Kimberly Wilson on LinkedIn: Have you ever said something and then wondered what just happened? Or have… (2024)

I am posting two articles today because this is such an important topic, and these articles look at it from two vantage points. This article focuses on leader burnout and how to balance life and work. The other is how Gen Z and Millennials work to balance their career and personal lives for their well-being, knowing this changes the traditional corporate ladder climb. Work as we know it is changing, and with this change, there is a need to consider the well-being of the most expensive asset that produces the most results: human capital. Leaders often face the challenge of balancing success with well-being in our fast-paced world. This insightful article delves into leadership's emotional toll, especially during significant achievement and change.It explores how burnout has become prevalent among leaders, especially post-COVID-19, and emphasizes the need for mental health and productivity strategies. The article offers good advice on fostering open communication, addressing conflicts early, and finding inspiration to stay motivated.As a leader, it is also crucial to create an environment where team members feel valued and supported. This enhances productivity and promotes a culture of trust and collaboration. Reflecting on how you can implement these practices in your own leadership journey will help alleviate burnout across the entire team and create less stress for you as a leader, ensuring that success doesn't come at the expense of our well-being.

I am posting two articles today because this is such an important topic, and these articles look at it from two vantage points. This article focuses on how Gen-Z and Millennials work to create a balance between their career and personal lives for their well-being, knowing that this changes the traditional corporate ladder climb. The other focuses on leader burnout and how to balance life and work. Work as we know it is changing, and with this change, there is a need to consider the well-being of the most expensive asset that produces the most results: human capital.The largest demographics of talent in the workforce are Gen-Z and Millennials. Their challenges are a big driver of change in the workforce landscape. This article sheds light on how these generations, burdened with student debt yet unwavering in their pursuit of work-life balance, are redefining success in the corporate world. In contrast to Baby Boomers and Gen-Xers, Gen-Z and Millennials prioritize autonomy, flexibility, and purpose over traditional corporate titles and high salaries. According to a recent survey by Eagle Hill Consulting, these younger generations report the highest levels of burnout, prompting a reevaluation of their work approach. Key insights include:• The demand for reduced or flexible working hours to achieve a better work-life balance.• There is a growing interest in entrepreneurship and the gig economy, which offers freedom and flexibility.• There is a significant shift away from the traditional corporate climb towards roles that offer meaning and balance.Whether you agree or disagree, as leaders and hiring managers, it's crucial to understand these evolving priorities to attract and retain top talent. Embracing flexibility, supporting entrepreneurial ambitions, and fostering a culture that values well-being over relentless demands are steps in this direction.

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Every day we go to work, we work to live, not live to work. And, of course, every employee wants to be paid the highest salary possible. But is working to get the highest salary the best strategy for employees and companies? There have been many shifts in the world of work. Reflecting on the shifts from the Great Resignation through today, the workplace has seen unparalleled highs and lows, mirroring Dickens' "best of times, worst of times."If you look at the economies of work, it is clear that the convergence of events in 2021, especially the Zero Interest-Rate Policy (ZIRP), catalyzed rapid hiring and salary inflation, particularly in the tech sector. This era of aggressive growth eventually led to significant layoffs as financial pressures increased and interest rates rose.High salaries, once a draw, now pose challenges for employees and employers. Employees with elevated salaries face job insecurity while companies grapple with sustainable compensation strategies.Economic shifts and their long-term impacts on the job market have provided valuable insights for hiring managers and leaders. As companies rethink their approaches, they are looking at balanced approach solutions like performance-linked bonuses and benefits, aligning pay with business outcomes.Money is important, but it isn’t the only thing that should attract an employee because when money changes, that is the only medium on which an employee's trust is originally established. It is more important to communicate transparently how compensation aligns with their value to the company. Speaking about career growth, workplace flexibility, and comprehensive compensation packages can help attract and retain top talent. Business is a balance aligning employee aspirations and business realities, but it is communication that helps navigate this evolving landscape together. But we can’t forget that compensation is the most important piece of a working relationship, and companies need to have “a thoughtful approach to compensation; this will be crucial to create a win-win long-term economic stability for companies and job security for employees.”https://buff.ly/3X7rtEc

