Katrina Collier is on a mission to end the collaboration chaos that ruins recruitment and candidate experience. And she joined us on episode 66 of the Talent & Growth Podcast to discuss how you can be a robot-proof recruiter. 

In this episode we cover how to make the most of your LinkedIn profile, The inspiration behind The Robot-Proof Recruiter and tips for becoming an authentic voice in your market. We’ve highlighted these tips for you below. 

What are your tips for becoming an authentic voice in your market? 

I am the same when you meet me as I am online so could use that buzzword ‘authenticity’. You need to be genuine, be yourself but also don’t make it about you. Whether it’s your LinkedIn, newsletter on a blog or podcast- share updates that help and ensure that you are adding value to the industry. Rather than a recruiter creating a post to moan that somebody’s written their CV in a ridiculous font – why not write a post for your top three tips for writing a CV. That way, you are adding value, rather than being perceived as being judgemental and critical which I see going on far too much.  

Another enormous part that is often overlooked is this issue of ghosting clients. If you want to come across as a valuable recruiter, just doing that alone is enough to build a brilliant reputation. You may not be well known on social media, but you’ll be known in your market as a person that’s reliable, authentic and genuinely cares. Be aware that 84% of people who are ghosted by a recruiter feel down or depressed so we need to think carefully about the impact that we make as recruiters. You should always let a candidate know where they are in the process and remember that even giving them no news is giving them news. 

Making sure candidates have a good experience, whatever happens, is such a key thing. I very rarely get negativity when I tell someone they haven’t got the job as I can tell them why or what happened and they are grateful. It’s very important, like you have said about considering the mental health aspect of it which I haven’t heard discussed before.  

There are a couple of campaigns that are currently going on relating to the ‘circle back’ initiative the ‘end ghosting report’  carried out by Tripad. We need to remember that throughout the process how we feel is so different to how our candidates may be feeling. I recently came across a spreadsheet that someone had completed where they had written all of the applications they’d made and also written down every time they didn’t hear back from an application. I found this really eye opening. It’s important to remember that there is a human being behind every single email, call, text and you need to remember to go back to them. I know it’s hard but there is technology that can help with that now.  

Listen to more from this episode, just click here. 

On Talent & Growth we speak to talent leaders about the challenges they face and their solutions for attraction and retention. If you’re interested in hearing about how companies are building a more diverse talent pool, how you can attract top people from the big players, ways to create a more inclusive interview process or learn about the latest and greatest automation software to make your life easier, then this is the podcast for you.

Following our newsletter yesterday, which covered my Six Steps To Sourcing Great Candidates Via Events (link at the bottom of page), I wanted to share a blog based on Episode 80 of Talent & Growth with Michael Carter.

Michael gave his take on events and experience from utilising this effective means of generating new talent pools.

I hope you enjoy it and if anybody has any questions about events or anything else, drop me a note.

How Events can Attract Talent to your Business

Running events can be a great way to attract new talent and get fresh eyes on your business and product if done correctly. We asked Michael for his insights into the process ahead of our live event, which is happening at the Warner Brothers Discovery offices where Michael works.

Learn more about utilising events to attract talent to your business or recruitment pool.

How effective do you find events are when it comes to attracting new talent to your brand?

I think it’s very effective. For the talent acquisition team, it’s an enjoyable and engaging way for your teams to grow. I believe there are three main points where its effectiveness can be measured. One element of events is that you can bring in a diverse range of talent, not just from geography or a coaching perspective but from a neurodiversity perspective. You can get people working on different products and in various pockets of the world with other goals and bring them together. You can target separate areas and work across them.

 The second point of effectiveness is that you can test a lot of the stuff you’re doing within the events. So, for example, there are three ways in which you can source these events. One, you can run a recruitment event where the goal is to hire people at the end of it. Two, you can host a meet-up that gives you a sourcing map afterwards. Three, you attend events yourself, try to spread like oil in those, and network as much as possible. In the second one, if you’re doing an event specific to recruitment and hiring, you can A-B test many strategies, change things up, try different interview teams or panels, and test structures – it’s pretty cool. The third way is helpful if you’re trying to scale up a specific team quickly and need to reach more talent. Those are the three main effective ways to utilise events to find or attract talent.

