Successful Blog

How Businesses Can Create an Ethical Culture in the Age of Technology

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By Kayla Matthews

In a world where big tech companies like Google can store more data on its users than most can imagine, technology seems to change faster than we can ask the right questions. When businesses rely on technology to get work done, the lines about what’s right, what’s efficient and what’s safe can get blurred.

There’s no question that technology impacts work culture. It can mean good things, like automating monotonous tasks so employees can spend more time on creative and meaningful work. Without good ethics in place, technology can also mean risking privacy and cutting corners. So, how can employers develop an ethical work culture alongside modern innovations? Here are some things to consider.

Privacy

The question surrounding employee privacy at work does not yet have a definitive answer. Is it ethical to ask for an applicant’s personal social media account and password during the hiring process? Is it okay to fire someone for a questionable off-duty post on Instagram? Should we access our employee’s browsing history on company equipment?

Many state courts uphold employer’s rights to monitor employees, but not across the board. The New Jersey Supreme Court has ruled that employees have a reasonable expectation of privacy when checking their personal email, even on company equipment.

One issue surrounding privacy is how we monitor our employees. Most companies restrict access to specific sites on their premises, as well as view the online history of their employees. These tactics can help prevent members of an organization from doing illegal or unethical activities, but they can also raise issues of privacy.

Some workplaces also use video monitoring. Recording video communication can be a great tool to improve workflow and ensure your consumers are getting top-notch customer experience. But employees may feel like it is an invasion of privacy without the right structure.

What Ethical Privacy Looks Like:

When choosing to view employees’ browsing history, it is critical to set a policy. Employees should know how you’ll access data, why you collect it and what you will do with this information. A good system can also prevent managers from misusing this data.

If you’re monitoring communications to prevent workplace harassment, most employees will see supervision as a way to keep them safe. When you’re open about your practices, ethical employees won’t have to worry.

You can also watch your customer support team or sales reps’ video conferences with customers. We’re all used to getting the “to ensure quality service, this call may be recorded” reminder whenever we dial the help desk, and this can work with video calls, too. If you do monitor video conferences, it’s critical to do so ethically:

  • Be honest with your team: Let them know their video calls are being recorded. It can feel like an invasion when employees are monitored without their knowledge.
  • Limit use: Your employees expect a reasonable level of privacy. Don’t record their activities when they’re not on a customer call, or don’t have their camera on.
  • Use videos to improve: Make sure recordings are used as a tool for employees and something that can help them grow. Utilize video recording to test out new sales pitches, or to model great service in training videos. As long as you frame it properly, you can also use videos for performance reviews and to offer advice.

Software

One ethical dilemma surrounding software is how we access it. Now more than ever, anything from Adobe Photoshop to word processors can be pirated. For cloud-based services, it’s tempting to give the entire team access to a single paid membership when you only pay for a limited number of people.

Software as Service providers, or SaaS, have unique ethical questions to answer. The pressure to be the first-to-market leads many software developers to rush product development.

In this case, they may not question if the software might be damaging to the public or misused by consumers. Software can also collect a lot of data on its users. When companies host this data insecurely, they risk data breaches.

What Ethical Software Use Looks Like

  • Use proper licensing: Some software requires you to buy a different license for commercial use than for personal use. Some have a set number of people that can use a specific license. When using software for your business, make sure you have downloaded it legally and are using the proper license. Also, buy as many memberships as you need for the number of users who will access it.
  • Create a code of ethics: With the emerging SaaS market, software companies need to think about the work they do and how it affects others. A solution for the tech industry is to develop an ethical code.A company-wide policy can encourage honesty and respect in the software development process. Whether you’re a tech company or not, fostering a culture where employees can speak up when they feel something isn’t right creates a better workplace for everyone.

What an Ethical Culture Means for Your Business

We are more connected than ever before. Electronic devices and innovative tech make our lives easier in so many ways, whether it’s faster communication or transforming industries.

As an employer, keeping ethical questions in mind as you make decisions for your business creates transparency with your team. It shows you trust your employees and builds a better workplace where collaboration and innovation can thrive.

 

About the Author: Kayla Matthews writes about communication and workplace productivity on her blog, Productivity Theory. Her work has also appeared on Talent Culture, MakeUseOf, The Muse and Fast Company.

Featured photo by Mimi Thian on Unsplash

Developing Great Leaders: The Human Workplace Perspective of DevOps

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By Wendy Dessler

One of the most challenging aspects of working in the tech industry is remembering the most important component of excellent performance: humanity. Software development is a great springboard for building competent, collaborative leaders when it’s done correctly. 

