If you don't have a history of being paired with wonderfully knowledgeable and encouraging supervisors, you're not alone. According to the latest research from Gallup, only 18 percent of U.S. managers were scored as having "high talent" in leadership skills. The research also shows that approximately 51 percent of U.S. managers are not engaged in their work. This figure is depressing, but it pales in comparison to the overall figure for employee disengagement in this country – a whopping 87 percent of employees are not engaged in their work (Gallup).
Engagement, as we all know, is the standard catch-all term for the level of care and effort one invests in his or her job. Low engagement translates to a slew of business challenges – including high rates of turnover, poor productivity and a suffering bottom line. In my experience interacting with lackluster managers, there's a high personal toll as well. When you care intensely about your job but are forced into daily conflict with a disengaged, overbearing or inadequate supervisor – your quality of life is deeply affected. To save future generations from these harrowing experiences, I recommend righting the wrong by striving to be the boss you always wished you could have had. Here's how to begin.
1. Earn Trust, Don't Assume It
Good bosses don't put up sky-high walls or throw you under the bus.
All good relationships – personal and professional – are grounded in trust. Before any positive or productive outcomes can be built, one must believe that a person is who they claim to be, and believe that they will do what they say they'll do. This is a widely accepted fundamental truth. And yet, a recent survey from Harvard Business Review found that roughly 58 percent of U.S. employees would trust a total stranger more quickly than they'd trust their own boss. What does this say about the American workplace? What kind of culture are we creating for our employees if we don't even have their trust?
To begin to improve your own trust ratio, I recommend looking for an opportunity to proactively open up to each of your direct-reports about some of your own professional or even personal challenges. Set a closed door session with an employee, then push yourself to be as candid as possible in sharing your story. Wrap up by asking genuine questions – and vowing to keep the conversation entirely to yourself. This interaction won't magically create the perfect tight-knit relationship, but will be only the first of many steps needed for establishing improved trust. I experienced this firsthand when I opened up with my employees and the public about my family's challenges going through IVF. We've been eager to have more children and the process has been unbelievably difficult. I felt that sharing some of what we're dealing with would encourage others to open up, and show that we're all human after all. The response has been tremendous, and I'm glad I had the opportunity to unveil my story.
2. Get Personal About Appreciation
A great boss makes you feel seen, heard, understood and valued.
We're hearing more and more these days about the importance of employee recognition and appreciation. Many of us are aware of the circulating statistics on the high numbers of employees who leave their jobs partially because of a "lack of appreciation." This global study from O.C. Tanner Learning Group cites the number as high as 79 percent. In response, many organizations are putting processes into place to improve recognition in a formal, standardized way. Managers are handing out monthly employee awards or dutifully listing team accomplishments as part of meeting agendas. To be an exceptional boss, this type of appreciation won't come close to cutting it.
When employees say they want to feel appreciated at work, most aren't looking for an influx of award certificates or celebratory gift cards. They're looking to feel personally valued – like their contributions are both understood and important. This kind of recognition begins and ends with a thriving manager-employee relationship. Make time to get to know your direct-reports, listen intently to the details of their achievements, and then repeat back the nuances of their hard work to their teams and your senior leadership. In other words, don't be like a former supervisor of a friend of mine (one who shall not be named). She not only took credit for my friend's achievements in meetings with senior leaders, she rarely even allowed her the opportunity to speak in important meetings. This is not the path to making your employees feel appreciated.
3. Cultivate Future Bosses
The best boss is one who prepares you to someday be a great boss yourself.
As a savvy manager, your responsibilities extend beyond preparing and supporting your direct-reports to fulfill the requirements of their positions. As a leader and a mentor, you're also responsible for guiding and empowering your employees to ascend into supervising positions themselves. This is unfortunately rare in today's business community – a recent study from CareerBuilder.com found that a staggering 58 percent of managers stated they never received any kind of management training. To defy this trend, you must make room in your busy schedule to go above and beyond. This means making time for coaching employees through senior-level assignments, checking in on professional development progress, occasionally delegating major responsibilities, looking for opportunities to shape and mold burgeoning management style, and carving out time for one-on-one mentorship conversations. A colleague once told me a horror story about a job that required her to execute complex assignments without even having a designated supervisor. The person who should have been managing her had left the company and had not been replaced, leaving her with little to no direction on her job responsibilities. She was able to coach herself by reading the archived emails of her missing supervisor, and it became a valuable learning experience – but this won't be the outcome for most employees left to their own devices.
