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Key insights from
I Love it Here
By
Clint Pulver
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What you’ll learn
Whether you are a leader seeking to provide better
management, or an employee desiring a more fulfilling position, Clint
Pulver provides informative and inspiring ideas for achieving either goal.
A research project called Undercover Millennial found that through Mentor
Managing, leaders become more effective and are better motivators for their
employees. In turn, employees have a desire to work harder and more
efficiently for their managers. Excellent management coupled with a stable
work environment is what inspires employees to say, “I love it here.”
Read on for key insights from I Love it Here.
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1. The Undercover
Millennial program focuses on improving leadership and retaining
employment.
Undercover Millennial is a program that effectively allows
business owners and their management teams to learn more about the morale
and performance of employees. Researchers learn how employees feel at
businesses such as software companies, retail stores, and the hospitality
industry, by acting as a prospective hire. The anonymity allows the
employees to discuss how they feel about management and other aspects of
the job. The information that the researchers learn provides insight to
employee performance and can aid in workforce retention.
The name “Undercover Millennial” is slightly misleading. The
project started by researching millennials in the retail industry, but soon
grew from there. Business leaders who were looking to improve their
leadership styles or to gauge employee morale willingly participated in the
research. And Undercover Millennial does not pertain to just millennials,
but to every generation that is part of the workforce. Business is
continually evolving, and leadership should evolve with it. The ability to
grow and improve despite any generational gap between management and
employees is essential for any business.
The researchers participating in the Undercover Millennial
program tried to be as approachable as possible. By fitting in with the
culture of different businesses, researchers asked employees how they felt
about their jobs and what they liked or disliked about the workplace. The
number one reason employees gave for loving their job was loving their
bosses. The dislike employees expressed stemmed not only from their
displeasure with their boss and poor management, but also lack of
scheduling flexibility as well as poor pay and benefits.
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2. Employees may
give management the impression that they are happy at their current
position, however, many are looking for opportunities elsewhere.
While doing undercover research at a sporting goods store,
Clint Pulver met “Derek,” an employee that helped to inspire the Undercover
Millennial program. On Pulver’s first impression, Derek appeared happy and
excited about his job. However, when questioned, Derek explained that he
hated his job and was actively looking for employment elsewhere. His manager
had no idea of his dissatisfaction because of a complete disconnect. Derek
simply “felt like a number” and not an individual.
Through their research, the Undercover Millennial program
found that 60 percent of employees were looking for work elsewhere. The
Work Institute’s 2020 Retention Report showed that 27 percent of
employees quit in 2019 and that 78 percent of those employees quit for
reasons such as dissatisfaction with benefits, scheduling issues, and
negative relationships with management. Most employees desired an
environment in which they were appreciated and had room to grow.
High turnover is not only a huge problem when it comes to
running an efficient business, but it can also be an expensive problem. The
cost of hiring and training replacement employees can run from 50 percent
of the salary of entry level workers to as high as 200 percent of the
salary of senior executives. Employee turnover is also on the rise since
the COVID19 pandemic. The Work Institute’s 2020 Retention Report
states that turnover has increased 88 percent since 2010 and is projected
to continue increasing, with one in three workers quitting to seek new
employment.
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3. Successful
businesses rely on Mentor Managing to retain employees and promote positive
work experiences.
Undercover Millennial found that there are four different
types of managers that exist in the workplace: the Removed Manager, the
Buddy Manager, the Controlling Manager, and the Mentor Manager. Of these
managing styles, the Mentor Manager is the only style that not only has
high expectations and standards, but also has high connection and empathy.
The result is respect and loyalty from employees. By taking a closer look
at the remaining three styles, we can see why Mentor Managing is so
successful.
The Removed Manager does not possess any of the positive
attributes of a Mentor Manager. There is little to no connection with
employees and expectations are extremely low. This type of manager lacks
both physical and emotional presence in the company. By doing the bare
minimum, the Removed Manager is simply going through the motions. Employees
can see and feel the obvious disconnect, and often find themselves feeling
undervalued and unappreciated.
Seemingly opposite of the Removed Manager, the Buddy Manager
is extremely present with employees. This manager establishes friendships
with employees; however, they have low expectations and standards. The
Buddy Manager relies mostly on their high connection and empathy with
workers to get them to perform their duties. This style of management can
often be found in the hospitality industry and other businesses where
employees and managers are of a similar age. While a healthy relationship
should exist between leaders and workers, there also needs to be
boundaries.
