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Workplace study during pandemic finds managers should talk less, listen more

For communications professionals, remote work made it harder for them to build trusting new relationships. They, like others, felt isolated, missing critical conversations and small talk.

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Photoo by Vana Ash from Unsplash.com

Workplace communication often took a back seat this past year, as employees and employers rushed to work remotely, struggled with technology barriers and adjusted to physical distancing. But the pandemic has resulted in valuable lessons for communicating on the job, according to a Baylor University study.

During the onset of COVID-19 — along with accompanying layoffs and a recession — “there likely has never been a moment with such demand for ethical listening to employees,” said lead author Marlene S. Neill, Ph.D., associate professor of journalism, public relations and new media at Baylor.

“Ethical listening” was defined by one communication manager as “listening with an open mind and being able to hear the good, the bad and the ugly. Strategic listening is then taking the good and the bad and the ugly and knowing how to use the information.”

For the study, published in the Journal of Communication Management, researchers interviewed 30 communication professionals in the District of Columbia and 13 states in the USA: Arkansas, California, Delaware, Massachusetts, New Hampshire, New York, North Dakota, Ohio, Oklahoma, Pennsylvania, Texas, Virginia and Washington. Interviewees represented technology, financial and legal services, food and beverage, hospitality, energy, health care, trade associations, transportation, higher education and consultants.

The professionals interviewed stressed the importance of protecting confidentiality so employees feel comfortable giving feedback and do not fear retribution.

When COVID-19 hit and workers often no longer shared physical quarters, the use of Zoom soared, whether for large group meetings or one-on-one sessions, researchers noted. And while senior managers valued communication, it became less of a priority as companies made such quick changes as mandated quarantines.

For communications professionals, remote work made it harder for them to build trusting new relationships. They, like others, felt isolated, missing critical conversations and small talk.

“We heard that the pandemic posed challenges in internal communication due to the alienation many employees experienced, and it prompted us to reevaluate the moral responsibility communications holds for keeping employees feeling connected to their teams,” said co-researcher Shannon A. Bowen, Ph.D., professor of journalism and mass communications at the University of South Carolina.

The study shed light on companies’ challenges, how they strove to meet them and how they might use those strategies in the future.

For example, a communication manager for a trade association of the hospitality industry said that its members also are primary stakeholders in their companies.

“There were stakeholders who were saying, ‘I’m going to have to close my doors. Please do something.’ And there’s only so much we can do. It called for a different type of empathetic listening. This is these people’s livelihood. In hospitality, that’s like any business owner, that’s their baby. But it’s not just their baby. It’s a baby that generates income for the employees they deeply care about. It’s not just that it impacts them; it impacts their employees, which is a double cut to the heart.”

Meanwhile, a communication manager in health care encouraged senior leaders to schedule 30-minute “walk-around” sessions — whether masked and in person or via technology.

“Trust has to be built with actions and follow-through, not just words,” Bowen said.

For all the organizations studied, “the desire and follow-through to ethically listen to employees appeared to be a challenge,” Neill said.

Most participants said the ratio of management messaging to employees compared to feedback was lopsided, with far more talking than listening.

“We cannot promise we are going to fix everything,” said a communication manager in the financial services industry. “But we have the mantra if you are asking for feedback, it is critical that you close the loop and say that.”

Communications managers often have limited staff to analyze feedback. They also contend with a lack of communication between departments, especially in larger organizations.

To solve those problems, some communications professionals suggested having a team member to sit in on department meetings and serve as a liaison. One professional in a law firm said she makes it a point to invite the less vocal members to share their thoughts, while another uses on-on-one meetings for them.

“They open up a lot more when it’s just one on one,” she said. “In groups, large groups, they do not speak as freely, because there’s a hierarchy. If the older, more senior people are not saying anything, then the younger less seasoned attorneys more than likely will not say anything.”

Some internal communicators also said that during the pandemic, they saw a need for shorter, more focused meetings, in part to cut down on stress. And one consultant said that more visual communications, such as videos and video conferencing, seemed to help employees feel that they are cared for.

“I’m making sure that I have my eyes trained on the screen on the facial expressions,” said a communication manager for a trade association. “Part of active listening is also looking for visual cues of the reactions of your colleagues.”

