COVID, Vaccination Mandates, and Employee Retention: Business Communication Tools for 2022’s Top Challenges

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MP: Good afternoon, and thank you for joining us today for an MP webinar on covert vaccination mandates and employee retention business communication tools for 2022 top challenges i’m amy Lehman the head of marketing here at MP.

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MP: And for those of you joining us on a webinar for the first time MP, is a full service human capital management company.

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MP: offering a complete suite of services and products to support employers through the entire employee lifecycle.

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MP: Including recruiting HR payroll benefits administration time and attendance and compliance assistance we support our clients with cutting edge technical solutions, as well as proactive reliable service and deep HR and payroll expertise.

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MP: And MP, we are wired for HR and help our clients succeed by aligning their people strategy with their business goals.

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MP: I am thrilled to introduce your presenter for today Karen abraham’s.

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MP: From behavioral health Karen a corporate behavioral health and human interaction expert helps companies implement behavioral best practices to improve workplace interpersonal relations and holistically strengthened corporate culture.

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MP: leveraging her experience as a psycho therapist Terrence innovative suite of workshops are designed to enhance employee morale foster collaborative and productive workplace environments and also nurture employee loyalty and ambassadorship.

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MP: empower behavioral services, an innovative company focused on helping companies minimize their workplace harassment risk.

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MP: Through just to teach it consulting they offer a methodology workshops and strategies to help companies protect their bottom line revenue.

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MP: By focusing on workplace culture and creating a workplace environment where people feel heard and supported.

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MP: They believe keeping employee morale is the number one way to protect your business and empower behavioral services believes that, if you take care of your people, they will take care of your business.

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MP: Just a few housekeeping items, before we begin today, if you would like to submit a question during the program please use the Q amp a feature at the bottom of the screen.

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MP: will be sending a recording of the webinar out later today, along with the slide deck.

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MP: And then, lastly, while we hope we hope that you get lots of useful information from the program today we’re not lawyers and nothing should be construed as legal advice and with that i’m going to hand the MIC off to taryn.

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Taryn Abrahams: Well, thank you so much, it is a real pleasure to be here what is a very relevant and pertinent topic for the times that we are living in today so i’m really excited to deliver to you.

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Taryn Abrahams: Some of my intellectual property and my insights and experience in working with trying to positively shift human behavior right, so what I plan to kind of unpack today is talking about the new employee.

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Taryn Abrahams: It goes without saying that we are living in unprecedented times and we’re going to be talking about what that new employee looks like from an emotional standpoint.

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Taryn Abrahams: we’re going to talk about the role that emotions play.

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Taryn Abrahams: It would, maybe surprise, all of us to know that every decision that we make everything that we feel everything that we experience comes from emotions and comes from feelings.

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Taryn Abrahams: we’re going to talk about how that is relevant in terms of our ability to lead effectively.

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Taryn Abrahams: we’re going to talk about the challenges that leaders are facing today, it goes without saying that we are again faced with things that we never really.

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Taryn Abrahams: were faced with in the workplace, so we’re going to be talking about what those challenges, look like and then we’re going to talk about what is required of our leaders is being that.

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Taryn Abrahams: You know, we are facing new challenges our approach needs to change, as well, right and so we’re going to talk about what that looks like for this modern day leader, that I like to call it.

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Taryn Abrahams: And then i’m going to talk about the reframe, which is when we change the way we look at things the change that the things that we look at start to change right.

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Taryn Abrahams: And so I always say the definition of insanity is doing the same thing over and over again and expecting different results, so I hope.

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Taryn Abrahams: That what I arm you with today are some helpful insights to help you shift your perspective, a little bit so that you can show up differently and have a different, more positive impact on those that you lead.

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Taryn Abrahams: So let’s talk about the new employee.

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Taryn Abrahams: You know, many of us have talked we’ve heard this the saying the big resignation, the big reset.

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Taryn Abrahams: I know that when the pandemic happened we were all talking about the need to pivot some some of those buzzwords that I know we’ve all heard a lot of.

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Taryn Abrahams: But I have to say that the employee that’s coming back from this pandemic is a changed person.

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Taryn Abrahams: I think we all are changed in some ways, you know whether it’s we’ve lost someone as a result of covert whether we’ve had to pivot and change our roles within the company or we’ve had to change careers or.

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Taryn Abrahams: You know, it goes without saying that we are showing up in a different way and I think that is a really important component for us as leaders to really whether you are a leadership CAP, whether you are an HR whether you manage people.

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Taryn Abrahams: It is an important concept to embrace.

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Taryn Abrahams: That and I, you know another saying that i’ve heard a lot of is that we’re all in this together, and I think it’s important to remember that, even though we are all in this together, that does not mean.

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Taryn Abrahams: That all of our experiences have been the same the pandemic has really allowed people.

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Taryn Abrahams: To self reflect on their lives, which I think is a good thing, I think that is a silver lining to all of the the experiences that we’ve had in the last year.

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Taryn Abrahams: or almost two years it has caused people to reflect on their lives, both personally and professionally.

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Taryn Abrahams: Their work and whether it’s reevaluate their work, whether it’s reevaluate the role that they play in their family, whether it’s how much time they spend with their family.

