Category Archives: Business

Why To Leave Your Job

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There are countless ways to lose your job—layoffs, company shutdowns, or inappropriate behavior. You name it, someone has lost their job because of it!

The truth is, most people leave their jobs by choice, and it isn’t only about getting a bigger paycheck or a higher position.

In fact, there are four main reasons people choose to leave their jobs:

1. Bad Boss

A lot of people quit because they can’t stand their boss. If employees feel unappreciated or unsupported, they’ll start looking for new opportunities. It’s important for leaders to have good relationships with their employees, as a bad boss leads to a LOT of people quitting.

2. Wrong Job Fit

Sometimes, a job just isn’t the right fit. This can become clear pretty quickly, leading employees to look for roles that better match their skills and interests. In many of the jobs we hire for, the key to success is finding the right fit. It’s all about matching the right person to the right role and showing up consistently. It’s surprising how often we overlook this simple truth!

3. Commute Problems

Commute times can seriously mess with job happiness. Some folks don’t mind a long drive, but others lose their minds if it takes even a few minutes longer. A rough commute can burn people out and make them hate their jobs.

4. Culture Clash

Workplace culture is a big deal. Employees need to feel comfortable and in tune with their company’s values and environment. If the culture feels wrong, employees might feel out of place and unhappy!  Everyone has a preference culture. Find yours!

These four reasons cover about 99% of why folks decide to ditch a job. Sure, some will tell you they left for a fat raise or a fancy title, but often all of that can usually be had at their current employer with a little patience and some conversations.

Is Eating a Banana at Work a No-No?

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Re-Run Friday is back again – this post originally was posted in June 2015.

What Not To Eat: Work Edition

We are constantly bombarded in the media about what we should be eating and what we shouldn’t be eating. Just last week the FDA came out with it’s new ban on Transfats starting in 2018.  While this is a good thing for the health of our society, it’s just one example of how we are being told what to eat and what not to eat.

While I don’t want to get into an argument here about whether or not you should be eating more protein, or fruits and vegetables, etc. I do want to give you some insight into foods you just should never eat at work.  Here’s my list:

1. Bananas.  No one wants to say it, so I will. There’s no good way to eat a banana at work and not have some fourteen year old comment come out. Male or female, eating a banana just isn’t a good look for anyone at the office.  I know, I know, you just break off small pieces and it’s fine.  It’s not. Stop it. Eat that home before coming in. (Also see: Twinkies, foot long hot dogs, those cream filled long john donuts, a full carrot)

2. Beanitos Chips.  The name pretty much tells you why.  Really, any “Beanito” product isn’t a good office product if you’re within fifty yards of a co-worker.  Yeah, they taste great, I’ll give you that!  But, an hour down the road we hate you, and that Fabreeze isn’t helping.

3. Sushi.  I love sushi.  The one problem with sushi is similar to bananas, you have to open your mouth so wide that you look gross eating it!  Sushi is a bad date food of choice as well, it’s just not a good look.  Any time you have to shove something the size of a golf ball into your mouth in one bite, you’re in trouble.

4. Raman Noodles. Again, love noodles, but I don’t want to see or hear you eating them. The slurping of noodles, while respected in Asian countries, is not respected in my office.  I don’t want to hear you eat, or slurp.

5. Anything cooked in the microwave in the break room that stinks up the entire place. Usually, this means fish. While it tastes great, fish does not smell good warmed up, and lingers.  I actually have a policy in our employee handbook at HRU that if you cook fish in the microwave you get fired.

6. Microwave Popcorn.  I actually love the smell of fresh popped popcorn! I worked in movie theaters growing up and can kill a large bucket by myself. The problem is, most people can’t quite grasp the concept of cooking popcorn in a microwave.  You have to watch it, listen for it. You have about a three second window to get it out before you have incinerated microwave popcorn. You just can’t push the “popcorn” button on the microwave and walk away, that is a recipe for disaster!

7. Any Vegan Food that looks like poop. Vegan’s know what I’m talking about. Let’s face it, most vegan food is gross and tastes like dirt, but God bless those people, they’ll probably live a lot longer than I! Like into those great 90s and 100s years! Yeah, can’t we all wait for those years…

What are the foods you don’t think people should eat at the office? Are bananas really a no-no? Hit me in the comments!

