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Telework, Trust, and Performance Survey Initial Analysis

Thank you to everyone who participated in our survey. There is a lot of great information in the data we have collected. The initial data analysis is very interesting. For instance, Presidents/CEOs (67%), upper managers (80%), and mid-level managers (75%) believe there is daily telework accountability, but the levels of belief are different for those who are subordinate to them. Just 55% and 29% of supervisors and employees, respectively, share that belief. This may suggest challenges to the organization in terms of shared understanding. The initial analysis also seems to suggest the importance of a structured telework plan. Survey participants shared many issues related to effective telework situations, suggesting the need for a structured approach by organizations and leaders. The issues included changes in childcare needs, reduced internet or technical capabilities that are often left to the employee to solve, time management, length of workday, and lack of connection to other members of the team. The respondents also discussed employee-centered concerns like work life balance, space constraints, lack of a quiet space to work, distractions, self-motivation, childcare issues, lack of belonging, lack of an end time for the workday, and difficult communications. Looking forward to the in-depth analysis that will follow.

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Right Fit Leading: Correct the Record

I just read a BroadPR LinkedIn post recommending that a proactive approach to addressing fake news and false news. The article challenges PR pros to address disinformation and misinformation in today’s communication environment. This takes my memory all the way back to my beginnings in journalism. We were drilled on our responsibility to correct the record and verify sources. That is not always the case today. I also deal with this in teaching college courses, as I try to make sure my students can always answer the \”says who\” question and back it up with the relevant data. BroadPR offers sound advice on the way ahead.

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COVID-Related Telework, Trust, and Performance Survey

Excited to conduct this survey with Denise Siegfeldt. Please participate, your thoughts are valuable to our effort. ANNOUNCEMENT We are conducting a survey on telework, trust, and performance now through March 31. The survey effort is intended to identify problems that exist with telework and what can be done to remedy these issues and allow employees to be productive. The study also contributes to the teleworking body of knowledge.Your responses are completely anonymous with absolutely no way of identifying participants. Once you have started the survey, you may end participation at any time. To get to the survey, simply click on this link:https://lnkd.in/dDdKbucIf you have any questions or comments about the survey, please contact Dr. Denise Siegfeldt, dsiegfeldt@fit.edu, or Michael A. Brown Sr., mbrown@fit.edu. Any feedback you provide is greatly appreciated. Again, thank you for your time and willingness to participate.

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March 2021 Book Giveaways

Right Fit Communications LLC is offering two book giveaway opportunities from March 9 to 15, 2021. LIFE AND LOSS Now through March 15, you can win a free copy of Life and Loss: A Family Confronts Multiple Sclerosis by Anthony Browne. This is a highly personal love story about a family caring for a daughter stricken with this disease that has no cure. Just click here to fill out the form to register for the free book random drawing. Five (5) winners will be randomly chosen at the end of the contest period. There is no cost to enter and none of your information will be shared. If your name is chosen, you will be notified by e-mail and the free book will be mailed to you at no cost. 3D COACHING Now through March 15, you can win a free copy of 3D COACHING: Suggestions for a New Approach by Michael A. Brown Sr, PhD. Dr. Brown\’s coaching philosophy is 3D: Dedication, Detail, Discipline. Just click here to fill out the form to register for the free book random drawing. Five (5) winners will be randomly chosen at the end of the contest period. There is no cost to enter and none of your information will be shared. If your name is chosen, you will be notified by e-mail and the free book will be mailed to you at no cost.

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Right Fit Leading: Telework Requires Shared Values