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Taryn Abrahams: It has developed an increase need or desire to find joy meaning and purpose right no longer do people want to work for companies that don’t value them right, and I think that is something that.

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Taryn Abrahams: We all sort of you know kind of developed and grabbed on to when we when we entered this pandemic is the importance of you know, being valued being heard being a part of you know reevaluating do I feel those things when I show up at work.

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Taryn Abrahams: No longer do people want to work 15 hour days right, and so, and they also don’t want to have to give up their family and other components of their life in order to have a successful career.

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Taryn Abrahams: So it’s important to read to kind of recognize Those sort of those those important pieces to to you know our psychological.

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Taryn Abrahams: You know stance of where we are today, we are all changed people, not necessarily in a bad way but we’ve had a chance to re evaluate things.

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Taryn Abrahams: You know, when I think about the pandemic, we were all thrusting into a lot of change.

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Taryn Abrahams: And in general as humans, we resist change in fact we tend to sometimes go out of our way in order to make things stay the same.

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Taryn Abrahams: And the one thing that has been constant since last March has been changed right so as leaders, we need to recognize that you know they’re there is a mental health component to this, there is an emotional component to to the work that we do with our employees.

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Taryn Abrahams: I look at this great resignation, if we want to call it that you know there’s a lot of movement in the workplace, there are people reevaluating whether or not they want to continue their careers.

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Taryn Abrahams: I see I see it as an opportunity, not a threat and the question really becomes is, how can you create a culture where people will run to you.

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Taryn Abrahams: What people will be gravitated to your company, they are leaving for reasons right, so the question becomes, how can you create a culture where people will run to you right.

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Taryn Abrahams: And so we’re going to be sort of unpacking that as we go when people feel financially invested, they want to return.

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Taryn Abrahams: When people are emotionally invested, they want to contribute so people in general a core need is, we want to feel that connectedness we they want to feel that that feeling of being a part of.

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Taryn Abrahams: And when people are engaged with their work they’re committed to the people that they work for right and when they’re not.

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Taryn Abrahams: they’re not right they look like a disengaged employee it’s actually not complicated and it’s actually not new.

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Taryn Abrahams: If you look at the statistics that were in the studies that were leading up to the pandemic disengagement was already a concern right.

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Taryn Abrahams: And so it’s no surprise that we are struggling with engagement and we’re struggling with retention.

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Taryn Abrahams: Because we sort of have been we sort of been on our way to that already right, so it should be no surprise that people are leaving companies.

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Taryn Abrahams: But when work becomes purely transactional someone can always make a better offer the great resignation wasn’t inevitable consequence of failing to improve on our engagement.

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Taryn Abrahams: great leaders, however don’t necessarily have this issue great leaders sees increasing resignations as an opportunity rather than a threat.

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Taryn Abrahams: i’m a numbers girl, so I always like to use numbers to paint a picture I wanted to highlight some key statistics that that I recently became privy to.

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Taryn Abrahams: One third of job seekers report being willing to take a 10% pay cut for a job that they are passionate about.

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Taryn Abrahams: So, think about that I, a lot of my clients will ask me well, what if I maybe if I increase the compensation if I give them a raise that will maybe help retain.

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Taryn Abrahams: But actually it’s not really about that, while compensation is a crucial deciding factor in a job search 32% of job seekers are willing to settle for a lower paying job if it means.

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Taryn Abrahams: The corporate culture and work is aligned with their goals so culture and that sense of belonging and that workplace experience actually perhaps maybe trump’s the the compensation.

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Taryn Abrahams: 58% of employees would stay at a lower paying job if it meant working for a great boss.

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Taryn Abrahams: People do not leave jobs because of lack of compensation, they leave because of poor leadership and that has been my experience, that is what I that’s what I noticed, as some of the key trends out there.

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Taryn Abrahams: managers and leaders have tremendous impact on the employee experience and a majority of employees would prioritize their relationship with their manager overcompensation so again, not always about money.

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Taryn Abrahams: 88% of employees believe a strong company culture is key to business success.

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Taryn Abrahams: A positive workplace culture is linked to higher rates of engagement, which is also shown to improve productivity and profitability, a majority of employees recognize this and understand the value of company culture to an organization’s organization’s long term success.

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Taryn Abrahams: 76% of employees report seeking jobs with more flexibility right looking for maybe hybrid models are fully remote.

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Taryn Abrahams: work opportunities flexible hours and remote work opportunities, make it easier for employees to maintain a healthy work life balance, which more than.

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Taryn Abrahams: Three quarters of job seekers want I don’t know about all of you, but I know, for me, you know.

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Taryn Abrahams: Not having to commute every single day, only some of the days of the week, or have given me time back in my life.

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Taryn Abrahams: And when people feel they have the time to handle all areas of their life.

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Taryn Abrahams: Naturally there output and work will improve now it of course depends on the role i’m sure there are jobs out there that remote or.

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Taryn Abrahams: hybrid is just not an option, but for those of those jobs that are that do become opportunities for remote, I encourage our leaders on this call to really think about that to really reflect on that.

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Taryn Abrahams: To think that we’re going to go back to the normal than a way it was before I don’t know if that’s entirely possible because the employee has changed the employee has changed.