*Shoutout to Jacks in my office for the idea for this post!

Thinking Like a Killer Can Save Your Business

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A few years ago at some conference I was at, Adam Grant, author of “Originals: How Non-Conformists Move the World,” gave a talk that really stuck with me. He asked a question that stood out: “How will you kill your business?”

Me? What!? Kill my business? How?

The idea is to get your company’s leaders to think about every possible way they could ruin the business. Write down the ideas, talk about them, and brainstorm. It’s often easier and more effective than asking, “How will you save this business?”

When you ask people to come up with ways to improve or save the company, you usually get the same old ideas and not much innovation. But when you ask them how they could wreck it, you’ll be amazed at the creative ideas they come up with.

This exercise shows the real threats and pressures your company faces. It’s a great way to get everyone thinking. And scared. (Or excited… I guess!)

People who normally don’t have much to say suddenly get really involved when talking about how they could harm the company. These are often things they worry about but don’t share because they don’t want to seem negative. This exercise gives them a chance to speak up.

Talking about how to kill the business also opens up more creative thinking about how to save it. The solutions need to be just as imaginative. It’s important to be open to these ideas instead of sticking to a failing plan just to avoid hurting someone’s feelings.

When you think about how to sabotage your business, ideas come quickly. But when you ask yourself how to save it, it’s harder. This shows we need to train ourselves and our teams to think differently.

We often take ideas about saving the company less seriously than ideas about sabotaging it. Both are important. A company can fail just as easily as it can succeed if leaders are open to listening to all ideas without judgment.

Relying on just one idea to save the company can be risky. It’s important to have a variety of strategies.

So, how will you kill your business? By thinking like a business killer you can spot hidden threats and come up with new ideas to help your company succeed.

Do Great Things

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I’ve found the next great trick in HR to become world-class!

You might think I’m referring to the latest AI innovation, a revolutionary staffing solution, or a groundbreaking website set to transform the HR industry. But what if the secret to becoming world-class in HR isn’t about the newest tech1 at all?

We live in an era obsessed with quick fixes and instant results. Everyone wants the magic pill for effortless weight loss or the shortcut to professional success. I want it! In a world where we want everything instantly, it’s annoying when even the best AI can’t figure out what we need before we do.

So, what’s the ultimate strategy for HR greatness?

Surprisingly, the key to outstanding HR has always been straightforward: do great work. All the time!!

Often, it’s just one dedicated person who believes in an idea, cares about it, and keeps pushing forward. Rusty Rueff says it best: “Make big changes to big things.” Great HR is all about always aiming for excellence, no matter what.

To really succeed, create a culture where excellence is normal. Don’t let anyone in your organization stop you from aiming high. Work to make your HR department known for outstanding work.

The real secret to great HR isn’t a trick at all. It’s about hard work, sticking with it, and always aiming for greatness. So, focus on doing great things and then keep doing more great things. Be the one who drives amazing results in your organization. That’s the real way to master HR.

The Need For Proof

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As an experienced HR pro and leader, I’ve seen a troubling pattern in workplaces: we often wait for solid proof before addressing problems, even when it’s clear something is wrong.

Malcolm Gladwell said it best: “Sometimes ‘proof’ is just another word for letting people suffer.”

Think about that.

We often know something isn’t right, but without concrete evidence, we hesitate to act. This hesitation means people continue to suffer because we don’t have undeniable proof.

HR pros and leaders are trained to rely on proof to minimize risk. This cautious approach can lead to inaction, even when we know someone is being wronged.

Here’s my challenge to you:

Stop hiding behind the need for proof. Your employees are suffering, and using the lack of evidence as an excuse is wrong.

Yes, acting without proof can be risky. Yes, it might backfire. But we have a responsibility to help those who are suffering, even if it means taking a risk.

I’m willing to get fired for doing what’s right. I can’t stay in a job where people suffer because I can’t ‘prove’ something. Think about these examples:

  • Hundreds of athletes were abused by a doctor because there was no proof.
  • A hiring manager’s racism goes unchecked due to lack of proof.
  • A co-worker harasses another employee, but there’s no proof.
  • The CEO’s misogynistic behavior is ignored because there’s no proof.

