How to celebrate workplace successes #PurpleRain

I think it is safe to say the world was shocked with the news of Prince's death last week.  What has been amazing to watch unfold is how many stories about his work and career have been coming out.  Those closest to him knew many of them, but the world is just getting a peek into some of it now.

It got me thinking about why people are recognized for achievements after they are gone and not before.  It also happens with good employees at companies every day - good work goes unnoticed and is not truly missed until it is gone.  Here are some suggestions to prevent that from happening to you and your company:

1)  Use social media outlets to celebrate successes, anniversaries, achievements, and more.  One of my partners here at Capstone recently celebrated her ten-year anniversary.  We got her a cuckoo clock with the inscription, "Ten years with us, and you haven't gone cuckoo yet."  We are proud of her and want the world to know about it!

2)  Use small rewards to keep employees motivated.  I don't care how successful you are, or what point you are at in your career, a $25 gift card to your favorite restaurant for being a good team player should mean something to just about anyone.  Heck, even if you don't use it, you know that someone else paid attention to a good deed or contribution.

3)  Just say it.  Just like the infamous Nike tag line, it isn't that difficult.  If you see someone working hard and even staying late to complete a project ahead of a deadline, give that person a high five and tell them "Nice work!"  Or better yet, perhaps you were recently helped by a colleague, subordinate, or boss.  Someone did something for you that was extra effort and not asked for.  Give that person mad props and even find a way to re-pay that down the road.

4)  Encourage others to do the same.  It should not just be the boss doling out gratitude and gifts.  Build others up in the organization so that they feel empowered to recognize others as well.  I know some companies even have formal programs for this.  If you see someone committing a random act of kindness, put an anonymous note card in the drop box to make sure others are aware.  You see it all the time on Facebook, YouTube, and other outlets - strangers seeing other strangers doing good things and letting the world know about it.  If you would consider doing that for a stranger, why not consider it for a fellow employee??

The bottom line is that it is always good practice to be pro-active and intentional when celebrating workplace successes, big or small.  Don't wait until it is a too late and an employee has left for another company to know how great they were.  This can be a powerful retention tool!

How to handle an employee's resignation #MambaOut

Many interesting stories came out from the Lakers in the past several weeks regarding Kobe's last day in the purple and gold.  Some of which we can learn valuable lessons when dealing with employees who are resigning or retiring.

One of the more intriguing ones from my perspective actually came out after Kobe's final game was over for a few days.  The Lakers' General Manager was reflecting before a press conference regarding next year's roster.  The story goes that he has a marker board in his office where he outlines the next year's roster.  There are always changes and very few players do not get erased at some point.  Well, for twenty years Kobe's name was there.  The GM tried to erase it for the first time in a long time, and it didn't come off.  He had to get out some cleaning spray and really scrub it before it faded away.

Kobe's legacy will be forever remembered, but as any organization that loses a good long-time employee, the Lakers will have to move forward and re-build.  Here a few things to keep in mind when your organization loses an employee to a resignation or retirement:

1)  Embrace the future without forgetting the past.  Now that Kobe has finished his illustrious career, more than just the media can speculate if it was the right decision to keep him those extra two years and almost fifty million dollars.  Without focusing on the negative, it is a healthy part of the process to talk about strengths and weaknesses of the employee who is leaving.  What qualities do you want the replacement to have that the former employee may or may not have possessed themselves?  

2)  Don't try to hire the exact same thing.  Hear me out as many of you may be thinking that is precisely what you want to do.  Think of the Lakers - is there another player out there right now, either through the draft or a free agent acquisition, that is guaranteed to be the next bedrock of the franchise?  Very unlikely.  Same thing can probably be said of your organization.  If it is a good employee especially that is leaving, it may be difficult and take time to find someone even close to the same ability, price range, and skill set.  Be patient and open-minded to what might be best for the near future of the company.

3)  Treat the process with respect, even if you are glad to see the person go.  We've all had those employees that left and no tears were shed.  That does not mean you should throw a party because the office gossip leader is gone or that employee who always seemed to be complaining about something.  Others are going to resign in the future and/or may even be considering it now.  Vilifying a former employee will put some fear and disrespect into the process that is unnecessary.  It might feel good for about five minutes, but don't say or do anything you would regret later.

4)  Be quick to think about the future.  The Lakers did right by Kobe this year by many measures.  On the other hand, they have done the prudent thing and nearly immediately started talking about their future.  Who their head coach would be, what players they may want to draft, what free agents they may try to recruit, and how their efforts could impact fans, sponsors, and the overall future of the organization.  They have not forgotten about Kobe.  Not even close.  Nor have they forgotten that this is a business, and they need to get to work right away.  When you have an employee resign, that means you will have clients with un-met needs, colleagues who have to cover more work, and a management team that may be running thin for while.  You don't want any of that to last for long.

The bottom line is that far too many companies treat the resignation process as a necessary evil, but not one you need to pay too much attention to.  I am here to tell you the companies that do it right and do it well are extremely likely to have better retention rates and risk fewer resignations in the future.

Would you agree?

A tale of two offers

We have all heard the infamous saying, "a bird in the hand is worth two in the bush."  How about a little Office humor from Dwight to really drive the point home on a Monday?

As silly as that idiom may sound, I can't tell you how many times I have used it when counseling a candidate during offer stage.  It usually occurs when a candidate has already received an offer from a company that is their #2 or #3 option.  Their #1 option is still interviewing them (and possibly others) and may not have a decision on an offer for a couple of weeks or more.  So what is a the objective answer or guidance to provide in that situation?

I wish there were always a cut and dry answer.  It isn't that simple.  What if the candidate is unemployed?  Objectively one in the hand far surpasses two in the bush.  But does it subjectively?  What if the other opportunity provides more compensation, benefits, or career progression?

While I don't possess a magic eight-ball that predicts the future, I do have some experience working with candidates finding themselves in this unenviable position.  Here are some things to consider that have been helpful to others in the past:

1)  Admit that on some level it is a happy problem.  No, I am not trying to be a wisecrack with this comment.  If you embarked on a job search, chose to interview with two companies (or more), and one is already at the point to extend you an offer of employment, you have to appreciate that for what it is on its own.  It is likely that what you have received is at the very least equal to your current situation, if not better.  One of the first things I always tell candidates when they receive an offer is "Congratulations!"  It may sound over-simplified, but it is an accomplishment and you should celebrate that.

2)  Make a t-chart of pros and cons.  Again, this may seem elementary, but it is incredibly effective.  If currently employed, be sure to include your current situation in this effort.  What will life look like, good and bad, if you a) stay put, b) take the first offer (one in hand), or c) wait for second offer that is not a guarantee (two in the bush).  If the third option is better than the first two on many levels, then you have your answer.

3)  Tell the employer that is extending the first offer you have other interviews.  Yes, you heard me - be transparent and honest in the process.  I know many people will tell you otherwise, and there is an inherent risk with this, but there are also many benefits.  First of all, it shows you are able to be honest, even with difficult topics.  Secondly, you may be surprised by how open the employer is about waiting.  Lastly, you may see the true colors of the employer if they become incredibly defensive and threaten to rescind the offer.  Like I said, there are inherent risks with this.  But even if that worst case scenario unfolds, you might learn something about the employer's culture if they respond that negatively.

I have seen people make the wrong decision on both sides of this equation.  Some take the first offer on the table and regret it immensely right out of the gates.  Others turn down the first offer and then wait for the second offer that never comes.  At the end of the day you must reconcile that interviewing for any job has its risks.  There are, however, many rewards that often outweigh the risks.  Bear that in mind when caught in tough situations like these.