This year we have been under immense pressure at work and I am feeling real lack of self-confidence. I am experiencing these feelings in both group works and in one-to-one meetings. What can you suggest?
By acknowledging your feelings you have made mighty first step in dealing with this. Please know that you are not alone. Many people are feeling the same way at the moment and this is due to many factors, not least of which are the current economic situation and the difficulties we all face trying to achieve targets.
These feelings you have are shared by many, if not all of us, from time to time and are quite normal. We all want to feel confident in our roles and in our abilities to deliver at work.
Firstly, it is very important that you begin to become more confident with your peers and colleagues. Some folk simply feel they don’t fit in and may be unsure how to handle situations (like conflict) or are unsure about how to communicate and deal with issues with other people.
Recognise you have something to offer your company and its people. You are of value and have been employed to contribute in positive way. The fact that you are there suggests you have the skills necessary.
Then, I would encourage you to engage with your colleagues and trust yourself. Recognise your strengths and weaknesses (we all have them), feel good about yourself and do not judge yourself. Try to contribute at meetings by speaking up (remember you do have something to offer), look for opportunities to compliment others and at the end of each day reflect your successes of the day and stay positive.
I am an employer with team of 10 employees. I am seeking to employ another team member and all the CVs I receive seem to typically show very short periods of employment tenure. Why is this and is this trend?
Good question. Yes it is trend and there are reasons for it. Firstly, the now-retiring baby boomers outnumber recruits. Second, the average tenure of job has been steadily decreasing since the 1950s when it was around 25 years. It is now estimated to be around three to four years.
I am convinced that more employees leave place of work due to issues around their job, their management, the culture of the workplace and/or the work environment than for money reasons.
When someone leaves it can often come back to people and relationships. It may be lack of trust, poor communication, lack of feedback or encouragement and/or lack of general appreciation. The common denominator, however, is the relationship that exists between people. It is rarely about the money.
You will have heard many people say “the most valuable asset in our business is our people”. If we don’t get the right people and look after them our customer service falls, absenteeism rises, customers walk and profits fall and the business owners get frustrated with reducing operating profits.
Given these shorter employment tenure trends it is up to everyone in management and leadership roles to be concerned as to why folk leave, to find out what the real cost of their leaving is and to find ways to fix it.
Jack Welch of GE said: “Much of company’s value lies between the ears of its employees.” If companies are bleeding talent they are bleeding value.
I suggest all managers and leaders must work at keeping promises, give recognition when deserved, not use negative comments, respect privacy and help people grow. We must be observant, always complete exit interviews when staff leave, continually focus on people and always “give first – receive second”. We reap what we sow. M
Kevin Vincent is CEO NZIM Southern
