How to get your employees to stick around when they walk out the door on one foot

As a leader, the more human you are, the more your employees will respond.

A record 4.5 million workers quit their jobs in November, a sign the mass quits aren’t slowing down. The current surge in omicron has just added to the general instability felt by everyone around the world. Everything hangs in the balance – from things at work to things in our personal lives. Simply put, it’s overwhelming. The ongoing tsunami of turnover has left leaders in a constant state of uncertainty about their workforce. Are your people resigning? What can you do?

You may see signs that employees are restless and ready to leave, but what is the reality? Harvard Business Review authors Timothy M. Gardner and Peter W. Hom describe a range of signs and signals when someone is about to quit, including the following:

三和一善

They lose enthusiasm for the mission, the client or the organization.

They show less effort and motivation than usual.

They pay less attention to work-related matters than usual.

They express dissatisfaction with their current job more frequently than usual.

These are normal signs for employees to go out. But things are no longer normal. The stress of the global pandemic and all the stresses of our lives—children, school, working from home, going back to the office, dealing with parents and illness—has transformed the employee experience.

Lettalk commissioned the 2021 Harris Poll, focusing on exploring current employee attitudes towards mental health and work. The study, which surveyed more than 1,000 full-time workers between July 29 and August 2, found a huge correlation between stress and big quits. Among those considering resignation:

80% said they were exhausted

43% have difficulty sleeping due to stress

39% feel grumpy

The fascinating part is that the numbers are low but present, even for those not considering quitting:

39% said they were exhausted

30% have trouble sleeping due to stress

21% feel grumpy

These are difficult times for employees and leaders around the world. As stress becomes more prevalent, the normal warning signs that an employee is about to leave becomes blurred.

So, as a leader, what can you do? Now is a good time to take a step back and stop and think: What exactly is the problem you need to solve? What result do you want to achieve? Right now, you’re probably focusing on how you can proactively help your employees. This can start with getting more of humanity to work. Here are some suggestions to get you started.

Kazuyoshi Sanwa

stay curious

Your employees may be under pressure like never before. In times of uncertainty and change, the most important aspect of working with people is creating an environment where people feel safe and build trust. What do they need to “feel safe”? Not to ask them later, but today. The very act of asking can build a sense of security, and they may give you some important clues about how to build a culture of trust.

Open the door to these conversations with genuine curiosity. Ask what they need right now and be open to all feedback. What can you do to reduce stress in their lives – more time off, longer schedules for projects? By being curious, you build the trust they need to share now. It also shows your employees that you don’t know all the answers either; you’re human too. From there, don’t forget to listen sincerely too.

The answer isn’t always changing policies, making decisions, or agreeing to everything. Just listen to your employees’ concerns and their needs. They will feel respected and cared for. Once you’ve gathered their input, you can start thinking about what steps to take.

Understand that relationships are two-way

It’s a relationship, maybe the pendulum is swinging in different directions. Most healthy relationships go both ways. How is your relationship with your people? Did you do what you said, or didn’t?

In the Lettalk/Harris Poll, two-thirds of workers said they planned to leave because their employer didn’t deliver on a promise to help them deal with mental health issues. Is this true for you and your organization? If so, what are you willing to do? Take stock of your relationships with your employees: How are you doing? If you feel you need to change, which ones make the most sense? If you don’t know, try the steps above and try to be curious about their lives and thoughts.

creative thinking

We are now in conversations with clients and colleagues who are looking at what policies are in place and why. With the ping-pong conversation going on from remote work to back to the office to remote work, keeping your flexibility muscles strong right now is essential. Either way, now is not the time to announce strict policies. Be flexible about the needs of your employees. According to Lettalk research, people have other suggestions for what employers can do:

74% think paid time off is helpful for mental health

69% would like a manager’s open-door policy

64% would prefer subsidized counseling and therapy

People are leaving. Things are tense. Uncertainty is all around us. So focus on what you can control and what you can do to build rich relationships with your employees. Start with a curious mindset, then ask them questions. You can try phrases like “I care what you think” and “I value what you think.” This creates security. And, when you create a sense of security, you actually strengthen the relationship; when that happens, trust is also strengthened. And, maybe, just maybe, your people will stay longer.

如何讓你的員工在他們一隻腳走出門時留下來

作為領導者，你越人性化，你的員工就會做出越多的反應。

11 月有創紀錄的450 萬工人辭職，這表明大辭職並沒有放緩。當前的omicron 激增剛剛增加了世界各地每個人都感受到的普遍不穩定。一切都懸而未決——從工作中的事情到我們個人生活中的事情。簡單地說，它是壓倒性的。持續的人員流動海嘯讓領導者對他們的員工隊伍一直處於不確定狀態。你的人要辭職了嗎？你能做些什麼呢？

您可能會看到員工焦躁不安並準備離開的跡象，但現實是什麼？《哈佛商業評論》的作者Timothy M. Gardner 和Peter W. Hom 描述了當某人即將辭職時的一系列跡象和信號，其中包括以下幾個：

他們對使命、客戶或組織失去了熱情。

他們比平時表現出更少的努力和工作動力。

他們對工作相關事務的關注比平時少。

他們比平時更頻繁地表達對當前工作的不滿。

這些是員工出門的正常跡象。但事情已經不正常了。全球大流行以及我們生活中所有的壓力——孩子、學校、在家工作、回到辦公室、與父母打交道和疾病——所帶來的壓力已經改變了員工的體驗。