How can teams use events to leverage engagement with potential new candidates?

There are a couple of ways. One is when the marketing of the event is purely down to recruitment. You lean on a comms, marketing, and branding team to create the assets and content you’re pushing out, as you do with any recruitment project. The actual marketing and the gathering of an audience are done by recruitment, though, because we have the LinkedIn licences, we have the reach, so that’s a principal reason you’re involved. We all do LinkedIn messaging, multi-messenger threads, and follow-up, which can build a different strategy.

If you have two sources in one region, one source has tapped out engineers in Budapest; for example, you can lean on the other’s LinkedIn to send messages to a similar group about an event for a change. It gives you a rejuvenated avenue of search and conversation so you can talk about this event. You want to market it as an engineering-focused event with a recruitment advantage; that is generally the whole point of these things. It just gives you a different discussion point, and more importantly, it gives you something to provide these engineers and the people you’re speaking with. You’re not just knocking on the door and going, ‘Hey, look, work for us again. You’re offering them value and saying, ‘Hey, this is what we do. What do you reckon if we have a chat after you’ve been to the event?’ Often, people already looking for work will shortcut it and ask you straight away, but they like having that asset and some reflection of what the job is like.

The other way to leverage engagement is with attendees for generic meetups. You can search their companies, which gives you a whole market map to see where they’ve come from and where they’ve gone without much interaction. It gives you a complete matrix of sourcing materials. We’ve found that from one person who comes to an event, four companies they will have worked for or interacted with becoming part of our broader, more comprehensive matrix, so you can tap into that as you go.

Follow-up is critical, so how do we make that work?

That depends on your tools. If you’re using Eventbrite, for example, you have a signup page which asks people to tell you their first name, last name, job title and current company, which you can set up to give you an excel sheet at the end. That gives all your people or companies’ emails, contact details, or whatever they want to add. That gives you a list for messaging and networking afterwards. One note I would say on this is when you do the signup, make sure the sheet reflects who attends because I have done it before where I’ve run an event, then you’ve messaged everyone and said, ‘Hey, thanks for coming and I got replies saying ‘I didn’t come, what are we talking about?’ Otherwise, the follow-up is pretty simple. From a recruitment perspective, that follow-up message is just about giving people access to knowledge about what’s happening and access to you. As long as it’s fast (within 48 hours), it’s relevant. Follow-options in terms of whoever spoke on this topic, you can find their LinkedIn here, or you can contact them on their email. You can give them full follow-sources and then erase at the end, ‘Hey, obviously, as you heard, we’re recruiting. Give me a shout if you can’.

What advice would you give to somebody who’ing to start using events for sourcing talent?

Just have fun with it. We all have ideas and stuff that we want to try. Doing it in one project with bookends on either side and a goal can sound quite restrictive. Still, there’s so much freedom and interconnection with the group you’re recruiting for that you need to dig deep to give an idea of the culture you’re bringing people into. It gives you access to employer branding, marketing, columns, relocation… It’s enjoyable, and I think as long as you have the support of the leadership, it can’t go wrong.

To hear more of Michael’s insights on how to create significant events and on running successful recruitment campaigns at them, listen to the full episode of The Talent & Growth Podcast here:

And here’s the link to yesterday’s newsletter:

Freshly inspired by our Talent & Growth live event last week, engineered for networking, learning and raising money for Mind, I felt compelled to share how valuable events can be for sourcing talent as well.

Events, particularly in-person events, can be a tremendous and subtle showcase of your business, which will help you build short-term and long-term talent pools.

If you work in Talent Acquisition and are looking at your hiring plans for next year, wondering where on earth you will unearth five niche candidates, then events could be the way forward.

Here’s how you do it.

Step One – Identify your target audience.

Whom are you looking to attract to your business?

Where are the most significant demands in your hiring plans?

Which pool of candidates tends to be the toughest to attract?

Work out whom you are trying to attract with your event.

And DON’T try to make your target audience focus on one area.

You know what they say, if you try to attract everybody, you attract nobody.

We can’t be everything to everybody.

