practices influence mental health in the workplace. It will highlight the importance of implementing psychological safety and mental health initiatives, as well as the role of EAPs and leadership development in improving employee well-being, preventing burnout, and fostering a supportive work environment. Case studies, such as Caterpillar’s hybrid EAP model, will provide insight into how these strategies are applied and the benefits they bring to both employees and organizations.

Importance of emotional well-being 

Outside the field of organizational sciences, “happiness” is often understood as psychological well-being (PWB), which is sometimes referred to as personal or subjective well-being. PWB is generally described as the overall effectiveness of an individual’s psychological functioning. Unlike job satisfaction, which includes both cognitive and emotional components, PWB is primarily an emotional experience. It refers to the ability to manage emotions effectively, and cope with the challenges and stresses of daily living.  

Relationship between job satisfaction and performance

For decades, researchers have explored the theory that happiness and job satisfaction are directly linked to productivity, with studies dating back to the early 20th century consistently examining this relationship. Two primary theories emerge from the literature a) Human Relations Theory, and b) Emotion theory. Let us have a closer look at the two:

1. Human Relations Theory originating nearly a century ago, suggests that higher employee well-being, often assessed through job satisfaction, fosters higher morale, which subsequently enhances productivity.
2. Emotion Theory suggests that positive emotions and moods enhance motivation and performance, either directly or by influencing attitudes and behaviours. These frameworks highlight the significant impact of well-being on workplace outcomes.

Burnout

The adage “Happier workers work better” serves as a driving motivation to Human Resources departments to create a healthy and psychologically safe workplace for the employees. One of the main issues standing in the way of employees being happy is burnout. Maslach and Jackson (1981) conceptualized job burnout as a stress syndrome with three dimensions: emotional exhaustion, depersonalization, and a diminished sense of personal accomplishment. It is a state of chronic physical, emotional and mental exhaustion. Burnout is not just about being tired, it represents a deeper crisis in which stress exceeds an individual’s capacity to cope effectively. Burnout has been a prevalent issue for a long time, but it is only in recent times that it has gained attention. Historically, the concept of burnout was not fully understood or acknowledged, and workers often pushed through stress and exhaustion without considering the long-term impact on their health or productivity. In many cultures, especially in highpressure industries, there was an expectation of constant output, and signs of burnout were often seen as personal failings rather than systemic issues. However, as awareness of mental health and well-being has grown, burnout has increasingly been recognized as a serious concern. The impact of burnout on productivity, job satisfaction, and overall health has prompted companies and HR professionals to take more proactive measures in addressing the issue. 

HR Strategies for Fostering Mental Health

In recent years, organizations have begun to prioritize employee well-being, implementing strategies such as mental health support programs, stress management workshops, and policies promoting work-life balance. There is also a growing emphasis on creating psychologically safe environments where employees feel supported, heard, and empowered to manage their workloads effectively.

Figure 1. Created by the author

Psychological safety

Psychological safety is described by Edmondson (1999) as the “shared belief held by members of a team that their team is safe for interpersonal risk taking – that others will not embarrass, reject, or punish them for speaking up”. Psychological safety is broadly defined as a climate in which people are comfortable expressing and being themselves. More specifically, when people have psychological safety at work, they feel comfortable sharing concerns and mistakes without fear of embarrassment or retribution. They are confident that they can speak up and won’t be humiliated, ignored, or blamed. They know they can ask questions when they are unsure about something. Psychological safety is an essential component of a healthy and highperforming workplace culture. When organizations prioritize it, they tend to experience lower turnover rates, higher employee engagement, and improved productivity. Employees in such environments feel valued, respected, and supported, which leads to greater job satisfaction and better overall performance. In contrast, a lack of psychological safety can foster a toxic work environment. Employees may become hesitant to speak up, share their ideas, or voice concerns, which stifles innovation and creativity. This is especially harmful for marginalized or underrepresented groups, who may already feel vulnerable or excluded, making them even more reluctant to express themselves in a psychologically unsafe environment.

HR practices play a crucial role in implementing psychological safety. Behaviourally, psychological safety leads employees to engage in open communication, voice their concerns, and seek greater feedback; all of which are interpersonally risky behaviors (Pearsall & Ellis, 2011). HR can also promote inclusivity by ensuring that all employees, especially those from marginalized groups, feel heard and valued. Training programs on empathy, bias reduction, and conflict resolution are often part of this approach, helping to create an environment of trust and respect. By embedding these practices into organizational culture, HR can help ensure that psychological safety becomes a foundational element of the workplace. This shift reflects a broader cultural change that recognizes the importance of sustainable working conditions for long-term success, both for employees and organizations alike. By implementing psychological safety in the workplace HR ensures reduction of stress and anxiety, enhanced emotional wellbeing, lower risk of burnout, encouragement of help-seeking behavior, positive organisational culture, increased job satisfaction and motivation which then sums up to positive impact on employees’ mental health.  

Occupational Health Psychology

Occupational Health Psychology is a field that is increasingly utilized by HR departments to improve mental health of employees within organizations. Occupational health psychology (OHP) is an interdisciplinary field focused on the well-being—specifically health and safety— of individuals in the workplace. Worker well-being is a crucial outcome for the employees themselves, as good health and safety directly impact their personal lives. Management often prioritizes employee well-being, recognizing that it can lead to valuable organizational outcomes such as lower healthcare costs, reduced absenteeism and turnover, and increased productivity. Thus, worker health is vital not only to the individual and the organization but also to society, as it affects national healthcare costs, productivity, and overall quality of life.

Employee Assistance Programs (EAPs)

These programs provide confidential counseling and support for employees facing personal problems, including mental health issues, substance abuse, and work-life balance challenges. Research consistently demonstrates that EAPs provide a significant return on investment by reducing absenteeism, improving employee productivity, and addressing mental health issues effectively, thereby enhancing overall organizational performance (Attridge, 2009). HR promotes and administers these services to help employees manage stress and maintain mental well-being.  

Wellness Programs

HR may implement initiatives focused on improving employees’ physical and mental health. Examples include fitness challenges, meditation sessions, ergonomic assessments, or providing resources for healthy eating. These programs are designed to improve employee well-being, reduce absenteeism, and increase overall productivity.

Stress Management Training

HR offer stress management workshops or seminars to teach employees techniques for coping with workplace stress, building resilience, and improving time management skills. This helps reduce burnout and improve overall job satisfaction.

Leadership Development Programs

HR often provides training for managers and leaders to enhance their emotional intelligence, communication, and conflict resolution skills. Leadership development programs have been shown to enhance leaders’ skills, foster team cohesion, and improve organizational effectiveness by creating a culture of trust and empowerment” (Day, 2000). These programs aim to help leaders create a positive work environment and manage teams more effectively, which directly impacts employee morale and productivity.

Case Study: 

Evaluating the Impact of Caterpillar’s Employee Assistance Program (EAP) on Workplace Outcomes

Employee Assistance Programs (EAPs) have become a cornerstone in supporting employee well-being, particularly in addressing work-related and personal challenges. Caterpillar, a leading manufacturer, conducted a study to evaluate the effectiveness of its EAP in improving work performance and overall life satisfaction. This case study details the methodology, findings, and implications of the study. 

Study Design

The study used a repeated-measures design to assess changes in five workplace outcome scales (WOS) before and after the utilization of EAP services. Key aspects of the study included:

• Data Collection: Initial data were gathered during EAP intake, while follow-up data were collected 90 days post-EAP service (Caterpillar Inc., 2015).
• Participants: Only employee clients (excluding family members) were included, with no incentives for participation (Caterpillar Inc., 2015).
• Methodology: Each participant served as their own control, reducing the influence of demographic and clinical factors (Caterpillar Inc., 2015).
• Limitations: The study lacked a comparison group, and potential biases due to non-random sampling and self-selection could not be fully examined (Caterpillar Inc., 2015).

The primary goal was to determine whether improvements in work performance persisted three months after using the EAP.

Results

The analysis revealed statistically significant improvements in several workplace and life satisfaction metrics (Caterpillar Inc., 2015). The table below summarizes the findings:

Discussion

The results of the study revealed significant improvements in absenteeism, presenteeism, and work distress, along with a modest increase in life satisfaction. These findings suggest that Employee Assistance Programs (EAPs) can play a crucial role in enhancing key workplace outcomes.

Notably, absenteeism showed the most improvement, indicating that addressing personal issues through the EAP may help reduce the time employees take off work. Similarly, presenteeism was reduced, implying that employees were able to focus better on their tasks as personal problems had less of an impact on their work.

However, the study found no substantial change in work engagement. This may reflect the limitations of EAPs, which, while effective at supporting individual well-being, may not have the capacity to directly address larger organizational factors that influence engagement.

These outcomes align with other studies that suggest hybrid EAP models, particularly those emphasizing face-to-face services, can provide notable benefits in improving employee productivity and reducing workplace stress.

Conclusion

Caterpillar’s EAP proved effective in enhancing employee well-being and improving workplace outcomes. The study highlights the value of EAPs in addressing absenteeism, presenteeism, and work distress, as well as their role in fostering overall life satisfaction (Caterpillar Inc., 2015). These findings underscore the importance of integrating EAPs into organizational strategies to promote a healthier, more productive workforce.

Organizations leveraging similar hybrid EAP models can expect comparable benefits, particularly when focusing on personalized and accessible services. However, broader systemic interventions are needed to address areas like work engagement that extend beyond the EAP’s scope.                                                                                                              

Conclusion

In conclusion, HR plays a vital role in shaping employee mental health by implementing programs and fostering a workplace culture that prioritizes well-being. Employee Assistance Programs (EAPs), such as the hybrid model used by Caterpillar, are a prime example of how HR can support employees through both onsite and offsite counselling services. By addressing personal challenges that affect work performance, EAPs help employees overcome issues like stress, burnout, and anxiety, which can otherwise hinder productivity and engagement. These programs not only support employees’ mental health but also contribute to a healthier, more productive workforce.  However, the effectiveness of EAPs and other mental health initiatives relies heavily on the environment in which they are delivered. Creating a psychologically safe workplace is crucial to ensure that employees feel comfortable accessing these services. Prioritizing mental health is not just a benefit for employees; it’s a key factor in building a resilient, engaged, and high-performing workforce.

About the Author 

Semra Delić is 26 years old with a Bachelor of Science degree in Psychology and in currently pursuing Master’s degree in Business Psychology at the Media University in Frankfurt am Main. Her research interests are related to emotional well – being and mental health. Her business article describes how HR practices influence mental health at work. 

References

1. Herrman, H., Saxena, S., & Moodie, R. (2004). Promoting mental health: concepts, emerging evidence, practice [Dataset]. In PsycEXTRA Dataset. https://doi.org/10.1037/e538802013009

2. Maslach, C, & Jackson, S. E. (1981). The measurement of experienced burnout. Journal of Occupational Behaviour, 2, 99-113.

3. Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44,350–383.

4. Pearsall, M. J., & Ellis, A. P. J. (2011). Thick as thieves: The effects of ethical orientation and psychological safety on unethical team behaviour. Journal of Applied Psychology, 96,401–411.

5. Attridge, M. (2009). Employee Assistance Programs: A Research‐Based Primer. International handbook of work and health psychology, 383-407.

6. Day, D. V. (2000). Leadership development:: A review in context. The leadership quarterly, 11(4), 581-613.

7. Workplace mental health – caterpillar. (2015). https://workplacementalhealth.org/casestudies/caterpillar

The post Emotional Well-being and Its Relationship to Employee Productivity: How HR Practices Influence Mental Health at Work  appeared first on The European Business Review.

By Syed Balkhi

Although it requires striking a balance between productivity and privacy, remote work calls for some form of productivity monitoring. Time tracking, regular check-ins, and performance system implementation are the fitting techniques. But, you need to be cautious and ask for consent when using keystroke logging and screen recording. You must emphasize results, open communication, and employee participation in productivity-tracking policies. 

Remote work is very popular these days, especially among startups and small businesses. It promotes flexibility in the workplace, which can boost productivity. 

However, just like everything else, it accompanies certain challenges, especially when it comes to ensuring team productivity. Plus, it can be difficult to monitor the performance of your remote team effectively without invading their privacy. 

Liberating your teams can make them complacent. You’re not wrong to fear that. You must have certain measures in place to ensure that everyone does their part and helps you keep the needle moving. However, you shouldn’t make your teams feel like you’re constantly looking over their shoulders. 

We’re here to help you with that. We help you explore effective methods to track the performance of your teams while making sure that you’re respecting their privacy and building a culture of trust.  

Tracking Productivity Without Invading Privacy 

Tracking productivity in a remote work environment is difficult, no? No matter which method you choose, you invade your team’s privacy in one way or another. 

It’s not the productivity tracking mechanisms that generally cause the problems. It’s how you implement them. There’s a right and a careless way to do things here. 

Our job is to share some efficient techniques with you that will help you track your productivity without having to invade your team’s privacy. 

1. Active Hours Tracking 

Time tracking is a popular choice for productivity monitoring by many remote companies around the globe. 

The benefit of using this monitoring tactic is that it helps you see how long tasks actually take, helping with project planning and deadline management. You can also identify team members who are overwhelmed or underutilized. You get valuable insights about how your teams spend time on different projects or tasks. 

The disadvantage of using this tactic is that it gives micromanagement vibes. It’s not a good feeling when you think someone is watching over your shoulder all the time. 

Suppose you want to track active working hours. By all means, go on. But don’t promote a culture that rewards logging hours rather than actual results. Your goal should not be to track how many hours someone spends at work but to see what they actually accomplish during active hours. 

2. Regular Check-Ins 

You shouldn’t underestimate effective communication, especially in a remote work setting. Regular check-ins with your teams may prove to be an effective way to keep them aligned and productive. 

Implementing a policy of daily stand-ups that last 15 minutes or less can help you stay up-to-date with what everyone is working on, their priorities, and any roadblocks they encounter. When you pair it with weekly team meetings, you create an efficient performance-tracking mechanism.

Aside from evaluating team performance, consistent check-ins foster team unity. Your teams feel linked, which is absolutely crucial to maintaining their morale when working remotely. 

Moreover, you can handle problems before they become significant by means of proactive action against obstacles. You can only create a culture of support and cooperation when your team openly shares their progress, obstacles, and workload concerns.  

3. Performance Management System 

You can have a performance management system in place to assess your team’s productivity. However, for a performance management system to give you promising results, you must set clear expectations and align tasks with key performance indicators to track progress toward goals. 

You must provide constructive feedback to your teams and encourage their performance to help them improve without losing morale. It’s more of a long-term approach where you schedule quarterly or annual reviews to discuss team performance, identify areas of improvement, and plan for the future. 

You should be transparent with your teams to get the best results. Plus, you must tell them how their work contributes to achieving the company’s goals. A well-thought-out performance management system can help you ensure productivity in a remote work setting without being intrusive. 

4. Keystroke Logging 

Monitoring output using this method is quite delicate. You track every key pressed by your staff members. Honestly, you should have a compelling reason to proceed with this strategy. Given how very invasive it is, you have to move quite carefully. 

If you’re looking into a possible data leak or security breach, then keystroke logging may be a reasonable course of action. But, you should avoid doing so only to monitor the output of your team. 

You still need your staff’s permission even if you proceed with it. Furthermore, you have to view it as a temporary performance-tracking tactic. Prolonged use of this method may seriously harm employee morale.  

5. Screen Recording 

This method is somewhat akin to keystroke logging. Actually, it’s a step forward. Here, you set up a system that either takes screenshots of your team’s screens or randomly records a video. 

You have to inform your teams about this and obtain their permission before using the system, much like you do with keystroke logging. But, unless you have a reasonable reason, we advise against such extremes. 

It gives a constant surveillance vibe, which undermines trust and raises privacy concerns. If you have to consider implementing such a mechanism, it must follow informed consent and clear justification. 

It’s a Wrap 

We shared with you five ways through which you can effortlessly monitor the productivity of your remote teams. Some of them may be privacy-invasive. But sometimes, they may be the need of the hour. 

The way you balance privacy and productivity when monitoring your remote teams depends on how you implement the productivity tracking mechanism. 

You must clearly communicate your expectations and have a constructive feedback mechanism in place. What makes productivity tracking effortless is when you pair the right key performance indicators with tasks. So you don’t have to resort to extreme measures. 

Transparency and open communication play a huge role. Even though you resort to privacy-invasive productivity tracking methods, take your team’s consent and involve them in policy development.

About the Author 

Syed Balkhi is the founder of WPBeginner, the largest free WordPress resource site. With over 10 years of experience, he’s the leading WordPress expert in the industry. You can learn more about Syed and his portfolio of companies by following him on his social media networks. 

The post How to Balance Privacy and Productivity in Remote Work Monitoring  appeared first on The European Business Review.

The rapid integration of AI into workplaces has transformed how employees engage with their tasks. By automating repetitive work, AI offers a promising solution to boost efficiency and free up time for strategic and creative thinking. Yet, despite AI’s ability to simplify workflows, many businesses are still struggling with an overload of disconnected productivity tools that create constant distractions. While AI can eliminate tedious tasks and create space for meaningful work, the proliferation of such non-integrated platforms risks creating a “ping-fatigue” crisis that leaves teams overwhelmed and exhausted.

I’ve worked extensively with organisations navigating the AI landscape, and I understand the promise of AI to unify workflows and create a more efficient digital experience. The challenge isn’t AI itself, but how businesses integrate it with their wider tools and platforms. The key lies in striking the right balance, leveraging AI as an opportunity to consolidate and simplify workflows, rather than adding to the noise and complexity. When implemented strategically, AI helps create a seamless and stress-free digital experience, while keeping employee well-being front and centre.

The rising tide of digital overload

With various platforms managing different tasks – collaboration software, communication apps, automated workflows – employees must constantly switch between interfaces.

While productivity tools are designed to enable efficiency, their sheer volume has led to an unintended consequence – overwhelmed employees grappling with an influx of digital distractions. From real-time project updates to instant chat messages, employees often find themselves constantly responding to a tidal-wave of notifications, rather than engaging in meaningful work. Research by Gloria Mark, a professor of informatics at the University of California, Irvine, found that people typically take about 23 minutes and 15 seconds to fully regain their concentration. With constant notifications disrupting their workflow, it’s understandable why many employees feel they can never get through tasks effectively if every notification can potentially impair their cognitive focus and productivity.

One of the biggest obstacles is the fragmentation of collaboration tools across different departments. With various platforms managing different tasks – collaboration software, communication apps, automated workflows – employees must constantly switch between interfaces. This “app overload” not only disrupts focus but also creates inefficiencies that AI can help us eliminate. Add to that the stress of the always ‘on’ culture with employees feeling the need to deliver on managerial demands regardless of what they’re doing or the time of day (especially when it comes to global teams). It’s no surprise that teams report feeling more stressed and less productive despite having more “productivity tools” at their disposal than ever before.

Leveraging AI to cut through the noise

To combat ping fatigue, business leaders must take a strategic approach to AI adoption by first uncovering what their organisation truly needs and then incorporating the right AI tools to support those goals. Rather than deploying multiple standalone tools, organisations should focus on integrating AI within a single, intuitive system that consolidates tasks and minimises unnecessary distractions. AI should be seen as the unifying force that streamlines workflows and eliminates redundant processes, rather than an additional layer of complexity. By carefully selecting and integrating the AI tools that align with their specific business objectives, companies can create a cohesive stack that directly addresses operational challenges and enhances workflow efficiency. The right AI solutions can help reduce unnecessary notifications, surface only the most relevant information, and improve overall productivity – all without overwhelming employees.

Companies can also consider adopting AI solutions that incorporate smart prioritisation, where notifications and tasks are surfaced based on urgency and relevance. For example, with Smartsheet, users can configure their notifications to ensure they only receive a specific type of notification on their desired device and can also opt out of notifications like ‘changes to a document’ to reduce the notification noise.

By aligning communication methods with employee needs, organisations foster a more effective and less overwhelming digital work environment, ensuring that technology enhances collaboration rather than becoming a source of frustration.

Beyond technological solutions, implementing a culture that prioritises digital well-being is crucial. Encouraging teams to set clear boundaries, limit non-essential notifications, and embrace productivity techniques – such as the famous Pomodoro technique (25 minutes of focused work followed by a 5-minute break) – can help mitigate mental exhaustion. It’s also helpful to encourage employees to have their ‘focused ping-free’ hour where they can concentrate on tasks exclusively.

Another key element of reducing digital overload is recognising that communication preferences vary among employees. While some may prefer instant messaging on platforms like Teams and Slack, others might find email more manageable, and some may opt for more direct phone or video calls for clarity. Leaders should engage in open discussions with their teams to understand these preferences and, where possible, establish guidelines that respect individual working styles. By aligning communication methods with employee needs, organisations foster a more effective and less overwhelming digital work environment, ensuring that technology enhances collaboration rather than becoming a source of frustration.

Prioritising employee well-being in the AI era

The AI revolution in the workplace is still unfolding, and businesses must remain agile in addressing its challenges. Leaders have an opportunity to reshape how AI is implemented, not as just another tool, but as a way to simplify and streamline work processes and move towards a cohesive, employee-first approach. By thoughtfully consolidating AI tools, respecting individual work styles, and prioritising mental well-being, businesses can create digital environments that truly serve their teams.

As organisations seek to optimise their digital strategies, discussions around AI adoption and workplace well-being will take centre stage. I’ll be speaking at Smartsheet’s upcoming London Summit on June 3, where we will explore these themes in depth – offering insights into how businesses can harness AI effectively while keeping employee experience at the forefront. With registration now open, it’s an opportunity for leaders to engage in meaningful conversations about the future of work in an AI-powered world.

The goal isn’t to implement technology for its own sake, but to build systems that empower employees to do their best work without unnecessary friction. This human-centred approach to AI adoption will distinguish tomorrow’s workplace leaders from those who simply chase the latest innovations without consideration for their impact. As we continue to refine our relationship with AI, let’s remember that the most valuable workplace asset remains human creativity and collaboration – qualities that technology should enhance, not hinder.

About the Author

Caz Brett is a Sr. Director of Product Management responsible for Smartsheet’s Enterprise Administration teams. Caz joined Smartsheet in 2022, prior to which she led product, engineering and design teams at the BBC and a global software development agency.

The post Productivity Versus Ping Fatigue – is AI the Answer to Simplifying our Workflows? appeared first on The European Business Review.

Bringing clarity to your goals

Many people struggle to achieve their goals because their targets are too general. Starting with broad goals like “I want to get fit” or “I want to grow my business” is useful. However, putting no concrete direction makes these targets easily overwhelming and difficult to achieve.

You can create measurable and specific goals through goal-setting software systems. The majority of apps support the SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goal framework. This maintains the structure and attainability of all set ambitions.

For instance, you should establish a goal of “working out for 30 minutes four times weekly throughout the next 3 months” instead of the vague objective of “exercising more.” The explicit goals enable you to monitor your advancements and maintain your dedication levels.

Tracking progress in real-time

Seeing how much progress you made is one of the most satisfying aspects of pursuing goals. The visual performance monitoring system of goal-setting software shows progress through charts, streaks, or milestone celebration features.

The addition of this minor aspect proves itself to be an effective motivational tool. Your dedication to continue moving forward becomes stronger when you observe steady forward development, irrespective of the size of the steps you take.

Increasing accountability

The absence of observers makes it simple to drop your objectives. A goal-setting application allows you to reveal your goals to platform members, such as friends, coaches, and accountability partners. You can utilize integration features between the apps and social platforms which enable social sharing during goal achievement butts.

The goal-setting process transforms into an interesting activity because of these features. Continuous observation allows you to make better progress toward your goals.