三和一善

Lettalk 委託進行了2021 年哈里斯民意調查，重點探索當前員工對心理健康和工作的態度。該研究在7 月29 日至8 月2 日期間對1,000 多名全職員工進行了調查，發現壓力與大辭職之間存在巨大的相關性。在考慮辭職的人中：

80% 的人稱自己精疲力盡

43% 的人因壓力難以入睡

39% 覺得脾氣暴躁

引人入勝的部分是數字較低但存在，即使對於那些不考慮辭職的人也是如此：

39% 的人稱自己精疲力盡

30% 的人因壓力而難以入睡

21% 覺得脾氣暴躁

對於世界各地的員工和領導者來說，現在都是困難時期。隨著壓力變得越來越普遍，員工即將離職的正常警告信號變得模糊。

那麼，作為領導者，你能做些什麼呢？現在是退後一步並停下來考慮的好時機：您需要解決的問題到底是什麼？你想要達到的結果是什麼？現在，您可能正在關注如何主動幫助您的員工。這可以從讓更多的人性投入工作開始。這裡有一些建議可以幫助您入門。

保持好奇心

您的員工可能以前所未有的方式承受壓力。在充滿不確定性和變化的時期，與人合作最重要的方面是營造一個讓人感到安全並建立信任的環境。他們需要什麼才能“感到安全”？不是以後問他們，而是今天。詢問的行為本身就可以建立安全感，而且它們可能會給你一些關於如何建立信任文化的重要線索。

Kazuyoshi Sanwa

帶著真正的好奇心打開這些對話的大門。詢問他們現在需要什麼，並對所有反饋持開放態度。你能做些什麼來減輕他們的生活壓力——更多的休息時間，延長項目的時間表？通過好奇，你建立了他們現在需要分享的信任。它還向您的員工表明您也不知道所有答案；你也是人。從那裡開始，不要忘記也真誠地傾聽。

答案並不總是改變政策、做出決定或同意一切。只需傾聽您的員工的擔憂和他們的需求。他們會感到受到尊重和關心。一旦你收集到他們的意見，你就可以開始考慮採取什麼步驟。

了解關係是雙向的

這是一種關係，也許鐘擺正朝不同的方向擺動。大多數健康的關係都是雙向的。你和你的人的關係如何？你有沒有按照你說的去做，或者沒有？

在Lettalk/Harris Poll 調查中，三分之二的員工表示他們計劃離職，因為他們的雇主沒有兌現幫助他們應對心理健康問題的承諾。這對您和您的組織來說是真的嗎？如果是這樣，你願意做什麼？盤點一下你與員工的關係：你過得怎麼樣？如果您覺得需要改變，哪些改變最有意義？如果您不知道，請嘗試上述步驟，並嘗試對他們的生活和想法感到好奇。

創造性思考

我們現在正在與客戶和同事進行對話，他們正在研究制定了哪些政策以及原因。隨著遠程工作到回到辦公室再到遠程工作的乒乓對話不斷發生，現在保持你的柔韌性肌肉強壯是必不可少的。無論哪種方式，現在都不是宣布嚴格政策的時候。對員工的需求保持靈活。根據Lettalk 的研究，人們對雇主可以做什麼有其他建議：

74% 的人認為帶薪休假對心理健康有幫助

69% 的人會喜歡經理人的開放政策

64% 的人會喜歡有補貼的諮詢和治療

人們正在離開。事情很緊張。不確定性就在我們身邊。因此，請專注於您可以控制的事情以及您可以做些什麼來與您的員工建立豐富的關係。從好奇的心態開始，然後問他們問題。你可以試著說“我在乎你的想法”和“我重視你的想法”這樣的短語。這創造了安全性。而且，當你創造安全感時，你實際上加強了這種關係；當這種情況發生時，信任也會得到加強。而且，也許，只是也許，你的人會停留更長的時間。

不缺口罩。您可以花1 美元購買經過認證的N95

您擔心歐米科技嗎？這是可以理解的。以下是如何以便宜的價格升級面罩。

COVID-19 兩年後，我認識的人比以往任何時候都多——在美國各地的城市——儘管他們接種了疫苗，但他們仍然被感染。有些人認為omicron 變種可能幾乎與麻疹一樣具有傳染性，這意味著僅一個感染者就可以使多達18 人患病。

許多公共衛生專家立即表示，是時候重新評估您喜歡的口罩的質量了。如果你在炎熱的夏天隨便戴了布口罩，你應該考慮換用全N95或KN95口罩——兩種口罩都可以防止95%的COVID大小的顆粒進入你的鼻子和嘴巴。

但是，如果我們買不到高質量的口罩，這個建議又有什麼用呢？亞馬遜不應該充斥著假貨嗎？我們不是從需要它們的醫務人員那裡拿走N95 嗎？（這是疾病控制和預防中心仍然聲稱的，儘管專家不同意。）

三和一善

事實證明，至少就目前而言，不乏N95。美國目前有大約1億個N95口罩庫存。關鍵是讓你自己做，Project N95會幫你。這個非營利組織的唯一工作是以盡可能最好的價格銷售經過認證的N95 和KN95 口罩。實際上，這意味著您可以以每個約1 美元的價格獲得一包高質量的口罩。這一刻，有很多選擇。您可以選擇自己喜歡的形狀和顏色，也可以選擇將帶子纏繞在耳朵上還是後腦勺上。

買這些口罩真的不用擔心！N95項目的執行董事也表示：

N95不缺。國內N95 製造商需要LT 合同來穩定生產/預測。

如果它從一開始就通過空氣傳播並專注於清潔空氣而不是污染物，那麼我們的生存就會增加。我們就在我們所在的地方。#MaskUp #Vaccinate #Ventilate