“Sometimes ‘proof’ is just another word for letting people suffer…”

Look around your organization. Who is suffering today, and what can you do about it?

Can Your Team Handle It?

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Ever heard of Capacity Modeling?

It’s all about figuring out how much work your organization can handle to meet the changing demands for its products or services. When it comes to recruiting, it’s about determining how much hiring your team can manage to meet the company’s talent needs.

Imagine this: Your talent acquisition team is working hard every day, making progress bit by bit, but just barely keeping up. Then, one day, the CEO walks into your office and says, “We need to hire 300 more employees in the next 12 months because of a new investment. Can we do it?” A smart talent acquisition leader would say, “Let’s see if we can.” Unfortunately, many would quickly agree without knowing if it’s possible. That’s where things can go wrong.

If you don’t know your team’s capacity, promising to hire that many people is risky. If it already feels like you’re at your limit, adding 300 more hires might seem impossible. Capacity Modeling helps you give a well-informed answer.

You could show your CEO something like this: “We’re currently at 87% capacity. The best practice is to be at 85% so we have some flexibility for unexpected needs. If we need to hire 300 more people, we’ll exceed our capacity, so we’ll need more time and resources.”

This approach lets you have a straightforward, data-based conversation with your CEO. It shows your value and prevents you from making promises you can’t keep. While it might seem complicated, Capacity Modeling is doable and very useful. It helps you understand how much hiring your team can handle, plan better, allocate resources wisely, and set realistic hiring goals. Have you used it or tried it? Let me know in the comments!

Does Office Temp Affect Men and Women Differently?

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A new study shows that men and women actually perform at different levels depending on the temperature of their environment. Can you guess which gender does better in hot or cold temperatures?

The married man in me had to guess!

My wife loves to sleep with the bedroom ice-cold! Many nights, the pup and I have huddled together for warmth, not sure if we’d not make it through the night. The next day’s headline could be, “Woman Finally Has a Peaceful Night’s Sleep While Husband and Dog Freeze!” Just kidding! Kind of.

So, I thought women would perform better in cold temperatures. Turns out, I was wrong! Here’s what the study found:

“Female students generally did better on math and verbal tests when the room was warmer. They gave more correct answers and just more answers overall. Male students did better in cooler rooms, giving fewer correct answers in warmer settings. Interestingly, temperature didn’t seem to affect logic test performance for either gender.”

So, men and women really are different when it comes to temperature!

But this makes us wonder, how do we find the right temperature for our office when both men and women are working together?

I’ve worked in places where the facilities team had one set temperature, no matter what. No space heaters, no fans allowed (because of energy use duh), so you’d see people wearing coats or blankets at their desks, or others in tank tops because it was so hot!

The truth is, we all have a temperature that helps us do our best work. When we think about making our employees comfortable and productive, it’s up to us to help them find the right temperature. This isn’t just being picky—it’s science! If we want high performance and happy workers, the temperature they work in matters.

So, what temperature do you work best in? Have you even noticed? Let me know in the comments.

Extra Credit Matters!

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Remember back in school when a tough test knocked you off your feet? The best part was always the extra credit opportunities the teacher offered to help boost that low grade. Deep down, they probably felt bad for you.

Extra credit was a lifesaver!

But here’s the thing: you never got extra credit just for showing up to class.

Why? Because extra credit is for those who go above and beyond. You don’t earn it by just doing what’s expected; you have to do something extra!

At work, you can get stuck in a cycle where employees expect extra credit simply for showing up—and surprisingly, many companies give it to them! Your employees are doing their basic job, and yet they expect to be rewarded for it. This is common in places with weak leadership.

The problem comes from not clearly defining what’s expected and what deserves extra recognition. Once you make this clear, giving extra credit becomes fun and fair.

Don’t get me wrong—I love rewarding employees! While not everyone looks for extra credit, those who do should know exactly what it takes to earn it and what they’ll get for their extra effort.

This is called performance management. Good performance management means clearly setting job expectations and recognizing the extra efforts that deserve rewards. By setting these standards, you create a place where employees are motivated to excel and know that extra effort leads to extra rewards.

