5 Things To Do While Under Quarantine

The novel coronavirus is no longer culturally novel — it's been several weeks since schools and non-essential workplaces began to close down, and many are settling into what's become a new normal of social distancing. In lieu of face-to-face contact, people around the world have developed new ways to stay connected and still have fun, even while adhering to public health guidelines.

Although remaining inside is a good way to protect yourself and others from the coronavirus, and is an important measure to help "flatten the curve" of daily cases that put pressure on our health care system, it could lead to a lesser evil: boredom and stir craziness. 

Here's a few things you can do to make the most of this situation:

1. 5S your home (Clean and organize).
What better excuse? Staying in might provide you with the perfect time to take control of your home. Cleaning and organizing always makes me feel a little bit better. It also stops me from feeling claustrophobic -- a feeling that can be hard to ignore when being cooped up at home. Try cleaning or organizing a closet that hasn’t gotten attention in a while, or go through and get rid of stuff you haven’t used in a while.

2. Learn a new skill.
The business world is rapidly changing and new skills are needed constantly, but it can be nearly impossible to learn something new while you’re just trying to keep your head above water at work. Now is the perfect time to let your creativity flow. Use this time stuck in quarantine to brush up on your skills, learn something new, and navigate the web, work and study. Many e-learning platforms are now offering their online courses for free (or at a bargain)!

3. Read a book.
How often have you said you wanted to read more, but you didn’t have the time? Now’s the time to get reading. Books are a good tool for your learning. If you need some ideas: Top 10+ Lean Manufacturing Books

4. Reflect.
This seems to be an ideal time to reflect or to clear you head. The benefits of dedicating time to reflection are numerous and have been proven in studies over and over again. Retreat and decelerate. Turn off your smartphone and computer and really get some rest. It’s hard, but maybe the pandemic is also a good time to reflect on the really important things in life.

5. Stay active.
Practicing social distancing doesn't mean you have to be cooped up in the house all day. Fresh air is still recommended, as long as you aren’t congregating with lots of other people. There are several activities that can be done solo, or in pairs — and outside, including:

• Go for a run.
• Get the bike out and take it for a spin.
• Hit the golf course and play a round.
• Find an at-home workout routine that doesn't require additional weights.

Remember, while a quarantine will disrupt your daily routine, the opportunity can also be used to improve ourselves. Trying to stay positive and pro-active appears to be all we can do at the moment.
Make the best of your time at home.

Lean Quote: April Showers Bring May Flowers

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"March winds and April showers bring forth May flowers."   — Old English Proverb, First recorded in 1886 it mirrored sentiments from a poem recorded in 1610

Spring has finally arrived in the Northeast. It’s a time of new beginnings, and everyone around just seems to be happier (maybe it’s the anticipation of summer or maybe everyone’s seasonal affective disorder is finally wearing off). We can finally get motivated again to do the things that we kept putting off till “tomorrow”.

Now we’ve all heard the rhyme “April shower bring May flowers” reminding us that even unpleasant situations can have beautiful outcomes.

It is also a lesson in patience, and one that remains valid to this day. Many of life's greatest things come only to those who wait, and by patiently and happily enduring the clouds and damp of April, you can find yourself more easily able to take in the sights and smells of May. After all, it's easier to love something if you begin with an optimistic outlook. So do not be depressed during these cloudy rainy days because soon the sun will shine and beautiful flowers, plants and trees that will have blossomed into a ray of many colors will surround us. 

Have you had a season of setbacks, disappointments or hindrances? Do not be dismayed. Remember these things: there has never been a wind that did not change directions, clouds do not hang forever and April showers bring May flowers.

Keep Calm and Carry On: How to Engage With Your Customers

We are living in troubling times fraught with uncertainty. There is no coronavirus playbook. Company leaders are facing an unprecedented crisis as the COVID-19 outbreak spreads worldwide and impacts businesses across multiple industries. There are many questions about what comes next in the COVID-19 outbreak.

Keep Calm and Carry On was a motivational poster produced by the British government in 1939 in preparation for World War II. The poster was intended to raise the morale of the British public, threatened with widely predicted mass air attacks on major cities.