The DevOps mindset brings different teams together to create a continuous workflow that thrives on human interaction. Here are some useful tips for developing great leaders through DevOps, as well as reasons why the human side of the tech world matters.

The Benefits of DevOps

DevOps brings development and operations teams together to create a unified system that allows businesses to get projects completed faster without sacrificing quality. In doing so, businesses ultimately improve their bottom line and make scaling more attainable.

Successfully implementing DevOps also benefits a business by:

  • Improving cross-team functionality
  • Improving flexibility and production speed
  • Allowing for multiple projects to be handled at any given time
  • Creating a culture of respect and collaboration

For the various benefits of DevOps to be achieved, businesses need to break down the barriers between Quality Assurance, Operations Management, and the core development team. 

Traditionally, these different areas have been in silos– separated and isolated from one another. By breaking the barriers, businesses provide an opportunity for understanding and appreciation. In other words, some of the foundational qualities of excellent leadership.

Mentorship: A Benefit for Both Parties

A standalone benefit of focusing on the human side of DevOps is the potential for mentorship opportunities. This enhanced workflow creates opportunities for senior and junior team members to come together and learn from one another.

For example, a senior member of the team may have the opportunity to help a junior member with a challenge they’re facing. Alternatively, junior members provide the opportunity for developing critical thinking and problem-solving skills for senior members, and may even teach them new, updated skills.

Some organizations are even going as far as to have DevOps Dojos, to create a space for mentorship and the development of insightful, passionate leaders.

How to Implement DevOps: A Human-Centric Approach

Unfortunately, you can’t flick a switch and make DevOps work. It takes a lot of planning and change management to create a human-centric DevOps culture. Here are some important considerations when implementing DevOps. 

Have the Right Tools

Implementing DevOps can be a challenge for all. Humans naturally resist change, preferring the comfort of a routine, even when the end-result of the change would be simpler. By having the right tools in place to support a collaborative environment, you simplify the road to DevOps. 

One of the most important tools you can have in place when implementing the DevOps philosophy is powerful, streamlined project management software. While nothing will ever compare to the visual of a well laid-out whiteboard, having cloud-based project management ensures everyone is up to date, no matter where they are. 

Logging services can also streamline DevOps efforts and create a virtual map of what’s happening in the system; you can visit the Papertrail website to learn more about this process.

Transparency Matters

When implementing DevOps, it’s important for all members of the team to know what is happening and when regardless of the hierarchy. Share successes and failures, challenges, and solutions. Create a safe platform for everyone to be heard and ensure that all questions are eventually answered.

There’s a lot of concern surrounding job losses when DevOps is put in place, as automation plays such a key role. Be sure to address these concerns early and nip employee discontent in the bud.

Make the Business Fit the Format

Trying to make DevOps fit your current business, rather than the other way around, is a recipe for disaster. It’s essential for key stakeholders to be involved in the DevOps implementation process, as it might cause widespread disruptions and restructuring. The more buy-in from the executive team and management, the more effective the result will be.

Focus on Human Development

Empower your people to take an active part in making the changes. Present opportunities to take ownership of various tasks and develop their skills. For some, the implementation of DevOps could present a stepping stone into a leadership position.

Before and during the implementation process, take time to assess people individually and talk to them about their goals. Collect their insights and work with them to create a positive environment that promotes respect and teamwork, as these are more important than the technical components for making DevOps work.

Prioritize Cybersecurity

Ensuring that your business is kept secure for every step of the way is essential when implementing DevOps. It should be addressed early on before changes are implemented. 

Consider who needs access to what, and what areas of the infrastructure should be limited. Work these security considerations into any restructuring efforts. While tools like access rights management and logging are great solutions to many of the cybersecurity problems, it’s important to think about the various areas that need to be addressed before choosing the approach that works for your organization.

Remember Your People

While implementing the DevOps philosophies, automating processes, and streamlining business efforts to improve the bottom line, it’s important not to lose sight of what matters the most: your people. 

By focusing on the human side of software development, you can create a positive workplace culture that cultivates great leaders and ensures the business’s continuity for years to come.

 

About the Author: Wendy Dessler frequently writes about the latest advancements in tech and digital marketing. She currently focuses on helping SaaS businesses create a better world for our kids.

Photo by Perry Grone on Unsplash

3 Reasons Why Proper Project Management Can’t Be Overlooked

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checklist-2077023_640No matter your business size, you know that managing various aspects is crucial.

With that being the case, how would you assess your company’s project management skills?