If you are hiring across the board, that’s cool; you may need to run multiple events!

But just one target audience at a time.

Step Two – Identify what your target audience would like to hear about

Do not assume you know what your target audience will want to hear.

I am guessing you are not a Product Manager or a JavaScript Developer – you are a Talent Acquisition extraordinaire!

So, do some research – ask existing people in your business who work in the hiring roles precisely what they would be interested to hear about.

Culture? Methodology? Tech? Ask candidates you speak to when sourcing what they would be keen to hear about. Put a poll out on LinkedIn.

Get some qualitative and quantitative data to know that you are aiming your event sniper rifle at the right target.

Events are much work, and you need to ensure you aren’t aiming in the wrong direction.

Step Three – Find your expert(s)

So you have your target audience.

You also know what sort of topics they want to hear about.

Now you need somebody to talk about these topics!

Somebody compelling and somebody with expertise.

Now, the ideal situation here is that you are doing something engaging in your business which ANYBODY in that field would like to hear about.

For example, you are doing some exciting stuff with React Framework that nobody has done before – great, engage your Head of Engineering or CTO to talk about this topic and how other Engineers and businesses can do the same.

But maybe you haven’t. Perhaps you aren’t doing something interesting yet, or maybe you don’t have that compelling expert in the business or one willing to talk.

No problem – find somebody external. You will be using your event as a venue, and your brand and name will be associated with this event, which is excellent. You will still build new relationships with new candidates, who will get to walk into your building and potentially feel what it’s like to walk in there as an employee.

The ideal situation has one person from within your business AND one or two external.

Remember, this is about building a quality event first and foremost. This leads me to…

Step Four – Less Selling, More Telling

The salespeople in the audience will know this statement is usually the other way around, but not on this occasion.

Remove all selling from your brain, and make sure your speakers do the same.

This is not about shouting through the process about how great a business PaulChurch.Com is.

We all hate being sold to. I do, you do, candidates do. At least, in the obvious cliched way.

Focus on the building of a quality event.

Focus on building meaningful rapport with the people you invite to the hosting.

Focus on the quality content the attendees will hear and see.

You will get the wins here from the association with a quality event and building relationships with new candidates along the way.

Not by telling everybody how great your business is, either in the run-up, or during the presentations.

So, no selling – just telling, and by telling, I mean telling the story of the incredible stuff you will talk about at the event, which would interest anybody in your target audience.

Step Five – Prep, Outreach and Marketing

Preparation is everything, so you must give yourself plenty of time.

Plan how the event will go, who is speaking for how long, what the format will be, what the itinerary will be, any catering you will provide and so on.

It would help if you had at least a six-week run-up to this event, don’t try and rush it.

This will give you time to reach out to all the candidates in your target audience who are on your ATS, LinkedIn and wherever else.

Every candidate you speak to mentions the event.

And get Marketing on board to put together some lovely-looking artwork you can plug on LinkedIn and put at the bottom of your emails.

Post about it every other day at least – if this is truly a quality event, which it should be, you should be proud of it and have no problem giving the plugs.

Step Six – Follow-up is critical!

So, the event was a success.

You had a great turnout; the content was informative and compelling, and you had lots of great conversations with many great people…

Now what?

Now, you should have a list of candidates from your target audience who match the profile of the people you are trying to hire.

People you have now met, who have been in your offices, and hopefully, you began building a relationship with via your charm, personality, and overall greatness!

So give them a call.

“Did you like the event?”

“What would you change about it?”

“How was the pizza?”

“And by the way, did you know we are hiring for great people like yourself?”

“Would you like to find out more?”

“Yes? Fantastic!”

And those are my steps to making events a tool for sourcing.

Tomorrow, as a bonus newsletter edition, I will share a blog from Michael Carter, based on our podcast episode, with even more advice about this topic.

In episode 65 we were joined by Andrew Cross, Founder & CEO at Goosechase to discuss a very hot topic, how to make a four-day work week work. In this episode we talk about Goosechases experiences pioneering and trialling the four-day work week. 

We covered the results that Goosechase have seen from their trial, the draw backs and how a four-day work week has implemented talent attraction and retention. 