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Taryn Abrahams: At 65% of employees 55 years or older report being more likely to take a job offer if it involves telecommuting opportunities so, even though some of our older more senior generations are even interested in looking for flexibility.

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Taryn Abrahams: So, as I mentioned to you the employee has changed so let’s talk about how why that is, and how that looks.

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Taryn Abrahams: Everything that we do in our lives is driven by emotion right the decisions that we make the decisions that we avoid making the people that we choose to gravitate to and collaborate with the.

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Taryn Abrahams: You know the projects we choose to take on.

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Taryn Abrahams: You know everything is driven by our emotions, we are emotional beings folks That is really what separates us from computer and from other animals on this planet.

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Taryn Abrahams: So I think it’s important to recognize that emotions are at play right, and I know, depending on the kind of work that you do.

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Taryn Abrahams: I do a lot of work with you know attorneys, for instance, and you know certain verticals like like the law practice well there’s no place for emotions in the workplace right and I hear that one a lot.

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Taryn Abrahams: And I think it’s really a missed opportunity, if not even a blind spot that we are emotional beings, so the better we are as leaders to be able to connect with others, hear each other.

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Taryn Abrahams: becomes extremely important in dealing with things like getting people back in the office dealing with employee resistance with wearing a mask right emotions are very much at play.

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Taryn Abrahams: When we are faced with uncertainty which it goes without saying, we have been living in very uncertain times you know, and I almost call this you know it’s a fluid situation.

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Taryn Abrahams: You know it, you know I wouldn’t even call it post pandemic it’s just a fluid situation, things are changing constantly whether it’s policies procedures.

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Taryn Abrahams: booster shots you know it just there’s so much that is constantly ever changing our research is changing our knowledge of the virus is changing.

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Taryn Abrahams: But when things are constantly changing as humans, we tend to kind of resist change it feels uncertain it feels safe but feels unknown.

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Taryn Abrahams: So when we deal with people that are showing resistance, we must remember to look at it from an emotional experience what’s going on with this person.

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Taryn Abrahams: What is driving this on this emotion, what is driving this resistance and it’s more than just wanting to be a difficult employee there’s things that go under, there, there are things that are driving that.

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Taryn Abrahams: There is this universal need that we all have to be heard right when when when I was introduced for this webinar.

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Taryn Abrahams: You may have heard that I, my career started off as a psychotherapist I my career started off in the clinical space right now I solely work in the business environment, but I remember.

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Taryn Abrahams: When I was a practicing therapist there were people that will come to my office and say.

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Taryn Abrahams: I don’t even need you to say the word I just want to be heard, I just want to vent I just want to say how I feel without being told not to feel that way.

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Taryn Abrahams: And so there is this universal core need to be heard now and that a lot of that has to do with empathy but see here’s the key with this.

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Taryn Abrahams: As a leader, we don’t have to agree with what we are hearing in order to show empathy in order to show up and listen and so there is so much power.

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Taryn Abrahams: there’s so much power behind showing up in a way we we are open to hearing now that doesn’t mean we have to agree with what we hear, but we are willing to hear and listen to what your experience has been like.

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Taryn Abrahams: Again, we are all in this together, but that does not mean that all of our experiences have been the same.

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Taryn Abrahams: Many of my clients expressed to me that there is there’s more emotion being expressed in the workplace, people are more.

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Taryn Abrahams: open to saying things that they’re not happy about, perhaps it even comes across as being angry, you know there’s more conflict there’s more tension.

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Taryn Abrahams: And so I just want to kind of highlight a little bit of the psychology behind anger anger is one of those feelings that comes with a mask now What do I mean by that.

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Taryn Abrahams: You know, as humans, we are the we have the ability to share a full range of emotion and feel full range of emotion, even in the short period of an hour, we can wake up and feel joy sadness frustration abandonment.

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Taryn Abrahams: Anger all in the matter of an hour right but anger is one of those emotions that I think if we if we look at all the different.

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Taryn Abrahams: feelings that we are extremely experienced as humans anger is the one that we tend to feel the most comfortable expressing, it is a lot easier for someone to say to someone i’m angry with you, rather than you hurt me right, it is a lot easier to spin it that way.

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Taryn Abrahams: But usually under anger are other emotions, such as fear right i’ll give you an example.

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Taryn Abrahams: For those of us that are listening to today’s webinar if you are a parent right or, if you are a caregiver or if you’re not a manager, would it might be like to have a five year old.

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Taryn Abrahams: picture you are walking down the street with your five year old.

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Taryn Abrahams: And it’s you’re walking down a very busy street there’s lots of traffic there’s buses there’s activity and, for some reason, your five year old decides to run into running traffic right.

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Taryn Abrahams: Now, your initial reaction is to get angry right, what are you doing get get back over here, you may even feel compelled to grab your child right but.

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Taryn Abrahams: you’re not necessarily angry at your child you’re fearful that something negative or dangerous or unsafe may occur as a result of walking into running traffic.

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Taryn Abrahams: But anger oftentimes is what we express us because it’s the easiest emotion, to express right, so I think when wherever whenever we are faced with anger.