Neill said the researchers were encouraged by the heightened level of empathy for the impact of organizational decisions on employees’ lives.

“We recommend that senior leadership and communication professionals seek ways to continue to improve moral sensitivity well after the global pandemic has receded, which can lead to more ethical decision-making,” she said.

Strategies

Top tips to help businesses prepare for spring

Here are steps for businesses to ensure their readiness for this spring.

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QBE North America is sharing best practices to help businesses navigate the potential challenges ahead. With a season expected to alternate between late snowfalls and severe weather events, businesses must be well-prepared for a range of weather-related risks.  

“As we transition from the colder months into a notably unpredictable spring season, businesses need to recognize potential risks and strengthen their preparedness,” said Ted Cabaniss, AVP, Field Surveying, QBE North America. “Effective planning and preparedness are key to mitigating potential disruptions and accelerating recovery efforts in the face of adverse weather events.”

QBE North America recommends the following steps for businesses to ensure their readiness for this spring:

Plan

  • Ensure access to and clearly mark all utility shut-off valves (e.g., water, sprinkler, gas, etc.) and know when and how to use them.
  • Reassess and update your business continuity strategies to include alternate suppliers for a swift recovery from potential disruptions.
  • Create an emergency plan and conduct regular drills of the plan with all team members.

Inspect and Maintain

  • Schedule comprehensive fleet maintenance service checks on company vehicles, including brake systems, wiper blades, tire pressure and oil levels and filters.
  • Evaluate and prune trees and landscaping to mitigate risk of damage to structures and/or power supply.
  • Inspect plumbing and pipes for signs of wear or damage to prevent water leaks.
  • Assess walkways, ramps and outdoor spaces for any damage and address as needed.
  • Perform maintenance on any electrical systems, including backup generators and exterior lighting.
  • For facilities with recreational areas, ensure all equipment is safe and operational.
  • Verify the functionality of sump pumps and water removal systems.
  • Conduct a thorough test of fire safety and security systems.

Clean

  • Remove accumulated clutter and debris inside and around the exterior of the property.
  • Safely dispose of unused flammable materials and ensure proper storage of necessary chemicals.
  • Clear and clean gutters, surface drains and grates and conduct a roof inspection of roof drains and HVAC condensate lines.
  • Address any landscape erosion and/or modifications needed to maintain effective drainage.
  • Maintain air quality by cleaning or replacing HVAC filters and ensuring systems are professionally serviced.
  • Organize and store winter equipment and properly secure flammable materials.

In the aftermath of property damage, prompt and efficient actions can help businesses address the issues quickly and safeguard against further harm. Here are tips from QBE if a disaster were to occur:

Respond

  • Conduct a damage assessment as soon as the area is safe to enter.
  • Inspect all fire safety systems, including sprinklers, fire extinguishers and related components, for any signs of physical damage.
  • Document the extent of the damage using photos and/or videos and secure any damaged parts/equipment for examination before initiating any cleanup efforts, restoration or repairs.
  • Ensure damaged equipment is properly cleaned and dried and have its electrical integrity professionally assessed.
  • Arrange for a certified technician to inspect and service heating and cooling systems before they are reactivated.
  • Exercise caution when using portable or emergency generators and avoid locations near air intakes. Monitor for carbon monoxide buildup, power backfeeds and improper fueling.

“Unforeseen losses can occur despite the best preparations,” said Monique McQueen, VP, Property Claims, QBE North America. “Check in with your insurer to review your insurance policy and discuss any operational, property and/or workforce changes to ensure you have the right coverage.”

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Strategies

5 Handy ways to jumpstart productivity in your workspace

Set up a workspace that lets you explore your passion with these tips.

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Designing a project workspace can take your creativity to new heights. Whether you’re into woodworking, metalworking, building models or repairing bikes or tools like chainsaws, having the right space allows you to focus on creating and enjoying each project to the fullest.

Completing a job to your satisfaction requires the right tools, equipment and resources to get the job done. Set up a workspace that lets you explore your passion with these tips from the DIY pros at Work IQ Tools:

Identify your needs. 

Every project comes with a unique set of tools and requirements for success. Make a list so you can ensure you account for every detail.