Below we outline some of the ways businesses can implement a four-day work week and still be client led. We hope you find them useful. 

When moving to a four-day week, what did you have to take into consideration? Were there any boundaries which had to be implemented to ensure that it was going to work? 

The world doesn’t really work on four day weeks now so our first concern is always that the clients are expecting communication – you can’t just go dark on the fifth day of the week. Upon implementing it you have to constantly be aware that there’s external considerations.  

There is also the question of how flexible you are with your team with which day they take off and whether or not you let individuals chose. We looked into some companies that had already written up their results and the one thing that we took away from that is to make sure that the day that people take off remains the same. Otherwise it’s a mess trying to collaborate with people and get together; if they all take different days off there is never going to be a day where you can get on a call or all meet. We realised early on that Friday’s would be the day off, then we had to consider the outward facing component. In our customer facing team, a couple of people every week take Wednesday off instead and will work on the Friday. That way we have a standardised schedule and make sure we still have coverage on the Friday. It’s a bit of give and take and having a flexible mindset, but those were the two main things that we had to figure out early on. 

Many companies I’ve worked with are client let and feel like if their clients want something on a Friday, then they’ve got to be there on a Friday. Is it as simple as having people swap their days? Or was there anything else which helped you have a day off when you’re client led? And do you think that it’s scalable? 

I think it is scalable and will benefit people. The more people that adopt the four day week, then the more common it will be for people to say on their website or on their email autoresponders that they work a four day week. It will eventually be acceptable, just like people don’t always expect coverage on Saturdays and Sundays. 

When you’re client led, it’s definitely a little bit trickier. We know that anybody who is creative is going benefit from not being sat down, like a robot, cranking out work for an entire five days. If you can position it in a way that lets your client know that you’re going to produce better outputs as a result of doing this, a lot of clients will be fine with this. They may not get as much response on the Friday, but the benefit and net results will be there.  

There’s some work that maybe is more hourly or time driven. We said we can’t have a two tier system internally where some people have to work a little differently due to the nature of their work. We decided that we would deal with the challenges of some work being harder, for example, sales is often very call driven with calls coming in during the day. But we made peace with that to make sure he have quality internally to be able to supercharge our creative people, who do produce quite a bit more by having a fresher mindset and not pacing themselves and grinding through the week.  

Find out more about the four-day work week and Goosechases experiences by listening to the full episode here. 

On Talent & Growth we speak to talent leaders about the challenges they face and their solutions for attraction and retention. If you’re interested in hearing about how companies are building a more diverse talent pool, how you can attract top people from the big players, ways to create a more inclusive interview process or learn about the latest and greatest automation software to make your life easier, then this is the podcast for you.

People don’t leave businesses; they leave managers.

How often do we see that said?

And it’s true. The relationship between the employee and manager is crucial to that employee’s success and happiness at that business.

I was asked Friday when I posed the question, “what makes a great manager” whether I meant manager or leader, and it’s a great question.

To me, they are intertwined – anybody working in a senior role and having employees must have excellent leadership skills (the ability to inspire, compel and create purpose, AND excellent management skills (organisation, operational fundamentals etc.) to succeed.

But what are the most critical skills & traits that the best leaders/managers must have and display in 2022?

And who on earth am I to dictate? Well, I have my opinions, and my views are forged from 10 years of being a manager and leader in tech recruitment, an incredibly intense industry,

I have generated immense success and overseen huge crashes, which, ultimately, I was accountable for.

I also have 13 years of being managed by a medley of managers and leaders, some bringing the best out of me and others bringing out the worst.

And I have nearly three years of experience interviewing the very best in People, Talent, Culture & HR, and more often than not, the topic of leadership comes up.

So that’s my resume 🙂

So, what are the three most important traits and skills the modern manager must have?

I reveal all right after this message!

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In just two days, on 19th October, we will host our first ever live Talent & Growth event in London.

This is an event to make us all even better at hiring great people into our businesses.

You will come away with a TA toolkit you can start implementing immediately.

This is what we will cover:

Katrina Collier – How To Make The Business Partner With TA & Deliver A Better Experience For All!