While all of these actions will require time and investment, the payoff will come via increased loyalty, better retention rates, improved productivity and performance, and perhaps even a mutually beneficial lifelong professional relationship for both of you.
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How can we help overcome the national health crisis and allow people access to nutritious food on a regular basis?
It's a question I've been driven to answer since 2009, catalysed by one of the scariest scenarios a daughter can imagine - the health crisis of a parent.
Determined to help my father overhaul his lifestyle and overcome the sudden obstacles he faced, I began prepping healthy, homemade meals. When friends and family members noticed the remarkable recovery he made, they became interested in the plans too.
This inevitably led to the birth of Fresh n' Lean, my organic meal delivery service. What started as a solo 19 year old student cooking meals out of a one bedroom apartment in Redondo Beach, CA, has since evolved into a 9-figure brand, with 100+ amazing employees operating out of a state of the art facility.
I'm often asked why Fresh n' Lean has continued to grow while other food delivery services struggle. I believe it comes down to many interacting variables that I wish to share with you today, with the hope that they might someday help you as you embark in your entrepreneurial journey too.
Know Your Values: Fresh, Convenient + Delicious
Whenever you pursue something in life, whether it's a scary fitness goal or starting your own company, it's important to know your values, and to stay true to them. This is something I was taught from a young age, and was super aware of with Fresh n' Lean.
Our mission has always been to achieve three things: to make food that's healthy, accessible and delicious. It's about getting that balance between each component. If any one of them is missing, the formula doesn't work.
Sure, it would be easy to cut corners with the quality of our ingredients to save money, but that's not the point! I have a strong desire to impact people's lives in a positive way - a 'reason why' that directly ties into the work we do. I'm also surrounded by a tribe of inspiring individuals who believe in the vision, which helps massively.
The collective understanding of our value system helps us stay true to the mission and to be completely transparent with how we operate the business. This creates trust and brand loyalty amongst our customers - a key component for future growth.
Taking Risks: Bootstrapping to Nine-Figures
Anyone who has started their own venture can attest that the early days are a little shaky. There are always going to be problems that pop up (usually at the most inconvenient times), and key decisions that need to be made.
One of the latter that I was faced with at the very beginning was whether or not to turn to investors for capital, or to bootstrap Fresh n' Lean. I went with the second option and committed my life savings to self-fund my venture. Looking back, it was a bold move. I put it all on the line to make my dream a reality, and thankfully the risk paid off.
Sure, initially it meant that we had certain restrictions when it came to funding, but I like to think those restrictions lead to innovation. Because we had limited options, we were forced to be creative and to come up with novel solutions to challenging problems.
It has also meant we've had a much easier time when it comes to choosing the direction of our business. Because we don't have to answer to a board of investors, we're able to explore various avenues with a degree of freedom - like our recent move from online to in-store.
Be Creative: Leaping From Online to In-Store
The latest evolution of Fresh n' Lean has been a dive into the brick and mortar sector, with the recent opening of our first On The Go store in Santa Monica.
Though many people believe brick and mortar is dying, we still feel that there are various opportunities to pursue. Grab-and-go healthy food near business centers is still something that's lacking in many areas. We're also in the process of partnering with Hak's Foods to bring ready-to-eat meals into grocery stores such as Whole Foods, Gelson's, and Costco.
As well as being a viable business venture in itself, having food in stores also gives people a chance to try our product before signing up for an online subscription. We're always trying to think outside the box when it comes to business growth, and this is just another example.
Sue, we could have listened to the naysayers, played it safe and stuck to what we know. But if we always take the comfortable route, how will we ever know what we're truly capable of?
If I could sum up the main things I've learned over the past ten years, it would go something like this: the key is to never stop learning, growing or innovating. Know your mission, keep moving forward, and always be ready to adapt.