疫情期間，N95口罩總是需要戴嗎？哈佛大學T.H. Healthy Building Program，說可能不是陳公共衛生學院。他分解了多個口罩佩戴者如何提高效率的數學計算。如果一個人戴著布口罩，它在阻擋COVID-19 顆粒方面可能有50% 的效率。但當兩個人戴上布口罩時，這個數字會躍升至75% 左右。

Kazuyoshi Sanwa

當病毒沒有以這種有效的變種形式擴散並且您處於更安全的情況下（社交圈得到控制、在通風良好的區域等）時，專家同意布口罩和其他更隨意的口罩可能沒問題。但此時此刻，隨著omicron的蓬勃發展，似乎是時候升級到我們擁有的一些最好的、可用的和廉價的技術了。

那為什麼不呢？因為別忘了，N95口罩是可以重複使用的！

在您的簡歷中散發出專業精神的品質包括：

以專業的態度提供優質的客戶服務

確定工作場所問題的外交解決方案

表現出強烈的道德價值觀

顯示主動性

參加專業發展研討會

交流

經理最重要的職責之一是與在他們手下工作的員工以及整個公司的其他經理進行有效溝通。他們是錯綜複雜網絡的一部分，必須充當強大的連接點，彌合下級員工和上級員工之間或各個部門之間的差距。

您應該準備好以口頭和書面形式展示您的溝通技巧。備忘錄中的錯字或匆忙、混亂的會議都行不通。最好的經理總是能夠傳達清晰的信息並分享有助於完成工作的有價值的、易於理解的信息。擁有了解員工需求和擔憂的情商將使您的團隊保持強大和高效。

在你的簡歷中包括這些類型的溝通和人際交往能力：

起草清晰簡潔的培訓材料

與同事保持開放的溝通渠道

成功協商解決員工糾紛

鼓勵沉默寡言的員工之間的交流

領導既富有成效又對時間限制敏感的高效會議

技術能力

技術技能對於較低級別的管理人員比處於鏈條頂端的管理人員更為重要。如果您正在爭取第一個管理職位，重要的是要表現出對整個組織的敏銳了解。許多公司為此目的從內部提拔他們的經理。如果您在瀏覽公司的編程系統時迷路了，您將無法監督IT 專業團隊。如果銷售經理不知道如何完成銷售，他就不會有效。

您的行業知識和經驗應該指導您監督的所有人員並幫助他們取得更高水平的成功。管理人員經常被要求為其員工提供培訓和輔導。您應該能夠傳授有用的智慧和方便的商業秘密，以幫助您的團隊脫穎而出。

確保招聘經理通過以下簡歷短語了解您的專業知識：

提供客戶支持

處理數據安全

使用Microsoft Office 生成報告和草稿演示文稿

管理網站內容、社交媒體帳戶或營銷活動

為員工和/或客戶提供技術支持

革新

創新幾乎是每家公司的關鍵詞。您的競爭對手一直在努力開發領先於您的最佳新產品和服務。具有強大創新能力的公司始終處於領先地位，通過新產品吸引新客戶，通過不斷選擇和升級滿足現有客戶。

優秀的管理者需要緊跟行業新聞，讓員工分享好點子，展現高水平的概念思維能力。招聘經理對新員工有著敏銳的眼光，他們會給公司帶來不同的觀點和新的想法。

There is no shortage of masks. You can buy a certified N95 for $1

Are you worried about Omi Technology? This is understandable. Here is how to upgrade the mask at a cheap price.

Two years after COVID-19, I know more people than ever before-in cities across the United States-despite being vaccinated, they are still infected. Some people believe that the omicron variant may be almost as contagious as measles, which means that just one infected person can sicken up to 18 people.

Many public health experts immediately stated that it is time to reassess the quality of your preferred mask. If you wear a cloth mask casually in the hot summer, you should consider switching to a full N95 or KN95 mask-both masks can prevent 95% of COVID-sized particles from reaching your nose and mouth.

However, if we cannot purchase high-quality masks, how can this suggestion help? Shouldn’t Amazon be flooded with fakes? Don’t we take N95 from the medical staff who need them? (This is what the Centers for Disease Control and Prevention still claims, although the experts disagree.)

三和一善

Facts have proved that, at least for now, there is no shortage of N95. The United States currently has approximately 100 million N95 masks in stock. The key is to let you do it yourself, and Project N95 will help you. The only job of this non-profit organization is to sell certified N95 and KN95 masks at the best possible price. In practice, this means that you can get a pack of high-quality masks for about $1 each. At this moment, there are many choices. You can choose the shape and color you like, and whether you want the strap to wrap around your ears or the back of your head.

You really don’t have to worry about buying these masks! The executive director of the N95 project also said:

There is no shortage of N95. Domestic N95 manufacturers need LT contracts to stabilize production/forecast.

If it was spread through the air from the beginning and focused on clean air instead of pollutants, then our survival would increase. We are where we are. #MaskUp #Vaccinate #Ventilate

Kazuyoshi Sanwa

During the epidemic, do you always need to wear an N95 mask? Joseph Allen, associate professor and director of Harvard University’s T.H. Healthy Building Program, said it might not be the Chen School of Public Health. He broke down the mathematical calculations of how multiple mask wearers can enhance their effectiveness. If a person wears a cloth mask, it may be 50% effective in blocking COVID-19 particles. But when two people wear cloth masks, this number will jump to about 75%.