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Quiet firing, quiet quitting, and now the big stay—yes, they are buzzwords, but they are costing companies a lot. This post isn’t about the concepts; it is about how they affect individuals and how to face these circ*mstances to not damage your reputation as a leader and make your job harder.I’m sure everyone has felt their contributions were overlooked at one time or another. But when a leader changes a person’s role without communicating why and things are moved to others, that is when a leader is quietly firing. It may be because the leader has lots of priorities and doesn’t realize what they are doing, or it may mean they don’t want to face the challenge of tough discussions. Either way, this ruins the employee brand and the leader’s personal brand. There are so many demands on a leader, but effective leadership requires more than just technical skills; it demands genuine engagement, clear communication, and a commitment to each team member's growth. Fostering an inclusive environment where feedback is constructive and roles are clearly defined combats disengagement and will build stronger, more resilient teams. If a team is working well together, a leader’s job is easier. A leader who understands the psychology of how we work will enhance employee engagement and satisfaction.On the other hand, if people are being “groomed” for quiet firing, it leaves a lot of questions in the team. Will I be next? Why did that happen? Do I want to refer anyone to open jobs here because I am unsure if I want to stay? When I have to be a part of a hiring team, I won’t share too much because I don’t want someone to join and be frustrated that I oversold the company or role.None of these questions makes a leader’s job easier, so why do we feel it is easier to ignore someone who needs help, leaving the rest of the team questioning their fate and probably being less productive or disengaged? This article has some really good takeaways, especially around the fact that people don’t go to work maliciously thinking they want to quiet fire or quiet quit, but it happens, and when it does, we need to be aware that the outcome is way more damaging.https://buff.ly/4aKg00n

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Every day I read the news and talk to the market, I realize we need to rethink recruitment, and the future of talent acquisition is human-centric. Though recruitment, in my eyes, has always been human-centric, now more than ever, with the onset of AI and rapid technology changes, we need to realize the business landscape is rapidly changing. The key to staying ahead isn't just about adopting the latest technology or implementing the most efficient processes—it's about focusing on people because talent is the driving force for the latest technologies and implementing efficient processes. Does anyone hear that old saying in their head, what came first, the chicken or the egg? The things we need to do:1. Embrace Human-Centric Hiring: While AI and algorithms are transforming recruitment, we must remember that technology should enhance, not replace, the human touch. Personalized interactions, empathy, and understanding of the unique strengths of each candidate are irreplaceable. It's about finding the right fit for your company's culture, not just ticking boxes.2. Diversity as a Strategic Advantage: A diverse team isn’t just a checkbox; it’s a powerhouse of innovation. Diverse perspectives lead to creative solutions and drive business growth. Diversity is a strategic priority in your hiring process.3. Lifelong Learning and Adaptability: In a world where change is the only constant, fostering a culture of continuous learning is essential. Encourage your team to upskill and adapt. The most successful organizations invest in their people’s growth.4. Prioritize Mental Well-being: With increasing awareness of mental health, creating a supportive work environment is crucial. Ensure your workplace promotes work-life balance, mental well-being, and open communication. A healthy team is a productive team.5. Authentic Leadership: True leaders inspire and motivate. They lead by example, communicate transparently, and prioritize the development of their team. Authentic leadership fosters trust and loyalty, which are foundational for long-term success.When we focus on human-centric practices and put people at the heart of our strategies, we not only build stronger teams but also create a more innovative, inclusive, and resilient organization.What steps are you taking to make your hiring process more human-centric?

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What happens when a company transforms old oil wells into a solution for renewable energy storage? This intriguing article dives into how a small company in California’s Central Valley discovered that while drilling for oil wasn’t viable in California, repurposing oil wells for solar energy storage was a game-changer. This innovative approach, called geological thermal energy storage, is a prime example of how we companies can come up with innovative technologies using existing infrastructure to meet new energy demands.In addition, the community in which this company made its acquisition is known for oil and gas exploration, and many individuals within the community work or have worked for oil and gas companies. The community has been disadvantaged as oil and gas is being phased out in the state and people have lost their jobs. The company is still working through the process of getting permits for its pilot project and hopes to begin the demonstration in 2026 or 2027. Not only will this system power thousands of homes in the region, but the company also believes it can avoid more than half a million metric tons of CO2 emissions annually, and the company will create hundreds of jobs.As we have seen in our recruitment, the skills and education folks have obtained in oil and gas are transferable to renewables, especially geothermal. It is great to see the company recognizing this. This is such a win-win-win-win-win. The state wins, the company that acquired the assets wins, the environment wins, the talent in the region wins, and the community’s economy will have some wins as well. https://buff.ly/3yVE6Ic

