Who says you can’t be a good mom and a CEO?

By Leah Eichler

It challenges our expectations of women and their evolving role in the business world and that makes people uncomfortable.

I say bring it on.

Ms. Mayer is living out exactly what advocates for women in business have been striving for. She chose to take a high-profile job while pregnant and to combine a challenging role with motherhood in a way she deems appropriate. She works for a progressive company that didn’t assume she would want to step back after the birth of her child.

Freedom to choose in an environment clear of preconceived notions can only be seen as progress for women in business.

Let’s examine the anti-maternal viewpoint, which surfaced in Slate’s XX Factor blog. Calling Ms. Mayer’s choice “a mistake,” the author hinted that while the decision should be hers, she should want to do things differently.

Although no one is directly saying it, not wanting to stay at home with a newborn wreaks havoc with conventional thinking about what it means to be a woman.

“Women are expected to be caregivers first and foremost, and to only turn to the world of paid employment after ensuring that they have achieved stability in the domestic realm,” May Friedman, assistant professor at Ryerson University’s School of Social Work, said in an e-mail interview. “Like many deeply held beliefs, this one doesn’t stand up to critical scrutiny.”

Statistically speaking, studies show the majority of women with children under the age of 16 work outside the home, although for some reason, social norms find this palatable only if there is a financial imperative. This leads to judgments from strangers and co-workers alike, who believe they know what’s best for your child.

Welcome to our world, Ms. Mayer.

“As a female CEO with two young children, I feel as though we are constantly judged on our ambition because of our gender,” Debby Carreau, CEO and founder of Inspired HR, a management-consulting firm in Calgary, said in an e-mail interview.

Formerly a vice-president of human resources at a large Canadian company, Ms. Carreau worked part-time just her first child was born, and returned to full-time when he turned three months old. She went back to work two months after the birth of her second child and travelled across the country with her young daughter and their nanny. Ms. Carreau said the decision to continue working after her children were born helped improve her business skills and made her a better mother for her children, now aged seven and five.

Children of working mothers are no worse for wear. A study by the U.S. National Bureau of Economic Research found no evidence that maternal employment has an impact on the quality of parenting during the first four-and-a-half years of a child’s life. A 2010 British study found that the ideal scenario for children occurred when both parents lived at home and were gainfully employed.

As for the argument that Ms. Mayer’s decision will undermine the feminist movement because it sets unrealistic expectations, I respectfully disagree. Her choice illustrates that women – even pregnant ones – don’t lose ambition the moment they deliver. I hope she inspires more companies to entertain the idea of interviewing pregnant women for “stretch” roles – advanced positions that they can grow into. Had I been offered a fabulous stretch role while pregnant, I would likely have cut my maternity leave as soon as possible.

If Ms. Mayer were to take a lengthy maternity leave, it “would lead others in the business community to yet again question whether women are suited to the CEO job and whether they can actually handle both the executive job and parenting,” explained Souha Ezzedeen, associate professor at the School of Human Resource Management at York University in Toronto. “Many still doubt that, and that’s why the glass ceiling persist.”

Ultimately, the media circus surrounding Ms. Mayer’s work-life choices thinly disguises an underlying bias about a woman’s ability to manage a demanding job and her role as a parent.

“If this were a male CEO, whose wife gave birth, would there be the same level of commentary about his decision to go back to work the next day? Unequivocally, no,” said Duncan Stewart, director of technology, media and telecommunications research for Deloitte Canada in Toronto.

Which brings us to Ms. Mayer’s husband, angel investor Zachary Bogue. Perhaps he plans to stay at home with their newborn, or to oversee their childcare solutions or maybe, like his wife, he’ll just go back to work. Whatever the Mayer-Bogues decide to do, I’m sure their son will fare just fine.

Bullies (Still) in the Workplace

By. Lin Grensing-Pophal

Despite heightened coverage by the news media and ongoing efforts to inform and educate employees about inappropriate behaviors and their consequences, workers are increasingly reporting that they are bullied at work, according to a new study by Chicago-based CareerBuilder.

In fact, 35 percent of the respondents to their 2012 study on bullying said that they had felt bullied at work -- up from 27 percent in 2011. Sixteen percent indicated that they had suffered health-related problems as a result of being bullied; 17 percent decided to quit their jobs to escape the bullying.

Organizations that are ineffective at addressing bullying may be subject to lost productivity, the loss of valued employees who do not feel safe in the workplace, and even the risk of lawsuits and legal liability for their failure to properly address these issues.