If you’re running a one-person show, you know that the project decisions fall on your shoulders. While you may get a few wrong, it is imperative the bulk of project management decisions you make come out on top.

When you have many employees, finding the right one to direct project management is key. By having the right minds in the right places, you can make the right decisions time and time again.

So, is proper project management a staple in your business world?

Review Your Project Management Efforts Going Forward

So that your project management efforts are always moving forward, remember these keys:

  1. Knowing who to pass responsibilities to

Whether you make the final call or a manager does, make sure the right person or persons end up with the projects.

For instance, you have a big customer service initiative coming up that you’ve been waiting to unveil. The one catch is that the project is going to need some heavy marketing, especially in the area of social media. While the individual you’d like to head the campaign is great at many facets, he or she is not strong with social media.

So, do you still give them the keys to the project despite the social media shortcomings? Or, better yet, do you trust them to find the person who gets social media to collaborate on the initiative?

The answer depends on if you trust that lead person to do whatever it takes to promote the project. If you do, there should be no worries moving ahead. If you don’t, you may need to intervene at some point.

The bottom line is to know the strengths and weaknesses of those you put in charge to execute any project.

Some people can think on their own two feet and will not need guidance. Others, meantime, may need some extra nurturing to get the job done that you’ve entrusted them with. This can at times include finding the best product support.

  1. Prioritizing the Right Projects

Depending on the number of projects your business has on its plate at any given time, things can get quite busy. That said a busy company tends to be a healthy one.

With that in mind, always do your best to review each project and where it falls on the importance totem pole. To do otherwise is putting your company in a dicey position. Without the right project structure, you can end up with a free-for-all on your hands before you know it.

In prioritizing those projects, look at the following:

  • Customer needs and expectations
  • Which projects have the greatest potential for financial return?
  • Those projects your team can handle with nary a concern

The better you do at prioritizing projects, the faster you become a consumer favorite.

  1. Getting Customer Feedback

Although you make the final decisions, taking customer input is important.

For example, a new project you unveiled recently was a huge hit with the bulk of customers. In not resting on your laurels, get some feedback from customers on why they liked it and how it benefited them.

On the other end of the spectrum, another project you recently put in motion met with muted applause. Customer feedback is essential on why this project did not work as others have.

Once you have all your feedback, both positive and negative that is, be sure to meet with your staff and discuss it. In doing this, you are better prepared when you move on to upcoming projects.

Often, top business owners and project managers learn from yesterday and act today.

In dealing with many projects and people at once, you have your hands full as the company owner.

Step back for a few moments and assess how things are going.

If you’ve for the most part made the right hires and the correct decisions, your company should be doing fine.

So, does that sound like you and your business?

Photo credit: Pixabay

About the Author: Dave Thomas writes about business topics on the web.

8 Key Traits of Fantastic Project Managers

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project-management-2061635_640The key to successful project portfolio management revolves around dynamic project managers.

The pivotal role of the project manager is to plan and execute a project from start to finish, overseeing (and motivating!) a team of people in the meantime to set all the pieces in motion at the right time.

Successful project managers are a rare breed.

If you’re curious about making a career move to project management or you are trying to pick out the best match from a slew of candidates, these 8 key traits set the good project managers apart from the lousy:

  1. The Ability to Delegate. Good project managers know that their role is to manage, not do, the project. The project manager should have a high-level overview of the project and the tasks that need to be accomplished in order to achieve the end goal. Then, he or she should delegate those tasks to the best employee for the job.
  2. Motivational and Coaching Skills. A poor project manager might get frustrated after delegating tasks and seeing that the work has been done substandard. Such a project manager might say, “Never mind, I’ll just do it myself!” But in the long run, this strategy will backfire over and over again. The same problem will crop up until the project manager coaches the employee(s) in how to do the work to meet expectations. Good project managers recognize weak areas and bolster their employees to help them grow, not tear them down for their honest mistakes.
  3. Enthusiasm for the Project. Enthusiasm is contagious, and a positive attitude has to start with the project manager. If the manager is bored with the project, the employees will be too. If, on the other hand, the manager exudes optimism and fully supports the work of his or her team, then employee satisfaction is more likely to be high.
  4. Excellent Communication Skills. There’s no room for a wishy-washy or vague project manager in businesses that value efficiency. Managers need to communicate well not only with the employees they manage, but also the higher-ups. Frequent and very specific communication is key. Action items should have clear due-dates and assignees, for example, and negative feedback should be delivered with tact but never avoided altogether.
  5. A Knack for Organization. This is where a project portfolio management tool can make all the difference. When there are multiple ideas and projects that require attention, project managers need to know what’s happening at all times. Even the most focused and organized individual can lose track of important information. Successful project portfolio management hinges on a dynamic organizational system and an ability to use such a tool to its maximum potential.
  6. The Ability to Stay Level-Headed. When conflicts or problems inevitably arise, it falls to the project manager to work out a solution. Knee-jerk reactions have no place in the meeting room. A level-headed response to challenges helps keep projects moving ahead while also maintaining employee morale.
  7. Persistence and Perseverance. As the saying goes, “When the going gets tough, the tough get going!” A project manager should be the last person to back down to a challenge. When emails are ignored, the manager should pick up the phone or arrange to speak in person. When product testing feedback is negative, a solution-oriented mindset is necessary to revitalize the project. In short, a good project manager naturally has a “never say die” attitude.
  8. The Ability to Creatively Problem Solve. A persistent and persevering person is also a problem solver. When a bump occurs in the project’s original road map, the project manager smoothes it out. It does not matter if this problem relates to funding, human resources or any other aspect of the project; the manager’s mission is to see the project to completion (and to uphold the highest standards possible).