Beckie Taylor – How To Diversify Your Hiring

Christine Ng – How To Build An Employer Brand To Attract Tech Talent

Rohan Kallicharan – How Your Existing Employees Can Help You Attract More Talent

Sign up here: Talent & Growth Tickets, Wed 19 Oct 2022 at 18:00 | Eventbrite

The Top 3 Traits of Great Leader

  1. They must be consistent. You cannot please everybody. Not everybody will always love your decisions because different decisions affect different people depending on their perspectives and place in the company. Still, they will respect you if you stick to what you do and broadly act the same with everybody. Now, the best managers/leaders also know that the caveat to this is that sometimes you need to communicate slightly differently to people depending on how you know they best respond and how they are best made to feel comfortable, so there is a thin line. But essentially, do what you say and allow everybody the same freedoms and trust. If you don’t, you lose credibility and your people’s trust!
  2. They must make their people feel trusted. Nothing creates a culture of unrest or discontent more than one where people do not feel trusted. If you make your people feel empowered and trust them to take on the responsibility of their roles, then guess what? They will step up, be confident in their delivery and want to do their best work for you and your company. If they don’t, they will be discontent and slowly grow resentment towards you. Do your people feel trusted?
  3. They must display vulnerability. I used to pride myself on being somebody who showed no emotion, never let things rattle them and never brought any personal troubles to work. It came from a good place, but the effect is harmful because it filtered down into the business and means others did not feel they could be open about how they felt. By displaying vulnerability and admitting not always to be fighting fit, you create a culture of trust, empathy and compassion. Everything starts at the top, including exposure.

Those are my top three; what do you think? Have a great week, all 🙂

Jessie Zwaan is the COO at Whereby and believes that how your team works together is your most significant advantage. Jessie joined us on episode 63 of Talent & Growth to talk about how to put together a comp plan, in this episode we covered where do you start with your comp plan, where do businesses go wrong with their plans and what level of salary transparency in a business is optimal. 

Jessie also breaks down the science to putting together a comp plan, which we’ve detailed for you below. 

Is there a science to putting a comp plan together? 

There is a science in really understanding what the levers you have to pull when it comes to figuring out compensation and then figuring out the sliders you want to set. If you’ve ever played Dungeons and Dragons you’ll know that your character gets a certain amount of points which you then need to allocate to different skill sets. To some degree, I think you need to think about compensation in a similar way. You can’t do everything. You need to think about what kind of person you are trying to attract. There are a few questions that you need to think about in detail: ‘What level of skill do my team need to have?’ and ‘How much leverage are those people going to have?’ 

If you’re working in a company that has a very high leverage and high skill set, such a Google Deep Mind, you have some very serious sliders to consider. You’ll want to be paying at the top 90th percentile in the regions you’re working in. You probably won’t be looking at regions that have a high cost of living because those individuals are going to be targeted by companies that are paying New York or San Francisco wages, or which are remote. However, if you’re looking for relatively low skilled employees, such as graduates or people from a coding boot camp and you have fairly low leverage (for example building an econ tool or sending out a subscription Geek On product) then it’s probably ok for you to drop some of your sliders down. Instead focus on volume and by having more people that have a lower rate of pay than others, you can focus on training them up and investing the money elsewhere.  

There’s lots of modelling that you can carry out behind the scenes that can mimic pricing tests. Once you’ve got an idea of what your constructor might look like, you can create a blind Excel spreadsheet or Google Docs sheet and play around with what that would do to your current levels and roles. Would it bankrupt you? Well then that gives you your answer – you shouldn’t price it that way.  

Where else do businesses get it wrong with comp plans? 

The one that comes to mind is the general philosophy that there’s a winner takes all approach to com plans or some kinds of zero sum game that you can play. I also think that negotiation is generally a bad idea- from an academic point of view we know that this predominantly disenfranchises minorities. That itself is a problem and is going to cause your business pain later on. 

The second thing is that people like transparency when it comes to compensation. There have been studies done into various different recruitment data that says that people are more likely to apply for a job with open compensation, even if the compensation is perceived to be lower than another companies. People aren’t statistically going out there and fighting for compensation higher than the market rate just because they think they can get away with it. They want what is fair procedurally and for themselves as individuals. Therefore going into this working relationship ‘cloak and dagger’, let by negotiation and not being fully upfront with how you’ve come up with the compensation, just ends up damaging relationships, team culture and the kind of applicants you’re getting in.  

