Monthly Archives: April 2019

job description

Writing a More Complete Job Description to Reflect Your Corporate Culture and Values

Writing a good job description is essential for hiring the right person for the job. It makes it clear what you are looking for and tells your candidates what the job entails.


I have written and made videos about how to write a job description and provided a template form to download for this purpose. But the world is evolving, and companies are being more specific about the type of person they are seeking, especially for management positions.


Many companies are putting greater emphasis on building a more people focused culture that puts the wellbeing of employees as a high priority. Companies like CGI with 68,000 employees worldwide puts on an annual global event called Walk Around the World as part of their commitment to employee wellness.


In 2017 Glassdoor named Shopify as the number one place to work in Canada. According to Konval Matin, director of culture at Spotify, “Everyone we hire adds something unique to our culture that wasn’t previously there”. Creating a culture of trust is a core value of the company and they strive to hire outstanding people who can help the company grow.


I write and talk a lot about leadership and teamwork and creating a culture of collaboration. So, it’s important when writing a job description to put greater emphasis and importance on these people type skills and personal qualities. Even if someone does not possess all the skills or attributes to reflect your values, at least you want to know that they are coachable and willing to learn and grow in this way.


Someone sent me this link to a job posting that defines the qualities the company is seeking for a management role. It shows the importance they are placing on interpersonal skills that reflect the culture they want to build in their company. This is reflected in the professional requirements section, which is quite detailed.


Here is an extract and I have highlighted specific requirements that I find interesting.

  • Bachelor’s Degree in business administration, commerce or science.
  • MBA preferred.
  • 10 years or more experience in 3-tier winery sales and marketing.
  • 5+ years in a senior management position of a winery with proven ability to be an effective, innovative, and enthusiastic leader. Collaborate with key stakeholders within the Okanagan Valley wine and business community, Okanagan Valley wine community, and national wine community to include winery customers, industry, trade, and media.
  • Passion for in-depth knowledge of wine and wine production. BC Experience, WA State and WW Valley a plus.
  • Significant exposure to and proven success in the areas of employee management, sales management, expense management, inventory management, reporting, and forecasting.
  • Significant experience in strategic planning. Ability to formulate a plan for long-term success and gain support for the vision and plan implementation.
  • Understands family-run business with a corporate culture and organizational structure.
  • Ability to work with Consultants when necessary, ability to be humble and collaborate with others.
  • Strong communication skills – being a good listener, concise communicator, and understands the importance of open and direct conversations.
  • Boardroom quality, polished public speaking and presentation skills.
  • Strong human resources experience including compensation, benefits, employee recruitment, hiring, coaching, discipline, and termination.
  • Valid driver’s license; physical ability to travel both by car and plane.

good leadership behaviour

Train Employees by Walking the Talk and Demonstrating Good Leadership Behaviour

Leaders need to mindful of the impact they have on employees and especially those in management roles who report directly to them.


Managers look to their boss for guidance on how to lead and manage their own staff. Observing the behaviour of a leader of an organization greatly impacts how people think they should behave towards their team members.


The old expression, do as I do not as I say still rings true today. In others words no matter what the leader says it’s what they do that people learn from.


So, if you are a leader and manager and want people to behave a certain way towards others, make sure that you are walking the talk and leading by example.


style of leadership

The Managers Guide to Balancing the Control and Empowerment of Employees

A manager needs to balance their style of leadership to know when to control employees and when to empower and coach them.


Striking a balance between the two is key to being effective as a leader and manager. Sometimes you must control and other times you need to coach. If you control too often, employees can feel powerless and might start resisting or resenting you.


If you empower employees to quickly, they may take decisions that you don’t agree with and this can cause problems and stress on both ends.


Millennials who now make up the greatest percentage of workers want to be empowered and coached rather than controlled.


Managers tend to control more, and leaders tend to empower and coach more. Empowering employees frees time for leaders to work on growth and improvement initiatives. Are you more of a manager or a leader? Take our Leadership Style test to find out.


Balance of Power

style of leadership

The park seesaw is a good example of how you can give up power to an employee. Two persons of equal weight will have a good balance to go up and down quickly and smoothly on the seesaw. If one person weighs more, they can move forward, and the other person gains more power and control. By simply moving back they take back control.

Managers hold more weight than employees in terms of authority. But they can give more power to employees and take it back when needed as in the example of the seesaw.


As managers let go control and empower employees, they are becoming leaders rather than managers. But along with leadership come the responsibility of coaching employees, as leaders are still responsible for the performance of their employees.


If a manager or leader gives up power and delegates authority to employees, they must develop a coaching style of leadership. Otherwise they are just neglecting the employee rather than guiding them through feedback and coaching.


Process

Going from manager to leader or from control to empowerment is a process. It may be different with each employee as each one may have different skill sets and maturity in their job. It’s important to know this about your employees and draft an individual plan to develop each one so you can become more of a leader than a manager and reap the benefits of having empowered employees. You can us our Employee Engagement and Retention Planning Worksheet to aid you in drafting an individual employee empowerment plan.


Up-front Performance Expectations

Another thing you can do to move from control to empowerment is to set up-front performance expectations. This is also called the win-win agreement approach to establishing employee performance expectations. This process has the employee draft their own performance commitments based on a discussion you have with them. You then negotiate a final agreement along with support commitments that the employee also requests in order to meet their commitments. You can download a sample form and worksheet template from my website or on Eloquens.


career development

Interview with a Millennial on Career Aspirations

This is part one of an interview with a millennial who was recently promoted to a more senior level position as an assistant administrator of a pre-school educational daycare. She now has taken on certain management responsibilities and has been given greater authority.


In the video I refer to an article about the motivation of millennials for career development and the importance of finding meaningful work.


Future extracts of the interview will cover the transition from employee to manager.