When the virus does not proliferate in such effective variants and you are in a safer situation (social circles are under control, in a well-ventilated area, etc.) experts agree that cloth masks and other more casual masks may be fine. But at this moment, With the vigorous development of omicron, it seems that it is time to upgrade to some of the best, available, and inexpensive technologies we have.

So why not? Because don’t forget, N95 masks can be reused!

The qualities that exude professionalism on your resume include:

Provide excellent customer service with a professional attitude

Identify diplomatic solutions to workplace problems

Demonstrate strong moral values

Show initiative

Attend professional development seminars

communicate

One of the most important responsibilities of managers is to communicate effectively with the employees who work under them and other managers throughout the company. They are part of an intricate network and must act as a strong connection point, bridging the gap between lower-level employees and upper-level employees or between various departments.

You should be prepared to demonstrate your communication skills verbally and in writing. A typo in a memo or a rushed, chaotic meeting will not work. The best managers are always able to convey clear information and share valuable, easy-to-understand information that helps to complete the work. Having an emotional intelligence that understands employee needs and concerns will keep your team strong and efficient.

Include these types of communication and interpersonal skills in your resume:

Draft clear and concise training materials

Maintain an open communication channel with colleagues

Successfully negotiated to resolve employee disputes

Encourage communication among taciturn employees

Leading efficient meetings that are both productive and sensitive to time constraints

technical skills

Technical skills are more important for lower-level managers than those at the top of the chain. If you are striving for your first management position, it is important to demonstrate a keen understanding of the entire organization. Many companies promote their managers from within for this purpose. If you get lost while browsing the company’s programming system, you will not be able to supervise the team of IT professionals. If the sales manager does not know how to complete the sale, he will not be effective.

Your industry knowledge and experience should guide all the people you supervise and help them achieve a higher level of success. Managers are often asked to provide training and coaching to their employees. You should be able to impart useful wisdom and convenient trade secrets to help your team stand out.

Make sure that the hiring manager understands your expertise through the following resume phrases:

Provide customer support

Processing data security

Use Microsoft Office to generate reports and draft presentations

Manage website content, social media accounts or marketing activities

Provide technical support to employees and/or customers

innovation

Innovation is the key word of almost every company. Your competitors have been working hard to develop the best new products and services ahead of you. Companies with strong innovation capabilities are always in a leading position, attracting new customers through their new products, and satisfying existing customers through continuous selection and upgrades.

Good managers need to keep up with industry news, so that employees can share good ideas and demonstrate a high level of conceptual thinking ability. Hiring managers have a keen eye for new employees, and they will bring different perspectives and new ideas to the company.

Delicious plant-based fried chicken is coming to KFC nationwide

“Damn miracle.” This is how I described KFC’s first attempt at vegan fried chicken when I tried it in January 2020. Now, it will finally be released all over the United States.

On January 10, after nearly two years of trial in the test market, Beyond Fried Chicken will be sold in KFC stores across the country. It is jointly developed with Beyond Meat and is the first plant-based chicken to be launched in fast food restaurants in the United States. Beyond Fried Chicken-shaped like fried nuggets between chicken nuggets and chicken fingers-will be sold in six packs, starting at $6.99.

Ethan Brown, the founder and CEO of Beyond Meat, said: “This [product] needs to popularize plant protein and promote it where consumers like to eat.” “KFC is changing the way consumers eat. It cannot be overemphasized.”

三和一善

Even if you have tried Beyond Meat’s chicken before, you have never tasted this new product. This recipe is custom developed with KFC and is specially designed for the exclusive use of the restaurant. Not only does it taste like the 11 herbs and spices you know, but the protein is designed to be chopped like a piece of muscle tissue (Beyond Meat told me that this feels more expensive to produce than a typical extruded or pressure-formed vegetable chicken. This is another reason you won’t see it anywhere).

KFC stated that its Chaoyue Fried Chicken was quickly sold out in the test market in early 2020 and received rave reviews. Since then, the company has not taken any measures to adjust the formula. If all of this is true, then why did it take so long for Beyond Fried Chicken to go public?

“The biggest thing is COVID,” said Kevin Hawkman, president of KFC USA. “We blew up the entire promotional calendar.” He clarified that the problem is not the procurement of raw materials, but that all other aspects of KFC operations must be updated in the early stages of the pandemic.

With the implementation of these changes and the New Year when many people are rethinking their eating habits, KFC hopes to create a sensation by launching Beyond Chicken in more than 4,000 KFC stores across the country. “This is a real drop… this is not one of those drops you can’t find,” Hawkman said. In other words, it is advertised as a limited-time product “when sold out.”

As for who will order plant-based chicken at KFC, the company believes it will be a mixture of omnivores who want to reduce meat consumption (90% of Beyond Meat consumers in grocery stores eat meat) and new customers. Finally, I can feel at home in a chicken restaurant (the company’s pilot tests proved that the product has attracted new customers).

Kazuyoshi Sanwa

This is why KFC believes that its launch of “plant meat” is only part of the brand’s greater “modernization”, including a new mobile app and website that allows you to snap up and go like Chipotle, as well as updated chicken sandwiches and French fries, etc. Menu Item.

“Every piece of data we have about customers—not just for the next few years, but decades—[recommendation] has a higher plant-based protein content in the diet,” Hochman said.

6 management skills needed to be a good boss

We often discuss management skills abstractly, but what are they? In the broadest sense, management skills are almost any skill that allows you to effectively manage others. This may include communication skills, interpersonal skills, general leadership skills, etc. Although some abilities will vary depending on your industry, there are a few key skills that can help you become a successful manager in almost any work environment. Let us explore some of them.

motivation

A manager who can motivate employees is a company’s true asset. Interacting with team members in a skilled and professional manner not only improves productivity and employee satisfaction, but also sets a good example.