 During this time of uncertainty this saying can provide some advice about dealing with what we can control. Focus solely on the here and now and the things you can control. Here are ten things you can to remain focused on customers during this challenging period.

1.      Communicate, communicate, communicate. In times of trouble, it is best to start a dialog with your customers. Moreover, it is better to over-communicate rather than under-communicate. Much of the problem in the current crisis is uncertainty. Communicating with your customers will not reduce the global uncertainty around the health crisis. Still, it will provide some small sense of certainty around how your organization will react to it. People value predictability in times of uncertainty. So, do your small part; Over-communicate and overshare.

2.      Be transparent. Be open and honest with your customers. People will understand things that are not great news when you do. I’ve had two interesting emails from Southwest Airlines and Delta explaining what they were doing to respond to the crisis. They were open and honest, and perhaps more importantly, they weren’t trying to hide or spin things. They acknowledged the issue, explained how they were changing their cleaning process to respond.

3.      Mind the tone of your communication. It is best to have a sincere tone that is authentic, empathetic, and, perhaps most importantly, confident. People want leadership. People want to believe you, and they will only accept you if you’re sincere and feel you’re authentic and empathetic to their situation.

4.      Be fair.  This time is not the time to price gouge. (I’m looking at you online hand sanitizer vendors.)

5.      Listen and be empathetic. I recommend putting yourself in your customers’ shoes (because we are, aren’t we?). Recognize that customers are going to be emotional and anxious. Empathy means that you understand where they’re coming from, but it doesn’t mean you have to give them everything they demand. Listen to your customers.

6.      Invest in the long-term with customers. People will remember the COVID-19 Pandemic of 2020, and they will tell their stories. You want them to tell good stories about your company, not cautionary tales. Nobel-Prize winning Economist Professor Daniel Kahneman talks about this with the Peak-End Rule, which says that what people remember about experiences is the strongest emotion they felt (the Peak) and how they felt at the end. Moreover, people still talk about the fact that Southwest Airlines were the only airline after 9/11 that let people change flights without any additional costs. People have long memories when it comes to these things. The long and short of it is to think long term.

7.      Set proper expectations. You should give them the bad news. However, it is essential to tell them WHY you have bad news. While it may upset them at that particular moment, people will understand. (Moreover, if you go back to number two, which is about being transparent, honest and open, and number three, you’re sincere, authentic, empathetic and confident in your approach, then you know you have to tell them the bad news.) People understand the difference between bad things happening to them and how they are treated when bad things happen to them. Also, people with financial difficulties know it is terrible to have them; however, they also remember how people treated them when they had financial problems. This COVID-19 situation is not pleasant for anybody, but people will remember how they are treated by your organization when going through this “not nice” situation. People will make allowances because of that. We’re all in it together.

8.      Think of the next step. Customers feel more confident when they know you are thinking ahead. What we know is this is bad. It’s probably going to get worse before it gets better. However, what happens after this? If you have those answers, it will help build a relationship with your customers.

9.      Recognize how people feel coming into the experience. People will be stressed and anxious, and it will be best to do things to mitigate their feelings and manage them to a better place. In other words, when people call into the call center who are feeling stressed and anxious, getting them off the phone as fast as you can might not be the best thing to do. However, you might have to because people are sick in the call center, and you might be understaffed. Well, guess what? You have to be open and honest with people and tell the callers if you can’t spend a lot of time talking to them. The point is, you should recognize that stress and anxiety will be on the other end of the line and react accordingly.

10.   Suggest new ways of interacting. Every cloud has a silver lining, even at times of change like this one. The silver lining here is you could potentially get people to change their habits. If you want them to move online, then maybe now is an opportunity to do that, with some support from you. Now is also a time to help meet customers’ needs by getting them to do something different. If it can coincide with what you want them to do in six months when this is over, then all the better.

 While it’s impossible to predict where we will be in the coming days or months, there are always ways to be ready for change and keep both customers and employees informed. Remember to be adaptable and emphatic. Customers and employees are looking to the government and businesses for guidance right now. Find ways of supporting your community and ask for their support in return.

We’re all in this together. That is key to this COVID-19 situation. You’re in this along with the customers, and we’re all doing our part to fight the virus. The main thing is to keep calm and carry on and just keep safe.