"I think that the incidences of workplace bullying are on the rise for several reasons," says Tina Hamilton, president and CEO of hireVision Group Inc. in Allentown, Pa. "People in general are worried about their financial situations and job security, and that can manifest itself at work in aggressive or defensive behaviors. Companies are also getting by with smaller workforces, so naturally tensions can flair, bringing out the worst in some people. Lastly, our society as a whole has become more belligerent over the last few years, so we are bound to see some related negative behaviors show up in the workplace," she says.

It is possible that the increase is more reflective of heightened awareness than an actual increase in incidents, says Khaleelah Jones, a research and communications specialist with the Project Bully Free Zone in New York.

"Not only are reports rising because individuals are starting to feel more confident about reporting incidents, what with the increased media attention to the matter," she says, "individuals are able to identify workplace bullying more easily with the increase in programming and education about it."

No survey or study has been able to quantify if the actual incidents have increased or if it is just heightened awareness that this behavior is not acceptable, says Debby Carreau, president of Inspired HR in Calgary, Canada, and a member of the advisory board for The Respect Group Inc.

But, she adds: "Talking about it is a step in the right direction toward cultural change."

The benefits of taking steps now to ensure the workplace is a safe, non-threatening one are many, says Carreau, and include:

*Better organizational health,

*Higher morale,

*Less illness and absenteeism,

*Limited legal liability,

*Higher attraction and retention for employees,

*A stronger corporate culture and reputation, and

*Increased productivity and profits.

These are benefits that few employers can overlook. So, what steps should they be taking to reduce both the incidence and the perception of bullying among their employees?

Commit to Real Action

At the outset, a firm commitment to taking consistent action is critical.

"All too many organizations sweep this poor behavior under the rug because bullies are often strong performers or in leadership roles," says Carreau. "It is widely believed [that] if it is known your business has these issues, it will reflect badly upon the leadership, stakeholders and even hurt recruitment initiatives." Shockingly, she says: "In my research, even when a victim of workplace discrimination, harassment or bullying comes forward with complaints, upwards of 60 percent of the time no action is taken."

Policies need to be created and committed to across the board, agrees Leigh Steere, co-founder of Managing People Better, in Boulder, Colo. Companies need to be prepared to take action even when the bully is a top salesperson or someone with hard-to-find technical experience. Every employee is replaceable, she says. "You can and should find replacements for all bullies. They cause too much damage to employee engagement to keep them on board."

Many companies have created programs that are not merely window dressing, says Jones. Employees at these companies face real consequences if found guilty of bullying or harassment. In addition, she notes: "Over 20 states also have workplace-bullying laws pending in state legislatures." Companies without these policies, or with inadequate policies, would be well-advised to take some real action now, she says. In addition, she says HR representatives should keep track of legislation pending in their states to ensure that policies are consistent with existing law.

One challenge that HR leaders face when addressing bullying is coming up with a clear and well-defined definition of what actually constitutes bullying.

Define Bullying

One of the challenges that HR managers face, says Steere, is that "there is still widespread lack of understanding of what constitutes bullying." For example, ostracizing -- or leaving people out of the information loop on purpose -- can constitute bullying. But, she says: "It is not as overt as yelling at employees when they make mistakes." Steere points readers to a list of bullying behaviors on the University of Missouri's website, which conveys the many shades of gray in which bullying can be seen.

Some bullying is so subtle, says Steere, "that employees can feel it, but they don't know how to document or report it -- so they don't. They worry they will lose their professional credibility if they report it but can't provide solid documentation." It's important, she says, for employees to have a safe way to report bullying behaviors whether they're the victim or a bystander.

Because bullying behaviors can be subtle, training is important.

Training, Education and Awareness

Well-trained managers can play a pivotal role in defending against bullying behaviors, notes Hamilton. "Train your managers how to detect, circumvent and deal with intimidating, threatening and violent behaviors swiftly and directly. Many people who feel bullied are not comfortable telling management about it and not all acts of bullying are conspicuous. Managers need to be able to lead with empathy and compassion, as well as look for clues as to why employees are acting the way they do."

Employees need to be educated and informed as well. Steere recommends sending all employees a list of bullying behaviors and having them sign a contract stating they understand these behaviors are grounds for immediate dismissal. "That would stop some of it. And where the bullies persist, employers would then have the signed paper in hand to help in the disciplinary process."

Edie Raether, a behavioral psychology expert and author of several books including Stop Bullying Now, suggests organizations focus on a number of key themes and actions, including:

*Creating a system of reporting that is easily accessible and anonymous so it is safe to report incidents.