Overcoming procrastination and staying focused

Goal-setting software offers active tools to combat procrastination, which can hinder the achievement of outcomes. Task management becomes more effective through deadline alerts, daily alert systems, and priority organization abilities.

Goal-breaking tools transform complex objectives into realistic steps that you can easily accomplish. This allows you to split large, challenging goals into smaller daily steps, which reduces overall stress and enhances productivity levels.

Building long-term motivation

Building motivation requires more than initial start-up energy since it involves continuous, sustained effort. Goal-setting software fosters desirable habits by introducing continuous performance tracking, incentive systems, and progress tracking capabilities. You can access reflection tools that enable you to review your previous accomplishments before setting your upcoming targets.

The process of regular achievement monitoring combined with accountability helps you develop self-control habits that sustain your motivation for the long term. The mutual frequency of goal-setting methods eventually turns productivity from a challenging process into a natural habit.

The bottom line

People who experience difficulties maintaining their productivity levels should consider using goal-setting applications for improved performance. It can help convert dreams into reality through its combination of scheduling tools, progress monitoring features, and performance tracking capabilities.

The post How Goal-Setting Software Can Boost Productivity and Motivation appeared first on The European Business Review.

Introduction 

Every day, we enter a state of unconsciousness for six to eight hours, diving into a mysterious world shaped by dreams (Walker, 2017). Despite its critical role in emotional, cognitive, and physical restoration, sleep often goes unnoticed in discussions about workplace performance. Yet, it remains a cornerstone of human health and productivity. In recent years, sleep duration has been steadily declining among workers, raising significant concerns about the impact of this trend on their professional lives (CDC, 2017). 

Current statistics highlight the gravity of the issue in the United States: over 40% of workers in industries such as production, healthcare, and food preparation report sleeping six hours or less per night (CDC, 2017). This widespread sleep deprivation, driven by demanding schedules and increasing workplace stress, underscores the need for a deeper understanding of sleep and its critical role in workplace performance (Barnes, 2011).  

To address this growing concern, this article explores the question: “What is the impact of sleep on workplace performance?” By examining both the benefits of sufficient sleep and the detrimental effects of deprivation, this discussion aims to reveal how sleep shapes essential aspects of work, such as emotional regulation, decision-making, productivity, and learning. To answer this question, it is first necessary to explore the intricate mechanisms of sleep and the physiological and psychological roles they play. 

Understanding Sleep 

Sleep is a complex biological process essential for human survival and optimal functioning. It is regulated by two key mechanisms: sleep-wake homeostasis and the circadian rhythm (Holzinger, 2013). These mechanisms collaborate to ensure restorative sleep, cycling through distinct phases that contribute uniquely to physical, emotional, and cognitive well-being.  

The Phases of Sleep  

Sleep comprises multiple stages, broadly categorized into Non-Rapid Eye Movement (NREM), Rapid Eye Movement (REM) and Deep Sleep. These stages alternate in cycles throughout the night, each lasting approximately 90 minutes (Schulz, 2013). The transitions between these stages are illustrated in Figure 1, showcasing the distinct phases and their cyclic patterns throughout the sleep period (Zhang et al., 2022).  

Figure 1: The general sleep transitions and sleep cycles. Adapted from Zhang, Zhou, & Liu (2022).

Non-REM Sleep: This phase includes the lighter stages of sleep, preparing the body for deeper, restorative rest. During Non-REM sleep, physiological activities decrease significantly, with reductions in heart rate, breathing, and body temperature (Schulz, 2013).  

Deep Sleep: Also known as slow-wave sleep, this stage is vital for cellular repair, immune system strengthening, and the consolidation of declarative memory (Wießner, 2016). In deep sleep, the body reaches its most relaxed state, characterized by minimal brain activity and lowered blood pressure and heart rate. 

REM Sleep: In this stage, the brain becomes highly active, processing emotions and integrating experiences into long-term memory. REM sleep is associated with creativity and problem-solving (Rasch, 2013). Despite the heightened brain activity, the body experiences temporary muscle atonia, while breathing and heart rate may become irregular. 

The Circadian Rhythm 

The circadian rhythm serves as the body’s internal clock, regulating the sleep-wake cycle and aligning it with environmental cues like light and darkness (Holzinger, 2013). This rhythm is primarily influenced by external factors, notably daylight exposure, which affects melatonin production, a hormone that induces sleep and controls your internal body clock (circadian rhythms). 

Notably, the circadian rhythm evolves throughout an individual’s life. Younger individuals often have a delayed circadian rhythm, leading them to fall asleep and wake up later. As people age, this rhythm shifts earlier, explaining why older adults frequently wake up earlier in the morning (Schulz, 2013). Such natural changes can impact daily routines, productivity, and social interactions, especially in age-diverse workplace environments

Modern lifestyles heavily disrupt the circadian rhythm, particularly through widespread exposure to artificial lighting from electronic devices

Modern lifestyles heavily disrupt the circadian rhythm, particularly through widespread exposure to artificial lighting from electronic devices. The blue light emitted by screens suppresses melatonin production, which is produced by the pineal gland, delaying the body’s natural sleep cycle. This not only makes it harder to fall asleep but also increases the likelihood of frequent awakenings during the night, disrupting the entire sleep cycle. With nearly all individuals using smartphones, computers, or TVs during evening hours, the prevalence of disrupted circadian rhythms has significantly increased, contributing to insufficient and fragmented sleep across all age groups (Holzinger, 2013). 

Chronotypes  

Individual differences in sleep patterns, known as chronotypes, further influence sleep’s impact. Early birds, or “larks,” peak in productivity during the morning, while night owls function better in the evening. Mixed chronotypes fall between these extremes. Importantly, chronotypes are largely biologically determined and resistant to change when influenced externally, such as through imposed schedules or environmental pressures. Nevertheless, natural changes in chronotypes are evident over the human lifespan, with shifts toward earlier tendencies as individuals age. 

Figure 2: Chronotype distribution by age and gender. Data derived from Fischer, Lombardi, Marucci-Wellman, & Roenneberg (2017).

Figure 2 illustrates the distribution of chronotypes across genders and age groups. Chronotypes exhibit notable shifts as individuals age: younger men and women tend to have a higher prevalence of night owl tendencies, whereas older individuals increasingly identify as early birds. For instance, among men, the proportion of early birds rises from 18% in the 15–19 age group to 38% in the 60–64 group, while the prevalence of night owls steadily declines. A similar trend is evident for women, with the percentage of early birds increasing from 20% to 40% across the same age range. 

On average, 26% of men and 30% of women identify as early birds, while 31% of men and 29% of women are night owls. Mixed chronotypes dominate across genders, with approximately 43% of men and 41% of women falling into this category (Fischer et al., 2017). 

The majority of individuals fall within the categories of mixed chronotypes or night owls, particularly among younger populations where this trend is most pronounced. This presents a systemic challenge, as standard work start times frequently fail to align with the natural sleep-wake patterns of a significant portion of the population. Such misalignment disrupts overall sleep quality and duration, leading to cumulative sleep debt, increased fatigue, and diminished cognitive and emotional performance, ultimately affecting workplace productivity and well-being (Saalwirth & Leipold, 2021).  

While chronotypes naturally shift with age, gradually aligning with conventional work schedules, the impact on younger individuals and especially night owls remains substantial. As a result, individuals with night owl tendencies face significant challenges in adhering to early work schedules, further amplifying the adverse effects on productivity and health. These findings underscore the need for workplace policies that accommodate chronotypical diversity, fostering environments that promote both well-being and productivity.  

Sleep’s Role in Workplace Performance 

Sleep is a critical determinant of workplace success, influencing numerous factors that contribute to both individual and organizational outcomes. Among these, emotional regulation, decision-making, productivity and creativity, and learning and memory consolidation stand out as particularly impactful. Together, these aspects shape employees’ effectiveness, peer group dynamics, and the broader organizational culture. 

Emotional Regulation 

A well-rested individual brings balance and composure to the workplace. Sufficient sleep allows the brain to better regulate emotions, reducing stress and promoting harmony in interactions. Employees who sleep at least seven hours per night demonstrate 23% greater emotional stability, enabling them to navigate conflicts with patience and maintain positive team relationships (Barnes, 2011). This emotional resilience fosters collaboration, boosts morale, and strengthens workplace cohesion. 

Sufficient sleep allows the brain to better regulate emotions, reducing stress and promoting harmony in interactions.

In contrast, sleep deprivation throws emotional regulation off balance, heightening irritability and impulsivity. The brain’s prefrontal cortex, essential for managing emotions, becomes less effective, leading to a 60% increase in emotional lability among sleep-deprived individuals (Rasch & Born, 2013). These shifts can create workplace tension, increase conflicts, and weaken team cohesion, ultimately diminishing productivity and morale (Sachdeva & Sharma, 2021).  

The above comes to suggest that for a better emotion regulation and for a better performance at the workplace, individuals should have at least 7-9 hours sleep per day so that to be able to better navigate through workplace challenges and life’s adversities.  

Decision-Making 

Good decision-making is rooted in clarity and confidence, qualities that thrive with sufficient sleep. REM sleep, in particular, enhances problem-solving skills and neural processing, enabling individuals to perform 42% better on complex tasks compared to those who are sleep-deprived (Rasch, 2013). Rested employees are more adept at evaluating risks and benefits, making them reliable contributors in high-pressure situations.  

Sleep deprivation, however, clouds judgment and slows cognitive processing. Studies show that individuals operating on insufficient sleep are 30% less accurate in decision-making and far more prone to errors in high-stakes scenarios (Hoermann et al., 2021). When poor sleep quality becomes a pattern, impulsive choices and avoidable mistakes can disrupt workflows and jeopardize organizational goals (Sachdeva & Sharma, 2021).  

The above comes to suggest that in case we want to do better decision-making and to ameliorate the functioning of our higher cognitive processes, we have to pay a closer attention to a quality sleep that has the utmost power of improving the aforementioned processes. 

Productivity and Creativity 

Productivity thrives when energy levels are replenished and creativity is nurtured, a dual benefit of adequate deep sleep. Employees who sleep well are 35% more productive and commit 50% fewer errors compared to their sleep-deprived counterparts (Wießner, 2016). Creative industries, in particular, see a notable advantage, as rested individuals excel at reorganizing and integrating information, leading to innovative ideas and solutions.  

On the other hand, chronic sleep deprivation drags down productivity. Workers with poor sleep quality face an average 29% decline in output, while errors and delays increase significantly (Munafo et al., 2016). Insomnia symptoms alone contribute to the loss of approximately 7.8 productive days per employee annually, further compounding workplace inefficiency (Kessler et al., 2011). 

This comes to suggest that sleep deprived individual perform worse than those employees who have had a good night’s sleep, which hints to the fact that performance levels and quality sleep are very tightly interlinked. 

Learning and Memory Consolidation  

Every training session, brainstorming meeting, or new skill learned relies on the brain’s ability to consolidate information, a process fundamentally tied to sleep. Both slow-wave and REM sleep play critical roles in enhancing memory retention, with individuals who sleep seven to nine hours retaining up to 40% more information than those with insufficient sleep (Rasch, 2013). This advantage allows employees to adapt quickly to new challenges and continuously grow in their roles.  

Conversely, inadequate sleep disrupts the memory consolidation process, leaving employees struggling to retain and apply new knowledge. Poor sleep quality is linked to a 30% decline in job performance related to learning and adaptability (Sachdeva & Sharma, 2021). Over time, these gaps in skill retention hinder both individual development and organizational innovation.  

Improving Sleep for Better Workplace Performance  

Having explored the profound effects of sleep on workplace performance, it becomes essential to address the solutions. While the challenges posed by insufficient sleep are significant, there are actionable strategies that organizations, managers, peer groups, and employees can implement to mitigate these effects. By fostering healthier sleep habits across these levels, workplaces can enhance both individual well-being and organizational success, also by means of providing their employees with correlated training and/or introducing nap pods. 

Organizational Strategies 

Organizations play a vital role in promoting sleep health by creating an environment that supports work-life balance and well-being. Policies such as flexible working hours and limits on overtime can significantly reduce the strain on employees’ sleep schedules. Additionally, workplaces designed with stress-reducing elements, such as natural lighting and quiet spaces, help employees maintain better sleep quality. Introducing wellness programs or offering sleep education workshops further empowers employees to prioritize rest, fostering a culture of health within the organization. Research indicates that organizations implementing flexible schedules see up to a 20% reduction in employee sleep deprivation, contributing to higher productivity and morale (Reddy et al., 2020). 

Management Approaches  

Managers and leaders influence sleep health through the behaviors they model and the expectations they set. Encouraging leaders to prioritize their own sleep and advocate for reasonable workloads creates a ripple effect that benefits the entire team. Setting realistic deadlines and avoiding last-minute demands reduces employee stress, ensuring that workloads do not encroach on personal rest time. For night-shift workers, providing sleep-friendly environments, such as nap rooms or designated rest breaks, can mitigate the negative effects of irregular schedules. Studies show that leaders who model a balanced approach to work and rest improve team productivity and morale by 15% (Barnes, 2011). 

Social and Peer Group Dynamics 

The influence of social dynamics on sleep health is significant. Fostering a workplace culture where colleagues respect boundaries regarding after-hours communication is crucial. Peer support systems that promote healthy behaviors, including prioritizing sleep, help reduce workplace stress and its associated sleep disturbances. Additionally, discouraging group activities that disrupt sleep, such as late-night social events or excessive weekday drinking, contributes to healthier habits. Research highlights that teams with strong social support report 25% fewer sleep-related issues due to reduced workplace stress (Hoermann et al., 2021).  

Employee Actions 

Mindfulness meditation and breathing exercises are proven methods to reduce stress and improve sleep quality.

Employees themselves can adopt several strategies to improve their sleep quality and its subsequent impact on workplace performance. Practicing good sleep hygiene—maintaining consistent sleep schedules, avoiding caffeine and screen exposure before bedtime, and creating a relaxing pre-sleep routine lays the foundation for better rest. Mindfulness meditation and breathing exercises are proven methods to reduce stress and improve sleep quality. Recognizing the direct link between sleep and professional success motivates employees to prioritize rest, resulting in measurable improvements in their well-being and performance. Studies demonstrate that sleep hygiene education can improve sleep quality by 30% and reduce insomnia symptoms significantly (Sachdeva & Sharma, 2021). 

Conclusion: A Collective Responsibility for Better Sleep  

Sleep, as explored throughout this article, is influenced by a multitude of interconnected factors, spanning individual habits, social interactions, management practices, and organizational policies. While companies and managers can play a critical role in fostering a sleep-supportive environment, the ultimate responsibility for improving sleep lies with the individual. Sleep is deeply personal, shaped by one’s unique biology, behaviors, and lifestyle choices. 

Nevertheless, as individuals within a workplace context, we are part of a broader living continuum with significant social impact and shared responsibility. Organizations and leaders have the opportunity to create environments that encourage healthier behaviors, reflecting the principles of new work. This modern perspective emphasizes that work should not only drive productivity but also actively support the well-being of employees. By promoting flexible schedules, modeling healthy behaviors, and fostering a culture of respect and collaboration, workplaces can empower individuals to prioritize their health, including sleep.  

Ultimately, achieving better sleep and its associated workplace benefits requires collective effort. It is not solely about assigning responsibility but about acknowledging the interconnectedness of all levels: individual, social, and organizational. By understanding and addressing these dynamics, we can cultivate a more sustainable and human-centered work culture, where sleep is valued as an integral part of both personal and professional success.

References  

• Barnes, C. M. (2011). Sleep and organizational behavior: Implications for workplace performance. Annual Review of Organizational Psychology and Organizational Behavior, 2(1), 69–91. 

• Centers for Disease Control and Prevention (CDC). (2017). Short sleep duration among workers—United States, 2017. Morbidity and Mortality Weekly Report, 67(8), 1–8. 

• Fischer, D., Lombardi, D. A., Marucci-Wellman, H., & Roenneberg, T. (2017). Chronotypes in the US – Influence of age and sex. PLOS ONE, 12(6), e0178782. https://doi.org/10.1371/journal.pone.0178782 

• Holzinger, B. (2013). Sleep, circadian rhythms, and sleep disorders: An introduction to sleep science. International Journal of Psychophysiology, 90(3), 3–10.  

• Kessler, R. C., Berglund, P. A., Coulouvrat, C., Hajak, G., Roth, T., Shahly, V., & Shillington, A. C. (2011). Insomnia and the performance of US workers: Results from the America Insomnia Survey. Sleep, 34(9), 1161–1171. 

• Munafo, M. R., Stamatakis, E., & Wareham, N. J. (2016). Sleep deprivation and workplace performance. Journal of Occupational and Environmental Medicine, 58(7), 671–678.  

• Rasch, B., & Born, J. (2013). About sleep’s role in memory. Physiological Reviews, 93(2), 681–766.  

• Reddy, A. B., O’Neill, J. S., & Maywood, E. S. (2020). Circadian rhythms and workplace health. Trends in Endocrinology and Metabolism, 31(8), 543–555. 

• Saalwirth, C., & Leipold, B. (2021). Chronotypes and their impact on workplace productivity. Sleep Health, 7(2), 198–204. 

• Sachdeva, S., & Sharma, P. (2021). Sleep quality and job performance in working professionals. Journal of Occupational Health Psychology, 26(3), 199–208. 

• Schulz, H. (2013). Phases of sleep and their impact on human health. Journal of Clinical Sleep Medicine, 9(5), 489–495. 

• Walker, M. (2017). Why we sleep: Unlocking the power of sleep and dreams. Scribner. 

• Wießner, M. (2016). The role of deep sleep in workplace productivity. Neurobiology of Sleep and Circadian Rhythms, 1(1), 15–23. 

• The general sleep transitions and sleep cycles. Adapted from Zhang, X., Zhou, X., & Liu, Q. (2022). AI-empowered virtual reality integrated systems for sleep stage classification and quality enhancement. Retrieved from https://www.researchgate.net/publication/360908182_

AI_Empowered_Virtual_Reality_Integrated_Systems_for_Sleep_Stage_Classification_and_Quality_Enhancement.  

• Fischer, D., Lombardi, D. A., Marucci-Wellman, H., & Roenneberg, T. (2017). Chronotypes in the US – Influence of age and sex. PLOS ONE, 12(6), e0178782. https://doi.org/10.1371/journal.pone.0178782 

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Success is achieved by working hard and utilizing every resource you have at your disposal. Most entrepreneurs attribute their success to staying on task and putting their best foot forward in every situation. Being productive is a must. The key to boosting productivity is always making the best use of your time. Every minute is a valuable asset that must be used wisely. There are many time-saving tips you can use to improve your productivity and help you achieve all your goals.

Create a To-Do List Every Morning

Maintaining a weekly calendar and creating a to-do list every morning are easy ways to ensure you complete all of your important tasks each day. New tasks can be added throughout the day and a few can be added to tomorrow’s list. The key is keeping your time manageable so that you can be as productive as possible without becoming stressed or rushing through your work. Working at a consistent pace will allow you to stay focused and reduce your risk of mistakes.

Schedule Your Time Wisely

To schedule your time wisely, you will need to know how much time it will take to complete each task. Give yourself enough time to complete each task without hurrying through it. It’s always a good idea to set aside a small amount of time for unexpected tasks that may need immediate attention. If you find you have a little extra time at the end of the day, complete one or two of the tasks from tomorrow’s list. Scheduling your time wisely will prevent burnout and help you stay on track when your business starts growing.

Take Short Breaks to Disconnect and Recharge

Working on the same task for long periods can cause you to lose your momentum. Take a five-minute break. Go for a short walk outside or stand at your desk and stretch. Disconnect from your work and allow your mind to recharge itself. Listen to the radio or talk to a co-worker. Disconnecting your thoughts will allow you to look at your work with fresh eyes. It will clear away mental blocks and give you a chance to see things from a new perspective.

Make Notes Throughout the Day

Carry a small notepad as you go about your day. You never know when a new idea will come to you. Having a small notepad and pen will give you a chance to write down your ideas or add a task to your calendar such as washing the dog, filing taxes, buying gifts, etc. You may have an excellent memory, but when you are working through your day, you may not remember all your ideas. Writing them down will make sure your ideas remain intact and easy for you to recall when you are ready to use them. For example, you can write down your daily thoughts on scheduling appointments, monitor your credit, and more.

Stressed? Take a Few Deep Breaths

Everybody has days when things can get out of control. Plans get sidetracked and nothing seems to go right. Don’t let yourself get overwhelmed. As soon as you start to feel stressed, stop what you are doing and take a few deep breaths. Assess the situation and prioritize the tasks you are working on. Take a few minutes to get your thoughts together and refocus. Deep breathing brings fresh oxygen to the brain and will do wonders for your ability to concentrate and stay on task.

Minimize Distractions

One of the biggest drains on productivity is constantly being distracted. Phone calls, background noise, texts, and other distractions can slow down your progress and cause frustration. Lower the volume on your phone or wear noise-canceling headphones to minimize any outside noises. If you are working from home, make it clear to your family that your work is important, and you need to be able to finish your project. Set time limits so you can take breaks when they are needed.

Create a Comfortable Workspace

Your productivity will suffer if you aren’t comfortable. Create a workspace that has everything you need to work efficiently. A sturdy office chair, organizable supply storage, and an ergonomic desk that is easily adjusted to your needs will maximize your comfort and make it easy for you to complete your projects in a timely fashion. Your productivity will improve and you will be able to stay focused on the task at hand. It’s also a good idea to keep a fan or small space heater on hand to maintain a comfortable temperature.

Use Natural Lighting

Use natural lighting whenever possible. Fluorescent lights can throw off the natural rhythms of the body and may cause headaches. While you may need a bright LED light occasionally to see small details, it’s a good idea to use natural lighting whenever you can. Natural lighting relieves eye strain and provides many health benefits. Open a window to let the light shine in and fresh air flow through the room. Take a few deep breaths and enjoy a little bit of nature during your work day.

Work Smarter, Not Harder

Work smarter, not harder is a phrase we are all familiar with. Look for ways to improve efficiency. Take advantage of shortcuts that eliminate wasted time. Hire an assistant if you find yourself spending more time on maintenance tasks than you do working on your important projects. You may only need help for a few hours a week. Having another set of hands will boost your productivity more than you realize and may actually allow you to increase your workload across the board.

Practice Self-Care

Most importantly, your productivity will suffer if you don’t take care of yourself. Practicing self-care includes getting enough rest each night, eating a healthy diet, and being as active as possible. Visit your doctor for a yearly checkup and your dentist for a dental exam. If you want to be at your peak at work, you need to maintain your health and well-being. Eliminate stress by going for a walk or meditating for a few minutes. Take advantage of your short breaks by stretching and breathing deeply. Listen to your favorite music to elevate your mood

When you want to boost your productivity, look around for things that might distract you. Look for ways to fine-tune your workday. Incorporate things you enjoy and make work fun! If you love what you do, your tasks will go more quickly and the pride you have in your work will show. Increasing your productivity will come naturally when you learn how to effectively manage your time and surround yourself with things that make you feel at home.

About the Author

Ashley Nielsen earned a B.S. degree in Business Administration Marketing at Point Loma Nazarene University. She is a freelance writer who loves to share knowledge about general business, marketing, lifestyle, wellness, and financial tips. During her free time, she enjoys being outside, staying active, reading a book, or diving deep into her favorite music. 

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To truly savor the holiday spirit, consider prioritizing well-being alongside productivity. Engage in self-care practices that can keep your energy levels high and stress levels low. Simple strategies like digital detoxing and clear communication about your work boundaries can make a significant difference.

Finally, remember that while focusing on efficiency, embracing the joy and spontaneity of the holidays is equally important. Whether it’s spending quality time with loved ones or indulging in personal hobbies, make sure that your holiday season is about balance, ensuring every moment counts.