Six Leadership Principles for Developing Humility

Leadership is defined as ‘the process in which an individual influences the group of individuals to attain a common goal’. The goal is attained by mutual cooperation and cohesive behavior. A leader infuses a sense of positivity and directs others to reach the specified goal.

There are many characteristics that make a good and effective leader. Effective leaders should have confidence, determination, strength of character and courage. Traits like being decisive and being a good problem solver are also essential. But one very important characteristic of a leader that makes them earn respect and loyalty from their followers is: humility.

When people are given authority over others, there is a temptation or the tendency to abuse their power over others. Abusive and over-bearing leaders may be capable of making people follow them out of fear. But many employees or followers leave their companies because of arrogant and rude bosses. Ultimately, the company suffers because of this.

There is a clear difference between being a boss and being a leader. A leader provides motivation for others and inspires individuals to aim high and attain a goal. However, a boss only supervises over his subordinates. Power naturally comes to a leader but that power is not a tool of leaders.

Humble leaders get the work done and also gain the respect and love of their followers. This kind of leadership gains loyalty and results in long-term harmonious working relationships. Because of this, it is essential that every leader knows the value of humility and keeps that in mind.

To shape a formal leadership development program, the research suggests a curriculum designed around six basic principles:

1. Know what you don’t know – Resist “Master of the Universe” impulses. You may excel in many things, but as a leader, rely on those who have relevant qualifications and expertise. Know when to defer or delegate.
2. Resist falling for your own publicity – We all tend to put the best spin on our success, and then frequently forget that reality isn’t as flawless. Basking in the glory of a triumph can be energizing, but too big a dose is intoxicating and it can blur our vision and impair judgment.
3. Never underestimate the competition – You may be brilliant, ambitious, and audacious, but the world is filled with other hard-working, highly intelligent, and creative professionals. Don’t let your guard down and think that they and their innovations aren’t a serious threat.
4. Embrace and promote a spirit of service – Employees (and customers) quickly figure out which leaders are dedicated to helping them succeed, and which are scrambling for personal success at their expense.
5. Listen to the weird ideas – There’s ample evidence the most imaginative and valuable ideas tend to come from left field, or perhaps from an employee who may seem a little offbeat or may not hold an exalted position in the organization.
6. Be passionately curious – Constantly welcome and seek out new knowledge, and insist on curiosity from those around you. There are correlations between curiosity and many positive leadership attributes, including emotional and social intelligence. Take it from Albert Einstein: “I have no special talent,” he claimed, “I am only passionately curious.”

Humble leaders are the leaders of tomorrow. They do not assume they know everything. They do not assume ultimate control over everyone else. They are empowered and powerful, but this power is achieved differently than it has been in the past.

Humble leaders connect with others at a human level. They’re open-minded, collaborative and listen to others. They create an atmosphere of trust, respect and equality. Everyone and every business can succeed under humble leadership.

Lean Quote: Bigheads Can’t Improve Because They Can’t Be Wrong

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"Bigheads can’t improve because they can’t be wrong."   — Dan Rockwell, Leadership Freak

Humility may be a virtue, but it’s also a competitive advantage.

7 reasons humility is a brilliant idea:

1. You’re not as smart as you think. Make room for ignorance. You don’t know what you don’t know.
2. People that seem stupid become smart as time passes. Your parents got smarter when you had your own kids.
3. Compliments are only partially true. People smile and tolerate your unattractive qualities.
4. Self-made is an arrogant myth. We all stand on the shoulders of others. You’re reaching too low if you aren’t standing on someone’s shoulders.
5. Control is illusion. You live a life of dependency.
6. You’re going to change your mind.
7. Success, in large part, is good fortune. You were at the right place at the right time.

But humility, like other virtues, can be developed. Resolve to work on your own humility and you’ll begin to notice and appreciate its power all around you.

Don’t be afraid to speak of your own failures, weaknesses, and blind spots, and how they have spurred your learning and ultimate success. Doing so will make us all better performers and more effective leaders.

How Company Culture Impacts Employee Morale and What Leaders can Do About It

Creating a strong company culture is a fundamental part of success. You need to invest in it to keep your employee's morale high. Ignore it and you might lose out on your momentum.