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Taryn Abrahams: it’s important to ask ourselves how can we look at this a little bit differently what’s really driving the anger, a lot of times it’s fear.

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Taryn Abrahams: it’s you know, fear of the unknown uncertainty, you know Those are the kinds of uncomfortable feelings that can that can lead to us expressing anger.

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Taryn Abrahams: So when we think about what leaders are facing now you know you are we are in very challenging times right.

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Taryn Abrahams: We are dealing with vaccination mandates, we are deal and and you know we’re dealing with mask wearing compliance we’re dealing with trying to get people to come return back into a live environment.

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Taryn Abrahams: we’re also dealing with mental health issues right burnout employee that shows high level of resistance or disengagement, it could be a sign that there’s some sort of emotional driving force behind that.

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Taryn Abrahams: Even in our leaders as well right we all, I think, are subject to to feeling this burnout what’s really interesting about if you look at the statistics, when the pandemic first happen productivity went way up.

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Taryn Abrahams: I think people thrust of themselves into work, you know as a way to cope with the uncertainty unfortunately it’s not sustainable.

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Taryn Abrahams: Right and I always say burnout does not come from the workload right burnout does not come from work burnout comes from our inability to disconnect from the work right.

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Taryn Abrahams: And so you know if, for those of us on the call that were a leadership CAP I encourage you to reflect on your own mental health and your own feelings of burnout because those are the kinds of things that can absolutely impact the way you lead others right.

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Taryn Abrahams: addiction issues 60 alcohol sales are up 60% since the pandemic right.

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Taryn Abrahams: We are, we are a lot of us are self medicating a lot of us developed, you know different habits around alcohol and it’s become are now our new normal it’s now our new normal to have wine dinner every single night when maybe we didn’t do that before.

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Taryn Abrahams: These are things that really start to chip away at our our own morale so you know it’s something to absolutely reflect on as well as employees right.

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Taryn Abrahams: Again, our lives have changed in different ways, and so you know we all deal with stress differently.

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Taryn Abrahams: Some of us deal with it face head on, we go and we can maybe decide to invest in counseling or therapy or talk to a friend and.

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Taryn Abrahams: And some of us just kind of keep going we throw ourselves into that autopilot mode and you know we use alcohol or drugs to kind of cope with that.

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Taryn Abrahams: short term may work for us long term not sustainable.

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Taryn Abrahams: We are also dealing with as leaders with disengagement, you know, trying to get more output out of our employees, whether you are in a hybrid model of remote model or even alive model disengagement has become a real issue.

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Taryn Abrahams: As a result of the pandemic, but again, it was leading in that direction, even before the pandemic so it’s actually no surprise that we’re here.

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Taryn Abrahams: and retention issues, as I mentioned before the hour this new sort of employee has has had time to reflect.

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Taryn Abrahams: On what is important to them what’s going to bring them joy and fulfillment and if they’re not getting that from their current work their employer.

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Taryn Abrahams: There i’m seeing people actually leave jobs and make lateral move, making the same amount of money, just for the sake of getting a better or more improved workplace experience, so the question really becomes, how can you create a culture.

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Taryn Abrahams: You know, a feeling within your workplace where people want to be gravitated towards you and we’re going to continue to unpack that as we go on.

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Taryn Abrahams: So being that employees are different right, we are all different, in some ways it requires us to kind of shift a little bit in terms of you know, our role as a leader.

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Taryn Abrahams: And that means really kind of you know, again when I said before, that people seat that put sort of they want that joy, they want to feel a part of.

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Taryn Abrahams: it’s no longer just about you know, focusing just on an employee output it’s no longer just about did you get that report, did you pull that client it’s about how can we show care for the entire employee right.

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Taryn Abrahams: And I always say the definition of leadership is simple it’s about the practice of positive influence and when we show care for the entire employee.

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Taryn Abrahams: Not just the job that they’re there to do you will start to see magic happen, you will see more engagement in fact it will build loyalty, you will create a loyal loyal workforce.

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Taryn Abrahams: It you know now more than ever, it is important for for our leaders to focus on our emotional intelligence, you know this has been a topic that we’ve been hearing more and more about in the last several years.

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Taryn Abrahams: But folks, this is the time to put this stuff into action when I mean emotional intelligence, I mean the ability to show empathy.

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Taryn Abrahams: The ability to listen with the with the with the intent to learn and understand, rather than just you know, rather than just come back and say, well, no, this is the way we do it and that’s the way you need to do it it’s about really kind of learning how to show up a little differently.

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Taryn Abrahams: And, and again I have to tell you, when we show up in a way, where people feel heard and respected oftentimes the problems that we were facing kind of naturally dissipate.

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Taryn Abrahams: Right, I remember experiencing that as a therapist I would have people come to my office and they would vent and they would, and I would just be present, I would just listen and hear them and validate.

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Taryn Abrahams: And oftentimes that would cause them to calm down, and then they would actually come up with their own solutions without me even having to help them get there.

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Taryn Abrahams: there’s so much power behind showing empathy and and listening right, and if you have leaders on your team that struggle with that I do encourage you to invest in training.

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Taryn Abrahams: And or coaching because it can be the, it is the secret sauce to improving culture, improving workplace experience and employee retention.