To listen to more insights from Jessie click here. 

On Talent & Growth we speak to talent leaders about the challenges they face and their solutions for attraction and retention. If you’re interested in hearing about how companies are building a more diverse talent pool, how you can attract top people from the big players, ways to create a more inclusive interview process or learn about the latest and greatest automation software to make your life easier, then this is the podcast for you.

Joining us on episode 58 of Talent & Growth is Milimo Banji the Founder of TapIn a social-first creative agency, in this episode we dig into some of the characteristics between Gen Z and Gen Y, the types of content Gen Z respond well to and where businesses go wrong when it comes to trying to attract Gen Z.  

We’ve pulled out some highlights from this episode to give businesses some advice when it comes to attracting Gen Z, and help them get the best talent – we hope it helps your business. 

First, what are some of the differences in the characteristics of Gen Z compared to Gen Y? 

I think one of the most obvious differences is the years that Gen Z were actually born. We are digital natives and grew up in an era of social media and iPhones. What we’re seeing with Gen Z is that a lot of young people are interested in entrepreneurship and want to be their own bosses. Research tells us that over the pandemic, 65% of Gen Z’s actually started their own businesses. We’ve been brought up in a different era with technology at the forefront of how we operate business, participate in communities and engage.  

Mental health is also really important to us. When is speak to employers or our clients and ask them about what they care about, they talk about mental health and the importance of support being provided to young people as they develop through their career. It’s a massive thing for young people. 

There is then flexibility and being able to have some leadership or management. When we go into a company we want there to be structure, a clear progression and reward. Reward isn’t ping pong tables, having a slide or allowing pets. These things are great but they are all additional things. What we really care about is when companies or businesses pay real attention to us, our development and understanding our characteristics. They should have development plans in place which allow us to further ourselves. 

Over the pandemic, things that Gen Z care about have been spoken about more. Pre-pandemic a lot of organisations, if they’re being honest, might not have thought much about mental health. There was the attitude that it was ‘part of the job’ or ‘it is stressful’ and you were just expected to get on with it. But now we’ve seen a shift. People feel they have a choice and have had time to think about this and what they want from an employer. They have decided that if a company does not provide them with certain things, they will go elsewhere. We saw the ‘great resignation’ where people were moving to find businesses who pushed the mental health agenda and now some of these characteristics of Gen Z are now merging with older generations.  

How can businesses stand out and try to attract Gen Z? What advice can you give? 

We often talk about diversity and inclusion and why that is important. I think early talent, or early careers is the key to building longer term diverse businesses and organisations. I feel like any change that has longevity and long term value, always starts at grassroots level, and that’s in early careers. These are the people that come in as interns, apprentices or grads and then within two or three years they’re moving up the ranks. Off the back of that, the business starts to become diverse right from the get go.  

In terms of how you attract them, you first need to understand what platforms they use and spending the most time on? We’ve seen that the top four platforms at the moment are Instagram, TikToc, YouTube and Snapchat. Start to build strategies on how to engage them on these platforms. The biggest mistake employers make is that they think their strategy on YouTube is going to be the same as Instagram. But there are so many nuances that make each platform unique, so understand these and develop targeted strategies.  

If you want more from this episode just click here. 

On Talent & Growth we speak to talent leaders about the challenges they face and their solutions for attraction and retention. If you’re interested in hearing about how companies are building a more diverse talent pool, how you can attract top people from the big players, ways to create a more inclusive interview process or learn about the latest and greatest automation software to make your life easier, then this is the podcast for you.

One of the benefits of interviewing such incredible and intelligent people for the Talent & Growth podcast is that I learn so much.

I learn how to do things the RIGHT way.

But one of the results is reflecting on all the times I did things the WRONG way.

None of us is perfect.

We learn from the losses more than the victories, the mistakes more than the things we did correctly.

I cringe when I think of some things I got wrong in my career.