Being surprisingly hard to come by, successful project managers are worth their weight in gold.

They have a track record of high-quality projects on their roster and are respected by the people who work with them—both above and below them on the corporate ladder.

If you’re looking to promote a current employee to the position of project manager, their leadership skills may have already bubbled up to the surface; if not, look for these 8 traits to pick a great candidate.

Photo credit: Pixabay

How to Get Back on Track When Your Coaching Habit Slips

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By Michael Bungay Stanier

A company’s success lies in its employees, so it’s no surprise that good leaders are always looking for ways to help their employees learn and develop at work. The best practices have changed over the years, but arguably one of the best things you can do for your employees (and for yourself, in the end) is coach them.

We all need to coach for performance when issues arise, but I’m talking about coaching for development — the kind of coaching that benefits everyone involved, as it helps employees learn, it encourages managers to step back and it allows us all to do that great work we set out to do.

The best way to do this is to create a new habit and start coaching on a daily basis.

The Key to Coaching

You’ve probably already attempted to coach your employees in one way or another, but did you know that the key to coaching is asking questions? In my book The Coaching Habit, I explore how asking more questions is what really helps drive employees.

It’s simple, really: Stay quiet a little longer, offer less advice and ask more questions.

Perhaps you’ve already noticed this approach works and you’re trying to implement it as a new coaching habit. Good for you! You’re looking for ways to better your work environment and encourage those around you, while also eliminating your tendency to jump in and take over.

At some point, you will stumble. You might accidentally take over a project with the good intention of helping. Or offer advice before asking an employee for their thoughts. Or start fixing an issue that isn’t the actual challenge that needs to be addressed. It’s okay, you’re human. And hey, you’re likely just trying to help.

When that happens, all you’ll need is to have a plan for how to get back on track.

Make Your Habit a Resilient System

The secret to building a resilient system is to build in a fail-safe so that when something breaks, it’s easy to recover from it. You can do just that with your coaching habit: build in your own fail-safe. That’s the first step to creating a habit that’s hard to break.

Chances are, if you’re trying something new, you’ll encounter some resistance. If your employees usually come to you for advice and you start asking questions instead of offering answers, it might take them some time to adapt to your new coaching style. It might take you time to adapt also — asking questions instead of offering advice when we’re used to the latter can be difficult!

Make a Plan

To make your habit a resilient system, create a plan to get started, one which includes a way to circle back when the road gets bumpy. Here are some ideas for getting going:

Try out your new habit on someone who you think would make a good guinea pig, or on someone with whom you’ve run out of ideas, so you’ve got nothing to lose.

Start small. You don’t need to change everything all at once. Maybe you begin by asking a few questions here and there and then gradually incorporate more as you gain confidence in your system.

Get someone else involved. Tell a colleague what you’re trying to accomplish and ask them to do it too. You can encourage each other and hold one another accountable, and even practice together.

Deal with Setbacks

These strategies are all part of a great plan, but even together they won’t always do the trick.

You might feel awkward when you first try to implement a new habit at work; the resistance you encounter might make you feel incompetent or you might revert back to old habits without meaning to. These types of setbacks are bound to happen; you just need to know how to deal with them.

When you feel like surrendering, remember why you committed to making a change in the first place. This will remind you of the payoff and encourage you to not give up. Concentrate on what you’re really committed to doing, and then decide what you can let go of in order to refocus your energy.