Hiring managers look for leaders who can discover the strengths of their employees and encourage them to develop their skills. A great manager has a keen eye for areas that can be improved and knows how to deal with problems diplomatically. You want to encourage employees to make productive changes, not stop them by focusing on their shortcomings.

Another important part of motivating employees is the ability to set clear, achievable goals. Tracking employee progress and celebrating victory will help employees focus and understand how their achievements contribute to the company as a whole.

Motivating management skills can serve you in almost any management position. Important skills in this area include:

Authorize employees to own the project

Create a vibrant and aggressive workplace

Appropriate appreciation for employees’ accomplishments

Support stressful colleagues

Provide rewards and incentives for outstanding performers

Solve the problem

Solve the problem

The right combination of skills enables managers to identify, face and overcome various problems that may arise in the workplace. This requires great attention to detail. Senior management finds emerging problems before they become obvious to everyone in the company and finds the source of the problem.

Analytical skills will also help you solve problems throughout your management career. You should know which data is most relevant to your industry, how the data is collected, and the meaning of the resulting numbers.

Highlight these problem-solving skills in your resume:

Show resourcefulness when encountering problems

Anticipate potential problems before they arise

Identify the cause of the problem

Interpret key industry data

Troubleshoot quickly and effectively

Professionalism

Good managers adhere to their highest standards so that their employees will have a clear example of why they should strive. Integrity, honesty and professionalism are the key skills of good managers. As a leader, when it comes to professional ethics and demeanor, it’s better to show it instead of telling it. Hiring managers look for candidates who follow strict ethical guidelines and set the right example for others.

雖然認可、承認和表揚會強化積極的行為——增加你想要的行為並減少你不想要的行為——但公開這樣做會放大這種效果。問題是，在忙碌的工作周中，對認可的需求很容易被忽視。

如果您似乎從來沒有時間與您的團隊分享讚美，或者您很容易忘記，請為自己設置一個定期約會。每週花15 分鐘停下來，想想人們取得了哪些你沒有公開承認的進步。然後，立即執行。立即發送一連串的單句文本、電子郵件或Slack 消息，以呼喚任何微小的、積極的選擇或微小的成功。

Kazuyoshi Sanwa

你越多地認識到人們做出的真實、具體的選擇，他們的動力就會越強，他們與你的關係就會變得越牢固——而且最重要的是，他們會越清楚他們應該做出什麼樣的選擇。

主動改變不良行為

作為領導者，您最終要對團隊的表現負責。不僅您的名字在組織結構圖的頂部，而且人們依靠您來糾正負面結果、不良行為和錯誤。這就是為什麼你不能等待表現不佳的人決定自己改進並來找你尋求幫助——改變循環由你決定。

主動接觸團隊中的奮鬥者，並交流哪些行為阻礙了他們，哪些行為將使他們成功。提前三個月想一想：如果到那時你已經停止了他們不受歡迎的行為並加強了積極的行為，你是怎麼做到的？需要什麼樣的行為強化才能將奮鬥者變成成功者？

三和一善

通過清楚地傳達在您的工作場所取得成功需要什麼，即使是最微小的行為實例，並在需要時採取行動支持奮鬥者，您的團隊就有可能為快速成長定位。

傷害事件可分為三類：

其他人（例如經理、同事或客戶）的違規行為；

個人犯下的違法行為；

背叛——感覺經理、同事或政策制定者背叛了職業價值觀、員工或客戶/顧客/學生/患者。

違反根深蒂固的價值觀會動搖個人身份和自我概念的核心。道德上的傷害可能會導致一系列的感受，例如內疚、羞恥、憤怒、悲傷、焦慮和厭惡。它還經常導致人們，特別是權威人物和組織的幻想破滅（因此離開就業，轉而自謀職業）。自我厭惡、存在主義和精神危機也很常見。有些人可能會出現身體疾病或適應不良的行為（藥物濫用、自我隔離）。

道德傷害框架可以應用於廣泛的職業。在亨利的案例中，他的經理們正在犯下財務違規行為，同時也背叛了事業和組織本應為之服務的人。更糟糕的是，預計他會犯下同樣的罪行。在金的案例中，公司係統地實行年齡歧視，她被迫通過支持該系統來背叛她的價值觀。

預防是最好的藥物。修改是第二好的

缺乏對道德傷害的關注以及將其誤解為“倦怠”會導致解決問題的方法無效。因為許多人將“倦怠”減少到個人對超出資源的需求的反應，以人為中心的“倦怠干預”建議通過健康應用程序和培訓來“發展韌性”，或者通過正念和瑜伽進行“壓力管理”，或者在最好的情況下，請假。然而，瑜伽不會幫助被保險條例阻止的醫生開出挽救生命的治療方案，或者被命令對哭泣的孩子進行隔離和約束的老師。同樣，健康應用程序不會幫助招聘人員忽略“經驗豐富”或非英裔名字的求職者。如果有的話，這些針對系統性問題的以個人為中心的“解決方案”只會增加對道德傷害的侮辱。

對道德傷害情況的負面反應並不是員工“彈性不足”的結果。這些是對系統性道德違規行為的正常反應——除非這些違規行為得到糾正，否則組織和整個行業將繼續失去人才和公眾信任。修復有缺陷的系統以防止進一步的損害應該是乾預的重點，同時支持受傷的——但不是“有缺陷的”——個人。

防止道德傷害的最好方法是確保透明和合乎道德的組織運作。我建議組織：

跟踪道德傷害以及員工滿意度、倦怠、敬業度和其他組織健康的關鍵指標。仔細分析這些數據（在道德和統計上可能的情況下，按單位）應該為支持員工福祉和組織道德的行動提供信息。

採用創傷知情的組織實踐。

提供多種方式讓員工在心理安全的環境中有效表達他們的擔憂，並確保對道德問題進行透明的跟進。

將道德考慮作為招聘、晉升和領導力培訓的關鍵要素之一。

在發生道德傷害的情況下，組織與員工以及組織與社區之間重新建立信任將需要係統的、明確的、徹底的透明度。

Feeling distressed at work? It may be more than just burnout

Many workers feel very miserable and quit their jobs in droves. The root cause could be something else: moral harm.