Team members are consistently interested in making the adjustment to remote work and leaders continue to work to find shared success. The relevance for team members is accountability and the relevance for leaders is responsibility. Team members are accountable to do the work for which they are responsible. Leaders are responsible for setting processes and communication methods to empower member accountability. Everyone knows the telework plan must be created, and people must be educated, but shared understanding must be achieved. The path to success is interactive communications where both sides can demonstrate and discuss their understanding of the rules. Where there are disconnects, leaders must take the time to clarify and, when necessary, adjust or amplify the guidance. The table below demonstrates key issues in effective teleworking requirements. These issues are shared by leaders and team members, while each has a different connection to each factor. Effective Teleworking Requirements Shared understanding of policy Regular, purposeful connections Recognition and reporting One-on-one communication Adequate resources Specific communication preferences Consistent, efficient work routines Leaders and team members can work together to improve face-to-face opportunities, reduce social isolation, and manage distractions at home. The telework plan should be implemented so that there is a shared understanding with all parties, and it should set the stage for regular, purposeful connections to assist with performance. Leaders should provide acknowledgement and praise as necessary but should also make course corrections when necessary. Providing the resources necessary to conduct efficient telework operations and establishing team communication preferences are critical success requirements. Finally, a consistent routine is necessary to keeping everyone on the same page. Team members want to stay visible while teleworking and must learn the plan and follow it. Team members should participate in regular team connections and should look for every opportunity to have one-on-one communication, especially with their supervisor. Accountability is verified when accurately reporting performance or progress. Once team members work with the organization to identify resources necessary for teleworking that they may not be able to provide themselves, they must ensure they are fully responsible for the work they are charged with. They must adjust their personal situation at home to allow them to follow the organization’s stated routine or activity. Does this information help you in your personal telework situation?

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3D COACHING: Notes for Success

I always think in terms of the three Ds. Success has a price. That price is dedication to the task at hand through hard work. That price is being determined to do the best you can, win or lose. That price is applying the best of yourself to everything you do. Paying attention to detail means demonstrating to your team, and yourself, that it is necessary to focus on the journey, not just today’s goal. Learning the right way to compete is vital to having the confidence to grow as a person and as a team member. The leader’s job is to create the perfect conditions for success by teaching techniques and strategy. Once that is accomplished your team can use their talents and their wits to grow and win. Discipline is important all the time, but it takes on more importance when things go wrong. You cannot change what happens, but your discipline provides you with the tools to change your approach, your attitude, and/or your response. Discipline guides your ability to avoid complaining in troubled times and instead working with your team to figure out how to make things better. 3D COACHING: Suggestions for a New Approach

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Right Fit Leading: Leader-member exchange is key

LMX theory can help in creating effective relationships with your team. LMX is leader-member exchange and it tells us that even in a team situation, leaders who master individual relationships build trust and support. LMX theory is a relationship-based approach to leadership with a central concept focusing on the processes that occur when leaders and followers benefit from mature relationships or partnerships, generating incremental influence for the leader (Graen & Uhl-Bien, 1995, p. 225). The relationship should be based on at least two fundamental things: treating people like people and setting specific expectations. Treating people like people requires that the leader keep the employee’s personal goals and dignity in mind. Setting specific expectations empowers people for success. Once you have done that, simply hold people accountable. In this way you give them freedom to work the activities they are charged with. Relationships based on proper treatment and shared understanding of expectations give the leader a structured way to provide support when there are issues. It also gives the leader chances to offer praise and encouragement when employees are doing the right things right. Accountability is not easy, but it can work with shared commitment to the mission. Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219-247. doi:https://doi.org/10.1016/1048-9843(95)90036-5 NOTE: Image by Gerd Altmann from Pixabay

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3D COACHING: They Are Always Watching