In fact, according to a survey, 66 percent of workers believe that company culture is extremely important to an organization's success.

A strong company culture ‒ both internal or external ‒ will make it clear what your organization does, how it does it, and what's expected of it.

When a company is fuzzy or chaotic, then that is where the problems arise.

What is Employee Morale?

In a nutshell, employee morale is the overall attitude, satisfaction, confidence, and outlook workers feel about their work.

When workers are positive about their work environment and feel that it could meet their vocational and career needs, then employee morale runs high.

But the thing is, you can't just give employee morale. What you can do is to control the majority of the components of the environment that workers have each day.

Employees, for instance, are a powerful contributor to whether employee morale will be positive or negative.

How Company Culture Affects Employee Morale

If your company culture is unclear, too rigid, or worse, non-existent, then you might be experiencing the following issues:

Lack of sense of purpose

In the rise of the millennial generation in the workforce, purpose becomes more important than ever. So, it doesn't come as a surprise anymore that a sense of purpose is crucial to maintain a successful work environment.

If your employees have a purpose-driven mindset each time they do their work, then they become more engaged, leading to better performance and productivity, and overall job satisfaction.

Feeling of underappreciation

Most people leave their jobs not because they're overworked or underpaid, but because they feel unappreciated and undervalued.

Remember that two of the most basic human desires are appreciation and validation. Employees need to feel that they matter, and not just merely cogs in a machine.

The good news is that when you invest your time and energy into appreciating their efforts, you’re saving yourself a lot of grief in the long run.

Stressful and toxic environment

Toxic company culture is one of the main causes of stress in the workplace. Also, the impact of a toxic and stressful working environment to your employees is real, both physically and mentally.

Some might not be so obvious or affect the person until they spend an extended period in the workplace.

The following characteristics are present in an unhealthy working environment

●       Lack of positive feedback

●       Lack of work-life balance

●       Bullying

●       Harassment

That's why employers need to find a healthy way to help their staff cope, with all the workplace pressures that come with the job.

Employee disengagement

Workers that are disengaged with their jobs are one of the main reasons why most businesses go bankrupt, and why the office culture has become increasingly toxic.

It’s also the reason why most organizations tend to lose their competitive edge, and most startups are bound to fail.

Not only disengaged employees could negatively impact a business, but it could also cost the company $2,000 for every employee per year.

The number one reason why employees feel disengaged from their jobs is that they no longer feel that their work is serving a purpose.

They're not aware that the individual tasks they're doing contribute a key role in the company's objectives. No one has taken the time to let them know of the priorities of the company, what the goals are, or a sense of recognition for a job well done.

That's why employers and leaders should understand the organization's mission and values by heart. They should behave in a way that rings true in those values. They also should take the time to appreciate their employees for their efforts, and give them the recognition that they deserve.

Over to You

When work becomes toxic, unfulfilling, and pointless, company morale will dip an all-time low.

But when employees feel great at what they do and how they do it, company morale will remain high. That’s because they feel that they belong to something bigger than themselves and will work hard to accomplish goals.

And you will see how it can have a positive impact on your business’s bottom line.

About the Author – Raymond Chiu is the Director of Operations for Maid Sailors Office Cleaning Companies NYC. Maid Sailors offers its customers unrivaled office cleaning services that can address even the toughest cleaning needs. Matched with affordable prices, Maid Sailors is your best partner in helping you turn your office into a work-friendly workplace.

Leading in a Crisis

The real test of leadership does not occur when everything is smooth sailing. Rather, leadership is oftentimes tested during a crisis. Some organizations emerge from a crisis stronger and more ready to thrive than they were before the crisis arrived. The big differentiator that separates them from companies that falter is people – how their leaders empathize, engage, motivate, and capitalize on their talents and knowledge in the face of adversity.

So what can organizations do to turn adversity into an advantage during times of unprecedented uncertainty?