*Establishing clearly communicated boundaries, as well as a system of accountability and consequences.

*Passivity is permission. Too many managers look the other way or want to be the "nice guy (or woman)" and forget that forgiving the offender is not being fair to the target. If we tolerate it, we are encouraging it.

*Leadership is crucial. Creating a caring culture is essential.

*One size does not fit all! Indeed, Stop Bullying Now uncovers seven distinct types of bullies.

For companies that may feel they lack the internal resources to address these issues, there may be third-party options, says Steere, adding that some organizations are even turning to third parties to field and investigate reports of bullying.

But regardless of the approach, with continuing attention and unfortunately all-too-frequent reports of violence stemming from bullying in both school yards and workplaces, bullying remains an issue that HR professionals should keep on their radar screens.

Five innovative practices for sourcing and recruiting great frontline workers

By Debby Carreau 

Open any newspaper today and they all decree Canada is losing jobs and unemployment is through the roof. In contrast, rarely do you meet a restaurant operator or owner who isn’t hiring or looking to upgrade the quality of their staff. In an industry where over 100 per cent employee turnover is considered normal, hiring and retaining the right candidates is a critical business driver. Gone are the days of placing an ad in the local paper; today recruiters and business owners must take a much more focused and innovative approach to sourcing.

1. Find the candidates where they are.

Understand your talent pool and where they spend their time. As a recruiter, make it a point to know your best staff and their habits. This will give you key insights into where to find candidates like them. If they take transit to work, you can look at advertising at bus stops, bulletin boards or coffee stops enroute. If they are students at the local college, the career centres can be a great resource as can local community or recreation centre bulletin boards.

2. Engage your customers and vendors

Most businesses already have brand ambassadors in their customers and vendors. Let them know you are hiring. You will be pleasantly surprised how many didn’t know working with you is an option and would love the opportunity. Customers can make great employees because they already know your brand, and they are also a great source of referrals. Promote your positions through signage in your restaurant, website, e-newsletter, on-hold messages or takeout packaging. Encourage your staff to get the word out to your delivery drivers and other vendors.

3. Employee referrals

Employee referrals are still one of the best sources of hiring great candidates. Take your referral program up a notch. Ask employees to “like” your Facebook page or send out a message you are hiring through Twitter or Facebook to all of their friends. Workers today are sharing their opinions and criticisms to an average of almost 600 Facebook friends and untold numbers of Twitter followers. Not taking advantage of this free word of mouth is a lost opportunity.

4. PR

Dollar for dollar, PR can be a much more cost effective way to promote your organization as a great place to work, and it can really give prospective employees a glimpse into the culture of the organization. Find a newsworthy story about one of your staff or a great initiative your organization is undertaking and send out a press release or call a local reporter. If your organization is sponsoring a community run or giving employees unique incentives such as trips to Mexico or other incentives, these things make great news stories.

5. Social media and online job boards

Online job boards can be effective for recruiting, but they cast a wide net, so statistically you will need to review many more resumes to find great candidates. In the age of digital overload, the key to effective online job boards is to post frequently so your positions stay at the top of the category. Research demonstrates the most effective ads are the ads right below the paid and featured advertisements. Unfortunately, there is no shortcut to doing this; your ads must be reposted frequently. Furthermore you will need to distinguish yourself from the competition with a unique employee value proposition. Do you offer apprentice programs, tuition reimbursement or RRSP matching? Be sure to mention it in your postings.  

The hospitality industry is hardly unique in terms of needing many employees. Other industries such as construction and healthcare face similar challenges. Search the Internet for best practices from these industries and adapt the best unique ideas for your organization. If you’re still finding it difficult to recruit workers, hiring foreign workers or using human resources firms to support sourcing may be an effective option. Many hospitality companies use these firms with great success because they can leverage volume to place effective advertisements, purchase sophisticated technology, navigate legislation and reach more candidates.

Influencing Through Empathy

By Debby A Carreau

Not long ago, empathy was considered a soft skill that a leader, who had to be tough, could not afford. Now, as leaders seek to connect more directly with employees, customers and stakeholders, an ability to nurture strong relationships is essential. We have all heard the old adage. ”You can’t lead someone effectively if you can’t walk a mile in his or her shoes”.