Strategies for Achieving Work-Festivity Balance

Balancing work responsibilities with holiday festivities can be challenging. Successful strategies involve careful task prioritization, efficient time management, and effective communication to maintain both productivity and joy during the season.

Prioritizing Tasks

During the holidays, tasks can pile up quickly. Begin by listing your tasks and ranking them based on urgency and importance. This ranking helps you focus on high-priority items first. Using a tool like a digital planner or a simple checklist can aid in visualizing what needs immediate attention. Consider setting specific goals for each day to enhance productivity and track progress. This approach allows you to address essential work obligations while also setting aside time for festive activities.

Effective Time Management

Effective time management during the holiday season means creating a balanced schedule that accommodates both work and personal commitments. Use time-blocking techniques to allocate specific hours for focused work, ensuring breaks for festive activities or relaxation. Setting clear deadlines for tasks can increase efficiency by keeping you accountable. Consider incorporating techniques like the Pomodoro Technique, which involves working in short, controlled bursts for maximum productivity.

Delegating Responsibilities

Effective delegation is essential to avoid burnout. Identify tasks that can be handled by colleagues or family members. At work, communicate clearly with your team about responsibilities and deadlines, ensuring everyone understands their roles. During festivities, share household chores or event planning tasks with family members. Trust is crucial, so choose reliable individuals for delegation and provide them with necessary instructions to maintain workflow and festivities harmoniously.

Leveraging Technology for Efficiency

Technology can significantly ease the burden of managing work and personal life during the holidays. Use scheduling software to keep track of meetings, deadlines, and family events. Collaboration tools like video conferencing apps and project management platforms ensure continuous communication and progress on work tasks. Automation can also be useful for repetitive tasks, freeing up more time for holiday enjoyment while still meeting work goals.

Setting Boundaries at Work

Setting clear boundaries at work ensures that you maintain a healthy work-life balance. Communicate your holiday plans with colleagues and supervisors to manage expectations about your availability. Consider setting your email to auto-respond during specific days or hours, informing contacts when they’ll receive a reply. This transparency helps carve out personal time without work interruptions, allowing you to focus fully on festive activities when away from work.

Ensuring Quality Family Interactions

Quality family interactions are integral during the holiday season. Plan activities that encourage bonding, such as game nights, cooking together, or participating in community events. Consider embarking on a last-minute weekend cruise to create unforgettable memories. Set aside daily time to unplug from work devices and be present with family. Engage in meaningful conversations and actively listen to your loved ones. Prioritizing these interactions fosters strong relationships and makes the festive season memorable for you and your family.

Maintaining Well-Being During the Holiday Hustle

Navigating the busy holiday season requires focusing on well-being to maintain both productivity and enjoyment. Key areas to consider include mindfulness, managing stress, staying active, getting sufficient sleep, fostering positivity, and acknowledging personal achievements. Taking intentional breaks—such as planning a peaceful coastal getaway or browsing options for Scotts Head holiday accommodation—can also remind you to slow down and prioritise rest.

Embracing Mindfulness and Self-Care

Prioritizing mindfulness can significantly improve your holiday experience. Engage in practices like meditation or deep-breathing exercises to remain calm amidst chaos. Setting aside even a few minutes each day for these activities can help center your thoughts and reduce anxiety.

Incorporating self-care routines can bolster your emotional and physical health. Make time for activities that bring you joy, like reading or bathing, which can provide a sense of relaxation and rejuvenation.

Managing Holiday Stress

Holiday stress is common, with increased demands on your time and energy. To manage this, practice mindful planning. Create a list of tasks and prioritize them over the course of your days and weeks. This reduces last-minute pressure.

Learn to say no gracefully. Overcommitting can lead to burnout. Understand your limits and communicate them to others, which helps maintain a balance between obligations and personal needs.

Staying Physically Active

Physical activity is crucial for maintaining energy levels and reducing stress. Incorporate exercise into your routine by selecting enjoyable activities such as a brisk walk, yoga session, or a quick home workout. Even 15-20 minutes can have significant benefits.

Make movement part of your social activities. Invite friends for a walk or join a group for a physical class together. This way, you blend socializing with staying active.

Achieving Restful Sleep

Sleep can often be overlooked during hectic times but is essential for overall well-being. Develop a regular sleep schedule, going to bed and waking up at the same time each day, to regulate your body’s clock.

Create a relaxing bedtime routine with activities such as reading or listening to soothing music. Limit screen time before bed as blue light can interfere with your sleep quality.

Fostering Joy and Gratitude

Focusing on joy and gratitude can enhance your mental health. Maintain a gratitude journal where you note down things you’re thankful for, which shifts your focus from stress to positivity.

Incorporate acts of kindness into your daily life, whether it’s helping a colleague or volunteering. These actions not only promote positive feelings but can also enrich your social connections.

Celebrating Achievements

Recognizing and celebrating your achievements, big or small, can boost your motivation and provide a fulfilling sense of accomplishment. Set realistic goals and acknowledge your progress, whether completing a project or mastering a new skill.

These milestones can be celebrated privately or shared with loved ones for additional encouragement and recognition, boosting your morale during bustling holiday times.

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Arguably one of the most powerful examples of a performance-defining event for a company was done by a chain-smoking, alcohol-drinking CEO. His actions shaped performance for years at his company, and his employees loved it. In fact, he decorated the company’s locations with pictures from the event to remind them all about the story and its message to every employee. 

This is the story of “Malice in Dallas,” and in typical corporate world style, it started with a legal dispute that led to a lawsuit. 

It all started when Stevens Aviation sued Southwest Airlines for trademark infringement for using their slogan “Just Plane Smart.” Herb Kelleher, the Southwest Airlines CEO and protagonist of this story, was a lawyer by training and responded to the lawsuit in an unusual way. He invited the Stevens Aviation CEO to an arm-wrestling contest. Kelleher did not know that Stevens Aviation’s CEO Kurt Herwald was a bodybuilder. Herwald did not fully appreciate Kelleher’s leadership style. Both sides accepted.  

Kelleher booked the Dallas Sportatorium, a major stadium, and invited employees and press to the event. He jokingly “trained” for the event by smoking and lifting bottles of bourbon while watching Mohammad Ali’s videos. In the spirit of pro wrestling, he showed up in full regalia and was welcomed by thousands of employees who cheered him on from their seats. To enhance the story, he competed while smoking a cigarette. He lost in two out of the three matches. But despite the loss, Stevens Aviation received so much free publicity from the event that they let it go, eventually settling with Southwest and allowing them to use the slogan.  

Legal fights are long, expensive, and usually result in both sides feeling cheated. They never end well. For a company with a promise of great customer service, going forward with a lawsuit would have been the wrong move. Kelleher did something else to send a message to all his current employees and future employees as well: Southwest does it differently. They showed that they do not follow the beaten path. They sought quick and fun ways to resolve disputes, and to do things in a way that is easier, cheaper, and more fun for all involved.  

Kelleher knew that the power of story is far greater than any corporate memo he could issue with the same message. This is why he kept pictures surrounding the story in every office. The story will live on and reinforce the company’s values, a far greater building block in the corporate culture. 

The Power of Stories to Shape Reality 

During a nationwide transformation project for a major car manufacturer, I gave each branch a quota of creating five shareable stories in sixty days. I wanted them to create the stories and then document them and share them with other branches, especially ones that embodied the company’s commitment to customers. The stories had to be real and authentic, exceed expectations, and surprise the customers. 

We collected over five thousand stories in less than a year. During the process of documentation, we videotaped many of the participants and shared them publicly with all the branches. By documenting the stories, we created an inspiration and a support mechanism that enabled employees to tell their stories. It inspired employees to think big but also provided a safety net that made them feel secure in daring to create future stories.  

The CEO’s response? “I didn’t know they could perform at that level.” 

I was not surprised. Most employees want to do an amazing job and be proud of their work. But a company culture with a lack of inspiring stories usually has employees stick to formulated manuals that require them to perform to strict guidelines. The overall performance becomes blandly consistent, boring and undifferentiated for customers. Only with inspiration, permission, and encouragement will employees bring their personal touch and creativity to wow customers.

Stories are a source of inspiration and living proof that the company lives up to the values, purpose, and mission that it took upon itself. As we discussed in the previous chapter, purpose is not what is on the wall. It is what is in the soul. The soul of the organization is their decisions, behavior, and actions. By creating inspiring stories, we give permission to perform exceptionally.  

As a leader, your role is to remove obstacles and help your team members rise to higher levels of performance. Sometimes that obstacle is not physical, but mental—employees do not believe they have permission to perform at those standards. Create stories that will inspire them to do so.  

Herb Kelleher knew that he could not be in every customer interaction or guide employees to the best resolution to a dispute. But his stories can be there, whispering how to do things the Southwest way.  

Stories at the Moment of Truth 

It was the ultimate freak accident in consulting. One of our consultants conducted a focus group at a branch of a Fortune 500 services company. The employees participated to gather insight and assist the branch in improving its performance. But one of the participants, against the original agreement, decided to talk about another participant who spoke badly about the branch manager. Fuming, the branch manager fired the employee who spoke badly about him on the spot and held my consultant accountable for a “coup” in his branch. He also threatened to escalate the situation to the company’s CEO and demand that we be fired.  

It was a moment of truth. We did not have much time to plan a story. The episode was evolving in front of our faces. 

One of my colleagues (who was a veteran of one of the big four consulting firms) suggested we go the route of his previous employer. He suggested we fire the consultant and blame her for not following the rules, to isolate the situation and distance ourselves from it. I called the consultant to debrief. She actually had followed the rules, and not only that, the insights she had gathered about the branch manager were real. It was simply that the branch manager felt threatened by what was discovered and lashed out, a typical situation in our line of work. I decided we would stick by this consultant, as she had done nothing wrong, and try to fix things with our client. It would be no small feat, but I was determined to stick by our value: “Always do the human thing first.” 

I personally reached out to the branch manager and had a heart-to-heart discussion with him. I was respectful of the manager’s experience and expertise, but firm about the call for action I requested. The fired employee was rehired and the project was brought back on track. 

That consultant shared that story with others in the organization, and it became a legend. She was sure we would fire her and distance ourselves. It would have been the easy way out. But instead, we stuck by her. It inspired many of our consultants for years to come. Our people know that we have their back when they work on difficult transformation projects. We will not side with clients, especially if the clients are wrong. I still remember that moment and the decision we had to make. I was afraid that I would lose the project. I was not sure what would be the ultimate outcome. But the decision to stick with our consultant was in line with our company’s values, and everyone thereafter knew that this value was real. It became part of our storybook, and a guide for everyone else to follow. 

Organizations are not a pile of manuals and legal warnings. They are a set of stories and chapters written every day. Author them, document them, and share them to create the culture and behavior you want. Culture is what happens when the leader leaves the room. The stories they share are the true story of your company, much more powerful than sweeping statements. They are also the true predictors of future employee behavior of your employees, while manuals and procedures are escape routes for employees not to deliver their best. Stories are the inspirational accelerators to help your employees reach an exceptional level of performance. 

Excerpted from Dare to Author! Take Charge of the Narrative of your Life by Lior Arussy.  Published by Greenleaf Brook Group Press. Copyright © 2024. All rights reserved.

About the Author

Lior Arussy, author of DARE TO AUTHOR!, is one of the world’s leading authorities on customer experience, transformation, and change, and the founder of the transformation firm Strativity Group. Arussy helped some of the world’s leading brands write the next chapter in their story through transformative process. His clients include Mercedes-Benz, Delta Airlines, Royal Caribbean Cruises, BMW, Cadillac, Novo Nordisk, MasterCard, The Met, Thomson Reuters, HSBC, E.ON, FedEx, SAP, and Johnson & Johnson, among others. 

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By Andrew Barnes

Entrepreneur Andrew Barnes, founder of 4 Day Week Global, discusses the transformative potential of a four-day work week and contends that focusing on productivity rather than hours worked can yield enhanced business performance and improved work-life balance.

To many business leaders, the perception of a reduced-hours or four-day week is merely another example of society abandoning the concept of working and saving hard in favour of a better work-life balance. Inevitably, it does not sit well with individuals who have been often singularly focused on climbing the corporate tree, at the expense of family and personal needs. It is viewed as yet another exercise to pander to a younger generation looking to work less at the cost of reduced profitability and output.

It is in this context that 4 Day Week Global, the not-for-profit organisation behind the global four-day-week movement, has to operate. The irony is that the criticism is unfair, as the journey which led to the idea of a four-day week began not as an exercise in improving work-life balance, but as a quest to improve productivity.

In late 2017, my interest was piqued by a series of research reports which indicated that true productivity in United Kingdom and Canadian workplaces was in the region of one and a half to two and a half hours a day. This was complemented by a further study which delivered a loftier, but still low, 2.53 hours per day, giving a true (or productive) work week of fourteen and a half hours. Uncannily, this reflected a prediction by John Maynard Keynes in the 1930s that, with the rise of automation, humans would only need to work 15 hours per week.

A significant proportion of working hours are in the form of leisure, non-work communication, and inefficiency, as well as time-wasting, to meet the standard 40 hours expected by employees.

Whilst the current reality for many employees is circa 40 hours of work a week and, through digital connectivity, the increasing intrusion of working hours into private life, I had a hunch that perhaps Keynes was right. His focus was on productive output. Obviously, this was easier to measure and achieve in traditional manufacturing workplaces, rather than in a service industry with an office-based environment typified by a work week packed out with filler: drawn-out meetings, personal calls, social media browsing, and interruptions. In such a context, a significant proportion of working hours are in the form of leisure, non-work communication, and inefficiency, as well as time-wasting, to meet the standard 40 hours expected by employees.

My own business, Perpetual Guardian, is a trust company in New Zealand, which had at the time just over 300 employees. I was grappling with how to improve productivity in the business and how to generate a stronger cohesive culture in the company, which had been created via a series of corporate acquisitions over a comparatively short period of time. Our core business was legal services, which are traditionally billed and accounted for on a time basis. My thesis was that, if we turned our attention to output rather than using time as a surrogate for productivity, we could restructure the workplace and the workday so that the desired output could be achieved in four days, rather than five. Unusually, my approach was then to offer, as an incentive, the additional time off to employees, but without a consequent reduction in salary. The concept of 100:80:100 was born: 100 per cent five-day pay, 80 per cent time, with 100 per cent five-day productivity.

In contrast to many carefully researched and evaluated experiments, I really had no evidence other than instinct to back up my launch of the four-day week trial at Perpetual Guardian in 2018, but I had the luck or foresight to commission qualitative and quantitative research by two local universities to assess the impact of the trial on the business and its employees. The results were extraordinary.

Staff engagement scores rose between 30 and 40 per cent, to the highest level the researchers had ever seen in New Zealand. Employees reported that their teams had grown and strengthened throughout the trial, again to levels higher than comparative national data. As expected, work-life balance improved markedly, with staff having more time to rest and reconnect, to participate in family life, and to accomplish tasks in their personal lives.

What was not expected was that staff reported that they were better able to complete their work in four days rather than five, and that company revenue and profitability increased, the latter by 12.5 per cent. Sick days actually halved. Also unexpected was the media firestorm which accompanied the announcement of the trial, its results, and the subsequent announcement of the policy being made permanent in November 2018. At each stage, the media articles numbered over 10,000, from over 100 countries, and with a global audience of over five and a half billion.

What was not expected was that staff reported that they were better able to complete their work in four days rather than five.

It became increasingly clear that the key issue for most employees is the need (and desire) to have more time to devote to family responsibilities or personal matters. It was also clear, at least to us, that when employees had more free time, work time was not disrupted by attempts to handle these responsibilities during working hours. Creating an environment with a focus on output paid both business and personal dividends.

So many business leaders (and employees!) made contact with us asking about the trial that I was prompted to write a book, The 4 Day Week, and also to create a not-for-profit organisation, 4 Day Week Global, which works alongside governments, governmental bodies, companies, and organisations, either individually or through a country or regional group pilot. These pilot programmes last for six months, and we assist participants with developing their own 4-day / reduced-hours work week (not all companies can close for a day, so the model changes from company to company), and each trial is monitored by independent academic research co-ordinated by our research partners at Boston College in Massachusetts and Cambridge and Oxford Universities. Each of our country pilots also involves a local research partner. We also work alongside larger organisations wanting to introduce a four-day-week policy, but for whom a bespoke programme is necessary or desired, rather than the group programmes, which are mainly targeted at smaller to medium-sized entities.

To date, we have run nine pilots involving 350 companies and 9,000 employees across 25 countries, with a further 11 pilots underway or announced across diverse countries, including India, Brazil, Saudi Arabia, and France. This is not an issue only relevant to Western developed economies, but resonates worldwide. Interestingly, the research results from our South African pilot, the first in a developing economy, demonstrated similar outcomes and benefits to those from developed economies such as the UK, USA, EU, and Australia.

Participants are from all sectors – health, manufacturing, logistics, public services, retail, and education – and are factory- as well as office-based. I mention this simply because critics of the four-day week inevitably assume that the four-day week is not applicable to all businesses and sectors. To be clear, we are advocating reduced-hours working with no pay reduction, and this can come in different forms: closing for a day (usually only applicable to small businesses), staff taking different or rotating days off to maintain five- or seven-day operations, half days or five-day, compressed-hour weeks (the latter especially beneficial for working parents). My own company uses all of these, as we have retail branches across New Zealand and we cannot close during the conventional working week.

Research indicates that employees value the time off at a far higher price than business is prepared to pay for it. It is this incentive which drives the effectiveness of a four-day week. After the US trial, 15 per cent of employees said that their employer couldn’t pay them enough to induce them to go back to a five-day week, and a further 15 per cent would have required a 75 per cent pay increase.

The data from our trials is almost boringly consistent now. Almost without exception, 95 per cent of employees and 90 per cent of participating companies want to keep a four-day week on the conclusion of the trial. From an employee perspective, the benefits are reduced stress, better sleep patterns, more family or personal time, and an enhanced ability to focus.

From a business perspective, they see enhanced business performance. The US and UK trials saw revenue increase by over 33 per cent, a reduction in sick days by 60 per cent, and improved recruitment and staff retention dynamics, as well as higher levels of engagement. Their employees reported being healthier and happier. Research by Oxford University on the relationship between staff happiness and the share price performance of companies on the S&P 500 shows that there is an apparent direct correlation between happier staff and share price performance. Who would have thought that healthier, happier staff would perform better?

As the benefits appear to be significant and demonstrable, it is of considerable interest that business and governmental leaders continue to rail against the concept. After all, if the reduction in sick days demonstrated in the pilot programmes were reflected across the wider business community, the economic impact would be considerable. The UK alone loses 19 million days annually to sickness, with an adverse impact to GDP of £45 billion. There is also research, notably out of Henley Business School and others, which demonstrates the potential for significant environmental, infrastructure, and societal benefits with, if the evidence from our pilots and other experiments is to be believed, no adverse impact on output or profitability.

Why is it that, when we experiment and disrupt almost every aspect of our lives, we are not prepared to question the traditional five-day week?

Why is it deemed so threatening to at least question whether traditional methods of working are applicable or even relevant to the working environment and society in the 21^st century? Why is it that, when we experiment and disrupt almost every aspect of our lives, we are not prepared to question the traditional five-day, 40-hour work week? The introduction of the five-day week was partially prompted to create new opportunities and certainly can be credited with the expansion of leisure and tourism markets in recent years.

There is no reason to believe that this would not address current issues facing society, such as gender pay equality, child care, the burgeoning cost of healthcare and care of the aged, as well as facilitating entrepreneurship, upskilling in the face of AI, or even – God forbid – time to train a citizen army, an issue now apparently faced by several European countries.

The four-day week is, at heart, a method of engaging employees to reimagine an enterprise. It is about removing blockages to productivity which are often not identified by traditional process-improvement strategies. It is about rethinking workplace design, about environmental changes to minimise interruptions by phones, emails, or social media, and to eliminate unproductive activity such as overlong or unstructured meetings. The key to a successful implementation is often not to overthink it as a leader, but to empower your employees with the not-inconsiderable incentive of the ultimate prize of reduced hours on full pay.

Spoiler alert. There is somewhere in the world a company or organisation in your sector and your business successfully applying and getting the benefits of a four-day week and they are attracting and retaining the best employees. The biggest risk to an organisation going forward may well not be introducing a four-day week, but dealing with the implications if their biggest competitor does it first.

About the Author

Entrepreneur Andrew Barnes implemented the four-day work week in his business, Perpetual Guardian, in 2018. Following the massive success of the initiative, he founded 4 Day Week Global alongside Charlotte Lockhart to help companies and governments around the world make the shift to a shorter work week.

The post Rethinking Productivity: The Case for a Four-Day Work Week appeared first on The European Business Review.

Efficiency Through Delegation

Delegating accounting tasks to trusted employees can significantly increase a business owner’s efficiency. When employees handle routine accounting tasks, owners can redirect their focus to strategic planning, growth initiatives, and other high-value activities. This delegation not only frees up time but also reduces the burden of managing every financial detail, leading to improved overall productivity.

Accuracy and Financial Health

Specialised employees dedicated to accounting tasks can improve the accuracy of financial records. This minimises the risk of errors and financial discrepancies, ensuring that the business’s financial health is maintained. Accurate financial records are crucial for making informed decisions, managing cash flow, and planning for future growth. Employees with access to these records can provide timely and detailed financial reports, enabling better financial management.

Collaboration and Engagement

Providing employees with access to business accounts fosters a collaborative environment. When employees feel trusted and involved in the company’s financial processes, they are more likely to be engaged and take ownership of their roles. This sense of responsibility can lead to higher morale and productivity, as employees see themselves as integral parts of the company’s success.

Stress Reduction for Business Owners

Business owners often juggle multiple responsibilities, leading to high-stress levels. Owners can alleviate some of this stress by delegating accounting tasks, allowing them to focus on their core competencies. This not only improves their well-being but also enhances their ability to lead and grow the business effectively.

Scalability and Future Growth

As businesses grow, so do their accounting needs. Having employees already trained and familiar with accounting processes can make scaling operations smoother and more efficient. This preparation ensures that the business can handle increased financial complexity without disrupting operations.

The Story of How Produce Supplier Transformed their Business 

A mid-sized organic produce supplier based in the UK, provides a compelling example of how empowering employees can transform business efficiency. Facing rapid growth, the owner, Sarah, struggled with managing the increasing volume of financial transactions and accounting tasks. She decided to delegate these responsibilities to her trusted team, giving her accountants access to their business accounts with Banxe.

By implementing the Payment Roles feature it allowed accountants to prepare payments while Sarah retained control over final approvals. This change not only streamlined the payment process but also improved the accuracy of financial records. Sarah could focus on strategic growth initiatives, such as expanding the product line and entering new markets.

The results were impressive. Within six months, they saw a 20% increase in productivity and a 15% reduction in accounting errors. The improved financial management also enabled Sarah to make better-informed decisions, leading to a 10% increase in revenue. The employees felt more engaged and responsible for the company’s success, further boosting overall morale and efficiency.

Banxe’s Payment Roles: A Game-Changer in Payment Management

Recognising the need for secure and efficient payment management, Banxe has introduced Payment Roles, a time-saving feature designed to streamline payment processes while maintaining strict control over company funds. Payment Roles enables business account holders to entrust their accountants with payment preparation, ensuring that payments are handled efficiently and accurately.

This feature allows administrators to maintain control over approvals, providing an added layer of security. By giving other employees limited access to the master account, businesses can ensure that payment management is both secure and efficient. Payment Roles simplifies the payment process, reducing the administrative burden on business owners and enhancing overall productivity.