The last style to yield negative results in the workplace is
the Controlling Manager. He or she has high expectations, but zero
connection to employees. This type of manager expects things done only
their way and does not allow room for autonomy or collaboration. The
Controlling Manager does not have empathy for their employees and does not
relate to them on an individual level.
The three less successful styles of management may still be
effective to some degree, but employee morale and performance do not reach
their full potential. Mentor Managers maintain a healthy balance between
high expectations and high connections. They create boundaries to avoid
Buddy Manager territory but have empathy for their workers. Mentor Managers
respect their workers and connect with them to inspire and grow together
within the work environment.
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4. So how can a
leader become a great mentor? By learning the “Five Cs.”
Businesses want a leader at the helm who has the ability to
inspire and motivate employees to do their best. This can be
accomplished by adhering to the “Five Cs” of mentorship: confidence,
credibility, competence, candor, and caring.
The first of the “Five Cs,” Confidence, is a
must-have when it comes to teaching and guiding employees. Knowledge
of the skills being taught to workers will encourage trust and the
necessary motivation for employees to improve their own skill set. Credibility
is also required when it comes to mentoring. The combination of all aspects
of someone’s background contributes to their credibility. It is an
accumulation of life experience, skills, and schooling, not just work
experience.
Competence
is the ability to apply all of one’s knowledge and skills to the task at
hand. If a mentor does not practice what they are teaching, they lack
competence as well as credibility. Another one of the “Five Cs” is candor.
Honesty is extremely valuable from a mentor. A mentor needs to be
trusted to give candid feedback and not be afraid to openly express areas
that need improvement.
The last of the “Five Cs” is caring. A successful
mentor values employees and encourages their success. This type of leader
will have the employees’ best interest at heart and help them to grow in
their careers. By helping others, the mentor benefits by contributing to
their own sense of purpose.
One “C” to beware of is callousness. Leaders and managers
may possess this negative quality that directly affects everyone in the
workplace. Workers will never find the motivation to do their best if the
environment feels negative. Most workers end up leaving a workplace led by
a callous and uncaring manager. As Pulver explains, “most people quit
bosses, not jobs.”
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5. Crisis
management is an essential requirement for the success of any business.
Whether it is an individual crisis, company crisis, or even
a national crisis, a plan to help with any unforeseen circumstances is
necessary. It is important to listen and be as supportive as possible if an
employee has a personal crisis. Depending on the severity of the crisis, a
certain amount of one’s workload may need to be covered. If it is a health
issue or another issue that may have the employee absent for an extended
period, continuing to pay their salary and health insurance (when possible)
will allow the person to focus on getting back to work and feel
appreciated.
In the event of a financial setback or other company crisis,
it is essential to be honest with everyone in the workplace. Uncertainty
can add to anxiety among employees, and may lead the staff to look for
other jobs. There is a fine line, but if trust exists among management and
employees, most will stay on board until the setback or crisis is over.
If the crisis is countrywide, as it was during the COVID-19
pandemic, a business’ ability to adapt is essential. It is important that
management be reassuring, honest, and admit they may not know exactly how
to handle the new situation. By providing simple and specific directions to
employees, a sense of normalcy and structure can help operations run
smoothly.
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6. Having (or
being) an amazing mentor helps contribute to a successful career and
personal life.
Focusing on the small things is a great way to lead in a
mentorship. By making a consistent effort, such as speaking a few words of
encouragement or sending an email containing a few strategic pointers, can
make an employee feel appreciated. A mentor will gain a sense of
fulfillment by guiding and inspiring others. When a leader takes the time
to reach out and create a lasting connection, a mentorship is formed.
A great mentor has the ability to help individuals realize
their potential. By focusing on mentees’ talents and helping them grow, the
business as well as the individual will gain from the outcome. Cultivating
strong and healthy relationships within the workplace will promote success
for the business and everyone involved. If people are thriving, most likely
this business is as well. One common principle that can be found through
Mentor Management is that “it’s not about being the best in the world—it’s
about being the best for the world.”
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Endnotes
These insights are
just an introduction. If you're ready to dive deeper, pick up a copy of I Love it
Here right now. And since we get a commission
on every sale, your purchase will help keep this newsletter free.
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