Months ago, a friend asked me how I came up with my 3D philosophy of dedication, detail, and discipline. She wanted to use it for the new team she was coaching and wondered how I came up with this approach for the players. My answer was that as much as I formalized it to help young athletes, I needed it to make ME better at coaching and leading. My goal is to always dedicate to lead, to manage the details of the task at hand, and to discipline myself to do what needs to be done when it needs to be done. This is the only way I can nurture the ability in myself to deliver those skills and abilities to others. Most athletes, most people, want a leader or leaders they can learn from and lean on. As I pondered these thoughts the other day, I was watching some sports highlights on YouTube. I started with Michael Jordan highlights, then watched great plays from college football, and then tuned to highlight films of potential scholarship players in basketball and football. I clicked the wrong link and I got something like “coaches gone wrong (not the real title).” This was a collection of videos where coaches lost their cool and composure in the heat of the competition. One coach threw a chair onto the basketball court to protest a call AFTER he was restrained from throwing a chair to protest a call. One coach berated an official giving a game ejection after her player’s unsportsmanlike conduct injured a player from the other team. The worst I saw was a recreation league coach hitting a player who he blamed for the team’s poor performance. These are all horrible events and I do not have to tell you that I did not watch much of those videos. But what little I did watch reminded me that the players are always WATCHING the coach. We coaches need to make sure that what they see is professional, appropriate, adult behavior. I believe most players are connected and committed to their coach and they want to please her or him. When a coach acts out and forgets how to behave in a sportsmanlike manner, the players are WATCHING. I remember a year when I watched a coach on the sidelines berating the official for several minutes before one of his players started berating the official. Please do not think I am saying I am perfect. I remember coaching a recreation league game many years ago and I thought the calls were horrible. Just as I started to throw my hat on the field in anger, I happened to make eye contact with a player. He was WATCHING. He stared straight in my eyes. Fortunately, I did not throw the hat and I swallowed whatever words I was going to say. It helped me to keep my wits about me. That lesson is with me every day. I know coaches sometimes want a penalty to possibly get their team going, but even that can be done with style and respect. I have seen coaches in various sports do this, but the good ones know how to do it without disrespecting the official. For instance, if I am coaching a football game and I want what I refer to as an “energy” penalty called, I just walk too far out on the field during play and I do not heed the official’s warning to get back. I get the penalty, I say it is not fair, and the players get new energy. That is how I do it. The point is that whatever coaches do, their players are WATCHING. They look up to you. Always do the right thing: dedication, detail, DISCIPLINE!

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Right Fit Leading: Telework, Trust, and Performance

My new research effort examines the social and technical factors leaders must address when resorting to telework or other distancing situations created by a crisis such as COVID-19. I am interested in the tradeoffs that come into play in terms of performance, productivity, attentiveness, and trustworthiness to ensure goal achievement and accountability. Organizations may benefit from a fresh set of rules generated in response to the COVID-19 pandemic, but what about employees? Would the existence of a national strategy address implications for everyday situations that needed attention even before the pandemic? Are there benchmarking discoveries available from companies that have found success? Are the voices and situations of workers being heard or addressed? These are questions that deserve answers. Finding answers would provide opportunities to improve teleworking for employers and employees alike. Answers could serve to create trust in teleworking and could improve performance, accountability, effectiveness, and efficiency for all involved. My work examines the need for and existence of a shared understanding where leaders and employees openly discuss the challenges telework presents. The project also asks whether there are impediments or obstacles that organizations could remove or reduce to enable employees to accomplish the same amount of work they are currently doing in the office, but in a shorter duration of time while telecommuting. I am interested in collecting teleworking experiences both from an employer and an employee point of view. I invite anyone to share thoughts in this space. Anyone interested in providing in-depth information in this area of inquiry for analysis and discovery can please e-mail me at drbrown.rfc.llc@gmail.com. I am willing to use inputs anonymously or to provide credit as appropriate. I look forward to the discussions and discovery.

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Right Fit Leading: Collaborate BEFORE You Implement

Use collaboration when setting the “next” plan that will bring organizational success. Leaders are often excited to create their grand plan either when they find that “best new way” or when they take over a new job and set out to improve things. In both cases, leaders expect their team to be just as excited about this new plan as they are. The same leaders may find disappointment when their team does not respond positively to the plan. If your people do not understand your plan because you have not adequately explained the purpose and procedures, they will probably be slow to jump for joy. More important, if the team has reservations and you have already set the new plan in motion, you may meet with strong emotions against this new initiative. You may encounter big problems if you do not socialize the plan with your team before implementing. I am not saying that the leader must get approval of the plan from subordinates and colleagues. I am not saying the leader must achieve buy-in before the plan can work. What I am saying is that collaboration as the plan is developed allows the change to be built in, not bolted on. When people are given the opportunity to build the plan along the way they are far more interested and motivated to see it through to success. The collaborative approach works because it keeps everyone on the same page and it identifies challenges along the way. This is about team. How do you implement new plans?

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