Empowering employees with access to business accounts and delegating accounting tasks is a powerful strategy for enhancing productivity, accuracy, and collaboration within a business. Banxe’s Payment Roles feature takes this approach to the next level, offering a secure and efficient solution for payment management. By embracing these strategies, business owners can unlock new levels of efficiency and focus on driving their businesses forward.

For more information on how Banxe’s Payment Roles can transform your business’s payment management, visit Banxe.com.

By incorporating these strategies and leveraging innovative tools like Banxe’s Payment Roles, businesses can achieve greater efficiency and success in today’s competitive market.

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What is business management?

Effective business management is a complex approach that’s made up of strategic planning, smart resource allocation and a strong emphasis on employee engagement. 

• Strategic planning involves setting clear goals and objectives for the business and then outlining the exact ways to achieve them. 
• Resource allocation ensures that the right people, tools, and budget are assigned to the most important tasks. 
• Employee engagement encourages a company culture where workers feel valued, motivated, and empowered to contribute their best efforts.

By combining these elements, businesses can create a high-functioning environment where everyone is working towards the same goals and achieving optimal results. However, it’s easier said than done, so let’s go through 8 key strategies that can help you take business management to the next level.

Optimizing Your Workflows: 8 Tips to Enhance Efficiency in Business Management 

To help you maximize productivity within your organization, here are 8 key strategies to implement:

Set Clear Goals and Priorities

Start by defining clear, measurable objectives for your business. Break down these goals into smaller, actionable tasks and prioritize them based on their importance and urgency. By setting up clear goals you’ll get to see a clear direction and focus for your team, which in its turn will help to align everyone’s efforts towards common objectives.

Implement Time Management Techniques

Encourage employees to utilize time management techniques such as the Pomodoro Technique or time blocking. They can also come up with their own methods as long as they give the desired results. One of my personal favorites is the Pomodoro technique which is essentially a time management method that tells you to work for 25-minute stretches and take five-minute breaks between them.

Whether they’re using the best essay writing service site to write an essay or coming up with a new marketing strategy, these methods help individuals better manage their time, minimize distractions, fight against short attention spans and maintain focus on high-priority tasks. If they need any tools and resources for effective time management consider providing them with those to improve productivity across your organization. You’ll never believe how such simple tools can make such big of a difference.

Take Advantage of Technology

Leverage technology to streamline business processes and automate repetitive tasks. Invest in project management software, team instant messaging tools, and collaboration platforms to facilitate efficient workflow management and seamless information sharing. Embrace digital transformation to stay agile and competitive in today’s fast-paced business environment. 

No one wants to do repetitive work or waste their time on technical things instead of focusing on what actually matters so by using these tools you will not only streamline your workflows but also motivate your employees to do their best work. You can also use proxy API for web scraping to gather valuable data from various online sources, which can provide insights into market trends, competitor activities, and customer preferences. 

This data can then be used to make informed decisions, optimize strategies, and stay ahead of the competition. By integrating these technologies into your operations, be it using an AI humanizer or advanced software solutions, you ensure that your business remains efficient, data-driven, and well-positioned for growth.

Make sure to provide your team with all the necessary tools to truly benefit from the technological advancements. This can include providing your HR team with HR management software, or your accounting team with tools to manage accounting projects to ensure top performance.

Encourage Work-Life Balance

Recognize the importance of work-life balance in maintaining employee well-being and productivity. This might seem to simple but even the world’s biggest corporations often seem to overlook its importance.

Encourage flexible work hours and conditions to accommodate individual preferences and promote a healthier work-life balance. Prioritizing employee wellness us crucial in creating a positive work culture and enhancing overall productivity, so don’t make the mistakes of underestimating it.

Provide Ongoing Training and Development

Invest in employee training and development programs to equip your team with the skills and knowledge they need to excel in their roles. Continuous learning opportunities not only enhance individual performance but also contribute to organizational growth and innovation. Encourage a culture of learning and development to empower employees and drive productivity. Even by using competitive battle cards for your sales team can help them develop their skills and end up having a positive impact on your business overall.

Streamline Communication Channels

Effective communication is the foundation of good collaboration and decision-making. There are two main things you can do to achieve this:

• Streamline communication channels within your organization by adopting centralized communication platforms and establishing clear protocols for sharing information.
• Encourage open dialogue and regular feedback to ensure everyone is aligned and informed.

Of course, this is no guarantee that the communication will go without any issues, however it will definitely lower the chances of such hiccups. You can even look up the best chatbot examples and leverage a chatbot that can help streamline communication both internally and externally.

Delegate Responsibility

Delegate tasks and empower employees to take ownership of their work. Distributing responsibilities effectively not only lightens the workload for managers but also fosters a sense of accountability and autonomy among team members. Be it using an AI in Automotive industry or preparing client reports employees should know that you trust them fully and feel more responsible for handling their tasks.

Trust your employees to deliver results and provide support as needed to facilitate their success. This is the main problem in many companies because they struggle to trust others to do anything, however, this is the most important thing when it comes to teamwork.

Promote a Positive Work Environment

Create a positive work environment where employees feel valued, motivated, and engaged. Recognize and celebrate achievements and promote open communication between employees. Remember, a supportive work culture boosts morale and productivity, leading to better business outcomes.

Wrapping It Up!

In conclusion, it is evident that in order to boost productivity businesses have to spend a lot of time and resources. However, doing all that is definitely worth it because, in this case, the ends justify the means. So, make sure to implement this strategies and watch your business grow in front of your eyes.

The post 8 Strategies to Boost Productivity in Your Business Management appeared first on The European Business Review.

Monika Klein and Anna Rostomyan consider the intricate relationship between motivation, emotion, and group dynamics within creative start-ups. By examining the BBVET project, the authors explore how these factors influence creativity, innovation, and the sustainable growth of entrepreneurial ventures.

I. Introduction 

In recent years, the dynamics of motivation, emotion, and group interactions within the context of creative start-ups have garnered significant attention from researchers and practitioners alike. BBVET, as a representative endeavour in the realm of creative start-ups, provides an intriguing setting to investigate the intricate relationship between motivation and group dynamics. This article endeavours to delve into the nexus of motivational factors and their impact on group dynamics within the specific context of the BBVET project, ultimately aiming to shed light on the underlying mechanisms that drive creativity and innovation in start-up environments. Our research has shown that there is a close connection between motivation, emotion, and group dynamics. We have found that the success of the company revolves around the premise that the interplay of motivation, emotion, and group dynamics significantly influences the creative potential and overall success of start-up ventures. It is hypothesised that a strong alignment of individual and collective motivations, coupled with effective group dynamics, positively correlates with enhanced creativity, innovation and, ultimately, the sustainable growth of creative start-ups.

II. About BBVET 

This article endeavours to delve into the nexus of motivational factors and their impact on group dynamics within the specific context of the BBVET project, ultimately aiming to shed light on the underlying mechanisms that drive creativity and innovation in start-up environments.

The ultimate aim of the BBVET project – Boosting Business Integration through Joint Vocational Education and Training. Financed by the Interreg South Baltic Programme and in line with the European Union Strategy for the Baltic Sea Region, six project partners from five South Baltic country regions in Denmark, Germany, Lithuania, Poland, and Sweden worked in collaboration to develop the first European one-year, cross-border curricula, which included long-term mobilities of 10 weeks. This would take place four times in four different partner countries. In line with the overall objective of the project to boost business in the South Baltic region, and in accordance with the EU goal to increase the mobility rate in vocational education and training (VET) by up to 10 per cent alongside implementing long-term cross-border mobilities in VET, the BBVET consortium presents the results and achievements of the project in this report. Participants combined education with working with business or developing their idea(s). The project dynamic was based on the Tuckman model of group development.

The Tuckman model of group dynamics, created by psychologist Bruce Tuckman in 1965, describes the phases that groups experience as they collaborate towards a shared objective. The model includes four stages: forming, storming, norming, and performing.

1. In the forming phase, members come together and acquaint themselves with one another. They communicate politely and cautiously as they grasp the tasks at hand and their roles within the group. This initial stage is characterised by a reliance on the leader for direction and guidance.
2. As teamwork progresses, varying opinions, work approaches, and personalities often lead to disagreements and power struggles. This is known as the storming phase, where members may challenge the leadership and compete for positions within the group. It is crucial for the group to set objectives and address conflicts effectively in order to move forward smoothly.
3. During the norming phase, differences are ironed out as common ground is established among members. They develop unity, define norms for conduct, and learn to value each other’s strengths. Communications strengthen while teamwork becomes more efficient as a collective unit.
4. The performing phase represents a phase of interdependence, adaptability, and productivity. Members of a team collaborate smoothly, utilising their strengths to reach the group’s goals. The team shows motivation, and decision-making is often decentralised, allowing members to take charge of their responsibilities.

Tuckman later introduced a phase called adjourning, which involves wrapping up the task and eventually disbanding the group. This stage acknowledges the aspects of group disengagement and emphasises the importance of closure and reflection. The Tuckman model offers a structure for understanding the typical developmental stages that groups go through as they progress towards their objectives. It highlights the significance of leadership, communication, and conflict resolution in guiding groups through these stages, for optimal performance and successful results. This experience made us look more closely at the relationship between motivation, emotion, and the group dynamic.

III. The Intersections of Motivation, Emotions, and Group Dynamic 

The relationship between motivation, emotion, and group dynamics in the context of creative start-ups has been a subject of substantial scholarly inquiry. Numerous studies have identified intrinsic and extrinsic motivational factors in the context of start-ups. Intrinsic motivators, such as autonomy, mastery, and purpose, have been found to play a pivotal role in driving the motivation of individuals within start-up teams (Fisher et al., 2019). On the other hand, extrinsic factors, including financial rewards, awards, benefits, acknowledgement, and recognition, also significantly influence the motivation levels of individuals in start-up settings (Deci et al., 2017).

When speaking about motivation in both our personal and professional lives, we have to state that according to Edward Murray (1964), there are two kinds of motivation that guide us throughout our lives, which are a) internal motivation, and b) external motivation. Let us have a closer look at the two:

1. Internal Motivation. This kind of motivation is our drive in life towards achieving a certain goal that matches our internal states: feelings, emotions, beliefs, desires, wishes, aspirations, and intentions.
2. External Motivation. This kind of motivation is derived from external sources, such as role models, success stories, rewards, awards, benefits, and some other extralinguistic factors, etc.

Moreover, Murray (1964) states that our motivations are highly interrelated with our emotions and that our emotions may sometimes be generated based on our motivations, and vice versa, which comes to suggest the tight interconnection of motivation and emotion. According to Daniel Goleman (1995), motivation should be considered as one of the components of emotional intelligence, since, alongside other components like self-awareness, self-management, social awareness, relationship management, and empathy, it is one of the fundamental keystones in achieving successful, peaceful, harmonious, and fruitful lives (both personal and professional).

In psychology, there are different opinions and viewpoints regarding the nature of emotions, as the topic is a very multifaceted and deep one. Since emotions are regarded as responses to outward world stimuli, there arises the problem of its connection with motivators. Here, there are also opposing viewpoints: emotions are either put against motivators or seen in unison with them (Murray, 1964; Goleman, 1995).

Our motivations are highly interrelated with our emotions and that our emotions may sometimes be generated based on our motivations, and vice versa, which comes to suggest the tight interconnection of motivation and emotion.

All emotions are, in essence, impulses to act, the instant plans for handling life that evolution has instilled in us, which guide us in analysing the perceived external stimuli. If we do a linguistic analysis, the very root of the word “emotion” is “motere”, the Latin verb designating “to move”, plus the prefix “e-” to denote “away”, suggesting that there is a hidden tendency to act implicit in each and every human emotion (Goleman, 1995:6). This very fact goes to prove that, in one way or another, the concepts or emotions and motivation are closely interrelated, as research shows where motivation can be conceived as our driving force towards accomplishing tasks and assignments.

Moreover, it is also noteworthy that, though there are various classifications of emotions, generally the bewildering variety of emotions is grouped into two opposite poles, namely positive and negative, which are briefly presented below:

• Positive emotions express an attempt or an intention to include. They help us to work on learning more viewpoints, interact easily and peacefully with others, and enjoy changing things for the better. Positive emotions are fuelled by an underlying desire for enjoyment and unity. Positive emotions are, for example, joy, happiness, hilarity, bliss, glee, love, satisfaction, amusement, delight, pleasure, desire, peace, empathy, compassion, etc.
• Negative emotions express an attempt or intention to exclude. Negative emotions are fuelled by an underlying fear of the unknown. Negative emotions are sometimes perceived as threatening for the organism, although they are also essential for our survival. Negative emotions are, for example, apathy, grief, fear, hatred, jealousy, rage, annoyance, embarrassment, irritation, anxiety, hostility, agony, sadness, disgust, contempt, etc. (Rostomyan, 2020:33-4).

Both of the aforementioned types of emotions are very important for the survival of humans and serve as guiding compasses in our lives (in both the personal and professional fields). Although some experts believe that negative emotions are something to get rid of (such as sadness, fear, or anger, etc.), they happen mostly because of the outward reality’s external factors.  

Therefore, a healthy management should attention to them, experience them in their breadth, and strive towards their metamorphosis into positive emotions, which are of course far more enjoyable and healthier for human existence. In this connection, it goes without saying that in cases where group participants (be it in professional or private settings) experience positive emotions towards one another, their interactions will be much more enjoyable, trustworthy, and efficient and they will be more motivated in their activities. Thus, in this case, the emotions of the employees are recognised, acknowledged, and appreciated, and their overall labour output will become more fruitful.

Moreover, sometimes the emotions can be viewed not only in single performing agents, but also the whole collective (both positive and negative) within the team, and the leaders have to tackle the emotion dynamics of the corporation to ensure a smooth and productive cooperation of the whole group as one entity. Hence, group emotion, otherwise known as collective emotion,  refers to the moods, emotions and dispositional affects of a group of people that make up the team. It can be seen as either an emotional entity influencing individual members’ emotional states, or the sum of the individuals’ emotional states.

In speaking about collective emotions, group dynamics, and emotion management, Goldenberg (2023) mentions that, when it comes to a collective’s emotions, aspirations, and motivations and the dynamics therein, leaders have to consider how interactions between individuals impact the overall emotion of the group in general. Then, they must understand how to tap into the strong emotions that employees are feeling and help to manage them. The key to this is understanding how emotion regulation works at the collective level. According to the author, emotion regulation involves changing the trajectory of an emotional response, and it’s something we do all the time. Surely, emotions have to regulated especially in the business sector in order to appear as sound professionals, and this can be achieved both individually and in groups through training (Rostomyan, 2020).  

When the team undergoes such negative emotions as distress, stress, irritation, despair, and / or frustration, it is the leader who manages them successfully towards a common goal, soothing their psyche. A vivid case is the great example of Steve Jobs who, when coming back to Apple back in 1997 and seeing that the whole team was undergoing stress because of the harsh competition with Microsoft, he refocused the team members and managed to distract the employees to have them focus on their work and have lower labour turnover and better business results. Jobs reached out to Bill Gates and the two signed a deal that made peace between the companies and the employees no longer felt under pressure and performed their best in achieving results. So this is a great example of how the leader managed to tackle the group emotions successfully.

In this connection, it is noteworthy that the German scientist Peter Spiegel introduced the term “WeQ”, which denotes collective intelligence, going beyond the “ego” culture and building a harmonious “we” culture. WeQ, in fact, is the additive intelligence of the group members, which when put together stimulates the success of the company (Rostomyan, Rostomyan, Ternès, 2021).

Research on group dynamics within start-ups underscores the significance of cohesive teamwork, effective communication, and shared vision in fostering creativity and innovation (Amabile, 1993). Additionally, the presence of diverse perspectives and complementary skill sets within start-up teams has been shown to enhance problem-solving abilities and spur innovative thinking (Eisenhardt and Martin, 2000).

Several studies have delved into the intersection of motivation and group dynamics in the start-up context. The alignment of individual motivations with the overarching goals of the start-up has been found to be crucial for cohesive teamwork and sustained motivation (Grant, 2008). Moreover, the presence of a supportive and inclusive group dynamic has been linked to a higher propensity for risk-taking and experimentation, key drivers of innovation in start-ups (Edmondson, 1999).

The culmination of motivation and group dynamics significantly impacts the sustainable growth of start-ups. Research suggests that start-ups characterised by high levels of motivation and positive group dynamics are more adept at navigating challenges, adapting to change, and sustaining their innovative edge over time (Rosing et al., 2018).

This suggests that, when managers have an understanding of the aforementioned phases, the role of motivation, and collective emotion in the group dynamic, and lead their teams in line with those very motivations and emotions, they will consequently generate better labour output.

IV. Key Theoretical Models of Motivation in Literature 

In literature, there are several key theoretical models of motivation. Below are presented various models essential in the analysis of group dynamics.

Table 1: Theoretical Models of Motivation

The literature reviewed underscores the intricate interplay between motivation and group dynamics in the context of creative start-ups. The alignment of individual motivations, effective group dynamics, and their impact on creativity, innovation, and sustainable growth are critical considerations for the success of start-up ventures. This review provides a foundation for further exploration of the BBVET project and its implications for understanding the dynamics of motivation and group interactions in the realm of creative start-ups.

Group dynamics, defined as the unconscious psychological forces that influence a team’s behaviour and performance, play a pivotal role in unlocking team potential and enhancing productivity and morale. These forces are shaped by various factors, including the roles and responsibilities of team members, which significantly impact the group’s overall success.

Thus, understanding and managing group dynamics effectively are crucial for fostering positive impacts such as increased motivation, psychological well-being, collaboration, and decision-making, while also mitigating negative effects like social loafing and conflict. Hence, managers have a key role in cultivating a positive group culture through strategies that promote trust, respect, and open communication.

V. The Essential Role of Motivation in Group Dynamics 

Theories on motivation delve into identifying the elements that drive individuals. According to Abraham Maslow’s “Hierarchy of Needs” theory, people are motivated by a hierarchy of needs starting from physiological requirements and progressing to higher-level aspirations like self-actualisation. Similarly, Frederick Herzberg’s “Two Factor Theory” distinguishes between hygiene factors (job security and working conditions) and motivators (e.g., recognition and personal growth), highlighting the significance of internal motivators in influencing individual performance. On the other hand, process theories focus on the cognitive processes that form the basis of motivation. Victor Vroom’s “Expectancy Theory” suggests that individuals are driven to act based on their expectations of achieving desired outcomes and their perception of how their efforts contribute to those outcomes. J. Stacy Adams’ “Equity Theory” proposes that individuals feel motivated when they perceive fairness and equity in how rewards and recognition are distributed.

Understanding these motivation theories is essential for grasping group dynamics. Content theories shed light on the needs and goals of group members, underscoring the importance of addressing individual motivations within a group setting. Process theories highlight how individuals within a group engage in assessments and comparisons that influence their motivation to participate actively and collaborate effectively.

The theories we have examined, such as Maslow’s “Hierarchy of Needs” and McClelland’s “Theory of Needs”, provide an approach to comprehending the driving forces behind team performance.

Real-life scenarios provide examples of how motivation theories are put into action in group settings. For instance, in a software development team, applying Herzberg’s “Two Factor Theory” could involve offering opportunities for skill growth (motivation) along with maintaining working conditions (hygiene factor) to uphold motivation levels. In a healthcare team, implementing “Equity Theory” might mean ensuring fairness in workload distribution and acknowledging effort to foster motivation among team members.

Thus, motivation plays a pivotal role in group unity, efficiency, cooperation, and overall group success. When individuals in a group are driven by factors like fulfilling work and acknowledgment, they tend to show greater dedication, teamwork, and proactivity in showcasing higher performance. On the other hand, a lack of motivation can result in disinterest conflicts and decreased productivity within the group.

Throughout this conversation, we’ve delved into the connection between group dynamics and motivation, exploring the fundamental principles and practical strategies that illuminate how to unleash the potential within teams. The theories we have examined, such as Maslow’s “Hierarchy of Needs” and McClelland’s “Theory of Needs”, provide an approach to comprehending the driving forces behind team performance. By integrating these theories with tactics like goal setting, promoting communication, and cultivating an inclusive team environment, leaders can cultivate a motivational culture that not only boosts productivity but also fosters innovation, communication, and collaboration.

VI. Concluding Remarks 

This examination of the theoretical background and the factual research shows that there is a close connection between motivation, emotion, and group dynamics. The exploration extends beyond team management; it carries implications for organisational culture and leadership at large. A solid grasp of group dynamics coupled with facilitation of interactions lays the groundwork for enhanced team effectiveness, increased job satisfaction, psychological and emotional well-being, and overall organisational triumph. It is evident from the research that there exists room for development and creativity within teams as long as there is a continual dedication to grasping and implementing motivational principles alongside group dynamics, which also involves observation of emotions. Given these insights into group dynamics, further investigation into team behaviour and motivation in various scenarios is imperative for enhancing factual performance from which the whole team may benefit.

About the Authors

Dr. Monika Klein is a successful movie and design producer, as well as a digital and traditional art collector. Her movies get awards all over the world. She has written over 80 articles and books. She specialises in the economics of the creative sector, its impact on regional development, and business models of the creative and cultural sector. She knows all about design management and service design at the microeconomic level. At the same time, her goal is to find creative and imaginative solutions that focus on user needs, and to continue her planning and support of creative-sector activities in the functional, visual, emotional, and social spheres.

Dr. Anna Rostomyan is an assistant professor, international author, researcher, editor, reviewer, speaker, translator, and certified EI coach. She received her doctorate degree with the highest grade (summa cum laude) in 2013 in close cooperation between the University of Freiburg (Switzerland) and Yerevan State University (Armenia), her alma mater, within the framework of scientific research funding. As a world-renowned author and scholar of five books and 50 publications worldwide, she reaches a readership of around 100 nationalities. Her main work focuses on the linguistic-cognitive analysis of emotions and their impact in everyday life, as well as in the economic, business, and scientific sectors. 

References

1. Amabile, T. M. (1993). “Motivational Synergy: Toward New Conceptualisations of Intrinsic and Extrinsic Motivation in the Workplace”. Human Resource Management Review, 3, 185-201. 

2. Bouffard, Léandre. Ryan, R. M. and Deci, E. L. (2017). “Self-determination theory. Basic psychological needs in motivation, development and wellness”. New York, NY: Guilford Press. Revue québécoise de psychologie. 38. 231. 10.7202/1041847ar. 

3. Edmondson, A. (1999). “Psychological safety and learning behaviour in work teams”. Administrative Science Quarterly, 44(2), 350-83. https://doi.org/10.2307/2666999 

4.   Eisenhardt, Kathleen M., and Jeffrey A. Martin. “Dynamic capabilities: what are they?”. Strategic Management Journal 21.10‐11 (2000): 1105-21. 

5. Fischer, C., Malycha, C.P., and Schafmann, E. (2019). “The Influence of Intrinsic Motivation and Synergistic Extrinsic Motivators on Creativity and Innovation”. Front. Psychol. 10:137. Available at: https://www.researchgate.net/publication/330851169_The_Influence_of_Intrinsic_Motivation_and_Synergistic_Extrinsic_Motivators_on_Creativity_and_Innovation#fullTextFileContent [accessed 5 May 2024]. 

6. Goldenberg, A. (2023). “Managing Your Team’s Emotional Dynamic”. Harvard Business Review. 10 January 2023. Available at: https://hbr.org/2023/01/managing-your-teams-emotional-dynamic [accessed on 20 May 2024]. 