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Taryn Abrahams: The good thing about emotional intelligence is unlike IQ, which is a fixed number, we are born with the number.

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Taryn Abrahams: doesn’t necessarily change throughout our lives, we are, who we are, although some people would.

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Taryn Abrahams: debate that if you play some brain games, you can get smarter, but for the most part we are who we are.

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Taryn Abrahams: emotional intelligence is something that with training and intention and practice can be improved, and I am here to say that the leaders that are going to be able to show empathy.

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Taryn Abrahams: and be able to actively listen with the with the intention to understand and support are going to weather the storm this pandemic but leaders that struggle with that you may run into some big problems with with employee retention.

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Taryn Abrahams: it’s about learning to be flexible, being a little bit more open minded it might be reevaluating how our work gets done.

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Taryn Abrahams: You know, for years I have been saying that we all walk around with handheld computers, we have developed these amazing technologies to increase efficiencies yet before the pandemic, we were expecting us to work in the same way.

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Taryn Abrahams: So I think I think modern leadership is about recognizing that times are different, that the employee is different.

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Taryn Abrahams: And that you know, making sure that you hire and and work with people that you can trust, so that you can offer autonomy and some flexibility.

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Taryn Abrahams: right if you can’t trust your employees, it may not be the right employee, for the work that you do right trust is critical to all business relationships.

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Taryn Abrahams: If you are a micromanager before the pandemic, you probably are extremely stressed out more than ever before now, and I think that the secret to.

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Taryn Abrahams: rectifying that is figuring out how to trust your employees and if you can’t trust them then it’s something to reflect on right to in terms of do we have the right people in place.

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Taryn Abrahams: You know, when we are living in times of uncertainty people want to be in the know right they want to know what is going on within the company within the organization within our country.

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Taryn Abrahams: transparent communication becomes very important, so I encourage our leaders to be intentional in your communication, but be transparent, when you make decisions that ultimately are going to impact your people.

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Taryn Abrahams: They should be aware of that those those decisions they should be aware of the direction of the company or the direction of you know of what those changes are going to look like.

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Taryn Abrahams: In fact i’ll even take it a step further if the decisions that you are looking to make impacts your people directly, then they should maybe be a part of that decision.

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Taryn Abrahams: Right now, it doesn’t mean you have to give people a floor and accommodate everybody that’s not what this is about, but again, it goes back to that the power of just listening right and being heard those are very, very, very long way.

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Taryn Abrahams: People want three things in their jobs they want meaningful interesting work they want recognition for doing the job.

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Taryn Abrahams: And they want to be involved to where the company is going, and I think a great way to be able to do that third thing, and I think as leaders we don’t always do a good enough job with that.

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Taryn Abrahams: is to be able to connect the dots between individual roles and the goals of your company or organization when people feel that connection, they get a lot of energy out of their work right they feel the importance the dignity and the meaning of their work.

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Taryn Abrahams: So I always say the definition of insanity is doing the same thing over and over again and expecting different results i’m sure all of us have heard that before right, but what does that really mean when it comes to leadership.

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Taryn Abrahams: If people are coming back to work or have returned to work and we now know that they are maybe emotionally a little bit different we’ve got to show up differently.

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Taryn Abrahams: Right, we have to show up differently to meet those needs, and so it does come back to you know, making sure that you’re you’re you’re showing compassion you’re showing empathy.

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Taryn Abrahams: If somebody comes in the office and says something like i’m just not going to wear a mask I don’t believe in the mask.

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Taryn Abrahams: or it’s bothersome it’s it’s cumbersome I can’t breathe, I have asthma, whatever the reason is it’s very easy for us to be quick to say, well, no, but this is the way you need to do it, this is the policy.

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Taryn Abrahams: But there’s something to be said for just saying I understand I can I can relate, even if you may not relate, you want to find words to align with them, I understand.

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Taryn Abrahams: I understand that this is difficult, I know it’s far from ideal right.

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Taryn Abrahams: But I am going to say that, as part of our culture, this is something that we are asking everyone to honor and I value you as an employee.

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Taryn Abrahams: And I know that and i’m asking you to meet me halfway right, and so I feel like when we when we approach it from that standpoint, it tends to be the path of least resistance.

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Taryn Abrahams: i’m sure we’ve all been in situations where we we just rely back to policy.

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Taryn Abrahams: And it just became a conflict right, and so you know it’s about showing the human side it’s about aligning with them it’s about acknowledging and validating because, again, going back to that core need we all want to be heard, we all want to be listened to.

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Taryn Abrahams: be open to other ways of knowing if somebody says to you, I have new family responsibilities.

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Taryn Abrahams: My kids are remote, for whatever reason, or my kid has a compromised immune system and I need to work remotely two days out of the week.

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Taryn Abrahams: I think it’s important as leaders again doesn’t mean we have to accommodate and say yes to everything but be open to other ways of doing work be become flexible.

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Taryn Abrahams: I always say at the end of the day, doesn’t matter how people get the work done as long as they do the good work that we expect them to do right.

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Taryn Abrahams: And i’m sure there are some of us on this call that are thinking that’s crazy, you know, we need to go back to the way it was, but again if people are changed emotionally, we may be, we may push people out the door, without even realizing right.