But it’s a healthy process to reflect on and maybe even more beneficial to share – it ensures accountability on my part, which hopefully means I won’t make the same mistakes again.

This week I have been thinking about leadership and management, which are naturally entwined.

Like most in recruitment, I became a manager because my numbers were good.

The assumption is made that if you are an excellent individual contributor, you can clone results like your own through other people.

Suddenly you are managing people having had no formal training!

It’s crazy, but it still happens in many industries today.

Overall, I want to think that I was a good leader, particularly at my last business before I set up my own.

I led the business through the darkness of 2020 and into the light of 2021, which was probably the proudest stint of my career.

I left in the right way and the business in the right place – in profit, with momentum and good people.

But – throughout my twelve years as a manager, I made horrific mistakes.

Too many to mention in full.

But here are the top three biggest ones I made, curated for you in the hope you don’t make the same ones:

Number One: I communicated poorly.

Poor communication in a business is often one of the biggest gripes of employees.

One lousy example for me was that I made a significant change in the business and communicated that change to everybody via group email.

This change affected some individuals more than others.

One, in particular, was so surprised and dissatisfied that they left the business.

I do not doubt that whilst the change would have impacted this individual, either way, if I had taken the time to discuss it with them individually beforehand, they would have understood.

I likely would have kept them in the business.

Most importantly, they would have been spared hearing the news via email – they were shocked and made to feel like they were not valued.

The moral of the story is – Always think a few steps ahead when making changes in a business. Whom does this affect? Whom could this impact the most? What steps could I take to limit this negative impact or, at the very least, emphasise that I understand the impact they will feel? Speaking to individuals or, at the very least, small teams in an open forum is often the solution.

Number Two: I called people out in public.

I sometimes challenged people’s behaviours or results, particularly on the sales floor.

I often caught people by surprise, which would create fear and a feeling of being singled out.

I did this out of habit, I did this as a way to set an example to others who might deviate, and I likely did this as a way to caress my managerial ego.

All of these reasons demonstrate traits of absolutely terrible leadership.

It was damaging to the culture of the business, damaging to my credibility as a leader and damaging to the trust of my employees.

I have had it done to me before, and nothing has made me more defensive, attacked, or demotivated by that leader or business.

As leaders, we must hold people to account for their results and actions, but chastising in public is not the way to do it.

You will not get the result you want from the person you are attacking and will likely damage results and feelings with other team members.

Moral of the story – If you need to discuss negative actions or results with an individual, think ahead. Create a safe environment regarding the physical setting and the conversation framing. Explain the problem, allow the individual to openly discuss their point of view stance and then work together to forge a solution. And make sure there are no irrelevant bystanders!

Number Three: I didn’t give enough praise.

Indeed in my early stages of management, good results and good behaviours were the baselines, and that was how I treated my people.

Anything below was immediately called out, but anything at that level and above were treated as business as usual.

Too often, we highlight only the mistakes and not the wins, no matter how small.

My heart was in the right place. I wanted to create a culture of humility and discipline.

But in doing so, I neglected to make people feel good about what they had done and achieved.

The moral of the story is – Your people need to know they are doing a good job. Please don’t assume they do. And don’t assume they don’t crave that hit of dopamine that gets released when they get your praise. Tell them how well they have done because if it is authentic and well-founded, that will help you create long-lasting relationships with your people. Oh, and also do it because THEY DESERVE IT.

What were your biggest mistakes as a manager?

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On 19th October, we will host our first ever live Talent & Growth event in London.

This is an event to make you even better at Talent Acquisition.

An event to help you become better at attracting and keeping great people at your business.

You will come away with a TA toolkit you can start implementing immediately.

This is what we will cover:

Katrina Collier – How To Make The Business Partner With TA & Deliver A Better Experience For All!

Beckie Taylor – How To Diversify Your Hiring

Christine Ng – How To Build An Employer Brand To Attract Tech Talent

Annie Jackson – How To Build A Careers Page Which Attracts Talent

Rohan Kallicharan – How Your Existing Employees Can Help You Attract More Talent

Sign up here: Talent & Growth Tickets, Wed 19 Oct 2022 at 18:00 | Eventbrite