7.   Goleman, D. (1995). Emotional Intelligence. New York: Bantam Books. 

8. Grant, A. M. (2008). “Does Intrinsic Motivation Fuel the Prosocial Fire? Motivational Synergy in Predicting Persistence, Performance, and Productivity”. Journal of Applied Psychology, 93, 48-58. Available at: https://doi.org/10.1037/0021-9010.93.1.48 

9. Kathrin Rosing, Hannes Zacher, Chapter 5 – “Ambidextrous leadership: A review of theoretical developments and empirical evidence”, Handbook of Organizational Creativity (Second Edition), Academic Press, 2023, pp. 51-70, ISBN 9780323918411. 

10. Murray, E. J. (1964). Motivation and Emotion. New Jersey: Prentice-Hall, Inc. 

11. Rostomyan, Anna (2020). Business Communication Management: The Key to Emotional Intelligence. Hamburg: Tredition Publishing. 

12. Rostomyan, A. A., Rostomyan, A. M., and A. Ternès von Hattburg (2021). “The Significance of Emotional Intelligence in Business”. International Business and Economics Studies Journal, 3(3), LA: Scholink Publications, http://www.scholink.org/ojs/index.php/ibes.

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Employee performance goals are an excellent way to unlock the potential of your team and your business. Let’s explore this interesting topic and show you several crucial goals that will help you take your brand to the next level. 

Do you want to help your team realize their full potential while growing your business in new and exciting ways? If so, you’re in the right place!  

The key to making all of this happen is establishing and managing employee performance goals. Under the right conditions, setting goals for yourself and the people around you will help everyone learn, grow, and improve over time.  

If you’re not familiar with performance goals and how they work, don’t worry – we have you covered. Today, we will define the term, explain why you should set goals, and then go over 6 different types that can benefit businesses across all industries. 

Let’s begin!  

What are Employee Performance Goals? 

First of all, employee performance goals are targets set by managers and HR for employees to achieve over a period of time. They can also be self-driven goals established by individual team members. They provide a sense of direction and motivation for people so they can improve their skills and grow professionally.  

There are many different types of goals depending on an employee’s position and role. For instance, a graphic designer may have slightly different performance goals compared to your senior graphic designer. Similarly, social media marketers and SEO specialists will have totally different goals.   

For managers, tracking performance goals allows you to evaluate employees objectively and help them develop professionally. 

Why Set Goals? 

One of the main reasons you should focus on setting strong goals for your employees is it improves employee engagement. Believe it or not, only 36% of workers say they are engaged with their job. When people feel apathetic about what they do, they don’t perform as well as their more involved counterparts.   

Goals are also helpful because they provide a clear sense of direction to every person and team within your organization. It’s easier for people to advance and hone their skills if they know what’s expected of them.  

Imagine how you would feel if a supervisor said they wanted you to improve but wouldn’t tell you how. Sounds frustrating, right? You can easily avoid this uncomfortable scenario by establishing spreadsheets with key performance indicators (KPIs) for your team and asking them to fill in their stats each week.  

Here are a few other specific reasons you should think about setting goals for your employees:  

• Track progress: Performance goals give managers and employees a way to track their progress over time. By setting specific, measurable goals, you’ll have a benchmark to compare against so you can see if that employee is improving in key areas. This information can help when it’s time to provide feedback. 
• Get everyone on the same page: Goals also help ensure all employees are working toward the same objectives. This alignment leads to less wasted effort and conflict and more collaboration and support across teams. Since department goals translate to individual goals, everyone understands how they fit into the big picture. 
• Establish accountability standards: When managers and employees agree on a set of objectives and a time frame, a level of accountability to achieve those goals is created. This gives managers a tool to evaluate performance and helps employees take ownership of their work and career growth. 
• Boost sales and customer engagement: Ultimately, performance goals are crucial for driving sales and user engagement. If your employees don’t have a weekly conversion goal or know how many new followers they need to get each week, it’s easy for long-term business goals to fall off track. 

6 Types of Performance Goals You Should Track 

Now that you understand performance goals and how they can help, let’s talk about specific types of goals and how they apply to your company.  

Sales  

As the name implies, sales goals represent an increase in customers, conversions, or profits. They provide a clear target, which can help motivate your sales team and push them to convert leads into revenue.   

This is a common metric for retail associates, marketers, and account executives since most people in these positions are responsible for turning visitors into happy customers and finding smart ways to boost profits.  

I suggest establishing weekly sales goals based on quarterly projections so you can identify when someone is falling behind and help them get back on track or make adjustments as needed.  

So, this might mean requiring product specialists to convince 10 new subscribers a week to sign up for a free trial – which typically leads to at least one new sale. It could also mean setting goals for your retention team that involve convincing customers that your product is worth their time, which will reduce your churn rate. 

Customer Satisfaction 

If people are not happy with your brand, you’re going to see a significant dip in sales, engagement, and new customers. On the other hand, if people love your product and have an excellent experience, you can expect to see an increase in customer retention and satisfaction.  

You can track satisfaction by setting up a feedback loop for people who engage with your company. Use email, customer service, and social media to gather feedback from your audience. Next, review the answers and use what they say to make gradual improvements to different aspects of your website and marketing.   

Each support representative should have a specific goal they need to meet each quarter. You can then work with your team to make sure they give customers the best experience possible.  

For example, you could require individuals to maintain a 90% satisfaction rating on their post-chat surveys. If everyone reaches their goal, the company will have an average rating of 90% or better – not bad!   

Social Media 

Believe it or not, over 4.74 billion people use social media. Combine this startling statistic with the fact that 59% of these people turn to social sites when they want to buy something online, and it’s easy to see why it’s so important to have clear social media goals and objectives.   

If you’re doing well on social media, there’s a good chance other aspects of your business are looking good, too.  

Social media performance goals will vary based on what each person does for the account. For instance, customer service representatives are responsible for keeping response times down, while marketers are tasked with reaching new followers and boosting engagement.   

Tracking and maintaining social media goals will help you improve your strategy, fine-tune your brand voice, and engage with customers in meaningful ways.  

Quality 

Quality goals are all about saving time and reducing errors across the board. It doesn’t matter if you’re selling a physical product, digital software, or offering a service; quality will determine how people feel about your brand.   

Ultimately, you want to strive for consistency, accuracy, and excellent products every time, but it takes a little time and effort to get there.  

You’ll need to establish quality goals for various roles that are involved with the execution and testing of your products. For example, you could ask developers to have a 99% code coverage rate to keep things running smoothly and effectively. It’s also not uncommon to ask QA teams to have an accuracy rating over 99.5% to keep errors to an absolute minimum.  

Setting these standards early ensures everyone knows what’s expected of them and customers get the best product possible.  

Teamwork 

A lot of businesses and HR leaders don’t track teamwork goals as much as they should. The truth is, when you foster collaboration and cooperation among your team, they’re more likely to report feeling engaged and satisfied with their job, which means better performance.   

Team-building meetings, exercises, and optional events are all excellent ways to invite everyone to get involved and be a part of the group. 

The thing that makes these goals a little different is how you approach the metrics. I don’t think it’s a good idea to require everyone to join an optional group. Instead, make it known that communities exist within the company, such as places for gardeners, readers, and people who enjoy writing for leisure. 

My advice is to announce these clubs and get others involved by inviting them to share their thoughts at meetings and work together on projects. Collaboration is a powerful way to bring people together and boost productivity, so don’t neglect this vital performance goal.  

Personal Development 

While sales targets and quality standards are crucial, you shouldn’t overlook personal development goals. These goals focus on individual growth, empowering employees to enhance their skills, knowledge, and career aspirations.  

Establishing these goals, or allowing employees to take the initiative, comes with a whole host of benefits. For one thing, team members will be more motivated to show up if they feel supported in their position.   

When you allow people to flourish by providing them with things like premium online classes, books, and mentoring programs, their skills will improve, which means they feel more valuable to themselves and the company.  

When it comes to offering development goals, it’s important to remember that each person is different. You’ll have some employees who are simply not interested in cross-training or honing their skills over time – and that’s okay. I recommend focusing on the people who genuinely want to improve so you can invest in people who want to stick with your company and do great things.  

Tips for Setting Your Team Up for Success 

The last topic I want to talk about today is how you can create goals that will set your team up for success. Here are a few rapid-fire tips worth keeping in mind when planning and establishing employee performance goals: 

• Meet with each employee at least once a month: 1:1 meetings are a great way to assess what employees want from their time with your company and identify potential roadblocks. You can use this information to set goals that match up with their interests.  
• Clearly communicate goals and expectations: Don’t tell them to check a KPI sheet to see their goals. Talk to them so you can be sure they understand what you expect and ask questions if needed. ‘ 
• Set S.M.A.R.T. goals: Most goals should be specific, measurable, achievable, relevant, and time-bound (S.M.A.R.T.). This setup ensures you can track, review, and act accordingly when you check performance goals for both individuals and teams. The only exception for this is teamwork goals since those interactions are a little more open-ended.  
• Ask for feedback: Like all areas of business, feedback is crucial for long-term growth and success. An employee might have a suggestion for a new goal or want to make a change based on unforeseen circumstances.  
• Celebrate wins: Finally, don’t forget to celebrate wins with your team. If a department reaches its goals for the quarter, give everyone on the team a shoutout in the company chat or recognize them in your internal newsletter. This seemingly small gesture will go a long way toward building rapport and getting people more involved in the process.  
• Don’t be afraid to change over time: Like most things, your goals will change over time. I like to take a quick look at our objectives each quarter so I can figure out if we need to make any adjustments to ensure the success of our business and our team.   

Final Thoughts 

There you have it. Now you know a little more about 6 major types of employee performance goals and how they can help you take your business to the next level. As you develop goals for your team, remember the tips outlined today, and you’ll be in a better position to create a roadmap for success. I suggest starting by checking to see how a majority of employees across all departments are doing so you can choose goals that are fair, actionable, and achievable.

About the Author

Syed Balkhi is the founder of WPBeginner, the largest free WordPress resource site. With over 10 years of experience, he’s the leading WordPress expert in the industry. You can learn more about Syed and his portfolio of companies by following him on his social media networks.

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Understanding the High-Performance Culture

A high-performance culture is characterized by a workforce that is engaged, productive, and aligned with the company’s goals. It’s built on a foundation of a strong mission, clear and achievable goals, and core values that foster a shared sense of purpose. This culture empowers employees to excel because they understand the organization’s vision and how their individual efforts contribute to larger objectives, driving them to perform at their best.

Creating such a culture requires more than just the right skill sets; it necessitates a holistic approach where every aspect of the employee experience is designed to foster high performance. This includes the physical and virtual work environment, the tools and resources provided to employees, and the overall atmosphere cultivated by the organization’s leaders.

Key Components of a High-Performance Culture

At the heart of a high-performance culture lies a well-articulated mission and vision. They serve as the guiding stars for the organization, providing employees with a clear understanding of the company’s direction and their role within it. When employees are aligned with these elements, they are more likely to be engaged and motivated, contributing positively to the organization’s objectives.

Core Values and Behavior

Core values are the essence of a company’s identity, influencing the way it operates and how its employees interact. They should be more than just words on a wall; they need to be lived by, starting from the top. When leadership consistently demonstrates these values, it sets a powerful example for the entire organization, encouraging employees to embody these ideals in their day-to-day work.

Challenges to Sustaining a High-Performance Culture

Navigating the intricacies of sustaining a high-performance culture presents unique challenges that demand proactive strategies and consistent oversight. This section delves into the crucial hurdles that organizations face, emphasizing the need for a dynamic approach to maintain and enhance the vitality of a high-performance environment. The effectiveness of such a culture hinges not just on establishing it, but on the relentless pursuit of excellence, adaptation to evolving industry standards, and the continuous nurturing of an environment conducive to peak performance. In this context, we explore the pivotal obstacles and the strategic measures necessary to cultivate a resilient, high-performance culture that stands the test of time and continuously propels the organization forward.

Avoiding Toxicity

A significant barrier to a high-performance culture is the presence of toxicity within the workplace. It can manifest in various forms, such as poor leadership, lack of recognition, or misalignment of values. Organizations must be vigilant in identifying and eliminating toxic behaviors to preserve a positive and productive work environment.

Promoting Engagement and Well-being

Employee well-being and engagement are crucial for sustaining high performance. Leaders need to ensure that their teams feel valued, heard, and supported. This involves providing regular feedback, recognizing achievements, and fostering a culture of trust and respect.

Nurturing a High-Performance Culture

Building and maintaining a high-performance culture is an ongoing process that requires consistent effort and commitment from all levels of the organization.

Empowering Autonomy and Flexibility

Empowering employees with autonomy and flexibility is a key driver of high performance. When individuals feel trusted to manage their workload and make decisions, they are more likely to be innovative, motivated, and committed to the organization’s success.

Enhancing Communication and Feedback

Effective communication and regular feedback are pillars of a high-performance culture. They ensure that employees are aligned with the organization’s goals, feel valued, and have the opportunity to grow and improve continuously.

Promoting Continuous Learning and Accountability

A learning-oriented environment encourages continuous improvement and innovation. At the same time, fostering a sense of accountability ensures that employees are committed to achieving their best and contributing to the organization’s objectives.

Conclusion: Is Your HR Leading the Way?

Your HR department plays a crucial role in shaping and sustaining a high-performance culture. It’s about creating an environment that not only attracts talented individuals but also supports their growth, aligns their efforts with the organization’s goals, and fosters a shared commitment to excellence. By focusing on these key areas, your small business can leverage HR to build a robust, high-performance culture that drives sustained success and growth.

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But here’s the thing: it’s not automatically a productivity paradise. Done badly, remote work leads to scattered teams, missed deadlines, and frustration. So, how do you make it click? How do you build a remote team that’s a well-oiled machine, even while scattered across the globe?

That’s what we’re going to figure out.

Communication: The Oxygen Your Team Needs

Remote work can feel like everyone’s stuck on their deserted island. Messages get misinterpreted. Problems fester unsolved. This is a recipe for projects going off the rails. That’s why relentless communication is your lifeline.

• The Daily Check-in: Keep it focused, like a pre-game huddle. What’s the main goal for each person today? Where are they stuck? Uncover roadblocks early, while there’s still time to adjust.
• Video Matters: We were built to connect face-to-face. Video calls aren’t a luxury, they’re about catching those subtle cues that get lost in the text. They build trust.
• Write it Down: Don’t have people wasting time trying to figure out the basics. Create an easy-to-search knowledge base. Procedures, answers to common questions – that’s time saved for everyone, time that can go towards crushing goals.

Fight Loneliness, Fuel Collaboration

“Work from home” shouldn’t feel like solitary confinement. You might be physically distant, but that doesn’t mean your team has to feel alone. When morale tanks, so does productivity. That’s on you to stop.

• Virtual Hangouts: It’s about more than just goofing off. This is where your team becomes a team. Cat videos, weekend recaps, celebrating wins… this builds genuine bonds.
• The Buddy System: It’s like having a workout partner. Pairing people up for accountability and quick check-ins boosts motivation and offers support.
• Celebrate Loudly: Remote work can make people feel overlooked. Don’t let achievements fade into the background. Public recognition, even small things, will light a fire under your team.

Trust is the Key That Unlocks Everything

Micromanagement is always a bad idea. But trying to control a remote team? That’s a recipe for burnout – both for you and them. Trust isn’t just about being nice, it’s the foundation for letting your team unleash their strengths.

• Goals, Not Clock-Punching: Honestly, do you care if someone works from 7 AM to 3 PM, or breaks it up throughout the day? Focus on deliverables, set ambitious deadlines, and let your team find their best rhythm.
• Life Gets Messy: Kids get fevers. Wifi goes on the fritz. Unexpected stuff happens to everyone. Treat your people like responsible adults, and when a true emergency does crop up, they’ll go above and beyond to make up for it.
• Progress Tracking is Smart: It’s not about surveillance. It’s about seeing where projects stand, offering help proactively, and preventing missed deadlines before they become disasters.

Tools Are Your Remote Team Superpowers

Imagine trying to coordinate air traffic control with just a couple of walkie-talkies. That’s remote work without the right tools. Technology is what bridges the distance. 

This is where projects flow, and everyone has the big picture. Invest in tools that streamline work and take the stress out of everyday life for your remote team. Expense management with easy reporting and even features like refund overdraft fees offer peace of mind.

Here’s where to focus:

• Your Collaboration Hub: Slack, Asana, Basecamp… the platform matters less than finding one your team loves to use. This is where projects flow, and everyone has the big picture.
• See My Smiling Face: Video conferencing is non-negotiable. It’s about building relationships and catching those tiny misunderstandings before they blow up.
• The Cloud is King: Google Drive, Dropbox, and similar platforms mean secure file storage everyone can access. No more emailing documents back and forth and praying you have the latest version.
• Bonus Tip: Invest in a good project management tool. This is your mission control center, keeping everyone on course, even from thousands of miles apart.

Are YOU the Bottleneck?

Great managers own their role in the process. It can’t always be about fixing your team. Be honest with yourself, even if it stings a bit.

• Crystal Clear?: If your instructions are a jumbled mess, your team won’t magically produce stellar work. Specificity is your friend.
• Give Feedback, Or Give Up: Don’t wait for quarterly reviews. Timely guidance, both praise and constructive criticism, is what fuels improvement.
• Meeting Madness: Could that update be a well-crafted email? Always ask yourself if you’re stealing your team’s most precious resource: uninterrupted focus time.

Set Expectations Like You’re Building a Blueprint

Miscommunication isn’t just about how you talk to your team. It’s also about what you expect in the first place. Think of it like an architect handing off plans to a construction crew. If the blueprint is vague, you won’t end up with the result you envisioned.

• Be Ruthlessly Specific: “Write a great blog post” is a recipe for vagueness. Break it down. Word count targets. Target audience. The specific problem it’s meant to solve.
• Deadlines Aren’t Optional: When’s it due? Be realistic, but make it clear that these aren’t just suggestions. Hold people accountable, but also ensure they have the time and resources to do things right.
• Templates Save Lives: Don’t make people compose status update emails from scratch. Standardize it. What went well? Where do they need help? This gives you visibility and makes their life easier.

Hire The Right People, The Rest Gets Easier

You can be the world’s greatest manager, yet still struggle if you have the wrong team. When it comes to remote work, look beyond just the skills on their resume. You need a unique breed.

• Self-starters are Gold: People who wait around to be told exactly what to do will flounder when they’re not in your line of sight. You need proactive problem solvers.
• Excellent Communication is Table Stakes: They can’t just do the work; they have to communicate about the work effectively. Look for writing samples and pay close attention to how they interview.
• Time Zone Fit Matters: Can you realistically make meetings work if half your team is on the other side of the globe? Remote flexibility is great, but some overlap is vital.

Conclusion

Remote team management might feel tricky at first, but it’s a skill you can master. It’s about relentless communication, building a sense of belonging, empowering people through trust, and having the right tools at your disposal. Get these pieces working in sync, and you’ll build an unstoppable remote team – no matter where they happen to be logged on from.

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In the fast-paced world of healthcare, the dedication and hard work of employees often go unrecognized. With long shifts, high-pressure situations, and ever-increasing demands, it’s crucial to foster a positive work environment that values and appreciates its workforce. Employee recognition is key to boosting morale and motivation, ultimately leading to better patient care and employee retention. Here are some Inspiring Healthcare Employee Recognition Ideas.

• Personalized Thank You Notes: Handwritten notes from supervisors or patients expressing gratitude for specific acts of kindness or exceptional care can make a significant impact on employees. Personal touches like mentioning specific actions or qualities can make these notes even more meaningful.
• Peer Recognition Programs: Implementing a peer-to-peer recognition program allows colleagues to acknowledge each other’s contributions. This can take the form of monthly awards, shout-outs during team meetings, or a virtual recognition board where employees can post messages of appreciation for their peers.
• Wellness Initiatives: Show employees that their well-being is a priority by offering wellness initiatives such as yoga classes, meditation sessions, or stress management workshops. Investing in the physical and mental health of staff members not only improves morale but also enhances productivity and reduces burnout.
• Flexible Scheduling: Providing flexible scheduling options demonstrates trust in employees’ ability to manage their time effectively. This could include options for part-time or remote work, flexible hours, or job-sharing arrangements. Flexibility helps employees achieve a better work-life balance, leading to increased job satisfaction and loyalty.
• Professional Development Opportunities: Invest in your employees’ growth and development by offering opportunities for continuing education, certifications, or specialized training programs. Providing access to resources and support for career advancement shows employees that their professional growth is valued and encourages them to stay committed to their role.
• Celebrating Milestones: Recognize significant milestones such as work anniversaries, certifications, or achievements in patient care. This could involve organizing celebratory events, presenting commemorative gifts, or featuring employees in newsletters or social media posts to highlight their accomplishments.
• Team Building Activities: Foster a sense of camaraderie and teamwork through regular team-building activities. This could range from off-site retreats to virtual team challenges or departmental outings. Building strong interpersonal connections among staff members strengthens morale and improves collaboration in the workplace.
• Employee of the Month Awards: Establish an Employee of the Month program to recognize outstanding performance and dedication. Winners could receive perks such as gift cards, reserved parking spots, or additional paid time off. Regularly celebrating exemplary employees boosts morale across the organization and encourages others to strive for excellence.
• Open Communication Channels: Encourage open and transparent communication by providing avenues for employees to share feedback, ideas, and concerns. This could include regular town hall meetings, suggestion boxes, or anonymous surveys. Actively listening to employees’ voices and addressing their needs demonstrates respect and fosters a culture of trust and collaboration.
• Social Recognition Platforms: Utilize social recognition platforms or apps where employees can publicly acknowledge and applaud their peers’ contributions. These platforms provide a space for continuous appreciation and allow recognition to be shared widely within the organization, reinforcing a culture of positivity and appreciation.

Revitalizing Healthcare Staff Morale: Creative Recognition Strategies

In the high-stress environment of healthcare, where long hours and demanding situations are the norm, recognizing and appreciating the efforts of employees becomes paramount. A positive work culture not only boosts morale and motivation but also enhances patient care and staff retention rates. Here are some detailed strategies and innovative ideas to recognize and appreciate healthcare employees:

• Personalized Thank You Notes:
  Handwritten notes from supervisors, patients, or even peers expressing gratitude for specific acts of kindness or exceptional care can make a significant impact on employees. Personal touches like mentioning specific actions or qualities can make these notes even more meaningful.
• Peer Recognition Programs:
  Implementing a peer-to-peer recognition program allows colleagues to acknowledge each other’s contributions. This can take the form of monthly awards, shout-outs during team meetings, or a virtual recognition board where employees can post messages of appreciation for their peers.
• Wellness Initiatives:
  Show employees that their well-being is a priority by offering wellness initiatives such as yoga classes, meditation sessions, or stress management workshops. Investing in the physical and mental health of staff members not only improves morale but also enhances productivity and reduces burnout.
• Flexible Scheduling:
  Providing flexible scheduling options demonstrates trust in employees’ ability to manage their time effectively. This could include options for part-time or remote work, flexible hours, or job-sharing arrangements. Flexibility helps employees achieve a better work-life balance, leading to increased job satisfaction and loyalty.
• Professional Development Opportunities:
  Invest in your employees’ growth and development by offering opportunities for continuing education, certifications, or specialized training programs. Providing access to resources and support for career advancement shows employees that their professional growth is valued and encourages them to stay committed to their role.
• Celebrating Milestones:
  Recognize significant milestones such as work anniversaries, certifications, or achievements in patient care. This could involve organizing celebratory events, presenting commemorative gifts, or featuring employees in newsletters or social media posts to highlight their accomplishments.
• Team Building Activities:
  Foster a sense of camaraderie and teamwork through regular team-building activities. This could range from off-site retreats to virtual team challenges or departmental outings. Building strong interpersonal connections among staff members strengthens morale and improves collaboration in the workplace.
• Employee of the Month Awards:
  Establish an Employee of the Month program to recognize outstanding performance and dedication. Winners could receive perks such as gift cards, reserved parking spots, or additional paid time off. Regularly celebrating exemplary employees boosts morale across the organization and encourages others to strive for excellence.
• Open Communication Channels:
  Encourage open and transparent communication by providing avenues for employees to share feedback, ideas, and concerns. This could include regular town hall meetings, suggestion boxes, or anonymous surveys. Actively listening to employees’ voices and addressing their needs demonstrates respect and fosters a culture of trust and collaboration.
• Social Recognition Platforms:
  Utilize social recognition platforms or apps where employees can publicly acknowledge and applaud their peers’ contributions. These platforms provide a space for continuous appreciation and allow recognition to be shared widely within the organization, reinforcing a culture of positivity and appreciation.