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Taryn Abrahams: When it comes to leadership, I always say it’s not a matter of being perfect, none of us are perfect, in fact, we are all a work in progress here on this planet.

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Taryn Abrahams: But it goes so far, when we can say to an employee, you know what I could have handled that conversation differently, the other day, or you know what.

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Taryn Abrahams: I was a little bit too reactive i’m really sorry about that do you mind if we have another conversation.

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Taryn Abrahams: or or even just apologizing right, I always say good leadership is not about being perfect it’s about what you do when you become imperfect and we are all imperfect by design right.

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Taryn Abrahams: None of this is easy stuff, especially when we’re dealing with emotions in the workplace, so I think you know to kind of alleviate the need to be perfect, because I don’t think there is such a thing as perfect authenticity goes a long way being able to apologize goes a long way right.

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Taryn Abrahams: And also, you know be, as I mentioned before being aware of signs of burnout and if you see employees, not be becoming less engaged, you know or disengaged.

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Taryn Abrahams: If you have employees that used to be, you know they used to bring their a game, but no longer are.

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Taryn Abrahams: You know, you can either take the approach of well you know I need more output, or else we’re going to have to discuss a performance plan.

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Taryn Abrahams: Or you can take the approach of is everything Okay, you know i’m a little worried about you are you feeling burnt out is there anything I can do as your leader to make this an improved experience.

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Taryn Abrahams: I think it’s important to recognize how we can show up that way um you know our personal life impacts, the way we show up at work.

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Taryn Abrahams: Right and so it’s important to recognize that we all have you know our responsibilities outside of work so honor that allow people to be able to handle all areas of their lives, when you allow people.

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Taryn Abrahams: To take care of home front right kids spouse if they need time off to take a child to a doctor’s appointment if they need to use a pto you know that’s that’s a great way.

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Taryn Abrahams: I always say when when when you take care of the entire employee their output normal is naturally going to increase right and that’s what can create increased deep and work experience and loyalty.

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Taryn Abrahams: So, as I mentioned, when I opened this up, I said, you know when we change the way we look at things the things that we look at start to change.

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Taryn Abrahams: I really believe that this pandemic has a lot of opportunities here through disruption comes innovation it’s always been the case.

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Taryn Abrahams: You know, if you look at our personal lives we don’t grow in the safe zone right we don’t grow emotionally when everything is status quo.

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Taryn Abrahams: We grow from our hardships and it goes without saying, we all have been challenged in a variety of ways in the last two years, so I think how we approach, it is important.

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Taryn Abrahams: view this as an opportunity view it as an opportunity to maybe deepen your understanding of the people that work for you.

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Taryn Abrahams: view it as an opportunity to maybe update or create a new mission statements.

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Taryn Abrahams: Right, I think you can leverage this experience to deepen your workplace experience, if you don’t have a mission statement it’s a great opportunity to create one.

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Taryn Abrahams: As well as vision your you know your values and your vision and you don’t I wouldn’t encourage you to create alone make that a collaborative exercise right get people’s involvement, because then you can will ultimately get they’re buying.

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Taryn Abrahams: What you know we’ve been hearing about this buzzword culture for a long time now.

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Taryn Abrahams: You know if I was to interview every single one of you on this call and ask you how would you define culture, we would all have different answers there’s no right or wrong answer to what workplace culture is.

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Taryn Abrahams: it’s simply about how we show up and how we treat each other is really what culture is about it’s the conversations were willing to have it’s the ones that we dodge it’s the decisions that we make, and the ones that we avoid making.

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Taryn Abrahams: So what wonderful time than right now to think more about the kind of culture that you want to cultivate.

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Taryn Abrahams: invest in training, I always say you know that if there’s anything that speaks volume is that when you invest in training or and or professional coaching It shows and reiterate your commitment in your people.

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Taryn Abrahams: Right, so this is, you know oftentimes as leaders we don’t always have all the answers right, we may have some idea, but we don’t necessarily know how to execute something hiring a trainer would be a wonderful way to reiterate your commitment to your people.

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Taryn Abrahams: focus on the deeper the deep end purpose or sense of belonging right when somebody decides they don’t want to wear a mask, for example, I think that’s a good example because it’s one that i’m hearing a lot of.

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Taryn Abrahams: focus on tie that to the need to be a part of this organization, you know when you wear a mask you are showing respect for everyone, whether you agree with it or not.

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Taryn Abrahams: It is a, it is a sign of respect and a sign that you that you were part of this team, a part of this company in this organization so oftentimes we can take those types of resistance is and tie it back to you know again that sense of purpose and the investment that you made in this employee.

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Taryn Abrahams: invest in mental health support, as I mentioned before, mental health is a real concern right now suicide is up, you know, and those are things that we don’t necessarily feel comfortable talking about in the workplace.

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Taryn Abrahams: But you can sometimes oftentimes notice people’s mental health just by the actions just by how they’re acting and behaving and so you know.

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Taryn Abrahams: it’s about you know being open to having those types of conversations, are you Okay, is there anything I can do to help.