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This is a bit different from most of my posts, but as a psychology major and recruiter, this concept intrigued me. Yes, this talks about the debate around return-to-office policies, but it goes much deeper into the psychology of why people come into the office and what they need. It's the human factor of how we feel that makes all the difference.Environments that cater to professional and personal needs and places that promote well-being and productivity will provide what both companies and individuals need. This involves creating spaces that foster collaboration, creativity, and a sense of community. This article shares ideas inspired by urban planning principles and community spaces.The human factor is at the core of this transformation. Our productivity is deeply tied to how we feel in our work environment and physical space does have a lot to do with this. When employees feel connected, supported, and valued, their engagement and performance soar. This article shares the evolved priorities regarding working in the office and why people will go to the office. It also shares how office design can impact human connections and mental well-being.If you are reading this and thinking, why does this matter? Think about your own work style. Where are you most productive? Do you prefer working in a coffee house? Do you sit on a couch or at a table facing the door in a “retail” environment? Where in your house do you get the most work done when you work from home? Do you produce more creative work when you have a view of nature or work outside?I can honestly say that I enjoyed working in the office at a past company, despite the one-hour commute each way, because I was given a corner office with full windows on the second floor, overlooking a forest and lake. It wasn’t the office’s stature that excited me, though I was honored. It was the work environment, both the view and the team dynamics. Many collaborative conversations started out of the blue as people walked past my office to theirs or the kitchen.Work environments don’t have to be elaborate. My past office was in class B or C space. But by designing and embracing flexible, inclusive spaces and promoting a culture of trust and innovation, we feed our psychological needs, and everyone thrives.

Have you ever gone home from work drained with no energy to give to your significant others? I have. Many years ago, I had a boss who micromanaged everyone to the point that people wanted to leave, and they did. When we left, our family relationships were not as stressed and improved. Our physical appearance changed, so much so that people commented. We actually all moved on in our careers to great things. At the time, I personally kept self-talking, wondering what I needed to learn to move up or what was wrong with me. To set the stage, this individual had been in their position because of their network and understanding of a particular industry. Though they were strong in these areas, they had never been in the trenches of research, sourcing, and recruiting. They were really good at looking at a business and knowing what type of person needed to be in the company, but there was this concept of what a candidate should look like with specific wrapping and a bow. My deliverable was a human being, not a package with a bow. It was a painful process, but the first candidate I would usually present to my boss would be declined, only to be included later when I presented them again. On several occasions, this candidate would be the finalist candidate for our client or a very well-regarded candidate. After reading this article, it makes sense.Many managers, promoted for their technical skills, struggle with the interpersonal dynamics required to lead effectively. This often results in a command-and-control style that stifles creativity and growth. Research shows managers significantly impact employees' mental health, even more than their spouse or doctor. Poor management can lead to burnout and disengagement, particularly among younger workers who crave autonomy and purpose. And that was who I was at the time.Had we been led with an inquiry-led approach, I think things would have been different. The article shares good advice, such as how managers can acknowledge their team's capabilities by integrating impactful questions into daily conversations and fostering a sense of ownership and trust. For example, asking questions like "What’s the crux of the issue?" or "What would need to change?" can help employees develop problem-solving skills and confidence in decision-making... and provide a leader with new ideas.In my situation, I was told or directed what to do. As I mentioned earlier, I wondered what I needed to learn. I realized after I left that I wasn’t given the opportunity to learn or resolve the issue myself. After reading about this way of enhancing leadership skills, I realized that an inquiry-led approach not only enhances individual growth but also creates a culture of inclusion and appreciation. It creates psychological safety and cognitive diversity. It helps the leader learn as well and grow their own career. When employees feel heard and valued, they are more likely to be engaged and motivated… and less likely to leave.

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“Why are your workers leaving in droves?” In my experience, candidates' reason for looking outside a company is typically a misalignment of their needs to the leader's vision or expectations. So, as a recruiter deeply passionate about fostering effective leadership and hiring the right talent, this compelling Gallup study caught my eye.It studies the critical decision of selecting the right individuals for management roles. The findings highlight a significant challenge: only one in ten people have the natural talent for managing others. Sharing that promotions not based on managerial performance contribute to high employee turnover and underperformance. Currently, promotions are often based on tenure or success in non-managerial roles, which may not align with the essential talents required for effective leadership. Gallup's research suggests that organizations get it wrong 82% of the time. Unfortunately, I hear this from individuals quite often, but rather than say anything to anyone in their company, they leave. However, there is a clear path to improvement. By shifting the focus to innate talents, defined as 'naturally recurring patterns in the ways they think, feel, and behave,' companies can identify and develop the five key talents that make a potential manager successful: engaging workers with a compelling vision, setting clear expectations, creating a culture of accountability, building trust-based relationships, and making productivity-based decisions. These talents, often hidden within an organization, hold the key to more effective leadership and higher team engagement. While not everyone will naturally excel in all five areas, the process of identifying and developing these talents can transform potential managers into exceptional leaders. This not only benefits the individual but also the entire organization, leading to improved performance and a more engaged workforce.For companies aiming to hire and promote the right people, focusing on these key traits and providing ongoing support and growth opportunities will ensure that your leadership aligns with your strategic vision. Investing in the right talent today will pave the way for a stronger, more resilient organization tomorrow.