Learn to adapt. Maybe you’ve fallen off track because you’re having a hard time rolling with the punches. You’re asking the questions, but they aren’t being well received. You’re talking less, but your employees aren’t jumping in more. That’s okay — everyone operates differently and there are many ways to approach people. Be ready to adapt and work with your team’s differences. Ask yourself what is working and what isn’t, and figure out what you should stop doing and what you can do more of. Build in time to reflect as part of your plan for getting back on track.

Connect with people. If you’re not immediately successful in creating your new habit, check in with those you’ve been trying it on. Check in with your accountability buddy and ask for feedback.

You’ve made the choice to build a new coaching habit. Be bold, don’t be afraid to keep trying — and don’t add more to your plate. Focus on what’s essential and keep practicing. Get back on the horse and keep on with your original plan.

The same goes for any habit you’re trying to build — this doesn’t apply just to my suggested coaching habit.

Regardless of the behavior you’re trying to change, remember that people make mistakes and that you just need to persevere. Eventually, if you’re committed, the new habit will stick and you’ll worry less about it and focus more on how that habit is positively affecting your workplace.

 

 

About the Author:

Author of The Coaching Habit, Michael Bungay Stanier is Senior Partner of Box of Crayons, a company that helps organizations do less Good Work and more Great Work. It is best known for its coaching programs, which give busy managers practical tools to coach in 10 minutes or less.

Download free chapters of Michael’s latest book, The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever, here.

What is the difference between a boss and a leader?

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By Keith Tully

Richard Branson has a well-earned reputation for putting his employees first, and is seen by many as the archetypal leader rather than simply ‘the boss.’ This distinction between a leader and a boss is an important one, as lack of effective leadership impacts strongly on team morale, productivity, and overall profitability.

A strong and effective leader motivates their team, encourages high performance, and creates a happy working environment, so what does a boss do in comparison? Often
viewing themselves as a figurehead and no more, they tend to remain on the fringes of the team, causing bad feeling and a sense of disillusionment.

So how might a leader’s outlook and style contrast with that of a boss on a practical level?

Being part of the team, not just overseeing it

A leader will play an integral part in the team, understanding how different characters interact, and playing to their strengths. They’re involved in the minutiae of a working day, helping out on a practical basis when necessary in order to get the job done.

In contrast, a boss will ‘lead’ from the outside, being reluctant to get to know or understand what makes their team tick. This generally results in poor performance from individuals who feel misunderstood and unappreciated, but even when results are good, they are often achieved at the expense of team morale.

Motivation and encouragement, not driving results through fear

A culture of fear and unhappiness can lead to high staff turnover, a lack of cohesion, and no continuity within the team. This general sense of malcontent easily passes to customers and other departments, and can affect ‘brand appeal.’

True leaders motivate their team within a supportive and good-humoured environment, using their ‘soft skills’ to get the best out of people.

Leading by example

Rather than criticising members of staff for being late on occasion, a leader will set a good example by arriving before anyone else (and probably being the last to leave). This sets the expectation for everyone else, and motivates those with poor time management skills to improve.

An inclusive approach that doesn’t ostracise those who occasionally fail to meet the company’s expectations will be more effective than punitive action, and a totally negative message.

A leader doesn’t apportion blame – they help people learn from mistakes

If you make a mistake at work, are you fearful of the consequences or motivated to get it right next time? Learning from our mistakes is a key part of life, and when a boss becomes angry they’re failing to nurture and develop their staff for the future.

Part of being a good leader is accepting that none of us is perfect, and we are bound to make mistakes at some point. How it’s dealt with can have a lasting effect on those involved, and if it’s a positive message, instill greater self-confidence.

They take responsibility for the team when things aren’t going well

A true leader will take full responsibility for the team’s performance when it is sub-standard, and no credit when the results are good.

It’s this humility and generosity of spirit that distinguishes a leader from the boss who would distance themselves from the team in times of trouble.

Leaders appreciate individuality, inspire enthusiasm and instill confidence

Everyone brings something unique to a team, and knowing how to develop each person helps the company to succeed. Getting the best out of everyone as individuals, at the same time as creating unity, demands strong leadership qualities but also emotional intelligence and understanding.

It’s draining to work in a hostile environment where conflict with your boss is the norm. Rather than simply not caring whether their employees are motivated, a true leader will ensure their staff are happy and fulfilled, providing the right training and development opportunities that encourage engagement and loyalty to the company.

 

Author Bio: Keith Tully from Real Business Rescue is leading corporate insolvency specialist. He knows what it takes to keep struggling businesses afloat and what qualities are required of company directors.

Featured image via Flickr CC: David Sanabria