1. Don’t ignore the anxiety people feel. This only magnifies it. It’s important to acknowledge and validate how people feel, as they’re often operating in survival mode – a natural “fight or flight” response. But fight (anger) of flight (escape) reactions keep us from acting on our opportunities. Empathize with how your people think and feel. Bring it out into the open and make them feel safe talking about it. Have managers invite people to write down their feelings in thought bubbles on pieces of paper. Then, as a team, discuss what’s in our control and what’s not. For the things that are within our control, look at them with fresh eyes and outline new ways to approach them in the current environment.
2. Don’t go into hiding. In times of crisis, whether internal or external, the best leaders make themselves highly visible. When employees are uneasy, nervous, or upset, they want to see and hear from their leader. Leaders should remain highly visible and attempt to add some perspective to what’s going on inside or outside of the organization. Visibility and simply showing up go a long way toward building trust and fostering relationships across your team.
3. Actively define reality. People are amazingly able to deal with reality even if it has a significant downside. It’s the unknown that is paralyzing. A leader’s job is to bring the facts about “exactly where we are” to their organization and teams. In times of economic trouble, not only can most people handle it, they crave it. Be truthful about job security. If there are no guarantees, tell them. Uncertainty and ambiguity can be more harmful than the bad news itself. That’s why accurate “big picture” news is an important tool. Providing context for actions – the “whys,” – is essential.
4. Create a new starting line with your people. During times of crisis, people at all levels of an organization can become fixated on what we lose. It could be a vacation, a bonus, equity or 401(k) value, or even a promotion. Now all bets are off. Spending too much time on what people have lost prevents us from creating a new starting line, focusing our energy on the “new normal” and what we can start over with under the new conditions. Letting go of what could have been is a key first step to being focused on success in the new environment.
5. Use urgency as an alignment ally. Instead of looking at change as a crisis lurking just around the corner, accelerate your efforts to analyze and act on problems instead of wandering around them. Urgency can better frame the challenges, engage people in a deeper understanding of the issues, and equip them with the responses necessary to be successful. Urgency is a powerful unifying force. Use it to your advantage!
6. Establish new check-in routines. Staying in touch with your people is more important than ever. Setting a new routine of 15–30-minute check-ins every other day may be more important than ever. These brief interactions can be opportunities to share updates with the team, highlight the latest critical information, and identify adjustments that need to be made for business continuation. These check-ins become a powerful social experience to reinforce that we’re not alone in responding to the challenges we face.
7. Celebrate all victories, large and small. This means even more recognition of the adaptive actions that get positive results. Don’t over-hype the small gains. To use some baseball lingo, it’s the singles and doubles that allow you to emerge stronger and persevere throughout the game.
8. Scout the possibilities. Deputize your people as “opportunity scouts.” Doing so means tapping into what your people know about the current challenges and getting them involved in imagining a response and a recovery plan that creates value in the current environment. No matter how intensive past productivity efforts have been, people can always see more opportunities when they’re engaged in the essential threats we’re facing. Their ideas for weathering the storm on both the cost and revenue sides of the business are often better than what most leaders could implement on their own.
9. Communicate the score. More than ever, people are interested knowing the costs, sales, and financial strength as measures of “how we’re doing.” Pay attention to their curiosity and interest and use it to immerse people in the metrics of the business. In most cases, you’ll institute a new set of targets during times of crisis. “How we’re doing” on these new metrics is essential information to share. Leaders need to balance the tension of “what’s real” with “what’s possible.”
10. Stay positive and highlight the rays of light. Remain as optimistic as possible. How you show up in a crisis has a significant impact. Positive thoughts and actions focus on strengths, successes, opportunities and collaboration. Leaders radiate trust, hope and optimism that leads to positive energy, confidence and purpose. Rays of light exist and should be as much a part of the narrative as any losses we experience.

We are truly in uncharted territory right now, but we are navigating it together. This moment is calling forth the grace in all of us, especially those of us who lead. No matter how effective you are as a leader or how strong your work is, crises are inevitable. However, you can weather nearly any storm by facilitating communication, taking responsibility, acting decisively, practicing self-care, and taking advantage of the unexpected opportunities that a crisis can create. The more centered we are and the more we help our employees feel anchored and valued, the more grace we will collectively have to extend to others. As leaders, we need to ask ourselves are we taking the opportunity to lead – to rise above the chaos and crisis when everything seems impossible.