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Taryn Abrahams: You know what’s what’s what’s going on right, and I think you know oftentimes we’re afraid we kind of shy away from those conversations, but we don’t want to ignore the elephant in the room right, and when you show that level of care again that reiterate your commitment to that employee.

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Taryn Abrahams: I you know I think it’s important to encourage paid time off right it’s something I don’t think we do enough of.

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Taryn Abrahams: And if you see someone struggling encourage them to take a day off that’s what it’s there for there’s no shame in that it’s about figuring out ways to take care of ourselves.

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Taryn Abrahams: One way that you can help with people’s mental health and the wellness and the well being of the people that report to you.

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Taryn Abrahams: Is you know, create better boundaries at work, you know, maybe don’t send an email past, you know nine o’clock at night or eight o’clock at night, recognizing that after hours are it’s their time.

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Taryn Abrahams: Right, as I mentioned before burnout comes from that feeling of always being on and, unfortunately, the fact that we all carry these you know smartphones it creates an even.

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Taryn Abrahams: bigger challenge with creating boundaries, because our emails are always with us, but the gift that you can give your employees is to create those boundaries, to be mindful that weekends and evenings are time for rejuvenation for healing and for our own personal wellness.

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Taryn Abrahams: And oftentimes a very powerful thing to say, is to give people the permission that you don’t have to respond to an email after hours.

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Taryn Abrahams: Then I don’t expect you to work, you know all weekend right oftentimes when we are under stress and anxiety, we tend to overwork.

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Taryn Abrahams: right but overworking can lead to burnout and mental health problems and it’s not sustainable, so I think a good gift to give our employees is the permission the permission to unplug it’s okay right.

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Taryn Abrahams: And so I wanted to leave some time for some from Q amp a i’m imagining there’s a lot of questions on our minds, and if you want to put that in the Q amp a I am here to answer those questions.

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Taryn Abrahams: So the first question, I get.

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Taryn Abrahams: Is.

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Taryn Abrahams: I have asked all of my employees to return to live, work 100% with no option for remote or hybrid work.

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Taryn Abrahams: And some of my employees are requesting hybrid models or flexibility, what should I do and that is a really great question.

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Taryn Abrahams: And I would say that you know find out what is driving the need right it’s very quick it’s very easy for us to quickly assume.

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Taryn Abrahams: That Oh well, they just don’t want to deal with the commute right.

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Taryn Abrahams: But there could be other things going on within that person’s life that you may want to know about that might help you shift your perspective of what this person’s needs are.

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Taryn Abrahams: If it’s the kind of job where it can be done done remote maybe part of the time.

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Taryn Abrahams: On it’s something to consider, because when you give people autonomy and you give people trust they tend to work harder for you.

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Taryn Abrahams: If you draw a hard line and you say well i’m sorry this is just not an option for our organization.

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Taryn Abrahams: You will potentially lose that employee and there are there are many companies out there many of your competitors, for instance, that are offering flexible work environments, so the question becomes is, how can you meet those needs, and still retain those employees.

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Taryn Abrahams: So I have another question I have clients asking what the vaccination status of the various employees what obligation or ability.

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Taryn Abrahams: Do I have to release that information I have all of the staff masked and distancing when they are dealing with clients really great question and I think we have to be really mindful of people’s privacy.

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Taryn Abrahams: Whether it’s hipaa compliance or just you know confidentiality and I think it’s important to respect that and I think when somebody asks us, what is the status.

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Taryn Abrahams: The best response would be is, I understand your concern, and you may want to ask what is the concern first right, and then you can say what is, you know, I understand your concern there’s that empathy.

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Taryn Abrahams: But, however, I cannot share that information with you, out of respect to the confidentiality of the others.

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Taryn Abrahams: And, and you know you can, maybe even use another similar example of a time where we don’t you know, there are other instances where we don’t share private information with other employees so it’s about creating that boundary.

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Taryn Abrahams: But see how we say it, I think is important, I think, making sure that you incorporate empathy.

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Taryn Abrahams: validating how they feel but also reiterating what you do have in place which is, I asked that you, you know, continue to wear your mask.

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Taryn Abrahams: To be socially distant whenever possible and and that those are the best and wash your hands, and those are the best ways that you can mitigate your own risk right.

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Taryn Abrahams: How another question I have, how do you we encourage people to take their pto, how do we encourage them so is the question are we are we already encouraging them but they’re just not taking the time off.

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Taryn Abrahams: i’m not sure I have, I have questions for your question, but if I OK, so if it’s a case where people are just not taking okay so P so you’re encouraging them to take the time off.

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Taryn Abrahams: This person said yes to what I just said we’re encouraging them to take off and they’re not taking off what do we do I think it’s something to continue to reiterate.

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Taryn Abrahams: It might even be something to model, you know when leaders don’t take the time off it also it makes it harder for employees to feel comfortable taking off.

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Taryn Abrahams: If you work in a culture where it’s just go go go and work, work, work and it can it can make someone feel you know, maybe a little resistant to take pto so I always say leaders hold tremendous power.

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Taryn Abrahams: and encourage the leaders to take some time off right encourage the leaders to say things like you know, please take some time off or i’m going to be taking time off and I encourage you to do the same, or you know.