Incorporating these fresh ideas for recognizing healthcare employees can go a long way in boosting morale, fostering a positive work environment, and ultimately improving patient care outcomes. At Kudos, we understand the importance of building a culture of appreciation and recognition in healthcare organizations. By implementing these innovative strategies, healthcare leaders can show their appreciation for their hardworking staff and create a workplace where employees feel valued, motivated, and engaged.

The post Boosting Morale and Motivation: Innovative Ways to Recognize Healthcare Employees appeared first on The European Business Review.

In the new edition of your book “The Art of Compassionate Business”, you analysed the importance of compassion regarding business activities. What are the positive effects of a company with a compassionate attitude? 

A company that adopts a compassionate attitude in all its business projects aims to bring about a positive impact on each of its stakeholders, either internal (employees and management) or external (e.g., customers, community, suppliers, etc.). This company also knows that the development of robust relationships with these stakeholders brings about positive economic results (e.g., higher profitability, increased market share, etc.). This organisation understands that it cannot thrive on its own but with the support of these stakeholders. When a company adopts a compassionate attitude towards its stakeholders, these very stakeholders tend to support this organisation in the achievement of its mission unconditionally. According to research, this type of company also has higher employee engagement, higher customer satisfaction, a warmer workplace, a better reputation, and higher quality levels, among other traits. Some studies observed that a compassionate company also brings about a workplace with lower stress levels, decreased absenteeism, lessened turnover, and higher productivity.  Some research has shown that compassionate companies can also bring about higher long-term revenues and reduced costs.   

In your new book, you also talked about the importance of trust in business. According to research, what are the different ways that people in business can develop bonds of trust with others? 

Thank you for this question, which is fundamental in the current times. We have to understand that nowadays there is a widespread lack of trust in our society. This lack of trust also affects business organisations in a negative manner. Some authors defined trust as a state where people have positive expectations regarding the behaviour of others, especially when there exists interdependence regarding them. When people trust others, they feel more comfortable when interacting with them and tend to share resources (e.g., information, etc.) with them. In trust-based environments, people tend to be less stressed but are also more productive and co-operative. In business, some simple ways that people can develop bonds of trust with various stakeholders are: 

• Providing others with some level of autonomy. For example, managers can delegate some tasks to their subordinates and avoid micromanaging them.  
• Giving others complete information. For example, when interacting with a potential customer, a seller can inform this buyer of all the relevant contractual conditions related to the purchase, avoiding the inclusion of small print in the contract.   
• Walking the talk. In business, people should keep the promises made to others. For example, if the seller promised the customer that the products will be delivered within a specific period, there should not be any delay in that delivery.   
• Offering sincere compliments to others. For example, when an employee wholeheartedly works overtime to meet the deadline for a specific project, the manager can show overt gratitude to this employee (e.g., personalised thank you note, bonus, etc.) appreciating their valuable contribution to the business project.  
• Looking for mutually beneficial agreements when interacting with others. For example, a company negotiating with its suppliers should aim to develop win-win agreements with them, where the needs of both the organisation and the suppliers are duly met.   
• Develop business projects that have positive social and environmental impact. For example, companies whose activities bring about a positive impact on various stakeholders (e.g., donation of resources to a community, development of fair-trade agreements with suppliers, etc.) and the environment (e.g., recycling, using renewable sources of energy, etc.) are perceived as more trustworthy than those that are only focused on profits.   

Lastly, in the new edition of your book, you also talked about the importance of human-oriented leadership. What is the meaning of this concept? 

Some leaders are narcissistic and self-oriented, they only look at their own interests and needs, which pushes them away from their company’s stakeholders. Instead, human-oriented leaders prioritise the development of strong and mutually-beneficial relationships with all the most important stakeholders (e.g., employees, customers, suppliers, community, etc.). In that sense, these leaders only make decisions that bring about a positive effect on all relevant stakeholders. These leaders realise that their company’s success always relies on the development of long-lasting relationships with these stakeholders. Some studies have observed that leaders who care for others are perceived by employees more positively. These leaders have a better image in the eyes of others. According to research, when leaders are humble and empathetic, they are more prone to behave in a compassionate manner. Leaders with a compassionate attitude towards others understand how others (e.g., customers, employees, suppliers, etc.) feel and think and try to support them whenever possible. The actions of human-oriented leaders are always based on lofty values such as integrity, transparency, care, and empathy. To become more human-oriented, some relevant questions that leaders should regularly ask themselves are: 

• How can I build stronger relationships with the company’s stakeholders? 
• How can I adopt a warmer and more grateful attitude towards the company’s stakeholders? 
• How can I be more empathetic with the company’s stakeholders? 
• How can I inspire others towards the achievement of the company’s mission? 
• How can I make decisions that bring about a positive impact on all the stakeholders? 

This article was originally published on 19 December 2023.

Executive Profile

Dr Bruno Roque Cignacco (PhD) is an international business consultant, speaker and business coach. For over 30 years, he has advised and trained hundreds of companies on international trade activities and international marketing. He is a university lecturer and a Senior Fellow of the Higher Education Academy (HEA – UK). He is also the author of business and personal development books published in different languages. The second edition of his new book “The Art of Compassionate Business” is available at www.routledge.com/9781032445427 His website is www.brunocignacco.com 

The post Compassion: The Missing Ingredient to Productivity and Profitability in Business appeared first on The European Business Review.

The business world is facing an ever-growing challenge: striking the balance between optimising employee productivity levels and providing job satisfaction. Here we explore workplace productivity and effective strategies to counteract challenges among remote workers in particular. 

With recent waves of “The Great Resignation” and “Quiet Quitting,” companies are grappling with challenges that affect workplace productivity, as never before. These issues come at a time when organisations are having industry-wide mass layoffs. 

Figures from Europe underpin these trends. In Q2 and Q3 2022, the UK saw historically high numbers of resignations, with more than 365,000 and 442,000 people leaving their jobs, respectively. A third of all German companies is experiencing a shortage of skilled workers due to The Great Resignation, with Gallup’s annual workplace study showing a record number of employees looking for new jobs, and 4 in 10 saying they would stop working if they could afford it. In France, the number of resignations reached a historically high level at the end of 2021 and beginning of 2022, with nearly 520,000 resignations per quarter, including 470,000 from permanent contracts.

Against this backdrop, the need for a content, productive workforce is higher than ever. Here are some actionable steps to increase workplace success while keeping employees engaged and satisfied:

Training, progression and autonomy

The argument for workers having a satisfactory work-life balance through allowing remote work carries weight insofar as employees have increased autonomy over their time and also avoid commutes and distractions that come with an in-workplace environment. With fewer interruptions, they can concentrate on producing high quality work to meet company objectives. 

It may be tempting and inevitable to give employees additional tasks (particularly if the workforce is shrinking) without the additional change in title or pay to reflect the increase in responsibility. In other words, a Quiet Promotion. Additional tasks should be aligned with each employee’s career progression plans and extra responsibilities, and achievements should be compensated. This recognition helps communicate to employees that their input and productivity are valued, and their efforts reap tangible rewards. Here, training, progression, and autonomy are part of creating a positive work environment.

Unlocking an employee’s digital experience

A remote employee’s digital experience —and improving it — is the key to unlocking staff productivity when working outside the office. Digital employee experience refers to the overall experience that employees have while using digital tools and technologies in the workplace. 

Our research on workplace productivity shows that companies offering a poor digital experience can lose nearly one hour per week per employee through IT downtime alone. There are certain actions that HR teams, together with IT teams, can implement to help employees get the best out of their remote workplaces. 

Technology is the first critical place to start as that is the interface through which an employee accesses their workplace. Fundamentals include ensuring that employees have the right technology (hardware and software) for their roles (and know how to use it) and empowering employees to report tech issues as soon as they occur. These factors are the foundation of pain-free remote working. 

Not only do many employees feel hindered by their workplace technology, but IT teams also are frustrated by a lack of visibility into how and when issues occur. A proactive IT plan helps teams to respond to IT issues so that remote employees are not stuck in queues, holding support tickets, trying unsuccessful fixes, or just ignoring the tech problem — all while losing productivity. 

Measuring digital experience

What’s next? While giving employees and teams the resources and autonomy to carry out their roles remotely, organisations do need to measure workplace productivity accurately to ensure that teams are performing at their best, and also to troubleshoot when productivity is not at expected levels. 

Employee digital experiences need to be measurable, without acting as big brother, rather than being based on assumptions, directly monitoring what users are doing, and in the worst case, just looking at user reported tickets. We know that nearly 40% of digital issues aren’t even reported.  

When measuring overall productivity of an organisation and ROI, granularity is key. Data should be available to understand costs of groups, for example, of remote workers, specific departments or technology splits, such as Macbooks and PCs. Moreover, results should be customised to provide numbers that denote, in monetary terms, how much losses in productivity are costing a business overall.

Systems like ours gather information from up to 10,000 data points every 15 seconds to help companies build and customise a 360° view of their digital footprint.

Action data and findings on productivity shortfalls

Armed with data that highlights which technology implementations are negatively affecting  productivity, IT teams can investigate further to reveal what is causing an enterprise’s digital health score to drop and productivity costs to rise. 

The remote worker may not consider the impact issues such as latency, memory, or disk space can have on an organisation’s digital health and bottom line; therefore, they may unwittingly accept these issues as the norm and fail to report them with the mindset of “too much hassle” or “enlisting IT support won’t make that much difference”. 

To counteract this failure to recognise or report issues, large-scale data collection combined with automated issue discovery can enable IT and HR leaders to understand the health of technology deployed and prioritise improvements that will ultimately affect employee experience and productivity. 

In summary, companies can help prevent “The Great Resignation” at their organisations by increasing productivity while keeping employees from being frustrated by their digital experience. This can be done through employee training and autonomy, improving the digital experience, and accurately measuring productivity to address shortcomings. Employers must also work to understand why productivity is low and address employee concerns.

This article was originally published on 7 May 2023.

About the Author

Elise Carmichael is the Chief Technology Officer of Lakeside Software. She is responsible for building and delivering the next generation of Digital Employee Experience solutions. She has over 20 years of experience working with enterprise organisations on high-tech, big data, and machine learning-based products. Before joining Lakeside, Elise held senior technology and product leadership roles at Functionize, Tricentis, QASymphony, and Mobiquity throughout the last 10 years.

Elise founded a non-profit in Florida to encourage more women to enter and stay employed in high-technology fields. She studied Computer Science and Music at The University of North Carolina at Chapel Hill. 

The post Balancing Productivity and Remote Work to Avoid The Great Resignation appeared first on The European Business Review.

In this article, Smartsheet’s Sarfraz Ali takes a deep dive into high-performance – what it is and what drives it, how businesses can cultivate it and ultimately, how they can harness it for success.

When you think of high performers you might think of the world’s elite athletes – scoring a screamer from outside the penalty box, winning a tennis grand slam, setting a world record on the track or topping the podium after a hard-fought grand prix.

For fans and athletes alike, these are the moments we celebrate and remember. Yet any athlete will tell you that these achievements are not reached in a vacuum, rather high performance requires months or years of hard work and dedication.

In comparison, for most of us, high performance takes place at a desk – either in our office or at home. And it’s up to business leaders to foster and cultivate an environment in which their employees are empowered to be high performers.

This brings up a few questions, namely, what does high performance in business actually mean? What are the barriers to achieving it? How can you drive it forward? And what outcomes will you achieve as a result?

To answer these, we surveyed leaders across European businesses about performance in their organisations, revealing insights about the characteristics of high performance and how it impacts clarity, adaptability, tools, and technology.

How is high performance defined

High performance is imagined in many different ways, notably it is often seen as a matter of consistency rather than a singular moment of success. Our survey respondents identified a number of characteristics that translate to high performance: more than 50% noted that self-belief and determination, strategic thinking, a willingness to collaborate, and resilience and adaptability are leading traits of high-performing individuals and teams.

High performance is the key to ongoing success. It’s not a one-time win, but a constant journey marked by smart decisions and consistent efforts. With clear goals, industry benchmarks, and continuous improvement, guided by visionary leadership, high performance becomes the secret sauce for sustained success and growth. It is all about being good at what you do, doing it consistently, and always being ready to change your plans to get the best results. It’s not easy, but it’s worth it.

Challenges to achieving high performance

So, we know what constitutes high performance, but challenges to achieving it remain. In fact, only 15% of business leaders believe their organisations consistently achieve goals and objectives in an agreed timeframe, to the point that they could be considered high performers. More specifically, 77% of business leaders did not agree that their direct teams could consistently achieve goals and objectives in a stated timeline.

What is holding back teams and employees from being able to deliver high performance more consistently? Unclear goals and too much time spent being reactive are the most reported barriers. From our survey, around 39% felt the former and 37% felt the latter were the most common issues they face, with communication breakdowns and lack of communication coming in third with 36%.

It isn’t all doom and gloom though; three in five respondents felt their teams perform highly ‘to some extent,’ while 61% think the same of their wider organisation. Clearly there is room for improvement, but the basis is there – it’s just about dialling up the number of high performers and aligning more activity to high-performance outcomes.

Driving high performance

In the high-performance puzzle, trust and technology drive success. Trust is the foundation for savvy team decisions, while tech-powered communication and teamwork are the dynamic duo of high performance. When combined with steady leadership amongst a culture that turns failures into lessons, high-performance thrives. To foster a culture of high performance, organisations need to improve the visibility of projects. Greater visibility allows both employees and leaders to understand the state of play in their organisation.

This line of thinking was reflected by our respondents, with half believing effective communication and collaboration supported by technology supports high performance. Equally, more than half view trusting their teams to make the right decisions for the good of the team and business as vital.

It’ll take time to evolve and nurture cultural change but there are opportunities for quick wins. Namely the role of technology, it isn’t just a tool; it is a vital enabler and dynamic force to turbo-charge performance.

A resounding 80% of respondents declare tech as the key to unlocking visibility–the cornerstone of any high-performance journey. But its role extends beyond mere visibility: tech conducts the collaborative symphony (45%), orchestrates the melody of monitoring and feedback (39%), and composes the rhythm of planning and ideation (31%).

Emerging technologies like GenAI are changing the game. Their incorporation into work management tools is freeing up employees from time-consuming repetitive tasks and allowing them to focus on more strategic objectives. Automated processes can help eliminate errors and promote consistency–another bow in the cap of high performance.

Ultimately, when it comes to high performance, there is no one-size-fits-all way to unlock it. Every business, every team and employee will require a different approach depending on the type of work they do. What we do know to be true is that high performance isn’t simply something that can be achieved in one day. It might take weeks or months, but high performance is a culture you nurture, characteristics you hone, and the tools you harness for your employees and organisation.

About the Author

Sarfraz Ali, VP, EMEA: As Smartsheet’s VP and General Manager of EMEA, Sarfraz is responsible for its business operations across the region. He is leading Smartsheet’s growth and development, driving Smartsheet’s strategy to increase brand awareness. Sarfraz can speak to a range of topics, from EMEA specific insights on CWM trends and SaaS to how collaboration can drive innovation.

The post How Can Businesses Cultivate High Performance and Harness it for Success? appeared first on The European Business Review.

In this blog post, we’ll take a closer look at five ways you can use AI to improve productivity in your organization. We’ll look at how AI technology automates mundane day-to-day tasks so that your team has more time to focus on creative endeavors and strategic goals.

You’ll also discover how AI helps cultivate data-driven decisions essential for staying competitive in today’s market. Finally, we’ll show you examples of businesses utilizing advanced technologies for greater efficiency. Put away those notes and follow us as we unlock the benefits of AI.

Automate tedious tasks with Artificial Intelligence (AI)

Have you ever found yourself stuck doing the same tedious task day in and day out? Maybe it’s sorting through emails, processing paperwork, or even just sending out routine notifications. Well, imagine if you could automate those tasks. Sounds too good to be true? Enter Artificial Intelligence (AI).

With AI like GPTZero can help you with copywriting of your sales letter, you can teach these machines to do repetitive tasks quickly and accurately, allowing you to free up your time for other, more important things. Not only does it save time, but it also reduces errors and allows for a more efficient workflow. So, say goodbye to mind-numbing busy work and let AI take care of it for you.

Use AI to shorten document processing times and increase accuracy

When it comes to processing documents, it can feel like an endless task filled with tedious steps like sorting, scanning, and verifying information. But what if there was a way to streamline the process and increase accuracy? Enter artificial intelligence.

By incorporating AI into document processing, machines can quickly recognize and categorize information, cutting down on the time it takes to complete a task. Not only that, but AI can also help to reduce human error, leading to more accurate results. Whether you’re dealing with invoices, contracts, or other important documents, AI-powered document processing can make all the difference in your workflow.

Utilize AI for customer relationship management

By employing a highly adaptable AI-powered system, businesses can provide personalized customer experiences in real time. AI can track and assess customer behavior, allowing for tailor-made solutions that anticipate and meet the needs of individual consumers.

With AI-assisted CRM, companies can speed up customer response time, effortlessly manage customer complaints, and ultimately improve overall customer satisfaction. As the development of AI continues to advance, it is becoming an increasingly valuable tool in modern business communication and customer engagement.

Employ AI for more efficient employee scheduling

As a business owner, employee scheduling can be a stressful and time-consuming task. However, with the use of AI, managing your workforce could become a lot more efficient. Implementing an AI-powered employee scheduling system can help optimize your business operations by taking into account factors such as employee availability, skill sets, workloads, and many others.

This creates a comprehensive schedule that ensures your business is utilizing its resources strategically while ensuring optimal employee satisfaction. More efficient employee scheduling using AI can improve your bottom line, make your operations more streamlined, and keep your employees happy and productive.

Leverage AI to optimize inventory control and better manage supply chain operations

By leveraging AI technologies, businesses can gain deeper insights into their inventory levels, anticipate demand, and optimize their supply chain logistics in real time. From warehouses to transportation networks, AI is revolutionizing the way that businesses manage their inventory and streamline their operations. So why not join the revolution today and start exploring the benefits of AI-powered inventory control and supply chain management?

Implement AI-powered analytics to make better decisions faster

By using machine learning algorithms to interpret data, businesses can quickly identify patterns, gain insights and make more informed decisions faster. But the benefits of implementing AI-powered analytics go beyond speed and accuracy.

They can also improve transparency, reduce human bias, and free up valuable time for employees to focus on more high-value tasks. With AI-powered analytics, businesses can unlock the potential of their data and stay competitive in today’s ever-evolving business landscape.

With the expanding scope of artificial intelligence and machine learning, there is virtually no limit to the ways AI can be used to automate mundane tasks and improve operational efficiency. AI can help save time, reduce costs, increase accuracy and provide a solid foundation for sustainable growth.

The post Unlocking the Benefit Of AI – 5 Ways You Can Employ AI to Help Boost Productivity appeared first on The European Business Review.

We’re going to look at some of the key causes of poor productivity and what you can do to address the problems. Some solutions are surprisingly simple—it might be that all you need is an office coffee machine to replace that old vending machine making sure your team feel valued right from the start.

Poor productivity isn’t just going to be a problem for the bottom line. It’s going to have a knock-on effect on how your team functions overall. It can have a snowball effect where its own consequences make it worse, lowering workplace morale, stifling creativity, and ultimately lowering employee engagement.

What causes low staff productivity?

There is never going to be just one factor that causes poor productivity in the workplace. It’s important to have an idea of all the key potential root causes of the reduced productivity in your office.

1. Leadership

Fundamentally, it has to start at the top. Lack of leadership can lead to countless problems for the workplace as a whole, not just in terms of productivity. All of your staff need to have clear goals and direction; they always need to be completely clear about what their long- and short-term targets are.

It’s important that those at the helm lead by example. As we mentioned earlier, this starts with creating a relaxed atmosphere in which people feel free to speak their minds. Providing ongoing training is also vital, and the leadership is able to target that training where it’s most needed.

Day-to-day operations, like tracking workload and continuously charting employee engagement and performance, are also crucial parts of leadership that shouldn’t be overlooked.

2. Communication

Maintaining healthy communication is another key part of keeping productivity levels up and another key responsibility of those in leadership. This is both about how managers communicate directly to the team, but also how they facilitate good communication within the team. For example, if there are slow responses from the managers or between certain team members, progress will slow down and not enough information for a given task will be provided at the outset.

Everyone needs clarity on what their particular roles and responsibilities are, with clear expectations for what they should achieve within a given time frame.

3. Time Management

It’s very common to think of time management as entirely down to an employee. It’s certainly true that they need to be able to comfortably manage their time and tasks in order to achieve everything that’s expected of them but, at the same time, the leadership is also responsible for setting realistic timeframes and deadlines for them to work towards in the first place.

If your employees are under a constant, overwhelming workload, then they will be stressed and the pressure will stifle their concentration. In an average workday, studies have shown that workers are actually productive for around three hours. Managing time properly to get the most out of their active hours while at work is essential.

4. Resources

Having an idea of just what is holding your staff back is the starting point for addressing any issue with productivity. Workplace productivity can skyrocket by as much as 8.5% when employees have hardwearing, reliable technology and resources that don’t break down or perform slowly. It’s not even simply the fact of the slow responses of a given piece of equipment or software—it’s the frustrating effect it will have on employee morale as they try to complete their tasks.

Outdated equipment will hold your team back—and that will cost you more than it would to upgrade and get up to date.

5. Distractions

Finally, one of the biggest factors: distractions. Interruptions and disruptions can take many forms, some of them easier to correct than others: excessive noise near the office, for instance. But other distractions, like interruptions from colleagues, or just a generally unfocused team scrolling through social media, is something that can be directly addressed.

But your employees are human beings, and so they can’t just sit at their desks every second of the day. The kitchen, nonetheless, can be a distraction in its own way. Think about all the cumulative time that is spent waiting for the kettle to boil when you could have a coffee machine that is kept topped up at all times. Indeed, in one survey, almost three-quarters of office staff said a stocked kitchen would make them happier at work!

There are some simple changes you can make to start off with, and replacing your kettle with a coffee machine is a fantastic place to start to improve staff morale and productivity. Naturally, though, the issues are going to run deeper than that if you are having serious problems with productivity, but you always need to have a clear starting point. Zoom out and see what simple fixes can be made to improve productivity, and then take note of what long-term fixes can be done on a more minute level to address problems.

The post 5 Ways to Improve Staff Productivity in the Office appeared first on The European Business Review.

Set Clear Expectations

One of the most important things leaders can do to build high-performing teams is to set clear goals, expectations, and performance metrics. Ensure that everyone on the team understands their responsibilities and role in achieving their goals. Clarity about individual responsibilities and expectations increases accountability and helps to avoid confusion and ambiguity. When team members know what is expected of them, they will deliver results that align with set targets.

On the other hand, unclear expectations can lead to frustration and resentment. Make sure team members have a clear understanding of the goals and objectives so that they can hit their targets with confidence.