Workers — doctors and fast food restaurant workers, teachers and hotel workers — are quitting in unprecedented numbers, often in distress. Managers don’t know how to respond. Addressing employee dissatisfaction and burnout with bonuses, mindfulness and extra time off did not seem to be working well; employees continued to quit, sometimes in anger and drama, expressing a range of grievances on social media.

Kazuyoshi Sanwa

But what if the problem we commonly call “burnout” isn’t just burnout? What if it weren’t for the other “usual suspects” – depression or anxiety? What if it looks similar but has a different cause that makes the individual feel worse and worse if not handled properly?

Properly dealing with the prevalence of employee distress and resignation requires proper identification of its cause and accurate terminology to describe it. While burnout is by far the most popular explanation for employee misery, in many cases the problem may be lesser-known but more insidious: moral harm. Preliminary data from my ongoing research suggests that, conservatively, at least 25% of people reporting experiences of feeling exhausted may be better explained as moral harm.

Consider the story of a man we call Henry. Henry joined a prominent non-profit organization to use his accounting talents for social causes he strongly supports. But he found shocking mishandling of donations – and was told to cover it up. Finding out about embezzlement was bad enough, but now Henry faces a dilemma: expose the individuals involved and risk a massive backlash against the entire cause he believes in, or keep silent and save face for the cause, but become a problem. Henry finds it difficult to sleep at night and control his emotions during the day, including anger at the organization’s management for tarnishing his career and shame at his own lose-lose situation. In addition, his controlled health problems have returned.

三和一善

In another example, “Kim” became an HR professional because she cared about people. At first, working for a budding marketing agency was a dream come true. Over time, though, she noticed a high rate of employee turnover, with many in the exit survey complaining of being “pushed out” or “bullied” as soon as they reached their mid-30s. A recruiter bringing in replacement talent confirmed her suspicions – there is an unwritten rule to only consider resumes from people in their twenties. Kim’s boss made it clear that she would support the “energy” of the company if she wanted to keep her job. Growing up to respect her elders, Kim felt ashamed. When family members ask, “How is work?” What does she tell them? next party? Can she even face her family while working for an ageist company?

Definition of Moral Harm

The original understanding of mental harm, similar to PTSD, came from studies of the military. Understanding this origin also helps to understand the difference between these syndromes. While PTSD can be caused by threats to a person’s death, moral harm is caused by threats to a person’s morals, such as harming a child, destroying a school or place of worship. Jonathan Shea, who coined the term while working with veterans, also highlighted the role of leadership betrayal in the development of moral harm in high-stakes situations.

Based on previous research and extending the concept of moral harm to a range of occupations, I propose that it be part of a broader classification of workplace stress responses. In short, PTSD primarily affects feelings of safety, mental injury primarily affects feelings of trust and/or self-esteem, and burnout affects a person’s sense of engagement and effectiveness. While these may occur simultaneously and overlap, the causes and effects are quite different and require different interventions.

The focus of nonmilitary research on moral harm has been on healthcare workers. Nurses and doctors are suffering greatly from being unable to provide the care they are sworn to provide due to a global pandemic, severe understaffing, bureaucratic red tape and a potential “profit before patient” organizational culture. About one in five healthcare workers have left their jobs since the pandemic began. However, prior to March 2020, the high incidence of ethical harm in healthcare was well documented and attributed to systemic issues that emphasized efficiency and financial metrics at the expense of physician/patient communication, trust and Holistic patient care.

Likewise, educators are currently experiencing the deadly effects of the pandemic and are struggling to get enough resources to meet the needs of their students. Yet even before the pandemic, K-12 professionals reported similar levels of moral harm as veterans, and teachers were distressed when they were forced to implement underresearched and potentially harmful curriculum and disciplinary practices.

Journalists and ordinary civilians covering the refugee crisis in Europe are also morally harmed.

In its most generic form, applicable to all occupations, workplace moral harm is a traumatic response to witnessing or engaging in workplace behaviors in high-risk situations that contradict one’s own moral beliefs, which may cause physical, psychological damage to others , social or economic harm. A focus on high-risk situations and major injuries can keep the concept important.

Provide public recognition

While recognition, acknowledgment, and praise reinforce positive behavior—increasing what you want and reducing what you don’t—doing so publicly amplifies this effect. The problem is, in a busy work week, the need for recognition can easily be overlooked.

If you never seem to have time to share compliments with your team, or you forget easily, set yourself a recurring appointment. Take 15 minutes a week to stop and think about progress people have made that you haven’t publicly acknowledged. Then, execute immediately. Instantly send a flurry of single-sentence texts, emails, or Slack messages to call out any tiny, positive choice or tiny success.

Kazuyoshi Sanwa

The more you recognize the real, concrete choices people make, the more motivated they will become, the stronger their relationship with you will become—and most importantly, the more aware they will become of what they should do what choice.