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Taryn Abrahams: You know, give tell leaders to tell their employees that you know i’m not going to be emailing you at all hours of the night anymore, because I want you to take that time to heal and to to focus on you and focus on your family.

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Taryn Abrahams: You would not believe what a gift that is to an employee right it just it goes a long way, because it shows that you care about all of them.

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Taryn Abrahams: Not just the output and i’m telling you right now, if you take that approach their output is going to improve for you, their loyalty is going to deepen because of that, because they feel that you are invested in them as a whole person.

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Taryn Abrahams: What are some other questions.

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Taryn Abrahams: Oh, another good question so should I consider increasing employee salaries or amping up the benefits in order to avoid turnover.

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Taryn Abrahams: And my short answer is, and again when we go back to the statistics on the first few slides It shows you that money isn’t always what resonates with people.

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Taryn Abrahams: it’s it’s it’s about feeling valued it’s about feeling heard it’s about you know, offering flexibility right, and so I think you know I have it’s it’s interesting, I have a client.

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Taryn Abrahams: Who another another law firm right they they asked me a question a couple of weeks ago they’re having some really big problems with employee retention.

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Taryn Abrahams: Some of the younger generations, you know anyone under under 40 they’re just they’re burnt out.

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Taryn Abrahams: They they they they enjoyed working remotely when they had the chance and now they’re being told to work completely in the office and they just.

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Taryn Abrahams: They just don’t want to go back to that and and so on, he actually said to me well, what if I just like throw more money at people and I, and I, my answer was you could try that.

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Taryn Abrahams: But I don’t think that’s necessarily what people are looking for yeah in some instances, yes right, but in most instances it’s it’s really about, you know.

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Taryn Abrahams: giving people a little bit more autonomy it’s about you know, trusting your employees that the work is going to get done just as effectively if they are remote.

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Taryn Abrahams: it’s about you know, trusting them right, and I think that goes a really long way and he didn’t necessarily like hearing that because it means less micromanaging and more more trusting and leading, but I think he heard me.

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Taryn Abrahams: Other questions.

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Taryn Abrahams: You know, one of the other questions that I get a lot, too, is um.

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Taryn Abrahams: You know how do I handle.

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Taryn Abrahams: The elevated level of emotion that that that a lot of companies are experiencing people are.

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Taryn Abrahams: You know very triggered by a lot of different things that are going on in our communities, whether it’s the coven.

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Taryn Abrahams: Whether its political whether it’s the black lives matter movement, whether you know social injustice, I mean there’s just there’s been a lot that has happened in the last several years.

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Taryn Abrahams: And I think that you know there’s something to be said for encouraging people to develop healthier workplace boundaries now What do I mean by that.

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Taryn Abrahams: When I was a kid it’s funny I remember when I was a kid I sit on my grandfather’s lap and he always used to tell me, you know taryn.

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Taryn Abrahams: there’s just certain things we just don’t talk about in the workplace or not in the workplace, but in life in life.

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Taryn Abrahams: We don’t talk about religion, because it can be very triggering and we all have our own very you know strong views about religion and also politics, and I think we can add to that list, maybe.

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Taryn Abrahams: covert you know vaccinations I think there’s something to be said for learning to agree to disagree.

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Taryn Abrahams: And up creating a boundary where maybe we just won’t maybe we just won’t talk about the things that we know we’re going to cause an a disagreement right so it’s about you know you know again it’s about drawing the line and giving people the permission to do that.

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Taryn Abrahams: You know and and and just recognizing that these are very, very sensitive topics Now I know that’s best case scenario right, I know that we all.

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Taryn Abrahams: develop very close relationships with our people and we tend to sometimes.

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Taryn Abrahams: You know, let our guards down whether it’s you know water cooler sidebar conversations, or you know discussions at happy hour, but I think there’s something to be said for just you know, recognizing that they are very triggering topics.

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Taryn Abrahams: That there’s a really good chance there’s going to be a negative outcome, or some hard feat, you know negative feelings and then to just kind of leave it at that and say you know what I think we should maybe discuss something different.

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Taryn Abrahams: Any other questions comments takeaways.

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MP: Alright looks like that’s all the questions for today, though, what a fabulous program Karen monster terrific information clearly on a super relevant topic right now.

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Taryn Abrahams: Thank you.

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MP: said just just reminder to everyone on the call will be sending out a recording of this program later today, along with all of Karen slides so that’ll be a great takeaway resource for everybody to have.

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Wonderful.

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MP: Thank you all for for joining today so next week, please join us same day same time for an.

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MP: Important update on the covert vaccine mandates and all the legal.

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MP: questions and answers.

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MP: Employers need to know we have a number of really great webinars scheduled for the month of December in January, so check out our website to register under the.

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MP: resource tab you’ll see our full calendar events and all of our ebooks and other resources and Thank you everyone have a terrific rest of your day anything else on your end taryn before we go.

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Taryn Abrahams: No, thank you, no I it was real pleasure, I hope this was helpful and.

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Taryn Abrahams: I encourage everybody to focus on ways of showing up a little different to accommodate the new new employee I think that’s what it’s all about.

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Taryn Abrahams: A good Thank you so much for the opportunity.

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MP: Thank you for presenting to them have a terrific rest of your day everyone and join us next week.