Encourage Collaboration

High-performance teams work collaboratively and engage in open communication. Encouraging collaboration among team members creates a safe and inclusive environment for sharing ideas and feedback. When team members collaborate, they can leverage each other’s strengths and knowledge, which fosters innovation and creativity. Leaders can also encourage and facilitate knowledge sharing by setting a regular meeting schedule and encouraging brainstorming sessions.

One way to ensure collaboration is by creating a team charter. The charter should outline the team’s purpose, objectives, core values, and roles of each member. This will help to set the expectations for collaborative work culture within the team.

Encourage Accountability

Accountability is essential for high-performance teams as it keeps members on track and gives them a sense of responsibility for their performance. As the leader, you should set clear expectations and goals and provide regular feedback on progress towards these objectives. This will help keep team members motivated to meet their targets and succeed. Additionally, reward systems effectively encourage accountability among team members by recognizing outstanding contributions and accomplishments.

Foster a Positive Team Environment

The team’s environment greatly impacts their performance. As the leader, you are responsible for fostering mutual respect and trust among members. This can be done by setting an example of positive behavior and creating an open space for dialogue and feedback. Additionally, recognizing successes individually and as a team will help boost morale and motivate team members to continue their best work.

Encourage Learning and Growth

High-performing teams are continually learning and innovating – this is essential for staying competitive in the market. As a leader, you should encourage team members to invest in their professional development, such as attending workshops or seminars related to their role. Additionally, enable opportunities for them to network with industry professionals and gain exposure to new ideas. This will help them grow their knowledge, skills, and expertise which is essential for delivering high-performance results.

Provide Feedback and Recognition

Providing regular feedback and celebrating wins are crucial to building and sustaining high-performing teams. Feedback is essential to improving team performance, while recognition is an important motivator that boosts morale and job satisfaction. Effective leaders deliver feedback regularly, constructively, and promptly, while recognition can take the form of employee appreciation, bonuses, promotions, team-building activities, or simply acknowledging a job well done. Feedback should be viewed as a coaching tool and a means of improving performance, not a criticism or condemnation.

Embrace Diversity

Effective leaders embrace diversity and inclusivity. Diverse and inclusive teams are stronger, more innovative, and achieve better results. Leaders can embrace diversity by intentionally recruiting diverse team members, generating awareness and sensitivity to different cultures and backgrounds, and encouraging diverse perspectives and ideas. Leaders who embrace diversity in their team composition and values can significantly improve team decision-making.

On the other hand, effective leaders also prioritize team unity and collaboration. Encourage team members to work together to create a culture of respect, understanding, and cooperation. Create an environment that allows everyone on the team to express their ideas and opinions without fear of judgment or discrimination.

Lead by Example

Earning the trust and respect of team members requires leaders to lead by example. Leaders can model the behavior they expect from their team members by embodying the organization’s values, ethics, and culture. Effective leaders are accountable, self-aware, and transparent while modeling the high performance they wish to see in their team members.

In addition, effective leaders demonstrate the same commitment to their teams as they expect from their team members. Through your actions, you should show that you are invested in the team’s success and willing to put in the hard work necessary to help them achieve their goals. Showing your support will inspire team members and create an environment of collaboration and trust.

Final Thoughts

Aileen P. Charland understands that high-performing teams are a product of good leadership and solid strategies. In today’s fast-paced and competitive business environment, effective leaders must be intentional about the culture, values, communication, and practices that will foster a culture of high performance. By emphasizing clear expectations, encouraging collaboration and accountability, providing a positive environment and feedback and recognition, embracing diversity, and leading by example, leaders can unlock the potential of their team members and achieve their goals. When leaders adopt sound leadership strategies, they can effectively motivate and inspire their teams to become high-performing and achieve success together.

The post Leadership Strategies for High-Performance Teams That Aileen P. Charland Swears By appeared first on The European Business Review.

Set Clear and Measurable Goals

One of the first steps to enhancing business performance is to establish clear and measurable goals. Without well-defined objectives, it becomes challenging to assess progress and determine areas that need improvement. Set specific, achievable goals that align with your company’s vision and values. These goals should be measurable, enabling you to track progress and make necessary adjustments along the way. Regularly communicate these goals with your team, ensuring everyone is aligned and working towards the same objectives.

Focus on Customer Satisfaction

Satisfied customers are the backbone of any successful business. By prioritizing customer satisfaction, you can not only retain existing customers but also attract new ones through positive word-of-mouth. Invest in understanding your customers’ needs, preferences, and pain points. Enhance your products or services accordingly and provide exceptional customer service. Utilize customer feedback and reviews to identify areas for improvement. By consistently delivering value and exceeding expectations, you can cultivate loyal customers who will become advocates for your brand.

Optimize Operational Efficiency

Streamlining your operations is vital for improving overall business performance. Conduct a thorough assessment of your processes and identify any bottlenecks or inefficiencies. Implement automation tools or software systems where applicable to eliminate manual tasks and reduce human errors. Foster a culture of continuous improvement by encouraging employees to suggest process enhancements. Additionally, ensure that your workforce has the necessary skills and training to perform their roles effectively. By optimizing operational efficiency, you can reduce costs, increase productivity, and enhance the quality of your products or services.

Foster Innovation and Adaptability

Innovation is a driving force behind business growth and long-term success. Encourage a culture of innovation within your organization by providing employees with the opportunity to share ideas and experiment with new approaches. Foster an environment where calculated risks are encouraged, and failure is seen as a learning experience. Additionally, in today’s rapidly changing business landscape, adaptability is crucial. Stay abreast of industry trends and technological advancements. Embrace change and be willing to adjust your strategies and offerings accordingly. By embracing innovation and adaptability, you can stay ahead of the competition and fuel business growth.

Invest in Employee Development

Your employees are key assets in driving business performance. Invest in their professional development by providing ongoing training and opportunities for growth. Help employees develop the skills necessary to excel in their roles and provide a clear career progression path. Encourage a positive work environment that promotes collaboration, communication, and teamwork. Recognize and reward outstanding performance to motivate and retain top talent. Engaged and empowered employees are more likely to go the extra mile, resulting in improved productivity and overall business performance.

Conclusion

Boosting your current business performance requires a multifaceted approach. By setting clear goals, prioritizing customer satisfaction, optimizing operational efficiency, fostering innovation, and investing in employee development, you can create a foundation for sustainable growth. Embrace these strategies, adapt them to your specific business needs, and continuously evaluate and refine your efforts to achieve long-term success.

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If you have tried managing remote teams, you will know that being productive is one of the biggest challenges in remote work. Since remote working is still relatively new, it is common to not fully understood how to have a highly productive remote team.

However, following these 7 tips, you can increase your team’s productivity while working remotely.

How to Increase Remote Team’s Productivity

1. Set Expectations

Having clear goals and measurable targets help your team to focus by knowing what to work towards. Lack of motivation and  clarity, along with uncertainty can lead to confusion and haphazard workflow. Discuss with your team and decide on what should be the expectations and goals.

Make it clear when and how long they should be available when working remotely, what personal targets they should fulfill, which way would their performance be measured, etc.

Setting goals and milestones can keep remote workers engaged and motivated.

Being transparent will help increase trust with remote employees. It also increases accountability in the organization. When expectations are clear, remote workers will do what is necessary, be it dressing properly for the video calls or achieving goals in a timely manner.

2. Communicate Properly

Lack of face-to-face communication in remote work can be hard for managing the remote team. Communication is essential when working remotely. Maintaining a smooth and efficient remote work environment requires communicating with colleagues about ongoing projects and keeping them informed of the most recent activities and availability.

Try to make a planned timeline and arrange daily check-in to communicate the progress or challenges. Everyone will know how the projects are progressing and where to focus more. Following the scrum methodology can be useful as well.

Communicate clearly with videos or pictures whenever necessary. Human interaction might not get through the videos, so you will need complementary media to make the story clear. These resources will help them learn how to do a task.

Encourage your team members to communicate regularly with other team members, whether through video calls, instant messaging, or other communication tools to other social intranet tools like Empuls It is also important to foster a collaborative work environment where team members can work together seamlessly, regardless of their location.

Be it one on one meetings, or video conferences for the teams, follow the best practices of digital meetings. For having the best meeting experience, try to dress professionally and look into the camera.

Video conferencing & Communication tools

Selecting the proper communication tools will help you keep in touch with your team members. Keeping everyone in the same place will lead to increased connection and communication. Zoom, Google Meet, Skype, and MS Teams are some of the most widely used tools. Be sure to check multiple tools and use the one that suits your organization.

Team chat tools like Slack and Discord can be useful for less important and basic chat communication. Streamline the communication process and channels for easy collaboration among remote team members. Using email or chat to collaborate or discuss complex work can take up a lot of time. Sharing screens via communication tools can be helpful in this regard.

3. Optimize Processes

Doing whatever for getting something doesn’t work. Creating Standard Operating Procedures (SOP) can help in this regard. Employees can check these instead of coming up with their own methods to handle a situation. Streamlined communication processes can also be helpful in increasing the productivity of remote workers.

Optimize video calls and meetings as well. Too many video conferences can do more harm than good. Whatever can be done by basic chat communication, should be done with chat. For video calls, ensure that everyone is following the proper etiquette and keeping the meeting short.

Modify all of the current processes, since it will be a new work environment and style of work. Methods that worked in the office, will not work accurately while working remotely. You have to modify your company culture for the remote work environment.

4. Utilize Tools to Get More Productive

There are many tools to increase the productivity of your remote team. While these tools can be used by office employees as well, they are ideally suited for remote employees.

Manage time and employees to be more efficient

When working remotely, it’s quite easy to get distracted and get less productive. To get things done in time or to track the worked hours, you need to use time tracking software. Most time tracking tools have remote employee monitoring for a better understanding of employees’ work and to let them minimize distractions. However, keep in mind that the goal is to not micromanage, but ensure employees are working diligently and efficiently.

Additionally, take advantage of using a workforce management platform that will assist in optimizing employee schedules by taking into account predictive customer traffic and individual employee attributes. By leveraging advanced algorithms and data analysis, the platform can accurately forecast customer demand and allocate the right number of employees with the appropriate skills to meet that demand effectively.

Manage projects better with Project Management Software

Project Management Software (PMS) helps you organize, manage and plan projects efficiently. There are multiple different tools for managing projects. Top PMS includes- Trello, ClickUp, Monday.com, Asana, Wrike, Basecamp, etc. Third-party integrations and add-ons are available to make these tools more robust.

They allow you to organize projects, assign tasks to members, deal with deadlines, and adjust priorities. You can work with a Kanban board, Gantt chart, and scrum frameworks. PMS gives you a brief idea of how the tasks and projects are progressing and makes the workflow more efficient.

Collaborate smartly with cloud-based solutions

For file sharing and collaborative editing, you need to pick a cloud system. Cloud software suites like Google Workspace have an option for the whole team to contribute and work together. You can check who is working where and organize the workflow. Microsoft Teams can also be helpful. Use Dropbox, and Google Drive for uploading files and sharing between teams.

Even normal tools like Canva has collaboration options for teams. However, for more realistic collaboration, you can use tools like Miro’s whiteboard to collaborate with the team and brainstorm ideas using visuals. Working together will foster better collaboration.

5. Use Feedback and Adapt

Even without giving monetary rewards, constructive feedback alone can increase team members’ motivation and engagement. Providing them with what they are doing right and what could be done better will help them utilize their strength and improve their weakness.

Feedback is a two-way street. You also need to ask for feedback from your team regularly, at least every quarter. The feedback loop improves the quality of products and processes. Your team members might have great suggestions on how to improve their own work or the efficiency of the whole organization. On the other hand, most workers feel disengaged when they get barely any feedback, or when their feedback is not listened to.

Since remote work environment is different, new types of issues may arise. You need to handle these situations methodically and adapt. Organizations need to constantly adapt to survive. That’s why you shouldn’t be afraid of adapting new work culture. Even the best leaders won’t be able to come up with great ideas consistently or make perfect systems with highly optimized processes. Make it safe and easy to share ideas and issues, so that you can work with the most efficiency.

6. Dedicated Workspace for Team members

One of the top challenges faced by remote employees is not having a proper place to work from. Be it family members roaming around or not having proper tables and equipment. Having a dedicated workspace will make it feel like work is separate from personal life, and therefore easy to manage without getting distracted.

Since you don’t have to give onsite perks, you can use that money to give a remote work stipend. Give them an allowance for setting up a proper home office. If employees can work more comfortably, it will be better for the company as well.

Be it a one-time payment or paid on a regular basis, the stipend should cover electricity and internet bills and all the equipment they might need: a laptop, monitor, webcam, and accessories. Noise-canceling headphones, a height-adjustable desk, and an ergonomic chair can be helpful as well. Normal furniture isn’t ergonomic and can cause back pain. Getting an ergonomic workspace can make remote work comfortable and efficient.

7. Teambuilding and Celebrations

Getting along with coworkers can lead to higher satisfaction on the job and increase team efficiency. This also applies to remote teams. Remote work decreases team bonding and trusts between colleagues. This often leads to lower-quality collaboration and less communication.

Teambuilding activities can build healthy company culture and camaraderie. Try to get together once a month or arrange quarterly retreats. You can recognize their efforts and appreciate their hard work in these events. However, the focus should be on having activities together and team bonding.

Celebrating achievements and milestones can give a sense of advancement and growth as a team. Encouraging individual growth can also be beneficial for the company. Both individual and team growth will help make your organization more productive.

Conclusion

Working remotely can be daunting at first glance. But, if you can adapt properly and use these tips, you should see increased productivity in your remote team. If properly managed, remote workers can be more efficient than typical office workers, achieving company objectives and producing high-quality work consistently.

The post How to Increase Remote Team’s Productivity with These 7 Tips appeared first on The European Business Review.

Electronic price labels offer a plethora of benefits to pharmacies, from saving time and reducing costs to improving customer experience and increasing operational efficiency. This article discusses the advantages of electronic price labels and how pharmacy owners can leverage this technology to improve their pharmacy’s overall performance. It also helps with Pharmacy Stocktake which is very important for managing the inventory efficiently.

What are Electronic Price Labels?

Electronic price labels (EPL) are digital displays that are used to show products’ prices on shelves or display units in a retail store. Unlike traditional paper labels that are manually changed, EPLs are updated automatically and real-time via a wireless communication network, providing accurate pricing information to customers at all times.

Advantages of Electronic Price Labels for Pharmacy Owners

1. Time-Saving

One of the significant advantages of electronic price labels is that they save time. As pharmacists do not have to change the pricing labels on each item manually, they can devote their time to more critical tasks such as patient care and management.

2. Cost-Effective

Electronic price labels offer a cost-effective solution to pharmacies. Traditional paper labels need constant changes, leading to additional expenses. In contrast, EPLs have a longer lifespan and require minimal maintenance, reducing the overall costs of running a pharmacy.

3. Improved Customer Experience

Electronic price labels provide customers with an enhanced shopping experience. As the prices are updated in real-time, customers can make informed decisions when purchasing products, leading to increased customer satisfaction.

4. Increased Efficiency

EPLs reduce the risk of errors in pricing, which can lead to financial losses. They also expedite the time required to update and change prices, leading to increased efficiency.

5. Better Inventory Management

Electronic price labels can be integrated with inventory management systems, leading to accurate real-time inventory tracking. This enables pharmacies to manage stock efficiently and avoid shortages and reduce waste.

Choosing an Electronic Price Labels Supplier

Choosing an electronic price labels supplier is crucial to ensure your pharmacy enjoys the full benefits of the technology. Consider the following factors when selecting a supplier:

1. Compatibility

Choose a supplier whose EPLs integrate with your pharmacy management software. This ensures a seamless integration and smooth operation of your pharmacy.

2. Quality of the EPLs

Choose a supplier that provides high-quality electronic price labels, ensuring durability and longevity.

3. Cost

Compare the prices of different suppliers and choose one that offers competitive pricing and a return on investment.

4. Support and Maintenance

Ensure the supplier provides excellent after-sales support and maintenance services to ensure the smooth operation of your EPLs.

5. Customization

Select a supplier that offers customization options for your EPLs, such as font size, color, and label size, to provide a cohesive brand image.

Conclusion

In conclusion, electronic price labels offer several benefits to pharmacies and can impact the pharmacy’s overall performance, customer experience, and operational efficiency. Choosing the right supplier is crucial to ensuring a successful implementation of EPLs. Pharmacy owners can leverage this technology to streamline their management processes and enhance their pharmacy’s performance, setting themselves apart from the competition.

The post Leveraging Technology to Streamline Pharmacy Management Processes and Enhance Performance appeared first on The European Business Review.

As a startup, it’s vital to ensure that your workspace is geared towards maximizing productivity and employee satisfaction. Utilizing such resources as Your Company Formation, for instance, can ensure that you get off to a good start within your chosen sector. With limited resources and tight budgets, it becomes even more essential to optimize every aspect of your work environment. In this article, we will explore a range of methods and strategies to maximize productivity in a startup workspace.

Foster a Collaborative Environment

In the fast-paced world of startups, collaboration is key. Encourage open communication and teamwork by designing a workspace that offers a mix of private and communal spaces. This can include open seating options, meeting rooms of varying sizes, private workstations for focused tasks, soundproof spaces for phone calls and video conferences, and cafes or shared kitchen areas for employees to connect and socialize.

An efficient IT infrastructure is crucial for maintaining communication and managing daily operations. Consider partnering with a reliable IT support provider, such as IT Services in Austin, to minimize downtimes and ensure a seamless workflow.

Ergonomic Design and Natural Elements

An ergonomic workspace is essential to ensure employee comfort and increased productivity. Consider design elements like adjustable chairs, standing desks, ample desk space for equipment and personal items, supportive lighting that reduces eye strain, and easy access to power outlets for device charging.

Natural elements can make your workspace feel more inviting and energized. Try incorporating aspects such as plants to purify the air, reduce stress, and boost creativity, natural lighting to improve mood and productivity, window views of green spaces, or even windowless office walls decorated with nature-inspired art or murals into your office design.

Encourage Employee Health

A sedentary lifestyle can negatively impact productivity and overall health. Keep your employees moving by designing a workspace that promotes movement and exercise. Position essential office equipment, such as copiers and printers, in central locations that require walking and offer communal break areas that encourage team members to leave their desks. Provide standing or treadmill desks as energizing alternatives to traditional seating and consider implementing walking meetings or outdoor brainstorming sessions.

Supporting a healthy work-life balance can lead to increased employee satisfaction and prevent burnout. Cultivate a holistic workspace that caters to employees’ well-being by providing sufficient break spaces where employees can unwind without distractions. Offer flexible work hours or remote working options to accommodate personal schedules and foster a positive workplace culture that encourages open communication, feedback, and recognition for hard work.

Flexibility and Innovation

As a startup, it’s essential to prepare for growth and change. An adaptable workspace design can help you remain nimble as your business evolves. Modular furniture systems allow for easy reorganization or expansion and convertible spaces can be quickly modified for meetings, presentations, or quiet zones. Flexible lease arrangements or coworking spaces can offer temporary or additional space when needed.

Create a workspace culture that values both team and individual accomplishments. Celebrating success and encouraging innovation can boost morale, motivation, and overall productivity. Recognize and reward exceptional performance, whether through monetary or non-monetary incentives. Implement regular team-building activities to strengthen interpersonal relationships and facilitate idea exchange. Encourage employees to contribute innovative ideas, and provide a supportive environment to take risks and learn from failures.

Tools and Training

Boost productivity by providing employees with access to modern technology, software, and tools that facilitate collaboration and more efficient task execution. This can include file-sharing applications that streamline document access and reduce time wasted locating files, communication platforms that enable quick collaboration and problem-solving among team members, or task management software that helps employees stay organized and prioritize tasks effectively.

Empower your employees by offering professional development and training opportunities. This not only helps them stay engaged and motivated but also ensures your team stays updated with the latest industry trends and skills. Encourage employee participation in workshops, conferences, or online courses and organize in-house training sessions or invite experts for guest lectures or interactive sessions. Establish mentorship programs or opportunities for cross-departmental learning

Conclusion

Maximizing productivity in a startup workspace is all about striking a balance between efficiency, creativity, and well-being. By fostering a collaborative environment, prioritizing employee-centered design, investing in technology and tools, and celebrating success and innovation, you can create a dynamic workplace that supports your team and drives your startup’s success.

The post Maximizing Productivity in a Startup Workspace appeared first on The European Business Review.

Mitigating Risk With Real-Time Insights from Data Observability Solutions

Results from using data observability are becoming increasingly important for businesses seeking to acquire real-time insights into their procedures and mitigate problems. By leveraging data observability, organizations can gain visibility into the performance of their applications, procedures, and services to identify possible problems before they become expensive issues. This insights can also help organizations quickly detect irregularities or questionable actions that could alert of a security violation or other criminal activity. Data observability solutions can furnish valuable insights of consumer behavior and choices, allowing businesses to understand their target audience and optimize their offerings consequently. Having the right data observability tools in place, businesses can guarantee they have the instruments to determine threats quickly and take preemptive steps to protect their operations from danger.

Improving Efficiency With Predictive Analysis Enabled by Automated Monitoring

The predictive analysis enabled by automated monitoring is a strong instrument for enhancing efficiency. Automated monitoring systems can collect data from different sources, such as sensors, cameras, and other appliances, to detect patterns and trends in real-time. This data can then be analyzed to foresee possible events or results. For example, predictive research can predict when tools may require upkeep or repairs, allowing businesses to design correct maintenance schedules and reduce downtime. Automated monitoring systems can also identify possible issues before they happen, allowing companies to take bold measures to control such issues from occurring in the first place. Predictive research can help businesses optimize their procedures by providing insights into how to enhance processes and improve efficiency. By leveraging the power of predictive analytics enabled by automated monitoring systems, companies can gain a competitive edge and maximize operational efficiency.

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In the book Time, Talent and Energy, three trends were identified in companies with low levels of employee burnout: excessive collaboration, weak time management principles, and a tendency to overload the most capable with too much work.

According to co-author Eric Garton, when workers are interrupted, it not only cuts into time needed for complex tasks or thinking up new ideas, but these everyday interruptions also take away from the essential downtime people need to rejuvenate.

In order to make your team more efficient, you first need to allow them to disconnect from any current problems. Here’s how you can help:

1. To reduce instances of burnout, identify which collaborative processes and company practices lead to it.

After analyzing research from Harvard Business Review, it has been found that time dedicated to collaboration has increased by 50% in recent years. Even though there are some good outcomes that come from collaborating, there is also a darker side to it.

The research team discovered that employees typically spend the majority of their work days in meetings, on calls, and responding to emails, which doesn’t leave much time for them to actually complete assigned tasks.

You’re probably leading your employees to burnout without even realizing it. Review your processes with HR consultancy and get rid of any that are contributing to the problem. Here are a couple ways you can do that:

To start, do as the managers at Dropbox did: eliminate all regularly-scheduled meetings for a two week period. After that, only rebook the ones you believe are necessary. (The outcome? After two years, not only had Dropbox tripled its employees, but meetings were shorter and more efficient.)

You can also give this a try. Facebook’s VP of Product, Fidji Simo, cuts meeting times down to just 15 minutes by default. This way it becomes the organizer’s responsibility to think about whether more time is actually needed instead of automatically setting 60 minute slots.

2. Develop more efficient time management practices by cooperating with your team to establish achievable expectations

According to Pat Burns’s book Master The Moment, he interviewed employees at 50 companies and discovered that many of the time management issues they face can be linked back to poor leadership skills, such as:

• Being unsure of which work to put first
• Still saying yes even when workload is full
• Feeling overwhelmed because of the tasks at hand
• Procrastinating or not finishing because of unclear timelines
• Staying in reactive mode because of unclear strategy

Many employee time management issues, such as these, are caused by uncertainty. Team members become unsure of where to focus their efforts and take on too many tasks as a result.