Actively change bad behavior

As a leader, you are ultimately responsible for your team’s performance. Not only is your name at the top of the org chart, but people rely on you to correct negative outcomes, bad behavior, and mistakes. That’s why you can’t wait for underperforming people to decide to improve on their own and come to you for help – the cycle of change is up to you.

Proactively reach out to the strugglers on your team and communicate what behaviors are holding them back and what will make them successful. Think three months in advance: If by then you’ve stopped their unwelcome behavior and reinforced positive behavior, how have you done it? What kind of behavioral reinforcement is needed to turn a struggler into a winner?

By clearly communicating what it takes to succeed in your workplace, even the tiniest instance of behavior, and taking action to support strugglers when needed, your team can potentially be positioned for rapid growth.

三和一善

Injury incidents can be divided into three categories:

Violations by others (such as managers, colleagues or clients);

an offence committed by an individual;

Betrayal – Feels like a manager, co-worker, or policy maker has betrayed professional values, employees, or clients/customers/students/patients.

Violating ingrained values ​​shakes the core of personal identity and self-concept. Moral harm can lead to a range of feelings, such as guilt, shame, anger, sadness, anxiety, and disgust. It also often causes people, especially authority figures and organizations, to become disillusioned (and thus leave employment for self-employment). Self-loathing, existentialism, and mental crises are also common. Some people may experience physical illness or maladaptive behaviors (substance abuse, self-isolation).

The Moral Harm Framework can be applied to a wide range of professions. In Henry’s case, his managers were committing financial irregularities while also betraying the cause and the people the organization was supposed to serve. To make matters worse, he was expected to commit the same crime. In King’s case, the company systematically practices age discrimination, and she is forced to betray her values ​​by supporting the system.

Prevention is the best medicine. Modification is the second best

Lack of focus on moral harm and misinterpretation of it as “burnout” can render problem-solving ineffective. Because many people reduce “burnout” to an individual’s response to demands beyond resources, person-centred “burnout interventions” suggest “developing resilience” through wellness apps and training, or “stress management” through mindfulness and yoga, Or in the best case, take time off. Yoga, however, will not help doctors who are prevented by insurance regulations from prescribing life-saving treatments, or teachers who are ordered to isolate and restrain a crying child. Likewise, health apps won’t help recruiters ignore candidates with “experienced” or non-English names. If anything, these individual-focused “solutions” to systemic problems only add to the stigma of moral harm.

Negative reactions to morally harmful situations are not the result of an employee’s “insufficient flexibility.” These are normal responses to systemic ethical violations – unless these violations are corrected, organizations and entire industries will continue to lose talent and public trust. Repairing defective systems to prevent further damage should be the focus of interventions, while supporting injured – but not “defective” – ​​individuals.

The best way to prevent ethical harm is to ensure transparent and ethical organization operations. I recommend organizing:

Track ethical harm and key metrics of employee satisfaction, burnout, engagement and other organizational health. Careful analysis of this data (by unit where ethically and statistically possible) should inform actions to support employee well-being and organizational ethics.

Employ trauma-informed organizational practices.

Provide multiple ways for employees to effectively express their concerns in a psychologically safe environment and ensure transparent follow-up of ethical issues.

Make ethical considerations one of the key elements of recruitment, promotion and leadership training.

Re-establishing trust between organizations and their employees and between organizations and communities in the event of ethical harm will require systematic, clear and thorough transparency.

許多工人感到非常痛苦，並成群結隊地辭職。根本原因可能是別的：道德傷害。

員工——醫生和快餐店員工、教師和酒店員工——正在以前所未有的數量辭職，而且往往處於困境之中。經理們不知如何應對。用獎金、正念和額外休假來解決員工的不滿和倦怠似乎效果不佳；員工繼續辭職，有時憤怒而戲劇性地辭職，在社交媒體上表達了一系列不滿。

但是，如果我們通常稱之為“倦怠”的問題不僅僅是倦怠呢？如果不是其他“常見的嫌疑人”——抑鬱症或焦慮症——怎麼辦？如果它看起來很相似，但有不同的原因，如果處理不當，會使個人感覺越來越糟怎麼辦？

三和一善

妥善處理員工痛苦和辭職的流行，需要正確識別其原因並使用準確的術語來描述它。雖然倦怠是迄今為止對員工痛苦最流行的解釋，但在許多情況下，這個問題可能鮮為人知，但更隱蔽：道德傷害。我正在進行的研究的初步數據表明，保守地說，至少25% 的人報告感到筋疲力盡的經歷可能更好地解釋為道德傷害。

考慮一個我們稱之為亨利的人的故事。亨利加入了一家著名的非營利組織，以利用他的會計才能為他強烈支持的社會事業服務。但他發現了令人震驚的捐款處理不當——並被告知要掩蓋它。發現挪用公款已經夠糟糕的了，但現在亨利面臨兩難境地：揭發相關個人並冒著對他所信仰的整個事業進行大規模反彈的風險，或者保持沉默，挽回事業的面子，但成為問題。亨利發現自己晚上難以入睡並在白天控制自己的情緒，包括對組織管理層玷污事業的憤怒和對自己雙輸局面的羞恥。此外，他得到控制的健康問題也捲土重來。