  • Determine if a large, flat workspace is required or floor space is better suited.
  • Balance comfort and craftsmanship by choosing a stable chair or rolling chair or decide if working on your feet is more practical.
  • Decide exactly how much space you realistically need.
  • Assess your access to adequate power sources.
  • If you’re using paints and varnish or other odorous substances, ensure there’s proper ventilation.

Invest in the right equipment. Having the right tools allows you to work faster, easier and smarter. Incorporating a solution like the IQ Vise System is like having a built-in problem solver with smart features that improve functionality and capability. The vise features a ball and socket design that allows articulation and 360-degree rotation at any angle for optimal work positioning while complementing task-specific jaws are crafted to create the perfect grip for an extensive range of shapes and materials.

Plan for storage. 

Keeping all your parts and pieces neatly organized means they remain in good condition until you need them, and you can find what you’re looking for easily. When you’re planning your storage needs, think about the space you need at every stage, including how you’ll protect a project that is in progress when you step away from your workspace.

Light it up. 

A well-lit workspace gives you the visibility you need to complete each project to your satisfaction. Overhead lights rarely do the trick for hands-on work, so plan to add task lamps to your work area. Look for models with features that match your hobby needs, such as dimming capabilities and goose necks that allow you to position the lights just right.

Remember safety. 

Different projects require distinct protective gear, but virtually all DIYers can benefit from some basic safety precautions. At the least, keep a first aid kit handy for nicks and cuts, but also consider safety glasses, gloves, ear protection and other gear that can help protect you while you work.

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Strategies

5 Tips for making a successful family business transition

Family business transition is difficult and requires skills of emotional intelligence. Counseling provides a space where you can safely identify where past grievances and your emotional needs have become roadblocks and even self-sabotage.

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When it comes to a business transition, most family business owners “fly by the seat of their pants.” This is the view of family business expert Chrissy Myers, author of the book Reluctantly Resilient: One CEO’s Journey to Thriving in Leadership and Life.

A leader at her family’s insurance agency, Myers thought she knew the answers to business and life. That is, until the Affordable Care Act shook the very foundation of the business. In the tailspin of activity just before ACA went live, Myers unexpectedly lost her husband. Suddenly, she was a single mom with two kids under six, steering a business with an uncertain future.

Myers candidly shares her struggles as a business leader in a market upheaval, the challenges common in a family business and the stress she experienced as a widow and mom dating and building a healthy family. 

“We question our decision to work with Mom and Dad and wonder why everyone else makes it look so easy,” says Myers. “We are all feeling the same way, hoping no one else notices what a struggle we are enduring.”

Although she has been through a complete transition herself, Myers notes, “I can’t offer a step-by step guide to transition your family business, but I recommend the following based on what I learned in the process:

1. Go to therapy for yourself. 

Family business transition is difficult and requires skills of emotional intelligence. Counseling provides a space where you can safely identify where past grievances and your emotional needs have become roadblocks and even self-sabotage. It’s also a space to level up your skills in communicating your needs while acknowledging the needs of others, responding rather than reacting, and balancing your work with your other priorities.

2. Engage a lawyer and an accountant you trust.

Before calling around or asking for referrals, prepare a list of the qualifications and qualities you need in these two key roles. Take your time interviewing and finding the right fit for you. You will likely continue to work with these professionals after the transition and for years to come. Comfort with how these professionals communicate with you can be just as important as their skill sets.

3. Take no hostages. 

If you have a spouse or significant other, children, or close friends who will be with you on your ownership journey, get their buy-in and support early in the process. Following the emotional and high-stress days as you navigate the transition, there will be difficult days ahead when the business is yours. Getting through the transition is the first, not the final, step. Take time to create a framework of how work and life will fit together. This is key to ensuring you continue to be happy with your decision over the long haul. Be intentional in the time you spend with your family, and try not to talk about the transition all the time. I know it’s hard.

4. Take care of yourself. 

The way you care for yourself during the transition creates the pattern of how you care for yourself as a business owner. Discipline yourself to eat well, exercise, and get enough sleep. Make time to do enjoyable things, ones that give you energy, because you are going to need it.

5. Establish a limit. 

You must have a threshold at which you are willing to walk away regardless of where you are in the process. My own limit came two months after my mom had retired without a completed agreement.”

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