Instead of letting them work however they please, help them establish a daily routine that focuses on balancing time for their work with keeping updated on emails and meetings. Try allocating certain times for specific tasks, or even something as uncomplicated as setting mornings aside for concentrated work and making afternoons available only for meetings and calls.

3. Let your best employees take a break

For your best workers, establish guidelines and rituals to help them disconnect when they’re off the clock.

Not only what happens at work affects your team’s vulnerability to burnout. It’s also about their ability to unplug and relax at the end of the day. If you can’t seem to tear yourself away from work, you’re not alone–but research has shown that it’s actually beneficial to disconnect. People who have managed to cut the cord report less fatigue, fewer instances of procrastination, greater flow while working, and an overall improved quality of life.

The best way to help your team recover from work is to tell them it’s okay to not accept more assignments when they feel overloaded.

According to Eric Garton’s Harvard Business Review article, ” Most employees are left unaided to manage their time in ways that would prevent stress and burnout. They have restricted influence to oppose a corporate culture where overwork is the standard and even rewarded.”

If you want to change your company culture, it starts with the leaders. Implement policies and rituals that enable work-life balance and show appreciation for (but don’t celebrate) when people have to put in extra hours.

The post 3 Ways to Help Your Team Increase Productivity and Work Less appeared first on The European Business Review.

After all, behind every successful business are employees who work hard to perform their roles and deliver good outputs. With that, below are some helpful tips for business leaders to boost employee engagement and performance to allow them to be as productive as possible:

1. Keep Track Of Employee Work Behavior And Patterns

While often seen as micromanaging, keeping track of your employee’s work behavior and patterns can give you an insight into how they view their work and their overall contribution to the team.

For instance, using HR software can give you an overview of their work behavior, such as their tardiness, absences, and performance reviews. You can also use such a tool to identify the learning and development needs of your team members. Such insights can be valuable in helping you determine the appropriate performance review phases and next steps that can benefit both the company and your employees. Tools like Zelt performance management software offer built-in performance review features that simplify how you track, assess, and improve employee contributions without micromanaging. Overall, this can be a great way to keep them engaged and reduce turnover rates.

2. Host Regular Catch-ups

Ideally, everyone on your team should be in the loop regarding the current updates about the company or a project. For one, this can empower your employees and make them feel they’re valuable team members. And while regular meetings might sound too draining, hosting a weekly or bi-weekly catch-up with your team can be a great idea to keep in touch and connect with them.

If you have remote employees or you’re implementing a hybrid work setup, scheduling calls can be a good approach. But if you have on-site employees, consider having face-to-face meetings or huddles. You could begin the meeting by discussing essential company matters, such as updates and status reports. From there, you can ask about their opinions and feedback regarding internal processes and their workload.

To encourage your staff to speak up and voice out the concerns they may have, it can be helpful to make them feel comfortable and at ease. For instance, instead of having your one-on-one meeting in a formal setting, such as a conference room, consider discussing their performance and business updates over coffee. This way, the discussion can be light since you’re allowing them to loosen up.

Or, perhaps you’re having a team meeting. You can end the session with a fun activity everyone can enjoy or prepare drinks and snacks. This can help create a light and engaging mood, allowing you to develop better relationships with yourself and your team while giving them a quick break and a way to destress.

3. Recognize Top Employees 

Another way you can improve employee engagement and performance is by recognizing your top-performing employees. You can do this monthly or quarterly. This way, you can let them know that you see their hard work and you appreciate all of the efforts they put into the company.

To do this, you can host a simple gathering to celebrate the team’s success and award the top-performing employees by giving them a token of appreciation. It can be a gift certificate to a restaurant or spa, additional leave credits, or a personalized office supply.

Recognizing your employees can be a great way to motivate them to work harder and be more efficient, which can help you reach business goals. But aside from that, this can go a long way in boosting their satisfaction and commitment to the company and creating a good and healthy work environment.

4. Ensure Equal Treatment Of Employees

There’s nothing more frustrating and stressful than working in a place where obvious favoritism occurs. For instance, some senior managers may favor long-term employees or those who have a personal connection with the higher-ups. Having this in a work environment can demotivate your employees as they know they’ll never be recognized as all eyes and praises will be towards their favorite.

With that, as much as possible, ensure that you treat everyone equally, no matter their roles or ranks within the team. Whether they’re an associate or a senior, ensure there’s no special treatment or favors, Avoid favoriting people at work. This can help create a good and positive work environment for everyone to grow.

5. Provide Necessary Training 

Lastly, one of the best approaches to improve employee performance and engagement is by providing necessary training that can boost your staff’s skills. Besides allowing them to perform better in their respective roles, this can be a great way to boost employee morale. This is especially since your team members can recognize that you value them and care for their career growth.

You can begin by identifying skills gaps in your organization. This can give you an insight into what training program to create for your employees. You can also consider various changes in your industry. You could invite reputable speakers to conduct training and seminars.

Takeaway 

As a business leader, aside from overseeing your business operations, one of your responsibilities is to ensure that your employees are productive and satisfied in their roles. This will involve improving their engagement and performance, which can benefit them and the company at the same time.

With the right tips and practices in mind, you can allow them to perform their roles efficiently and grow exceptionally in their career while keeping them happy and motivated.

The post Employee Engagement And Performance: A Guide For Business Leaders  appeared first on The European Business Review.

Moreover, recognizing a team member for a job well done, perfect attendance or other good deeds might inspire them to achieve even greater things. Likewise, celebrating a team member’s success can motivate the team to work harder and achieve business goals. It’s also worth noting that team member recognition can impact positive engagement. By praising your team members, you can keep them devoted to their jobs, resulting in increased productivity and profitability for your company. 

Similarly, appreciating a team member’s efforts and hard work can reduce turnover and improve retention. When you award your team members, you can encourage them to stay with the company and do better at work. Consequently, you can retain the best talents and consider them significant assets of your organization. Remember that the happier they work with you, the more money you save on recruitment and onboarding costs in the long run. 

However, you might wonder how you’ll implement an effective recognition process despite these benefits. This is where team member recognition and performance apps come into play.

This article will discuss the importance of employee recognition apps and how you can leverage these apps to enhance your workplace. 

What are Employee Recognition Apps and Why Do You Need One?

An employee recognition app is a technology solution that automates the process of employee recognition. Simply put, these apps help businesses manage performance recognition or give rewards and special perks. 

Employee recognition can become more complex and stressful as you expand your business and increase your workforce. This is because you would need to keep track of more workers and offer personalized recognition. Employee recognition apps remove the bulk of this burden, as these operations are automated. 

With this automation, employee recognition apps can enhance workplace culture and make employees feel seen. A 2018 survey found that employee engagement programs help companies attract talent and reduce voluntary turnover. Essentially, while employee recognition programs generally benefit your company’s profitability, employee recognition apps help you properly execute the programs. 

How to Transform Your Workplace with Employee Recognition and Performance Apps

1. Acknowledgement Cards: Employees like to feel seen. They want to understand that while they are hard workers, their employers are equally aware of their contribution to the business. Through your employee recognition app, you can implement simple ‘Thank You’ card features that will help communicate that you see and acknowledge an employee’s efforts. The cards could be prompted by something as little as a customer’s positive comment or much more significant accomplishments like successfully executing a project. Whichever it is, it fulfills the primary purpose of recognition. 
2. Real-Time Rewards: Milestones and performance metrics are a norm in many companies. Employees also tend to get bonuses for accomplishments like securing a new client. With employee recognition apps, your employees can claim these rewards in real-time. The rewards could range from spa sessions to salary bonuses. This real-time effect helps boost employee morale during the workflow process. 
3. Special Access to Development Opportunities: The commercial world has become more fast-paced. Hence, regardless of your business’s industry, employees are seeking ways to improve their skills and capabilities. One way to reward employee performance is by offering special access to development opportunities. You can leverage your employee recognition app by integrating an instant payout for a professional course. This will demonstrate your recognition of hard work and also benefit your business in the long term.
4. Feedback Requests: One of the most important benefits of employee recognition apps is that they provide a seamless way for companies to conduct employee surveys. You can utilize this feature to understand the general acceptability of your recognition programs and where you can make changes. This will help improve your employee recognition initiatives and, by extension, your company’s culture. 
5. Peer-to-Peer Recognition: The chain of recognition does not only flow from the company to its employees; it also flows among employees. Essentially, you can leverage your employee recognition apps to encourage your employees to regularly drop positive comments about their working experience with fellow employees. This can be a viable strategy to help reduce friction and enhance the workplace environment. 
6. Annual Awards: Annual awards are a great way to show your employees that you are observant of their personality and working style. A rule of thumb with employee engagement is that most employees do not want to be seen as mere productive robots. They often want to feel like they belong in an environment where their personality resonates. Virtual annual awards can help achieve this. Moreso, since the awards can be given on the employee recognition platform, costs are reduced. 
7. Birthday Celebrations: Employee recognition is not only limited to work milestones. You can demonstrate employee recognition by giving a shout-out on employees’ birthdays or organizing a virtual happy hour to celebrate. These gestures go a long way in showing that you care about your employees. 
8. Integration with Workflow Apps: Many employee recognition apps enable integration with workflow apps like Slack, Trello, or Microsoft Teams. Activating this integration feature is beneficial because it expands the reach of your employee recognition programs and also increases awareness that your company rewards productivity. Aside from the workflow software mentioned earlier, you may also integrate several recognition apps with software for employee time tracking. This integration can be beneficial, especially if the recognition pertains to team member attendance and productivity. It allows your HR team to streamline the recognition process more quickly with the availability of attendance records and performance data.   

Next Steps for Companies and Business Owners

There is no doubt that employee recognition apps offer numerous benefits. However, your company needs to seek informed advice on the recognition app suitable for your operations. However, businesses often prefer a 360 employee recognition platform. This is because 360 recognition platforms are usually more flexible and enable customization. This way, you can easily integrate features aligned with your workforce. 

However, with several team member recognition apps in the market, finding the right one can take time and effort. In that case, conducting thorough research is essential to ensure you choose the best recognition and performance app for your organization. 

Final Thoughts

As the labour market becomes increasingly competitive, companies will need to devise strategies that will help attract top talent and reduce attrition. Employee recognition apps are a viable strategy for achieving this.

The post Top 10 Ways to Transform Your Workplace with Employee Recognition and Performance Apps appeared first on The European Business Review.

Employee engagement is more than just having a ping-pong table in the break room. There are many ways to increase engagement at your workplace, from letting employees take on new responsibilities to improving communication with team members.

Here are a few tips for creating a culture of engagement at your workplace:

Encourage Collaboration

If you want your employees to work together, you must make them feel comfortable doing so. You can encourage them to collaborate on projects or share knowledge and experience. Collaboration helps employees learn from each other and develop new ideas. It also helps them find solutions to problems that may be holding the company back from reaching its full potential.

Also, provide resources for team building activities. Team building activities help your employees develop a strong work ethic that will allow them to get through difficult times together without getting stressed out or frustrated with each other too quickly.

They also create an environment where everyone feels valued, which is essential in today’s workplace, where many people feel like their contributions aren’t appreciated enough by their managers or coworkers.

Prioritize Communication

With many of your employees spread out across different offices and time zones, ensuring everyone is on the same page can be challenging. A survey suggests that only 32% of people find their business communication excellent. One way to address this issue is by prioritizing communication in your workplace.

As we mentioned above, communication is key to building trust between colleagues. In addition, it’s also vital for creating a solid company culture and brand identity, two things every business strives for. By communicating with employees regularly about what’s going on in their department or team, you’re helping them feel more connected with their workplace.

Recognize Great Work

Recognizing employees for their hard work is one of the most important things an employer can do to increase employee engagement and productivity. It doesn’t have to be expensive or time-consuming, either.

A simple thank you note from your manager can be enough to make an employee feel valued and appreciated. Or, if you want to go big with your recognition efforts, throw a party for all your employees.

The critical thing about recognizing great work is that it should be done frequently and publicly (if possible). You don’t want your employees feeling as though they’re being singled out every time they do something right. It will only make them uncomfortable and perhaps even like they’re just doing what’s expected instead of going above and beyond.

By recognizing everyone in the same way regularly throughout the year, you’ll help ensure that everyone feels appreciated, no matter how big or small their contributions may seem at first glance.

Get Rid of Unnecessary Meetings

A survey reveals that in the US, around 41.8% of employees spend an average of 30-60 minutes in every meeting. Meetings are a significant source of wasted time and money in the workplace.

The average meeting lasts less than an hour, but it takes an average of 7 hours to prepare for it. If you have ten meetings a week, that’s 70 hours spent preparing for meetings where people discuss things that could just be written down or said over the phone or email instead of talking about them face-to-face.

To avoid wasting this time:

1. Try scheduling your next meeting after lunch so people can be more creative when they’re not hungry (or if you want them to focus more on their food).
2. Create an agenda beforehand and send it out before the meeting, so everyone knows what needs to be discussed.
3. Make sure everyone understands why they need to be there. If someone doesn’t add value, either exclude them from future meetings or find another way to contribute to your department’s goals without having them attend this particular meeting every week.

Plan Fun Employee Events

Plan fun employee events that are relevant to the company. These events aim to create a culture of fun and excitement at work. Your event must be relevant to the company itself and something that employees will enjoy. 

If you want to make your employee engagement strategy even more effective, plan events centered around employees’ interests or families. Both are proven ways of increasing job satisfaction and helping people feel part of something bigger than themselves.

You can plan office happy hours for your employees in the office itself or at a neutral venue like a nearby restaurant. Invest in happy hour catering to provide your employees with easy-to-eat and delicious food and beverages.

Events like these let your employees unwind and recharge over food and drinks with their coworkers. You can also use the office happy hour to host awards and recognition events for your employees. 

Conclusion

Employers need to do more to increase employee engagement and boost productivity. Employees are more productive when they feel valued, engaged when they feel like their work is meaningful, and motivated by opportunities for growth.

You can help your employees achieve this by making them feel like they’re part of something big and that the business isn’t just about making money but also has a higher purpose, such as helping customers or improving society.

The bottom line is that employees want to be engaged and feel like they’re a part of something bigger than themselves. If you can implement these tips, it will go a long way toward improving productivity and morale at your company.

The post Top Tips to Increase Employee Engagement and Boost Productivity appeared first on The European Business Review.

Thus, it’s important to evaluate your executives’ performances so that you can support them fully and help them become better at their jobs. Here’s how you can do so.

Ask for Monthly Reports

One of the key elements in evaluating the performances of top-level business executives is to ask for monthly reports from them. This will help you assess their performance and make decisions on their future. 

The best thing about this approach is that it doesn’t require any additional time or resources. All you need to do is ask each executive once a month to submit a report detailing the projects they were working on, how well they performed, and other relevant information such as sales figures.

Do Anonymous Surveys Among Employees

Ask your employees to take a survey on a particular topic regarding your business executives. You can ask about any relevant topic, but try not to make it too long. Keep it simple and focused just on the things that matter most for your business: employee satisfaction, engagement levels, etc. 

There are also many services out there that will let you conduct an anonymous 360-degree feedback survey. These services will ensure the privacy of your employees and will not disclose any information to you or your business executives. With such high-end systems and tools, anonymous surveying becomes much easier and more fruitful.

Compare Their Monthly Target Achievements

You can get a good idea of how well an executive has performed by comparing his or her monthly targets with those of other employees. Compare the executive’s achievements to those of other executives in your company, as well.

If, for example, you have a business executive who has set their sights on increasing sales by 10% this year and is not meeting that goal at all, while another employee is exceeding their sales target, it might be time to look into whether this executive needs some help. 

You can easily identify the people who are doing better than the others. That way, you can evaluate their performances and know which executives need your or other higher-ups’ attention.

Talk to Them Directly About Their Performance

Disengaged employees at the workplace cost the world around $7.8 trillion during and right after the initial aftermath of the COVID-19 pandemic. All this loss came due to lost productivity at work. This could’ve been easily avoided had there been proper communication between employees and their leaders.

Therefore, you must communicate and engage with your top executives because they too are part of your business ecosystem. Contacting them directly and asking them about their performances is also a way to evaluate their performances. The most important thing you should do is to ask them about their achievements, goals, and objectives before having a discussion with them regarding their performances.

Then, you can discuss with them what they have done so far, how they were able to achieve those goals, where they have been successful, where there are still some problems or challenges and what kind of support the HR department can provide for them. It’s a lot to talk about, but it needs to be done. Always remember that you’re only there to help your executives and not undermine their work. Thus, be aware of the tone you use and how you confront them.

Observe How They are Handling Meetings

Meetings should be well-prepared but also flexible to accommodate unexpected issues or information. The meeting should not go beyond its planned time, or it can be difficult to bring everyone back together again at the same time without having lost some momentum. A good meeting leader will keep everyone focused on their tasks and not wander off into conversation that distracts from the purpose of being there in the first place.

In addition, observe how these executives relate with their staff members, as this provides insights into their leadership style and management approach to getting things done.

It’s been observed that one out of every three meetings (mostly virtual ones) is pointless. Employees spend hours at these meetings with no work or progress being made. You must make sure that the same is not happening at your workplace and that your top executives are more responsible with the way they handle their meetings. 

Evaluate the Quality of Their Working Environment

In your evaluation, you must also evaluate the quality of their working environment.

Ask them about their relationship with the subordinates and employees working under them. How do they treat their subordinates? Do they have open-door policies? Are they approachable, or do they keep an air of professionalism around themselves?

Your top business executives must be open to discussions with those working with or under them. Otherwise, the culture of understanding and sharing ideas won’t exist in your workplace, making the entire arena feel toxic in a way.

HR managers need to evaluate the performance of their top-level business executives, especially in these difficult times. The competition out there is tough. Within the first year of operation, almost 19% of private U.S. businesses fail. After ten years, the failure rate jumps to 65.5%. Thus, it’s vital that your top-level business executives are well-prepared for all the challenges that lie ahead. Otherwise, your business might end up failing.

The post What HR Managers Can Do to Evaluate the Performance of Top-Level Business Executives appeared first on The European Business Review.

Another way to improve your business performance online is to use social media effectively. This means using social media to promote your brand, products, or services, and to engage with your customers. You can also use online tools and services to help you track your website traffic and performance, and to help you improve your online marketing.

Current State of your Business: Why is it important to know where your business stands online?

It is important to know where your business stands online for a number of reasons. It can help you identify areas where your business could improve its online presence. It can help you benchmark your performance against other businesses in your industry. It can help you track your progress over time and ensure that your online marketing efforts are paying off.

Knowing where your business stands online is essential to making sure that your online marketing efforts are effective. By regularly assessing your online performance, you can make sure that you are making the most of your online resources and reaching your target audience. 

Additionally, by monitoring your online presence, you can identify any potential threats or opportunities early on, and make the necessary adjustments to your marketing strategy.

How is the Internet impacting your business?

The internet is impacting businesses in a number of ways. One of the most obvious ways is that it provides a global platform for businesses to market their products and services. This is particularly important for small businesses that might not have the budget to market themselves on a global scale. 

The internet also provides a way for businesses to connect with their customers and get feedback in real time. This is invaluable for businesses that want to improve their products and services. Finally, the internet is also impacting businesses by changing the way that they operate. For example, many casino online businesses are now using cloud-based applications and services, which allow them to be more agile and responsive to their customers.

Depending on your business, you may have to set some goals but here’s what is needed to grow online:

If you’re looking to grow your business online, there are a few things you’ll need to do. First, you’ll need to set some goals. What are your targets for website traffic, social media engagement, and sales? Once you have a good idea of what you want to achieve, you can start working on a plan to make it happen.

You’ll need to create content that is interesting and relevant to your target audience, and promote it through social media and other online channels. You’ll also need to make sure your website is optimized for search engines so that people can find you easily when they’re looking for what you offer.

With a clear plan and some hard work, you can start to see real results from your online growth efforts. Just remember to keep track of your goals, and adjust your strategy as needed to make sure you’re on track to achieve them.

Tips to Improve your Business performance online?

There are a number of ways to improve your business performance online. Here are some tips to get you started:

1. Make sure your website is optimized for search engines. This means ensuring that your website content is relevant and keyword-rich.
2. Use social media to your advantage. Use platforms like Twitter and Facebook to connect with potential and current customers, and promote your business.
3. Use data to your advantage. Use analytics tools to track your website traffic and understand your customer base. This information can help you make informed decisions about your marketing and sales strategies.
4. Keep your website fresh. Regularly update your website content to keep visitors engaged.
5. Offer something unique. Make sure your business stands out from the competition by offering something unique and valuable.

By following these tips, you can improve your business performance online and reach your target market.

The post How Can I Improve My Business Performance Online? appeared first on The European Business Review.

Even though you are part of a team, you cannot depend entirely on your leadership, but you need to improve your performance to be recognized. Your performance is measured on different factors or metrics depending on the industry that you are working for. 

If you are looking for ways to step up your game in the workplace, we have listed seven tips you can implement in your daily routine. 

Set Realistic Goals 

One of the first things that you should do is set clear goals in your professional life. These milestones will motivate you to do your work better and much faster. When setting goals, you must aimlessly create realistic expectations and shoot for the stars. When you reach your goal, you will have a sense of accomplishment, pushing you outside your comfort zone to do more. Whether short-term or long-term, make sure that it is within your capacity but also challenging. 

One Task at a Time 

There are certain benefits of multitasking, and in some work cultures, it is a must. However, many people reduce their productivity because they focus on one task. Instead, train your mind to focus on one task at a time so that you can cover up all your work by the end of the day with fewer errors. Make sure you prioritize the essentials to submit your projects or tasks on time. 

Plan and Organize 

One of the best ways to improve your performance and productivity is to plan and organize your work. The first thing that you need to do is prepare everything you need for the tasks at hand and organize your work. You can set a time limit for yourself to ensure you stay on schedule. Learn how to delegate so that you can meet your requirements of the day and not burden yourself with overtime work. You can even use different tools that are available in this digital era so that you can improve your performance at work. 

Work on Your Weaknesses

Before someone brings it up to you during your annual evaluation, list your strengths and weaknesses. This self-assessment will allow you to focus on your weaknesses and improve your overall performance. When it comes to your strengths, you will probably finish that particular work much quicker than your weaknesses. Find ways that you can improve on your weaknesses so that they can have a better influence on your job performance. 

Avoid Distractions 

Whether working at the office or remotely working at home, you are bound to be interrupted by something. Distractions come in all shapes and sizes, but you can easily reduce them with a few steps. Turning your smartphone off or putting it on DND mode can be extremely useful so you don’t end up scrolling through your notifications. You can also consider working in a quiet place if you are distracted. 

Communication is Key 

As an employee, it is apparent that you will take on projects with a team and sometimes by yourself. In either case, you must learn the art of communication. Improving your communication skills will ensure you get everything you need to complete the task and understand what the team requires. Additionally, if you are unsure of what needs to be done, you can ask for help or clarification, improving your overall performance. 

Stay Healthy 

Being healthy and active is one of the more effective ways to improve your performance. This means you ensure you put yourself first to maintain your physical and mental health. Similarly, taking breaks during the day or going on a vacation can improve your mental health. So once you are back, you are more focused and energized to complete your tasks. Adding health-boosting supplements like NAD precursors to your diet can improve your metabolism, reduce stress, regulate sleep cycles, and so on. But before you consider it, understand the difference between nad vs nadh and how it can help you stay healthy.

Ready to Step Up?

These are just some effective ways to improve your workplace performance. Above everything, you need to put in the hard work and stay consistent to reap the benefits of your labor. These tips will also motivate your team to excel in the workplace if you have a team under you. 

The post 7 Tips to Step Up Your Performance at Work appeared first on The European Business Review.