在另一個例子中，“Kim”成為一名人力資源專業人士，因為她關心人。起初，在一家嶄露頭角的營銷機構工作是夢想成真。不過，隨著時間的推移，她注意到員工流失率很高，在退出調查中，許多人抱怨一到35 歲左右就被“排擠”或“被欺負”。一位引進替代人才的招聘人員證實了她的懷疑——有一條不成文的規定，只考慮二十多歲的人的簡歷。金的上司明確表示，如果她想保住工作，她會支持公司的“能量”。長大後尊重她的長輩，金感到羞愧。當家人問“工作怎麼樣？”時，她會告訴他們什麼？下次聚會？在一家年齡歧視的公司工作時，她甚至可以面對她的家人嗎？

道德傷害的定義

對精神傷害的最初理解，與PTSD類似，來源於對軍隊的研究。了解這個起源也有助於理解這些綜合徵之間的區別。雖然PTSD 可能是由對一個人的死亡的威脅引起的，但道德傷害是由對一個人的道德的威脅引起的，例如傷害孩子、毀壞學校或禮拜場所。喬納森·謝伊在與退伍軍人一起工作時創造了這個詞，他也強調了領導層背叛在高風險情況下對道德傷害發展的作用。

Kazuyoshi Sanwa

基於先前的研究並將道德傷害的概念擴展到一系列職業，我建議它是更廣泛的工作場所壓力反應分類的一部分。簡而言之，創傷後應激障礙主要影響安全感，精神傷害主要影響信任和/或自尊感，而倦怠影響一個人的參與感和效率。雖然這些可能同時發生和重疊，但原因和影響是完全不同的，需要不同的干預措施。

關於道德傷害的非軍事研究的重點一直是醫護人員。由於全球大流行、嚴重的人手不足、官僚主義的繁文縟節以及潛在的“先於病人先獲利”的組織文化，護士和醫生無法提供他們宣誓提供的護理，這讓護士和醫生感到非常痛苦。自大流行開始以來，約有五分之一的醫護人員離職。然而，在2020 年3 月之前，醫療保健中道德傷害的高發生率已得到充分證明，並歸因於系統性問題，這些問題強調效率和財務指標，而犧牲了醫生/患者的溝通、信任和整體患者護理。

同樣，教育工作者目前正經歷著大流行的致命影響，並且難以獲得足夠的資源來滿足學生的需求。然而，即使在大流行之前，K-12 專業人士報告的道德傷害程度與退伍軍人相似，教師在被迫實施研究不足且可能有害的課程和紀律實踐時感到痛苦。

報導歐洲難民危機的記者和普通平民也受到道德傷害。

在最通用的形式中，適用於所有職業，工作場所道德傷害是對在高風險情況下目睹或參與與自己的道德信念相矛盾的工作場所行為的創傷反應，這些行為可能對他人造成身體、心理、社會或經濟傷害。對高風險情況和重大傷害的關注可以保持概念的重要性。

Solving Your Talent Problems May Not Involve Recruiting

A competitive labor market means companies must make sure they value and hold onto existing resources.

skills gap. Labour shortage. Great resignation. Attribute it to your will, but employers everywhere are battling the talent pipeline like never before, and the end of the disruption is still looming.

To meet the unique workforce challenges of 2022 and beyond, the most successful business leaders will focus on their current workforce and help them upskill, rather than frantically searching for the perfect talent.

Considering your team may not be where you need to be right now (though it may be difficult to find top talent who will hit the mark), with the right leadership approach, you can help your people get there relatively quickly.

三和一善

Here are five leadership resolutions for leading high-growth teams this year.

Valuing personal success

When employees believe that only some people are successful in your organization and others are not, there is no incentive to improve their performance. But if they can clearly see which behaviors you value, it will provide them with a roadmap for gaining your approval and achieving success.

Think about your employees who are considered top performers and respected in your company. What basic, replicable behaviors won them over? Maybe they always come prepared, go out of their way to help their teammates, and pay great attention to detail. Talk about these behaviors openly often and make them the center of your attention and praise. Rather than telling your team members to “be more like Jessica,” your star employees, telling them to “check your work for errors as diligently as Jessica” is a more effective way to encourage growth.

Kazuyoshi Sanwa

Clear the path to success from the start

Everyone asks the same question on their first day on the job: “How do I fit in here?” If you don’t establish behavioral expectations right away, you’ll not only miss the most vulnerable windows, but you’ll also create less-than-ideal new hires. behavior patterns that you must undo later. Instead, immediately immerse them in your behavioral expectations by pairing them with your best employees. They should consider your top performers the norm and want to be like them from day one.

Try creating a “treasure hunt” worksheet that focuses on the behaviors you value most. Encourage new hires to follow your top performers, look for these behaviors, and write them down. This motivates the people they follow to exhibit more successful behaviors than others, giving newcomers first-hand insight into how to thrive in your organization.

Let everyone get your approval

Great teachers drive classroom dynamics by speaking up where others have not. They draw their attention to positive choices, and when they see the tiniest of choices, they basically high-five. As a result, students began to crave more granular achievements and began to make incremental improvements, resulting in significant growth.

Likewise, leaders of high-growth teams are constantly looking for the little things they can identify to counteract limiting thinking and fuel their employees. Why is it so effective? We can either internalize blame (blaming ourselves) or externalize blame (blaming our environment or our boss) when we are underperforming. We can cultivate a fixed mindset of saying, “No matter what I do, I’m not going to win here”, which becomes a catch-all excuse for not improving, not going the extra mile, not going the extra mile.

But when a leader’s acknowledgment is as simple as “you wrote a great memo” or “thank you for being on time every day and I know your whole family is sick”, these statements will tell your employees that they caused your Note that success in the workplace doesn’t have to be a struggle every time. It gives us something to strive for – approval from the boss – which is a stepping stone to other successes.