On a recent flight I witnessed this practice brought to life. Gregg Saretsky, WestJet CEO, was flying down to Palm Springs for a mini vacation. Interestingly, instead of acting as a passenger, Gregg was working as a flight attendant (and no he wasn’t on Undercover Boss). Based on his speed and efficiency it was clear this was a common practice for him, not a token effort. Gregg worked the entire flight joking with the team, talking to passengers and soliciting their feedback. Being the curious person that I am, I pull the flight attendant working with Gregg aside and asked him “what it’s like working side by side with the CEO of a multi-billion dollar company?” “It’s really cool; he does this all the time and really gets it”. He answered.

WestJet was founded on the principle of Caring, which consistently delivers results. There is a clear the correlation here between employee engagement, customer satisfaction and profitability. WestJet continues to be the favourite for travellers, investors and employees alike. The leader of this organization truly understands his stakeholders and delivers on their needs consistently.

Empathy and expertise are a winning formula for leaders. If a leader can be curious, competent, and authentic, it sets a standard for others to follow and reinforces that everybody is motivated differently.

Many women leaders share common attributes that serve us well as empathetic leaders: 

• We place a high value on relationships and judge our success based on the quality of these relationships
• We tend to prefer direct in-person communication to second hand data
• We are unwilling to compartmentalize our lives and so we draw upon the personal experience and insights, we and others, bring to our jobs
• We prefer leading from the center rather than the top and structure our organizations accordingly
• We take a long term view

At all levels of management empathy is a critical skill. Set aside the “soft stuff”, If you can imagine a person's point of view — regardless if you agree with it — you can more effectively influence them. Empathizing with your team, your peers, and your colleagues won't make you a pushover — it'll give you more power as a leader.

Motivation, Values and Today's Executive

By Debby A Carreau

How do executives motivate and what role do values play? Of particular interest is how values shape the motivation and leadership style of today’s CEOs and business leaders.

One of the biggest challenges business leaders face is how to create an environment where people are engaged in the workplace. If they can successfully do that, employees take ownership of their roles and contribute at a higher level to organizational success.

Last month I had the great fortune to go on a leadership journey to FedEx headquarters and hub in Memphis where I had the opportunity to go behind the scenes and watch FedEx in action. My mission: to understand how they motivate almost 300,000 employees worldwide to deliver 3.5 million packages a day, from all over the globe on time, with a smile and manage to dominate many prestigious Top Employer awards programs.

What I discovered is they have a people centric model, where they truly believe that people are the foundation of their success and the key to their future. The FedEx people centric model is based on five core values: People, Service, Innovation, Integrity, Responsibility and Loyalty. FedEx lives these values throughout their organisation from Fred Smith out to the farthest outpost.

So what can we learn from FedEx? Many organizations have value statements. Many of these are stereotyped clichés that begin and end with posters on the walls or on the company website that few employees read, understand or follow. The reason for this is that there is no clear line of sight between the value statement and day to day business practices. There is also very little alignment with personal values and how they align with organizational values.

Make no mistake though…..that doesn't mean that values don't count. Organizations like FedEx that grow and thrive must have strong values integrated into their business practises and that are championed at the CEO and other C level management. At FedEx, Founder Fred Smith is very clear “Our success depends upon the dedication of our people. We have developed recognition programs that celebrate the achievements of our people and their commitment to delivering on the values of the company” This is entrenched from day one in orientation, through excellent training, recognition and rewards programs tied directly to delivering upon the core values.

So how, as a leader, does one integrate values to truly drive performance?

1. Make values a priority. Ensure employees understand how they relate to the business and their day to day activities.
2. Incorporate values into your decision making process. They can be a powerful tool for delivering strategic objectives.
3. Communication. Communicate your values effectively to all employees with tangible examples of how they are brought to life in your organization.
4. Values must have a higher purpose.  These include concerns for the environment, community and stakeholders including employees. People in general want to feel that they are contributing not only to the company success but also to their own wellbeing, as well as that of the world around them. Values make an emotional connection.
5. Stakeholder value alignment. Ensure that your stakeholders including vendors and contractors are aligned with your values as this speak volumes to your employees and your customers about the organization.
6. Recognition: Create an environment where recognition for “Living the Values” is encouraged at all levels including peer to peer.

In summary, it's not the words in your statement of values that make a difference; it is the way that your values are valued and acted upon that is critical. It’s the true life stories, examples and track record that bring values to life. Frequent dialogue about organizational values can motivate and empower employees to meet the company’s objectives.

In a world where Gallup tells us 71% of workers are not engaged or are actively disengaged in their work, a culture of living the values will re-engage the workforce, and create, a common purpose at all levels. This in turn has the potential to improve employee morale, business performance, and provide a competitive advantage. At a higher level the living the values will enhance the image of your business in the community.