Some Thoughts On Setting New Year Goals

Given this time of year is busy and stressful both in our careers and in our personal lives it seems impossible to even begin to think about next year when there is so much crammed into the end of this year. But it is really never too early to start thinking about the future.

As a leader it is your job to set the tone. When looking at your end of the year numbers, keep in mind that you’ll want to budget both time and resources to invest in the professional growth of your time. You’ll want the best quality training you can get. Whether it is keeping up with new technology, changes in regulations that affect your business, or changes to products, services and branding you’ll want your team up to date for the challenges ahead.

Pep talks, metaphoric speeches and rallying the troops is all well and good, but you’ll want real, concrete goals for the new year. Vague New Year’s resolutions like ‘getting the business into shape’ are useful and it is hard to make your team accountable for such vague goals. You want to set goals that are specific and achievable—if you set goals too high you are setting your team up for failure. You also want to set goals for which you can measure you and your team’s success. Also, give yourself and your team a time frame for achieving these goals.

At some level all successful businesses depend on quality data. Whether your team collects this data for the organization or you organization outsources their data acquisition make sure you are acquiring data that is not only accurate, but the data you actually need. Look back at your year and decide where you data was lacking.

 

 

The Power of Storytelling

Human beings have always been storytellers. We’ve used stories to bring ourselves together, to explain what then could not be explained and to inspire ourselves to be better than we are. Beyond this kind of storytelling we all tell our inner-selves’ stories. Our subconscious and conscious selves select facts and experiences from the stream of life to create a narrative that informs who we, the protagonists, are.

If this is beginning to feel a little Jungian, you aren’t far off. Stories can shape people and those people help sculpt the groups of which they are a part. Many great leaders throughout history have been storytellers. President Lincoln, for example, in the Emancipation Proclamation described an American in which all men truly were created equal. FDR in his fire-side chats described an American ideal for all citizens to live up to.
A leader’s unspoken inner narrative (those of the subconscious that are not often verbalized) are part of what create the shape of an organization and influences its team members.

These stories drive our decision-making process and ultimately our actions. This is the lens through which we see and analyze anything from a customer’s reaction to our products or services and through which we decided whether or not to hire a new team member.

If a leader tells themselves stories about unrealistically positive future this is in turn what their team will believe. Likewise, if a leader’s inner narrative only blames others for the failures of an organization their team will also follow these kinds of stories when analyzing their own and other’s behavior. If a leader’s inner stories are only filled with strife and failure this will affect the leader and the team’s ability to perform.

The wisdom here is not to try and use or misuse narrative, but to understand that the human mind needs coaching to be objective. Leaders should try and recognize how their inner narrative is filters and distorts everything the mind takes in.

Reducing Holiday Stress for Team Members

During the holidays keeping your team stress free is more out of the leader’s control than normal. On top of that team members may be doing more harm than good on themselves working extra hours to earn money for the holidays while end of the year deadlines creep nearer and nearer along with the holidays themselves.

Here is a quick list of tips that organizations large and small can try out to reduce holiday stress in employees.

Try to schedule holiday events for your organization during regular business hours instead of asking team members to spend even more time away from home and family.

If you have a assistance program of any kind whether it be monetary or otherwise remind team members it exists and encourage them to use it.

Make sure you show extra appreciation, even if it is only verbal and whether they worked voluntarily or by request, when team members work on a holiday.

Encourage more casual dress during work hours nearest the holiday and at holiday parties.

Provide holiday food. Again, whether this is at a party or near a holiday don’t add stress by asking team members to provide the eats.

If you give annual or quarterly bonuses of any kind, give them early so your team may make use of it during this financially stressful time of year.

Provide floating holidays so your team members can take time off whenever it is their family and friends celebrate.

Reduce hours or extend lunches to allow your team to run errands during regular shopping hours.

Provide time-off for your employees who choose to volunteer during the holidays, or better yet work volunteerism into your work environment.

For shift based and hourly team members, try to provide opportunities for additional work.
Some organizations even provide child care, gratis, so team members can run errands.

A final, but important note: remember that some people do not celebrate the most common winter holidays or may not celebrate at all. For some, the holidays can be a painful reminder of lost loved ones or a difficult family life past or present. Don’t push employees to participate in your organization’s holiday events and programs if it makes them uncomfortable.