So, make extra credit a part of your performance management plan. Clearly explain what going above and beyond looks like, and reward those who do. This way, your employees will know how to shine, leading to a more motivated and high-performing team.

The Stuff They Leave Behind

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One of the most unexpected parts of someone leaving a company is finding the stuff they leave behind in their desks. Obviously the situation isn’t great, but the things you discover can be pretty interesting.

I once had to pack up the desk of a guy who got fired for poor performance, and I found an almost full bottle of vodka. That was a surprise! Probably explained his work issues. Besides the rare finds, you usually get a lot of pens, staplers, tape dispensers, and office supplies. What else am I missing?!

Food is another common thing left behind. From microwavable soups to candy and chips, departing employees almost always leave their snacks. Instead of being thrown away, these items quickly disappear once put in the break room, snatched up by hungry coworkers in no time.

Business books are often left behind too. Titles like “The 7 Habits of Highly Effective People” and “Good to Great” stay on the shelves, suggesting they weren’t quite as life-changing as hoped. My own office has a bookshelf full of such books, now more for decoration than actual use. I also have textbooks from my HR master’s program that I’ll likely never open again.

The stuff left behind often gives clues about why someone was let go, especially if they were fired. Things like crossword puzzle books, magazines, video game consoles, and workout bands show exactly how the employee spent their work hours, not working. These items give a peek into their daily routines and distractions.

Half-used calendars are another common thing people don’t take with them. I could make a display of past employees with their old cat and muscle car calendars, complete with motivational quotes from every month. These items reflect the personal tastes and quirks of their previous owners.

But out of all the things left behind, the stories are the best. You can really tell how much someone impacted the office by the stories people tell about them long after they’re gone. If coworkers still talk about you at lunch or office parties a year later, it shows you left a mark. Good or bad.

Remote Work killed Work!

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Okay, Zoom, Teams, Google Meet, BlueJeans (remember that one!?), etc. all killed work!

According to a recent study by Microsoft, which knows everything we do at work because it has access to every one of our calendars, our meetings have increased 300% since 2020!!

300% is not a small number!!

Why? We think if you’re working remotely, the only way to prove you’re working is by having more meetings. It turns out we suck at understanding how to measure work and performance. We always have, but this is just one giant data point to show how bad we suck at measuring work!

So, no matter where you work – remote, on-prem, hybrid- we all sit around and have meetings to ensure we are all working. The definition of insanity is what?

Stop f*cking having meetings!!

I know that is easier said than done. Too many people in organizations define their existence by meetings. We are addicted to meeting culture. If we don’t have a real work product to show people what we are doing, we must give them some “meeting product.”

Here’s how you stop “meeting culture”:

1. Never allow anyone to schedule one-hour meetings. Make a rule. It has to be under an hour or over an hour, but it can’t be one hour. (Just test it—you’ll be shocked at what happens!)

2. The agenda for every meeting must be sent out 24 hours before the meeting, or it will be automatically canceled. The agenda must clearly state the purpose of the meeting and its outcomes.

3. Have AI record every single meeting and save those recordings. When people are recorded, they tend to f*ck around less and get to the point.

4. Post a list on your public intranet or email out a scoreboard showing who schedules the most weekly and monthly meetings. No one will want to be #1 on that list!

This is just a cure for a symptom, I know.

In reality, we have an issue with measuring productivity and the success of each role for those who work. We need to establish clear measures of success, in every role, and then find out where people can be most successful. This is not about remote, or hybrid, or in-office. This is about being more productive and successful in our roles.

Collaboration is key for so many organizations and functions to succeed. When people went out to work in various environments, we defaulted to meetings to continue collaboration. We still need to collaborate. But it shouldn’t always be on video. Pick up a phone and talk to someone. Find a time when you can meet in person over a coffee. Are these still meetings? Maybe. However, a little more one-on-one time in different mediums can replace a lot of video team meetings that waste too much time.

Okay, you clicked on the post because you thought I was going to bash remote work, and you just can’t have that happen! It’s not about remote. It’s about our ability to develop measures of success and then trust those measures and our people to do their work. Having more meetings is not making us more successful.